A Description Of The Evolution Of The Cellular Phone Till Nowadays - 550 Words

A Description Of The Evolution Of The Cellular Phone Till Nowadays (Essay Sample) Content: Cellular Phone Evolution Name: Institution: Cellular Phone Evolution Technology has become a crucial aspect of today’s world. Various appliances such as TV’s, refrigerators, and mobile phones exist due to technology. The cellular telephone continues to evolve every day with new capabilities and updates to the installed applications. The global community uses the mobile phone to make voice calls, take photos, connect to the Internet, and monitor health among other uses. The technology used to develop traditional phones is different from the new mobile technology. The phone is evolving to a multi-function appliance that has applications in intelligent environments such as controlling appliances and cognitive capabilities. In 1946, ATT set up the first mobile telephone service in St. Louis, Missouri. The phone could only support three simultaneous calls. In 1983, Ameritech developed the first commercial cellular telephone in the United States (Ghosh, Zhang, Andrews, Muhamed, 2011). The Advanced Mobile Phone Service (AMPS) operated in Chicago and its suburbs. Early enhancements in processing capabilities of the telephone systems initiated the evolution of 2G wireless systems. The 2G digital cellular network improved voice quality, security of the mobile applications, and the development of new programs. Moreover, the 2G system led to the development of Short Messaging Service (SMS), which attracted a considerable number of subscribers. Now, the world has over 4.2 billion customers using the Global Systems for Mobile Communications (GSM), which is a product of the 2G wireless system. Mobile phones represent a significant building block in many ubicomp systems (Roduner, Langheinrich, Floerkemeier, Schwarzentrub, 2007). The computing capabilities of mobile phones make them suitable gadgets for performing interactive services in intelligent surroundings. The advancements in technology enable the mobile phones to control smart environments such as tag detection. The addition of Near Field Communication (NFC) allows the cellular phones to discover and read out passive RFID-tags (Roduner et al., 2007, p.2). Additionally, the sophisticated camera phones can read 2D barcodes on paper. The programmable screen and keyboard enable the mobile phone to provide additional data detailing the condition of an appliance. The programmable display can customize the user interface of the machine in situations where there is limited space on the device. The sophisticated capabilities enable households to use the cellular phone as a universal remote console. The technology on smartphones allows the gadgets to understand the life patterns of the users such as health and daily chores. Today’s smartphones consist of powerful processors and inexpensive embedded sensors (Campbell Choudhury, 2012). Apple’s Siri utilizes voice recognition technology to respond to questions, issue requests, and formulate recommendations. Google’s BeWell app monitors user’s behaviors. The application observes sleep patterns and provides recommendations on the suitable sleep duration. The app uses a weighted score that enables users to track their progress. Low scor...

What Extent is HR Expertise Required of all Managers - 3025 Words

To What Extent is HR a Distinctive Discipline and to What Extent is HR Expertise Required of all Managers? (Research Paper Sample) Content: To what extent is HR a distinctive discipline?Name:Course:Professor:Institution:City and State:Date:Introduction In an article titled, are the human resource practices of effective firms distinctly different from those of poorly performing ones? Huang (2000) examines the role of various HR practices in an organization. According to Huang (2000) HR practices such as planning, staffing, appraisal, compensation and training and development puts organizations in a position to better manage their resources. The importance of HR in attaining competitive advantage is again revisited by Pearce and Robinson (2009). According to the two researchers, talent management in an organization is associated with enhanced performance and productivity (Pearce and Robinson, 2009). Pearce and Robinson (2009) further suggest that human resource capabilities are positively associated with organizational performance and are a strong predictor of sustainable competitive advantage. Despite the benefits associated with HR, there are arguments making it a distinct entity in an organization. This paper examines some of the reasons why HR is a distinct discipline. BackgroundThe available literature identifies the importance of human resource management in the attainment of the competitive advantage. According to Hwang (2003) HR is an affective tool for converting materials assets into products and services. Unlike technology and other tangibles assets, human resources are unique and are difficult to replicate. In addition, human resource management provides business entities with an internal capacity to adapt to the competitive environments by aligning HRM policies and practices. In a bid to better utilize the human resources, a number of models have been developed. One such model- the Harvard model- concentrates on the soft aspect of the HRM by proposing increased employees commitment. The Michigan model on the other hand, focuses on the hard approach and argues that peopl e should be managed like other resources. Maintain tight control of the employees and other processes such as selection, appraisal, development and the reward system ultimately leads to better organizational performance. Another key model is the Guest model which suggests that using an integrated approach will result to superior individuals and higher organizational performance. The approach is rather different from the one suggested by Warwick. According to the pioneers of the Warwick model, Henry and Pettigrew, an analytical approach to HR management can lead to positive outcomes including increased productivity and enhanced performance. Common functionsThere are a number of functions that all managers should be able to do and they include: planning, organizing, staffing, leading and controlling. These functions are closely related to the functions of HRT department; which begs the question is HR really necessary in an organization. Planning involves establishing goals and standa rds to be observed by the employees. Organizing on the other hand, entails allocating various roles to the employees and establishing channels of authorities and communication. Staffing, is another critical area, and all managers should develop the capability to hire, recruit, select employees, set performance standards, compensate and evaluate employees performance, counsel, train and develop the employees. Needless to say, all managers are leaders and are expected to motivate their subordinates to ensure they complete the assigned tasks within the required time. In order to ensure all assignments are completed within the required time, the managers are also expected to set standards and check how the actual performance compares with these standards. In the next sections we examine, elements which HR distinct.People management In terms of managing the employees, the managers play other HR-related functions. One of the functions is directing the activities of the people in a govern department. Win this regard; the departmental heads have the line authority to carry out activities such as hiring and firing the employees. There is no doubt that managers have a role to play when it comes to managing the employees. In this regard, you find that first line managers conduct basic HR practices such as directing the subordinates, starting new employees in their duties, training them, improving workers job performance, labor costs, motivating the workers, improving the working conditions, and developing the employees. However, in an organizational level, human employee management is a very complicated process hence the need for competent personnel. ComplianceIn any work place, there are a number of regulations which govern employment relationships and which managers should keep at heart in order to avoid costly fines and other penalties. They are many regulations which touch on the employee-employer relationship and which have a potential of destroying the workers rep utation. According to Christine, Cecilie and David (2008) HR compliance entails defining individual and group behaviors in order to ensure the applicable laws and policies are adhered to. Maintaining policies and procedures ensures a proper working environment is maintained at all times. Compliance in an organization also relates to hiring the right talent and setting the right compensation, employee benefits, and complying with the legal requirements. However, the managers may lack specific information regarding legal compliance, hence the need for engaging the help of HR specialist. . According to Porter, Smith and Fagg (2006) compliance in an organization is also concerned with proper training. The employees are required to remain aware of the changing legal environment and this is a HR function. It is also quite common for the organizations to create a handbook which articulates the organizations policies and procedures. However, in the world today, the legal framework is consta ntly changing hence the need to employ HR specialists who will be able to keep the executives to speed on potential HR compliance risks and recommends the necessary steps. What makes the HR practice very distinct as far as compliance is concerned is because, not all managers are aware of the employment laws. The HR rules and regulations are constantly changing hence the need to have competent members of staff who can advise the company on matters related to payroll, benefits, risk and safety, hiring, employee relations and termination. Already, employee litigation is on the rise, which means that organizations should strive to comply with the human resource and employment laws, rules and regulations. Unfortunately, first line managers cannot handle this role effectively, hence the need to have HR specialists in an organization. Strategic planningThe HRs role in an organization is changing from that of personnel management. For long, line managers were entrusted with the role of craf ting the companys long-term plan. However, strategic planning is now the role of the HR, and according to Paul (2012) strategic planning directs many activities including recruiting and training. As Mayo (2001) suggests HR is no longer an administration function, and needs to be aligned with the strategic plans. Aligning the companys strategy with the HR functions ensures the business strategy is achieved. Unfortunately, according to Gilbert and Ivancevich (2000) organizations spend too much time on the traditional administrative functions while forgetting the HRs strategic role. Gilbert and Ivancevich (2000) believe that an effective organization should ensure that both administrative and strategic functions are met. In this regard, the HR needs to be integrated with the rest of the organization and its functions need to be aligned with the entire organizational strategy. Shen and Edwards (2006) argue that HR is a strategic asset which organizations can capitalize on to attain comp etitive advantage. However, in order to reap the strategic benefits of the HR, the management must first all employ professionals and the management needs to adopt a more long-term focus. It is also worth noting that HR departments measure their value to the organization by evaluating the following elements: the number of the hires and performance reviews completed. In order to ensure that HR plays a more strategic role, it becomes increasingly important employ more competent staff. The strategic initiative is implemented by imparting the HR personnel with business knowledge, financial and consulting skills. Another key role of the HR personnel is measuring the benefits of the strategic process. In this regard, the HR personnel should develop the capability to measure the organizations competencies, leadership culture and other alignment elements. By evaluating such elements, the HR personnel are able to determine its strategic value to the company. Workforce planningOne of the stra tegic roles of the HR is workforce planning. Sanglin-Grant, and Schneider (2000) defines work force planning as a process of estimating the demand for labor and evaluating the size of the resources which will be required to meet that demand. According to the available literature, workforce planning helps an organization to determine the number of the employees required at a location and at any given time. Secondly, planning helps an organization to retain the highly skilled staff members. Doing so, in turn allows organizations to retain knowledge in organizations during the implementation of the downsizing programs. It has also become increasingly vital for organizations to identify future leaders and but this task requires participation of the HR personal. Workforce planning fits well with the organizations long-term goals and ensures that appropriate replace...