Short Story The Cat ! - 1794 Words

â€Å"The cat! The cat! Its a success! The cat came back! I got it all on video! It’s all taped!† I screamed as I ran through the hallway of SF Enterprises. Running through the hallway I felt like Archimedes finding out about water displacement. Except I wasn’t naked when I was running through the hallway. Atleast I hope not, let me check, yep im good. Finally, My co-worker Steve stopped me near the elevator and said in an alarmed voice â€Å"What happened Eddie? What did you find out?† I exclaimed with excitement â€Å"The cat he,he,he went through the time machine! And, and, and he came back!!!!!!!† â€Å"What cat?† Steve asked. And me being in my ecstatic mood totally forgot that this project was supposed to be top secret till it works perfectly with no†¦show more content†¦So i quickly saved everything and put everything in a secure location, then rushed out the door at 7:45. And, considering the bar was across town there was no time to stop by the house to change because they re on opposite sides of the city. So, I stopped at the closest convenience store and bought toothpaste and brush, and deodorant to freshen up a little before I go. When i got to the bar there were a few more people there then I expected, but that was alright because Steve was right I need to take my mind off things before I become insane. The night was fun we all had a good time drinking and watching the football game. But, when I woke up this morning I could just tell that it wouldn t be my day. I got to work about 30 minutes late because I couldn’t find my car keys. Only to realize they were in my pant pockets, and how they got there I have no clue. When i arrived at my lab i found the cat, he was laying on the ground wheezing. So I quickly ran tests on the cat to see what the problem was. The cat had signs of tuberculosis which was eradicated in small animals many years ago. But, I kept running tests only to find out that t he cat had a disease that we never discovered. I am guessing that it came from the dinosaur era. The only way I can find this out is to watch the video. But the video... Its gone.. Where did it go! This can’t be I just had it on my desk

Obesity as a Disease Essay - 1334 Words

Abstract As a health care professional it is our position statement that obesity should be considered as a disease. Overweight and obese adults are considered at risk for developing diseases such as type II diabetes, hypertension, high blood cholesterol, coronary heart disease, and certain type of cancers. An average of 300,000 deaths is associated with obesity and the total economic cost of obesity in U.S. was about $ 117 billion in 2000. As health care professionals it is our responsibility to increase public awareness of health consequences of over weight and obesity. Obesity as a disease: Obesity fits all the definitions of ‘disease’, that is, interruption in bodily function. II.nbsp;nbsp;nbsp;nbsp;nbsp;Position Statement†¦show more content†¦The National Institutes of Health Guidelines summarizes that overweight and obese adults with a BMI of 25 are considered at risk for developing diseases such as type II diabetes, hypertension, high blood cholesterol, coronary heart disease, and some type of cancers. Individuals with a BMI of 25 to 29.9 are considered overweight, while individuals with a BMI gt;30 are considered obese [1]. a.nbsp;nbsp;nbsp;nbsp;nbsp;Obesity and Type II Diabetes: A research done by Amy Weinstein et al. states that physical activity and BMI are independent predictors of type II diabetes. It further adds that degree of association of BMI is much more then physical activity. The research was done on forty thousand women with a follow up for seven years [2]. b.nbsp;nbsp;nbsp;nbsp;nbsp;Obesity and Cardiovascular Diseases [CVD]: Strong relationship has been observed between obesity and heart related diseases. Researches confirm that weight gain increases blood pressure in obese and overweight hypertensive and nonhypertensive individuals. Weight gain has shown to increase serum triglycerides, blood cholesterol level, and low-density lipoprotein (LDL) also called bad cholesterol. Weight gain is also related to decreased high-density lipoprotein (HDL) also known as good cholesterol [1]. c.nbsp;nbsp;nbsp;nbsp;nbsp;Obesity and Respiratory function: A study from England concluded that abdominalShow MoreRelatedObesity : The Disease Of Obesity Essay1374 Words   |  6 PagesMore than 93 million Americans are affected by the disease of obesity (Obesity Action-Brochure). There are many ways to approach this disease, such as weight loss surgery, also known as bariatric surgery, or diet and exercise plans. Doctors and insurance companies have different requirements that the patient must meet in order for the surgery to take place. Obesity is a condition characterized by the excessive accumulation and storage of fat in the body. There is a difference between being overweightRead MoreObesity : A Disease?1223 Words   |  5 Pages126 12 February 2017 Obesity, A Disease Per the Eunice Kennedy Shriver National Institute of Child Health and Human Development, more than 35 percent of American adults are obese, more than 34 percent is overweight, and 17 percent of the children from the United States are affected by obesity. Most people disregard the fact that Obesity is a known disease that affects our future and youth, but unlike most people I would rather save this human from their disease, by telling them they are unhealthyRead MoreIs Obesity a Disease?994 Words   |  4 PagesIs Obesity a Disease? After a long day of work or school, we have the choice to prepare ourselves a healthy meal or to get something quick and easy from the drive-through or a quick microwaveable dinner. 