membership论文范文

1The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling AchievementsOrganizational Development-Change Management-Leadership DevelopmentDesigned organizational effectiveness human resources plan, for intra-departmental diversity practice : Target increases in employee recruitment and retention, “diversity-sensitivity” within management and line employee ranks, productivity gains, employee matching to customer of management development program. Result: Improved leadership communications linked with business plan, increased productivity, litigation guidelines for managing corporate change, to include staff and functional unit restructuring, shift abolishment, management “early-outs,” and HR systems refinements. Advisor on HRIS impacts, ERP transitional : Ease of employee coping to corporate and business condition changes, staffing shifts, and HR system and provided leadership to system-wide teams, processes, protocols for crisis management (critical incidents, terrorist event impacts, natural disasters), threat assessment, and work environment improvement (wei).Result: pioneering urban workforce crisis management model resulted in early identification outcomes leading to decreases in EEO complaints, grievances, workplace conflict, and litigation reduction. Outcome: state-of-the-art emergency to senior and middle management business awareness and productivity enhancement committee: designed district-wide business goal awareness initiatives, using continuous messaging communications and graphics : Increased teambuilding between craft and management, productivity gains of 15-20%, and business PlanningInitiated strategic training and consulting to private, public, governmental and military sectors in US, Canada, Bermuda, Europe and Australia. Developed and negotiated business proposals with federal, state, and local government leaders, private sector CEO's and HR directors, public and military sector officials. As part of follow-up service provision to HR consulting and training clients, provided strategic steps and best practices for local business adoption and further customization. Design and oversight of Employee Assistance Programs (EAP). Formed global business networks in key human resource and business arenas, created consultant relationships with governmental officials, provided training and consulting work products to these target groups. Designed and implemented internal corporate outplacement program for 3,000 executives and line staff. Result: Multiple business referrals from these businesses. Increase in teamwork and performance due to team ManagementDesigned organizational development plan integrating corporate diversity goals and metrics into business growth strategy for 10,000-urban employee private : Positive impacts on company culture, and employee , executed, and communicated global diversity (metrics-based) plan for 7,000+-member : Re-branding from domestic to global organizational image. Plan included training, diversity dialogue focus groups, research, marketing and recruitment, and OD outcome-based impacts on continued worldwide new member growth: international regional membership grew from 4 chapters in 26 countries to 10 chapters in 34 countries, going from 5% to 12% of total global membership over 7 years. Strongest association gains made in 12 years since inception of diversity director , implemented, and managed first global strategic diversity committee whose mission was to attract membership and drive diversity management efforts. Committee included delegates from all USA regions, UK, Canada, Bermuda, Trinidad, Thailand, and : Ongoing awareness of diversity business issues at Board, Chapter, and member levels. Committee membership grew from 0-25 with 5 target area diversity trainer to global and domestic business : Improved cross-cultural understanding in leadership to “globalize” and published global association magazine columns on corporate and association diversity best practices; 180-page training guide for industry leaders on crisis management and threat assessment; training curriculum for business audiences on teambuilding, change management, corporate diversity audits, and executive coaching; online web site text for HR small business in consulting and training; multiple newsletter and online articles for hr-related organizations and businesses on relevant HR topics (domestic partnership benefits and HR, diversity best practices, employee recruitment and retention); Corporate outplacement plan for executives and support staff; corporate polices and procedures, publicity and marketing materials for internal HR projects, and HR small business; Marketing : Provision of original product deliverables (hardcopy and online) for targeted business goal business audiences for Fortune 500 companies: US Army Corps of Engineers; Town of Braintree, MA; Honeywell; General Electric; American Transtech (AT&T); Cigna and IBM. Groups ranged to 650 persons, from executive ranks, to middle management, employee and support staff. Training aimed at behavioral improvements, policy and protocol implementation, best practice adoption, and awareness : Reduced litigation exposure, increased effectiveness of service-product delivery, improved executive-management Human Resources ManagementCertificate ID: ILRSHRC1Become an HR leader by influencing organizational leaders and aligning HR strategy. Use diversity and inclusion to increase profits, develop a talent management culture, and engage development and execution of a human resources strategy that is aligned with organizational goals and matched to an organization's competencies delivers tangible outcomes for an organization's people, customers, and shareholders. Such a strategy requires transforming HR from a "business partner" to a "business