Derivative Instruments, Debt, and Contingencies Essay

Derivative Instruments, Debt, and Contingencies - Essay Example The third issue that the company must deal with is the possibility of patent impairment. This memo will discuss the topics of contingencies, debt rewritten based on bankruptcy protection, and impairment of patents. A contingency can be defined as a possible loss/liability or gain/asset, which may or may not be realized in the future (Ecfa, 2011). There are different types of contingencies such as obsolesce of inventory, employee claims, impairment of machinery and equipment, and lawsuits. Your company is currently facing a legal contingency resulting from the possibility of a lawsuit. The accounting statement that deals with contingency is SFAS No. 5 (Pwc). There are different scenarios that the firm must analyze in order to determine whether or not the contingency must be reported in the financial statements or as notes to the financial statements of the company. SFAS No. 5 establishes precise rules and guidelines that accountants must follow in order to comply with the generally accepted accounting principles. The probability of occurrence of the lawsuit is one of the determining factors on whether or not it the lawsuit should be reported within the financial statements of the company. The second factor to consider is whether of not the loss contingency can be estimated. The general rules to follow in relation to loss contingencies are illustrated in the table below: Based on the table above the company can determine the proper accounting treatment. I recommend that the accounting department have a close meeting with the lawyers of the firm to determine the actual probability of the lawsuit occurring. If the lawyers are not able to determine this data then the firm should proceed to hire a risk management consultant to determine the probability of losing the lawsuit. The table in this memo provides the exact guidelines the company should follow to comply with the generally accepted accounting principles.

Free

Free Will and Determinism Can Coexist Essay Discuss the claim that we humans have no real freedom of choice. Throughout history, the problem of freewill vs. determinism has sparked major debates between philosophers. The debate between freewill and determinism stems from the apparent conflict between the universal rule of causality that is deeply rooted in nature, and between the apparent ability of human beings to choose between multiple courses of action in order to lead to the most desirable outcome. The universal rule of causality simply claims that inorganic matter such as tables, chairs and rocks are acted upon by whatever forces affect it, however, human beings seem to be an exception to this rule by their unique ability to ponder about how to go about making decisions in their life and which principles and morals to live by. In simple terms, determinism is the thesis that everything is caused whereas on the other hand, the doctrine of freewill maintains that some of our actions are free. It is for this reason that the problem of freewill and determinism is a paradox because these two equally evident assumptions seem to lead to inconsistent results and leads to the question about whether or not freewill and determinism can co-exist. It is for this reason also that nowadays one must accept as a fait accompli that the problem of finding out whether free will and determinism are compatible or whether freedom of choice actually does exist is a large part, perhaps the major part of the problem of free will and determinism; Van Inwagen book. On the other hand, other such incompatibilists accept freewill and disagree with the determinist position; these incompatibilists are known as â€Å"Metaphysical libertarians,† such as Thomas Reid and Peter Van Inwagen. Van Inwagen ( ) in his book claims that many philosophers hold not only that free will is compatible with determinism but that free will entails determinism. Determinism is the thesis that there is at any instant exactly one physically possible future. However, if there is more than one way which the world could go, then indeterminism is true and so human beings do have a freedom of choice. Another such view is that of hard incompatibilism, which asserts that, free will is incompatible with both determinism and indeterminism; this view is defended by Derk Pereboom. He claims in his book â€Å"Living without free will† that the best scientific theories have the consequence that individuals are not morally responsible for their actions. However, Pereboom argues that if this was correct, morality would have no place,and human life would be meaningless and without value. He then goes onto saying that by adopting a position that morality, meaning and value remain intact even if we are not morally responsible, then this would benefit our lives. Pereboom and morally responsibility: Claiming that freewill and determinism cannot xoexisit. The problem about moral responsibility arises from a conflict between two powerful consdiderations. On the one hand, we human beings feel that we are the source of our actions in a particularly weighty sense. We feel that the way in which we are the source of our actions is very different from the way a machine is the source of what is produces. We express this sense of difference by attributing moral responsibility to human beings but not to machines. Traditionally, it has been assumed that moral responsibility requires us to have some type of free will in producing our actins. At the same time, there are reasons for regarding human beings as more like machines than we ordinarily suppose. These reasons stem from various sources, most prominently, from scientific views that consider human beings to be parts of nature and therefore governed by natural laws and from theological concerns that require everything that happens to be causally determined by God. Causal (or Nomological) determinism[1] generally assumes that every event has an antecedent cause in an infinite causal chain going back to Aristotles Prime Mover or the beginning of the universe. Determinists believe that there is nothing uncaused or self-caused (causa sui). Arguments for determinism, Science: Free will:Van Invagen- free will: â€Å"when man has to choose between two or more mutally incompatible courses of action†¦has it within his power to carry it out. † Free will can be defined with reference to the term ‘can. ’ The concept f the power or ability of an agent to act is not the concept of physical possibility nor is it entailed by physical possibility; (van Inwagen). This can be shown by a simple example- John Locker example. Suppose I have been locked in a certain room and suppose that the lock on the door of that room is a device whose behaviour is physically undetermined; itin other words, it may be locked or unlocked. It is physically possible that I shall leave the room but it does not follow that in any relevant sense I CAN leave the room. Argument for incompatibilism: Consequence argument: If determinism is true, then our acts are the consequences of the laws o nature and events in the remote past. But it is not up to us what went on before we were born and neither is it up to us what the laws of nature are. Therefore the consequcnes of these things are not up to us. Free will compatible with determinism: The mind argument proceeds by identifying indeterminism with chance and by arguing that an act that occurs by chance, cannot be under the control of its alleged agent and hence cannot be performed freely. Proponents of this argument conclude therefore that free will is not only compatible with determinism but entails. Believing in dtermininisng determinism. One might believe in determinism because one believes that science has shown determinism to be true. One might believe that determinism is a truth of reason, on the ground that it is a logical consequnce of the Principle of Sufficient reason. Support of free will: Van Inwagen- it cannot be seriously maintained that we can know by some sort of introspection that we have or that we do not have free will. Even when we empirically study human beings we still do not know! However, if we do have free will, then there is no such thing as moral responsibility. However, since there is such a thing as moral responsibility, there is such a thing as free will. Moreover, since free will is incompatible wth determinism, determinism is false. Therefore they simply cannot coexist. However, anyone who accepts fatalism must regard all ascriptions of moral responsibility as false/incorrect and must refrain from deliberating about future courses of action. (6) But moral responsibility is extremely important and it is hard to imagine what human life would be like without it. Free will: Robert Kane Nothing could be more important than freedom to the modern world; Robert Kane. We want freedom because we are human beings who want to feel that we are in control of our own actions. This gives one the opportunity to satisfy more of our desires. Having free will is about being your own person.

