Research Topics: Strengths And Weaknesses Samples

Self-assessment of your strengths and weaknesses

Discussion Essay – Your Competence Assessment   This essay should be double-spaced, use Times New Roman font 12, 1 inch margin all around.  Don’t use bullet points.  4 pages are minimum and 5 pages are maximum with appropriate headings.  Since the space is limited, you need to think clearly and write concisely. Do attach the print out from the O*Net on the job you choose.  The attachment only includes the list the tasks (from the summary), and the six KSAs that you selected.  DON’T print the whole list of KSAs.    This assignment is a self-assessment of your strengths and weaknesses for a particular occupation.  Visit the website: http://online.onetcenter.org, click on O*Net Online, and then click on Find Occupations.  Type key words of an occupation that you most likely to pursue upon graduation, such as “customer service.”  The screen will show you a list of occupations that match your key words.  Choose one occupation that you like most and click on it.  You will see Summary Report for this occupation.  You should read the whole summary report in order to thoroughly understand the job.  If the summary report is not enough for your occupation, you read the detailed report, which provides more detailed information about an occupation.   KSAs are the knowledge, skills, and abilities needed to perform the tasks of a job.  Knowledge is the education and information used for a job.  Skills are learned proficiencies in areas.  Abilities are inherent aptitudes of a candidate.  You can learn more in detail about the meanings of KSAs’ and their subsets.  Next to “Find Occupation”, you will see “Browse by O*NET Descriptor.”  Click on those folders and then click sub-folders to find more info you need.   From the summery report, you choose two items from each of the KSAs, one is your strong point while another is your weak point.     For each of your strength, first describe your strength (indicators or examples or facts that show this is your strength), and then explain how you developed or obtained them, (or explain the importance of the item to the job or discuss how you can build your career on the strength (how you can take advantage of it).   For each of your weakness, first describe it (indicators or examples or facts that show your weakness, and how it will block your career advancement if not overcoming it), and then what you can do to overcome them.    For both strengths and weaknesses, DON’T repeat each KSA in the attachment.     Example of the essay components and headings: Occupation: First Line Supervisor for customer service   K1 My strength – Administration and Management (about 15 lines) K2 My weakness – Customer and Personal Service (about 15 lines) S1 My strength – Coordination (about 15 lines) S2 My weakness – Service Orientation (about 15 lines) A1 My strength – Oral Expression (about 15 lines) A2 My weakness – Problem Sensitivity (about 15 lines)   Attachment (must be in a separate page and staple it after your essay)   Sample of Attachment (On a separate sheet, 1-2 pages, not count into the length of the paper)   Job: First-Line Supervisors, Customer Service   Tasks ·         Supervises and coordinates activities of workers engaged in customer service activities. ·         Plans, prepares, and devises work schedules, according to budgets and workloads. ·         Observes and evaluates workers’ performance. ·         Issues instructions and assigns duties to workers. ·         Trains and instructs employees. ·         Hires and discharges workers. ·         Communicates with other departments and management to resolve problems and expedite   work. ·         Interprets and communicates work procedures and company policies to staff. ·         Helps workers in resolving problems and completing work. ·         Resolves complaints and answers questions of customers regarding services and procedures.   Knowledge: Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.   Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.   Skills: Coordination — Adjusting actions in relation to others’ actions.   Service Orientation — Actively looking for ways to help people.   Ability: Oral Expression — The ability to communicate information and ideas in speaking so others will understand.   Problem Sensitivity — The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.     Credit:ivythesis.typepad.com

Self-assessment of your strengths and weaknesses

Discussion Essay – Your Competence Assessment This essay should be double-spaced, use Times New Roman font 12, 1 inch margin ...

Implications of Global Operations

Powerpoint Notes Implications of Global Operations               Due to globalization and advancement in technology, many business organizations were able extend their markets to other countries and to the rest of the world. From this, global operations increased, thus, creating an extended and continuous network of profit and sales. The extent and continuous global operations can be analyzed in reference to its implications or effects in the global economy. This will be done using the strengths and weaknesses of global operations.      Strengths             Strengths of global operations include the creation of monopolistic dominance through multinational investments, wherein certain global corporations widen their networks and their markets by using advanced technologies and other means of communication, such as the Internet. The global operations of these companies sustain their businesses with these means, such that by using the Internet, they can maintain good relationship and communication with other countries. Through these, they can sustain, maintain and make new investments, such that becoming the primary supplier of specific products or services, thus, creating monopoly over networks and markets. Another strength is the reduction in costs of factors of production, which would be helpful because with reduction of costs, companies will be able to allocate and budget their resources efficiently, to be distributed in other functions of the company. Third strength is that it avoids high levels of retaliation from market leaders and competitors. Because the company has already gained monopolistic dominance, it would be difficult for competitors to overcome the company’s power over its market or network. Fourth is the reduction of transaction costs, wherein similar with the reduction of costs of factors of production, the company will be able to allocate resources not only their operation but on other functions.  Another strength is the company’s ability to choose between hierarchy or market strategies, which would enhance the ability of the company in its implementation of market and business strategies in relation to encountered changes and competition. In addition, the company will be able to develop competitive advantages, for its members will have the edge of facing a variety of crises that would enhance their ability to develop effective and efficient strategies or solutions. Lastly, the company can provide incentives to prevent tedious and costly understanding of firm behavior and performance. Through incentives, employees would be more motivated to work in the company for they will realize that their hard work is well compensated.             These positive implications are very useful in the analysis of a company’s or business organization’s global operations because with these, the company can maximize the use of their existing market and business strategies. In addition, the company can continuously utilize the use of a variety of means of communication that would not only enhance, improve and develop the interrelationship and coordination in the company, but would also give importance to customer value and interrelationships.   Weaknesses             However, despite the discussed strengths of the implications of global operations, several weaknesses or disadvantages can also be determined. Primarily, some home bases in specific countries, such as in Europe and North America may be subject to terrorist attacks. This is because through extended networks and market, some countries will become more open to transactions and interrelationship with other countries than others will, which would lead to more susceptibility to terrorist entry. Another weakness is the possibility of eliminating trade barriers due to conflict. Conflict between corporations and countries due to competition and other socio-economic factors would lead to serious problems, such as the disruption of the existing friendship and interrelationship among corporations. This would be disadvantageous because corporations must co-exist with one another to promote and encourage harmony in their industry, for with harmony, corporations will be able to face global economic and societal crises effectively.             Third weakness is the existing differences in cultural and institutional attributes of many corporations in different countries and societies. An example of this difference is exhibited by the differences in the views of hierarchy between Japan and China. Japan views hierarchy through group harmony and social cohesion, while China views hierarchy for personal relationships and good connections. Although their perception with hierarchy is completely different from one another, their beliefs can still be used for the profit and sustenance of their companies. The focus of Japan is to promote group interrelationship and unity in their corporation, while China’s focus is on building personal relationships. The difference in beliefs can be a source of conflicts, such as cultural clashes and diversity in certain instances, including mergers, leadership, and implementation of strategies. Another weakness is the implications of economic recessions to host countries, such as what happened to Argentina in its 2001 financial crisis. Such crisis largely affects the operations of global companies because prices, supply, distribution and consumption or demand of products will be greatly reduced during recession. Although only one country experiences the recession, the operation of global corporation will be also affected because their sales depend on the consumption or demand of consumers on that particular country. The last weakness or disadvantage is the presence of other attributes of host countries, such as disruption of political stability, human resources and peace. Without these aspects, corporations will have difficulty in maintaining and sustaining their global operations. With the presence of political instability, corporations will be restricted to do business with other corporations. In addition, without the skills and abilities of human resources, corporations will also have difficulty in continuing their processes and functions in the company, for human resources are one of the company’s assets, and without peace, corporations will have difficulty in co-existing in the market and in the industry, and cause its downfall.   Credit:ivythesis.typepad.com

Implications of Global Operations

Powerpoint Notes Implications of Global Operations Due to globalization and advancement in technology, many business orga...

Strengths and Weaknesses of Mentoring in Human Resource Practice

Strengths and Weaknesses of Mentoring in Human Resource Practice   Introduction             Dealing with different individuals in an organization is one complicated and tedious process. To be able to maintain an organization effectively, a Human Resource practitioner must be able to employ different practices that would help develop the values and culture of individuals and the whole organization as well. One of these practices includes mentoring, which involves passing the knowledge of the mentor to a protégé. Mentoring can be useful in passing knowledge and learning to an individual or groups of individuals to facilitate greater production or output in a certain organization. The process of mentoring is considered one of the most useful tools in career development, and thus, significant in the work or job of any employee. In this regard, this essay discusses the concept of mentoring as a valuable Human Resource practice that would be helpful in the career development of employees. In addition, it also discusses the strengths and setbacks of using mentoring as a Human Resource practice in an organization.   Mentoring as a Human Resource Practice             The concept of mentoring has been used throughout history. It has been first emphasized in Homer’s Odyssey, telling how Athena, the Goddess of War and patroness of the arts and industry assumes the form of Mentor and accompanies Odysseus’ son, Telemachus on his quest to find his father. From this, the word mentor has been synonymous to being a trusted advisor, friend, teacher, and a wise person. During the course of history, many more examples of mentoring relationships have been observed and cited, namely, the mentoring relationships between Socrates and Plato, Hyden and Beethoven, and Freud and Jung. As such, the concept of mentoring has been a fundamental form of human development, in which a specific individual invests time, energy, and personal expertise to assist the growth and ability of another individual (2001). In this regard, it can be perceived that through mentoring, significant and long-lasting relationships can be developed and maintained, thus, enriching interpersonal communication and cooperation.             It has been emphasized that mentoring has been observed among royalties, fathers and sons, histographers, musicians and many others throughout history. Likewise, it can also be observed in contemporary organizations and companies. Mentoring is an old-age practice that offers significant benefits to both employees and organization; however, despite its value, its practice is limited only to a few companies. This is because some managers perceive its implementation as cumbersome and with its benefits not proportionate to the resources invested (2004). As such, most mentoring programs must still be evaluated and assessed, as to how it would be accepted by employees and how would be employed by managers or supervisors. In this regard, mentoring is regarded as one of the processes through which scholars replace themselves and through which flexibility and openness to ideas and creativity of the manipulation of phenomena can be maintained, and this leads a mentor to move beyond preoccupation with self to foster the growth of a developing professional (2006). Because mentoring focuses on the development of relationships between two individuals, it can be perceived that this process focuses on communication and effective interpersonal relationships. In addition, due to the fact that a manager or supervisor, or any individual that has an advanced learning takes time, perseverance and effort in sharing his or her knowledge, skills, and techniques with another employee or individual, means that mentoring serves to be one of the most useful Human Resource tools that foster career development. It has been reported that Human Resource practices vary depending on the influences of factors such as values and beliefs of top management, business strategy and strategic goals of the organization, structure and culture of the organization, technology, core activities, and competencies of the organization, the policies involved in HR functions, and the expertise, credibility, and political strengths of the Human Resource department (2003). In this regard, the influences of such different factors, both internal and external the organization determines the need and the extent for the use of mentoring as a tool for career development.             Career development is related with the process of mentoring, as mentoring becomes an effective means to achieve the other. Since mentoring focuses on the establishment of interpersonal relationships, it becomes a good means of developing one’s career in the organization through effective communication and human interaction. The mentoring process involved in career development can be summarized into two broad categories known as career functions and psychosocial functions. Career functions refers to those aspects of a relationship that enhance learning the ropes and preparing for advancement in an organization, while psychosocial functions refer to aspects of a relationship that enhance a sense of competency, clarity of identity, and effectiveness in a professional role (1993). In this sense, mentoring targets both the development of career and psychosocial functions that play vital roles in the overall development of an individual in an organization. Mentoring then, plays an important role in career development through development of both the professional skills of an individual being an employee, and through development of his or her mental health through improvement of his or her personal communication and interrelationships with other employees as well.   Strengths and Weaknesses of Mentoring Given the nature, functions and applications of mentoring in both practical situations and in the nature of organizations, it can be perceived that mentoring has both advantages or strengths, and weaknesses or setbacks, based on the fact that not all organizations use the process for the development of their organization. As such, both advantages and setbacks must be determined in order to evaluate the use of mentoring as a valuable Human Resource practice. It has been reported that mentoring programs provide a structure to support the deliberate pairing of the more skilled and experienced person with the less skilled and experienced person. As such, the mentor is seen as having a breadth and depth of experience, such that the protégé or mentee could not have had at this stage of his or her career. The purpose of this type of relationship is to develop and improve the unique skills and abilities of the protégé, and not to make an exact clone of the mentor (1999). One of the strengths of mentoring is providing emotional and psychological support ( 1999). As emphasized the previous discussion, psychosocial development of an individual is being improved in the process, thus, supporting his or her emotional and psychological construct. Through the process of mentoring, the mentor provides his or her protégé with emotional and psychological support through constant communication, appraisal, and constructive criticisms that would further improve the performance and personality of an employee. Another strength of mentoring is role modeling. Role modeling is being exemplified by the mentor, as he or she tends to influence the personality and performance of the protégé through good manners and performance in terms of work and work ethics. As such, the mentor shows the protégé a skilled and capable mentor that also exemplified good performance in the organization. In relation to this, it increases feelings of support and friendship that would further provide better awareness of what new employees must experience (2004). Thus, it helps an employee to gain new experiences, learning, skills, and knowledge in the organization. Fourth, mentoring programs provide better understanding of corporate culture and organizational structure (2004). Through mentoring, the mentor would be able to inform his or her protégé on certain practices and culture of the organization that exist, thus, helping the protégé to adjust to his or her working environment. Fifth, mentorship is a reciprocal relationship, making it complex, interactive, and mutually beneficial (2006). In this regard, both the mentor and the protégé would have the chance to develop mutual communication and interrelationships, thus, improving inter and intra-communications in the organization. The improvement in terms of communication in the organization would enable gradual development and advancement in the company, thus, leading to the empowerment and motivation of employees. Lastly, involving the mentor in the development of an employee, in this case is a protégé, helps to provide the motivation in developing a good professional plan for the enhancement of the career of the employee. The mentor can introduce the protégé to people with specific skills to act as coaches, and provide opportunities for the protégé to take on tasks and projects that will extend their expertise, with the help of the support structure to ensure that the project will not fail (1999). In the process, the mentor provides the protégé with sponsorship, where the mentor puts his or her reputation on the line by actively promoting the protégé and by giving him or her important responsibilities ( 1993). In this regard, it can be perceived that the advantages or strengths of mentoring and mentoring programs provide both the mentor and the protégé with the opportunity to build effective interpersonal relationships, with the assistance and support of communication, and mutual trust. However, given the many benefits of mentoring programs, there are still setbacks or disadvantages that can be determined. Such setbacks may be the cause why not all companies and organizations employ mentoring as one of its Human Resource practices. Primarily, difficulties or weaknesses in mentoring are being observed when there is insufficient funding or termination of funding before the mentoring program is established, thus emphasizing the costs and resources associated with mentoring (Hansford et al 2004). In this regard, it can be emphasized that funds are importantly needed in terms of implementing mentoring programs. As such, more companies would be able to hire external mentors in order to provide additional knowledge and input to the new employees or the supposed protégé. Additional setback includes the lack of support from the top management. This must not be so because support from the top management is needed for additional learning and dissipation of knowledge regarding a certain subject or practice. Without the support of the top management, mentoring would not be effective, as their roles in the development of the employees and the organization itself is crucial, most especially in terms of sharing adequate knowledge and experiences. Another setback includes the difficulties in coordinating programs within organizational initiatives (2004). This setback or drawback is difficult to overcome as this involves the lack of coordination and communication with other departments or functions of the organization. Without the support and cooperation of other functions of the organization, mentoring through sharing of experiences and knowledge would be hard to achieve. Fourth setback is the lack of formal structure and evaluation of the mentoring experience (2006). It has been reported that mentoring programs implemented without sufficient preparation, particularly placing managers as mentors without sufficient training tend to provide no benefit, thus, treating the matter by both mentor and protégé as a burden (2004). In this regard, it can be observed that without proper preparation, dedication, support, and knowledge, mentoring programmes would not be successful. As such, to be able to successfully implement mentoring programs in an organization, preparation and proper knowledge must be had, thus, indicating the preparedness of the mentor and the organization itself. Moreover, implementing mentorship and mentoring programmes would involve the use of different tools and training methods, such as printed materials, media, discussions, feedbacks, and other types of communication processes. In this sense, mentoring programmes would be facilitated much better with the use of such means and methods.   Conclusion             From the discussion, it can be concluded that mentorship and mentoring programmes in an organization provide effective communication and interpersonal relationships between the mentor and the protégé. In addition, mentorship and mentoring programmes provide the whole organization with the opportunity to develop interpersonal relationships, communication and coordination among functions, as mentorship entails the support of the top management and the different functions of the organization. However, despite advantages are the disadvantages or setbacks, when the organization fails to support and become prepared for implementing such mentorship programs.          Credit:ivythesis.typepad.com

