The Short-term Significance of the Cuban Missile Crisis...

The event of the Cuban Missile Crisis of October 1962 was the closest the world has ever come to nuclear war. Fifteen years into the cold war, the two superpowers continued the fierce competition to increase their military strength. In 1962, the Soviet Union was desperately behind the United States in the nuclear arms race. Soviet missiles were only powerful enough to be launched against Europe, whereas the US missiles were capable of striking the entire Soviet Union. In late April 1962, Soviet Premier Nikita Khrushchev conceived the idea of placing intermediate-range missiles in Cuba which would double the Soviet strategic arsenal and provide a real deterrent to a potential U.S. attack against the Soviet Union. The fate of millions†¦show more content†¦armed forces, Castro felt a second attack was inevitable. Although he was reluctant to accept the missiles at the beginning, he was finally persuaded. It could be argued that Castro pursued closer relations with the Soviet Un ion mainly for the protection of Cuba, and therefore was more open to Soviet suggestions such as placing nuclear weapons in Cuba to ensure its security. Che Guevara, a major figure to play a central role in training the military forces for the Bays of Pigs invasion and in bringing the Soviet nuclear weapons to Cuba, stated that all the Cuban people must become a guerrilla army, each and every Cuban must learn to handle and if necessary use firearms in defence of the nation.1 Guevaras statement suggests that if the Cuban people had to fight, they were willing to fight, which shows the Cuban enthusiasm towards protection and, therefore, towards the Soviets. The Soviets, seeing an opportunity to make their international position feel close to the one of the US, rushed to aid Castro in order to double their military strength. Having said that, it could be argued that the Cuban-Soviet relationship was inevitable due to the poor U.S.-Cuban relationship. Placing the missiles in Cuba was a huge military step for the Soviets as it could enable them to reach and destroy most of the continental U.S. And, for that reason, the Cuban Missile Crisis was an event of a very high international importance. Another point of argument whenShow MoreRelatedHow Far Was the Dispute over Berlin in the Years 1958 – 1961 the Primary Cause of the Cuban Missile Crisis of 1962?3914 Words   |  16 PagesBetween the years 1958 and 1961, the dispute over Berlin (often known as the ‘Berlin Crisis’) was one of the main issues between the USA and USSR, and caused a considerable amount of growing tension between the two states. The dispute over Berlin was a continuing issue over who was to occupy Berlin, the capital city of Germany. 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Whole Food Markets Case Analysis Essay - 1986 Words

The Running Head: GROUP CASE ANALYSIS WEEK 6 Group Case Analysis WEEK 6 Whole Foods Markets, Inc. Executive Summary: Existing mission, objectives, and strategies: According to Strategic Management Concepts and Cases, written by F. David, Whole Food Market, Inc.’s current mission statement is as follows, â€Å"to promote the vitality and well-being of all individuals by supplying the highest quality, most wholesome foods available† (David, 2011, p. 74). David also points out that Whole Food Market Inc.’s operating motto is as follows, â€Å"Whole Foods, Whole People, Whole Planet† (David, 2011, p. 75). As a food distributor, many of Whole Food Market Inc.’s objectives are†¦show more content†¦stores to sell locally grown produce, which benefits local economies (Whole Food Market, 2011). Lastly, Whole Food Market Inc. strives to create a positive, enjoyable working environment for its employees (Whole Food Market, 2011). 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Employee Management, Inventory and Purchasing System Free Essays

string(76) " a need to purchase a new item, the purchasing department must be notified\." Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. We will write a custom essay sample on Employee Management, Inventory and Purchasing System or any similar topic only for you Order Now I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we employed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner. In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager. Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities. Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff. Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business. Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skills Human Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues. Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders. They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk, business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEM The current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail. As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be documented. Once there is a need to purchase a new item, the purchasing department must be notified. You read "Employee Management, Inventory and Purchasing System" in category "Papers" The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenance The Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics : Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteristics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Remarks, PlanCost, Employee ID Inventory Table : 2NF DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| | Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| DonationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| | POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Details: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NF Supplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field Name| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| | ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NF Field Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary Key Index_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable| PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDat e| DATE| No| No| EndDate| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNo Index_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No| ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_01 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on B rand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No| PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram How to cite Employee Management, Inventory and Purchasing System, Papers

