A success story as a teacher

Human resources is the set of individuals who make up the workforce of an organization,

business sector, or economy. "Human capital" is sometimes used synonymously with human

resources, although human capital typically refers to a more narrow view (i.e., the knowledge the

individuals embody and can contribute to an organization). Likewise, other terms sometimes

used include "manpower", "talent", "labour", or simply "people".

The professional discipline and business function that oversees an organization's human

resources is called human resource management (HRM, or simply HR).

Overview

The term in practice

From the corporate objective, employees have been traditionally viewed as assets to the

enterprise, whose value is enhanced by further learning and development, referred to as human

resource development. [1]Organizations will engage in a broad range of human resource

management practices to capitalize on those assets.

In governing human resources, three major trends are typically considered:

1. Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.

2. Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc.

3. Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

In regard to how individuals respond to the changes in a labour market, the following must be

1

A SUCCESS STORY AS A TEACHER:

: As I pen down to write my ‘success story as a teacher’ I want to dwell on two aspects –

‘success’ and ‘teacher’.

For me success is a journey and not a destination as Ben Sweetlands had perceived. In my life

too, I have

similarly perceived success as a journey and not a destination. This journey has been going on

for many

years and is still going without wanting to know its destination. Once I look for the destination

my success story will end and that is the reason I want it to go on.

Prior to charting out my career path others had discovered the ‘teacher’ in me. These ‘others’

were none other than my own teachers and my classmates .The former gave me the opportunity

to take the stage in my stride and voice my opinion fearlessly to the world in front of me. The

latter were ‘taught’ by me to make them understand better the subjects they lacked in

understanding.

But my interest lay elsewhere. My passion was to give vent to my creative side by joining

theatre. But destiny had some other story written for me and it landed me with a job as a teacher.

Prior to taking up my first task as teacher I apprised myself on two questions which I put to

myself. I asked myself what I ought to look for in the job – whether to what I get from it or to

what I become? I chose to look for answers to the latter.

As I focused on the query of what I was becoming as a teacher the path of success unfolded

itself. But since I was not looking for a destination my success story still continues to traverse

with me.

http://en.wikipedia.org/wiki/Workforce

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Business_sector

http://en.wikipedia.org/wiki/Economy

http://en.wikipedia.org/wiki/Human_capital

http://en.wikipedia.org/wiki/Human_resource_management

http://en.wikipedia.org/wiki/Human_resource_development


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http://en.wikipedia.org/wiki/Workplace_diversity

http://en.wikipedia.org/wiki/Baby-boomers

http://en.wikipedia.org/wiki/Skill

http://en.wiktionary.org/wiki/qualification

http://en.wikipedia.org/wiki/Labour_market








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I found that the more I gave, the more I got. This was not in terms of material gains which my

job as a teacher could offer to me but spiritual happiness. This I got when I interacted with my

students. Their thirst for knowledge, their enthusiastic responses, and their unconditional love

left me in a state of Nirvana. What the great seers attained after many years of hard penance I

achieved it in a say 45 or 35 minute interaction with my students. This experience itself is the

daily dose of my success story.

I had mentioned earlier that my passion was dramatics. At times this thought would make me

feel saddened but I did not wish this thought ever to take a toll on me as a teacher. Fortunately

for me I attended a workshop conducted by Barry John, a well known theatre director in Delhi.

In this workshop I discovered how a teacher could use skills in dramatics to teach History, which

coincidentally happened to be my subject. This workshop transformed my life. I took my passion

which I had thought

I had left behind and transplanted into my students lives. I directed a series of plays based on

historical topics and made the students sensitive to the past. Through dramatics I attached

imaginative wings to my students wherein they breathed like yesteryears historical characters. I

achieved what I always wanted to when I was taught History in the most dreary

and unimaginative manner in my school days. It was then that I had vowed to myself that if ever

I would take teaching as a profession.