Strengths and Weaknesses of Mentoring in Human Resource Practice

Strengths and Weaknesses of Mentoring in Human Resource Practice Introduction Dealing with different individuals in an o...

Implications of Global Operations

Powerpoint Notes Implications of Global Operations               Due to globalization and advancement in technology, many business organizations were able extend their markets to other countries and to the rest of the world. From this, global operations increased, thus, creating an extended and continuous network of profit and sales. The extent and continuous global operations can be analyzed in reference to its implications or effects in the global economy. This will be done using the strengths and weaknesses of global operations.      Strengths             Strengths of global operations include the creation of monopolistic dominance through multinational investments, wherein certain global corporations widen their networks and their markets by using advanced technologies and other means of communication, such as the Internet. The global operations of these companies sustain their businesses with these means, such that by using the Internet, they can maintain good relationship and communication with other countries. Through these, they can sustain, maintain and make new investments, such that becoming the primary supplier of specific products or services, thus, creating monopoly over networks and markets. Another strength is the reduction in costs of factors of production, which would be helpful because with reduction of costs, companies will be able to allocate and budget their resources efficiently, to be distributed in other functions of the company. Third strength is that it avoids high levels of retaliation from market leaders and competitors. Because the company has already gained monopolistic dominance, it would be difficult for competitors to overcome the company’s power over its market or network. Fourth is the reduction of transaction costs, wherein similar with the reduction of costs of factors of production, the company will be able to allocate resources not only their operation but on other functions.  Another strength is the company’s ability to choose between hierarchy or market strategies, which would enhance the ability of the company in its implementation of market and business strategies in relation to encountered changes and competition. In addition, the company will be able to develop competitive advantages, for its members will have the edge of facing a variety of crises that would enhance their ability to develop effective and efficient strategies or solutions. Lastly, the company can provide incentives to prevent tedious and costly understanding of firm behavior and performance. Through incentives, employees would be more motivated to work in the company for they will realize that their hard work is well compensated.             These positive implications are very useful in the analysis of a company’s or business organization’s global operations because with these, the company can maximize the use of their existing market and business strategies. In addition, the company can continuously utilize the use of a variety of means of communication that would not only enhance, improve and develop the interrelationship and coordination in the company, but would also give importance to customer value and interrelationships.   Weaknesses             However, despite the discussed strengths of the implications of global operations, several weaknesses or disadvantages can also be determined. Primarily, some home bases in specific countries, such as in Europe and North America may be subject to terrorist attacks. This is because through extended networks and market, some countries will become more open to transactions and interrelationship with other countries than others will, which would lead to more susceptibility to terrorist entry. Another weakness is the possibility of eliminating trade barriers due to conflict. Conflict between corporations and countries due to competition and other socio-economic factors would lead to serious problems, such as the disruption of the existing friendship and interrelationship among corporations. This would be disadvantageous because corporations must co-exist with one another to promote and encourage harmony in their industry, for with harmony, corporations will be able to face global economic and societal crises effectively.             Third weakness is the existing differences in cultural and institutional attributes of many corporations in different countries and societies. An example of this difference is exhibited by the differences in the views of hierarchy between Japan and China. Japan views hierarchy through group harmony and social cohesion, while China views hierarchy for personal relationships and good connections. Although their perception with hierarchy is completely different from one another, their beliefs can still be used for the profit and sustenance of their companies. The focus of Japan is to promote group interrelationship and unity in their corporation, while China’s focus is on building personal relationships. The difference in beliefs can be a source of conflicts, such as cultural clashes and diversity in certain instances, including mergers, leadership, and implementation of strategies. Another weakness is the implications of economic recessions to host countries, such as what happened to Argentina in its 2001 financial crisis. Such crisis largely affects the operations of global companies because prices, supply, distribution and consumption or demand of products will be greatly reduced during recession. Although only one country experiences the recession, the operation of global corporation will be also affected because their sales depend on the consumption or demand of consumers on that particular country. The last weakness or disadvantage is the presence of other attributes of host countries, such as disruption of political stability, human resources and peace. Without these aspects, corporations will have difficulty in maintaining and sustaining their global operations. With the presence of political instability, corporations will be restricted to do business with other corporations. In addition, without the skills and abilities of human resources, corporations will also have difficulty in continuing their processes and functions in the company, for human resources are one of the company’s assets, and without peace, corporations will have difficulty in co-existing in the market and in the industry, and cause its downfall.   Credit:ivythesis.typepad.com

Implications of Global Operations

Powerpoint Notes Implications of Global Operations Due to globalization and advancement in technology, many business or...

Strengths and Weaknesses of Mentoring in Human Resource Practice

Strengths and Weaknesses of Mentoring in Human Resource Practice   Introduction             Dealing with different individuals in an organization is one complicated and tedious process. To be able to maintain an organization effectively, a Human Resource practitioner must be able to employ different practices that would help develop the values and culture of individuals and the whole organization as well. One of these practices includes mentoring, which involves passing the knowledge of the mentor to a protégé. Mentoring can be useful in passing knowledge and learning to an individual or groups of individuals to facilitate greater production or output in a certain organization. The process of mentoring is considered one of the most useful tools in career development, and thus, significant in the work or job of any employee. In this regard, this essay discusses the concept of mentoring as a valuable Human Resource practice that would be helpful in the career development of employees. In addition, it also discusses the strengths and setbacks of using mentoring as a Human Resource practice in an organization.   Mentoring as a Human Resource Practice             The concept of mentoring has been used throughout history. It has been first emphasized in Homer’s Odyssey, telling how Athena, the Goddess of War and patroness of the arts and industry assumes the form of Mentor and accompanies Odysseus’ son, Telemachus on his quest to find his father. From this, the word mentor has been synonymous to being a trusted advisor, friend, teacher, and a wise person. During the course of history, many more examples of mentoring relationships have been observed and cited, namely, the mentoring relationships between Socrates and Plato, Hyden and Beethoven, and Freud and Jung. As such, the concept of mentoring has been a fundamental form of human development, in which a specific individual invests time, energy, and personal expertise to assist the growth and ability of another individual (2001). In this regard, it can be perceived that through mentoring, significant and long-lasting relationships can be developed and maintained, thus, enriching interpersonal communication and cooperation.             It has been emphasized that mentoring has been observed among royalties, fathers and sons, histographers, musicians and many others throughout history. Likewise, it can also be observed in contemporary organizations and companies. Mentoring is an old-age practice that offers significant benefits to both employees and organization; however, despite its value, its practice is limited only to a few companies. This is because some managers perceive its implementation as cumbersome and with its benefits not proportionate to the resources invested (2004). As such, most mentoring programs must still be evaluated and assessed, as to how it would be accepted by employees and how would be employed by managers or supervisors. In this regard, mentoring is regarded as one of the processes through which scholars replace themselves and through which flexibility and openness to ideas and creativity of the manipulation of phenomena can be maintained, and this leads a mentor to move beyond preoccupation with self to foster the growth of a developing professional ( 2006). Because mentoring focuses on the development of relationships between two individuals, it can be perceived that this process focuses on communication and effective interpersonal relationships. In addition, due to the fact that a manager or supervisor, or any individual that has an advanced learning takes time, perseverance and effort in sharing his or her knowledge, skills, and techniques with another employee or individual, means that mentoring serves to be one of the most useful Human Resource tools that foster career development. It has been reported that Human Resource practices vary depending on the influences of factors such as values and beliefs of top management, business strategy and strategic goals of the organization, structure and culture of the organization, technology, core activities, and competencies of the organization, the policies involved in HR functions, and the expertise, credibility, and political strengths of the Human Resource department (2003). In this regard, the influences of such different factors, both internal and external the organization determines the need and the extent for the use of mentoring as a tool for career development.             Career development is an example of the process of mentoring, as mentoring becomes an effective means to achieve the other. Since mentoring focuses on the establishment of interpersonal relationships, it becomes a good means of developing one’s career in the organization through effective communication and human interaction. The mentoring process involved in career development can be summarized into two broad categories known as career functions and psychosocial functions. Career functions refers to those aspects of a relationship that enhance learning the ropes and preparing for advancement in an organization, while psychosocial functions refer to aspects of a relationship that enhance a sense of competency, clarity of identity, and effectiveness in a professional role (1993). In this sense, mentoring targets both the development of career and psychosocial functions that play vital roles in the overall development of an individual in an organization. Another example of mentoring in an organization is providing psychosocial support, which includes counseling, friendship, acceptance and confirmation, and role modeling (2002). Through psychosocial mentoring, the attitude, values, and behavior of the protégé is being enhanced and developed, thus, improving his or her performance in the organization. Mentoring then, plays an important role in the development of one’s behavior through development of his or her mental health through improvement of his or her personal communication and interrelationships with other employees as well.   Strengths and Weaknesses of Mentoring It has been reported that mentoring programs provide a structure to support the deliberate pairing of the more skilled and experienced person with the less skilled and experienced person. As such, the mentor is seen as having a breadth and depth of experience, such that the protégé or mentee could not have had at this stage of his or her career. The purpose of this type of relationship is to develop and improve the unique skills and abilities of the protégé, and not to make an exact clone of the mentor ( 1999). One of the strengths of mentoring is providing emotional and psychological support (1999). As emphasized the previous discussion, psychosocial development of an individual is being improved in the process, thus, supporting his or her emotional and psychological construct. Through the process of mentoring, the mentor provides his or her protégé with emotional and psychological support through constant communication, appraisal, and constructive criticisms that would further improve the performance and personality of an employee. An example of this situation can be observed in a hospital setting, when nurses or other medical professionals have their duty, and caring for clients having severe medical conditions. One particular example is when a friend discusses the new vaginal approach to tubal ligation. A colleague stops at the hospital on his way north in the morning to watch and critique as the protégé performed the surgery (2000), thus, providing emotional and psychological support to the other doctor and to the client as well. Another strength of mentoring is role modeling. Role modeling is being exemplified by the mentor, as he or she tends to influence the personality and performance of the protégé through good manners and performance in terms of work and work ethics. As such, the mentor shows the protégé a skilled and capable mentor that also exemplified good performance in the organization. In relation to this, it increases feelings of support and friendship that would further provide better awareness of what new employees must experience (2004). Thus, it helps an employee to gain new experiences, learning, skills, and knowledge in the organization. This was exemplified by the mentoring relationship of . , the five-time winner of Tour de France mentored , who won the Tour de France seven times. In this regard,  made his role model, not only in his performance in the sport, but in his attitude with his life and self as well.   Fourth, mentoring programs provide better understanding of corporate culture and organizational structure (2004). Through mentoring, the mentor would be able to inform his or her protégé on certain practices and culture of the organization that exist, thus, helping the protégé to adjust to his or her working environment. Fifth, mentorship is a reciprocal relationship, making it complex, interactive, and mutually beneficial (2006). In this regard, both the mentor and the protégé would have the chance to develop mutual communication and interrelationships, thus, improving inter and intra-communications in the organization. The improvement in terms of communication in the organization would enable gradual development and advancement in the company, thus, leading to the empowerment and motivation of employees. Lastly, involving the mentor in the development of an employee, in this case is a protégé, helps to provide the motivation in developing a good professional plan for the enhancement of the career of the employee. The mentor can introduce the protégé to people with specific skills to act as coaches, and provide opportunities for the protégé to take on tasks and projects that will extend their expertise, with the help of the support structure to ensure that the project will not fail (1999). In the process, the mentor provides the protégé with sponsorship, where the mentor puts his or her reputation on the line by actively promoting the protégé and by giving him or her important responsibilities ( 1993). This is being emphasized by the example of the mentoring relationship of Mel Gibson and Heath Ledger, who now is regarded as one of the best male actors in Hollywood, after his controversial movie, “Brokeback Mountain”. In this regard, the mentoring relationship between them allowed Heath Ledger to take on more challenging roles than before. However, given the many benefits of mentoring programs, there are still setbacks or disadvantages that can be determined. Such setbacks may be the cause why not all companies and organizations employ mentoring as one of its Human Resource practices. Primarily, difficulties or weaknesses in mentoring are being observed when there is insufficient funding or termination of funding before the mentoring program is established, thus emphasizing the costs and resources associated with mentoring (2004). In this regard, it can be emphasized that funds are importantly needed in terms of implementing mentoring programs. As such, more companies would be able to hire external mentors in order to provide additional knowledge and input to the new employees or the supposed protégé. Additional setback includes the lack of support from the top management. This must not be so because support from the top management is needed for additional learning and dissipation of knowledge regarding a certain subject or practice. Without the support of the top management, mentoring would not be effective, as their roles in the development of the employees and the organization itself is crucial, most especially in terms of sharing adequate knowledge and experiences. Such can be observed when there is a mismatch in the skills between the mentor and the protégé, and the use of inappropriate teaching tactics, such as embarrassment, lording, and intentionally sabotaging the career development of the protégé ( 2000). Another setback includes the difficulties in coordinating programs within organizational initiatives (2004). This setback or drawback is difficult to overcome as this involves the lack of coordination and communication with other departments or functions of the organization. Without the support and cooperation of other functions of the organization, mentoring through sharing of experiences and knowledge would be hard to achieve. Fourth setback is the lack of formal structure and evaluation of the mentoring experience (2006). It has been reported that mentoring programs implemented without sufficient preparation, particularly placing managers as mentors without sufficient training tend to provide no benefit, thus, treating the matter by both mentor and protégé as a burden (2004). The mentioned benefits would not be achieved during cases of verbal and emotional abuse, overprotection, sexual tension, paternalism, discrimination, and malicious or intentional actions, which may affect the relationship of the mentor and the mentee.   Conclusion             From the discussion, it can be concluded that mentorship and mentoring programmes in an organization provide effective communication and interpersonal relationships between the mentor and the protégé. In addition, mentorship and mentoring programmes provide the whole organization with the opportunity to develop interpersonal relationships, communication and coordination among functions, as mentorship entails the support of the top management and the different functions of the organization. However, despite advantages are the disadvantages or setbacks, when the organization fails to support and become prepared for implementing such mentorship programs.          Credit:ivythesis.typepad.com