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I am going to examineRead MoreObesity Is A Disease?1410 Words   |  6 PagesHolly Elliott ENC 1101-13186 16 December 2015 Obesity Is a Disease About one-hundred million people in America are diagnosed with obesity every year, that’s one third of our population (Carson-Dewitt, Davidson, Atkins)! Obesity should be taken seriously because, it may cause permanent damage for us in the future. Many researchers have preformed various tests to prove that obesity is a disease. According to the Merriam-Webster dictionary, a disease is an illness that affects a person, animal, orRead MoreObesity Is A Disease?1263 Words   |  6 PagesObesity is a disease. There is no way around that but how can America s Society help? How can someone prevent this? How can this disease be cured? Do you schools play an important role in a child’s health? Even though someone may not seem obese they are and doctors and scientist have came up with the BMI scale to prove it. Someone can be very fit by playing sports and working out everyday but if their height and weight don’t meet at the appropriate spot on the chart then they are co nsidered obeseRead MoreObesity Is Not A Disease1182 Words   |  5 PagesObesity has been measured or defined in various ways. Many researchers have differing opinions on the origins and effects of obesity. The rapidly increasing rates of obesity are often linked to a high calorie diet and little to no physical activity. Although obesity is seen as a disease that affects a person’s weight, it actually affects a lot more than that. Obesity can affect individuals in both adolescence and adulthood, their families, and the healthcare system. From an outside viewpoint, obesityRead MoreObesity And Obesity Related Diseases Essay1706 Words   |  7 PagesChildhood obesity has become staggering in the United States. Children are considered obese if they have thirty percent amount of body fat or more and is measured by body mass index (BMI). Body mass index conveys the correlation of body weight to height. If a child’s BMI is at or exceeding over the 95th percentile, meaning if their body mass index is greater than 95% of other children that are the same sex and age, they are obese. Doctor Jeffrey Levi, an executive director of the Trust for America’sRead MoreObesity And Obesity Related Diseases896 Words   |  4 PagesObesity is primarily measured in body mass index or BMI, a BMI over 30 is considered obese. Until recently, there has been a steady rise of the obesity prevalence over the last three decades. The American taxpayers and the medical community face a huge challenge with regards to the 34.9% of adults and 16.9% of children who struggle with obesity (Ogden, Carroll, Kit, Flegal, 2014). Even with the prevalence of obesity remaining flat, morbid obesity, a BMI of over 40 has increased by two to threeRead MoreObesity : Disease Associated With Obesity Essay887 Words   |  4 Pages1. List all of the diseases noted by the movie that is associated with obesity. To receive credit, this must be a complete list. The diseases associated with obesity are the following: Heart disease, Strokes, high blood pressure, Diabetes, asthma, some cancers, Gallbladder disease, Osteoarthritis, Gout, and Breathing problems such as sleep apnea. 2. Pick one in particular disease noted, and expand on it. Do the research and give etiology, signs, and symptoms. Also, list any treatments that are commonly

Business Plan for Early Childhood Development Free Essays

string(26) " young people and approx\." Business Plan of Early Childhood Development Center in Gilgit Balistan Glowing Pearl Education Center (GPEC) Prepared By: Muniba Islam (Registration No. 55093) Najumus Sehar (Registration No. 55226) Kanwal Gill (Registration No. We will write a custom essay sample on Business Plan for Early Childhood Development or any similar topic only for you Order Now 54468) Contents AKNOWLEGMENT3 EXECUTIVE SUMMARY4 INTERNAL RESOURCE ANALYSIS5 ?Resources5 ?Capabilities7 EXTERNAL ENVIRONMENT ANALYSIS8 1. 1. GENERAL ENVIRONMENT ANALYSIS8 a. Demographics8 b. Economic Segment9 c. Socio Culture Segment10 d. Environmental Segment18 1. 2. INDUSTRY ENVIRONMENT ANALYSIS19 . 3. C OMPETITOR E NVIRONMENT A NALYSIS28 AKNOWLEGMENT Firstly we would thank Allah for giving us the opportunity and the resources to be able to do something productive with our lives. Without His blessings we would not have been able to come as far as we have. Then our sincere thanks to SIR ADNAN ANWAR helping us throughout this report. His guidelines have been very useful for us in preparing this report. This report would not have been possible without his cooperation and continuous direction. I would like to express my gratitude to my facilitator SIR ADNAN ANWAR whose continuous encouragement and support to solve the case. This report has enabled us to apply all that we studied in class and gave us the chance to enhance our knowledge. EXECUTIVE SUMMARY This project involves establishing a Montessori school in big cities of GILGAT BALISTAN, starting classes from early childhood development to Class I. The target market of this school is children, 0 – 6 years of age, belonging to the middle income group and also target working woman. The school will provide quality education starting at the primary level charging an affordable fee. The school will practice advanced educational procedures – teaching an extensive curriculum and using modern teaching methodology in sync with international standards. Qualified and experienced faculty will be hired. The school will have sophisticated infrastructural facilities, spacious classrooms, and wide-ranging learning material from books to toys for a good educational experience. Schools with high reputation have a stringent admission selection process, for which, Montessori schools provide the necessary training. This has given rise to high demand for Montessori school systems that can prepare children for admission to reputable Primary schools. With the growing population and a limited number of schools, establishment of elementary schools has become a requirement for necessary educational training starting at an early age. The total project cost for setting up this school is estimated at Rs. illion out of which the Capital Cost is estimated at Rs. 2. 0 million. The overall proposed capacity of the school is 300 students. Each class level from Early Childhood development (ECD) – Class I has two to four sections. The maximum number of enrollments per class is limited to 20 students from ECD till KG II and 30 students for class I. The proposed building will be acquired by own, covering an approximately area of building is 500 SQM to accommodate the pr oposed student strength. INTERNAL RESOURCE ANALYSIS * Resources Tangible Resources| Resource| Description| Source| | LAND| 500 Square Yard| OWN| BUILDING | 10 Bed room house| OWN| INITIAL WORKING CAPITAL| Rs. 2. 