leader." As a leader, HR plays a significant role, not only in human-capital development, but in how human capital can contribute to the execution of organizational and business strategies. This certificate program from Cornell University's School of Industrial and Labor Relations develops the leadership competencies required make this courses in this series focus on several drivers for transforming HR into a world-class function: the HR leader's influence on strategy and organizational leaders, alignment of HR strategy, using diversity and inclusion to achieve bottom-line results, developing a talent-management culture, strategies for employee engagement, and using metrics to measure impact on business outcomes. Each course explores a topic in depth, with particular emphasis on the role of the HR leader, industry best practices, and short projects that emphasize the application to your particular HR leaders look beyond managing the HR function. They don't stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the organization. They influence the strategic planning process to ensure alignment with the goals and values of the organization, while managing the process to ensure superior course is based on the research and industry expertise of Patrick M. Wright, ., Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell University. It introduces Dr. Wright's SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Model focuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, and Financial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive thorough understanding of your organization's value creation model and ability to develop competencies through processes, technology, and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior results. With this understanding, HR will be able to articulate how it can improve processes, people and customer outcomes, and financial course, based on the research and expertise of Christoper Collins, ., Associate Professor and Director of Executive Education for Cornell University's School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive advantage. Organizations that no longer see diversity as a legal or moral requirement, but as a competitive advantage, have an opportunity to improve performance at the financial, employee, customer, and community and inclusion practices must be embedded in an organizational culture to make a positive impact on performance. This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages between diversity and the bottom line at the organizational and functional . Roberson's model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategic objectives. The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes, customer and employee outcomes, and business metric improvements. In addition to measuring diversity's impact, and being able to create a diversity dashboard, learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation, business practices, strategic capabilities, and financial the existing "war for talent" intensifies and becomes increasingly global, organizations must develop strong talent-management practices that are tightly aligned with business strategy. Successful organizations build talent management cultures to take advantage of their human capital. They focus on attracting top talent, identifying and developing future leaders, and retaining the best prospects in the high-potential talent course focuses on developing a strategic approach to managing core talent. Such an approach begins with the development of an employment brand in order to attract the best talent to the organization, promote the organization as a preferred employer, and produce superior recruiting outcomes. Organizations must then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention problems. The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future leaders have the ability to drive business performance by defining, designing, developing, and delivering competitive advantage through people. A key component of their ability to do so is a solid understanding of the organization's business drivers and a demonstrable competence in matching human capital to strategic initiatives. Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and course focuses on identifying and developing key measures of HR's impact on business outcomes. It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR's value. Metrics must support the organization's business model. This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also provides frameworks for categorizing and analyzing metrics according the business value they measure, analyzing HR metrics, and building a model to link metrics to organizational goals and engagement can be broadly defined as employees consistently acting in the best interests of the organization. Linked to critical outcomes including absenteeism, turnover, customer satisfaction, operational performance, and financial performance, employee engagement is a vital driver of an organization’s bottom-line course focuses not only on why employee engagement is important and valuable, but also on how to foster and measure employee engagement and link it to key organizational metrics and outcomes. It examines the business case to pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach focusing on relationship-oriented and emotional measurements of employee commitment. It also develops the competencies necessary to build employee engagement in your organization, the risks involved, and the implications for the HR professional in adopting this approach. This course is based on the research of Cornell ILR School Professors Patrick M. Wright, Director of the Center for Advanced Human Resource Studies, and Christopher J. Collins, Director of Executive Education.

Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994). Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b).The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959): · Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment · Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives · Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions · Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise · Coordinating: interrelating the various parts of the work · Reporting: keeping those to whom you are responsible, including both staff and public, informed · Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesPlanningPlanning is the key management function of any extension worker. It is the process of determining in advance what should be accomplished, when, by whom, how, and at what cost. Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and productivity. Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their achievement. It involves choosing a course of action from available alternatives. Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Generally there are four major types of planning exercises: strategic, tactical, contingency, and managerial. Strategic planning involves determining organizational goals and how to achieve them. This usually occurs at the top management level. Tactical planning is concerned with implementing the strategic plans and involves middle and lower management. Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992). Managerial planning is usually considered as microlevel planning. It helps in combining resources to fulfil the overall objectives of the extension organization. A needs assessment may initiate a need for developing a plan. The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the organization. Its mission statement is a proclamation of its purpose or reason for being. After the philosophy and mission statements have been established, various goals and objectives are defined. Goals are usually general statements that project what is to be accomplished in the future. An objective is a concrete statement describing a specific action. Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be taken. Managers are related to policy formation in two ways. First, they play a crucial role in implementing organizational policies that have been established by higher management. Second, they create policies within their departments as guides for their own work groups. Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of action. Rules are used to provide final and definite instruction. Usually they are inflexible. Planning is designing the future, anticipating problems, and imagining success. In short, planning is essential for anyone who wants to survive. The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of planning. Everyone is a planner - a planner of meals, of work time, Of vacations, of families. Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective managers. Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political realities. Long-Range Planning Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the organization. It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in technology. Many extension workers may think that such management is beyond their level of authority, control, or involvement. They may feel that such management is the prerogative of the director, the deputy minister, or the president. However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be involved.

China’s accession into the WTO has triggered extensive discussions on the part of macroeconomists, both domestic and international, concerning China’s macroeconomic performance in the future. As a would-be senior enterprise manager, I have also been gravely concerned about the possible impacts that this historical event would produce on enterprise management. During my prospective studies at NYU, I plan to work on an individual project which will be entitled Designing the Optimum Management Mode for China’s Medium- and Small-Sized Enterprises After China’s Accession into the WTO. In China, the medium- and small-sized enterprises have been playing an increasingly important role in the country’s whole economy. Yet, the management of those enterprises is far from being effective. They cannot make effective use of their resources to realize their potential profits, or they have failed to properly estimate their long-term profit-making capacity. Their survival seems to be ensured when only faced with domestic competition because their competitors are equally incompetent in their management. However, their competitors after China’s entry into WTO are those international enterprises with professional management expertise. If those Chinese enterprises cannot fully utilize their resources or make strategic adjustments, their existence and profit-making ability would be seriously jeopardized. The objective of my project is to evolve a system of optimum management mode, together with its methodology and concepts, which fits the special characteristics of Chinese enterprises. In addition, I will propose some specific feasibility models. The research findings of this project would provide valuable information for those enterprises to help them achieve that they actually deserve by means of effective project will proceed in this way. First, as China’s current economic system is rather unique in the entire world, a system that combines free market system with the so-called socialist system, I will conduct an analysis of both the macro and the micro economic circumstances of those enterprises. The research may lead to the following results, that the optimum management mode of China’s enterprises might differ fundamentally from that of their foreign counterparts in terms of its form of expression, although the purpose of designing the management mode is essentially the same --- the realization of profits. At the same time, I will endeavor to know the existing conditions of management in those enterprises and discover the inherent problems in their