netrashetty
Netra Shetty
Hi-Point Firearms, also known as Beemiller (Distributed by MKS Supply), is a firearms manufacturer based in Mansfield, Ohio. However only the CF.380, C9 9 mm, & the carbines are made in Mansfield. They manufacture low-cost pistols and carbines, in the following calibers:
* .380 ACP - Model CF-380 and 380COMP
* 9 mm Luger - C-9 and C-9 COMP pistols,
* 9mm-Model 995, .40S&W-model 4095, and the .45 ACP-model 4595 carbine
The following are manufactured by Iberia Firearms[1]
* .40 S&W - Model 40SW pistol
The following are manufactured by Haskell Manufacturing[1]
* .45 ACP - Model 45ACP pistol
Hi-Point semi-automatic pistols are polymer-framed and generally regarded as simple, inexpensive handguns, which trade-off aesthetics for lower manufacturing cost. Based on a blowback design, Hi-Point pistols do not have a breech-locking system like most handguns. Instead they have large, heavy slides that hold the breech closed through sheer mass. The result is a heavier gun that is bulkier and may be less aesthetically appealing than designs employing recoil operation. Pistols that use a blowback action in the calibers that Hi-Point firearms are chambered for are somewhat rare.[2] While making the pistols heavy, this design also makes them mechanically simple and easy to maintain. HiPoint recommends hosing out the action with a powder solvent like breakfree powderblast or another aerosol solvent, then every 500-800 rounds running a patch or 2 down the barrel.
Most self-loading pistols can be field-stripped without the use of any tools. However, Hi-Point pistols require a punch or a small screwdriver to remove a pin in the receiver, in order to permit slide removal (and thus enable field-stripping). Hi-Point products generally retail for one-half to one-quarter the cost of a comparably chambered gun from most other manufacturers.[citation needed]
The slide is die cast from a zinc-family alloy that includes aluminum, magnesium, and copper and is called zamak-3, rather than machined from forged steel. When asked why die-casting was chosen as a manufacturing technique, a Hi-Point representative responded, "In the area of Ohio where we are located, there are many shops that specialize in die casting for the auto industry. We utilize this resource."[3] Uncommon for this construction, they are rated for +P ammunition in calibers up to .45 ACP. Blowback designs are generally simpler and easier to produce than locked-breech recoil-operated firearms. Though the fixed barrel generally will contribute to improved accuracy, blowback guns often are larger and heavier for a given caliber.
Hi-Point carbines use a polymer stock, stamped sheet metal receiver cover, and a receiver and bolt cast from zamak-3. The barrel is steel and button rifled using a 1-10" right hand twist. They are also blowback action, which is typically well suited to a low-pressure carbine.
There has been examples of new practices being introduced, such as performance appraisal, performance related pay, training and development, mentoring, management of change, organizational design and so on. In only some scenarios of these Kuwaiti organizations are among the implementation of innovative HRM practices perceived to be successful and that often the applications of Anglo-American practices were being associated with pure Kuwaiti organizations. Indeed, there was strong evidence of HRM being embedded in these Kuwaiti organizations and lots of examples of properly executing Western HRM practices into career development motivation as directly as possible. Thus, at National Bank of Kuwait for instance, HRM practices reported were better use of performance appraisals, the willingness to take responsibility, compensate and reward equality, respect of job titles, understanding of business team and the effective matching of human resource values with enduring traits of the Western regime. Aside, certain HRM issues have inhibited management and economic development in Kuwait and stained the country's image. With respect to linking HRM practices to organizational goals, human resource planning is the thread that ties together all other human resource activities, integrating them with the rest of the organization (Kleiman, 2007, p. 56) and that the use of technology is encouraging because human resources information systems and other technologies have streamlined the processing of data, making organization HR information more readily available for assessment (Bohlander and Snell, 2004, p. 7).
The evidence of HRM strategic intent is a must for these organizations in embracing HRM practice ways and philosophy wherein HRM policies and practices had been implemented, whether or not these were in proper handling approach as such as those selected for management training as it was sometimes difficult to judge to what extent the HR practices representing business and economic in Kuwait. Turner-Projacs, National Bank of Kuwait and New Mowasat Hospital can strive and struggle gradually in the sense that although they have adopted better HRM practices and approach, as well as introducing various HR policies and practices, these have not evidently resulted in continuous HR outcomes like for instance flexibility due to management resistance and or such lack of employee training execution ways and have took another form of useful HR practices, such as performance appraisal, being introduced in the context of the old Kuwait culture and used as form of control rather than as better form of development, resulting in organization responsibility failures towards human resource management. The rest of the Kuwaiti’s business and industry sectors does include pharmaceuticals, motor industry and the fast moving consumer goods.
1. Strategic management and HRD
2. The supervisor’s role in HRD
3. Organizational structure of HRD
1.Strategic management:
It aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years.
HRD aims to get managers and workers ready for new products, procedures, and materials.
2. Supervisor’s Role in HRD:
Implements HRD programs and procedures.
On-the-job training (OJT).
Coaching/mentoring/counseling.