0 Million| SAVING| IT- EQUIPMENT| 5 LAPTOPS, Audio Music accessories| OWN| ECD REQUIRED MATERIAL| Chairs, tables, book storage, carpets, cribs, Block play accessories, Strollers and other ECD required materials| OWN| Intangible Resources| Resource| Description| | HUMAN CAPITAL RESOURCE| * Expertise in early childhood development and Montessori directors (best knowledge in children psychology). Expertise of different area like MBA – Education Leadership, MBA HRM, MBA-Marketing * Knowledge of local business environments (specially small and medium business)| INNOVATION RESOURCE| * Innovative ideas to analyze business requirements with specialized software tools * Variety of ideas to develop complex business software * Innovative ideas to educational products| REPUTATIONAL RESOURCE| Reputation for exceptional customer/ parents * Having good reputation w ith educational services due to affordable cost. Reputation with universities * Good reputation with educational institutes and teachers training and management institutes for competent young graduates resources for cheap source of input Reputation with universities * Good reputation in educational industry| TRAINING RESOURCE| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management| * Capabilities Functional Area| Resources| Capabilities| | PROJECT FEASIBILITY| Montessori directors and educational professional / ECD required materials / Computer equipment and building| Business plan for early childhood development center and its impact on into children development center’s profitability| REQUIRED EDUCATIONAL STAFF | Montessori directors and educational professional / Innovative resources/ ECD required materials / Computer equipment’s| Art of translating business requirements into children development center for maximum customer/ parents satisfaction| MARKETING| Marketers| Promoting and marketing children development center and also promotes the teacher training program | TEACHER TRAINING PROGRAM| Training professionals| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Financial management * Excellent Relationship with parents and children| EXTERNAL ENVIRONMENT ANALYSIS 2. 1. GENERAL ENVIRONMENT ANALYSIS a. Demogr aphics Population by Age Groups ; Pakistan Projection (000s)| AGE GROUP 2005 2010 2015 2020 2025 2030 | TOTAL M+F 155,772 173,383 192,262 211,397 229,377 246,272| MALES 0? 4 9,562 11,886 12,429 12,711 12,350 12,062| 5? 9 10,047 9,287 11,631 12,205 12,513 12,180| 10? 4 10,130 9,936 9,210 11,554 12,133 12,446| 15? 19 9,897 10,047 9,878 9,161 11,503 12,084| 20? 24 7,885 9,767 9,958 9,801 9,089 11,428| 25? 29 6,240 7,729 9,655 9,859 9,706 9,001| 30? 34 5,077 6,099 7,627 9,555 9,763 9,617| 35? 39 4,460 4,957 6,008 7,536 ,459 9,673| 40? 44 4,042 4,349 4,869 5,919 7,440 9,354| 45? 49 3,465 3,926 4,249 4,770 5,812 7,320| 50? 54 2,796 3,331 3,795 4,120 4,637 5,664| 55? 59 2,035 2,633 3,155 3,609 3,932 4,440| 60? 64 1,543 1,854 2,416 2,911 3,346 3,662| 65? 9 1,199 1,341 1,625 2,133 2,587 2,992| 70? 74 841 973 1,100 1,346 1,782 2,179| 75+ 921 1,077 1,271 1,482 1,796 2,315| TOTAL 80,140 89,190 98,874 108,670 117,849 126,417| Source: World Bank’s World Development Indicators (WDI) databas e| * Age structure * 0-14 years:  35. 4% (male 34,093,853/female 32,278,462) * 6. 5% population lies in the age group of 0-5yrs * 15-64 years:  60. % (male 58,401,016/female 54,671,873)   * 65 years and over:  4. 2% (male 3,739,647/female 4,157,870) Interpretation: * 60% of population falls under age of 35 means large market of young people and approx. You read "Business Plan for Early Childhood Development" in category "Essay examples" 36% teen-ager have niche market for childhood development center. * Males and females constitutes around 51%, 49 % of the population respectively. * Population is migration from rural areas to urban to seek better economic opportunities. * Population growth rate is 1. 57% per year. b. Economic Segment Interpretations: * Inflation is the major factor of weak economic condition of Pakistan * Due to high discount rate local investment has been educed to around 50% * Government borrowing from private sector has created the liquidity crunch in the financial sector * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. * Due to week investment in large sector SME sector is growing at rapid pace * GDP growth at around 2. 4 % due to devastating flood c. Socio Culture Segment Interpretations: * Pakistan is the 10th largest country in the world according to the size of the labor force * In 200809, the estimated labor force grew by 3. % * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Population is migration from rural areas to urban to seek better economic opportunities * Pakistan is the most urbanized nation in South Asia making up 36% of its population, (2008) Urbanization rate is 3% (2005? 10). * Urb an population in Pakistan will constitute 50% of the total. The rate of urbanization in Pakistan will continue to increases due to the past high growth rates. * More than 50% of urban population (2005) lived in eight urban areas: Karachi, Lahore, Faisalabad, Rawalpindi, Multan, Hyderabad, Gujranwala and Peshawar. Interpretations: * 2008? 9, the estimated labor force grew by 3. 7%. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Population of Major Cities of Pakistan| CITY| 1981| 1998| CAGR (%)| 2010| | | | | | | KARACHI| 9,339,023| 5,208,132| 3. 49| 13,386,730| | LAHORE| 5,143,495| 2,952,689| 3. 32| 7,214,954| | FAISALABAD| 2,008,861| 1,104,209| 3. 58| 2, 912,269| | RAWALPINDI| 1,409,768| 794,834| 3. 43| 2,013,876| | MULTAN| 1,197,384| 732,070| 2. 93| 1,610,180| | HYDERABAD| 1,166,894| 751,529| 2. 62| 1,521,231| | GUJRANWALA| 1,132,509| 600,993| 3. 79| 1,676,357| | PESHAWAR| 982,816| 566,248| 3. 29| 1,386,529| | QUETTA| 565,137| 285,719| 4. 09| 871,643| | ISLAMABAD| 529,180| 204,364| 5. 7| 972,669| Interpretations: * In 1950, only 29. 8 % of people lived in urban areas whereas by 2020, an estimated 57% will live in c cities. * Karachi city’s population is growing at about 5% per year including an estimated 45,000 migrant workers coming to the city every month. * Urban expansion can be the key to continuing economic success * It will unfold opportunities for investment in many new markets for example, infrastructure, transportation, healthcare, education and character building. Table: Civilian Labor Force, Employed and Unemployed for Pakistan (in millions)| | 03-04| 05-06| 06-07| 07-08| 08-09| | Labor Force | 45. 5| 50. 05| 50. 33| 51. 78| 53. 72| | Employed | 42| 46. 95| 47. 65| 49. 09| 50. 79| | Unemployed | 3. 5| 3. 1| 2. 68| 2. 69| 2. 