Strengths and Weaknesses of Mentoring in Human Resource Practice

Strengths and Weaknesses of Mentoring in Human Resource Practice Introduction Dealing with different individuals in an o...

STRENGTH AND WEAKNESSES OF EXPORT PROMOTION PROGRAMS OF INDIA AND RECOMMENDATIONS TO TACKLE THE WEAKNESSES

STRENGTH AND WEAKNESSES OF EXPORT PROMOTION PROGRAMS OF INDIA AND RECOMMENDATIONS TO TACKLE THE WEAKNESSES         Asian Countries like India has developed an International Schemes in setting up local and worldwide trade and probably one of the most rapidly growing nations in terms of export industry. Because this country has a rich culture and natural resources they cannot help but to trade. They present lucrative products and services as well diverse opportunities and commitment to their international partners.         India has establish at least 80 major offices around the world for promoting their products across the globe and another 100 offices in the United States to provide end to end products and service solutions ready for everyone to meet their market needs.       Government has established International events and trade fairs to promote their products including online promotions and exhibiting advertisements to key cities in U.S. government.  Globalization has greatly increases the competition while the government ensures fair practice in other countries. They also provide product matching and counseling during the trade shows and other events.       The strength of export industry in India lies mainly in their products, services and manpower support. Their main products are Indian leather, Agricultural products, Plastics, textile and apparel, Gems and Jewelries as well as cottons, gifts and crafts, machineries and chemicals.       India has attained continues production in agricultural products which is about 27% of their total export industry and the largest employment generator among their people.  The growth of their agricultural products has been tremendous after the government have provided the knowledge of using wide spread usage of modern technology such as fertilizers, insecticides, and water irrigation in every farm.       India continues to enjoy high export byproducts in textile apparel. This sector comprises 14% of the total industrial production and is the second largest employment generator in the country.       They also cater to at least 10% of the world requirements in leather industry. Export of leather and leather products during 2004-05 recorded an impressive growth at US,380 million, exceeding the target of US,284 million set by the Commerce Ministry.  As of today leather industry if the eight top export earners in the country.       Indian jewelry also sums up to 20% of global consumptions of gold and diamonds providing at least 1.3 million of employment directly and indirectly.       During 1997 an immense potential in plastic industry has motivated the country to learn technical expertise to develop high end products to cater to local and international market. This country now has at least 25,000 companies and about 400,000 employees in this industry alone. However several problems may still rise up especially in a growing country like India that may serve as their weaknesses. ·         For instance the increase of global competition in World Trade Organization (WTO) policies somehow prevented India from exporting their products. Specifically from China, Philippines and other neighboring countries in Asia which has been their major competition in many products ·         Intellectual property rights may somehow degraded their products from being exported to other countries because of its competing products that has the same brand or quality. ·         The global economic crisis slows down somehow the India’s export industry. Somehow decline in some industries have been affected.        To address the possibilities from these problems certain preventive measure has been generated to make it up, existing policies and programs are implemented to assure that no major breakdown will ever occur. The government agencies of India assist agricultural export promotion through (APEDA) Agricultural and Processed foods Export Development Authority.  (MPEDA) Marine Product Exports Development Authority and together they grant exporters a subsidy for continues production of their crops.       The (EPC) Export Promotion Council a non-profit organization supported by Indian Government financing creates a big help in providing promotional activities worldwide this agency provide factual information to increase its members shares in export. They also professional advice and technology upgrades to their members they also provide the links between exporters and participating countries for an easier access.       To further strengthen the bond between specific products for buyer and seller this agencies will help you provide any information for a minimum amount or even free services if you need their assistance you.  You may visit their website for a complete list and address: http://www.ieport.com/epc.htm         Currently the government also focuses on developing new market to reach the countries for Soviet Union while expanding exports to other European countries. And finally several private sectors are also encouraged to export their products to meet the demand of the world market.       Credit:ivythesis.typepad.com

STRENGTH AND WEAKNESSES OF EXPORT PROMOTION PROGRAMS OF INDIA AND RECOMMENDATIONS TO TACKLE THE WEAKNESSES

STRENGTH AND WEAKNESSES OF EXPORT PROMOTION PROGRAMS OF INDIA AND RECOMMENDATIONS TO TACKLE THE WEAKNESSES Asian Countries lik...

