netrashetty
Netra Shetty
Sequoia Voting Systems was a California-based company that is one of the largest providers of electronic voting systems in the U.S., having offices in Oakland, Denver and New York City. Some of its major competitors were Premier Election Solutions (formerly Diebold Election Systems) and Election Systems & Software.
It was acquired by Denver-based Dominion Voting Systems on June 4, 2010. At the time it had contracts for 300 jurisdictions in 16 states through its its BPS, WinEDS, Edge, Edge2, Advantage, Insight, InsightPlus and 400C systems
Training:
Training is a planned effort by a company to facilitate employees learning of job-related competencies. These competencies include knowledge, skills or behaviors that are critical for the successful job performance.
At PTC, there is a continuous assessment of the technical and managerial skills. For the further enhancement of these skills formal training programmes are offered at all levels. The employees are provided with opportunities to put these skills into practice, in preparation for the move to a managerial role. Training is viewed at PTC as a way of creating intellectual capital. Employees are expected to acquire new skills and knowledge, apply them on job and share this information with other employees. The training is cross-functional for sharing of skills. The training programmes also include International Seminars.
Attitudinal Programs:
· NLP
· Caring Leadership
· Emotional Intelligence
In-house Courses:
· Leadership
· Influencing
· Creative Problem Solving
A new initiative has been taken which covers all employees is the course “lets lead change from inside out” in which employees are taught how to react to environmental and technological changes and how to cope with the situation.
WOW:
WOW “Winning In Our World” is a workshop held every week to bring employees, distributors, suppliers, and farmers together where they interact in a harmonious environment. The challenge of WOW is “Nurturing a winning culture that drives to achieve the extraordinary by performing to the best of abilities”.
Objectives of WOW:
· Know
· Understanding
· Believe
· Act
Elements of WOW:
Achievement
Achievement encompasses Vision, Map and Consumer focus
Commitment:
Commitment encompasses Confidence, Standard and Drive
Trust:
Trust encompasses Teamwork, Support and Belonging
Rating System:
· The rating system is against competencies.
· Demonstrate a low skill /knowledge level in most of the core priority areas for the job. Highly intensive or re-education regarding approach is required.
· Demonstrates some effective skills /knowledge in the competencies areas for the job but there are some important core skill gap to be developed.
· Demonstrate effective skills/knowledge in the majority of the core priority areas for the job. Has attained standard expected of target group given the constraints of the environment and job role. There are still some areas to be developed.
· Is extremely effective in all skills/ knowledge areas required in the job. Is performing at the highest standards expected in the role.
Compensation:
PTC considers its employees not just as a cost but also as a resource in which the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, which can translate into highly effective and productive work force.
Extra Pay for Overtime:
If a worker works for more than nine hours in any day or for more than 48 hours in any week in a non –seasonal or seasonal factory, he shall be entitled in respect of overtime worked to pay at the rate of twice of his ordinary pay.
Discipline:
It is the company policy to ensure that the required standards of performance and conduct are maintained. The disciplinary procedure is intended only as a statement of Company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.
Certain project approaches favor certain team structures. For example, rapid application
development (RAD) works best with multidisciplinary teams.
It is necessary to have a team structure so that all the members of the project understand their
roles and their working and reporting relationships. However, all team structures introduce some
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
measure of inflexibility. It is important to understand that there is no “right” team structure for a
project and that usually it depends on the organizational requirements and needs of the project.
Steps
Review the Project definition to understand the overall project objectives and context.
Review the Organizational breakdown structure (OBS) and the Work breakdown structure
(WBS) to understand what the project organizational unit that is being structured must
accomplish.
Determine the appropriate team model for the unit by considering the broad objective(s) of the
unit and, if applicable, the work patterns that have been selected. Note that several models
may apply if the project organizational unit has several objectives.
Plan the number of team(s) within the project organizational unit and how the responsibilities of
the organizational unit will be split between the teams. Consider how the teams will be managed
within the organizational unit. Estimate the size of each team and determine the skills that each
team will require. The “right” number of people in a team depends on factors such as the nature
of the work.