93| | Source: Various issues of Labor Force Survey Federal Bureau of Statistics| | Interpretations: * Unemployment rate is higher as compared to the last statistics. * The change is due to female than male and urban than rural unemployment rates. Interpretations: * Employment comprises all persons ten years of age and above who worked at least one hour during the reference period and were either â€Å"paid employed† or †self-employed†. The labour force is growing and the growth in FY09 is greater than that in FY 08. Table : Employment Status by Sex (%) | 2007? 08| 2008? 09| | Total Male Female| Total Male Female| Employers| 0. 9| 1. 2| NA| 1. 2| 1. 5| 0. 1| Self employed| 34. 2| 39. 6| 12. 8| 33. 3| 38. 7| 13. 1| Unpaid family Helpers | 28. 9| 19. 7| 65. 0| 29. 7| 20. 2| 65. 0| Employees| 36. 0| 39. 5| 22. 2| 35. 8| 39. 6| 21. 8| Total| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| Interpretations: * 2008? 09 employees increased both in rural and urban setting. * Employers almost remained the same during 2007? 08 and 2008? 09. * Self-employment increased in 2008? 09. This emphasizes the fact that in formalization of our sectors is taking place. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing. * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self? employed workers while increase in the case of employers Interpretations: * The self? employed males have decreased while female self-employed has increased. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Employment status shows marginal changes i. e. ecrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. Interpretations: * 45. 1% labour force is employed in agriculture. * 13. 6% labour force is employed in services. * 50% 0f population is residing in urban areas so emphasis will shift towards other sectors. Table : Employed labour force by sector sector| 2007-08| 2008-09| | total| male| female| total| male| female| Agriculture | 44. 6| 36. 9| 75. 0| 45. 1| 37. 3| 74. 0| Manufacturing | 13. 0| 13. 3| 11. 8| 13. 0| 13. 3| 11. 9| Construction| 6. 3| 7. 8| 0. 4| 6. 6| 8. 3| 0. 4| Transport| 5. 5| 6. 8| 0. 2| 5. 2| 6. 6| 0. 2| Services| 13. 7| 14. 4| 10. 6| 13. 66| 11. 1| 11. 6| Others| 2. 3| 2. 9| 0. 2| 0. 10| 2. 9| 0. 3| Source: Labour Force Survey 2008-09 Federal Bureau of statistics Interpretations: * 11. 6% female and 11. 1% males are in services, which indicate as compared to males females are more in service sector. * 24. 4% females are working in other sectors. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Table: Employed-Pakistan and provinces Area/Province| Employed| | 2007-08| 2008-09| | Total| Male| Female| Total| Male| Female| Pakistan| 49. 09| 39. 06| 10. 03| 50. 79| 40. 04| 10. 75| Rural| 34. 48| 25. 79| 8. 69| 35. 54| 26. 46| 9. 09| Urban| 14. 1| 13. 27| 1. 34| 15. 25| 13. 59| 1. 66| Punjab| 28. 97| 22. 07| 6. 9| 29. 95| 22. 68| 7. 27| Sindh| 12. 26| 10. 43| 1. 83| 12. 72| 10. 67| 2. 05| KhyberPukhtoonkhua| 5. 73| 4. 65| 1. 08| 5. 97| 4. 77| 1. 2| Balochistan| 2. 13| 1. 91| 0. 22| 2. 15| 1. 92| 0. 23| Source: Labour Force Survey 2008-09| Interpretations: * This table gives a comparison between employme nt figures in FY 07-08 and 08-09 * The general trend is a rise in employment in both rural and urban areas, and in both genders * Higher rate of rise is registered in Punjab as compared to other provinces Table: Formal and Informal Sectors? Distribution of non? Agriculture workers (%) Sector| 2007-08| 2008-09| | |   | | Total| male| female| total| male| female| Total| 100| 100| 100| 100| 100| 100| Formal| 27. 2| 27. 2| 27. 4| 26. 7| 26. 6| 27. 6| Informal| 72. 8| 72. 2| 72. 6| 73. 3| 73. 4| 72. 4| Rural| 100| 100| 100| 100| 100| 100| Formal| 24. 9| 25. 9| 23. 2| 23. 8| 24| 22. 2| Informal| 75. 1| 74. 1| 76. 8| 76. 2| 76| 77. 8| urban| 100| 100| 100| 100| 100| 100| formal| 29. 5| 29. 2| 29. 4| 29. 4| 29. 1| 32. 8| Informal| 70. 5| 70. 8| 70. 6| 70. 9| 70. 9| 67. 2| Source: Labour Force Survey 2008? 09 Federal Bureau of Statistic | Interpretations: Large amount of in formalization is evident both in agricultural as well as non-agricultural sectors * In formalization is rising and that it is more pronounced in rural than urban areas. * According to gender, males are shifting from the formal sector so are females. d. Environmental Segment Interpretations: * Pakistan is at high risk of climatic vulnerability which results in heavy floods in th e country and poses threat to agricultural sector 2. 2. INDUSTRY ENVIRONMENT ANALYSIS *Map may not be accurate or to scale . It is a mere representation Gilgit-Baltistan formerly known as the Northern Areas is the northernmost political entity within Pakistan. Gilgit-Baltistan covers an area of 72,971 km? (28,174 mi? ) and is highly mountainous . It has an estimated population approaching 1,000,000. Its administrative center is the city of Gilgit (population 216,760) Gilgit Baltistan is administratively divided into two divisions which, in turn, are divided into seven districts Division| District| Area (km? )| Population (1998)| Headquarters| Baltistan| Ghanche| 9,400| 88,366| Khaplu| | Skardu| 18,000| 214,848| Skardu| Gilgit| Gilgit| 39,300| 383,324| Gilgit| | Diamir| 10,936| 131,925| Chilas| | Ghizar| 9,635| 120,218| Gahkuch| | Astore| 8,657| 71,666| Gorikot| | Hunza-Nagar| | | Aliabad, Sikandarabad| Gilgit-Baltistan totals| | | | | | 7 districts| 72,971| 970,347| Gilgit| DEMOGRAPHICS OF GILGIT BALTISTAN: * Population statistics for the research are based on the Gilgit Population Censes carried out in 1998, according to which total population of Gilgit is approximately, 0. million * 85% of the total population lives in rural areas. * Gilgit Baltistan is traditionally male dominated, with women working primarily in the home or in agriculture. * Average household size is approxi mately eight people. Characteristics | Gilgit Baltistan| National| Per capita Income | US $350 | US $1046 | Literacy rate| 38% | 56% | Population Doctor Ratio | 1:4100 | 1:1183 | Maternal Mortality Rate | 600/100000 | 272/100000 | Total Fertility Rate| 4. 6 children per woman | 3 children per woman | * The study reveals that the age structure of the population was typical of a society with a youthful population * . t shows a pyramidal age structure due to a large number of children less than 15 years of age * 52% of the population is in age group of 15-64 * Less than 4%were over 65 years of age. * About half of the total women population was in the reproductive age group15-49 years. This is a major reason for population growth. * Education turned out to be an important factor influencing individual’s attitude and approach on various aspects of life. Majority(77%) of married women in Gilgit Baltistan are not educated, * Despite this it is encouraging to note that a significant proportion (39%)of the women is engaged in gainful employment. CURRENT FERTILITY ASFR| Urban| Rural| All Areas| 5-19| 44. 