Use of Transition Metals in Nanotechnology

Use of Transition Metals in Nanotechnology Part 1: Introduction 1.1Â   Nanotechnology or nanotech is the branch of engineering that deals with things smaller than 100 nanometers. It is the study of the controlling of matter on an atomic and molecular scale. It deals with creating of nanoparticles and of manufacturing machines which have sizes within the range of 1 to 100 nanometres. Nanotechnology offers the potential to overcome many of the serious issues facing mankind over the coming decades. Climate change, pollution control and prevention, access to clean water, falling energy reserves and the diagnosis and treatment of diseases such as cancer all represent significant challenges to man and the planet. New scientific and technological breakthroughs will be needed to deliver solutions. Over the last decade almost $50 billion of government funding has been invested into nanotechnologies, and this investment is now starting to bear fruit with a steady stream of commercially viable nanotechnologies which are positively impacting human health, the environment and technology. Gold is at the forefront of this nanotechnology revolution. 1.2 What are Transition Metals? Elements whose atom has an incomplete d sub-shell, or which can give rise to cations with an incomplete d sub-shell. They are ductile, malleable, and conduct electricity and heat. Their valence electrons are found in more than one shell, that is why they have more than one oxidation number. Some of the transition metals that are used in nanotechnology are Gold, Platinum, Iron, Cadmium, Nickel, Cobalt. 1.3 Transition Metals which are used in Nanotechnology Gold Platinum Nickel Cobalt Iron Cadmium Part 2: Project Overview 2.1: Why Transition Metals can be used in nanotechnology? Explanation of some of transition metals which can be used in nanotechnology:- 2.1.1: Gold Gold is widely used to build nanostructures because it is relatively chemically inert, although gold clusters can become quite reactive as they get smaller. Indeed, positive gold ions can react with noble gases, and gold particles just a few nanometres in diameter can act as catalysts in many reactions, as can single gold atoms bound in suitable complexes. The nobility of gold and its resistance to surface oxidation which makes it ideal material for wide range applications in nanotechnology. Gold nanoparticles have a colour varying from red to purple depending on particle size, a property that can be successfully exploited in a range of applications. 2.1.2: Nickel The reason for working with nickel is that it responds to electrochemistry, has good mechanical and corrosion properties and is inexpensive. It is strong and cheap and easily processed in this particular style. 2.1.3: Iron Iron oxide nanoparticles are considered promising because they are maneuverable by remote magnetic fields, and can be coated with various marker molecules to make them stick selectively to tumors and other targets within the body. The particles can also be made to carry anti-cancer drugs or radioactive materials directly to a tumor. Magnetic nanoparticles designed to attach to cancerous tissue can also be made to heat up by using a remote, alternating magnetic field, thereby selectively killing cancer cells in a process called magnetic hyperthermia. 2.2 Use of Transition metals in nanotechnology 2.2.1: Gold Gold nanoparticles are a popular choice for medical research, diagnostic testing and cancer treatment. By using gold nanoparticles it improves the drug delivery efficiency of anticancer drug. It may sound odd, but the dye in your blue jeans or your ballpoint pen has also been paired with gold nanoparticles to fight cancer. This dye, known as phthalocyanine, reacts with light. The nanoparticles take the dye directly to cancer cells while normal cells reject the dye. Once the particles are inside, scientists activate them with light to destroy the cancer. Similar therapies have existed to treat skin cancers with light-activated dye, but scientists are now working to use nanoparticles and dye to treat tumors deep in the body. 2.2.2: Platinum The researches in their latest word incorporated platinum metals into their nanotubes structures. Platinum can add useful catalytic, electronic, luminescent, and magnetic functionalities to the nanotubes. Catalysts are used with fuels such as hydrogen or methanol to produce hydrogen ions. Platinum, which is very expensive, is the catalyst typically used in this process. Companies are using nanoparticles of platinum to reduce the amount of platinum needed, or using nanoparticles of other materials to replace platinum entirely and thereby lower costs. 2.2.3: Nickel Applications for nickel nanocrystals include numerous catalytic functions such as in the anode of solid oxide fuel cells (SOFC) or in the conductive electrolytic layer of proton exchange membrane (PEM) fuel cells, in replacement of platinum. Also, substituting all or a portion of the platinum with nickel nano particles in automotive catalytic converters would significantly reduce their cost and in coatings, plastics, nanowire, nanofiber and textiles and in certain alloy and catalyst applications . Further research is being done for their potential electrical, dielectric, magnetic, optical, imaging, biomedical and bioscience properties. Nickel Nano Particles are generally immediately available in most volumes. Nickel nanoparticles could even be used in biomedical applications, such as implants that dispense drugs, though the metal would likely be coated to prevent possible allergic reactions. The metals magnetic properties make it a natural choice for magnetic applications. 2.2.4: Cobalt The nanoparticle films of transition metals such as iron, nickel, or cobalt may be used to catalyse the growth of carbon nanotube. The Nickel or Cobalt nanotubes with larger diameters(around 160 nm) show a nearly isotropic magnetic moments arranged in a vortex state at zero field. 2.2.5: Iron Hot iron nanoparticles could be used to carve electronic circuits out of graphene sheets. The excellent electronic properties of graphene have prompted scientists to try cutting it into nanoribbons, which might be used in electronic devices of the future. Attempts with lithography, however, have left rough edges to the nanoribbons that could affect their performance. Widely used iron nanoparticles exhibit toxic effects on neuronal cells. Iron is an essential nutrient for mammals and most life forms and iron oxide nanoparticles were generally assumed to be safe Part 3: Analysis 3.1 Nanotechnology and Cancer In a study published in the July 2007 issue of Analytical Chemistry, scientists from Purdue University detailed their use of gold nanoparticles to detect breast cancer. Their work, along with similar studies at other universities, has the potential to radically change breast cancer detection. The procedure works by identifying the proteins found on the exteriors of cancer cells. Different types of cancer have different proteins on their surfaces that serve as unique markers. Nanorods, gold nanoparticles shaped like rods, use specialized antibodies to latch onto the protein markers for breast cancer, or for another cancer type. After the nanorods bind to proteins in a blood sample, scientists examine how they scatter light. Each protein-nanorod combination scatters light in a unique way, allowing for precise diagnoses. The use of gold nanoparticles is not new to this study. These tiny particles it would take 500 of them to span the width of a human hair are particularly suited to detect toxins, pathogens and cancers and are a subject of much experimentation. The scientists at Purdue used nanorods capable of attaching to three types of breast cancer markers, with two of the markers identifying how invasive the cancer is. The lead researcher on the study, Joseph Irudayaraji, said that these nanorods could one day form part of a much more thorough test, binding to up to 15 unique markers. Using nanorods cuts the price of the diagnosis by two-thirds compared to the similar method of flow cytometry, in which fluorescent markers bind to cancer cells. Flow cytometry requires a bigger sample size with thousands of times more cells than is needed for nanorods, meaning that nanorods are capable of helping to determine earlier diagnoses. Nanorods prove much less invasive than some other methods because they use blood samples and dont require a biopsy. Part of the cost savings comes from scientists being able to use a conventional microscope and light source to view the samples, unlike other methods that employ expensive microscopes or lasers. In a different study, Dr. Irudayaraj showed that gold nanorods could be used to detect cancer stem cells. The discovery is particularly valuable because cancer stem cells cause the out-of-control growth that makes malignant tumors so deadly. Dr. Irudayaraji said that gold nanoparticles could be widely available for cancer diagnoses sometime in 2011. Besides being part of exhaustive tests that can detect cancers early on, nanoparticles may also form the basis of future cancer treatments. Lasers that react with gold nanoparticles could be used to destroy cancer cells. Or, nanoparticles could be used as targeted drug-delivery systems. Part 4: Conclusion After the completion of the term paper on Use of Transition Metals in Nanotechnology I got many new things to learn about. The term paper helped me to know more about nanotechnology and the different transition metals and about its use in nanotechnology. The nanoparticles, how it is useful in treatment of cancer, and its uses in biomedicals and others. The term paper also gives the structures of some of the transition metals nanoparticles and about the extensive use of the transition metals in nanotechnology. I have worked very hard on this project and wanted to build it in a very simple and lucid manner so that it could be easy for the reader to go through and understand the term paper. Hopefully, I think that you would have gained some knowledge on transition metals nanoparticles and could have well understood it. I grant a sincere apologize if any mistake would have crept in my work.

The Ethics of Cloning Essay -- Genetics Biology Genes Essays Papers

Imagine a world where everyone looked like you and was related to you as a sibling, cousin, or any form of relation, wouldn’t that be freaky? Although cloning is not an important issue presently, it could potentially replace sexual reproduction as our method of producing children. Cloning is a dangerous possibility because it could lead to an over-emphasis on the importance of the genotype, no guaranteed live births, and present risks to both the cloned child and surrogate mother. It also violates the biological parent-child relationship and can cause the destruction of the normal structure of a family. The cloning of the deceased is another problem with cloning because it displays the inability of the parents to accept the child’s death and does not ensure a successful procedure. Along with the risks, there are benefits to Human Reproductive Cloning. It allows couples who cannot have a baby otherwise to enjoy parenthood and have a child who is directly related to them. It also limits the risk of transmitting genetic diseases to the cloned child and the risk of genetic defects in the cloned child. Although the government has banned Human Reproductive Cloning, the issue will eventually come to the surface and force us to consider the 1st commandment of God, all men are equal in the eyes of god, but does this also include clones? That is the question that we must answer in the near future in order to resolve a controversy that has plagued us for many years. In the world today, issues such as Global Warming and the War in Iraq take the front cover on any newspaper, but in the world tomorrow, the concept of cloning will become an ever-more pressing issue. How do you define the term cloning? Well, in the words of Jac... ...e pressing issue that will question our morals, ethics, and view on human dignity. As a society, we must come to a decision regarding Human Cloning and stand by it, whether it is the right decision or not. Our actions will have a profound impact on the methods of reproduction used by future generations. Works Cited Page Cibelli, Jose, et al. Principles of Cloning. San Diego: Academic Press (AP), 2002. Brannigan, C. Michael. Ethical Issues in Human Cloning. New York: Seven Bridges Press, Chatham House Publishers, 2001. "Arguments for "Reproductive Cloning." The Presidents Council on Bioethics. Vers. 3a. 7/12/07. http://bioethicsprint.bioethics.gov/background/workpaper3a.html â€Å"Arguments against â€Å"Reproductive Cloning.† The Presidents Council on Bioethics. Vers. 3b. 7/12/07. http://www.bioethics.gov/background/workpaper3b.html

Food Regulations in the Usa Essay

Everyone has heard the stories about mad cow disease and other food-borne diseases coming into the United States from countries such as United Kingdom and China. Besides that locally, foodborne illnesses are among the top of deaths within the United States. Cause of these deaths, most could be prevented if better rules and regulations were in place federally and locally in the United States. In this paper I will be discussing insight on how the US Government can improve the effectiveness of state and local food safety programs. Food safety responsibilities at the state and local levels reside in too many agencies (health, agricultural, industry, etc. ) With all of these agencies it is hard for all of them to cooperate together when detecting and reporting said incidences to the federal level. Without an effort to build a comprehensive national regulation that cover the three basic elements of prevention, detection, and rapid response. When it comes to the area of surveillance, there is a lack in the communication chain between federal agencies, state, and local health agencies. A good example of this lack of surveillance was back in 2008, when Federal Drug Administration found traces of melamine in infant milk products. However, the FDA concluded melamine or cyanuric acid alone, â€Å"at or below 1 part per million in infant formula do not raise public health concerns† in babies. (2008 Chinese milk scandal) Melamine is a toxic chemical that can be harmful if swallowed, inhaled, or absorbed through the skin. According to FDA scientists, melamine can be absorbed into the blood stream forming clots that can cause kidneys to malfunction. United States FDA’s limit was put at 0. 63 mg, but was later reduced to 0. 63 mg daily. The World Health Organization’s food safety director estimated that the amount of melamine a person could stand per day without incurring a bigger health risk, the â€Å"tolerable daily intake† (TDI), was 0. 2 mg per kg of body mass (â€Å"Melamine†) To eliminate such risks from entering into the United States, FDA needs to improve on monitoring and/or inspection of the food safety practices of foreign food producers and suppliers. A solution to this surveillance problem would be improved communications and collaboration between federal agencies, state, and local health jurisdictions involved in food safety surveillance. As well as promote access to information from multiple passive foodborne outbreak surveillance databases by federal, state, and local health jurisdictions such as Pulse-Net. With better surveillances put into place, the next step would to concentrate on the inspection and regulation phases. There was an article written in 1956 (Eat, drink, & be wary, 1956) that explains how FDA does not regulate everything the same. The article goes on to explain about how Florida oranges and the additives that are used and how three of the dyes were deemed â€Å"highly toxic. It also states that if the FDA were to make new laws, which can take years for them to be passed. Another way is to mandate uniformity in product dating so consumers and regulators can differentiate between production dates, â€Å"sell by† dates, â€Å"use by† dates, and if dates are based on food safety concerns or product freshness considerations. Woteki & Kineman wrote an article entitled â€Å"Challenges and approaches to reducing foodborne illness† how the science of foodborne illnesses are accelerating faster than laws that can protects against said illnesses. While American consumers benefit from one of the world’s safest food supplies, the existing framework is a patchwork of laws and regulations that are frequently inconsistent and lag far behind current scientific knowledge of the risks posed by foodborne pathogens and toxic chemicals. (Woteki, Kineman, 2003) With proper regulations now in place, working on proper inspection procedures would be the next step to ensure safer food being imported and exported within the United States. Federal government needs to support continued development of a uniformed food safety inspection program for all state and local health jurisdictions and encourage its adoption through federal funding. The FDA has been working on this by developing Model Retail Food Standards. (NEHA, 2011) However, to improve the regulations that are needed the FDA have areas for improvement; such as encouraging (but not mandate) more uniformity in regulatory codes nationwide. Another solution in the inspection process would be to have a secure database where all the proper documents to be accessible by user-defined personnel. There was an incident where a local health department had to file a request for a copy of the most recent inspection of a food manufacturing plant from a certain federal agency. By the time that request was processed, six months had passed and the inspection was outdated and useless. (NEHA, 2011) Overall, the United States does ok in the prevention and detection of severe cases of foodborne illnesses. However, I believe that the FDA should do a better job in communicating with state and local government to better prevent and detect said type illnesses. Again some ways that could happen is to try to get a uniformed code of regulations across nationally. Now by doing this I am not saying we will prevent foodborne illnesses totally but we, as a nation, would be better off to indicate and be able to take the corrective actions needed.