I would take teaching of History to a new level. I said to myself that I would make students treat

the past not as a dead but a vibrant past by making them find close resemblance to their lives.

This promise I could keep intact by teaching History through play way method.

The above experience was a journey in itself. I got to relive my passion and the students got to

discover their talents. Some discovered great oratory skills, some found themselves as good

narrators and others got a chance to act out the historical characters be it Akbar or Ashoka. There

























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3

were others who found themselves engaged in writing scripts and some others who may not have

liked History lessons but enjoyed giving background scores for the plays on their keyboards. At

the end of the day our practice sessions made us bond with one another. The students started

imagining every event taught in the the class by placing themselves in the protagonists shoes.

What else I could have asked for if not for the smile of the students with my history lessons.

My goal as a teacher is to translate response into results. Some teachers teach for others to learn.

That is not me. Some teachers teach for others to accomplish. That is me. I would like to end by

sharing my secret recipe for my success story as teacher :

Project Outline

The concept that the whole is greater than the sum of its parts has been known from the time of

Aristotle and become a common phrase in English. The same concept might be stated in several

different ways and different authors might have something slightly different in mind when they

use the phrase.

The objective is to collect examples of the usage of this concept over the last 2000 years

including

-- person who used it

-- precisely form of expression

-- context or object of usage (what specific phenomenon was the author referring to)

-- explanation of why the concept applies in this context of in general

























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4

Research Information

THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS

S.No. Person who

used it

Form of

Expression

Object of Usage

(author referring

to)

Explanation

1.

Team

Dynamics,

Learning skills

Synergy

Activity:

Synergy = The

whole is greater

than the sum of

the parts.

Another way to

look at this is:

1+1=3.

The definition of

Synergy is “The

whole is greater

than the sum of the

parts.” Activity:

Behind this screen

I have 50 items that

I want you to view

for 35 seconds. Try

to memorize as

many items as you

can. I will bring

you up to view the

items in groups of

threes;

The synergy portion of the lesson

develops the concept of “the

whole is greater than the sum of

its parts” and power of teamwork.

The key is that people tend to

remember different items, so the

number is bound to increase,

proving the whole is greater than

the sum of the parts. At each step

the range of items will increase,

showing that as we work together

we increase our potential

(1+1=3).

2.

Dr. Alterwein Engaged In

Mind/Body

Techniques Of

The 'Whole'

If the whole is

greater than the

sum of its parts

One would think

the total to

somehow be more

than the sum of its

parts, or more than

Let’s take the auto. Each part,has

a function. Let’s give each part's

function a value of 'one.' Thus,

when all parts are combined, all

functions be combined together

























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Body To

Change

Various 'Parts'

Of The Body!

ten. This would be

like adding ten

'ones' together, and

instead of getting

ten, you would get

eleven or twelve or

more, well beyond

the logical addition

of mathematics.

to create a new function. Ten

functions, each with a value of

one, would therefore give a total

value of ten.

3. Gestalt

psychologists

‘”The whole is

greater than the

sum of its parts,”

Supply chains are

all around us.

They’re present in

product

manufacturing;

they’re visible in

the service

industry; and

they’re a

dominating

element of the

transportation

industry. When one

part of the supply

chain is missing or

disrupted, it can

affect the entire

process.

If an end product is made up of a

1,000 parts and only 999 are

available, that product is

incomplete - regardless of how

big or small the missing item may

be. When the Gestalt

psychologists first coined the

phrase, ‘”The whole is greater

than the sum of its parts,” they

may have overlooked its

application to an assembly or

production line.

























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4. Meyer Elkin

L.C.S.W.

THE WHOLE IS

GREATER

THAN THE

SUM OF ITS

PARTS.