My Life’s Strengths and Weaknesses

Strengths and Weaknesses   I have a goal that I would like to achieve. This goal is a Masters Degree. I know it is going to be hard since I have not been in school for many years, but I know what it take to succeed in the work place and that is very clear to me now. That is why I am returning to school. First of all I am hungry for education, now that I know what it takes to make it in the real world. Second would be that I can apply what I have learned to my life. I must confess that, until I read this application for a Masters Degree question, I had never given much thought to determining exactly what I consider my strengths and weaknesses. So I took some time over the past few weeks to reflect on my personal history, present context, and future plans. By carefully analyzing my actions, attitudes, and behaviors, I have finally come up with a solid answer to this complex question. Greek philosophers divided the human essence into a trilogy of mind, spirit, and body. I find this a useful framework to assess my life’s strengths and weaknesses into its three major dimensions: professional, spiritual, and personal. In my quest for self-improvement, I seek to make progress in each of those areas. For me, work itself is not a goal unto itself; rather, it is a mean to achieve my objectives. Nevertheless, it is a very important aspect of my life. Besides financial rewards, work gives me the opportunity to refine and share knowledge, build relationships, help people, overcome personal challenges, grow as a professional, and participate in a social environment. I am proud to state that I am excelling in this dimension. For example, I feel proud of my ability to work with different people, even if they are difficult to deal with. While working for a military organization, I supervised the work of a younger trainee, Michael. After her first weeks at work, everybody considered Michael a person with good performance but with a difficult personality. Although I agreed that he exhibited an overly aggressive behavior, I managed to conquer her respect. Even though I consider myself an usually impatient individual, I learned the importance of tolerance. I taught my trainee everything from professionalism to his being competent. Currently, he is doing great in his job. I believe that two qualities in particular characterize my leadership style: the ability to establish a clear vision and the ability to set an example. Establishing a clear vision up front allows me to convey a sense of purpose and responsibility to every member of my team. Once a clear vision has been established, I seek to set an example for my colleagues. Specifically, I work to gain the respect of my team through action. People are more apt to mobilize after they have observed another person in action. When team members realize that I am willing to put in the effort, they feel compelled to act accordingly. In addition, they become more responsive to my leadership and more confident in their own work. I’ve learned to be a positive member of the team. However, when I make mistakes, I find it difficult to forgive myself; I am always my own worst critic. I torment myself with a past failure for weeks. In my current job, I just cannot accept that I make mistakes. I fall on my face several times, and each time, it seems to me that the world stops turning. Most of the times, I am cynical. Sensing my overly pessimistic attitude, one of my colleagues said to me: “Let’s turn this negative into a positive.” He added that in this world, there is no failure because there is always a lesson to be learned, at the very least. Since then, I have used this unrelenting optimism as my guide. Currently, I am trying to yield and accept my mistakes. It is so true that time spent worrying over a mistake is wasted time. Instead I should figure out how to correct the mistake and move on. I also admit that I used to indulge myself in the occasional prima donna fit. I was aware of my value at the organization, that there were many things that only I knew how to do, and I played on it to get my way. Things have changed since one of my bosses talked with me. I realized that it doesn’t matter how good your work is–if you are a pain to work with, that’s what people remember and react to. Since then I have endeavored to present a consistently pleasant face to my coworkers. In order to become a more effective leader, I need to improve my skills in organization. I have had few opportunities to practice organizational skills. These skills will become a necessity as I step into positions of increasing managerial responsibility and organizational leadership. I come from a family which taught me early on the importance of contemplation. Since my teenage years, I have developed a keen interest in authors who seek to present unconventional theories about the meaning of life. Through my reading, theories have opened my mind to different concepts, and through them I have realized that we should not limit our vision of life to a single, pre-conceived notion. I share my spiritual perspectives with colleagues and friends. My being open-minded, coupled with my interest in spiritual matters, serve as my strength in this aspect of my life. Ironically, I think my major weakness in this dimension is that I tend to believe only myself. Despite my being open-minded, it is hard for me to accept what others have to say. Moreover, I am overly critical and rational. As directed as I am in terms of my career, my life would be empty without my family. My family is very warm and loving, and I think they have nurtured in me these same qualities. I also am fortunate to have very supportive friends. Their advices and experiences thought me and dig deeper on my pursuit to define the meaning of life. Through my friends, I become a better person in terms of dealing with personal problems. However, I tend to be choosy when. Another vital element of my existence are the sports in which I involve myself with great regularity (basketball and tennis). I involve myself in sports to achieve a healthy mind, spirit and body. These vital elements of my existence and help me to maintain the balance I need. Each has taken very independent and ambitious paths. Given this multitude of interests and concerns, this is my ultimate aspiration: to look back decades from now and feel proud about my achievements. I feel that so far I have been able to successfully balance the professional, spiritual, and personal dimensions of my life, but I am aware that I must work hard to make myself the very best person I can be in my work, to my family, friends and colleagues.         Credit:ivythesis.typepad.com

My Life’s Strengths and Weaknesses

Strengths and Weaknesses I have a goal that I would like to achieve. This goal is a Masters Degree. I know it is going to be hard si...

Organizational Operations of United Technologies Corporation

United Technologies Corporation   Introduction   United Technologies Corporation is one of the largest companies in the United States. The Fortune Magazine ranked it the 59th largest corporation in the US in 2002; and 149th in the world in its Global 500 issue, also in 2002. Moreover, in the same year, Fortune also named it as the most admired aerospace company. With this magnitude of success, one might be led to a conjecture on the company’s formula that drives it towards achieving so much. This report will look into the various facets of the United Technologies Corporation and will seek to explore its organizational operations, and analyze some of the company’s strengths and areas for improvement.   Nature of the company             Company documents state that United Technologies was incorporated in Delaware in 1934. George David is at the helm of the company, serving as its chairman and chief executive officer of the board of directors. Its corporate core values states that the company is committed “to performance and improving shareowner value…; communicate honestly to deliver what was promised…; conduct business in accordance with the Corporation’s Code of Ethics, to employees across the Corporation and is published in 16 languages….; identify situations that may be in violation of the Code of Ethics.” The company holds office in Hartford, Connecticut and holds presence in 2,000 locations in 180 countries. Table 1 enumerates the various subsidiaries of the Corporation from all over the world.             The company is divided into four business units: Otis, Carrier, Pratt and Whitney, and flight systems. In sum, these four segments of the United Technologies Corporation employed 155,000 individuals last year, approximately 79,000 of these were based outside the US. Table 1. Subsidiaries of United Technologies Corporation, as of December 31, 2002.   			Entity 			Name 			 			State/Country of Incorporation 			Britannia Lift 			Services (UK) Ltd. 			United Kingdom 			Cade Industries, 			Inc 			Wisconsin 			Caricor Ltd 			Delaware 			Carlyle Scroll 			Holdings 			Delaware 			Carmel Forge 			Limited (The) 			Israel 			Carrier Air 			Conditioning Philippines, Inc. 			Philippines 			Carrier Air 			Conditioning Pty Ltd (CPL) 			Australia 			Carrier 			Corporation 			Delaware 			Carrier HVACR 			Investments B.V 			Netherlands 			Carrier LG 			Limited 			South Korea 			Carrier Limited 			Korea 			South Korea 			Carrier Mexico 			S.A. de C.V. 			Mexico 			Carrier 			Commercial Refrigeration, Inc. 			Delaware 			Carrier 			Refrigeration AB 			Sweden 			Carrier S.A. 			Argentina 			Carrier S.A. 			France 			Carrier S.P.A. 			 			Italy 			Carrier 			Singapore PTE Limited 			Singapore 			Carrier 			Transicold Europe S.A. 			France 			Carrier 			Transicold Industries S.A. 			France 			CEAM Srl 			Italy 			China Tianjin 			Otis Elevator Company, Ltd. 			China 			Claverham Group 			Limited 			United Kingdom 			Eagle Services 			Asia Private Limited 			Singapore 			Elevadores Otis 			Ltda. 			Brazil 			Empresas Carrier 			S.A. De C.V. 			Mexico 			Guangzhou Otis 			Elevator Company, Ltd. 			China 			Hamilton 			Sundstrand Corporation 			Delaware 			Hamilton 			Sundstrand Holdings EURL 			France 			Hamilton 			Sundstrand Holdings, Inc 			Delaware 			Hamilton 			Sundstrand International Holdings Ltd. 			Cayman Islands 			Hamilton 			Sundstrand Power Systems, Inc. 			Delaware 			Hamilton 			Sundstrand UK Holdings Limited 			United Kingdom 			Helicopter 			Support, Inc. 			Connecticut 			Homogeneous 			Metals, Inc. 			New York 			HWH of Delaware, 			Inc. 			Delaware 			International 			Comfort Products Corporation (USA) 			Delaware 			Johns Perry 			Lifts Holdings 			Cayman Islands 			Latin American 			Holding, Inc. 			Delaware 			LG Otis Elevator 			Company 			South Korea 			Milton Roy 			Company 			Pennsylvania 			Misr 			Refrigeration And Air Conditioning Manufacturing Company S.A.E. 			Egypt 			NAES Acquisition 			Corporation 			Delaware 			Nevada Bond 			Investment Corp. II 			Nevada 			Nippon Otis 			Elevator Company 			Japan 			Otis [France] 			France 			Otis Building 			Technologies Pty 			Australia 			Otis Canada, 			Inc. 			Canada 			Otis Elevator 			(China) Investment Company Limited 			China 			Otis Elevator 			Company (H.K.) Limited 			Hong Kong 			Otis Elevator 			Company (India) Limited 			India 			Otis Elevator 			Company (New Jersey) 			New Jersey 			Otis Elevator 			Company Pty. Ltd 			Australia 			Otis Far East 			Holdings Limited 			Hong Kong 			Otis GmbH & Co. 			OHG 			Germany 			Otis Holdings 			GmbH & Co. OHG 			Germany 			Otis Investments 			Plc 			United Kingdom 			Otis Lifts 			Holding Company 			Cayman Islands 			Otis Limited 			United Kingdom 			Otis S.p.A 			Italy 			Otis Servizi 			S.r.L. 			Italy 			Pratt & Whitney 			Auto Air, Inc. 			Michigan 			Pratt & Whitney 			Canada Leasing Inc. 			Canada 			Pratt & Whitney 			Component Solutions, Inc. 			Michigan 			Pratt & Whitney 			Engine Services, Inc. 			Delaware 			Pratt & Whitney 			Holdings LLC 			Cayman Islands 			Pratt & Whitney 			Power Systems, Inc. 			Delaware 			Pratt & Whitney 			Services, Inc. 			Singapore 			Ratier-Figeac 			S.A. 			France 			Sikorsky 			Aircraft Corporation 			Delaware 			Sikorsky Export 			Corporation 			Delaware 			Sikorsky 			International Operations, Inc. 			Delaware 			Sirius (Korea) 			Ltd. 			United Kingdom 			Springer Carrier 			Ltda. 			Brazil 			Sullair 			Corporation 			Indiana 			Sundyne 			Corporation 			Delaware 			Tadiran Ampa 			Ltd. 			Israel 			The Falk 			Corporation 			Delaware 			Toshiba Carrier 			(Thailand) Corporation 			Thailand 			Toshiba Carrier 			UK Limited 			United Kingdom 			United 			Technologies Canada, Limited 			Canada 			United 			Technologies Electronic Controls, Inc. 			Delaware 			United 			Technologies Far East Limited 			Hong Kong 			United 			Technologies Finance Corporation 			Delaware 			United 			Technologies Holding GmbH 			Germany 			United 			Technologies Holdings B.V. 			Netherlands 			United 			Technologies Holdings Limited 			United Kingdom 			United 			Technologies Holdings S.A. 			France 			United 			Technologies Intercompany Lending Ireland Limited 			Ireland 			United 			Technologies International Corporation- Asia Private Ltd 			Singapore 			United 			Technologies International Operations, Inc. 			Delaware 			United 			Technologies International SAS 			France 			UT Insurance 			(Vermont), Inc. 			Vermont 			UT Park View, 			Inc. 			Delaware 			UTC Canada 			Corporation 			Canada 			UTCL Investments 			BV 			Netherlands 			Xizi Otis 			Elevator Company (Hangzhou) Limited 			China 			Zardoya Otis, 			S.A. 			Spain The four business units of United Technologies[1] Otis             Otis is the largest manufacturer, installer, and service provider for elevators and escalators. Specifically, Otis designs, manufactures, sells and installs a wide range of passenger and freight elevators, including hydraulic and traction elevators for low- and medium-speed applications and gearless elevators for high-speed passenger operations in high-rise buildings. Otis also produces a broad line of escalators and, for horizontal transportation, moving walkways and shuttles. In addition to new equipment, Otis provides modernization products and services to upgrade elevators and escalators as well as maintenance services for a substantial portion of the elevators and escalators that it sells, as well as those of other manufacturers. Otis serves an international customer base, principally in the commercial and residential property industries (United Technologies, 2003). Carrier         Carrier, on the other hand, is the world’s largest manufacturer of commercial and residential HVAC systems and equipment. Carrier is also a leading producer of commercial and transport refrigeration equipment, and provides aftermarket service and components for its products and those of other manufacturers in both the HVAC and refrigeration industries. The products manufactured by Carrier include chillers and air handling equipment, commercial unitary systems, residential split systems, residential furnaces, duct-free split systems and window air conditioners, as well as transport refrigeration, commercial refrigeration and food service equipment. Carrier’s products and services are sold under Carrier and other brand names to building contractors and building owners, homeowners, shipping and trucking companies, supermarkets and food service companies. Sales are made both directly to the customer and through manufacturers’ representatives, distributors, dealers, individual wholesalers and retail outlets (United Technologies, 2003). Pratt & Whitney         The third segment of the United Technologies company is Pratt & Whitney, considered as among the world’s leading suppliers of commercial, general aviation and military aircraft engines. Pratt & Whitney provides overhaul and repair services, spare parts, and fleet management services for the engines it produces and other commercial and military jet and gas turbine engines. Pratt & Whitney products are sold principally to aircraft manufacturers, airlines and other aircraft operators, aircraft leasing companies and the U.S. and foreign governments.         Pratt & Whitney currently produces two families of large commercial jet engines: the PW4000 engine series (powering the Airbus A310-300, A300-600 and A330-200/300 series of aircraft; the Boeing 747-400, 767-200/300 and 777-200/300 series of aircraft; and the out-of-production Boeing MD-11 aircraft) and the PW2000 engine series (powering the Boeing 757-200/PF/300 aircraft). Also, Pratt & Whitney has entered into a Memorandum of Understanding with Airbus to develop, market and sell PW6000 series engines for installation on Airbus A318 aircraft, expected to enter service during 2005. The PW6000 was certified by U.S. airworthiness authorities in January 2002.         Pratt & Whitney currently produces three military aircraft engines: the F119 (powering the two-engine F/A-22 fighter aircraft), the F100 (powering two-engine F-15 and single-engine F-16 fighter aircraft) and the F117 (powering four-engine C-17 transport aircraft). The F119 and F117 are currently the only sources of propulsion for the F/A-22 fighter aircraft and C-17 transport aircraft, respectively. Pratt & Whitney is under contract with the U.S. Air Force (“USAF”) to complete flight-testing and initial production of F119 engines through 2003. All of Pratt & Whitney’s F100 sales contracts are with the USAF or with foreign governments. All of Pratt & Whitney’s F117 sales contracts are with either the USAF or Boeing. Pratt & Whitney is also under contract with the USAF to develop the F135 engine, a derivative of Pratt & Whitney’s F119 engine, to power the single-engine F-35 Joint Strike Fighter aircraft being developed by Lockheed Martin. Management cannot predict with certainty whether, when, and in what quantities Pratt & Whitney will produce F135 engines.         