Free Essays on Are DJ’s True Artists

Are DJ’s True Artists, and How Have They Effected American Music? The crowd cheers and pushes their way closer to the Disc Jockey (DJ) booth, and the lights start to lower in anticipation for the music that will lead their night. The DJ leaves the backstage and makes his way towards the 4 Technic turntables, 2 Pioneer CD players, 3 Pioneer mixers, and 2000 vinyl records from various genres. He slips on his Sony MDR-V700 headphones and places his first vinyl record on the turntable to his left. Sliding it back and forth under his fingers to find the first beat of the song, he lets go and slides the cross-fader towards that table. The crowd goes crazy as the first beat pounds through the speakers into their bodies. Glow sticks are now being waved, break-dancing boys/girls (b-boys/b-girls) are breakin’ out their moves, and the DJ has started his next vinyl in motion. Matching the next song’s beat to the song currently being played, the DJ can now play both songs at the same time. With songs playing simultaneously, the DJ can now trade be ats, create new sounds, and control treble, mid, and bass. After transferring from vinyl to vinyl, the DJ puts down a special record for scratching. This record will have certain phrases, sounds, and voices, made specifically for scratching. By manipulating the sounds on the record, the DJ can create new sound effects, stutter sentences, and even create a sentence from two records. The crowd doesn’t even know how he does it, but that doesn’t matter, he keeps them dancing all night long to the beats of the vinyl. This story happens every night across the world as DJs use their talent in creating an atmosphere for dance. They know what to play, when to play it, and how to play it. Records are their tools, whether used at a club, rave, hip-hop show, or turntable competition. DJ’s create music and express other artist’s music in a one time original form. This paper will state specific poi... Free Essays on Are DJ’s True Artists Free Essays on Are DJ’s True Artists Are DJ’s True Artists, and How Have They Effected American Music? The crowd cheers and pushes their way closer to the Disc Jockey (DJ) booth, and the lights start to lower in anticipation for the music that will lead their night. The DJ leaves the backstage and makes his way towards the 4 Technic turntables, 2 Pioneer CD players, 3 Pioneer mixers, and 2000 vinyl records from various genres. He slips on his Sony MDR-V700 headphones and places his first vinyl record on the turntable to his left. Sliding it back and forth under his fingers to find the first beat of the song, he lets go and slides the cross-fader towards that table. The crowd goes crazy as the first beat pounds through the speakers into their bodies. Glow sticks are now being waved, break-dancing boys/girls (b-boys/b-girls) are breakin’ out their moves, and the DJ has started his next vinyl in motion. Matching the next song’s beat to the song currently being played, the DJ can now play both songs at the same time. With songs playing simultaneously, the DJ can now trade be ats, create new sounds, and control treble, mid, and bass. After transferring from vinyl to vinyl, the DJ puts down a special record for scratching. This record will have certain phrases, sounds, and voices, made specifically for scratching. By manipulating the sounds on the record, the DJ can create new sound effects, stutter sentences, and even create a sentence from two records. The crowd doesn’t even know how he does it, but that doesn’t matter, he keeps them dancing all night long to the beats of the vinyl. This story happens every night across the world as DJs use their talent in creating an atmosphere for dance. They know what to play, when to play it, and how to play it. Records are their tools, whether used at a club, rave, hip-hop show, or turntable competition. DJ’s create music and express other artist’s music in a one time original form. This paper will state specific poi...

snapes puzzle essays

snape's puzzle essays Danger lies before you, while safety lies behind Two of us will help you, whichever you would find, One among us seven will let you move ahead, Another will transport the drinker back instead, Two among our number hold only nettle wine, Three of us are killers, waiting hidden in line. Choose unless you wish to stay here for evermore, To help you in your choice, we give you these clues four: First, however slyly the poison tries to hide You will always find some on nettle wines left side; Second, different are those who stand at either end, But if you would move onwards, neither is your friend; Third, as you see clearly, all are different size, Neither dwarf nor giant holds death in their insides; Fourth, the second left and the second on the right Are twins once you taste them, though different at first sight. JK Rowling, Harry Potter and the Philosophers Stone, from chapter 16, Through the Trapdoor. The first thing to realise is that the puzzle is different for us than for Hermione. Hermione can see which bottle is smallest and which bottle is largest, and we cant. On the other hand, we know that the back bottle is at the right hand end of the line, and that the forward bottle is the smallest one, which, at the beginning, Hermione didnt. We also know that Hermione was able to solve the puzzle, at least for the two important bottles, which means that the total information available to her is consistent with only one solution for those bottles. For Hermione, the puzzle is to find out which bottles contain what. For us, it is to try to find out what the complete arrangement of potions was, and where the smallest and largest bottles were. Its also possible that, if we cant completely solve those, we can still find out where the forward potion was and what was in the largest bottle. We also need to make a couple of reasonable assumptions about wha...

