netrashetty
MP Guru
Applied Materials, Inc. (NASDAQ: AMAT, SEHK: 4336) is a capital equipment producer serving the semiconductor, TFT LCD display, Glass, WEB and solar (crystalline and thin film) manufacturing industries.
The company is headquartered in Santa Clara, California in the Silicon Valley. Founded in 1967 by Michael A. McNeilly and others, Applied Materials went public in 1972.
In 1993, the Applied Materials' Precision 5000 was inducted into the Smithsonian Institution's permanent collection of Information Age technology.[3]
Applied Materials creates and commercializes nanomanufacturing technology used in the production of semiconductor (integrated circuit) chips for electronic gear, flat panel displays for computers and television, glass coatings for homes and buildings, web (flexible substrate) coatings for industry and photovoltaic solar cells and modules using both thin film and crystalline (aka wafer or bulk) photovoltaic technology.
Applied Materials is also participating in the lighting industry through the European OPAL 2008 (Organic Phosphorescent lights for Applications in the Lighting market 2008) Program with the aim to develop a production technology for organic light-emitting diodes.
trengths Based Practices or SBPs concentrates on the inherent strengths of individuals, families groups as well as organization organizing and positioning and deploying the personal strength of the people in order to aid their recovery as well as empowerment. SBPs are considered as empowering substitutes or options to the traditional methods regarding individuals, group as well as organizational work. It also renounces from allowing crippling, labeling as well as stigmatized language. Thus, descriptions and pathology owned by the persons groups as well as organizations that suggest acceptance of their condition as hopeless or even helpless to change are constructively challenged by the help of SBPs. In addition, the usage of the strengths-based strategies build as well as posters hopes from within via the process of focusing as well as working with the prior successes. It facilitate change by assisting to look at and what has worked, what does not work and what might work presently, making it vital for the facilitators as well as those desiring change to be integrated to the said process of change (Brisbane Institute of Strengths Based Practice 2008).
Strength based human resource approach was derived from the positive psychology that concentrates on the strengths of the people rather that their weaknesses, and currently the said approach is gaining traction in the leadership circles. The said approach is opposite from the traditional psychology which focuses on the process of addressing a given problem, illness or even deficiency (Dempsey 2007).
The strengths-base approach was initiated by the Clifton Strengths Finder assessment tool from Gallup Consulting as well as the book Now, Discover Your Strengths by Marcus Buckingham and Donald O Clifton. The authors believe that people perform better when their jobs play to their strengths and when they love what they do. There are some organizations that profile the strengths of a role as well as hire people who have the said strengths and instead of correcting the weaknesses of the people that can be considered as demotivating, these organizations often develop the employees with accordance t their strengths. Thus, the said approach shows that it is better to tolerate the small imperfections and focus on what the person does well. Thus it focuses on the fact that high performance arises from a combination of being both competent at, and motivated by a given skill area
ut what does this mean. Well, in general term, the management of human resources is that organizational activity that allows a company to use people in an efficient way as to reach organizational and individual goals. Amongst the activities related to human resources we have: designing and analyzing job descriptions, planning how to use personnel, recruitment, selection and personnel orientation, consultancy offered to employees for the future of their personal career and even evaluating performances, relationships at the workplace, organizational communication, rewards and recognition for valuable employees, discipline, control together with safety and security and many other specific activities.
The management of human resources implies three main characteristics:
1. The management of human resource is oriented towards action. This means you don't need to file documents or create rules all the time. The management of human resources will look for solutions to employees' problems and help reach organizational goals in order to facilitate development and individual satisfaction.
2. Human resource management is oriented towards the individual. Every time it is possible, human resource management treats every employee as a particular individual and will offer services and programs meant to satisfy individual needs.
3. Human resource management is oriented towards the future. It is preoccupied with organizational objectives and it helps reach goals by developing competent and motivated employees.
Human resource management can and will try to comes with a more efficient organization activity. Let's analyze the following example: we have 2 teams of workers: A and B. The 2 teams are equal in terms of training, number of members and equipment. Each of the teams has to build a block of flats. Team A finishes in 12 months, exactly the period specified in the contract. Teams B finishes earlier, it takes them only 10 months. Which ones of the 2 teams strikes you as being more efficient? Let us continue with the example. Team A is able to get a new contract. Team B no longer exists because they have experienced some working accidents and most members have decided to quit. Now, which one of the 2 teams is more efficient? This example is looking to introduce 2 new concepts: team B is efficient, while team A is effective. Efficiency is equal to productivity and it is able to measure profit in money. Effectiveness, on the other hand is productivity plus satisfaction at the working place and it cannot always be measures in dollars.
RECRUITMENT:
Recruitment is defined as, “a process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient workforce.”
PURPOSE:
•Determine the present and future requirements of the organization
in conjunction with its personnel-planning and job-analysis activities.
•Increase the pool of job candidates at minimum cost.
•Help increase the success rate of the selection process by reducing
the number of visibly, under qualified or overqualified job applicants.
•Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
•Begin identifying and preparing potential job applicants who will be
appropriate candidates.
•Induct outsiders with a new perspective to lead the company.
•Infuse fresh blood at all levels of the organization.
•Develop an organizational culture that attracts competent people to
the company.
•Search for talent globally and not just within the company.
SOURCES OF RECRUITMENT:
The sources of recruitment may be broadly divided into two categories:
internal sources and external sources. Both have their own merits and
demerits.
Internal Sources:-
Persons who are already working in an organization constitute the ‘internal
sources’. Retrenched employees, retired employees, dependents of
deceased employees may also constitute the internal sources. Whenever
any vacancy arises, someone from within the organization is upgraded,
transferred, promoted or even demoted.
External Sources
External sources lie outside an organization. Here the organization can
have the services of:
(a) Employees working in other organizations;
(b)Jobs aspirants registered with employment exchanges;
(c) Students from reputed educational institutions;
(d) Candidates referred by unions, friends, relatives and existing employees;
(e) Candidates forwarded by search firms and contractors;
(f) Candidates responding to the advertisements, issued by the organization;
The company is headquartered in Santa Clara, California in the Silicon Valley. Founded in 1967 by Michael A. McNeilly and others, Applied Materials went public in 1972.
In 1993, the Applied Materials' Precision 5000 was inducted into the Smithsonian Institution's permanent collection of Information Age technology.[3]
Applied Materials creates and commercializes nanomanufacturing technology used in the production of semiconductor (integrated circuit) chips for electronic gear, flat panel displays for computers and television, glass coatings for homes and buildings, web (flexible substrate) coatings for industry and photovoltaic solar cells and modules using both thin film and crystalline (aka wafer or bulk) photovoltaic technology.
Applied Materials is also participating in the lighting industry through the European OPAL 2008 (Organic Phosphorescent lights for Applications in the Lighting market 2008) Program with the aim to develop a production technology for organic light-emitting diodes.
trengths Based Practices or SBPs concentrates on the inherent strengths of individuals, families groups as well as organization organizing and positioning and deploying the personal strength of the people in order to aid their recovery as well as empowerment. SBPs are considered as empowering substitutes or options to the traditional methods regarding individuals, group as well as organizational work. It also renounces from allowing crippling, labeling as well as stigmatized language. Thus, descriptions and pathology owned by the persons groups as well as organizations that suggest acceptance of their condition as hopeless or even helpless to change are constructively challenged by the help of SBPs. In addition, the usage of the strengths-based strategies build as well as posters hopes from within via the process of focusing as well as working with the prior successes. It facilitate change by assisting to look at and what has worked, what does not work and what might work presently, making it vital for the facilitators as well as those desiring change to be integrated to the said process of change (Brisbane Institute of Strengths Based Practice 2008).
Strength based human resource approach was derived from the positive psychology that concentrates on the strengths of the people rather that their weaknesses, and currently the said approach is gaining traction in the leadership circles. The said approach is opposite from the traditional psychology which focuses on the process of addressing a given problem, illness or even deficiency (Dempsey 2007).