Pratt & Whitney Canada (“P&WC”) is a world leader in aviation engines powering business, regional, utility and military aircraft and helicopters. P&WC also designs and manufactures engines for auxiliary power units and industrial applications. Its operations and service network span the globe.         Pratt & Whitney Space Propulsion (“SP”) produces hydrogen fueled rocket engines for commercial and U.S. Government space applications, advanced turbo pumps for NASA’s Space Shuttle program and solid fuel propulsion systems for civil and military applications.  SP also has a 50 percent interest in a joint venture with NPO Energomash that provides kerosene fueled RD-180 rocket engines for satellite launch applications.         Pratt & Whitney Power Systems (“PWPS”) supplies industrial power generation and mechanical drive equipment in the one megawatt to 50 megawatts range. PWPS also provides gas turbines for marine propulsion applications.        Pratt & Whitney experiences intense competition for new commercial airframe/engine combinations, both from domestic and international manufacturers. In particular, Pratt & Whitney’s major competitors in the sale of engines are General Electric Company and Rolls Royce (United Technologies, 2003). Flight systems             The fourth segment of the Corporation, the Flight Systems, provides global products and services through Hamilton Sundstrand and Sikorsky Aircraft. The Corporation acquired Sundstrand Corporation in 1999 and combined it with the operations of the former Hamilton Standard.         Hamilton Sundstrand provides aerospace and industrial products and aftermarket services for diversified industries worldwide. Hamilton Sundstrand’s principal aerospace products include aircraft power generation management and distribution systems; environmental, flight, fuel and engine control systems; fuel and special fluid pumps; auxiliary power units; propeller systems; electronic controls and components; and specialized instruments and chemical detection and monitoring equipment. Hamilton Sundstrand is also the prime contractor for NASA’s space suit/life support system and produces environmental control, life support, mechanical systems and thermal control systems for international space programs. Hamilton Sundstrand’s principal industrial products include air compressors, metering devices, fluid handling equipment and gear drives.         Hamilton Sundstrand’s aerospace businesses serve commercial, military, regional, business and general aviation, as well as space and undersea applications. Aftermarket services include spare parts, overhaul and repair, engineering and technical support and fleet maintenance programs. Hamilton Sundstrand aerospace products are sold directly to airframe manufacturers, the U.S. Government, aircraft operators and independent distributors. Hamilton Sundstrand sales of aerospace products to Boeing, Pratt & Whitney and Airbus, collectively, including sales where the U.S. Government was the ultimate customer, were 12.1 percent of Flight Systems segment sales in 2002.         Hamilton Sundstrand’s industrial products serve industries involved with raw material processing, bulk material handling and construction (including mining; metal and other material processing; hydrocarbon and chemical processing; and water and waste water treatment). These industrial products are sold directly to end-users, through manufacturer representatives and distributors and through engineering contractors. Demand for Hamilton Sundstrand’s industrial products is tied closely to the level of general economic activity. Hamilton Sundstrand believes that its research and development, proprietary technology, and product and service reputations have been significant in maintaining its competitive standing.         Sikorsky is one of the world’s largest manufacturers of military and commercial helicopters and is the primary supplier of transport helicopters to the U.S. Army and Navy. Sikorsky also supplies helicopters to foreign governments and the worldwide commercial market. Sikorsky’s aftermarket business, which includes spare parts sales, overhaul and repair and service contracts for helicopters and other aircraft, has become a more significant part of Sikorsky’s business in recent years. During 2002, Sikorsky acquired Derco Holding, a supplier of military aircraft logistics and component distribution, component repairs, and aftermarket program management.         Current production programs at Sikorsky include the Black Hawk medium-transport helicopter for the U.S. and foreign governments; the MH-60 Fleet Combat Support helicopter for the U.S. Navy; the International Naval Hawk for multiple naval missions; and the S-76 intermediate-sized helicopter for commercial operations. Under a multi-year contract with the U.S. Government, Sikorsky has delivered 249 Black Hawk helicopters, with the remaining three helicopters scheduled for delivery this year. A new multi-year contract was signed in 2002 that provides for additional deliveries of 80 Army and 82 Navy helicopters over the next five years. Under a 8 million research, development and test contract, Sikorsky is performing work to evaluate the potential for upgrading the U.S. Army fleet of Black Hawks. Part 2 Overview of United Technologies’ financial condition             In brief, the Corporation earned a total of .2 billion in revenues in 2002. Pratt & Whitney, Hamilton Standard, and Sikorsky accounted for 46 percent of these revenues, while Otis and Carrier contributed 54 percent.  Of the total revenues, 56 percent was derived from international transactions. Moreover, .6 billion in revenue was achieved through sales to the US Government. (United Technologies, 2003). Further, the Corporation reported a net income of .236 billion in 2002. It likewise declared its assets as amounting to billion by the end of last year, while capital expenditures were at 6 million. Specifically, the Otis business unit reported total revenues worth 3 million in 2002, largely due to the increase in sales of new equipment and services. It earned 77 percent of its revenues from its international transactions in 200;and  declared a backlog of ,177 million last year. Carrier, on the other hand, achieved 2 million in revenues in 2002, a 1 percent drop from their 2001 figures. This, according to management, was due to the continued weakness in the North American and European commercial HVAC markets. Consequently, international operation revenues were only 48 percent of total revenues during the same year. Carrier likewise reported a ,028 million backlog during this year. Further, Pratt & Whitney total revenues were at million in 2002, a less than 1 percent drop from their 2001 figures, largely due to decreased sales in power systems and spare parts. International operation revenues were declared at 54 percent in 2002, with business backlog amounting to ,030 million that same year. In addition, flight systems reported a 9-million revenue in 2002, 5 percent better than their figures in 2001. Higher value helicopter shipments accounted for this improvement in business unit revenue. International operations accounted for 25 percent of its revenues in 2002. Business backlog was at ,642 million during that same year. Table 2 provides a more elaborate illustration of the Corporation’s financial status during the last five years. Table 2. Five-Year Financial Summary of United Technologies Corporation (Annual Report,  2002).               Part 3   Analysis                           It has always been the belief that organizations should maintain high levels of integrity, credibility, transparency, and accountability for them to rise to the level of a well-respected global brand. Just as in individuals, appropriate core values play a significant role in forming successful personalities. With United Technologies, its set of core values was perhaps the cornerstone of its success. Performance, keeping promises, transparency in its transactions with clients and employees, and open communication lines with its stakeholders are explicitly encouraged by the company. Moreover, for a huge conglomerate involved in high technology products and services, United Technologies’ massive budget for research and development served as integral component of its success. In 2002 alone, the company allocated .38 billion in R&D funds, thus allowing it to discover new mechanisms to improve their products and services, thereby maintaining its competitive advantage over its competitors. Its globalization strategy likewise served as one of the factors that contributed to the company’s success. Investing in countries such as Argentina, Brazil, China, Russia, and South Korea which have higher currency levels served as potent challenge to the strength of the Company. However, an imminent threat from other manufacturers on the level of the company’s technologies is on the rise. While the company has allotted massive funds to support research and development activities, there might still be a need to enter into joint funding agreements with its partners to pursue further technological developments at lesser costs. Moreover, highly advanced and massive companies such as United Technologies are not without environmental threats. With this, there might be a need to discover new mechanisms to prevent environmental damages in the course of the company’s operations, as much as possible. While the company enforces stringent policies and environmental standards in its worldwide operations, and allotted a huge financial allocation of 9 million in 2002 as reserve for environmental remediation, environmental damages by heavy industries such as United Technologies often take long periods of counteractive measures (if not irreversible).  There is a great need to come up with more environment-friendly technologies, not just to minimize the environmental threats but also to allow for the channeling of a greater part of the company’s environmental remediation funds to more productive endeavors.     Part 4   Conclusion                 These are difficult times for any other business. And while United Technologies reap considerable profits, chances are these will not be as significant as it was in earlier years. Company management likewise views financial matters rather bleakly. With the after-effects of the September 11 attacks still distressing commercial airline clients, the US-Iraq war still in the air, and the SAR outbreak in Asia, United Technologies can only brace for what is still ahead and look beyond these challenges and see opportunities for further improvement. 	   		 		[1] 		Based on United Technologies Corporation’s 		 		Annual 		Report on Form 10-K for the Year Ended December 31, 2002, submitted to 		the US Securities and Exchange Commission 		  		  Credit:ivythesis.typepad.com

Organizational Operations of United Technologies Corporation

United Technologies Corporation Introduction United Technologies Corporation is one of the largest companies in the United States....