Perfomance Management System in Ntpc Essays

Perfomance Management System in Ntpc Essays Perfomance Management System in Ntpc Essay Perfomance Management System in Ntpc Essay ACKNOWLEDGEMENT This project would not have been possible without the help of many people who have contributed their efforts in this project. Firstly, I would like to convey my profound indebtness to my project guide at NTPC ltd. , MR. TANMOY DUTTA, HR dept. , for his invaluable advice, guidance and time that he has offered in the completion of this project. This project would not have been possible without his guidance and support. I would also like to thank Mr. BADRUDDIN ANSARI, NTPC ltd. who also helped me in the fulfillment of this project. Not to forget, the employees of NTPC, the project would not have been completed if they not helped me with filling up the questionnaires. Finally, I would like to thank our Mentor â€Å"Miss tejbir kaur† for her valuable guidance and suggestions in the making and improvement of this project report MOUMITA BOSE EXECUTIVE SUMMARY PACE is the performance management system for the executive employees at NTPC. This system was implemented in the year 2004 in NTPC. Earlier the performance appraisal system was more of a subjective type of system i. e. , earlier there weren’t any set targets or key performance areas for the employees, it was just the performance they made and the feedback on it was given to the employees on a yearly basis. Now the PACE has become more objective and behavior based, i. e. , there are set KPA’s for the employees and scores for the core values exhibited in the work behavior. The key performance areas include; Technical knowledge, Business attitude, Strategic thinking, Resource management, Communication skills, System thinking, Interpersonal competencies, Employment skills There is a basic question that would come to anyone’s mind that why is PACE only for the executive employees and why not for the non-executive employees as well. It is so because the employees at the non-executive levels may not be able to understand the whole PMS system as some of them at different levels may not be that educated to understand the system; i. . , they might not be well-versed with the system, and therefore will not be able to work according to the system and therefore they have a different appraisal system. NTPC has been striving to meet the objective of developing performance culture through this system called â€Å"Performance And Competence for Excellence† i. e. â€Å"PACE†. This report concentrates on the study of the â€Å"Performance and Comp etence for Excellence† system at NTPC and to check its effectiveness and further to suggest and recommend any possible ways to improve and strengthen its PMS. To check the effectiveness of this system a survey with a help of questionnaires had been conducted. Around 60 executive employees had filled up the questionnaire with the help of which analysis had been done. OBJECTIVES OF THE STUDY The objective of the study is basically to know about the effectiveness of performance management system – PACE at NTPC. This objective has been further divided into the following key areas; * To carry out an assessment on the performance appraisal of the company and what kind of performance management system has been implemented in the company. To examine the gap between the required performance and the actual performance. * To determine the key places in the performance management system of the company which are supposed to be enhanced. * To forecast the performance management system at NTPC. * To find out the effectiveness of performance management system on NTPC. * To find out key points in satisfaction and improve the ways of satisfying the e mployees. * To provide an overall sketch of how effective the performance management system has been. SCOPE OF THE STUDY The present study is confined to the Executive employees of NTPC Ltd. wherein all the executives of different sections of NTPC come under the purview of this study. All the major aspects that affect the assessment of performance appraisal needs in an organization fall under the purview of the study. CONTENTS: S. NO| TOPIC| PAGE NO. | 1. | Acknowledgement| | 2. | Executive summary| | 3. | Objective of the study| | 4. | Scope of the study| | 5. | Chapter 1 COMPANY PROFILE| | | 1. 1 A brief introduction of the organization| | | 1. 2 Vision and mission of the organization| | | 1. 3 The core values| | | 1. 4 Corporate objectives| | | 1. 5 List of awards| | | 1. HR vision| | | | | | | | 6. | Chapter 2 | | | 2. 1 Research topic(Introduction)| | | 2. 2 PMS at NTPC (PACE)| | | | | 7. | Chapter 3 LITERATURE REVIEW| | | | | 8. | Chapter 4 RESEARCH METHODOLOGY| | | 4. 1 Sampl ing Design| | | 4. 2 Data used in study| | | 4. 3 Tool and Techniques used| | | | | 9. | Chapter 5 DATA ANALYSIS AND MAJOR FINDINGS| | | 5. 1 Question wise analysis and interpretation| | | 5. 2 Grade wise analysis and interpretation| | | 5. 3 TEST(SPSS)| | | 5. 4 Major Findings| | | 5. 5 Limitations| | | | | 10. | Chapter 5 SUGGESTIONS AND CONCLUSION| | 11. | BIBLIOGRAPHY| | CHAPTER 1 INTRODUCTION STUDY OF ORGANIZATION’S HISTORY ORGANISATION CULTURE Overview of Organization: It was started in1975, NTPC the largest power company and it has been consistently powering the growth of India. With an installed capacity of the company is 32,694 MW with 15 coal based and 7 gas based stations, located across the country . NTPC today contributes 28. 36 % of the nations power generation with only 18. 09 % of Indias total installed capacity. An ISO certified company, it is second most efficient in capacity utilization and world’s 6th largest thermal power generator. It is expected that by 2017, the power generation portfolio have a diversified fuel mix with coal based capacity of around 53000 MW, 10000 MW through gas, 9000 MW through Hydro generation, about 2000 MW from nuclear sources and around 1000 MW from Renewable Energy Sources (RES). The corporation recorded a generation of 218. 84 billion units (Bus) in 2009 10,through 15 coal based ,7 gas based power plant and joint venture projects spread all over the country. Although the company has 18. 09% of the total national capacity it contributes 28. 6% of total power generation because its focus is on high efficiency. NTPC has been awarded as one of the top most â€Å"Best employer â€Å"of the country for the year 2003, 2004,2005. In 2008 NTPC has been rated no. 1 best workplace among other large organization in India . In NTPC culture the concept of Corporate Social Responsibility(CSR) is deeply ingrained. NTPC try to develop mutual trust with the communities that surround its power stat ions. These achievements have been made possible by the 24955 strong and motivated work force who with their dedication are ever willing to take NTPC to greater heights. Profile of the Company: In 1975, after the 4th five year plan, the company power generating capacity that is available in the country was around 17000 MW too less to meet the requirement for country’s industrial development. To top it all, a bad become worse cost crunch was faced due to commissioning delays and still become worse by inefficient functioning of installed unit and thus bold strategic measures were called for acce. NTPC thus became a company listed with Government holding 89. 5% of the equity share capital and rest held by Institutional Investors and Public. NTPC is among the largest five companies in India in terms of market capitalization At present, Government of India holds 84. 5% of the total equity shares of the company and the balance 15. 5% is held by FIIs, Domestic Banks, Public and others. Within a span of 30 years, NTPC Ltd. In 2007 NTPC was the world 2000 largest company which occupies 411th place in Forbes list. It has also been awarded as one of the â€Å"Best Companies to Work for in India† by Mercer Consulting – Business Today Survey 2004. NTPC have come a long way since that day in spite of facing a severe liquidity crunch in 1991-1992. NTPC’s first 200 MW power plant was commissioned in Singrauli within 48 months of starting. NTPC, true to the expectation, played a key role in the development of the sector and has emerged as the power utility, lighting every third bulb in the country. Powering the growth of the country was the prime motto and the vision had been to make available power in plenty. The growth of the organization had been phenomenal and with the passage of time the batons of leadership started changing to new hands at different level of organization. Therefore as it happens in large families there is need for continuous reminder of the values and tradition so that the performance culture remain unaffected and all the member of the organization share the values and vision and live the same for realizing the vision of the company. As a part of HR-business strategy organization focused on evolving a codified vision and values statement to be the guiding compass for all the employees. The first exercise was made in 1995-96 and the same were widely shared with all the sections of employees. Vision of NTPC: â€Å"To be the world’s largest and best power producer, powering India’s growth. Mission of NTPC: â€Å"Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco – friendly technologies and contribute to society† The Core Values (BE-COMITTED): B| -| Business Ethics| E| -| Environmentally Economically Sustainable| C| -| Customer Focus| O| -| Organisational Professional Pride| M| -| Mutual Respect Trust| M| -| Motivating Self Others| I| -| Innovation Speed| T| -| Total Quality for Excellence| T| -| Transparent Respected Organisation| E| -| Enterprising | D| -| Devoted| Corporate Objectives: In pursuance of the Vision and Mission, the following are the Corporate Objectives of NTPC: To realize the vision and mission, eight key corporate objectives have been identified. These objectives would provide the link between the defined mission and the functional strategies. * Business Portfolio Growth * To further consolidate NTPC’s position as the leading thermal power generation company in India and establish a presence in Hydro power segment. * To broad base the generation mix by evaluating conventional and non – conventional sources of energy to ensure long run competitiveness and mitigate fuel risk. To diversify across the power value chain in India by considering backward and forward integration into areas such as power trading, transmission, distribution, coal mining, coal beneficiation, etc. * To establish a strong services brand in the domestic and international markets. * Customer Focus * To foster a collaborative style of working wit h customers, growing to be a preferred brand for supply of quality power. * To expand the relationship with existing customers by offering a bouquet of services in addition to supply of power e. g. trading, energy consulting, distribution consulting, management practices. To expand the future customer portfolio through profitable diversification into downstream businesses, inter alia retail distribution and direct supply. * Ensure rapid commercial decision making, using customer specific information, with adequate concern for the interests of the customer. * Performance Leadership * To continuously improve on project execution time and cost in order to sustain long run competitiveness in generation. * To operate and maintain NTPC stations at par with the best run utilities in the world with respect to availability, reliability, efficiency, productivity and costs. To effectively leverage information technology to drive process efficiencies. * To aim for performance excellence in th e diversification businesses. * To embed quality in all systems and processes. * Human Resource Development * To enhance organizational performance by institutionalizing an objective and open performance management system. * To align individual and organizational needs and develop business leaders by implementing a career development system. * To enhance commitment of employees by recognizing and rewarding high performance. To build and sustain a learning organization of competent world – class professionals. * To institutionalize core values and create a culture of team – building, empowerment, equity, innovation, and openness which would motivate employees and enable achievement of strategic objectives. * Sustainable Power Development * To contribute to sustainable power development by discharging corporate social responsibilities. * To lead the sector in the areas of resettlement and rehabilitation and environment protection including effective ash – mutilati on, peripheral development and energy conservation practices. To lead development efforts in the Indian power sector through efforts at policy advocacy, assisting customers in reform, disseminating best practices in the operations and management of power plants etc. * Research and Development * To pioneer the adoption of reliable, efficient and cost – effective technologies by carrying out fundamental and applied research in alternate fuels and technologies. * To carry out research and development of breakthrough techniques in power plant construction and operation that can lead to more efficient, reliable and environment friendly operation of power plants in the country. To disseminate the technologies to other players in the sector and in the long run generating revenue through proprietary technologies. TOTAL CAPACITY TOTAL GENERATION NTPC 28840 MW All India 130558 MW NTPC 552. 712BUs All India 218. 84 BUs STATIONS -WISE GENERATION 2009-10| STATIONS| FUEL TYPE| CAPACITY(MW) | GEN. (MU)GROSS| NORTHERN REGION| | 5490| 45515| Singrauli| Coal| 2000| 16264| Rihand| Coal| 2000| 16743| Unchahar| Coal| 1050| 8952| Tanda| Coal| 440| 3555| National capital region 4347 29285| Badarpur| Coal| 705| 5108| Dadri| Coal| 1330| 7829| Anta| Gas| 413| 3002| Auraiya| Gas| 652| 4528| Dadri| Gas| 817| 5607| Faridabad| Gas| 430| 3212| Western Region 7653 62532| Korba| Coal| 2100| 17955| Vindhayachal| Coal| 3260| 27586| Sipat| Coal| 1000| 8175| Kawas| Gas| 645| 4327| Jhanor gandhar| Gas| 648| 4488| Eastern region 7400 48974| Farakka| Coal| 1600| 10239| Kahalgaon| Coal| 2340| 11314| Talcher-Kaniha| Coal| 3000| 23759| Talcher-Thermal| Coal| 460| 3662| Southern Region 3950 32533| Ramagundan| Coal| 2600| 21595| Simhadri| Coal| 1000| 8521| Rajiv Gandhi CCP| Liquid Fuel| 350| 2418| TOTAL 28840 218840| NTPC PLF Vs Average PLF Of other Generators in India Growth in Generation NTPC vs Rest of India FINANCING OF NEW PROJECTS The capacity addition programs shall be financed with a debt to equity ratio of 70:30. Directors of NTPC believe that internal accruals of the company would be sufficient to finance the equity component for the new projects. Given its low gearing and strong credit ratings, your company is well positioned to raise the required borrowings. NTPC is exploring domestic as well as international borrowing options including overseas development assistance provided by bilateral agencies to mobilize the debt required for the planned capacity expansion program. During the year 2009-10, NTPC has tied up loans of Rs. 168,190 million including a large ticket loan of Rs. 85,000 million with State Bank of India and Rs. 7,500 million with Canara Bank for part funding of debt requirement in respect of cap ex for next 3 years. In addition, loans amounting to Rs. 55,690 million have also been tied with other banks to fulfill the debt requirement for next three years. Bonds amounting to Rs. 15,000 million were raised from domestic market for financing the capital expenditure and refinancin g of the loans. FIXED DEPOSITS The cumulative deposits received by NTPC from 277 depositors as at march 31st, 20210 stood at 13. 