| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "RESOURCE WARS": |
|
|
"Resource Wars", 2005.
This paper discusses Michael T. Klare's "Resource Wars", which takes the old ideas of imperialism and the liberal economy and places them in the modern world, confronted with immediate shortages and conflicts surrounding of natural resources.
2,990 words (approx. 12.0 pages), 5 sources, APA, $ 88.95
»
Click here to show/hide summary
Abstract
This paper explains that Michael T. Klare in his book "Resource Wars" states that, although society is often blinded by religious and political propaganda, the ultimate fight is for economic stability. The author points out that, using this argument, many of the United States' recent international policies supposedly aimed at the spreading of freedom can more accurately be seen as the United States acting to tighten its grip upon the world's oil supply. The author of this paper believes that Klare's argument vitally falls short because he contents himself merely to identify the root causes of future conflicts and provides few avenues for the avoidance of bloodshed. The paper aalso discusses whether alternative sources of energy can be utilized and the current supplies of water can be better distributed.
From the Paper
"The core notion that privatization of the world's water supplies alone can solve the impending water crisis is likely to be false: "Water would be allocated more efficiently and wasted less if its allocation could be based on clear prices established by demand and supply. But the argument is also a bit too simplistic. Water is not a commodity like any other. Rather, it is inherently susceptible to market failure-that is, unfettered markets often will fail to allocate it optimally." Still, the claim that individual governments can remain capable of distributing water efficiently and free of pollutants is likely to be equally fallacious. The moral consequences of pricing water-essentially, placing a monetary value on life-although rather compelling and moving, remain unrealistically placed in a world threatening to reach a population of nine billion by 2050, and concurrently struggling to maintain stable economies and governments."
| |
|
The American Resource Wars, 2002.
A study on the United States' involvement in the internal policies of foreign countries to secure its supply of resources.
932 words (approx. 3.7 pages), 4 sources, MLA, $ 33.95
»
Click here to show/hide summary
Abstract
The paper shows that the U.S. has viewed oil, along with other national resources, as an item of national security for a very long time. Because the demand for natural resources is so high and the U.S. relies so much on imported oil and other resources, resource wars will undoubtedly be an important part of U.S. affairs. The paper discusses how the U.S. has organized its foreign and military policies so much around the protection of oil and other natural resources that it often gets itself involved in other countries? affairs, which turn into turbulent resource wars.
From the Paper
"This war was actually started in Saudi Arabia, through ploys by anti-government extremists like Osama bin Laden to overthrow the royal family and install a more doctrinaire Islamic regime. Due to the fact that Saudi Arabia is the world's leading oil producer, the United States would suffer if it allowed these extremists to overthrow the Saudi regime. This is why the U.S. is so involved with the war, which is obviously, for us, a resource war."
| |
|
Rail Resources in the Civil War, 2008.
This paper explores the U.S. government's strategic control of railroad resources during the Civil War.
5,557 words (approx. 22.2 pages), 18 sources, MLA, $ 135.95
»
Click here to show/hide summary
Abstract
The paper discusses how the ability of President Lincoln to harness the power of the U.S. transportation infrastructure was essential to eventual victory on the part of the Union forces. The paper looks at Herman Haupt's role in controlling the railroads and maintaining the war effort and shows how the ensuing end of the war and reconstruction cemented both the need and the ability of the US government to control this essential developmental resource.
From the Paper
"One of the most important issues with regard to armed conflict is resources, who has them or can get them and who does not and cannot. It would seem that to a large degree resources can make the difference between the winner and the loser in any regional or international conflict. In fact resources are so crucial that most use the availability of resources, rather than the righteousness of the cause as one of the fundamental decision factors of whether to enter into armed conflict at all. In the case of civil wars the issue frequently becomes more complicated, as the control of such resources, as they exists and can be manipulated, determines to some degree the outcome."
| |
|
War for Resources, 2007.
An analysis of the link between environmental stresses and conflict.
3,276 words (approx. 13.1 pages), 13 sources, MLA, $ 94.95
»
Click here to show/hide summary
Abstract
This paper discusses the links between aggression and environmental stress, in that damage to the environment often leads to conflict over resources and then to war. The paper specifically discusses the views of Richard Matthew, who argues in "Conserving the Peace" that the links between environmental stress and conflict can be distilled into four categories: unsustainable use of resources, inequitable access to resources, use of resources to finance conflict and incompatible uses leading to conflict.
Table of Contents:
Introduction
Unsustainable Use of Resources
Inequitable Access to Resources
Use of Resources to Finance Conflict
Incompatible Uses Leading to Conflict
Water
Solutions in Progress
Conclusion
From the Paper
"If we do not respond to environmental problems, social disintegration, war and famine will increasingly plague the planet. To have peace, we need sustainable development. Peace is not simply the absence of war, violence, and hostility--it is reconciliation, human flourishing, and natural beauty. We have the ability to provide basic and adequate resources for everyone living on Earth so that no one is trapped in poverty while others enjoy abundant wealth. We can change social policies that dispossess the poor of their land and ignore their property rights. "For the first time in history, technology and science enable us to understand Earth's ecology and our impact on it, to control population growth, and to increase the carrying capacity in ways never before imagined" (Steven A. LeBlanc cited in Coles, 2004). If we make a systematic effort, we can restore balance and nurture an environment conducive to peace."
| |
|
Materials Resource Planning, 2000.
An overview and exploration of the main differences between materials resource planning (MRP), materials resource planning II (MRP II) and Enterprise Resource Planning (ERP).
1,956 words (approx. 7.8 pages), 2 sources, MLA, $ 62.95
»
Click here to show/hide summary
Abstract
This paper looks at how material requirements planning (MRP or MRPI) was developed in the 1960?s, to enable companies to calculate the number of different components necessary and when they were needed. It traces its development over the years and identifes the main differences between materials resource planning (MRP), its predecessor materials resource planning II (MRP II) and Enterprise Resource Planning (ERP) as well as the pro's and con's of the MRP II concept. Using a basic diagram, the three fundamental functions of MRP are explained which are netting, batching and time phasing.
From the Paper
"Distinguishing MRPII from the original MRP concept is a simple process. MRPI is simply the process of identifying the amount of components required and at what time they are required. This developed into closed loop MRP, which calculated the workload required to fulfil the orders and compared this to the capacity available. MRPII expands on this by calculating the cost of proposed MRP runs, this allowed managers to identify viable production-runs and allowed them further control over the operation. In calculating the costs MRPII works in the opposite direction to MRPI, it starts at the lowest level of the BOM and works its way up until the net-requirements of the finished product is determined."
| |
|
Human Resource Management in the Airline Industry, 2008.
This paper discusses effective human resource management in the airline industry, including employee recruitment, management and evaluation.
12,341 words (approx. 49.4 pages), 22 sources, APA, $ 237.95
»
Click here to show/hide summary
Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
| |
|
The Napoleonic Wars and the Realist Paradigm, 2008.
This paper examines the Napoleonic wars as an example of modern warfare and an assessment of contradictory explanations of war, the liberal and realist paradigms.
4,280 words (approx. 17.1 pages), 11 sources, MLA, $ 113.95
»
Click here to show/hide summary
Abstract
This paper explains that, while the major battles of the Napoleonic Wars occurred between the years 1803 and 1815, 18th century long-range factors, such as increased manpower and agricultural, financial and industrial resources, contributed to this prolonged and intense conflict. The author points out that the increase of available resources called for revised methods for command and control over armies. The paper describes, in detail, the relationship of countries, the wars and Napoleon's rise to power. The author states that the downfall of Napoleon can be said to rationalize the liberal paradigm, which proposes that interdependence based on internationally shared interests can mitigate international conflict; however, not all components of the liberal paradigm apply to the Napoleonic Wars. The paper states that the realist paradigm, which argues that the actual international structure may be conducive to warfare, offers a more complete analysis of the the Napoleonic war era.
