netrashetty
Netra Shetty
Memorex began as a computer tape producer and expanded to become a major IBM plug compatible peripheral supplier. It is now a consumer electronics brand of Imation specializing in disk recordable media for CD and DVD drives, flash memory, computer accessories and other electronics.
Established in 1961 in Silicon Valley, Memorex started by selling computer tapes, then added other media such as disk packs. Memorex entered the consumer media business in 1971 first with its "shattering glass" advertisements and then with a series of famous television commercials featuring Ella Fitzgerald. In the commercials she would sing a note that shattered a glass while being recorded to a Memorex audio cassette. The tape was played back and the recording also broke the glass, asking "Is it live, or is it Memorex?"
Memorex 3.5 in. diskette 10-pack
Memorex Mini-Disc
The company expanded from disk packs to disk drives and other peripheral equipment for IBM mainframes. During the 1970s and into the early 1980s Memorex was worldwide a leading independent supplier of disk drives and communications controllers to users of IBM-compatible mainframes as well as a leading supplier of media for computer uses and consumers.
In 1982 Memorex was bought by Burroughs. Over the next six years, Burroughs and its successor Unisys shut down, sold off or spun out the various parts of Memorex.
The computer media, communications and IBM end user sales and service organization were spun out as Memorex International. In 1988 Memorex acquired the Telex Corporation becoming Memorex Telex NV, a corporation based in The Netherlands, which survived as an entity until the middle 1990s[1].. The company evolved into a provider of information technology solutions including the distribution and integration of data network and storage products and the provision of related services in 18 countries worldwide. As late as 2006, several pieces existed as subsidiaries of other companies, see e.g., Memorex Telex Japan Ltd[2] a subsidiary of Kanematsu[3] or Memorex Telex (UK) Ltd. a subsidiary of EDS Global Field Services
The management of agency human resources is an integral part of how an agency is going to
achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating
HRM into the agency strategic plan is the first step in aligning it with the mission.
Even though GAO and OMB are pushing for improvement of HRM alignment discussions in
strategic and annual plans, GPRA’s primary focus is still on agency programs, rather than
corporate functions. Therefore, we assumed at the beginning of this study that not many agency
strategic plans would have addressed HRM’s role in mission accomplishment. We were
pleasantly surprised. Out of the 31 strategic plans reviewed, 87 percent had addressed HRM in
some way. Below is a breakdown of how integration between HRM and the agency plan is
achieved, a count of how many strategic plans have integrated HRM in a particular way, and
some examples of actual agency approaches.
Defining practical, meaningful measures that assess the effectiveness of agency human resources
management and its support of mission accomplishment is a topic that agencies have been
struggling with. It is easy to measure a process -- how long does it take to complete an action? It
is easy to measure productivity -- how many actions were completed in any given time frame?
But how do you measure the outcome of human resources management? How does an agency
know if it has the right people, with the right skills, in the right positions to carry out the agency
mission? Have any agencies found a way to do this? To help answer these questions, we looked
to see if agencies are including HRM measures in their strategic plans, and what types of
measures they have identified.
Not surprisingly, 71 percent of the plans did not identify any HRM measures. Moreover, the
meaningfulness and practicality of the 29 percent of agency identified measures could be stronger.
About one-third of the 29 percent contain measures that are not really measures. They are lists of
activities or projects that, when completed, will help to reach the goal. In other words, they are
strategies labeled as measures. The other two-thirds of that 29 percent have fairly good measures
that are tied to specific mission or support goals and provide seemingly relevant information.
However, even these fairly good measures tend to focus on HR processes (outputs) rather than
intended outcomes. For example, some agencies measure the average number of employee
training hours to measure workforce skill levels, rather than what skills are actually gained
through the training or what skills the workforce actually possesses.
This module helps an organization to keep a track of the detailed employee information.
