netrashetty
Netra Shetty
MCI, Inc. is an American telecommunications subsidiary of Verizon Communications that is headquartered in Ashburn, unincorporated Loudoun County, Virginia. The corporation was originally formed as a result of the merger of WorldCom (formerly known as LDDS followed by LDDS WorldCom) and MCI Communications, and used the name MCI WorldCom followed by WorldCom before taking its final name on April 12, 2003 as part of the corporation's emergence from bankruptcy. The company formerly traded on NASDAQ under the symbols "WCOM" (pre-bankruptcy) and "MCIP" (post-bankruptcy). The corporation was purchased by Verizon Communications with the deal closing on January 6, 2006,[1] and is now identified as that company's Verizon Business division with the local residential divisions slowly integrated into local Verizon subsidiaries.
MCI's history, combined with the histories of companies it has acquired, echoes most of the trends that have swept American telecommunications in the past half-century: It was instrumental in pushing legal and regulatory changes that led to the breakup of the AT&T monopoly that dominated American telephony; its purchase by WorldCom and subsequent bankruptcy in the face of accounting scandals was symptomatic of the Internet excesses of the late 1990s. It accepted a proposed purchase by Verizon for US$7.6 billion.
For a time, WorldCom was the United States's second largest long distance phone company (after AT&T). WorldCom grew largely by aggressively acquiring other telecommunications companies, most notably MCI Communications. It also owned the Tier 1 ISP UUNET, a major part of the Internet backbone.[citation needed] It was headquartered in Clinton, Mississippi, before being moved to Virginia.
Many more agencies than expected include HR representatives in the agency planning process
and integrate human resources management goals, objectives, and strategies into agency
strategic plans. However, most agencies are still struggling in this area. Therefore, agency
executives and HR leaders need to work together to fully integrate HRM into the planning
process so that it will become a fundamental, contributing factor to agency planning and
success.
C Although some agency HR offices have begun focusing on organizational activities that assist
agency decision-making, most are still emphasizing internal HR office efficiency efforts. While
internal issues are important to the success of any HR program, HR offices also need to
examine the “big picture” and find ways to impact the success of the agency as a whole.
C Most agencies are in some way measuring the efficiency and/or effectiveness of the HR
function. These measures, however, are generally output-oriented, focus on internal HR
processes and activities, and are used to make improvements to HR-specific policies and
procedures. As HR refocuses its activities to broader organizational issues, HRM measures
also need to be expanded to gauge the impact HRM has on agency goals and mission. Then,
the measurement data can be used to inform agency-level decisions.
U.S. Office of Personnel Management
Executive Summary
C The relationship between HR and management is becoming more collaborative. HR executives
are beginning to earn a seat at the management table. HR offices are becoming more
consultative and involved in day-to-day line management activities. Nevertheless, there is still
a long way to go if HR is to become a strategic partner at all levels. To do so, HR needs to
build its own internal competencies to deal with organizational issues, educate itself on agency
and program missions, and find ways to offer creative and innovative solutions to
organizationwide issues.
Although many National Performance Review (now known as the National Partnership for
Reinventing Government) initiatives, such as downsizing, reorganizing, streamlining, and
delegating HR authorities, were meant to improve HR’s ability to focus on organizational issues,
they have not taken hold as quickly or thoroughly as hoped. Therefore, HR is still doing most of
the process work, and its ability to focus on alignment has been limited. However, as HR’s role in
agency planning, activities, and decision-making advances -- and it is advancing -- so too will the
alignment of human resources management with agency mission accomplishment.
Strategic human resources management...strategic alignment...alignment with mission accom-
plishment. These are just a few of the terms being used to describe the new, evolving role of
Federal human resources management (HRM). What do these terms really mean? If you were to
ask agency personnelists, managers, or employees, you would probably get a wide range of
answers. So, it’s important to establish from the beginning what we are really talking about.
Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain. Our research indicates that
agencies that successfully align human resources management with agency mission
accomplishment do so by integrating HRM into the agency planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.1
In addition to being a vital contributor to
agency mission accomplishment, HRM
alignment is the ultimate level of HRM
accountability, as demonstrated in the
Hierarchy of Accountability. While HRM
accountability must begin with basic legal
compliance, it ultimately encompasses all four
levels of the pyramid, including demonstrating
how HRM supports achievement of the
agency strategic goals.
According to Donaldson and Scannel (2000), training is an attempt to transfer skills and knowledge to trainees in such a way that the trainees accept and use those skills in the performance of their jobs while learning is a lifelong process in which experience leads to changes within the individual. Learning is a change in behaviour resulting from experience. Learning is the act of acquiring knowledge or skill. It is a mental activity by which skills, habits, ideas, attitudes, and ideals are acquired, retained, and utilized, resulting in the progressive adaptation and modification of behaviour. Human Resources Management facilitates learning through experience and training. Watkins (1989) defined HRD as the filed of study and practice responsible for fostering of long-term, work related learning capacity at the individual, group, and organizational levels. As such, it includes but is not limited to training, career development, and organizational development. Nadler and Wiggs (1986) defined HRD as a comprehensive learning system that releases the organization’s human potential; a system that is both experience and experiential, on-the-job experiences that are keyed to the organization’s reason for survival. HRD is concerned with issues of individual, group and organizational learning and performance. It encompasses actions that vary form the everyday tasks of supporting learning and development through training and development through training, to the complex and at times impossible task of making change happen. HRD according to Chalofsky (1992) is the study and practice of increasing learning capacity of individuals and groups, collectives, and organizations through the development and application of learning-based interventions for optimizing human and organizational growth and effectiveness.