Career and employee development.
A “front-line participant” in HRD.
3. Organizational Structure of HRD Departments:
Depends on company size, industry and maturity.
No single structure used.
Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user.
* .380 ACP - Model CF-380 and 380COMP
* 9 mm Luger - C-9 and C-9 COMP pistols,
* 9mm-Model 995, .40S&W-model 4095, and the .45 ACP-model 4595 carbine
The following are manufactured by Iberia Firearms[1]
* .40 S&W - Model 40SW pistol
The following are manufactured by Haskell Manufacturing[1]
* .45 ACP - Model 45ACP pistol
Hi-Point semi-automatic pistols are polymer-framed and generally regarded as simple, inexpensive handguns, which trade-off aesthetics for lower manufacturing cost. Based on a blowback design, Hi-Point pistols do not have a breech-locking system like most handguns. Instead they have large, heavy slides that hold the breech closed through sheer mass. The result is a heavier gun that is bulkier and may be less aesthetically appealing than designs employing recoil operation. Pistols that use a blowback action in the calibers that Hi-Point firearms are chambered for are somewhat rare.[2] While making the pistols heavy, this design also makes them mechanically simple and easy to maintain. HiPoint recommends hosing out the action with a powder solvent like breakfree powderblast or another aerosol solvent, then every 500-800 rounds running a patch or 2 down the barrel.
Most self-loading pistols can be field-stripped without the use of any tools. However, Hi-Point pistols require a punch or a small screwdriver to remove a pin in the receiver, in order to permit slide removal (and thus enable field-stripping). Hi-Point products generally retail for one-half to one-quarter the cost of a comparably chambered gun from most other manufacturers.[citation needed]
The slide is die cast from a zinc-family alloy that includes aluminum, magnesium, and copper and is called zamak-3, rather than machined from forged steel. When asked why die-casting was chosen as a manufacturing technique, a Hi-Point representative responded, "In the area of Ohio where we are located, there are many shops that specialize in die casting for the auto industry. We utilize this resource."[3] Uncommon for this construction, they are rated for +P ammunition in calibers up to .45 ACP. Blowback designs are generally simpler and easier to produce than locked-breech recoil-operated firearms. Though the fixed barrel generally will contribute to improved accuracy, blowback guns often are larger and heavier for a given caliber.
Hi-Point carbines use a polymer stock, stamped sheet metal receiver cover, and a receiver and bolt cast from zamak-3. The barrel is steel and button rifled using a 1-10" right hand twist. They are also blowback action, which is typically well suited to a low-pressure carbine.
There has been examples of new practices being introduced, such as performance appraisal, performance related pay, training and development, mentoring, management of change, organizational design and so on. In only some scenarios of these Kuwaiti organizations are among the implementation of innovative HRM practices perceived to be successful and that often the applications of Anglo-American practices were being associated with pure Kuwaiti organizations. Indeed, there was strong evidence of HRM being embedded in these Kuwaiti organizations and lots of examples of properly executing Western HRM practices into career development motivation as directly as possible. Thus, at National Bank of Kuwait for instance, HRM practices reported were better use of performance appraisals, the willingness to take responsibility, compensate and reward equality, respect of job titles, understanding of business team and the effective matching of human resource values with enduring traits of the Western regime. Aside, certain HRM issues have inhibited management and economic development in Kuwait and stained the country's image. With respect to linking HRM practices to organizational goals, human resource planning is the thread that ties together all other human resource activities, integrating them with the rest of the organization (Kleiman, 2007, p. 56) and that the use of technology is encouraging because human resources information systems and other technologies have streamlined the processing of data, making organization HR information more readily available for assessment (Bohlander and Snell, 2004, p. 7).
The evidence of HRM strategic intent is a must for these organizations in embracing HRM practice ways and philosophy wherein HRM policies and practices had been implemented, whether or not these were in proper handling approach as such as those selected for management training as it was sometimes difficult to judge to what extent the HR practices representing business and economic in Kuwait. Turner-Projacs, National Bank of Kuwait and New Mowasat Hospital can strive and struggle gradually in the sense that although they have adopted better HRM practices and approach, as well as introducing various HR policies and practices, these have not evidently resulted in continuous HR outcomes like for instance flexibility due to management resistance and or such lack of employee training execution ways and have took another form of useful HR practices, such as performance appraisal, being introduced in the context of the old Kuwait culture and used as form of control rather than as better form of development, resulting in organization responsibility failures towards human resource management. The rest of the Kuwaiti’s business and industry sectors does include pharmaceuticals, motor industry and the fast moving consumer goods.
1. Strategic management and HRD
2. The supervisor’s role in HRD
3. Organizational structure of HRD
1.Strategic management:
It aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years.
HRD aims to get managers and workers ready for new products, procedures, and materials.
2. Supervisor’s Role in HRD:
Implements HRD programs and procedures.
On-the-job training (OJT).
Coaching/mentoring/counseling.
Career and employee development.
A “front-line participant” in HRD.
3. Organizational Structure of HRD Departments:
Depends on company size, industry and maturity.
No single structure used.
Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user.
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