An Integrative

Approach to

Divorce and

Family Law

Family Court Review

Vol. 29 Issue 1 Page 4 January

1991

5. Susanne

Goldstein

The Whole is

Greater than the

Sum of its Parts

Individual

commitment to a

group effort that is

what makes a team

work, a company

work, a society

work, a civilization

Quotes, The Social Age

6. Kevin Hinton

The whole is

greater than the

sum of its parts

The truth of the

matter is that all

traditional systems

in operation to-day

treat symptoms, ie

divide the body

into parts and then

try to put it back

together again.

The body is a unit – all parts

work for the benefit of the whole

7.

The Influence

of Gestalt

Psychologists

The whole is

greater than the

sum of its parts.

The law of

Pragnanz - Of

Perception - The

process of

organizing and

interpreting the

sensory

information to give

Gestalt Laws of Grouping

Proximity -

Objects near each

other tend to be

processed as a

























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7

several possible

configurations,

the one that will

occur is the

simplest and

most stable

shape. Gestalt

laws of

grouping.

it meaning. unit.

Similarity -

Objects similar to

each other tend to

be processed as a

unit.

Good continuation

- Objects arranged

in a straight line of

curve tend to be

seen as a unit.

Closure -

The whole is greater than the sum of its parts...or is it?

by Trent Bester

When a piece of plastic the size of a quarter can cause a multimillion-dollar operation to screech

to a halt, the importance of an effective, well-oiled supply chain becomes obvious.

If an end product is made up of a 1,000 parts and only 999 are available, that product is

incomplete - regardless of how big or small the missing item may be. When the Gestalt

psychologists first coined the phrase, ‘”The whole is greater than the sum of its parts,” they may

have overlooked its application to an assembly or production line.


















http://www.mnp.ca/contact/personnel/trent-bester








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8

Supply Chain Management: How it Really Works

Trent Bester and Pradeep Narayanaswamy encounter this kind of challenge in their work every

day. Trent is vice president of MNP’s management consulting team, while Pradeep is a senior

MNP manager specializing in supply chain management.

“When you come right down to it, supply chain management is about getting the right things, in

the right place at the right time,” says Trent. “Running out of materials is a common problem,

and can end up costing companies days or even weeks of production time.”

Trent and Pradeep specialize in helping companies understand how the integrated parts of their

companies interact to create a finished product or service. They work to create equilibrium

among cost, quality, and delivery to keep business operations flowing smoothly and efficiently.

Trent believes many of us have a misconception that supply chain management is all about

saving money. “In reality, it’s about balancing all aspects of the supply chain and ensuring all

affected parties are in consensus.”

That fact was particularly evident when Trent and Pradeep were advising a major construction

company in B.C. on supply chain issues. The pair discovered the client’s primary challenge was

not keeping costs down; a scarcity of labour and materials were a much greater challenge.

“Construction couldn’t even begin if materials and workers weren’t available in the first place,

regardless of what they might cost,” explains Pradeep. He and Trent worked with the company,

its suppliers and employees to devise a long-term plan to secure access to the limited resources.

Competing priorities are another common challenge in effective supply chain management.

Workers on a production line want parts to be readily available at all times; marketing wants the

























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9

highest quality products with the most attractive finish; and finance wants it all at the lowest

price. Trent and Pradeep work with clients to assess these needs and develop a plan that manages

competing interests while ensuring the company attains maximum profitability.

“Usually with even a simple assessment and analysis, we can guarantee a 10 per cent cost

savings or increase in process improvement,” says Pradeep.

The Case of Excess Inventory

One of Trent’s favourite cases involves a client that manufactured movable office walls adorned

with expensive handles. The company culture was very customer-centric; the CEO demanded his

customers got exactly what they wanted as quickly as possible.

If his customers weren’t happy, the CEO wasn’t happy, which trickled down to the production

line. To avoid running out of inventory, production floor staff ordered large quantities of door

fixtures. This led to significant capital being tied-up in inventory – and the company losing

money.

When Trent suggested the company contact their supplier to see any of the unused door fixtures

could be returned, they learned a valuable lesson. The supplier asked the company to let them

know how much inventory they had; the supplier would then let them know how much they

could take back. When the company provided its final number, the supplier exclaimed, “You

have more inventory in storage than we do!”

Tailoring Your Technology

























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10

When asked whether new technologies or software can increase supply chain efficiencies, Trent

and Pradeep are matter-of-fact. “Technology is certainly a part of supply chain management, but

it’s secondary in importance; it’s an enabler,” affirms Pradeep.

Despite being advocates of logistics management software like ORACLE, Trent and Pradeep

both stress the importance of having a strategy to tailor technology to your particular needs

before investing in potentially expensive software that may not solve the problem.

To illustrate the point, Pradeep explains that if he gave someone Microsoft Word and told them

to write a novel, few would be able to complete the task.

“The person would need to have the skills and intelligence to write in the first place. The

software is simply something that lets them do what they already know how to do.”

The same is true with logistics software; software will enable you to do what your business

already does well. Although it can render your processes more efficient, a strategic plan has to be

in place before implementation.

It’s All About the Sum of our Parts

Supply chains are all around us. They’re present in product manufacturing; they’re visible in the

service industry; and they’re a dominating element of the transportation industry. When one part

of the supply chain is missing or disrupted, it can affect the entire process.

So, the next time you ponder the saying that a whole is greater than the sum of its parts, think

about what it would be like to try driving your car without the steering wheel. It reminds us all

that the whole really is as great as the sum of its parts.

























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11

By Trent Bester, Vice President of Management Consulting. For more information on supply

chain management, please contact your local MNP advisor, or Trent at 1.877.688.8408.

What does the phrase The whole is greater than the sum of its parts

mean? In: Science, Math and Arithmetic, Human Resources [Edit categories]

Answer:

A crushed car is still "the sum of its parts", and it doesn't consume much gas, but it neither rolls

nor provide any utility except as scrap. "The whole" implies an order or arrangement, whcih

cannot be applied to single atoms.

Water and a handful of dirt cannot paint a work of art, compose a song, or generate another

"summation" of water and handful of dirt to do the same.

An iron atom is not a bridge, but lots of iron atoms can be.

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ORGANIZATION AND COMPONENTS OF

ORGANIZATION

Human Resource Management


















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12

inShare

ORGANIZATION AND COMPONENTS OF ORGANIZATION

After studying this chapter, students should be able to understand the concepts about:

Organization Components of an Organization

LESSON OVERVIEW This lecture discusses the organization, its types, and the components of

organization. An organization is a managed system designed and operated to achieve a specific

set of objectives. We will also discuss the components of an organization. Remember Managers

operate in organizations.

A. Organization

An organization is not a random group of people who come together by chance. They

consciously and formally establish it to accomplish certain goals that its members would be

unable to reach individually. A What i Or zati

What i Or zati

manager’s job is to achieve high performance relative to the organization’s objectives. For

example, a business organization has objectives to (1) make a profit (2) furnish its customers

with goods and services; (3) provide an income for its employees; and


















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13

(4) increase the level of satisfaction for everyone involved. An organization is a social entity,

which is goal orients and deliberately structured. Organizations are not functioning in isolated

but are linked to external

7

dynamic environment. Virtually all organization combines

(1) Raw material,

(2) Capital and

(3) labor & knowledge to produce Goods and Services.

Types of organization

a) Formal: The part of the organization that has legitimacy and official recognition.

b) Informal: The unofficial part of the organization.

B. Components of Organization:

1. Task

2. People

3. Structure

























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4. Technology

1. Task: This component can be defined as a mission or purpose of the existence of Organization’s

basic systems view organization. Every organization is having a purpose of existence that is

accomplished by producing certain goods and services as an output, which is termed as task.

2. People: The workforce or human part of organization that performs different operations in the

organization.

Feedback loops

1. Structure: Structure is the basic arrangement of people in the organization.

2. Technology: The intellectual and mechanical processes used by an organization to transform

inputs into products or services.

























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Systematic Approach to Management

A system is an entity with a purpose that has interdependent parts. The systems approach

suggests viewing the organization as a system. All systems have four basic characteristics: 1)

they operate within an environment; 2) they are composed of building blocks called elements,

components, or subsystems; 3) they have a central purpose against which the organization’s

efforts and subsystems can be evaluated; and 4) essential systems thinking places focus on the

interrelatedness among the subsystems and its environment. Systematic management emphasized

internal operations because managers were concerned primarily with meeting the explosive

growth in demand brought about by the Industrial Revolution. In addition, managers were free to

focus on internal issues of efficiency, in part because the government did not constrain business

practices significantly. Finally, labor was poorly organized. As a result, many managers were

oriented more toward things than toward people. The influence of the systematic management

approach is clear in the following description of one organization’s attempt to control its

workers.

Open versus Closed Systems

A closed system does not interact with the outside environment. Although few systems actually

take this form, some of the classical approaches treated organizations as closed systems. The

























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16

assumption was that if managers improve internal processes, the organization would succeed.

Clearly, however, all organizations are open systems, dependent on inputs from the outside

world, such as raw materials, human resources, and capital, and output to the outside world that

meet the market’s needs for goods and services. Above figure illustrates the open-system

perspective. The organizational system requires inputs, which the organization transforms into

outputs, which are received by the external environment. The environment reacts to these outputs

through a feedback loop, which then becomes an input for the next cycle of the system. The

process continues to repeat itself for the life of the system. As above Figure shows, a system is a

set of interdependent parts that processes inputs (such as raw materials) into outputs (products).

Business inputs typically known as resources include human, physical, financial etc resources.

Most businesses use a variety of human, financial, physical, and informational resources.

Manager’s function is to transform these resources into the outputs of the business. Goods and

services are the outputs of the business. Some of the major components of the external

environment include customers, competitors, suppliers, and investors.

Efficiency and Effectiveness

The closed-system focus of the classical theorists emphasized the internal efficiency of the

organization; that is, these perspectives addressed only improvements to the transformation

process. Efficiency is the ratio of outputs to inputs. Systems theory highlights another important

dimension for managers: effectiveness. Effectiveness is the degree to which the organization’s

outputs correspond to the needs and wants of the external environment. The external

environment includes groups such as customers, suppliers, competitors, and regulatory agencies.

Even a firm that has mastered Taylor’s scientific management techniques and become extremely

efficient is vulnerable if, it does not consider the effectiveness of its output

Subsystem

























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Systems theory also emphasizes that an organization is one level in a series of subsystems. For

instance, Pakistan Air force is a subsystem of our defense industry and the flight crews are a

subsystem of Pakistan Air force. Again, systems theory points out that each subsystem is a

component of the whole and is interdependent with other subsystems.

Synergy

Systems theory also popularized the concept of synergy, which states that the whole is greater

than the sum of its parts. For example, 3M have applied its core technology of adhesives to many

products, from industrial sealers to Post-it notes. 3M has not had to start from scratch with each

product; its adhesives expertise provides synergies across products.

Human Relation Approach

Another approach to management, human relations, developed during the early 1930s. This

approach aimed at understanding how psychological and social processes interact with work

situation to influence performance. Human relations were the first major approach to emphasize

informal work relationships and worker satisfaction. This approach owes much to other major

schools of thought.

The Hawthorne Studies

Western Electric Company, a manufacturer of communications equipment, hired a team of

Harvard researchers led by Elton Mayo and Fritz Roethlisberger. They were to investigate the

influence of physical working conditions on workers’ productivity and efficiency in one of the

company’s factories outside Chicago. This research project, known as the Hawthorne Studies

provided some of the most interesting and controversial results in the history of management.

The Hawthorne Studies were a series of experiments conducted from 1924 to 1932. During the

























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18

first stage of the project (the Illumination Experiments), various working conditions, particularly

the lighting in the factory, were altered to determine the effects of these changes on productivity.

The researchers found no systematic relationship between the factory lighting and production

levels. In some cases, productivity continued to increase even when the illumination was reduced

to the level of moonlight. The researchers concluded that the workers performed and reacted

differently because the researchers were observing them. This reaction is known as the

Hawthorne Effect. This conclusion led the researchers to believe productivity may be affected

more by psychological and social factors than by physical or objective influences. With this

thought in mind, they initiated the other four stages of the project. During these stages, the

researchers performed various work group experiments and had extensive interviews with

employees. Mayo and his team eventually concluded that the informal work group influenced

productivity and employee behavior.

The Human Relations Viewpoint

Human relations proponents argued that managers should stress primarily employee welfare,

motivation, and communication. They believed social needs had precedence over economic

needs. Therefore, management must gain the cooperation of the group and promote job

satisfaction and group norms consistent with the goals of the organization. Another noted

contributor to the field of human relations was Abraham Maslow. In 1943, Maslow suggested

that humans have five levels of needs. The most basic needs are the physical needs for food,

water, and shelter; the most advanced need is for self-actualization, or personal fulfillment.

Maslow argued that people try to satisfy their lower level needs and then progress upward to the

higher-level needs. Managers can facilitate this process and achieve organizational goals by

removing obstacles and encouraging behaviors that satisfy people’s needs and organizational

goals simultaneously. Although the human relations approach generated research into leadership,

job attitudes, and group dynamics, it drew heavy criticism. Critics believed the philosophy, while

scientific management overemphasized the economic and formal aspects of the workplace;

























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human relations ignored the more rational side of the worker and the important characteristics of

the formal organization. However, human relations were a significant step in the development of

management thought, because it prompted managers and researchers to consider the

psychological and social factors that influence performance.

The Challenges of today’s organization

Organizations are facing different challenges in today’s environment like:

Technology Only 20 years ago, few workers used fax machines or e-mail, and computers

occupied entire rooms, not desktops. Advances in information and communication technology

have permanently altered the workplace by changing the way

Diverse Workforce

A diverse workforce refers to two or more groups, each of whose members are identifiable and

distinguishable based on demographic or other characteristics like gender, age group, education

etc. Several barriers in dealing with diversity include stereotyping, prejudice, ethnocentrism,

discrimination, tokenism, and gender-role stereotypes.

Multiple Stakeholders

Stakeholders are those who have interests in the organization. Multiple stakeholders for an

organization include the customers, suppliers, consumers, investors, lenders, etc.

Responsiveness

























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An organization has to be responsive to the challenges and threats that it faces from within the

internal or external environment. It requires quick responsiveness to meet the challenges and

opportunities arising out of these changes.

Rapid Changes

Due to changing internal and external environment, rapid changes in the organization occur.

Organization has to be flexible to adjust to those changes.

Globalization

Managers are faced with a myriad of challenges due to an array of environmental factors when

doing business abroad. These managers must effectively plan, organize, lead, control, and

manage cultural differences to be successful globally.

Key Terms Diverse Workforce: A diverse workforce refers to two or more groups, each of

whose members are identifiable and distinguishable. Effectiveness: A measure of the

appropriateness of the goals chosen (are these the right goals?), and

the degree to which they are achieved.

Efficiency: Efficiency is the ratio of outputs to inputs.

Organization: Organization is a managed system designed and operated to achieve a specific set

of

objectives.

























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Stakeholders: Stakeholders are those who have interests in the organization

Structure: Structure is the basic arrangement of people in the organization.

Synergy: This concept states that the whole is greater than the sum of its parts.

System: A system is an entity with a purpose that has interdependent parts.

Task: This component can be defined as a mission or purpose of the existence of

organization.
