39 million. Further, an amount of Rs 4 million has not been claimed on maturity by 33 depositors as on that date. FUEL SECURITY coal supplies NTPC has signed Long Term Model Coal Supply Agreement ( CSA) with Coal India Limited ( CIL) on May 29, 2009 for supply of coal to its stations for 20 years. Based on the revised model CSA, coal agreements have been signed with the various subsidiary coal companies of CIL by coal based stations except Farakka and Kahalgaon. Additional 7. 35 MMT of coal has been tied up with CIL and singareni collieries Co. Ltd for Farakka, Kahalgaon and other projects. This include 0. 55 MMT of coal procured through E- auction. During the year 2009-10 NTPC has received 136. million tonnes of coal consisting of domestic coal of 129. 9 million tonnes ( about 4. 5% higher than the coal received in previous year) in imported coal to the tune 6. 3 million tonnes, at the stations. During 2009-10, NTPC has entered into agreement with MMTC for supply of about 12. 5 MMT of imported coal which is highest ever in NTPC till date. Further, in order to bridge the short fall in coal suppl y, Central Electricity Authority advised the power utilities to set target for import of coal during 2010-11 NTPC has been advised by CEA to place the orders for import of coal aggregating to 13. 0 Mts during 2010-11. GAS SUPPLIES During the year 2009-10 NTPC received 13. 8 MMSCMD of gas/RLNG as against 10. 75 MMSCMD received during 2008-09 registering an increase of 29. 12%. the gas off take in 2009-10 includes 9. 08 MMSCMD APM/PMT gas, 4. 45 MMSCMD RLNG and 0. 35 MMSCMD of KG D6 basin gas. NTPC renewed APM gas agreement up to the year 2021 PMT gas agreements up to the year 2019 for its gas station. NTPC has also signed long term contract for supply of RLNG of 2. 0 MMSCMD on firm basis and 0. MMSCMD on fall back basis with GAIL for a period of 10 years for NCR gas station viz Anta, Auraiya, Dadri and Faridabad. Further, Government Of India allocated additional gas 4. 46 MMNSCMD form KG-D6 basin. Out of this quantity, 1. 81 MMSCMD has already been tied up and the balance would be ti ed up during the year 2010-11. NTPC has arranged for tying up of spot RLNG on reasonable endeavour basis based on requirement. Also, NTPC has fallback RLNG supply agreements at pooled price with GAIL, AIOCL, BPCL and GSPCL. DEVELPOMENT OF COAL OF MINING PROJECT Coal mining being integral to NTPCs fuel strategies, is being developed in project mode all notifications for mining area land acquistion have been completed for Pakri Barwadih, Chatti-Barriyatu, Keredari and Talipalli coal blocks. Rehabilitation action plans were approved by board for Pakri Barwadih, Chatti- Barriyatu and Keredari coal blocks and disbursement of land plant compensation commenced with approval of mining plan for Dulanga (7MTPA) and Talaipalli (18MTPA) by ministry of coal this year, mining plan approval total 53 MTPA was recived. Enviornmental clearance was accorded for Pakri- Barwadih, Chatti- Barriyatu and Keredari coal blocks. Stage-l forest clearance for Pakri barwadih coal block was accorded by MOEF. NTPC has tied up with NESCD for permanent power arrangement for coal mining project. With completion of detailed exploration in two coal blocks that is Talaipalli which was unexplored and Dulanga which was partly explored, Geographical Reports are available for all coal blocks. NTPC has taken a no. Of CSR measures for the benefit of the people around its coal mining sites. Under community development activities, it is planned to set up an ITI at Barkagaon district Hazaribag, Jharkhand and also to adopt and upgrade another ITI at Pussore district Raighar, Chattisghar besides undertaking other community development activities. OTHER INITIATIVES FOR SECURING COAL SUPPLIES To leverage the strength of established players in mining and related areas, NTPC has formed following joint venture companies . Name of the company| J V Partners| Purpose| CIL NTPC Urja Private Limited (incorporated on 27. 04. 010)| Coal India Limited| For Undertaking the Development, OM of Brahmini and Chichro Patsimal coal blocks and integrated power projects| NTPC SCCL Global Ventures pvt Ltd, (incorporated on 31. 07. 2007)| The Singareni Collieries company Ltd. | For undertaking development and OM of coal blocks in India and abroad| International Coal Ventures Pvt. Ltd. (incorporated on 20. 05. 2009)| SAIL, CIL, RINL and NMDC| For exploring various opportunities in Australia, Mozamb ique, Canada , Indonesia and USA, etc for acquisition of stake in coal mining and thermal coal mines. | Exploration Activities Under NEPL 7,company has been allotted one block at combay basin as a sole operator and three blocks out of which two blocks are in KG basin and another in Andaman, as a member of consortium led by ONGC with 10% participating interest in each block. Renovation Modernization(R M) NTPC undertakes RM under project mode with focus on feasible and cost effective technology upgrade,efficiency improvement to bring the latest design to old vintage unit . It gi ves an opportunity to leverage the technological advancement which has taken place in power industry so as to continue economical power generation. It may also help to reduce emission to green house gases and avail clean Development Mechanism benefits apart from life extension of plants.. Apart from the above ,Company is providing consultancy services for RM of old units of state electricity boards through a department â€Å"ARDP-RM†. Vigilance Company is striving to bring more transparency to its business processes and as a step in this direction has signed a memorandum of understanding with Transparency International India December 2008 . The Integrity Pact is being implemented for all contracts having value exceeding Rs 100 millions. Two independent External Monitors have been nominated by the Commission for all contracts values exceeding Rs 1000 million. Human Resource Management Company takes pride in its highly motivated and competent human resource that has contributed its best to bring the company to its present heights. The productivity of employees is reflected in the consistent improvement of MAN- MW ratio of the year. The overall Man MW ratio for the year 2009-10 excluding JV / subsidiaries capacity is 0. 82 and 0. 80 including capacity of JV /subsidiary. Generation per employee has increased to 9. 22 MUs registering an increase of 5. 37 % over the last year. The total employee strength of the company stood that 24,955 as on 31. 3. 2010 against 24,713 as on 31st march 2009. The attrition rate executives during the year reduced to 1% from 1. 88% from the previous year. | Fiscal 2010| Fiscal 2009| NTPC| Number of employees| 23743| 23639| Subsidiaries Joint Ventures| Employees of NTPC in subsidiaries Joint Ventures| 1212| 1074| Total employees| 24955| 24713| EMPLOYEE RELATION During the year employees relation scenario in the company continued to be conducive marked by industrial harmony and mutual trust. Regular interactions takes place amongst the management and apex forums of workmen called National Bipartite committee and with the executive forum named NTPC Executive Federation of India. Employees participation in management has been boosting morale of employees. The process of pay revision of wage and benefits structure for employees in executive category and workmen category was completed on 16. 09. 2009 and 7. 07. 2010 respectively TRAINING AND DEVELOPMENT Inline with its long term objectives of being a learning organization company has policy of continuously investing in training and development of not only its own employee but also of its professionals of the power sectors. The imparts training at its sites as well as at the corporate level in diverse areas including general management,power station operations and maintenance,project constructions,erection and commissioning and information technology. Training imparted is always in tune with new emerging needs in diverse areas like nuclear ,coal mining,hydro power,super critical technology,power trading etc. Growth of NTPC: NTPC has set new benchmarks for the power industry both in the area of power plants construction and operations. It is providing power at the cheapest average tariffs in the country. With its experience and expertise in the power sector, NTPC is extending Consultancy services to various organizations in the power businesses. NTPC is committed to the environment generating power at minimal environment cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken massive afforestation in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The massive afforestation of NTPC in and around its Ramakundam power station (2100 MW) has contributed in reducing the surrounding area temperature by about 3 degree c. NTPC has also undertaken proactive steps for ash utilization. In 1991, it set up ash utilization Division to manage efficient use of the ash produced at its coal stations. This quality of ash produced is ideal for use in cement, concrete, cellular, building material. â€Å"centre for power efficiency and environment protection (CENPEEP)† has been established in NTPC with the assistance of United states Agency for International Development. (USAID). Company is efficiency oriented, eco-friendly and eco-nurturing initiative a symbol of NTPCs concern towards environment protection and continued commitment to sustainable power development in India. As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-economic status of the people affected by its projects. Through its Rehabilitation and Resettlement program the company endeavors to improve the overall socio-economic status of project affected population. NTPC was among the first Public sector enterprises to enter into a Memorandum of understanding (MOU) with the Government in 1987-88. NTPC has been placed under the Excellent category (the best category) every year since the MOU system became operative. Recognizing the excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public sector Maharatnas- a potential global giant. Inspired by its glorious past and vibrant, NTPC is well on its way to realize its vision of being â€Å"one of the worlds largest and best power utilities, powering Indias growth†. NTPC registered yet another impressive performance and has earned a provisional profit of 8826. 6 crore in financial year 2010-11 as compared to 8728. 2 crore last year. The highest ever capacity addition of 2490 MW (including 500 MW in JV) and the operational excellence is achieved during the financial year. There are sixteen coal based stations of NTPC which has achieved a plant load factor of more then 88. 29%. Overview- Installed capacity Growth in Capacity: Installed capacity reaches 34,194 MW ( inclu ding 3364 MW under Jvs) Highest ever capacity addition of 2490 MW (including 500 MW IN JV) 14,748 MW is under construction at 15 locations. Projects| No. f projects| Commissioned capacity (MW)| Coal | 15| 24395| Gas/ liquid fuel| 7| 3955| Total| 22| 28350| Owned by JVCs Coal and gas | 4| 2294| Grand Total| 26| 30644| Regional Spread of generating Facilities: Region | Coal| Gas| Total| Northern| 7035| 2312| 9347| Western| 6360| 1293| 7653| Southern| 3600| 350| 3950| Eastern| 7400| -| 7400| JVs| 814| 1480| 2294| Total| 25209| 5435| 30644| SL No. | Coal based (owned by NTPC)| State| Commissioned Capacity (MW)| 1| Singrauli| Uttar Pradesh| 2000| 2| Korba| Chhattisgarh| 2100| 3| Ramakundam| Andhra Pradesh| 2600| | Farakka| West Bengal| 1600| 5| Vindhyachal| Madhya Pradesh| 3260| 6| Rihand| Uttar Pradesh| 2000| 7| Kahalgaon| Bihar| 2340| 8| Dadri| Uttar Pradesh| 840| 9| Talcher Kaniha| Orissa| 3000| 10| Unchahar| Uttar Pradesh| 1050| 11| Talcher Thermal| Orissa| 460| 12| Simhadri| Andhr a Pradesh| 1000| 13| Tanda| Uttar Pradesh| 440| 14| Badarpur| Delhi| 705| 15| Sipat- II| Chhattisgarh| 1000| Total| 24,395| Coal based Joint Ventures: SL No. | Coal Based (owned by JVs)| State| Commissioned Capacity| 1| Durgapur| West Bengal| 120| 2| Rourkela| Orissa| 120| | Bhilai| Chhattisgarh| 574| Total| 814| Hydro based Power Projects (Under Implementation): NTPC has increased thrust on hydro development for a balanced portfolio for long term sustainability. The first step in this direction was taken by initiating investment in Koldam Hydroelectric Power Project located on Satluj river in Bilaspur district of Himachal pradesh. Two other hydro projects construction are Tapovan Vishnugad and Loharinag Pala. On all these projects construction activities are in full swing. SL No. | Hydro Based| State| Approved Capacity (MW)| | Koldam (HEPP)| Himachal Pradesh| 800| 2| Loharinag Pala| Uttarakhand| 600| 3| Tapovan Vishnugad (HEPP)| Uttarakhand| 520| Total| 1920| Gas /Liquid Fuel Base d Power Stations: NTPC Ltd. has a combined gas based commissioned capacity of 3955 MW. NTPC caters to the peeking demand of power. SL No. | Gas Based (owned by NTPC)| State| Commissioned Capacity (MW)| 1| Anta| Rajasthan| 413| 2| Auriya| Uttar Pradesh| 652| 3| Kawas| Gujarat| 645| 4| Dadri| Uttar Pradesh| 817| 5| Jhanor-Gandhar| Gujarat| 648| 6| Rajiv Gandhi CCPP Kayamkulam| Kerala| 350| | Faridabad| Haryana| 430| Total| 3955| Gas based joint ventures: SL No. | Coal Based (owned by JVs)| State| Commissioned Capacity| 1| RGPPL| Maharashtra| 1480| Total| 1480| The energy conservation parameters like specific oil consumption and auxiliary power consumption have also shown considerable improvement over the years. Renewable Distributed Generation: Renewable Energy: Renewable energy (RE) is being perceived as an alternative source of energy for â€Å"Energy Security† and subsequently â€Å"Energy Independence† by 2020. Renewable energy technologies provide not only electricity but offer an environmentally clean and low noise source of power. Objectives: NTPC plans to broad base generation mix by evaluating conventional and non-conventional sources of energy to ensure long run competitiveness and mitigate fuel risks Portfolio of Renewable Power: NTPC has also formulated its businesses plan of capacity addition of about 1,000 MW through renewable resources. SL No. | Renewable Energy Sources| Capacity| 1| Wind Energy Farms| 650 MW| 2| Small Hydro Project| 300 MW| | Solar Power Project| 704 MW| 4| Biomass Power Project| 15 MW| 5| Geothermal Power Project| 30 MW| Total| 1010 MW| Long Term Growth Plans: NTPC has prepared a corporate plan setting a targer of becoming a 1,28,000 MW company by 2032 with 28% capacity from non-fossil sources. NTPC is working on a basket of new projects of more then 45,000 MW for implementation. Government of India has approved allocation of 50% power to the home states from f ourteen power projects of NTPC, with total capacity of 35,680 MW. Sustaining Market Leadership: Highest ever generation of 220. 4 BU from NTPC units as against 218. 84 BU in 2009-2010. NTPCs share in countrys generation was 27. 4% in 2010-11, with 17. 75% of the national capacity. World class capacity utilization: Seven NTPC coal stations figure among the top 10 stations in the country in terms of PLF (Plant Load Factor). It has achieved PLF of 88. 29% during 2010-11 (National PLF 75. 07%). Three coal stations achieved PLF of over 95%, seven other stations achieved more than 90% PLF. Robust Financials: 100% realization of the billing is there for the eighth consecutive year. Provisional and unaudited net sales of Rs. 4,488 crore in Q4 2010-11 as against Rs. 12,305 crore (unaudited) in Q4 2009-1, registering an increase of 17. 74%. Provisional and unaudited Gross revenue of Rs. 15,106 crore in Q4 2010-11 as against Rs. 12,981 crore (unaudited) in Q4 2009-10, registering an increase o f 16. 37%. Sustaining Market Leadership: Total electricity available in the country| 811. 104 BUs| Electricity import from Bhutan| 5. 61 BUs| Total electricity generation in the country| 805. 494 BUs| Total generation from NTPC| 220. 54 BUs| NTPCs share in total electricity generation in the country| 27. 40%| Financial Performance: Capital expenditure of Rs. 12,817. 61 crore during 2010-11, an increase of 22. 46% over the last years figure of rs. 10,467. 13 crore. NTPC Groups Capital Expenditure was rs. 16,326. 58 crore as against Rs. 14,334. 54 crore over the last year, an increase of 14%. It has declared an interim dividend of Rs. 3 per equity share having face value of rs. 10 being 30% of paid-up capital translating into a dividend payout of Rs. 2,473. 64 crore. New loans aggregating to Rs. 3,479 crore tied up with domestic Banks and other Financials institutions during 2010-11 including Rs. 000 crore from HUDCO and Rs. 1000 crore from HDFC Bank. Cumulative loans of Rs. 52,787. 35 crore tied up so far. Five series of bonds on Private Placements Basis issued to eligible institutions aggregating Rs. 720 crore. Out of the five series of Bonds issued during the year, four series of Bonds aggregating to Rs. 420 crore have been issued to Army Group Insurance Fund (AGIF) under the funding lin e extended by AGIF for Rs. 1,200 crore. Outstanding amounts of Bonds as on 31. 03. 2011 is Rs. 9. 570 crore as against total amount of Rs. 14,755. 35 crore raised so far. NTPC PAKRI-BARWADIHS ORGANIZATIONAL PROFILE The NTPC Ltd, the sixty largest company of the world in thermal power generation has taken up Pakri-Barwadih Coal Mining Project as a basket mine for all its projects located in eastern and northern regions. The project is going to affect 19 villages including 16 from Barkagaon block and 3 from Keradari block in the district of Hazaribag, Jharkhand. In the wake of the setting up of the project, large acres of residential and agriculture lands will be acquired, besides the acquisition of government and forest land. The Pakri-Barwadih Coal Mining block is the NTPCs first mining venture located at North Karanpura coalfields of Hazaribagh district in Jharkhand state. It is bounded by longitudes 85? 10 to 85? 15E and latitude 23 ? 5130† to 23 ? 5530†. In 2004-05, the ministry of coal, Government of India has allocated the 43. 27sq. km Pakri-Barwadih block to national thermal power corporation now NTPC Ltd. For captive mining for supply of coal to their super thermal power stations. The entire block of Pakri-PBarwadih blocks falls in the Hazaribagh district. The Hazaribagh -Khelar-Ranchi state highway passes through the eastern part of the block touching Barkagaon and Tandwa villages. The nearest township is Hazaribag located at a distance of 25km from Barkagaon in the southern part of the block. The nearest rail stations are Ranchi Road and chitarpur on the Gomoh-Barkahana-Dehri-on sone loop lines of SE Railway both around 70-75 km from the block. Ranchi, The state capital, is around 120-130 km from the block. The mine is planned for annual production capacity of 15 million tones (MT) The geological reserves of the coal block are estimated at 1436MT. Project Highlights Salient Features of Pakri Barwadih Coal Mining Project Total project area : 3319. 42 hectare Production : 15 Million tons per year Mineable Reserves : 519. 35 M. Te (? 300 m Depth Five coal seams, Avg. thickness : 2-3 m D to G grade coal Method of Work : Mechanized open-cast mining Life of mine : 39 years Environment clearance obtained : On 19. 05. 09 Forest clearance(stage-II) obtained : On 17. 09. 10 The Project: The Pakri-Barwadih Coal Mining Project is going to acquire about 8787 acres of land of which about 62% is private land including residential and agricultural land and the rest is government land. NTPC and Coal Mining: To broad -base its businesses and also to ensure growth, diversification in the areas related to NTPCs core businesses of power generation such as hydro power, distribution, trading, Coal Mining , LNG, etc. ave been identified as priority areas. The power majors foray into cal mining is aimed at ensuring timely availability of fuel for its stations and at controlling fuel costs. â€Å"NTPC has eight blocks in all. It has been allotted two coal blocks-Brahmini and Chicharao Patsimal both in Jharkhand where coal would be extracted through a 50:50 joint ventures with CIL. The centre has also allotted five more blocks to NTPC. These are Kerandari and chatti Baria tu in North Karanpura, Chhatrasal in Singrauli, Dulanga in the ib valley and Talaipalli in Chhattisgarh. â€Å"All the eight block, including the Pakri-Barwadih block that was allotted earlier, have a total mineable reserves of about 5. 7 billion Tonnes of coal. † Production is expected by 2008 in Pakri Barwadih block. NTPC is all set to emerge as a coal mining major with production capacities of at least 60 MT in the next eight years. Mine developer and Operator for Pakri-Barwadih Coal Mining Block (311. 7 Million MT over 27 years). NTPCs objectives for foraying into Coal mining: 1) To have fuel security. 2) To secure assured Quality and Quantity of coal supply. 3) To attain price competitiveness on the delivered coal. Key Thrust Area: To develop and operate the mine in and efficient manner, using latest technology. So as to produce coal of required quantity and of desired quality parameters , in a cost effective and environment friendly manner, with due regard to safety and compliance of all legal aspects. Impoverishment Risk Assessment: In mining-induced displacement and resettlement projects, eight categories of risks are identified that the PAPs are likely to suffer from. They are: a) Landlessness b) Joblessness c) Homelessness d) Marginalization e) Increased Morbidity f) Loss of access to common property resources g) Food insecurity ) Community disarticulation HR- Employee Benefits (EB)-(Establishment): This section of the HR department looks after the employees and their benefits right from joining the company till the retirement. It deals with the following: Employee Development Centre-Training Section: The training section shall cover all regular employees of the company nominated for train ing. It shall be endeavor of the company to provide seven man days of training in a training year to every employee. Employees shall make full use of the training systems to support this endeavor to create a learning organization. It has following objectives: Public Relation Section: Legal Section: Industrial Engineering Department: Employee services (General Administration): NTPC LIST OF AWARDS FOR EXCELLENCE IN PERFORMANCE: NTPC Limited has been ranked top awarded for MoU Award for Excellence in Performance, instituted by DPE, consecutively for two years, 2004-05 and 2005-06 with Excellent rating. Dr. Manmohan Singh, Honble Prime Minister of India presented the MoU Awards to Shri T. Sankaralingam, CMD, NTPC Ltd. * NTPC-AN EMPLOYER OF CHOICE: NTPC has been ranked fifth among the top ten â€Å"Best companies to work for in India† by Mercer HR Consulting-Business Today Survey 2005. CONSULTANCY: NTPC provides consultancy in all its aspects of power plant construction and management right from concept of commissioning and beyond. Combining the technical, managerial and financial skills, it provides the holistic solutions to power businesses all over the world, * NTPC DISTRIBUTED GENERATION: NTPC Limited has initiated the concept of el ectrification of remote villages by setting up Distributed Generation projects and demonstrating a sustainable business model leading to integrated growth of villages for achieving the goal of Electricity for all. ENVIRONMENT-GREEN POWER: NTPC delivers power at minimal environment cost, and achieves it. Right from the stage of its project conceptualization, technology selection to operations, care is taken to preserve the natural ecology and minimize environmental impact. * CENPEEP: (The Center for Power Efficiency ; Environmental Protection) , resource center for state of art technologies for performance optimization, continues to strive for performance optimization of power plants. NTPC Limited has been presented Scope Meritorious Award for Best Practices in Human Resource Management – Shri presented 2004-05 for Innovative Human Resource Management Practices well integrated with the business requirements of the Company. Sontosh Mohan Dev, Hon’ble Minister of Heavy Industries and Public Enterprises to Shri T. Sankaralingam, CMD, NTPC Limited in New Delhi, on 8th November 2006. Shri Chandan Roy, Director (Operations), NTPC Limited has been conferred with Eminent Engineer Award by the Institution of Engineers (India), for his distinguished services in Engineering Sector during the year 2006 in the area of NCT of Delhi. On the occasion of Power Line magazine’s Tenth Anniversary celebrations, on 11th October, 2006 in New Delhi, Mr. Sushi Kumar Shinde, and Union Minister of Power presented â€Å"Expert Choice Awards† to honor the leading achievers in the power sector. NTPC was recognized as the Best Organization in Central Sector. NTPC WINS GOLDEN PEACOCK AWARD FOR CORPORATE SOCIAL RESPONSIBILITY NTPC has been bestowed with Golden Peacock Award for Corporate Social Responsibility (CSR) 2012 constituted by Institute of Directors (IOD), New Delhi. Shri Arup Roy Choudhury, CMD, NTPC figures at # 56 in the listing of India Incs 100 Most Powerful CEOs, 2012 by the Economics Times, Indias leading business newspaper. He is at # 2 among the CEOs of the State Owned Enterprises (SOEs) * NTPC Limited has been ranked 7th overall in ‘India’s Best Companies to Work for 2010’, a study by The Great Places to Work In stitute India and The Economic Times. The Company is also ranked 1st among large organizations’ with over 10,000 employees, 1st in the Public Sector Enterprises segment and 1st in the Manufacturing and Production Industry segment. Shri R K Rustagi, Executive Director (HR ; PMI), Shri N N Misra, Executive Director (HR ; ER), Shri A K Bhatnagar, GM (HR ; Corporate Communications) NTPC received the awards from Mr Prasenjit Bhattacharya of Great Places to Work Institute, India. * Study conducted by Great Place to Work Institute, India in collaboration with The Economic Times. NTPC, New Delhi has been ranked 7th in the Top 10 Great Places to Work (GPTW) and has the distinction of being only PSU in the Top 10 Best Companies to Work For. NTPC also has the distinction of being a part of the Best Workplaces List continuously for the last six studies. This years Top 50 list has emerged from 427 organizations belonging to 17 different industries with employee strength in the range of 100 to 33,000. HR VISION â€Å"To enable our people to be a family of committed world class professionals, making NTPC a learning organization†. Research Topic – PACE THE PERFORMANCE MANAGEMENT SYSTEM @ NTPC PERFORMANCE MANAGEMENT SYSTEM: AN INTRODUCTION The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee motivation. So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler. Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements. The process of performance management starts with the joining of a new incumbent in a system and ends when an employee quits the organization. Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework. It is a means for promoting superior performance by communicating expectations, defining roles within a required competence framework and establishing achievable benchmarks. Objectives: To accomplish organizational goals through a system of performance assessment linked to company’s objectives. * To facilitate fulfillment of individual aspirations and promotion of professional excellence. * To encourage a two – way communication process between the appraise and the reporting officer for binging objectivity in performance appraisal system. * To evaluate the potential of the executive to assume higher responsibilities along the hierarc hy. * To involve the appraise through various stages of performance management, thereby reducing the performance gaps. To map competencies and potential of executives for enabling the organization to source the talent generally from within the company for meeting organizational growth. * To involve the executive to share the responsibility and become accountable for efficient management of the business for result oriented performance through mutual involvement. * To provide a transparent system to help each executive to evaluate his own performance and develop himself with the help of reporting officer. * To provide for removal of differences, if any, in performance appraisal through intervention of the reviewing officer. To conclude, performance management can be regarded as a proactive system of managing employee performance for driving the individuals and the organizations towards desired performance and results. It’s about striking a harmonious alignment between individual and organizational objectives for accomplishment of excellence in performance ESTABLISHING PERFORMANCE STANDARDS PROCESS OF PERFORMANCE APPRAISAL COMMUNICATING STANDARDS AND EXPECTATIONS MEASURING THE ACTUAL PERFORMANCE COMPARING WITH STANDARDS DISCUSSING RESULTS (PROVIDING FEEDBACK) DECISION MAKING – TAKING CORRECTIVE ACTIONS Focus of Performance Management: * The focus of the performance management system for senior executives is to appraise them on different components of managerial responsibilities, consisting of performance, generic managerial competencies, values and potential, totaling to 100 marks. * The performance component as identified and measures evolved would have 50% wieghtage in total appraisal. * The company’s concern for actualization of organizational core values is reflected in the performance management . Generic Managerial competencies exhibited by an Appraise while discharging duties have been given . * The Company’s concern for actualization of organizational Core Values is reflected in the Performance Management . * The Performance Management System brings to focus important managerial attributes and strikes a balance between ‘Performance’ and other aspects of managerial talents/skills. Executives will h ave a set of Key Performance Areas to be identified through discussion and achieve them during the performance period. The system is to develop the competencies by involving the executive in setting targets and identifying Key Performance Areas. * To utilize the Performance Management System for facilitating individual career development and bring organization wide HR intervention at senior levels to bridge competency gaps. PERIODICITY: * The Performance Appraisal Period would run concurrent with the financial year i. e. from 1st April to 31st March. * The System provides for setting up of Key Performance Areas (KPAs) and reviewing the same in two half-yearly periods. The first half year is from 1st April to 30th September and the second half- year is from 1st Oct. to 31st March. * While reviewing the KPAs of the first half-year, the targets for Key Performance Areas for the second half year are evolved. * While reviewing the KPAs of the first half year, the targets for Key Perform ance Areas for the second half year are evolved. * At the end of the Performance Appraisal year, the review for the second half of the year is undertaken. The review would also involve annual appraisal of KPAs, Competencies, Values and Potential Appraisal. COMPONENTS OF PERFORMANCE REVIEW: * The Performance Management System, consisting of the following components is implemented through ‘Performance Appraisal Form’. * PART I – PERFORMANCE * Part IA: first half year performance * Part IB: second year performance Review of KPA’s for 2nd half year * Part IC: annual performance * Part ID: comments on performance * PART II – competencies * PART III – values * PART IV – potential appraisal * PART V – performance and potential profile PART I-PERFORMANCE: Part IA: FIRST HALFYEAR PERFROMANCE The System provides for the Reporting Officer (Appraiser) and the executive (Appraise) to identify through discussion and agree upon a set of Key Performance Areas (KPAs) in brief at the beginning of the first half-year. * While identifying KPAs, actual ‘Measures’ for each KPA is to be defined and written. The Measure could have Quantitative Targets, Time Schedule for achieving KPAs fully/p artially, Qualitative Improvements etc. , based on the nature of the KPA item * The KPA Targets may be having different weightings and limited to 8 Key Performance Areas only. The idea is to enable the executive to focus on given deliverables and not miss important critical areas. The KPAs should be more focused, concrete and measureable. They should be more than the â€Å"Norm† i. e. normal standard of performance expected. The KPAs reflect ‘Stretch Standard’ which is in excess of â€Å"Norm†. The KPAs should be ‘SMART’ i. e. Specific, Measurable, Agreed (mutually arrived at by the Appraiser and the Appraise), Realistic and Time-Bound. * One of the KPAs should be â€Å"Staff Development†, as building a performing team is an essential target for senior executives. The measures for this could be man days of training development activities for the Unit/ Department/function vis-a-vis the Company’s training targets, HR initiatives like Professional Circles, Quality Circles, and Suggestion Scheme etc. * The Appraiser and Appraise jointly evolve KPAs, define measures and allocate marks for each KPA at the beginning of first half-year by 15th April. * The Performance under Part IA is jointly reviewed and performance evaluated at the beginning of 2nd half year and not later than 15th October. At the time of joint review, actual achievement is briefly recorded against each KPA and marks obtained w. r. t. each KPA is indicated in relevant column. * The aggregate of marks obtained for different KPAs is worked out and indicated as aggregate of IA. Both the Appraise and the Reporting Officer sign the Part IA. PART IB – SECOND HALF YEAR PERFORMANCE * The System helps to review the Key Performance Area Targets for the Second Half-Year based on the evaluation of 1st half-year KPAs depending on actual achievements. The reworked KPA targets are briefly recorded, ‘Measures’ for each KPA defined and Marks allocated. KPAs which extend beyond the 1st half year may be re-recorded in the targets of the 2nd half-year. * The KPAs may undergo change owing to target accomplished, new targets coming up, change of role etc. * The Performance Evaluation of 2nd half-year Performance is jointly undertaken on completion of 2nd half year/Annual Performance year and not later than 15th April. * During the Performance Evaluation, the actual achievement is assessed against each KPA and marks obtained against each KPA are indicated. The marks obtained are aggregated at the bottom out of 50 marks as aggregate. PART IC: ANNUAL PERFORMANCE * This part consolidates the 1st half-year and 2nd half-year Performance of the Appraise by aggregating Performance Marks obtained in Part IA and Part IB. * The Annual Performance Marks out of 50 ma rks be computed based on the formula mentioned in Part 1C and marks obtained be indicated in the Box. * The marks so obtained out of 50 would be the marks secured for â€Å"Annual Performance† in the achievement of KPAs. The Appraise and the Reporting Officer would jointly endorse the Annual Performance by signatures. Normalization Process: Objectives of Normalization Process: Ensure parity and integrity by minimizing rater variation various departments. Enhance objectivity and transparency in the appraisal system. PMS Scores from Reporting Reviewer to check integrity Top 30% Middle 65% Performance Management Assess the overall achievement of the businesses unit MoUs and functional goals; normalization would be done in view of the overall achievement of these goals. Plot distribution of scores for the cluster to check for skewing within and across departments. Checks to be made whether employees have been overrated or underrated on various PMS parameters such as: (a) KPA assessment (b) Competencies, value and Potential assessment Make suitable adjustments to scores, where necessary. Scores (revised and unchanged) and reasons for normalization to be documented in the PMS form. All executives in the cluster must be categorized into Top 30%, Middle 65%and Bottom 5%. COMPANY VALUES AND RATINGS: The Corporate Values ‘COMIT’ and the indicative observable behavior in respect of each value is as under: A. Customer focus: The Executive has conviction that the customer (Internal External) is the center of all activity; he is courteous, sincere, patient and sensitive to the customers and honours commitments on time. B. Organizational pride: The Executive holds the company in high esteem and rejoices in belonging to it; he demonstrates loyalty and commitment to the organisation and has a sense of ownership and belongingness with it. C. Mutual respect and trust: The Executive has high regard for and faith in the fellow organisational members; he believes in collaboration and openness and has good team spirit. D. Initiative and Speed: The Executive believes in taking the first step, thinking new and ahead and being swift without compromising on quality; he is creative and innovative and has the willingness to experiment and take risks. E. Total Quality: The Executive believes in pursuing excellence in all spheres of activity; he makes continuous efforts in improving standards of performance, systems and processes. LITERATURE REVIEW: Performance Management System: * Performance management is one of the most important requirement for successful business and human resource policy (Kessler, 2003). During the performance management revolution , many PMSs were developed such as the balanced scorecard (Kaplan, Norton, 1992), Performance pyramid (Lynch, cross, 1991) and the performance prism (Neely Adams , 2000) The objective of such systems is to help organizations define a set of measures that reflect their objectives and assess their performance accordingly. These system is usually multidimensional. * Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions, are essential to effective to human resource management (Pulakas, 2003). The ability to conduct Performance appraisals relies on the ability to assess an employees’s performance in a fair and accurate manner. Evaluating employee performance is a difficult task. Performance evaluations have been conducted since the time of Aristotle (Landy, Zedeck, cleveland, 1983). The earliest formal employee Performance evaluation program is thought to have originated in the united states of military establishment shortly after the birth of the republic ( Lopex, 1968). The measurement of an employees performance allows for rational administrative decisions at the individual employee level. It also provides raw data for the evaluation of the effectiveness of such personnel-system compone nts and processes as recruiting policies, training programs , selection rules, promotional strategies and reward allocations (Landy, Zecleck, cleveland, 1983). In addition it provides the foundation for behaviorally based employee counseling. In the counseling setting , performance information provides the vehicles for increasing satisfaction , commitment * and motivation of the employees. Performance management and feedback can play a valuable role in effecting the grand compromise between the needs of the indivisual and the needs of the organization ( Landy, Zecleck, cleveland, 1983). * Kennerley, M. Neely, A, 2002. A framework of the factors affecting the evolution of performance measurement systems. International journal of operations and production management 22(11). 1222-1245. Laitinen E. K, 2002. A dynamic performance measurement system: evidence from small finnish technology firms. Scandinavian journal of management 18, 65-99. Pritchard R. D, Holling H, Lammers, F. Clark, B. D 2002. Improving organization performance with the productivity measurement and enhancement system : an international collaboration Nova Science, New York. Lebas, M. J, 1995, Performance management system. Jornal of production economics 41, 23-35. Neely, A. D. Adams . C, Crowe, P, 2001. The performance system revolution : why not and what next? Journal 19(2), 205-228. Rouse, P, Putterill , M, 2003. An integral framework for performance appraisal Management Decision 41(8), 791-805. * Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the management’s interest in the progress of the employees. * Performance in a job is a matter, which ne eds to be considered both in terms of results achieved and behavior demonstrated. Results required in relation to quantity, quality or timing can be established in most aspects if a large number of jobs. Comparing results reached to results required is essential in evaluating the performance. Reviewing results in the context of actions and behavior is necessary to develop a full understanding of individual performance. In determining what actions have led to success or the lack of it, this aspect of examining performance will represent a significant element in forming plans for the future, so that strengths can be built upon and weakness addressed. There are, of course, certain jobs or features of certain jobs, where it is not always possible to state a required result or standard that clearly. In these instances considering behavior assumes a greater significance when appraising the performance. * The most important part of such job however, would concern the health and * In this case, examples of such action might be ensuring that specialized help is summoned wh en necessary, listening to residents who want to talk about their problems, or perhaps arranging appropriate diversions and entertainment. Performance appraisal appraises performance of an operating unit, like department or section, or of an individual. The Government of India may appraise the performance of the BARC as an organization. The Director of BARC may appraise the performance or any department of division. These Performance appraisals start from facts/data, lead to opinions on adequacy/ appropriateness and should lead further to some decisions being made on whether any changes are necessary in the manner or direction of work of the appraised unit, individual. At the operating unit level the decision may relate to the allocations of resources. * * The decisions may also relate to the continuance. In the case of the individual, the appraisal may be of :- * (a) His outputs (how well has the work been done). * (b) Inputs (what are his skills, behavior patterns, motivation etc. ) * A face-to-face discussion in which one employees work is discussed, reviewed, and appraised by another, using an agreed and understood framework. Usually, line managers conduct the appraisals of their staff, although peers can appraise each other, and line managers can themselves be appraised by their staff through 360 degree appraisal. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. Many writers and consultants are using the term â€Å"performance management† as a substitution for the traditional appraisal system. I encourage you to think of the term in this broader work system context. Performance appraisal is a method of acquiring and processing the information needed to improve an individual employee’s performance and accomplishments. -(Douglass) * It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance. -(Newstrom ) * A prominent personality in the field of Human resources, â€Å"performance appraisal is the systematic, per iodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a better job. Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning -(Flippo) * According to Lawler (2000) when using the merit pay method, individual performance is appraised, usually by a supervisor, and as a resul