From the Paper
"Nearing the turn of the century, the French Revolution started to collide with greater European interests, posing a potential threat to international stability and order. To avoid being overthrown, the French king made an unsuccessful attempt to escape. When he was returned to Paris, he was suspended of all power and virtually placed under arrest. Leopold the II of Austria petitioned the royal families of Europe to help restore the French royal family, stating in the Declaration of Pillnitz that reinstating France's monarchy was in Europe's common interest and ultimately necessary to maintain international stability.
| |
|
Human Resource Management, 2008.
A functional and theoretical overview of human resource management (HRM).
6,320 words (approx. 25.3 pages), 6 sources, APA, $ 147.95
»
Click here to show/hide summary
Abstract
This paper explains that a key activity of the human resources management (HRM) function is deciding what staffing is needed. The paper describes many of the activities of this department and the supporting managerial theories. The paper differentiates between HRM, a major management activity, and human resource development (HRD), a profession. The author explores the tremendous changes over the past 20 to 30 years in the HRM function and HRD profession. Includes several illustrations.
Table of Contents:
Executive Summary
Introduction
Definition and function of Human Resource Management
Torrington and Hall define personnel management
Frederick Taylor, Hugo Munsterberg, Mary Parker Follet, and Elton Mayo. Hawthorne studies
Global village
Global work force
Cultural Environments
Ethical issues
The Psychological Contract
Re-engineering
Rethink
Redesign
Retool
Job design
Summary
Appendix
Functions of Human Resource Management
Communication between organization Issues and HRM
Roles Played by HR department
Competitive Advantage of HRM
Responsibilities Carried out by HRM Department
Objectives of HRM
Resource Acquisition
Resource Management
Resource Disposal
Topical Issue
Retaining Staff
The Planning Process
Costing Human Resource Requirements
Safety and Health
The Hiring Process
Maslow's Hierarchy of Needs
Maslow Hierarchy of Needs and Herzberg's Motivation-hygiene Theory
Nature of Job Design
Job enlargement
Job enrichment
Job Rotation
Model for an enriched job
Leadership Effectiveness
From the Paper
"The global work force has been changing dramatically. For example, in the U.S. it is more diversity racially, women are in the labor force in much greater numbers than ever before, and the average age of the workforce is now considerably older than ever before, and the average age of the workforce is now considerably older than before. As a result of these demographic shifts, HR management in organization has had to adapt to a more varied labor force both externally and internally and HR professionals must ensure that work/family programs are designed and implemented in a way that recognizes employees have "outside lives" and different values and needs."
| |
|
Human Resource Management, 2005.
This paper discusses the development of Human Resource Management (HRM) including Strategic Human Resource Management (SHRM).
2,035 words (approx. 8.1 pages), 4 sources, APA, $ 64.95
»
Click here to show/hide summary
Abstract
This paper explains that Human Resource Management grew out of the belief that employment was not only a source of income to the employee and profit to the company, but also represented challenges and opportunities; whereby, the employee becomes part of the company as a stakeholder. The author points out that, traditionally, human resource managers were mandated to acquire, train and maintain personnel by following appropriate government rules and regulations, by implementing just and equitable policies and procedures and by maintaining harmonious labor union and employee relationships. The paper relates that Strategic HRM links HRM practices with the strategic management process and emphasizes the coordination or congruence among HRM practices: The four HRM strategic theories are the resource-based view of the firm, the behavioral-based theory, cybernetic systems and agency or transaction cost theory.
From the Paper
"The new vision on the place and value of human resources in an organization evolved from studies conducted by Elton Mayo, the Father of Human Relations and from the Hawthorne Studies between 1924 and 1932. The Hawthorne Studies re-evaluated Frederick Taylor"s behavioral assumptions, while Mayo investigated the effects of changes in the work environment on productivity. Mayo's study found that employee productivity was affected more by the level of attention shown by management on employees' behavior than their physical working condition, such as the level of lighting. This meant that the human factor was more important than the physical factor. The enlightening conclusion led to a then controversial proposition that a worker's feelings were important and to the development of human relations or HR management concept."
| |
|
Human Resource Management, 2007.
This paper discusses how important effective human resource management is to a successful business.