Consider carefully how skills that are known to be expensive and/or in short supply should best
be deployed. Document the roles and responsibilities of each of the teams within the project
organizational unit in the OBS.
It was acquired by Denver-based Dominion Voting Systems on June 4, 2010. At the time it had contracts for 300 jurisdictions in 16 states through its its BPS, WinEDS, Edge, Edge2, Advantage, Insight, InsightPlus and 400C systems
Training:
Training is a planned effort by a company to facilitate employees learning of job-related competencies. These competencies include knowledge, skills or behaviors that are critical for the successful job performance.
At PTC, there is a continuous assessment of the technical and managerial skills. For the further enhancement of these skills formal training programmes are offered at all levels. The employees are provided with opportunities to put these skills into practice, in preparation for the move to a managerial role. Training is viewed at PTC as a way of creating intellectual capital. Employees are expected to acquire new skills and knowledge, apply them on job and share this information with other employees. The training is cross-functional for sharing of skills. The training programmes also include International Seminars.
Attitudinal Programs:
· NLP
· Caring Leadership
· Emotional Intelligence
In-house Courses:
· Leadership
· Influencing
· Creative Problem Solving
A new initiative has been taken which covers all employees is the course “lets lead change from inside out” in which employees are taught how to react to environmental and technological changes and how to cope with the situation.
WOW:
WOW “Winning In Our World” is a workshop held every week to bring employees, distributors, suppliers, and farmers together where they interact in a harmonious environment. The challenge of WOW is “Nurturing a winning culture that drives to achieve the extraordinary by performing to the best of abilities”.
Objectives of WOW:
· Know
· Understanding
· Believe
· Act
Elements of WOW:
Achievement
Achievement encompasses Vision, Map and Consumer focus
Commitment:
Commitment encompasses Confidence, Standard and Drive
Trust:
Trust encompasses Teamwork, Support and Belonging
Rating System:
· The rating system is against competencies.
· Demonstrate a low skill /knowledge level in most of the core priority areas for the job. Highly intensive or re-education regarding approach is required.
· Demonstrates some effective skills /knowledge in the competencies areas for the job but there are some important core skill gap to be developed.
· Demonstrate effective skills/knowledge in the majority of the core priority areas for the job. Has attained standard expected of target group given the constraints of the environment and job role. There are still some areas to be developed.
· Is extremely effective in all skills/ knowledge areas required in the job. Is performing at the highest standards expected in the role.
Compensation:
PTC considers its employees not just as a cost but also as a resource in which the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, which can translate into highly effective and productive work force.
Extra Pay for Overtime:
If a worker works for more than nine hours in any day or for more than 48 hours in any week in a non –seasonal or seasonal factory, he shall be entitled in respect of overtime worked to pay at the rate of twice of his ordinary pay.
Discipline:
It is the company policy to ensure that the required standards of performance and conduct are maintained. The disciplinary procedure is intended only as a statement of Company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.
Certain project approaches favor certain team structures. For example, rapid application
development (RAD) works best with multidisciplinary teams.
It is necessary to have a team structure so that all the members of the project understand their
roles and their working and reporting relationships. However, all team structures introduce some
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
measure of inflexibility. It is important to understand that there is no “right” team structure for a
project and that usually it depends on the organizational requirements and needs of the project.
Steps
Review the Project definition to understand the overall project objectives and context.
Review the Organizational breakdown structure (OBS) and the Work breakdown structure
(WBS) to understand what the project organizational unit that is being structured must
accomplish.
Determine the appropriate team model for the unit by considering the broad objective(s) of the
unit and, if applicable, the work patterns that have been selected. Note that several models
may apply if the project organizational unit has several objectives.
Plan the number of team(s) within the project organizational unit and how the responsibilities of
the organizational unit will be split between the teams. Consider how the teams will be managed
within the organizational unit. Estimate the size of each team and determine the skills that each
team will require. The “right” number of people in a team depends on factors such as the nature
of the work.
Consider carefully how skills that are known to be expensive and/or in short supply should best
be deployed. Document the roles and responsibilities of each of the teams within the project
organizational unit in the OBS.
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