Shakespeare's Hamlet and Laertes Essay Example | Topics and Well Written Essays - 1000 words

Shakespeare's Hamlet and Laertes - Essay Example Both are then in the same position- their fathers have been murdered by people in high positions and it becomes their duty to avenge their death. This parallel is however valid only up to a limited extent. The motives behind the two murders differ, as do the means adopted for taking revenge by these two characters. Though the idea of avenging his father's death continues to reside at the back of Hamlet's mind throughout the play, yet his path is beset with obstacles. In this context, Shakespeare's emphasis seems to be more on the intellectual obstacles then the merely physical ones. First and foremost he had to ascertain whether the Ghost that met him in the beginning of the play is what it claims to be, or a dissembling spirit from hell, which had come to work his damnation. This dilemma of Hamlet is best expressed in his soliloquy at the end of Act II: Besides it takes Hamlet a considerable amount of time to adjust the notion of private revenge with his already accepted view that a benevolent God rules the world and reserves the punishment to Himself. On the contrary, when Laertes comes to know of his father's death, he immediately resolves to avenge Polonius' death and exhibits no scruples or qualms about his impetuous decision, taken in haste. The world of Laertes is not of deliberation and contemplation, but is a world beset with action and anger. Unlike Hamlet, he is not prone to pangs of conscience, nor is he hesitant about committing grave mistakes by succumbing to his passions. Such an impulsive mindset of Laertes is deftly expressed in his speech in Act IV, Scene v: To hell, Allegiance! Vows, to the blackest devil! Conscience and grace, to the profoundest pit! I dare damnation. To this point I stand, That both the worlds I give to negligence, Let come what comes; only I'll be reveng'd Most thoroughly for my father. Hamlet's very act of chiding Laertes during the burial of Ophelia is indicative of his personal growth and maturity, in contrast to Laertes' impetuosity. This attribute of Hamlet gets manifold magnified after his unambiguous confession of the intensity of his feelings for Ophelia. I love'd Ophelia; forty thousand brothers Could not, with all their quantity of love, Make up my sum. Laertes acts as a foil for Hamlet, which highlights the fact that Hamlet had succeeded in developing a deep sense of control and restraint over his passions and had successfully nurtured an ability to bear gracefully with his personal grief, a quality pathetically lacked by Laertes. The same sense of poise and restraint is exhibited by Hamlet, when he is provoked by Laertes' scathing words and actions. This utmost restraint of Hamlet in the face of Laertes' provocation becomes clear when he says: Thou pray'st not well. I prithee take thy fingers from my throat; For, though I am not splenitive and

Summary and Response to the Article Essay Example | Topics and Well Written Essays - 500 words - 1

Summary and Response to the Article - Essay Example The journey towards â€Å"energy security† has proven hectic, but it is not late yet. Change is possible. Oil dependence has its share of challenges. First, oil prices are never stable. This situation leads to economic imbalance in the dependent state, making citizens suffer from high taxation, especially when oil prices increase in the world market. Secondly, United States as a major economy has to face stiff competition from other importing countries such as India and China whose economies are growing rapidly. Worst of all, U.S. becomes vulnerable to political whims of oil producing countries especially the Middle East that have for a long time threatened U.S. security. OPEC, for instance, is notorious for signing contracts with certain consumers coupled with political affiliations that distort the market. According to this report, U.S. can rescue itself from the hazards of oil dependence if it can reframe its foreign policies. The last decades have seen U.S. stressing on the importance of foreign markets, something that cannot solve the energy problem experienced now. If active public policies are introduced, the market will deliver smoothly on its own. U.S. cannot achieve energy security through foreign policy, but it can frame domestic policies that are in tandem with short- and long-term goals of international strategy on oil. The Task Force looking into the issue made three recommendations for the adoption of incentives, which would gradually minimize consumption of petroleum products. First is the taxation of gasoline, with the tax revenues directed to other purposes such as funding research and development of energy technology. Second is tightening Corporate Average Fuel Economy (CAFÉ) standards. Third is the use of tradable gasoline permits to cap the levels of gasoline consumed in the country. The above measures will facilitate energy efficient lifestyles of the citizenry, including the use of higher-efficiency vehicles, increased use of public