Development Management Capability Teams and Groups

Question: Discuss about theDevelopment Management Capability for Teams and Groups. Answer: Introduction In this study, we will learn the importance of teams and groups for an organization. This study concentrates on the formation of teams and groups, purpose of the formation, and the experiences shared by them. As per the present study there are certain differences in teams and groups. These differences are due to the communication flow, the applicability of management theories, working of teams and groups, structure of them, interaction, etc. The major difference between teams and groups is that the members of teams work to attain a particular goal. While the groups are formed to attain different goals of the organization as per decided by the managers. All the members have various goals related to them. The motive of this report is to know about the teams and their groups. It can be done through development of key abilities in management of people of team and groups. It helps to generate the application and theories of teams. There are three tools that can help to diagnose this that are Johari windows; Thomas Kilmann conflict questionnaire and ESCI are used to give insight of preferences and current abilities. The result from the test is tested so that comparison can make on it. It helps to identify the weakness and strengths so that abilities can be judged. We can use such learning from the diagnostic tools and literature review. Plans are made to developed and improve the skills. The organizations can develop a realistic plan for the activities with the use of literature review and the tools of diagnose. Literature Review: Teams and Groups The topic that is selected by me is teams and groups. The analysis of such literature shows that the two concepts of team and groups are different in nature and have different meaning too. It is very essential to understand the differences between the teams and groups so that an appropriate capabilities to manage the people of team members. It is an easy process by which the effectively can be generated through teams and groups. Through collaboration of all the members of the teams and the groups, the effective amount of outcome is generated. The significant nature of teams and groups are that they have diffident skills, quality and features that distinct them from others. This differentiation helps to bring efficiency in the work. The special feature of this is that there is interconnectedness in the groups and the teams. It is noticed that there is a high amount of connectivity in the teams. This happens because they all have some common goals and objectives that can be accomplished only when there is integrity between them. The teams acquire some common purpose and goals and collectively they have to reach at a similar point. Contrary to this, the groups are different as their set goals are different. According to Giffin, Gully and Philips, the management of team can not need any type of particular skills and talent as it can also be achieved through setting of effective goals. In teams and groups the work of each employee I decided by the managers in advance and the motive of this is to attain the final goals. The main work of manager is to look after the work of each member and encourage them to work in a better way. Belbil said that the teams posses a great amount of coordination within them as the members are motivated to achieve common goals. So the interaction and communication between them is also much effective then groups. Each and every member has knowledge about others as they have to discuss things and information between them. If we observe, the people of teams are quite frank and friendly to each other but the groups are generally formal in nature as they have varied goals so the communication between them is not very effective. Theories and Models that helps to Explain the Importance of Teams and Groups- In the literature, we can see that there are many theories and models that can help an organization to manage and develop the performance of teams and groups. We can observe that the Tuckman team work theory is one of the effective theories of all. It gives us four steps to develop the tem in an organization. There are four stages given by Tuckman that are forming, storming, Norming and performing. The development of teams and groups is done by the managers of the company. Application of models of conflicts management gives a plat form to the managers to settle them and to make them to perform. In this way, the performance of the organization can be improved and changed. The most relevant part of team management is positive behavior of the members (Armstrong, 2006). There is one more model that can help the managers in formation of team that is mutual aid model. This can help in the performance of management by the employees. The mutual aid model is a model in which the alliance of the members who require talent and knowledge of other members are very important for the teams and groups. It is important because in groups there are diversity of people and their skills and talent is also different (Brounstein, 2016). The Application of the Three Diagnostic Tools- Johari Window- It is one of the relevant tools that have been used in the management of teams and models. This tool provides a better understanding of relations of the members of the teams and groups. This specific tool of Johari window tells about the relations with others and in the respect of teams and groups and there certain major connections with the people and the managers (Jehn, K A, Rispens, S and Thatcher, S M 2012). It also explains about the opportunity that managers have in the maintenance of team and groups members. Such strategies are applied to have specific management of groups and teams by applying the Johari window model into their organization. I can easily say that I am aware about the arena and open area well. I am well known about my own strengths, weakness and capabilities. I can collect feedbacks form related to it and further use them so that I can improve my qualities. I have strength that I can do an effective management in teams and groups. It also defines that relations play a very important role is establishment of teams and groups. If there are effective connection between the members of groups and teams then they would work in a unity. It is a simple way to increase the efficiency of the workforce (Griffin, R W, Phillips, J M and Gully, S M 2016). Thomas Kilmann Conflict Questionnaire This tool is used to manage the conflict n the organization. It also used to see whether there is overuse or underuse of thee models of conflict handling like collaborating, compromising, avoiding, competing and accommodating. It helps managers to handle the process of conflict in an effective manner. The application of this model helps to manage teams and groups in a better way. I may consider myself as a cooperative and assertive person who tends to search solution for the problems. It is said that the better understanding and application of this tools gives an advantage to the companies to make wise and healthy decision regarding conflicts in the teams. So, organizations have to understand the requirement of this model as its aim is only to manage conflict of the same (Levi, D. 2011). Thomas Kilmann instrumental tool is very relevant as it helps an organization to manage the stress of work load of the employees. It also enhances the communication and interaction of the workforce by proving its models and tools of effective communication. The most relevant task done by TKI is that is assist organization in the development of leadership within the employees. Leaders are vital as they establish teams and groups in the company and motivate them to achieve the objective of the company. As we now that conflicts are the part of every organisation so it also provides many negotiation tools and training to do the process of negotiation. Ultimately, the applicability of all the above discussed points results in improvement of performance of not only the employees but also the overall organization. These all instruments are hence effective as well as efficient in nature (Neely, A. 2002). ESCI This tool is also relevant in management of teams and groups. It helps to find a reasonable difference between an effective leader and in an ineffective leader so that only effective leader can ensure the leadership for the teams and groups. It provides compete advantage for the organization. It also gives an opportunity to manage the performance of the employees. The application of ESCI helps to take initiatives, measurement of intelligence, spreading awareness, collection of feedbacks, etc. (Coghlan, D 1994) This tool helps the managers to have optimum utilization of scarce resources of organization. Identification of effective leaders leads to increase the possibility of performance of the employees and the entire groups in the best manner that will ultimately results in success of the organization. It allows the companies to takes effective measure like increase in the performance of teams, innovative ideas, etc. A leader not only manages the teams and groups but also help the organization in the achievement of companys goals. The leaders act as a mediator between the employees and the organization. He tries to motivates, encourage, control, etc. (Trippe, B, Baumoel, D 2015) Plan for Improving Knowledge and Skills over 6 Month Period- In the major areas of any organization, there is need to pay attention in the management of teams and groups. There is a requirement to focus on key areas like management of teams, involvement of each member of group, accomplishment of goals, etc. the initiative must be taken by small stages and then carry forward them to further stages. At the initial point there is needed to identify the opportunities, and take them to best level (Carpenter, Bauer, Erdogan, 2016). In the initial 6 month, the opportunities just be identified and applied. The application of models is also important to have an effective management. After application, an analysis of all the theories and models must be done to track the growth. It provides a good amount of knowledge of the applicability of models in an organization (West, R and Turner, LH, 2008). Form the point of view of Thomas Kilmann model, is very efficient in nature as it helps to enhance the performance of management of conflicts. When we talk about groups and teams, the level of conflicts is very high. It leads to increase in the effectiveness and efficiency of the managers to manage conflict management. There is a need to conduct an activity that will allow me to fillup the questionnaire. This process will help in effective management of conflicts situation. It can be initiate through apply such practices in small groups and face the practical and real situations. The prominency of performance can be managed through applicability of ESCI in the organization. Apart from all this, there is a requirement to conduct an analysis that advice me how an organisation can develop relationship between the employees internal or externally. It is not an easy concept as it is very crucial in nature. In the next 6 months, I have decided to conduct certain activities that will enhanc e my all the managing tactics and bring efficiency in the work (Belbin, 2011). Conclusion Through this study, we can learn that there is a difference between teams and groups and it is also relevant for the organizations to identify these differences to have better management of people. From the above study, we learnt that the groups do not have any common goals and the teams have a common goal. The teams work for the achievement of a common goal set by the managers for them. There is a need to have focused approach of the managers to build a team that is effective in nature. It helps to contradict between the groups and teams and also in the management of people. There are many tools discussed above like Thomas Kilmann instrumental tool, ESCI, Johari window, etc that are very effective in nature. The applicability of the tools is also given so that the learners will have an overall knowledge of the same. In this study, there is an analysis is done with the respect of models of diagnose. It suggests that these models are applied to the managers so that competitiveness advantage can be achieved in order to achieve management teams. These tools provide strength in the management of the capabilities and abilities of the managers. These tools help to understand the various outlooks of the management of team like conflict management, relationship development and leadership. The most ineffective weakness of such tools is that they require a proper knowledge and skills in dealing with the same. For the personal development plan there is a need to manage small teams, try to act as a leader and play his role too, establishing positive relationships between the teams and groups, and the capability to manage conflicts. References Armstrong, TR 2006, 'Revisiting the Johari Window: Improving Communications through Self-Disclosure and Feedback', Human Development, vol. 27, no. 2, pp. 10-14. Belbin, R, 2011, Management Teams: Why They Succeed or Fail, 3rd edn, Human Resource. Management International Digest, vol. 19, no. 3. Brounstein, M, 2016, Differences between work groups and teams, [Online], Accessed on: 13 October 2016, Available at: https://www.dummies.com/business/human-resources/employee-relations/differences-between-work-groups-and-teams/ Carpenter, M, Bauer, T, Erdogan, B, 2016, Managing groups and teams, [Online], Accessed on: 13 October 2016, Available at: https://catalog.flatworldknowledge.com/bookhub/5?e=carpenter-ch13 Coghlan, D 1994, Managing Organizational Change through Teams and Groups, Leadership Organization Development Journal, vol. 15, no. 2, pp. 18 23. Griffin, R W, Phillips, J M and Gully, S M2016, Organizational Behaviour: Managing People and Organizations, 12th edn, Cengage Learning. Jehn, K A, Rispens, S and Thatcher, S M 2012, Managing Conflict in Groups and Teams: Conflict about Conflict, in Margaret A. Neale, Elizabeth A. Mannix (ed.) Looking Back, Moving Forward: A Review of Group and Team-Based Research (Research on Managing Groups and Teams, Volume 15) Emerald Group Publishing Limited, pp.133 159 Levi, D. 2011, Group dynamics for teams, Los Angeles: SAGE, c2011. Neely, A. 2002, Business Performance Measurement: Theory and Practice, Cambridge University Press. Trippe, B, Baumoel, D 2015, 'Beyond the ThomasKilmann model: Into extreme conflict', Negotiation Journal, vol. 31, no. 2, pp. 89-103 West, R and Turner, LH 2008, Understanding Interpersonal Communication: Making Choices in Changing Times, Cengage Learning.