The strengths-base approach was initiated by the Clifton Strengths Finder assessment tool from Gallup Consulting as well as the book Now, Discover Your Strengths by Marcus Buckingham and Donald O Clifton. The authors believe that people perform better when their jobs play to their strengths and when they love what they do. There are some organizations that profile the strengths of a role as well as hire people who have the said strengths and instead of correcting the weaknesses of the people that can be considered as demotivating, these organizations often develop the employees with accordance t their strengths. Thus, the said approach shows that it is better to tolerate the small imperfections and focus on what the person does well. Thus it focuses on the fact that high performance arises from a combination of being both competent at, and motivated by a given skill area
ut what does this mean. Well, in general term, the management of human resources is that organizational activity that allows a company to use people in an efficient way as to reach organizational and individual goals. Amongst the activities related to human resources we have: designing and analyzing job descriptions, planning how to use personnel, recruitment, selection and personnel orientation, consultancy offered to employees for the future of their personal career and even evaluating performances, relationships at the workplace, organizational communication, rewards and recognition for valuable employees, discipline, control together with safety and security and many other specific activities.
The management of human resources implies three main characteristics:
1. The management of human resource is oriented towards action. This means you don't need to file documents or create rules all the time. The management of human resources will look for solutions to employees' problems and help reach organizational goals in order to facilitate development and individual satisfaction.
2. Human resource management is oriented towards the individual. Every time it is possible, human resource management treats every employee as a particular individual and will offer services and programs meant to satisfy individual needs.
3. Human resource management is oriented towards the future. It is preoccupied with organizational objectives and it helps reach goals by developing competent and motivated employees.
Human resource management can and will try to comes with a more efficient organization activity. Let's analyze the following example: we have 2 teams of workers: A and B. The 2 teams are equal in terms of training, number of members and equipment. Each of the teams has to build a block of flats. Team A finishes in 12 months, exactly the period specified in the contract. Teams B finishes earlier, it takes them only 10 months. Which ones of the 2 teams strikes you as being more efficient? Let us continue with the example. Team A is able to get a new contract. Team B no longer exists because they have experienced some working accidents and most members have decided to quit. Now, which one of the 2 teams is more efficient? This example is looking to introduce 2 new concepts: team B is efficient, while team A is effective. Efficiency is equal to productivity and it is able to measure profit in money. Effectiveness, on the other hand is productivity plus satisfaction at the working place and it cannot always be measures in dollars.
RECRUITMENT:
Recruitment is defined as, “a process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient workforce.”
PURPOSE:
•Determine the present and future requirements of the organization
in conjunction with its personnel-planning and job-analysis activities.
•Increase the pool of job candidates at minimum cost.
•Help increase the success rate of the selection process by reducing
the number of visibly, under qualified or overqualified job applicants.
•Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
•Begin identifying and preparing potential job applicants who will be
appropriate candidates.
•Induct outsiders with a new perspective to lead the company.
•Infuse fresh blood at all levels of the organization.
•Develop an organizational culture that attracts competent people to
the company.
•Search for talent globally and not just within the company.
SOURCES OF RECRUITMENT:
The sources of recruitment may be broadly divided into two categories:
internal sources and external sources. Both have their own merits and
demerits.
Internal Sources:-
Persons who are already working in an organization constitute the ‘internal
sources’. Retrenched employees, retired employees, dependents of
deceased employees may also constitute the internal sources. Whenever
any vacancy arises, someone from within the organization is upgraded,
transferred, promoted or even demoted.
External Sources
External sources lie outside an organization. Here the organization can
have the services of:
(a) Employees working in other organizations;
(b)Jobs aspirants registered with employment exchanges;
(c) Students from reputed educational institutions;
(d) Candidates referred by unions, friends, relatives and existing employees;
(e) Candidates forwarded by search firms and contractors;
(f) Candidates responding to the advertisements, issued by the organization;