Employee Joining Information
Probation Confirmation details
Company Hierarchy based on Grades and
Designation
Employee Current position and job profile
Employee Local address and References
details
Employee Emergency address and contact
person details
Employee Qualification and experience
details
Employee Medical History
Facility given to Employee
LMS is a comprehensive and flexible leave management system enabling organizations to enter and manage leave requests according to your rules.
User Defined Leave types
Leave Balance Details
Leave Application
Leave Approvals
Leave Rules
The*work time module*gathers standardized time and work related efforts.
Employee Shift & Shift rotation
with respect to shift cycle
Employee time management, Late
Coming, Early going, Absence due
to travel on duty etc.
Overtime Details
Attendance data transferred from
any Biometric Machine
Manual attendance done by
Employee details
GE is a services, technology and manufacturing company operating in more than 100 countries and employs 313,000 people worldwide. Thomas Edison established Edison Electric Light Company in 1878. Edison’s company later formed a merger with Thomson-Houston Electric Company in 1882, giving birth to General Electric Company. GE is among the largest and most diversified industrial corporations in the world (Blacconiere and Hopkins, 2002).
One major challenge to the HRD process of General Electric surfaced when the company was in a period of massive downsizing and delayering. Downsizing and Delayering mean that many employees need to be trained to take on expanded responsibilities as organizations have created internal environments of ‘doing more with less’. HRD must be an out growth of the organization’s overall strategy. Today, training must be tailored to fit the organization’s strategy and structure. When strategy changes, training and development have to change and equip employees with the Knowledge, Skills and Abilities necessary to meet new demands.
When Jack Welch took over GE, he started to abolish most of the bureaucratic structure of the company. He stripped out layer after layer of management and making nearly a quarter of GE’s workforce redundant in a matter of a few years. Welch wanted a much leaner and flexible organization which concentrated on its core strengths and markets and could respond quickly to new events. Welch delayering of the organizational hierarchy has caused tension and unrest among the managers and employees. Delayering has negative effects on employee motivation. Because of delayering many employees and managers lost their jobs. The initial result was chaotic. The employees were suspicious of Welch’s strategies. Motivation is an important factor in human resource development. Because HRD aims to develop, train and educate employees to fulfill their present jobs and be prepared for future assignments, the lack of motivation affects the success of the training programs.
Established in 1961 in Silicon Valley, Memorex started by selling computer tapes, then added other media such as disk packs. Memorex entered the consumer media business in 1971 first with its "shattering glass" advertisements and then with a series of famous television commercials featuring Ella Fitzgerald. In the commercials she would sing a note that shattered a glass while being recorded to a Memorex audio cassette. The tape was played back and the recording also broke the glass, asking "Is it live, or is it Memorex?"
Memorex 3.5 in. diskette 10-pack
Memorex Mini-Disc
The company expanded from disk packs to disk drives and other peripheral equipment for IBM mainframes. During the 1970s and into the early 1980s Memorex was worldwide a leading independent supplier of disk drives and communications controllers to users of IBM-compatible mainframes as well as a leading supplier of media for computer uses and consumers.
In 1982 Memorex was bought by Burroughs. Over the next six years, Burroughs and its successor Unisys shut down, sold off or spun out the various parts of Memorex.
The computer media, communications and IBM end user sales and service organization were spun out as Memorex International. In 1988 Memorex acquired the Telex Corporation becoming Memorex Telex NV, a corporation based in The Netherlands, which survived as an entity until the middle 1990s[1].. The company evolved into a provider of information technology solutions including the distribution and integration of data network and storage products and the provision of related services in 18 countries worldwide. As late as 2006, several pieces existed as subsidiaries of other companies, see e.g., Memorex Telex Japan Ltd[2] a subsidiary of Kanematsu[3] or Memorex Telex (UK) Ltd. a subsidiary of EDS Global Field Services
The management of agency human resources is an integral part of how an agency is going to
achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating
HRM into the agency strategic plan is the first step in aligning it with the mission.