5| 66. 2| 58. 2| 20-24| 171. 7| 219. 2| 201. 1| 25-29| 245. 7| 279. 5| 267. 1| 30-34| 181. 1| 218. 2| 204. 7| 35-39| 73. 2| 143. 1| 119. 4| (NIPS Quarterly Newsletter issue no 9, march 2010) * Total fertility rate in Gilgit Baltistan is 4. 6 children per woman,whereas fertility rate in rural (5. 1 children per woman) is higher as compared to urban areas( 3. 8 children per woman). Education level is the most conspicuous differentials in fertility. EDUCATION SECTOR SUMMARY We have selected the educational industry and analysis is as follows: Legend: Size of Industry Statistical Summary of Education Sector of Gilgit-Baltistan: Institutions| District| Primary Schools| Middle Schools| High Schools| Colleges| | Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Gilgit| 58| 50| 119| 227| 35| 21| 9| 65| 27| 20| 0| 47| 4| 2| 0| 6| Ghizer| 44| 17| 118| 179| 7| 3| 8| 18| 13| 1| 3| 17| 1| 1| 0| 2| Diamer| 128| 18| 25| 171| 21| 0| 0| 21| 8| 1| 0| 9| 1| 0| 0| 1| Astore| 46| 21| 49| 116| 19| 11| 0| 30| 13| 2| 1| 16| 1| 0| 0| 1| Skardu| 187| 86| 118| 391| 50| 21| 7| 78| 20| 9| 3| 32| 3| 1| 0| 4| Ganche| 57| 30| 112| 199| 17| 11| 4| 32| 20| 3| 1| 24| 1| 0| 0| 1| Estimate: * In Pakistan especially in Gilgat Balistan have very competitive environment of educational industry. * Many of organization and NGOs are working on this industry. Legend: Industry growth Estimate: * In Gilgat Balistan have chance for growth in educational industry. * Below 6 year education school are not available in Gilgat Balistan. Legend: Employment growth Teachers| District| Primary Schools| Middle Schools| High Schools| Colleges| Grand Total| | Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Gilgit| 302| 432| 734| 252| 225| 477| 348| 127| 475| 87| 38| 125| 989| 822| 1811| Ghizer| 226| 245| 471| 122| 15| 137| 156| 10| 166| 15| 0| 15| 519| 270| 789| Diamer| 273| 37| 310| 168| 0| 168| 96| 11| 107| 21| 0| 21| 558| 48| 606| Astore| 192| 74| 266| 13| 44| 157| 112| 7| 119| 15| 0| 15| 432| 125| 557| Skardu| 564| 385| 949| 239| 99| 338| 108| 24| 132| 38| 22| 60| 949| 530| 1479| Ganche| 252| 148| 400| 155| 44| 199| 244| 21| 265| 15| 0| 15| 666| 213| 879| Total| 1809| 1321| 3130| 1049| 427| 1476| 1064| 200| 1264| 191| 60| 251| 4113| 2008| 6121| Emerging Trends in an Industry Trend| Trend Natur e| Description| 1| Level of education| | 2| Required for best teacher| | 3| | | 4| | | Educational Statistics Gilgit-Baltistan Important information / Statistics Regarding the Education Sector of Gilgit-Baltistan| | Literacy Rate| Year| Male| Female| Both| | 1981| 24%| 3%| 15%| | 1998| 53%| 22%| 33%| | 2008 (Projected)| 57%| 27%| 43%| | | | | | | Teacher Student Ratio| Level| Institutions| Teaching Staff| Enrollment| Student Teacher Ratio| Govt. Schools| 1672| 5870| 151508| 1:26| Govt. Colleges| 15| 251| 6233| 1:25| Total| 1687| 6121| 157741| 1:26| | | | | | District Wise Comparison (Government Vs Private)| District | Government| Private| | Institutions| Enrollment| Institutions| Enrollment| Gilgit| 345| 43188| 160| 21070| Ghizer| 216| 18458| 146| 23303| Diamer| 202| 16457| 11| 1213| Astore| 163| 12610| 29| 2729| Skardu| 505| 44588| 116| 18575| Ganche| 256| 22440| 70| 6882| Total| 1687| 157741| 532| 73772| | | | | | % age Govt. Vs Private| 76%| 68%| 24%| 32%| 1) Threats of New Entrants Threats in education sector: * Poverty – Cost of education * Low enrolment and high dropout * Gender inequities Lack of availability of well-resourced educational institutions * Geographical and cultural constraints * Lack of awareness about value of education * Reluctance of teachers to serve in hard areas * Lack of special education institutions Threats of New Entrants| Analysis| Barriers to Entry| | Economies of Scale| | Product Diff erentiation | | Capital Requirement| | Switching Cost| | Access to Distribution Channel| | Cost disadvantages independent of scale | | Government Policy| | Interpretation: * 73% has access to Primary Education * 27% are out of Schools age 5-9 Years * Dropout Rate is 9% at primary level * Projected literacy rate (64 Male, 38 Female )overall 51% * Student Teacher Ratio 1 : 23 5-9 Years Population( 92554 Male, 85942 Female) Total 178496 * 5-9 Years Enrolment ( 74638 Male, 55166 Female) Total 129804 * Children attending primary schools in Gilgit-Baltistan in 2009-10 is 73% where as 81% Boys and 64% Girls. 2) Bargaining power of Buyer 3) Bargaining power of Supplier 4) Intensity of rivalry among Competitors Intensity of rivalry among competitors| Analysis| Numerous or Equally Balanced Balance Competitors| | Fast Industry Growth| | High /low Fixed or Storage Cost| | Lack of Differentiation or Low Switching cost| | High Strategic Stakes | | High Exit Barriers| | 2. 3. C OMPETITOR E NVIRONM ENT A NALYSIS Competitor Name| Size of Competitor| Specialization| Product line categories| Shining Star| Medium| vocational training and middle school , vocational trained staff| | Mehnaz Fatima| large| montessori and special education, montessori trained| | Mountain School| Small| montessori – middle school, trained staff| | ECDC KU| Small| early childhood developmental center, montessori experienced teachers| | APS| Large| | | | | | | RESULTS FROM INTERNAL ; EXTERNAL ANALYSIS 2. 1. RESOURCES T O B UILD Intangible Resources| HUMAN CAPITAL RESOURCE| * Marketing Research experts to conduct research for launching new software products for small and medium size segments * Accountants required to receive fees from parents | ORGANIZATIONAL RESOURCE| * Management resources required to formulate organizational structure * SOP for school day to day business operations for creating exceptional value to parents or customers| Access to the Promotional Platform| * PR department to establish that requires people have exceptional PR with the exhibiting authorities, print and electronic media for promoting products on promotional channel| Tangible Resources| Additional Financial Resources | * Additional financial resources required with working capital requirement either from borrowing or investment from investor| 2. 1. S. W. O. T ANALYSIS 2. 1. Strengths: * Low student-teacher ratio * English as a medium of instruction * Affordable to income group Accessible location for Pakistan steel worker’s children * Well-trained and qualified teaching staff * Up-to-date and extensive curriculum * Well maintained order and discipline * Environment conducive to joyful learning * Adequate security measures * Availability of adequate a nd modern facilities * Contribution to societal development * Weakness: * Time required for gaining recognition in the society * Higher rental cost for accessible locations * Insufficient area for playing fields to practice sports such as cricket, hockey etc. * Opportunities: * Overall increase in demand, linked with the growing population. * Government incentives and policies conducive for private investment in * education sector Gap between number of school going age children and actual enrolments in schools * Growing general public awareness (especially in urban areas) about * importance of quality education * Limited access to affordable, quality education. * Minimal budget allocation by government to education sector * Limited number of government/public schools * Poor facilities in government schools * Threats: * New entrants can easily share the business * Difficulty in retaining qualified teachers * Revival of public/government schools in the future through effective * Gover nment policies and regulations. Company Information 4. 1 Company Name Glowing Pearl Education Center (GPEC) 4. 2 Company logo 4. 3 Company Vision The early Child Hood Development Centre will provide a broad, holistic early childhood education that follows the highest International standards of excellence. The Centre’s curriculum will be taught by competent early Childhood educators, is designed to help lay strong foundations for a child’s continuing education and growth 4. 4 Company Mission Our mission is to develop young men with active and creative minds, a sense of understanding and compassion for others, and the courage to act on their beliefs. We stress the total development of each child: spiritual, moral, ntellectual, social, emotional, and physical . Each child is an individual; that all children are creative; that all children need to succeed. Therefore, School respects the individual needs of children; fosters a caring and creative environment; and emphasizes the social, emotional, physical, intellectual development of each chil d. To provide a safe, caring, therapeutic environment where students with psychiatric, educational, and social challenges can best develop the skills and character necessary to rejoin their communities with success. The school will design programs and learning experiences that promote academic achievement and the personal and social growth of every student. As a richly diverse community of learners that values all its Members School will provide a safe and productive learning environment in which students can communicate effectively, think critically, solve problems and are technologically literate through a variety of curricular and extra-curricular activities. Through a challenging course of study with high standards, students will become responsible learners who can not only work collaboratively, but also be accountable for their own academic and developmental progress. 4. 5 Short –term Objectives: Year| Objectives| April 2012- July 2012| * Advertising campaign at first level to introduce our brand GPEC (Glowing pearl educational center), your child glow as pearl in all among children. Aug 2012- Nov 2012| * By using current resources will establish school * Hiring of helping staff which are trained as Montessori trainer. | 4. 6 Long –term Objectives: Year| Objectives| Dec 2012- Dec 2015| * We would get 50% education mar ket share in 3 years * More than 50% people of Gilgat Balistan should be aware of our brand GPEC. in 3 years * 50% people of Gilgat Balistan should be preference to our brand GPEC. in 3 years * We should at least 2 campus (one in Gilgat and other in Diyamer) of our brand GPEC to become market leader in 3 years| Jan 2016- Jan 2018| * We would open more campus other than Gilgat, we target the Khyber pakhtoon khowan which have more close nvironment and people life style etc * At least 5 campuses open in Khyber pakhtoon khowan during next 3 years. | 4. 7 Partner Profile: Muniba Islam| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Najum-us-Sehar| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Kanwal Gill| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | BUSINESS LEVEL STRATEGY 5. 1 Competitor product Detailed Analysis the product feature analysis before condu cting the survey: Features| Competitor 1| Competitor 1| Substitute product| Our product| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 5. 2 Survey Questionnaire Summary The survey is conducted among 100 peoples Around 73% Around 47% 67% of 33% of businesses uses paper based system 26% using SMS 7% of 20% CHARTS ; GRAPH MARKETING STRATEGY * Market Segmentation Segmentation Variable a) Geographic :City b) Demographic : working Woman, Income * There are two broad market-positioning options available to a Montessori School Based on the household income; the target market will be middle income group. * Based on the target market’s preference, the school will provide quality education at an affordable fee. * Irrespective of the education services, income based target market will play a crucial role in the overall positioning of the school. Any entrepreneur planning to open up a Montessori school should first decide upon the objective of the venture. Various options available in this regard may include: * To plan a Montessori school with emphasis on Daycare services. * To establish a school as a Preparatory School for other reputed Primary Level Sch ools. * To establish a Montessori School with incremental expansion of services into primary and high school level. * Based on income level, the school can position itself for any of the following three broad income groups; THE HIGH INCOME GROUP: The upper income group segment is quality and reputation conscious. Most parents of the children enrolled in these schools belong to the different section of the society i. e. elf-employed businessmen, high paid government or private sector executives. Existing schools in the category charge a fee ranging from Rs. 5,000–10,000 per month. These schools are characterized by large custom built campuses, swimming pools, indoor as well as outdoor physical activities areas, and furnished spacious classrooms with heaters and air conditioners. These schools offer well designed modern course work, and employ highly trained Montessori teachers. MIDDLE CLASS INCOME GROUP: Schools in this category normally charge a fee ranging from Rs. 1,500-5,0 00 per month. These schools cater to children of well-educated and professionally employed parents. The important characteristics of these schools include well located school buildings that may be custom built or rented premises, modern course work adopted by other modern school systems, and comfortable class rooms with some provisions for playing area. LOW INCOME GROUP: The concept of Montessori education is not very old in this income bracket; however an increasing number of parents in this category have also now started sending their children to these schools. One of the major reasons is that most of the private schools at primary level now do not accept students directly in Class 1. This category of schools charges a monthly fee up to Rs. ,500. These schools have small buildings with little or no provisions for physical activities. KEY SUCCESS FACTOR: At a Montessori school level, teachers/attendants play a critical role in the success of learning process. Therefore, it is suggested that staff employed by the school should be highly educated and properly trained for Montessori education. Before starting education services, it is recommended that teacher training program should be imparted. In addition to the quality of teachers employed, the teacher student ratio should be kept at a well-researched optimum level. The education curriculum should be well researched and comprehensive. In addition to paper course work, it is suggested that visual and other teaching tools should also be optimally used. Parents are conscious about the well being and safety of their children at schools, therefore, it is suggested that the school environment ensures security and should be free from any apparent hazards. The school should preferably not be located in a highly populated location or at a location with high traffic hazards. The area of the classrooms should be in line with the number of students in each classroom. Moreover, the classrooms should either be air-conditioned or at least well ventilated. Classrooms should also be well equipped with teaching as well as extracurricular activity aids. Adequate provisions for physical, either indoor or outdoor or both facilities should be made available. Continuous teacher parent interaction should also be a regular feature of the school education system. Formal registration is required for the setup of new Montessori and elementary schools 6. 2 Market Targeting a) City Variable b) Working Woman REGULATIONS: Formal registration is required for the setup of new Montessori and elementary schools with the Executive District Officer (EDO) Education. The application is to be submitted on a prescribed form which can be obtained from the department along with Rs. 5,000 registration fee and Rs. 500 annual subscription. Domestic rates apply on the utility bills if an institution is registered with the department. HUMAN RESOURCE MANAGMENT position| number| Monthly salary| Annual salary| Principal| 1| 20,000| 240,000| Teacher coordinator| 1| 12,000| 144,000| Activity teacher| 1| 10,000| 120,000| Computer teacher| 1| 12,000| 144,000| Teacher play ground| 6| 10,000| 720,000| Teacher KG1| 3| 10,000| 360,000| Teacher KG2| 2| 10,000| 240,000| Class1| 1| 10,000| 120,000| Class2| 1| 10,000| 120,000| Game teacher| 1| 12,000| 144,000| Accountant| 1| 12,000| 144,000| Student attendant| 5| 10,000| 600,000| Guard| 2| 8,000| 192,000| Peon| 1| 7,000| 84,000| cleaner| 2| 7,000| 168,000| Principal The principal should be responsible for coordinating all the activities of the school including the hiring of teachers, developing liaison with the parents, maintaining and developing the brand name of the school for appropriate positioning, course design, admission tests and extracurricular activities. Teacher’s coordinator An experienced and trained Montessori school teacher is recommended for this post . The Coordinator would be assisting the principal in all school matters. He/she will be responsible for teachers’ attendance, their performance and evaluation. He/she has to collaborate with students, parents, staff and volunteers to ensure that group activities run effectively. Supervise and monitor the tutoring of students. Coordinate any special projects to increase coaching awareness among teachers including arranging guest speakers, visits and workshops. Accountant The accountant will be responsible for book keeping and maintaining accounts, salaries, and other administrative expenditures. Teachers Experienced teachers or fresh graduates with a natural aptitude for teaching should be employed. A balanced mix of experienced and fresh teachers is recommended for efficient running of the school. Each teacher shall be given a class and held responsible for proper training, imparting knowledge, arranging co-curricular activities for the children and their performances in the examinations. Student Attendants The students in the elementary institutes are very young and may also need attendants or baby-sitters. One attendant will be requiring for every two classes. Librarian / Activity Teacher One person is recommended for running the library and for activity room. Computer Teacher The person should be responsible for the introduction of information technology to the young students and for proper arrangement of students’ games and basic computer learning. EQUIPMENT REQUIRMENT: The details of the different equipment required for the project is given in the following table. EQUIPMENT| QUALITY| COST PER UNIT| TOTAL COST| Computers | 3| 25000| 75000| PRINTERS| 1| 10000| 10000| AIR CONDITIONS| 3| 40000| 160000| FAX MACHINE| 4| 12000| 12000| TELEPHONE SET| 1| 10000| 4000| UPS| 4| 7500| 22500| TOTAL EQUIPMENT| 16| | 283,500| LAND AND BUILDING: AREA REQUIRMENT: For three hundred (300) students, 2. 5 canals of land comprising double story building would be sufficient. A purpose built building may also be purchased. The covered area should have 13 classrooms, one common room for teachers, one room for principal, one for teacher coordinator and one room for the administration staff. Appropriate numbers of washrooms are suggested for teachers, principal, children and administration staff. A big hall should be allocated with proper divisions for library/ entertainment room, and tools. Space Requirements| REQUIRED AREA| Class Rooms| 6000| Teachers Staff Room| 144| Library/Entertainment Room| 500| Admin Rooms| 575| Computer Class| 400| Washrooms ; Kitchen| 270| Grounds| 6961| Total Covered Area Requirement| 14850| Market Segmentation and Targeting Graphical Representation . 6. 3 Positioning Perception Map: 6. 4 Product: Product Information: 6. 4. 1 Product Name We offer two different type of product of three different segments which are: 1. Child care system which target only one segment which are: a. Children Age between 0- 1. 5 years 2. Education development system which target on two segments which are: b. Children Age between 1. 5- 3. 5 years c. Children Age between 3. 5- 6. 5 years 6. 4. 2 Product Features 6. 5 Price Fixed cost = Rs. Variable cost = Rs. ariable Cost= 0 ( As once software is developed there is no additional overhead involved in licensing the software) No Licenses to be issued=70 Cost Per License Per Year= 764,700 /70= Rs 10,924. 29 Cost Per License Per Month=10,924. 29/12= Rs. 910. 36 Markup Profit Percentage = 10% Profit= 910. 36 * 10% =91. 04 Price Will be Charged= Cost Per License Per Month+ Profit=910. 36 + 91. 04=Rs. 1,001. 4 (approx. 6. 6 Promotional Strategy Promotion type| Detail | Advertisements in newspapers| | Company website| | Facebook | | | | 6. 7 Distribution Strategy ORGANIZATIONAL STRUCTURE Glowing Pearl Education Center organizational chart CVS Appendix I FOR QUESTION Appendix II FOR Budgeting How to cite Business Plan for Early Childhood Development, Essay examples

Organizational Resilience and Human Capital Strategy †Free Samples

Question: Discuss about the Organizational Resilience and Human Capital Strategy. Answer: Introduction ArcelorMittal is a leading steel manufacturing and mining company. It has over 260,000 employees from over 60 countries and with subsidiaries in 20 countries across Europe, America, Middle East, Far East and Africa (Chawla Joshi, 2011). For such a big company with multinational employees of different cultures, races and varying background, recruitment of workforce to suit the needs of the company as expected at the top of management can prove to be quite challenging. This particularly becomes interesting given that similar workforce results maybe expected across all companys satellites regardless of the differences in work attributes and beliefs across the world. The challenge is to come up with a recruitment plan that will ensure that hired workers best suit the requirement at local level while delivering to achieve common goals set at the top of the management. ArcelorMittal faces challenges of being overstaffed and understaffed at the same time. Biggest challenge facing employment at ArcelorMittal is automation, according to the companys 2015 integrated report. While the company needs to look for ways to reduce its staff, it also suffers dilemma in that it needs to develop in-house skills and hire external expertise in order to achieve arising strategic goals. The company has excellent in-house skills but it doesnt have all talents need to achieve certain objectives. The company is overstaffed in general in comparison with the current supply demand for steel in their European and North American markets. However, need to make strategic hires for adequate coverage in all areas is a good idea (Othman, 2009). In-house skills and talent development is the ultimate initiative, in the wake of reduced external recruitment, to make adequate coverage in senior positions as well as for succession plans. To fill up for positions left void upon retirem ents of senior staffs, identification of individuals with right potential is a key step. Over the past few years, ArcelorMittal has been faced with challenges regarding welfare of its workers upon its announcement of plans to retrench some of its employees. Due to increasing competition from other steel producers, its sustainability across its peripheries is reported to be a big challenge. Demand forecasting, if well put in place would have predicted that the company will not require several employees (Sinha, Pandey Varkkey, 2017). This information would help the company to control recruitments. Demand and supply of labor in this company is in somewhat uncertain state after dynamic technical, management and business changes created a wave that swept across the human resource aspects of this company. Organization image ArcelorMittal is an international company with great reputation worldwide, given its presence across several parts of the world. This is particularly pointed to the fact that it presented great value to quality and productivity even when it enjoyed what was considered as massive dominance in steel production, before it faced competition from companies from giant economies like China. The companys structure that promotes collaboration for innovation, diversity oriented workforce, high performance work systems and design-led innovations is the key driver towards shaping the organizational image of this company (Ayne, McDonald Hamm, 2013). Clear codes of business conducts to enhance high standards of behavior in dealing with employees, suppliers and other partners have created an impression of a high profile organization. Development of community based projects, community engagement and the economic contribution to development in different parts of the world that enjoy its presence hav e contributed positively towards the companys image (Cock, Lambert Fitzgerald, 2013). This makes easier for the company to attract wide range of potential employees. In-house skills development that targets high potential employees based on their performance, is a motivating factor that builds high in terms of companys image. Well defined processes and procedures for job promotion among employees contributes towards building good brand image in a great way. The framework used to measure individual performance and potential for all employees is a 5 x 5 grid with a scale of 1 to 5 with one being the smallest and 5 the highest. The assessment is simple and objective with every employers potential, skills and talent being measured against their specified deliverables (Su Yang, 2015). Presence of ArcelorMittal University creates a big image for the company as this is not only a symbol of diversity but also a symbol of massive hub of ideas. It was quoted that in 2012, over 22,000 employees underwent a total of 375,500 hours of training by the university. This training helps to strengthen the corporate culture, strategies and values. The training plays a vital role in shaping the overall companys identity. Consequently, preparation of workforce that requires new and special skills done in this university provides constant supply of potential specialists to the company. