netrashetty
Netra Shetty
The Apache Software Foundation (ASF) is a non-profit corporation (classified as 501(c)(3) in the United States) to support Apache software projects, including the Apache HTTP Server. The ASF was formed from the Apache Group and incorporated in Delaware, USA, in June 1999,[1] .[2]
The Apache Software Foundation is a decentralized community of developers. The software they produce is distributed under the terms of the Apache License and is therefore free and open source software (FOSS). The Apache projects are characterized by a collaborative, consensus-based development process and an open and pragmatic software license. Each project is managed by a self-selected team of technical experts who are active contributors to the project. The ASF is a meritocracy, implying that membership to the foundation is granted only to volunteers who have actively contributed to Apache projects. The ASF is considered a second generation[3] open-source organization.
Among the ASF's objectives are to provide legal protection[4] to volunteers working on Apache projects, and to prevent the Apache brand name from being used by other organizations without permission.
The ASF also holds several ApacheCon conferences each year, highlighting Apache projects, related technology, and encouraging Apache developers to gather together.
Today, is the navratna company of India; and making this possible is a dedicated team of nearly 35,000-40,000 professionals who toil round the clock .It is this toil, which amply reflects in the performance figures and aspirations of . The company has adapted progressive policies in scientific planning, acquisition, utilization, training and motivation of the team. At everybody matters, every soul counts.
has a unique distinction of being company with in house service capabilities in all he activity areas of exploration and production of oil & gas and related oil field services. Company has adapted progressive policies in scientific
The men & women behind this machine made this possible. Over 18,000 experienced and technically competent executives mostly scientists and engineers from distinguished Universities /Institutions of India and abroad from the core of our manpower.Theyinclude geologists,geophysicists,geochemists,drilling engineers ,reservoir engineers ,petroleum engineers ,production engineers ,engineering & technical service providers ,financial and human resource experts IT professionals and so on.
Behind the excellent results achieved is a work force of 35000 strong belonging to various discipline of the company actively in the persistent search of oil and infuse with a new –ethos and productive work culture. The Company is aware that its success is mainly due to its greatest assets –its people a multifaceted, multidisciplinary group with complete n- house capabilities for all activities in the industry. To meet the requirement of manpower ,revised manpower norms for operation of drilling rigs have been approved and implemented .Exercise for other operational utilization of existing human resource special need based studies are being carried out region-wise.
To meet the challenges of the future has to diversify its activities with zero manpower growth. Attempts have been made to form out the low technology jobs. A major thrust is being given to the introduction of multi-craft manning. This will result in job enrichment.
In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM (Strategic Human Resource Development), what are its key features and how does it differ from traditional human resource management?
SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business values where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.
Definition of SHRM
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel.
How SHRM differs from HRM
In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamoring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.
The Apache Software Foundation is a decentralized community of developers. The software they produce is distributed under the terms of the Apache License and is therefore free and open source software (FOSS). The Apache projects are characterized by a collaborative, consensus-based development process and an open and pragmatic software license. Each project is managed by a self-selected team of technical experts who are active contributors to the project. The ASF is a meritocracy, implying that membership to the foundation is granted only to volunteers who have actively contributed to Apache projects. The ASF is considered a second generation[3] open-source organization.
Among the ASF's objectives are to provide legal protection[4] to volunteers working on Apache projects, and to prevent the Apache brand name from being used by other organizations without permission.
The ASF also holds several ApacheCon conferences each year, highlighting Apache projects, related technology, and encouraging Apache developers to gather together.
Today, is the navratna company of India; and making this possible is a dedicated team of nearly 35,000-40,000 professionals who toil round the clock .It is this toil, which amply reflects in the performance figures and aspirations of . The company has adapted progressive policies in scientific planning, acquisition, utilization, training and motivation of the team. At everybody matters, every soul counts.
has a unique distinction of being company with in house service capabilities in all he activity areas of exploration and production of oil & gas and related oil field services. Company has adapted progressive policies in scientific
The men & women behind this machine made this possible. Over 18,000 experienced and technically competent executives mostly scientists and engineers from distinguished Universities /Institutions of India and abroad from the core of our manpower.Theyinclude geologists,geophysicists,geochemists,drilling engineers ,reservoir engineers ,petroleum engineers ,production engineers ,engineering & technical service providers ,financial and human resource experts IT professionals and so on.
Behind the excellent results achieved is a work force of 35000 strong belonging to various discipline of the company actively in the persistent search of oil and infuse with a new –ethos and productive work culture. The Company is aware that its success is mainly due to its greatest assets –its people a multifaceted, multidisciplinary group with complete n- house capabilities for all activities in the industry. To meet the requirement of manpower ,revised manpower norms for operation of drilling rigs have been approved and implemented .Exercise for other operational utilization of existing human resource special need based studies are being carried out region-wise.
To meet the challenges of the future has to diversify its activities with zero manpower growth. Attempts have been made to form out the low technology jobs. A major thrust is being given to the introduction of multi-craft manning. This will result in job enrichment.
In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM (Strategic Human Resource Development), what are its key features and how does it differ from traditional human resource management?
SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business values where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.
Definition of SHRM
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel.
How SHRM differs from HRM
In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamoring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.
Last edited: