The Life Of Edvard Grieg Music Essay

The Life Of Edvard Grieg Music Essay When thinking of the great musical traditions that abound in Europe, it could probably be expected that the main influential cultures that have contributed to these musical traditions are the Germans, Italians, French, and English. From Bach to Brahms and everyone in between, these four cultures seemed to have generated the greatest of composers. Thus, it wouldnt be expected that a man from Norway, a country not at all noted for their musical prowess or persuasion, would produce a composer of the highest quality. But from Norway, a man named Edvard Grieg proved that other parts and cultures of Europe could also fashion composers of the highest quality and contribute to Europes great musical traditions. Born on June 15, 1843, Edvard Grieg was born into a successful merchant family who traded dried fish and lobster across the North Sea. His father helped run the family business and his mother was regarded as the best piano teacher in their hometown of Bergen. Since he was not the eldest son, he had the ability to pursue his interests in music and not worry about carrying on the family business as much as his older brother did. From early on, he displayed much interest in music, with his mother teaching him to play the piano from age six. Grieg would explore different tunes on his own for hours on the piano, though not always the most disciplined of students. He much preferred exploring and improvising his own sounds on the instrument than sticking to the regimented piano method set by his mother. However, despite the certain amount of reluctance, he excelled in his music studies and continued on the path that he was truly destined to become an artist. Studying music may have been a chore for the young musician, but he had a greater disdain for his other studies in school. When he was ten years old, Grieg was enrolled at the Tanks School, one of the leading schools at the time with strict and demanding expectations. He would try to find any and every excuse to avoid going to school. During the summer, the family would go to their estate far out in the countryside, which made the daily travel to school even farther. Grieg would sometimes also have to trek in rainy weather, something that he learned to embrace rather than dislike. Students who showed up wet to class were often dismissed so they could return home to change. Its been said that Grieg, in an attempt to avoid school, would sometimes stand under a gutter so as to become much more wet in a lot less time. The trick initially proved effective until the teacher realized that one student was always more wet than the others especially when there hardly was any rain. Generally, his grades were less than satisfactory. However, when the teacher had asked one time who had composed a work called Requiem, the young Grieg immediately answered, Mozart. The class was astounded that this student, who rarely spoke up in class, knew the answer that no one else even heard of, earning him the nickname Mosak. It was obvious where his interests were. At the familys countryside estate during the summer of 1858, Grieg met the Norwegian violin virtuoso Ole Bull, who was close friends and actually a relative by marriage to Griegs parents. During the visit, Grieg performed for the violinist which included some pieces the young composer wrote. At the conclusion of the performance, Ole Bulls expression turned serious and went to speak with Griegs parents. When he returned, Ole Bull was thrilled to announce to Grieg that his parents agreed to allow the youngster to attend the Leipzig Conservatory. This moment, Grieg later recalled, was the single most important event in his life. In the autumn of 1858, Edvard Grieg, then only 15 years old, ended his education in Norway and went to the Leipzig Conservatory in Germany to study music. The Conservatory was founded in 1843 by Felix Mendelsohn, and was reckoned to be the best and most modern conservatory in Europe. Even though Grieg had always aspired to become an artist, he had to adapt to this new environment especially coming from a small city like Bergen to a European metropolis with narrow streets, tall buildings and crowds of people. Due to homesickness and language-problems, Grieg initially had some difficulties adjusting to his new home, but eventually, he became very comfortable in this new place. His teachers were among the most eminent in Europe: Ignaz Moscheles in piano (also the director of the Conservatory at the time), Carl Reinecke in composition, and Moritz Hauptmann, whom Edvard Grieg had the greatest respect for. During his stay in Leipzig, Edvard Grieg came in contact with the best of Europes music traditions. He first studied the works of Mozart and Beethoven, but also the compositions of contemporary composers such as Mendelsohn, Schumann, and Wagner. Grieg enjoyed the numerous concerts and recitals given in Leipzig. He disliked the discipline of the Conservatory course of study, yet he still achieved very good grades in most areas, an exception being the organ, which was mandatory for piano students. In the spring of 1860, he contracted pleuritt, a form of tuberculosis, which affected him for the rest of his life. His left lung collapsed, which made his back bend and greatly reduced his lung-capacity. Nevertheless, the following year, on August 18, 1861, he made his debut as a concert pianist, in Karlshamn, Sweden. He graduated from the Conservatory with excellent marks in 1862 and left as a full-fledged musician and composer. His first concert after graduating was held in his home town of Bergen, which included a performance of Beethovens Pathà ©tique Sonata. Among other works performed at this concert was his String Quartet in D-minor, a work that has disappeared without a trace. Griegs goal was to compose Norwegian music, but as a realist, he knew that he had to go abroad to get in contact with an environment that could aide him in developing as a composer. In the years up to 1866, Grieg lived in Copenhagen, Denmark, the only Scandinavian city with a rich cultural life on an international level, leaving it only to make brief study trips. In Copenhagen, there were other composers like Niels W. Gade, Emil Hornemann, Winding, and Mathison-Hansen. Probably the most inspirational to Grieg was Niels W. Gade. After having composed his only piano sonata and his first violin sonata, he took them to Gade for his opinion. Its been said that when Gade was really inspired, he drank great amounts of water. That day, the old maestro emptied four huge decanters. Gade encouraged Grieg to compose a symphony. The work was performed several times, but Grieg later refused to acknowledge it. Never to be performed, were the words he wrote on the score. However, it eventually was rediscovered in the twentieth century and performed again, and it was even recorded. This fruit of Griegs early years was certainly nothing to be ashamed of, and it provides todays listeners with a broader view of the composers artistic and musical development. The symphony displays Griegs considerable technical skill, and new works naturally poured forth from his creativity. Griegs style was based on the German romantic tradition of music, but eventually, national awareness developed within him, coupled with a growing need to create a typical Norwegian style of music. This further developed through his friendships and discussions with other young composers from Norway. While in Copenhagen, Grieg met another Norwegian composer named Rikard Nordraak, who had a huge impact on Griegs evolution towards becoming a composer of Norwegian music. Nordraak is probably best remembered as being the composer of Norways national anthem. As a composer, he had not attained Griegs level, but he had strong views on how to create music based on the old folk melodies. Even though Grieg was the one with the most solid background from a Conservatory, he looked up to Nordraak as his idol. Nordraaks enthusiasm for everything Norwegian was passed on to Grieg. Grieg later said about Nordraak: He opened my eyes for the importance in music that isnt music. Nordraak died in 1866, and Grieg composed a funeral march in his honor. Grieg met several other people in Copenhagen that became his lifelong friends, the most important being his first cousin, Nina Hagerup. They had grown up together in Bergen, but Nina moved with her family to Copenhagen when she was eight years. Nina was an excellent pianist, but it was her beautiful voice that truly captivated Grieg. Ninas mother was an instructor at the theatre and may perhaps be one of the reasons why Nina became famous for the interpretation and performance of texts instead of being purely technical. The couple fell in love and was secretly engaged in 1864. This engagement was not well received by either family. Griegs father warned his son against the commitments of starting a family. He felt Grieg couldnt support a wife and family when his income came from conducting, performing, and composing. Ninas mother was much harsher. She said Grieg had nothing, cannot do anything, and makes music nobody cares to listen to. In the spring of 1865, they officially announced their engagement, and on this occasion, Grieg presented to his fiancà ©e four songs he composed for her with texts by their good friend, Hans Christian Andersen (Melodies of the Heart, Op. 5). In spite of the true love between Edvard and Nina, both of their parents were not present at the couples wedding on the June 11, 1867. The Griegs went from Copenhagen to Kristiania (known today as Oslo) in order to participate in the building of a Norwegian environment for music in the Norwegian capital. During this time, Grieg was influenced by the composer Otto Winter-Hjelm. Winter-Hjelm saw clearly how the elements of folk music could be used to create a national type of music along more impressive lines. Another influential composer was Ludvig Mathias Lindeman, whose collection of Norwegian folk melodies formed an important basis for Griegs further development. Later, Grieg went in search of folk music in its native environment. The written notes of folk music could not reproduce the special atmosphere and the almost magical rhythms and harmonies that the folk musicians created live from their instruments. Their time in Kristiania (known today as Oslo) also became a period of hard labor, both concerning the establishing of a Norwegian musical life and concerning their daily income. The familys income came from the various jobs Grieg took as a conductor and piano teacher. Also, their daughter Alexandra was born on the April 10, 1868. The same year, Grieg composed his brilliant Piano Concerto in A Minor, during a stay in Denmark. With the passing of time, the Piano Concerto has become almost synonymous with Norway. It has become part of the piano music repertoire and is frequently performed throughout the world. The concerto has the ability to call to mind strong associations with Norway in both performers and the audience. Though patterned to some extent on European models, Grieg has succeeded in bringing these together with elements of Norwegian folk music and his own personal conceptions of Norwegian nature and the Norwegian character. His musical style has become identical to the Norwegian intonation. This masterpiece became Griegs final breakthrough as a composer, and after this performance, he was considered as one of the greatest composers in his time. The concerto was first performed in the Casino Theater in Copenhagen on April 3, 1869, with Edmund Neupert as pianist and Holger Simon Pauli as conductor. Grieg himself was unable to be there due to conducting commitments in Kristiania. The joy of the success as a composer was short-lived when on May 21, 1869, their daughter Alexandra died from meningitis while visiting their family in Bergen. The fact that they no longer had a child could be the main reason why Edvard and Nina did not become a normal couple. Instead, they ended up as a two artists that travelled around Europe without a stable home. This situation became more apparent in 1875 when Griegs parents died. They now did not even have a home in Bergen to return to. In addition to this, Grieg felt that he had stagnated artistically. The situation reached a critical point in 1883 when Grieg left his wife. It was Griegs friend, Frants Beyer, who persuaded Grieg to reconcile with Nina, and they went to Rome in order to start the reconciling process. Frants Beyer also convinced Grieg that he needed a stable home, something to come home to after long tours abroad. Beyer helped Grieg to buy a place at Hop, in the outskirts of his hometown Bergen, and in 1885, Edv ard and Nina Grieg moved into their villa at Troldhaugen. In 1868, Franz Liszt, who had not yet met Grieg, wrote a testimonial for him to the Norwegian Ministry of Education, which led to Grieg obtaining a travel grant. The two men met in Rome in 1870. On Griegs first visit, they went over Griegs Violin Sonata No. 1, which Liszt immensely enjoyed. On his second visit, in April, Grieg brought with him the manuscript of his Piano Concerto, which Liszt proceeded to sightread (including the orchestral arrangement). Liszts rendition impressed his audience, although Grieg gently pointed out to him that he played the first movement too quickly. Liszt also gave Grieg some advice on orchestration, for example, to give the melody of the second theme in the first movement to a solo trumpet. His encounter with Franz Liszt and the artistic circles in Rome gave him fresh inspiration and self-confidence. Fired with new energy and enthusiasm he returned to Kristiania in 1870, where he initiated a productive cooperation with Bjornstjerne Bjornson, who for many years had been waiting for a composer that could write Norwegian music brought life his poems and dramas. In 1871, the poem Before a Southern Convent (for soprano, contralto, ladies choir and orchestra) was the first fruit of this collaboration. Inspired by its success, Bjornson, in the same year, started on the dramatic poem Bergliot, which, with its rugged realism, inspired Grieg to attempt a far more daring musical language than previously. In the spring of 1872, Bjornson and Grieg presented the result of yet another cooperation, the scenic drama Sigurd Jorsalfar. The conscious search for national roots and identity in Nordic antiquity was continued in Olav Trygvason. The idea was to create a monumental musical drama, but Bjornson never completed more than the first three acts. The work remained a fragment, but Griegs music gives us some idea of what a magnificent national opera, and as well as perhaps a major opera composer, were lost. The project was abandoned, but Griegs dramatic talents were put to a new test when the playwright, Henrik Ibsen, asked him to write the incidental music to the play Peer Gynt. Edvard Grieg met Henrik Ibsen for the first time in Rome in 1866. Ibsen immediately felt that Edvard Grieg was an artist with unusual musical and intellectual capacities. He and Grieg had the same views on Ibsens famous drama Brand. This was one of the reasons Grieg was chosen when in 1874, Ibsen planned a staging of of the story of Peer Gynt with music. Grieg accepted the task and started immediately with great enthusiasm. But setting music to Peer Gynt was not as easy as he had thought it would be. On the February 24, 1876, the play was performed for the first time in the Kristiania Theater in Oslo and was an immediate success. Alongside the work with Peer Gynt, Grieg also set music to six poems by Ibsen (Op. 25). In 1888 and in 1893, Grieg published respectively the Peer Gynt Suite I and II, which contained the most popular melodies from the play Peer Gynt. These two suites are among the most played orchestral pieces in our time. Griegs later life brought him fame. In 1874, the Norwegian government awarded him a pension, and he could support himself without needing to teach or to conduct. He returned to his home town of Bergen. The framework now seemed ideal for a productive period in his life. Instead, it was a time of both personal and artistic crisis. A period of depression, and Griegs struggle to overcome it led, nevertheless, to the creation of profound and gripping works of a high quality. The ambitious Ballad in G minor for piano and string quartet reflects the turmoil in his soul and his struggle to perfect both form and content. On his many journeys in Europe, he met, and became a good friend of, other composers like Peter Tchaikovsky, Johannes Brahms, Franz Liszt, Frederic Delius, Camille Saint-Saens, Julius Rà ¶ntgen, Edward MacDowell, and more. He influenced other composers, such as Bela Bartok, Maurice Ravel, and Claude Debussy. In the spring 1903, Grieg made nine 78-rpm gramophone recordings of his piano music in Paris, which are still accessible today. Grieg also help to create live-recording player piano music rolls for the Welte-Mignon reproducing system, all of which survive today and can be heard. In 1906, he met the composer and pianist Percy Grainger in London. Grainger was a great admirer of Griegs music and a strong empathy was quickly established. In a 1907 interview, Grieg stated: I have written Norwegian Peasant Dances that no one in my country can play, and here comes this Australian who plays them as they ought to be played! He is a genius that we Scandinavians cannot do other than love. One September 4, 1907, at the age of 64 years old, Edvard Grieg died in Bergen after a long period of illness. His final words were said to be, Well, if it must be so. The funeral drew between 30,000 and 40,000 people out on the streets of his home town to honor him. Following his wish, his own Funeral March in memory of Rikard Nordraak was played in an orchestration by his friend Johan Halvorsen. In addition, the Funeral March movement from Chopins Piano Sonata No. 2 was played. His and his wifes ashes are entombed in a mountain crypt near his house, Troldhaugen. Griegs piano works are incredible teaching literature, and had maintained their prominent place in piano teaching throughout the entire first half of the 20th century. The encounter with Grieg for piano students can prove to be a strong and intense experience because to them, Griegs music is a new musical discovery. At Troldhaugen, a concert hall and museum was constructed in the composers honor. In the course of a single morning during the summer months, as many as 4,000 people from all over the world come to Troldhaugen, brought here by the desire to experience the music of Norways greatest composer. Concert performances of Griegs music have become an important part of Troldhaugen museums offerings to the public. The music of Grieg continues to captivate and inspire listeners around the world. His music has been infused in popular culture as well as in classical music halls. His unique blend of Norwegian folk song with the broader musical styles of Europe creates melodies and harmonies unlikely any other. Indeed, from Norway, a man named Edvard Grieg proved that other parts and cultures of Europe could in fact fashion composers of the highest quality. He truly was a composer of the highest quality and a first-class musician, forever to be remembered.

Calorimetry Lab

Which foods have the most calories? Hypothesis: If we burn the food then the heating released will be measured as calories because the energy stored Inside Is released as heat and light. Parts of the experiment Control Group-water Experimental Group- different foods Independent variable- Type of food Dependent Variable- temperature of water Controlled variables- water temperature of unheated water Materials Stirring Rod, Beaker, ring clamp, evaporating disk, matches, crackers, marshmallows Analysis Questions 1 . Which foods gave off the most calories/gram?Marshmallows 2. Which foods gave off the least calories/gram? The chips give off the least, when they were burned we realized they had the least. 3. How do these results compare with your prediction? The result are somewhat like my prediction, I predicted that when the food is burned it will release heat and light.I liked this lab because it's a way to figure UT certain things within food substances. I probably would not take the ti me out to try it out at home, but I did like the lab. Despite us being very careful with trying to make everything accurate I don't think everything was so accurate. However scientists do this all the time to fugue out the calories of foods, so it is still a legit experiment. The temperatures did not change drastically it was mostly around 4 or 4. 5 degrees Celsius. Citation Mar. 2013. Web. 14 May 2014. Http://www. Chem†¦ Davidson. Deed/vice/calorimeter/ heatcapacityofcalorimeter. HTML

Human Resource Planning National University Of Sciences & Technology

HUMAN RESOURCE PLANNING NATIONAL UNIVERSITY OF SCIENCES & TECHNOLOGY, PAKISTAN ARQUM NAVEED Abstract Human Resource Planning (HRP) is a difficult topic to discuss, particularly at the time of increasingly disruptive business environments causing far more disturbance, which increase the tension between the need for planning and the difficulties of prediction. Although a difficult subject, the underlying purpose is straightforward, HRP is referring with having the right people at right place and with right skills.The intensions of this document are to check the nature of, and to what extent companies are able to manage this complexity. For this document, different firms have been used in order to identify if there are any firm-specific differences regarding HRP traditions. Results from our investigation of the studied firms shows that the degree of stability in their respective firms, in terms of employee turnover and economical fluctuations, clearly affects the way in which they appro ach HRP. Key-words Human Resource Management, Strategic Planning, Human Resource Planning. 1.Introduction Organizations are under increasing pressure to find ways to implement their strategies in a fast changing business environment, in which planning lifecycles tend to shrink to reduce the ‘time-to-market’ intervals. At the same time, organizations are putting more and more emphasis on adjusting the organization and employees in their attempt to achieve business goals . â€Å"HRP is usually seen as an essential feature of the ideal-type model of human resource management, even if it does not always appear to be given high priority in practiceâ€Å"(Rothwell, 1995).The issue of efficient planning for people was brought up before the introduction of human resource management. One possible explanation was presented by Storey (1995), who presents that as the developing business environment forces organizations to plan effectively and efficiently for the people resources, the rapid changes in the business environment also makes it difficult for organizations to plan with accuracy. In the light of this we want to investigate to what extent organizations plan for HR in today’s business environment. 2. Human Resource Planning – Concept ClarificationAs in many areas of personnel management, there is confusion about the precise meanings of the terms used to describe the human resource planning functions. According to Taylor (1998), â€Å"The main distinction is between those who see the term ‘human resource planning’ as having broadly the same meaning as the longer established terms ‘workforce planning’ and ‘manpower planning,’ and those who believe ‘human resource planning’ to represent something rather different. † According to Bramham (1994), â€Å"There is a big distinction between the two terms.He argues that ‘manpower planning’ is essentially quantitative in natu re and is concerned with forecasting the demand and supply of labour, while ‘human resource planning’ has a far wider meaning, including plans made across the whole range of personnel and development activity. These activities include soft issues such as motivation, employee attitudes and organizational culture. † The opposite opinion is that, the term ‘human resource planning’ is simply a more modern and gender-neutral term with essentially the same meaning as ‘manpower planning. Both are concerned with looking ahead and using systematic techniques to assess the extent to which an organization will be able to meet its requirements for labour in the future (Taylor, 1998). They are thus undertaken in order to assess whether an organization is likely to have ‘the right people, with the right skills, in the right places at the right time’ (Ibid). According to this definition, human resource planning is a relatively specialized sub-disc ipline within the general activity undertaken by personnel managers. There are different views of the specific meaning of HRP.We argue that it is more than a quantitative approach, as we believe that issues such as employee retention, attitudes and motivation are essential features for having the right people, with the right skills, in the right places at the right time. Thus, we agree with Bramhams’s view that HRP has a wider meaning, encompassing â€Å"soft† HR issues and it is the one that is accepted for the purpose of this text. 3. The Evolution of HRP Since the origins of the modern industrial organization, human resource planning has been a management function (Walker, 1980).Division of labour, specialization, organization of management into levels, work simplification, and application of standards for selecting employees and measuring their performance were all principles applied early in industrial management (Ibid). Planning for the staffing of work to be don e is not something that has become popular in recent years. This is something that has grown to become what it is today. The relatively sophisticated techniques available to management today are outcomes of a long period of evolution in practices, which started decades ago with simple, pragmatic, short term planning.The techniques used by management tended to fit contemporary conditions and events (Storey, 1995). During the first part of the 20th century, for example, the focus in manpower planning was upon the hourly production worker. The aim of improving efficiency through work engineering and early industrial psychology applications was consistent with the need to improve productivity and introduce greater objectivity to personnel practices (Ling, 1965; Merril, 1959; Yoder; 1952). During the Second World War and the post war years, the focus intensified on employee productivity.There was also greater concern regarding the availability of competent managerial personnel, as there was a talent shortage in combination with significant demand for goods and services. New technologies and interests in behavioral aspects of work also added complexities to the manpower planning task. In the 1960’s the demand for high talent personnel increased due to high technology programmers, rapid corporate expansion and diversification. In order to handle this increase, manpower planning practices were focused on balancing supply with demand, particularly demand for managerial, professional and technical personnel.According to textbooks written during the later part of the 1960’s, manpower planning was viewed as a system linking the organization with its environment (Patten, 1969; Vetter, 1967). Walker (1980) argues that the most common view of manpower planning at that time, which also dominated the literature until the 80s, was that â€Å"companies forecast their needs for manpower into the future, forecast their internal labour supply for meeting these needs, and identify the gaps between what will be needed and what will be available. Further, manpower planners develop plans for recruiting, selecting and placing new employees, provide for training and development and anticipate necessary promotions and transfers (Burack et al, 1972; Geisler, 1967; Henemann et al, 1968; Wikstrom, 1971). The 70s came with new legislation, court decisions and governmental regulations. Management attention then turned to affirmative action planning and other aspects of compliance. While many companies adopted the techniques that had been introduced by leading companies during the previous decades, ther experimented with new tools such as career planning, activity analysis, and reshaping of work (Walker, 1980). The majority of companies, however, were mainly concerned about the compliance with the significant new regulations governing discrimination, safety and pensions. Generally, it was an unsettled decade, during which managers had to deal with the energ y crisis, uncertain costs and profits, the slowing of business expansion and the increased concern regarding women’s liberation and reverse discrimination (Bramham, 1994).However, according to Bramham, it was during this time or decade that â€Å"manpower planning† was broadly being termed â€Å"human resource† planning and became widely established as a staff activity in major business and governmental organizations (Ibid). The term â€Å"human resource planning† implied a scope broader than just supply-demand balancing or quantitative forecasting. Human resource planning shifted focus from being a quantitative approach, although recognizing its importance, to a more comprehensive view of the process encompassing both needs forecasting and program forecasting (Ibid).During the 80s and early 90s, human resource management researchers and professionals tended to place greater emphasis on employee attitudes and on the development of personnel strategies to search for the enhancement of positive employee feelings and commitment (Zeffane and Mayo, 1994). Generally, these strategies lacked sufficient concentration on the need to control the flow of personnel within and across organizational boundaries (Walker, 1989). According to Richards-Carpenter (1989), this meant that human resource planning took a backward step in priority placing within the overall human resource management system.However, due to the increasingly uncertain socio-economic climate during the 90s, it was anticipated that the HRP function was to become the focal activity, as it was increasingly becoming an essential function across the organization (Zeffane and Mayo, 1994). Damm and Tengbland (2000) argue that in the future, the role of the HR personnel is to provide and develop an attractive organizational environment in which the individual feels inspired to grow and develop his/her competence.Furthermore, they say that individual organizations will not necessarily b e responsible for the individuals’ competence development; it is rather the individuals’ responsibility to make sure that they develop their competencies in order to attract future employment relationships. The ultimate situation is when the individual feels that the organization provides the best resources available in order for them to grow and develop their competencies.Damm and Tengblad also argue that two very important future working areas, for individually focused personnel work, will be guidance consulting and employee brooking. There will be a need for people who work with professional career service to assist the individuals with their career planning if the individual will be responsible for their own careers. In a labour market that is increasingly characterized by time limit employment rather than life long contracts, there will be a constant requirement to link competence demand with competence supply.The employee brokers can assist in the process of iden tifying the different potentials and overlapping between demands since they have a better overview than the individuals have. This could mean that it will still be necessary with employees working with personnel-related questions; however, much of the â€Å"strategic personnel work† will not be as important since individuals will be responsible for their own competence development (Damm and Tengblad, 2000). 4. The Contemporary Purpose of HRPThe effective HRP can help anticipate potential future difficulties while there is still a choice of action. Forward planning should enable the organization to develop effective personnel strategies related to such activities as recruitment and selection, training and retraining, management development and career progression, transfers and redeployment, early retirements, salary levels, anticipated redundancies, and accommodation requirements. Bramham (1987) presents a more detailed view of six basic objectives, which are quite similar to those mentioned by Mullins (1996) that is thought to onstitute the purpose of HRP. The first objective and a major purpose behind the use of HRP is to give an organization a broad, forward-looking insight into not just the number of employees, but also the type, skills, and attributes of the people that will be needed in the future. HRP provides the information on which recruiters base their activities and it reveals what gaps there are between the demand for and supply of people with particular skills (Bramham, 1987; Storey, 1995; Mullins, 1996).The second objective aims to reveal what training and development activities need to be undertaken to ensure that existing employees and new recruits possess the required skills at the right time. The longer and more specialized the training is, the more significant accurate HRP is to the organization’s effective operation (Bramham, 1987). Manpower costing is listed as the third objective and explains how HRP assists in cost reductio n by aiming to work out in advance how organizational operations can be staffed most efficiently.This is of even more importance when new ventures or projects are considered because it provides information on which to base vital decisions (Bramham, 1987). The fourth objective presented by Bramham (1987) is redundancy. HRP is an important tool in the anticipation of future redundancies and therefore allows remedial action to be taken, such as recruitment freezes, retraining, and early retirements so as to reduce the numbers involved. Another advantage associated with HRP, presented as the fifth objective, is collective bargaining.In organizations with a strong trade union presence, HRP provides important information for use in the bargaining process. It is particularly significant when long-term deals are being negotiated to improve productivity and efficiency. In such situations, the information provided by HR forecasts enables calculations to be made concerning how great an increas e in pay or how great a reduction in hours might be conceded in exchange for more productive working methods and processes (Bramham, 1987).The sixth and last objective presented as a purpose of HRP deals with the planning of accommodations, such as future need for office space, car parking, and other workplace facilities. Such considerations are of great importance, especially to organizations expecting fast expansion or contraction of key operations. As with the other five objectives described above, HRP also here aims at controlling costs over the long term by forecasting the future (Bramham, 1987). 5. External and Internal Influences on HRP 5. 1External Influences on HRPA lot of things have changed from when HRP first gained widespread popularity. The stability of the smooth sailing years, as Champ (1995) refers to the age of US corporate domination between 1948 and 1973 is gone. Today’s dynamic environment, filled with global competition and business discontinuities, defi ne the arena in which HRP must flourish. The need for analysis of changing scenarios, therefore, has to be an integral part of the HRP process (Rothwell 1995). The first step in HRP is usually the â€Å"environmental† scan.If this review has not already been carried out in some depth as part of the formulation of corporate strategy, consideration of critical trends may be a major contribution, which the HRM function can make to the organization (Institute of Personnel Management 1992). The growing internationalization of business in the face of changing patterns of world trade, the emergence of new competitors and new markets and changes in the older industrialized countries, all have some impact on the labour markets of even the smallest firm trading in national market (Taylor, 1998).Most larger and medium-sized companies are, however, likely to be trading internationally (Rothwell 1995) in some way and will need to understand the labour markets in those countries, if they a re to recruit staff abroad or if they expect to send their own staff to work there. The whole issue of international management development has major implications for strategic planning and for human resource forecasting and implementation. Evidence so far suggests that there are many inadequacies in both planning and implementation of management mobility, and that there is a widespread reliance on ad hoc use of expatriate managers (Ibid. 995). International and political issues are clearly closely linked, the move towards greater European unity, the unification of East and West Germany, the opening of Eastern Europe, The World Trade Centre bombings etc. , are just a few examples of events with implications for business planning. The political complexion of a government tends to affect the type of economic policy in place, the attitude to full employment, trade union and employee rights, as well as the level of support for private or public sector enterprises.External political fact ors, especially the broader social and regulatory legacies of industrial relations, provide a socio-political context in which managerial strategies have had to develop, and by which they have been conditioned (Lucio and Simpson 1992). At a time of economic recession in particular, the costs of worker protection policies can be very costly for companies. An awareness of population trends is critical in understanding labour markets, and national population statistics are readily available.Rothwell further states that planning to take account of demographic trends is not often done early enough. Also, a lack of advance planning tends to increase labour costs, as firms have to increase wages and salaries in order to retain staff or poach them from other firms. Public policy emphasis on training, the co-ordination of a plethora of national vocational qualifications, and the setting of national education training targets all mean that some aspects of estimating external competence supply will be improved.Data on graduate qualifications are readily available, but interpreting likely trends in supply and demand is complex (Pike et al. 1992). Demand-side factors stem mainly from business strategy, but need to take account of other skills that may be needed; for example in physical environmental awareness and the implications for products or processes and energy use; or in marketing, in concepts of relational marketing, customer education and general supply chain management. If mergers or acquisitions are expected, is new expertise needed to handle that?Or if organization structures are changing to create flatter organizations or new internationalized business market divisions, are there skills available in managing networks, managing projects or managing cross-culturally? Firms that use competence-mapping techniques may be able to provide data relevant to HRP, but where these activities are done by different people and/or at different locations, such linkage cannot be made (Rothwell, 1995). Consumer attitudes tend to be surveyed more regularly than those of employees, but shifts in employee preferences are perceptible, often on a generation basis.The generation of people born in the 70s and 80s are more individualistic, less likely to accept authority, expecting to have a say and be given a choice, and also to be putting more emphasis on quality of leisure and family life. The priority perks for those in work are those related to health and to education and training. Employees are also less likely to remain with one employer. These attitudes are found particularly among â€Å"knowledge-workers†, and may be modified over-time by experience of recession and widespread white-collar unemployment (Rothwell, 1995).If a major difference between HRP and manpower planning lies in its emphasis on motivating people (Bramham 1989), understanding the starting point and The incorporation of both individual and organizational needs is therefore the majo r challenge for HR planners and should be reflected in the application of the planning process to the ways in which people are employed (Ferner and Colling 1991) 5. 2Internal Influences on HRP Zeffane and Mayo (1994) argue that in the context of the supply-demand equation, a range of internal factors require consideration for the purpose of evaluating existing (or anticipated) supply from within the organization.The supply side issues that HRP should address include the organization’s policy on growth from within or by means of outside recruitment; the policy on pay and remuneration, and the organization’s view on employee development. In this context, the conventional human resource plans take into consideration a series of supply side statistics, such as company growth, the age distribution of employees, skill levels, turnover ratios and the overall profile/distribution of employment across job categories.Zeffane and Mayo (1994) further state that among all these, ag e and retirement are emerging as important considerations in workforce planning in the current socio-economic climate. These factors (i. e. age and retirement) are strongly related in the sense that retirement takes place on the attainment of a certain age. Catering for age is necessary and is becoming increasingly the subject of a more elaborate mathematical modeling for workforce (Mohapatra et al. 1990). The more contemporary approaches to HRP need to consider current (and anticipated/future) changes in the make-up and aspirations of the workforce.Long-term macro-level forecasts seem to suggest that people in the future will have even greater desire for self-development and discovery (Taylor, 1998). These aspirations may trigger requirements for changes in existing corporate structures and management systems. As a result, human resource professionals and their organizations may capitalize on the advantage of potential employees who may be creative and self-motivated, but they will also face the problem of developing an environment that will attract and hold such individuals (Taylor 1998). 6.Different Types of Human Resource Planning 6. 1Succession Planning One adaptation of traditional HRP that takes place mostly in larger organizations is the development of a succession planning function. Storey (1995) argues that chief executives often see this function as the major rational for any form of HRP. While in some organizations it may be focused mainly on the few top positions, the need to consider at least a five-year-period can mean that it becomes a more significant operation, and eventually drives a whole management recruitment and development programme.According to Taylor (1998), succession planners are mainly interested in ensuring that their employer has enough individuals with the right abilities, skills and experience to promote into key senior jobs, as they become vacant. According to Jackson and Schuler (1990), succession planning differs from tradit ional HRP in the sense that the succession planning process covers a narrower group of employees but does so with a higher degree of intensity. As succession plans concern relatively few employees, they can be considerably more sophisticated the time span is also longer than that of traditional HRP.Succession plans often involve forecasting and planning the progress of individuals 20 years ahead or more (Walker, 1992, Storey, 1995). Storey (1995) argues that succession planning is most often associated with hierarchical organizations in which individuals develop careers by moving upwards and sideways over a number of years as they acquire the required skills and experience. The aim of this is to ensure that enough individuals with the potential to succeed to senior positions are available when an appointment needs to be made.Rothwell (1994) states that three candidates are typically identified for each senior post: one who is ready now and could succeed immediately if necessary; one who will be ready, if needed, in two or three years’ time and one who will be ready in five years’ time. Taylor (1998) comments, in addition, succession planners have an input into decisions about the numbers of graduates that are employed on graduate training programmers’ each year. In technical terms, succession planning involves collecting and manipulating data about individuals and tracking their performance and progress as they move from job to job over a period of time. . 2Career Planning This type of HRP is by some viewed as a more fashionable term to use than succession planning and ostensibly is more individually focused (Storey, 1995). Furthermore, like succession planning, broadly interpreted, it requires an understanding of processes that can integrate an individual’s characteristics and preferences with the implications of: organizational culture, values and style, business strategy and direction, organizational structure and change, reward systems, training and development system, appraisal and promotion systems.According to Taylor (1998), career planning emphasizes much more on the individual’s responsibility for his/her own career development. ‘Mentoring’ and ‘coaching’ systems, whether formal or informal, may be introduced to assist in this. Storey (1995) argues that common problems associated with this kind of planning are related to key people leaving, or to managers’ lack of broad experience. The requirements of different types of organizations (static; fast growing; international etc. ) for detailed planning clearly vary (Ibid).Storey further states that the need for creating ‘bridges’ between different occupations and for the identification of ‘development positions’, are both significant techniques in career planning. The predominant influence of this type of planning is that of the organization’s needs, as interpreted by particular mana gers, at certain phases of its development and it is said that career planning may be interpreted very differently by those who experience it (Storey, 1995). Storey continues to say that the ‘myths’ of the organization in this sense may also be significant: â€Å"those who decode them appropriately are those who obtain advancement. 6. 3Contingency Planning Contingency planning is seldom given any attention by authors within the HR field, but according to Taylor (1998), it can be seen as an approach that is almost universally applicable. Contingency planning involves planning possible responses to a variety of potential environmental scenarios, and the result is that HRP effectively switches from being a reactive process undertaken in order to assist the organization in achieving its aims. Taylor further argues that it becomes a proactive process undertaken prior to the formulation of wider organizational objectives and strategies.The main purpose of contingency plannin g in the HR field is the provision of information on which decisions about the future directions the organization takes are made (Taylor, 1998). 6. 4Competency Planning Another adaptation of traditional HRP is skills planning and is, according to Speechly (1994), particularly appropriate in situations where there is a variety of different methods by which employee needs can be met. The basic principle of this method is to shift away from a focus on planning for people and instead concentrate mainly on skills.Taylor (1998) argues that instead of forecasting the future supply of and demand for employees, skills planning involves predicting what competencies will be needed one to five years ahead, hence, leaving open the question of the form in which these will be obtained. Further, skills-based plans incorporate the possibility that skills needs are to be met either wholly or partially through the employment of short-term employees, outside consultants, as well as by permanent members of staff (Taylor, 1998). . 5Soft Human Resource Planning There has been some disagreement in the literature over the term ‘soft human resource planning’ and its perceived meaning (Taylor, 1998). Marchington and Wilkinson (1996) give one broad definition as being ‘synonymous with the whole subject of human resource management. ’ Torrington and Hall (1995) have a narrower definition involving planning to meet ‘soft’ HR goals – particularly cultural and behavioral objectives.Torrington and Hall also use the label to give meaning to a distinct range of HR activities which are similar to hard HRP in approach, but with a focus on forecasting the likely supply and demand for particular attitudes and behaviors rather than people and skills. According to Taylor (1998) soft HRP can thus be seen as a broadening of the objectives associated with the traditional approaches of HRP. Soft HRP accepts that for organizations to succeed in the current env ironment they need more than the right people in the right place at the right time.In order to contribute to the creation of a successful organizational culture, they also need to make sure that people have an appropriate outlook and set of attitudes. Further, even more essentially argued by Taylor, by undertaking systematic soft HRP Organizations will be alert to long-term shifts in attitudes to work among the Labour force in general, allowing them to build these considerations into their general planning processes. Such issues are not taken into account by traditional HRP according to Taylor (1998). . Conclusions Regardless of the organizational size and industry the underlying motive behind HRP is to have the right people, with the right skills, in the right places, at the right time. However, the ways to realize this motive do differ from one organization to another depending on the individual prerequisites. This could be illustrated by breaking down the motive, where finding th e right people, with the right skills is the essential condition for having them at the right place, at the right time.In times of organizational growth or downsizing organizations naturally focus on hiring or retaining the right people with the right skills. However, organizations with a modest employee turnover can focus more on having the people in the right place i. e. concentrating more on making sure that the existing workforce is utilized in the optimal way. While there are different prerequisites between organizations, determining their approach to plan, we can also see a general change affecting the ability for all organizations to plan.Historically, there has been turbulence in the business environment such as technological developments and erratic economic fluctuations, however it is not these factors per se that has caused the change today, but rather the speeds in which discontinuities occur. This is made evident by the fact that companies no longer plan in the same way as they did ten to fifteen years ago when the more static conditions allowed the organizations to plan with more accuracy.Today organizations do not plan more than three years ahead and the plans are revised both annually and quarterly. This development has put the organizations in a dilemma; the greater the need for planning the more difficult it becomes to plan. In the light of this, some theorists question planning since it is virtually impossible to foresee changes with any accuracy. However, this view appears to have little, if any relevance among the organizations, where planning is viewed as a less formal process.The common understanding among the companies is that it is impossible to follow a plan rigorously but they still plan. From this we draw the conclusion that planning is more than just forecasting the future, it is rather the planning process itself that adds value to the organization. By incorporating plans made across the whole range of personnel and development ac tivity the organization becomes more alert to changes and prepares itself for future discontinuities regardless of their nature, thus admitting that change will occur is more important than foreseeing the future.Organizations that embrace this way of thinking plan to a greater extent than in the past in the way that it involves a broader definition of HRP, incorporating not only quantitative measures but also soft issues. However, the fact is that environments vary across industries, organizations and over time. Some organizations occasionally experience disruption. But at the same time others are experiencing relative stability. Thus, organizations are very much influenced by their individual prerequisites limiting their abilities to plan to the extent as described above.Two findings concerning HRP seems to distinguish themselves, firstly we can see a general change among all companies in the way they plan for HR, secondly HRP is still very much based on individual prerequisites. 8 . Analysis Human resource planning is probably one of the most critical elements in linking the work of the human resources function to the business goals of the company. It is important to recognize that certain aspects of human resource management tend to have potentially high strategic consequences.Especially in the areas of policy development and implementation it is obvious and difficult to refute advice that effective human resource policies require human resource planning, which in turn, requires effective integration with an organization’s strategic planning process. It is evident that human resources planning are becoming more and more important in business circles. Because business profits are squeezed by inflation and a weakened economy, management is also concerned with personnel costs and is seeking to achieve increased output with the same or fewer staff.During our research we have found evidence supporting the above statement, where organizations with a high em ployee turnover tend to focus on the planning for supply and demand of HR, while organizations with low employee turnover lean more towards internal issues of HRP. Logically counting heads becomes more important in times of growth or downsizing, thus the nature of the HRP shifts towards a quantitative approach. Consequently organizations experiencing more stable periods can focus on softer HRP, i. e. concentrating on the creation of an environment that stimulates personal development and motivation among the employees.Our impression during the research is that all companies have the intention to focus more on internal HRP, thus companies do not decide to be either quantitative or qualitative in their approach, and it is rather a natural selection based on the individual prerequisites. However, we can see a risk with not having a balanced view in terms of external and internal HRP. Among the companies with an explicit internal focus there is a lack of attention for external developme nts and trends, thus we can see an inherent risk of becoming â€Å"fat and happy† which in turn requires reactive actions in times of major change.References †¢ Beer, S. (1972). Brain of the Firm, New York, Herder and Herder. †¢ Beer, S. (1974). Designing Freedom. Toronto: CSC Publications. †¢ Bell, D. J. 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A Research on The Civil Rights Movement - 1448 Words

Research Paper My research topic is about the Civil Rights Movement (Martin Luther King Jr. Vs Malcolm X) and will be focusing on two important icons that have an important part of African American History. I am going to further discuss in this research paper, â€Å"What were the views of Martin Luther King. Jr and Malcolm X during the Civil Rights movement? What were their goals and methods to achieve equality and peace?† Both leaders wanted to unite the black race with the white race and achieve equal rights. Martin Luther King. Jr and Malcolm X were both very powerful and influential leaders with different views and approaches to solving the issue of racism and equality.Starting off with some background information, Martin Luther King Jr. was born on January 15th, 1929 in the Atlanta hospital. He was the son of the rich, well respected minister and was loved by his family and community very much. 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