3,314 words (approx. 13.3 pages), 16 sources, MLA, $ 94.95
»
Click here to show/hide summary
Abstract
The paper discusses the various theories of human resource management. The paper illustrates how strategic human resource management combined with a company's strategic management can bring higher benefits to organizations. The paper provides a short overview of global human resources and examines the application of technology in human resource management. The paper concludes that, for a company to be successful, it is vital that human resource management work together with, and in the same direction as, the strategic management process of the company.
Outline:
Introduction
Human Resources Management - Review of Theories
Importance of Human Resources Management to Organizations
Strategic Human Resources Management and Firm Performance
Human Resources Management (HRM) and the Strategic Management Process (SMP)
Challenges and Benefits of Global Human Resource Management
HRM and Technology
Conclusion
From the Paper
"Even if the plant and equipment, as well as financial assets are and will continue to be important and required resources by almost any organization, the human resources - the people these organizations have - start gaining an ever increasing role within companies. The people will be the ones designing and actually producing the goods and services a company offers to its clients, they will be the ones controlling the quality of their work, marketing the products and distribute the financial resources, as well as setting the overall organization's strategies and objectives... meaning - the people will have the same role as the sanguine system has in the human body. Therefore, it can be easily understood that a company that will not benefit from the presence of effective employees, will be confronted with serious challenges in achieving its objectives."
| |
|
Effective Human Resource Management, 2008.
A case study analysis of the effectiveness of human resource management within Wal-Mart.
1,813 words (approx. 7.3 pages), 8 sources, MLA, $ 58.95
»
Click here to show/hide summary
Abstract
This paper discusses human resource management (HRM) within the Wal-Mart company and in so doing provides a comprehensive strengths, weaknesses, opportunities, threats (SWOT) analysis of that structure. It also looks into whether there ia a sequence of activities or actions that can marginally guarantee HRM. The paper then objectively analyzes whether HRM for Wal-Mart can be characterized as effective.
Table of Contents:
Abstract
Wal-Mart's Human resource Model: SWOT Analysis
Part 1: Strengths of Wal-Mart's Human Resource Model
Part 2: Weaknesses of Wal-Mart's Human Resource Model
Part 3: Opportunities Presented by Wal-Mart's Human Resource Model
Part 4: Threats to Wal-Mart's Human Resource Model
Wal-Mart's Organizational Structure
The Nature Of Human Resource Management At Wal-Mart
From the Paper
"In closing there is a plethora of literature that examines the effectiveness of Wal-Mart's human resource model, and there is a common thread within these books and articles, that is, Wal-Mart's human resource model is inadequate and takes disadvantage of workers. There have been other activities that have brought into question Wal-Mart's labor practices. Allegations of sex discrimination, support of child-labor based on purchases made in China, violations of labor laws concerning illegal workers, and federal overtime laws, and overall activities that are contrary to effective HRM have been documented and continue to pose a threat to Wal-Mart's perceived successful model."
| |
|
Human Resource Management, 2002.
This paper discusses the importance of human resource management and focuses on some very essential tasks and responsibilities of the human resource department.
3,190 words (approx. 12.8 pages), 8 sources, APA, $ 92.95
»
Click here to show/hide summary
Abstract
This paper discusses the growing significance of human resource management and focuses on different roles and duties assigned to HR managers. The American workforce is unique in its characteristics and is therefore more complex than workers in other countries. This distinctive and diverse workforce requires a very well organized and highly sophisticated human resource management team.
From the Paper
"The American corporate world is facing serious challenges currently and productivity has become a grave problem for most of the firms in the United States. While we can attribute these challenges to the current slow down in the economy, it is important to understand that internal forces are equally responsible for lower productivity and efficiency, which is resulting in massive annual losses for both large and small firms. The economy is faced with a recession like situation where lower productivity and lower revenues are common issues being tackled by all firms. But here we need to understand that the companies, which will eventually come out of this negative situation intact, would be the companies with best and most sound internal forces."
| |
|
Strategic Human Resource Management, 2005.
A look at the changing function of the human resource manager, focusing on the practice known as strategic human resource management (SHRM).
2,315 words (approx. 9.3 pages), 10 sources, MLA, $ 71.95
»
Click here to show/hide summary
Abstract
This paper explains that the role of the human resource manager has changed greatly over the past decades, and the role is no longer controlling the minor details of the work force, but rather seeing what are the best methods to get maximum cooperation and motivation from the workers. The writer examines different human resource methods that fall under the practice of SHRM, explaining its benefits.
From the Paper
"Strategic human resource management or SHRM has been defined as the pattern of planned human resource deployments and activities aimed at the attainment of organizational goals (Wright 1992). It is a macro approach to viewing the function of human resource management in the larger organization and, in this respect, differentiates it from traditional human resource management or HRM. It is woven around a short-term focus on business needs, called strategy, and described as "a set of processes and activities jointly shared by human resources and line managers in solving people-related business problems." It links human resource management to that strategy and emphasizes the coordination among these practices. But owing to the applied nature of SHRM, it lacks a theoretical foundation necessary in predicting and understanding the impact of human resource practices on the functions of the organization (Wright). Experts assume that particular institutional processes may shape HR practices: those imposed or coerced by governments or companies upon acquired subsidiaries; authorized or legitimized practices by an organization seeking the approval of a regulating entity, as in the case of hospitals and colleges seeking accreditation from external agencies; practices that conditions of reward from outside agents elicit; practices that evolve or are acquired by one organization from other organizations so as to appear legitimate or up-to-date; and practices that become institutionalized through the adoption of other practices at the start of operations (Wright)."
| |
|
Human Resource Management, 2007.
This paper examines human resource management techniques by interviewing a human resource manager.
2,316 words (approx. 9.3 pages), 5 sources, MLA, $ 71.95
»
Click here to show/hide summary
Abstract
This paper presents an interview demonstrating some of the ideas that are currently being used to provide a solid employee base in one company. The writer explores employee satisfaction, union issues and policies during the interview. The writer emphasizes the importance of effective human resource management. Additionally, the writer explains that the job of human resource management is to ensure that the recruitment, retention and satisfaction of the employees is maintained so that the turnover rate can be kept at a minimum and productivity at a maximum.
Outline:
Introduction
Interview
Conclusion
From the Paper
"Effective human resource management can mean the difference between a successful company and a company that fails to thrive(Wheeler, 2005). Employees that are carefully chosen, well trained and content in their jobs and benefits, provide better product and services that employees who are disgruntled and unhappy in their position. With the importance of human resource management increasing in value nationwide it is vital for human resource managers to understand the many elements of employee retention and satisfaction that they are charged with."
| |
|
The Human Resource Department, 2007.
This paper discusses the human resource department and its function of creating and controlling the quality of work life (QWL), which individuals enjoy in a company especially in the areas of ethics, laws and discrimination.
3,540 words (approx. 14.2 pages), 7 sources, APA, $ 99.95
»
Click here to show/hide summary
Abstract
This paper explains that, since the human resource department often makes the rules, it needs to be sure that these rules are the most current, given that local, state and federal laws change frequently. The author points out that generational differences and the way that individuals are being taught are affecting how human resource departments react to and deal with issues that they had previously not suspected would concern them. The paper stresses that, if no trust exists between the human resource department and the employees at all levels, violations of ethics and other problems will often go unreported for fear of losing one's job, which, in turn, will greatly lower the quality of work life (QWL), which employees want and deserve.
Table of Contents:
Introduction
What is the Human Resource Department?
How Human Resource Personnel Affect the Company's QWL
History and the Human Resource Department
Human Resources and Changing Times
The Bridge between Employer and Employee
Affirmative Action and Discrimination
Conclusion
From the Paper
"There have been different eras in politics throughout the years that this country has been around. Politics often greatly affects the Human Resource department of any company because it affects the rules and regulations that companies have to abide by. The poor reaction to Big Government that was going on in the 1980s is only one example of the political upheavals that have been faced in the not too far distant past. It may seem odd that what happens in the political arena would affect what happens in the Human Resource departments of companies."
|
|
|
