Diversity and Structure of the Construction Industry

Diversity and Structure of the Construction Industry 1.1 Introduction: This chapter illustrates how unique, huge, diverse and enormously complex is the construction industry. This industry generally constitutes of enterprises and professionals whose primary objective is to build communities, roads, schools, homes, business, hospitals and including its maintenance. The construction process consists of many activities, right from the onset of the project design and right through its implementation, maintenance, refurbishment, and goes up to the eventual disposal of its buildings or in other words, the whole life cycle of the project. This industry therefore require a wide range of suppliers, contractors and including manufacturers of materials and components to carry out its activities. The industry had changed a lot in its complexity over time, but the objective of the industry remains basically the same as it was 100 years ago. However, the construction industry has a unique structure; with very few large establishments that dominate the infrastructure by carrying out works, that produces the majority of the turnover of this industry on a whole. Sears et al. 2008, p.2 state that contractors who vary widely in size and speciality accomplish the construction works. Some contractors choose to concentrate on a particular task or aspect of the construction project and are therefore referred to as specialty contractors. Others assume broader responsibility for a comprehensive work package and are referred to as main contractor. Due to the diversity present in the industry, the industry is fragmented which is a reality, the reason might be due to the adversarial short-term relationships which causes dissatisfaction within the industry and is therefore a project focused relationship. Moreover, lack of effective communication and implementation may also contribute to the fragmentation of the industry as it leads to significant negative impacts, low productivity, cost and time overruns and finally end up in conflicts and disputes. The industry also now faces new levels of complexity as it moves forward trying to keep pace with the increasing energy, material and labour costs which are to a great extend mitigated by the other industries by adopting the new technologies especially communication and information technology and also advanced management strategies. 1.2 Overview: The industry is considered to be one of the major economic sectors, which contributes a lot to the gross domestic product of the nation in respect to other industries. Cooke, and Williams, 2009, on p.3 states that the annual output of the UK construction industry is approximately  £114 billion, which represents almost 9% of gross domestic product. This industry also underpins the remaining sectors of the economy by providing the essential infrastructure and facilities on which all sectors of the economy depend. According to Potts, 2008, on p.3, this construction sector with 11.8 million operatives directly employed makes it Europes largest industrial employer accounting for 7% of total employment and 28% of industrial employment in the EU. There was also a report of the government policies, which was published by BIS (Department for Business Innovation and Skills business group sector document), stating that the UK construction industry consists of over 250,000 firms employing 2.1 million people in a multitude of roles. The sector is defined as one which embraces the construction materials and products; suppliers and producers; building services manufacturers, providers and installers; contractors, sub-contractors, professionals, advisors and construction clients and those organisations that are relevant to the design, build, operation and refurbishment of buildings. However, construction industry is very different from other manufacturing industries and therefore difficult to achieve similar performance, mainly due to its degree of uniqueness in its use, in the size, its location and complexity due to the varied non-uniform working conditions from one project to another. Therefore, it appears to be underperforming when compared to many other industries. Jones, Saad, 2003, on p.12 state that, the diversity of the construction and the variability in the production process has to be reorganised with each new construction project. For each project, a series of decisions has to be taken which take into account the clients specific requirements and the context in which the tasks are to be executed. This can make project outcomes difficult to predict and can result in short and often adversarial relationships. Cox, Townsend, 1998, on p.21 states that the productivity, value for money, and overall client satisfaction in the construction industry are fairly low compared to other industrial sectors. The factors being: low and discontinuous demand; frequent changes in specification; inappropriate (contractor and client) selection criteria; inappropriate allocation of risk; poor quality; inefficient methods of construction; poor management; inadequate investment; an adversarial culture; and a fragmented industry structure. In order to improve the performance of this industry, government had taken initiatives and had produced many reports but had not made any impact. 1.3 Reports and recommendations: The publication of major notable reports namely Lathams Report Constructing the Team (1994) and two Egan Reports Rethinking Construction (1998) and Accelerating Change (2002) produced a considerable impact in UKs construction industry and started changing its working culture. Constructing the Team by Sir Michael Latham was published in July 1994, the key issues as summarised by Holroyd, 2003, on p.39 are as follows: Clients have a role in promoting good design which provides value for money Clients should select the most appropriate procurement route on the basis of the type of project Effective design is crucial A modern contract should include: A specific duty for all parties to deal with each other Firm duties of teamwork so all can share in success A clear definition of the roles and responsibilities of all parties Easily understood language with guidance notes A choice of risk allocation Avoid variations if it is required, price it in advance Ensure fair, prompt and secure payment to all parties Avoid conflict on site and disputes if any to be resolved speedily When selecting suppliers or tenderers, consideration should be given to: Quality as well as price A lead manager Sensible tender lists No burdensome qualification procedures Value for money Cost in use Factors which determine performance include: Adequacy of safety consideration Ability of operatives Improved training Relevant professional education Adequate RD, which is properly funded Teamwork on site depends on fair treatment for all parties The liability for defects post-completion should be properly addressed Rethinking Construction by Sir John Egan delivered the report in July 1998 for the success of the construction industry. He opined that while UK construction at its best is excellent, substantial improvements can be made, and it is vital that they are made. The key issues of this report as summarised by Holroyd, 2003, on p.40 are as follows: The UK construction industry needs to improve there should be: Less fragmentation Increased profitability More capital investment More investment in RD More and better training Differentiation between price and cost Set targets for improvement and give commitment to the needs of the customer, to quality, and to people the team and the process should be integrated around the product, and management should be committed to improvement throughout the organisation The construction process should be improved by: More process repetition on projects Integrating all team members to use their skills to deliver value to the client Focus on the end product how best to achieve the desired result Continuous product improvement Implement projects correctly, suiting the site and the customer Partnering through the supply chain Once improvement starts, maintain it Improvement could be accomplished by developing a better culture in the industry: Providing decent working conditions More and better training Produce designs which considers the projects end use Standardise components where possible Improve regulatory controls Implement long term relationships The National audit office report (2001) Modernising Construction as stated by Cooke, Williams, 2009, on p.11 that a major contributory factor to the poor performance of this industry was the adversarial relationships that existed between the construction firms, consultants and clients and between contractors, subcontractors and suppliers. The report also identified that government departments and agencies to ensure collaboration, integration and value for monies in the procurement of construction services. Further, it also suggested that the entire supply chain be integrated and that risk and value must be managed in order to reduce accidents, drive out waste and improve buildability. McGeorge and Palmer 2002 on p.54 cite CIRIAs definition of buildability as à ¢Ã¢â€š ¬Ã‹Å"the extent to which the design of the building facilitates ease of construction, subject to the overall requirements for the completed building. These reports produced during the various periods had contributed a lot to the growth of the construction industry. Since these reports were published, a changed performance could be clearly noticed in the activities of this industry. The findings of the report had tried to build up a challenge in the construction industry to procure projects that could achieve best value and also help in understanding the balance between quality and whole-life cost of the project. Many more studies on the performance of the construction industry were also conducted subsequently, which had identified the areas of strength and weakness of the construction industry. According to Jones, Saad, 2003, on p.2, the strength of the industry includes its flexibility and adaptability and its persistent weakness include its fragmented structure and project processes and its adversarial relationships. Furthermore, deficiencies in its performance in relation to customer focus, learning and leadership were revealed when benchmarked against other industries. 1.4 Material use: The construction industry is considered one of the major consumers of natural resources mainly the virgin materials from its surrounding environment. This will give rise to many environmental issues, which are unsustainable such as depleting natural resources, diminishing the earths biodiversity, and even cause extinction of habitat if we continue the present rate of consumption. As stated by Kelley et al. on p.298 that materials used in buildings account for some 40% of natural resource use, 30% of CO2 emissions and 40% of waste. However, the environmental issues would certainly create a vital impact on the society and hence this industry should take earnest attempt to develop a strategy to provide low carbon solutions by way of minimising its carbon footprint. In addition, the projects Corporate Social Responsibility (CSR) that voluntarily decides to contribute to a better society and a cleaner environment and along with its procurement policy, could contribute to the environmental success. Built environment: The paper presented by Natural Building Technologies, have quoted One Planet Living material of BioRegional and the World Wide Fund for Nature; have shown that if everyone in the world-consumed resources at the same rate that of UK, it would take the equivalent of three planets now to sustain this consumption. Hence, UK and the other western nations urgently need to take radical measures in order to reduce this present rate of consumption of resources. As we are aware that this planet has only a finite quantity of resources and therefore we in the construction industry should have a moral responsibility to ensure that industry is resourced using sustainable techniques. More over the construction industry should also insist on an environmental management system (EMS) accreditation for every project, which could help in continually, improving its environmental performance. An internal EMS audit if periodically conducted would help in checking the effectiveness and delivery capability o f the management system. The strategy paper of the UK Government, Building a Better Quality of Life: A Strategy for more Sustainable Construction by the Department of Environment, Transport and the Regions (2000 b) as summarised by Kelly et al. 2002 on p.296 recognises the importance of sustainable construction and had challenged the construction industry to provide built assets which: Cause minimum damage to natural and social environments Minimise the use of resources Enhance the quality of life Will be acceptable to future generations 1.6 Needs: The working pattern of the society is changing quite fast and construction industry is known for adapting to change at a faster pace than other industries. Nowadays many people tend to work from home since jobs functions can be remotely performed and is quite feasible. The benefit from working at home helps in the reduction of transport movements, thereby considerably reducing pollution and traffic congestion especially during the peak hours. It is an eco-friendly option and is to be encouraged. Hence, this working culture would require housing to provide a higher quality of life and greater flexibility of adaptable living and space requirements. Therefore, in majority of existing homes, a need for up gradation would be necessary and a lot more of new homes constructed to accommodate this new culture in the coming years; for which a huge quantity of materials are required by the industry. This results in a heavy material flow. In addition, while designing a sustainable project, selec tion of materials should be made based on locally and easily available material, in order to reduce the embedded energy cost of transportation. This option would also decrease the carbon footprint of the project. 1.7 Regulations: A government publication by energy saving trust on the Code for Sustainable Homes New build housing (Relevant to: England and Wales), states that the government intends that all new build homes should be zero carbon by the year 2016. Code level 3 is proposed to become the new standards for Building Regulations in England in 2010 and by 2050; the nations entire housing stock will be virtually zero carbon. Clients, who desire to increase value of their project, could insist on the use of sustainable materials in order to acquire higher sustainability rating as mentioned in the BREEAMs code for sustainable homes. These regulations create a lot of pressure on the project management team if a proper supply chain management technique is not available.. As mentioned in the Code for Sustainable Homes (Annex B Category 3, Materials on p.37), the supply chain management and material stewardship are essential elements of responsible sourcing. Hence, the supply chain manager is to consider the consequence and impacts of using materials by analysing its life cycle (right from the point it was mined or harvested,through manufacture and processing of the material, including its use, reuse and disposed off as waste with no further value), before the material is actually used in the project. However, all timber used in the project should be 100% legally sourced and 80% for all other assessed materials. 1.8 Sustainable sourcing code: For the London 2012 games, London Organising Committee of the Olympic Games (LOCOG) had prepared a Sustainable Sourcing Code in consultation with industry leaders, sponsors and non-governmental organisations. It had been reviewing how its sponsorship and procurement activity could achieve the highest possible standards to ensure that the goods and services it procures comply with this code in meeting the sustainability objectives for the 2012 games. This code could be used as a benchmark in the preparation of a similar code of practice by the construction industry. The four core principles of the LOGOs Sustainable Sourcing Code and supporting guidelines on packaging and carbon emissions of products and services originally published in November 2007 and updated in December 2009 are as shown below: Responsible sourcing: Labour practices Health and Safety Diversity and inclusion Animal welfare and Testing Animal and plant products Timber and timber products Use of secondary products materials: Reducing waste Recycled content Packaging Waste electrical and electronic equipment Minimising embodied impacts: Environmental management Supply of products Transport Low carbon Games Healthy materials: Restricted substances and materials Heavy metals and brominated fire retardants 1.9 Controlling material resources: A material at site is money and is to be prudently handled. The cost of materials constitutes a major portion of the project cost. March 2009, p.139 states that the value of the materials incorporated into a building represent anything from 40 to 60 per cent of the final cost. Therefore, control of materials at site is a crucial element. Materials are not be wasted or lost. For proper control an effective communication between all involved for the project success namely the planning department, purchasing department, the site and the supplier is important. Responsibilities are to be clearly defined especially in buying of materials within the estimated amount since efficient buying results in savings, which in turn contributes to the profitability of the contract. Similarly hoarding of materials at site should be discouraged by initiating just in time delivery, but care is to be taken in the selection of material supplier so that the availability of bulk materials is ensured. Therefo re, materials management in construction projects is essential for its success. As Cooke and Williams 2009 on p.401 states that an essential component of materials management begins with site layout and planning. Designated areas must be allowed for material storage in order to reduce waste and damage to materials. Excessive stock of materials is a problem need to be controlled. March 2009, p.139 enumerates the reasons as to why excessive stock is to be controlled; Excessive stocks take up capital which could be better used Takes up space and absorb further capital for protection against weather Likely to be damaged resulting in unnecessary expenditure and possible delay incurred in replacement May be necessary to double handle stock to elsewhere on the site and missing the opportunity to have just in time delivery Site efficiency can be increased by effective material handling and result in costly waste reduced. Every project worth more than  £250 000 effective from April 2008 should have a Site waste management plan (SWMP), without which it would be a serious criminal offence as mentioned by Cooke and Williams 2009 on p.403 quoting The Clean Neighbourhood and Environment Act 2005 (Section 54 of Part 5). 1.10 Whole-life thinking: In addition, the construction industry need to consider the aspect of whole life costing during the procurement as the project not only consumes sustainable resources, but also generates waste in construction and demolition activities. The procurement of materials for the industry is strongly affected by environmental issues. Greater use of modern methods of construction and off-site prefabrication could be a solution in reducing the total amount of waste generated at site. Hence, the construction industry should strive to develop and implement the new paradigm of the triple bottom line namely environmental, social and economic sustainability. Green building is an innovative technology and is good to be adopted by construction industry. This approach creates a positive environmental, social and economical impact over the entire life cycle of the project. It is a holistic approach of design and considers its impact on the wider environment and community around it. This technology procures homes, which are durable, save energy, reduce waste and pollution, and promote health and well-being. 1.11 Procurement methods: One of the main problems in this industry says Cooke Williams, 2009, on p.4, is that it separates design from production far greater than other industries and is still common despite the deficiencies of traditional procurement and the benefits offered by the newer and more flexible approaches. In traditional method of procurement, the design stage is separated from production by a tendering period. McGeorge and Palmer, 2002 on p.54, also support this view and quote by comparison with other industries the separation of the process of design and construction is unique to the construction industry. Construction industry provides successful projects, the outcome of which is increased efficiency, greater borrowing capacity and payback long-term worth. The business objectives should always drive the selection of an appropriate procurement strategy, so as to procure a project to the complete satisfaction of the client. The procurement strategy so selected would depend on many factors; namely the client, the risk profile of the client, the cost certainty needed, accountability, flexibility, the type of project, time, funding, market condition, the industries capacity and capability. 1.11.1 Projects priorities: Moreover the factors that are to be considered while analysing a business objectives requirements and their relative priorities as pointed out by Kelly et al., 2002 on p.178 are as listed below: Factors outside the control of the project team Client resources Project characteristics Ability to make changes Risk management Cost issues Timing Quality and performance The choice of the strategy should ensure that control is maintained over those factors that are important to the clients perspective of the project. 1.11.2 Procurement strategy: The authors also state that the choice of the strategy should ensure that control is maintained over those factors that are of most importance to the client. After a selection is made, a strategic brief will need to be produced defining the clients project and the parameters within which the project must be realised to take the project to a success. Often less importance is imparted to the projects objectives as compared to the primary criteria of time, quality and cost. These three primary parameters form the key criteria in the selection mechanism and are interdependent of each other. Therefore, procurement strategies adopted for the project would not be able to deliver all of them as high priority. For example, fast-track solutions for a project deliver speed and time certainty, whereas the other criteria such as cost certainty and quality may be less achievable. Similarly, in projects where quality or costs are considered to be of top priority, then the other criteria are affected. Hence, if a high priority is imparted in defining the project and especially linking of the prioritisation of objectives to the business case, greater then are the chances of a successful procurement of the project to the entire satisfaction of the client. However, from the clients perspective of a project, time, quality, cost and functionality are important criteria for the success of a project. The client generally prefers the highest quality at the lowest cost and the project being completed in the shortest possible time. As earlier mentioned it is not possible to attain all these parameters together for a given project. Depending upon the clients business objectives, a suitable selection of the procurement strategy should be chosen. 1.11.3 Procurement option: If according to the client, a signature building is required for the project, then a traditional or design-bid-build strategy is an appropriate option for the project. For this project, quality would be very essential but this procurement technique adopts a sequential nature of activities, and therefore has no parallel working activity, which means that, construction could actually begin only after the design is completed as fully as possible. Hence is not suitable option for any fast track projects. However, this option fairly provides with cost certainty and time predicted. The delay experienced in completion of the project might be because considerable time is allowed for the design to take a full shape and thereafter in the preparation of detailed brief and also in the tendering procedures required to be completed before the start of the work. Therefore, an early start of the project would not be possible until the letter of intend is issued, which in turn have a knock on effect on the overall cost of the project (price escalation, inflation etc.). Sometimes the client might go in for a functional building where cost implication is to be the lowest and had to be completed before a fixed date. Here in order to meet the business objectives, a design-build procurement technique is quite appropriate, since early certainty of the overall contract price could be obtained. Moreover, as this strategy facilitates overlapping of design and construction, a faster start on site is possible resulting in shorter project duration with greater certainty of meeting the targeted date. Hence, this option is quite suitable for fast track projects but is not suitable for any complex infrastructural projects and also in projects wherein the clients brief is uncertain or inadequate. Alternatively, the client would require procuring a huge and complex infrastructural project with an emphasis on the targeted date of completion. Considering the clients business objective, the appropriate procurement route would be construction management, which is best-suited option for fast track and complex construction projects. In this procurement route, the construction work is divided into several packages, which are tendered separately to different experienced and qualified contractors. Hence, in this procurement method design, tendering and construction over lap thereby reducing the overall time of the project whereas there could be price uncertainty until the last package of the work had been awarded to a contractor. Due to the speed in completion, quality of the work would probably be effected and therefore a total quality management team would be required to ensure the quality of work during its progress. Therefore, this procurement route is not suitable for inexperience d clients and for those clients trying to transfer risk to the contractor. Therefore, the procurement strategy developed should strike a balance between risks that could cause an impact on the clients business and the projects objectives. Some projects could adopt more than one procurement option for the successful completion of the project as per the clients perspective. Traditional approach may be used in the construction of the shell and core, whereas construction management would be used for the final works. The choices made might differ between clients of various projects depending upon their knowledge and experience of the industry. The scale and diversity of those involved in this industry is too enormous and hence this contributes to enormous pressures on the project teams, to ensure that the project completion is on time, budget and quality. 1.12 Risk: The diversity of those involved in the industry namely design engineers, architects, consultants, main and subcontractors, suppliers and constructional managers is huge. However, all those who are involved in this industry throughout the world strive together to establish a strategic framework to meet the budgetary and scheduling goals of the project. Time is one of the critical factors in construction industry, which has significant legal consequences. The client sets up rigid start and finishes dates for the project and if the contractor must comply with this period, barring any delay caused due to natural calamities, or lose money by paying the liquidated damages as laid down in the contract document. During the construction process delay in receiving of materials, equipments and services may erode profits. For a successful completion of a project, lot depends on the quality of the subcontractors and suppliers. Therefore, construction organisations should ensure that an appropriate subcontractor is selected. The subcontractors selection process involves many important factors including the evaluation of their capacity and also in performing a SWOT (strengths, weaknesses, opportunities and threats) analysis. The risk faced in construction industry is different from that of other industries. This is quite evident while analysing the difference between manufacturing risks and construction risks as indicated by Benton and McHenry 2010, on p.2 as shown below: Risk versus reward for the manufacturing sector Risk versus reward for the construction sector In construction industry, the potential for committing mistakes is high and facing problems is magnified by the poor interrelationship that exists between all the entities involved namely, the client, architect, consultant, project manager, contractors and suppliers. The risks, if not mitigated in time, would prove disastrous and hence, recommended to be avoided at an early stage. Construction risks as mentioned by Benton and McHenry 2010, on p.3 are as narrated below: Internal financial problems Working capital problems Slow payment from the client Inferior plans and specifications Inadequate technical capabilities Insufficient information technology Lack of communication between the entities Productivity inefficiencies Work quality problems Work method problems Delivery reliability problems Bulk materials quality problems Another notable difference between the manufacturing and construction industry is the probability of failure while considering the labour element. This can be clearly understood if an improvement curve technique is performed as explained by Benton and McHenry 2010, on p.4 and p.5 for both industries, the figures of which are as shown below: Probability of failure for the manufacturing industry Probability of failure for the construction industry The improvement curve is exponential and depicts a constant-percentage reduction of labour, which means that, the workers learn how to do their job better as they produce more and more units at a lower production cost. This advantage is accomplished due to the impact of cumulative learning by experience, which is possible in the manufacturing industry. Now considering the construction industry, which is constantly changing its complexity over time, we can observ

Lies My Teachers Told Me Essay

As I watched the video and read parts of the books, I began to wonder why they would lie. Throughout school, they teach us to be honest and truthful in everything we say and do. So therefore why would they lie to us? According to James W. Loewen, â€Å"Taking ideas seriously does not fit with the rhetorical style of textbooks, which presents events so as to make them seem foreordained along a line of constant progress†. He goes on to say that including ideas would make history contingent. It would present uncertainty. That would not be consider a textbook learning style. Textbooks unfold history as melodrama, instead of with drama or suspense. An example would be John Brown. The treatment of Brown, like the treatment of Slavery and Reconstructino, has changed in American history books. John Brown was considered insane from 1890 until 1970, then slowly began to change back over into sane. Some textbooks emphasize the claim that no slaves actually joined John Brown. At times, I think it would just be easier to go back in time like in the movie Bill and Ted’s Excellent Adventure. Not only would we get the truth, but we would have seen bits and pieces of it. I think more and more students would enjoy history more if we actually got the truth rather than lies. I think that if we had the suspense and drama, we would learn more. To me in high school, history was a mixture of english and math. All of the boring parts of those two classes combined into one. The teacher was not much better either. I think if the teacher made it more exciting.

Growth of a Business Essay

When a business grows in size it will need more staff to carry out:- *Existing jobs e.g. in a chocolate factory it may need more people to operate the production lines it it moves from 4 to 5 lines. *New jobs e.g. if a company expands to overseas it will need to recruit staff who are capable of speaking foreign languages. When existing jobs are being expanded, human resource specialists simply need to copy existing practice on a larger scale. They can do this by interviewing more people and advertising more widely etc. More detailed thought is needed if new jobs are to be created. This is even more important if the jobs being created are different to the jobs that already exist within the company. If Norwich Airport they would need to employ a lot more security guards. This would be due to the increased numbers of passengers going through the airport and the terminals. If Norwich Airport started to fly to new destinations they would need new staff who could speak the language of the country. They could do this training their existing staff to speak the languages or they could recruit externally people already with the capability to speak those languages. CHANGING JOB ROLES WITHIN THE BUSINESS In recent years there has been a decline in standardised jobs. The change of a job role is usually down to changing and advancing technology. This involves employees taking more responsibility in decision making. This is known as empowerment. The development of new jobs requires a lot of research. Looking at the best practice in an industry often does this. Sometimes it is done by looking at the development of new jobs particularly in the USA. FILLING VACANCIES CREATED BY RESIGNATION, RETIREMENT OR DISMISSAL Vacancies come about for a number of reasons. This could include retirement, dismissal, expansion or even death. When some body moves on it is normally necessary to replace them. Before this is done the company will need to decide if it would be best to get a employee similar to the previous one or if it would be best to to get someone with new skills because the job has moved on and more skills are required to carry the job out properly. In some cases this has effected Norwich Airport. In some extreme cases they have had to dismiss employees who have lied about foreign languages they can speak. When Norwich Airport first opened, they only offered flights to a few select countries. But since then they have expanded and a far wider range of flights are now offered. With this they have a lot more people using them rather than using the larger London airports or the near by Luton airport. With the extra money they are still thinking of expanding even more in the near future. In some cases the job that has become available does not always need to be filled. There are amny factors that Norwich Airport takes into account before deciding whether or not a replacement is required. They will always consider: – * Is there still a need for that job? * Do the benefits derived from this job justify the total cost of filling it? E.g. advertising, salary, training etc. * Is it essential that the vacancy is filled immediately? * Rather than employing a new member of staff would it be best to reorganise the workload within the company/department to cover the position. * Will the job need to be full or part time? * Will there still be the need for this job in 12 or 18 months time? Is the post likely to be affected by current or future organisational changes or different work methods. Will the job therefore be temporary or permanent? And for this reason will there need to be a fixed term contract. INTERNAL PROMOTION There is always the opportunity for internal promotion. This is a good form of motivation as it gives employees something to aim for within the organisation. This should make the employee try to impress in his current job rather than looking else where outside of the company. But if an employee is to be promoted, then someone else would have to be employed to cover their previous position. It is extremely important that the right candidate is selected. The recruitment process can be extremely costly. To set up an effective recruitment process it takes a great deal of time. Once a job has become vacant it is very important that the company should then analyse the job. This is when they will decide what will be entailed in the available job. How to advertise, sift through the applications, checking which applications best meet the criteria, interviewing candidates and then the most important, selecting the best candidate. When a job becomes available at Norwich airport they decide whether to recruit internally or externally. From our meeting I discovered that 50% of the time they will recruit internally only, and the other 50% they will recruit internally and externally. They often decide to recruit internally only because they can save a lot of money. They save a lot on advertising costs and it normally takes them less time to train the employee if they already have some experience working within the airport. Often they have noticed that when an employee knows that there is the chance of promotion it enhances their rate and quality of work because it acts as a motivator. However they have also found disadvantages when recruiting within the company. They have to replace the person who has been promoted, this means that they have ended up advertising for two jobs instead of just the one. In the past they have had arguments and disputes or another employee has been upset that someone else has been promoted instead of them. However, from our meeting I understood that their better employees in the past were ones who had been promoted as a pose to the ones who had been employed externally. This has always been the case when they have been first employed because they have a better understanding of the business. NEW POST Sometimes rather than a current post becoming available a new post all together may become vacant. But before the new post is confirmed it must be approved in the companies budget. This may not be the case and a supplementary budget will have to be applied for. If this is not the case then the recruitment process will be unable to go ahead. There must be available work space and enough available equipment for the new person. If all of the above are ok, then Norwich Airport decide on a realistic start date. When this is decided upon, the airport would work backwards from this date to plan each stage of recruitment. Below is a realistic time plan for Norwich Airport if they were to advertise externally. A typical time plan would be for about 3 months. 21 January – complete staff vacancy request form and hand into human resources department. 22 January – write job description and interview report form, allowing time for the approval of the line manager. Pepare advert and job particulars. HUMAN RESOURCES MUST BE NOTIFIED THAT THE RECRUITMENT PROCESS HAS BEEN STARTED! 2 February – send the above papers to human resources. 9 February – if appropriate the job will be evaluated. Human resources will book space and send advert to media. 16 February – the advert will appear. Interview dates and panel members must be decided upon. 18 February – applicants respond. 4 March – closing date for response from potential applicants. 7 March – final candidates are shortlisted. 8 March – candidates are contacted to arrange interviews. 15/16 March – interviews take place. 17 March – the post is offered to the successful candidate. 17 April – after one month notice period the candidate would start.

Motherhood in The Glass Menagerie and A Raisin in the Sun...

Motherhood in The Glass Menagerie and A Raisin in the Sun I have read the two plays, The Glass Menagerie by Tennessee Williams and A Raisin in the Sun by Lorraine Hansberry, both of have a big impact on me. The two plays circle around the family values that convey the character of motherhood where mothers have to have a responsibility to raise, to provide their best and to sacrifice for their children. In these two plays, even expressing differently, mothers all show love to their children; they all want their children to have a happy life. Somehow, each mother treats their children different way, but they have only one purpose: to show love to their children. As I experience throughout the two plays: Amanda, Tom and Laura in The†¦show more content†¦Because she knows that Tom is not a strong man. In another word to say, Amanda is selfish and hypocrite. In return, Mrs. Young is a wonderful mother; she has suffered and sacrificed for her children. She always explains and lesson to her children instead of making them feel guilty. Th e Young family starts running into problems when Mrs. Young (Mama) receives about ten thousand dollars from life insurance of her husband. With a poor family likes Young, ten thousand dollars is really a dream, it is a huge amount of money that they could never get for all of their life. The children start fighting over the money; every one has his/her own reason to use that money. Mama must figures out how to keep the family in peace and together. Mama deeply believes in God and lives her life in cultural and ethnic pride. She usually talks about how her generation has won its freedom and proud to be able no longer be slaves. At the end of the play, even she failed to convince Walter not to put the money in the liquor store but she made her commitment, she has what she has fought for all of her life, her family now all together in love, happiness and forgiveness. Tom, a son of Amanda, a poet, with no backbone gets a job in a warehouse and does not have any plan for his career. He i s trapped by his mother and has suffered from that. However, Tom is curious about how he