Even though GAO and OMB are pushing for improvement of HRM alignment discussions in
strategic and annual plans, GPRA’s primary focus is still on agency programs, rather than
corporate functions. Therefore, we assumed at the beginning of this study that not many agency
strategic plans would have addressed HRM’s role in mission accomplishment. We were
pleasantly surprised. Out of the 31 strategic plans reviewed, 87 percent had addressed HRM in
some way. Below is a breakdown of how integration between HRM and the agency plan is
achieved, a count of how many strategic plans have integrated HRM in a particular way, and
some examples of actual agency approaches.
Defining practical, meaningful measures that assess the effectiveness of agency human resources
management and its support of mission accomplishment is a topic that agencies have been
struggling with. It is easy to measure a process -- how long does it take to complete an action? It
is easy to measure productivity -- how many actions were completed in any given time frame?
But how do you measure the outcome of human resources management? How does an agency
know if it has the right people, with the right skills, in the right positions to carry out the agency
mission? Have any agencies found a way to do this? To help answer these questions, we looked
to see if agencies are including HRM measures in their strategic plans, and what types of
measures they have identified.
Not surprisingly, 71 percent of the plans did not identify any HRM measures. Moreover, the
meaningfulness and practicality of the 29 percent of agency identified measures could be stronger.
About one-third of the 29 percent contain measures that are not really measures. They are lists of
activities or projects that, when completed, will help to reach the goal. In other words, they are
strategies labeled as measures. The other two-thirds of that 29 percent have fairly good measures
that are tied to specific mission or support goals and provide seemingly relevant information.
However, even these fairly good measures tend to focus on HR processes (outputs) rather than
intended outcomes. For example, some agencies measure the average number of employee
training hours to measure workforce skill levels, rather than what skills are actually gained
through the training or what skills the workforce actually possesses.
This module helps an organization to keep a track of the detailed employee information.
Employee Joining Information
Probation Confirmation details
Company Hierarchy based on Grades and
Designation
Employee Current position and job profile
Employee Local address and References
details
Employee Emergency address and contact
person details
Employee Qualification and experience
details
Employee Medical History
Facility given to Employee
LMS is a comprehensive and flexible leave management system enabling organizations to enter and manage leave requests according to your rules.
User Defined Leave types
Leave Balance Details
Leave Application
Leave Approvals
Leave Rules
The*work time module*gathers standardized time and work related efforts.
Employee Shift & Shift rotation
with respect to shift cycle
Employee time management, Late
Coming, Early going, Absence due
to travel on duty etc.
Overtime Details
Attendance data transferred from
any Biometric Machine
Manual attendance done by
Employee details
GE is a services, technology and manufacturing company operating in more than 100 countries and employs 313,000 people worldwide. Thomas Edison established Edison Electric Light Company in 1878. Edison’s company later formed a merger with Thomson-Houston Electric Company in 1882, giving birth to General Electric Company. GE is among the largest and most diversified industrial corporations in the world (Blacconiere and Hopkins, 2002).
One major challenge to the HRD process of General Electric surfaced when the company was in a period of massive downsizing and delayering. Downsizing and Delayering mean that many employees need to be trained to take on expanded responsibilities as organizations have created internal environments of ‘doing more with less’. HRD must be an out growth of the organization’s overall strategy. Today, training must be tailored to fit the organization’s strategy and structure. When strategy changes, training and development have to change and equip employees with the Knowledge, Skills and Abilities necessary to meet new demands.
When Jack Welch took over GE, he started to abolish most of the bureaucratic structure of the company. He stripped out layer after layer of management and making nearly a quarter of GE’s workforce redundant in a matter of a few years. Welch wanted a much leaner and flexible organization which concentrated on its core strengths and markets and could respond quickly to new events. Welch delayering of the organizational hierarchy has caused tension and unrest among the managers and employees. Delayering has negative effects on employee motivation. Because of delayering many employees and managers lost their jobs. The initial result was chaotic. The employees were suspicious of Welch’s strategies. Motivation is an important factor in human resource development. Because HRD aims to develop, train and educate employees to fulfill their present jobs and be prepared for future assignments, the lack of motivation affects the success of the training programs.