management and their potential resources. It is precisely those potential resources that are their potential profit margins. The aim of doing so is to compare and contrast the management in those enterprises with that of excellent enterprises. Those procedures will be completed before I leave China to pursue studies at your university. At least I will have to collect all the necessary materials before I proceed onto further studies during my program at your the second stage of my project, I will attempt at a study of all the requisite elements that characterize optimum management mode as described by management theories. I will try to trace the process how these elements evolved and their present form of expression by studying the management cases of successful international enterprises. This step will be crucial as what I discover will be the most precious experience for Chinese enterprises. As for the choice of the cases, I will concentrate on those foreign enterprises that are analogous to their Chinese counterparts both in the scale and in the nature of business operation. Based on my understanding of the existing condition of Chinese medium- and small-sized enterprises, I will lay emphasis on the construction of corporate culture and the design of management successful international enterprises have their correspondingly excellent corporate cultures which serve as the foundation for their constant creation of ever-increasing profits, sustained growth, and triumphs over their competitors. Most enterprise administrators in China are inheritors of the conventional mentality of the planned economy who absolutely fail in the cultivation of their corporate cultures. The successful cultivation of corporate culture requires the top management to be equipped with knowledge in administration science, psychology, organizational behavior and in other sciences, a process which demands tremendous creativity. To complete this project satisfactorily, I need to immerse myself in the coursework that your university will offer me. I also need to summarize the characteristics of corporate culture that many successful international enterprises share and the process whereby the successful corporate cultures developed. Those characteristics can be important lessons that Chinese enterprises can assimilate because China’s membership in the WTO forces its enterprises to be confronted with the similar business environment to that faced by their foreign counterparts long operating under the market economy system. Meanwhile, by combining my research findings with the actual circumstances of the Chinese enterprises, I can come up with some creative ideas as to the proper mode of corporate culture development in keeping with the characteristics of those enterprises. Moreover, the design of management strategies is something that Chinese enterprises lack. For Chinese enterprises that switch from a relatively self-enclosed market to the liberal international market, it is necessary to effect a transformation in their management strategies and this transformation will be vital for the successful transition from domestic to international markets. In terms of research methodology, I will adopt those approaches similar to those for my studies on the corporate believe that this envisioned project will contribute importantly to the enterprise management of China and it will be much more fruitful if I can secure assistance from the seasoned faculty members of your prestigious university.

下面雅思频道为大家整理了雅思写作范文：如何促进公民的健康，供考生们参考，以下是详细内容。 Some people believe that the best way to improve public health is by increasing the number of sports facilities. Others think that this has little effect and other measures are required. Discuss both views and give your opinion. 考题分析： 本题是政府政策类话题和健康类话题的结合。考题虽新，但政府类话题和健康类话题话题却是经常出现的。考到政府政策类的话题，有一个思路总是可以通用的，那就是：政府可以通过教育来提升人们对于……的认识(这比花大笔资金建设某某工程要来的更“实惠”和有效。 Sample Answer (359 words) The construction of new sports facilities are definitely needed in an environment where people's health is in a declining state. However, there are those who believe that the way to improving people's health should lie in other measures that governments have to come up with to get people to live more healthily. In many countries around the world, sports facilities are diminishing at an alarming rate, with existing ones being threatened with closure or face redevelopment in favor of housing and commercial development. The lack of sports facilities has directly led to a sharp decline in the general public's involvement in sports activities, which is the major culprit for ill health and excessive weight nowadays. If a wider range of sports and fitness facilities (swimming pools, basketball court and gymnasiums etc.) were available, then people would be more willing to spend time in these facilities to train their bodies and to improve their fitness, instead of living a sedentary life at home watching television, playing video games or using computers. However, the building of such facilities may become a waste of time and taxpayers' money if they are built far away from where people live or if they are too expensive to use. There are scenes of empty sports grounds in many cities because it takes too much trouble to get there, and many sports clubs are receiving fewer guests because they charge unreasonably high membership fees. In these cases, the government should be spending more on advertising healthier life style instead of just wasting money on facilities that are not going to be actively used by the people. For example, it is important for people to know that little things like jogging or taking the stairs provide as many benefits as using exercising equipment in a sports club. All in all, the government should be spending more money on the campaigns of getting the people to be more involved in a healthier lifestyle instead of wasting taxpayers' money on sports facilities that are barely used by the general public. This is by far the best way of improving the health standards of a nation as a whole.