MCI's history, combined with the histories of companies it has acquired, echoes most of the trends that have swept American telecommunications in the past half-century: It was instrumental in pushing legal and regulatory changes that led to the breakup of the AT&T monopoly that dominated American telephony; its purchase by WorldCom and subsequent bankruptcy in the face of accounting scandals was symptomatic of the Internet excesses of the late 1990s. It accepted a proposed purchase by Verizon for US$7.6 billion.
For a time, WorldCom was the United States's second largest long distance phone company (after AT&T). WorldCom grew largely by aggressively acquiring other telecommunications companies, most notably MCI Communications. It also owned the Tier 1 ISP UUNET, a major part of the Internet backbone.[citation needed] It was headquartered in Clinton, Mississippi, before being moved to Virginia.
Many more agencies than expected include HR representatives in the agency planning process
and integrate human resources management goals, objectives, and strategies into agency
strategic plans. However, most agencies are still struggling in this area. Therefore, agency
executives and HR leaders need to work together to fully integrate HRM into the planning
process so that it will become a fundamental, contributing factor to agency planning and
success.
C Although some agency HR offices have begun focusing on organizational activities that assist
agency decision-making, most are still emphasizing internal HR office efficiency efforts. While
internal issues are important to the success of any HR program, HR offices also need to
examine the “big picture” and find ways to impact the success of the agency as a whole.
C Most agencies are in some way measuring the efficiency and/or effectiveness of the HR
function. These measures, however, are generally output-oriented, focus on internal HR
processes and activities, and are used to make improvements to HR-specific policies and
procedures. As HR refocuses its activities to broader organizational issues, HRM measures
also need to be expanded to gauge the impact HRM has on agency goals and mission. Then,
the measurement data can be used to inform agency-level decisions.
U.S. Office of Personnel Management
Executive Summary
C The relationship between HR and management is becoming more collaborative. HR executives
are beginning to earn a seat at the management table. HR offices are becoming more
consultative and involved in day-to-day line management activities. Nevertheless, there is still
a long way to go if HR is to become a strategic partner at all levels. To do so, HR needs to
build its own internal competencies to deal with organizational issues, educate itself on agency
and program missions, and find ways to offer creative and innovative solutions to
organizationwide issues.
Although many National Performance Review (now known as the National Partnership for
Reinventing Government) initiatives, such as downsizing, reorganizing, streamlining, and
delegating HR authorities, were meant to improve HR’s ability to focus on organizational issues,
they have not taken hold as quickly or thoroughly as hoped. Therefore, HR is still doing most of
the process work, and its ability to focus on alignment has been limited. However, as HR’s role in
agency planning, activities, and decision-making advances -- and it is advancing -- so too will the
alignment of human resources management with agency mission accomplishment.
Strategic human resources management...strategic alignment...alignment with mission accom-
plishment. These are just a few of the terms being used to describe the new, evolving role of
Federal human resources management (HRM). What do these terms really mean? If you were to
ask agency personnelists, managers, or employees, you would probably get a wide range of
answers. So, it’s important to establish from the beginning what we are really talking about.
Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain. Our research indicates that
agencies that successfully align human resources management with agency mission
accomplishment do so by integrating HRM into the agency planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.1
In addition to being a vital contributor to
agency mission accomplishment, HRM
alignment is the ultimate level of HRM
accountability, as demonstrated in the
Hierarchy of Accountability. While HRM
accountability must begin with basic legal
compliance, it ultimately encompasses all four
levels of the pyramid, including demonstrating
how HRM supports achievement of the
agency strategic goals.
According to Donaldson and Scannel (2000), training is an attempt to transfer skills and knowledge to trainees in such a way that the trainees accept and use those skills in the performance of their jobs while learning is a lifelong process in which experience leads to changes within the individual. Learning is a change in behaviour resulting from experience. Learning is the act of acquiring knowledge or skill. It is a mental activity by which skills, habits, ideas, attitudes, and ideals are acquired, retained, and utilized, resulting in the progressive adaptation and modification of behaviour. Human Resources Management facilitates learning through experience and training. Watkins (1989) defined HRD as the filed of study and practice responsible for fostering of long-term, work related learning capacity at the individual, group, and organizational levels. As such, it includes but is not limited to training, career development, and organizational development. Nadler and Wiggs (1986) defined HRD as a comprehensive learning system that releases the organization’s human potential; a system that is both experience and experiential, on-the-job experiences that are keyed to the organization’s reason for survival. HRD is concerned with issues of individual, group and organizational learning and performance. It encompasses actions that vary form the everyday tasks of supporting learning and development through training and development through training, to the complex and at times impossible task of making change happen. HRD according to Chalofsky (1992) is the study and practice of increasing learning capacity of individuals and groups, collectives, and organizations through the development and application of learning-based interventions for optimizing human and organizational growth and effectiveness.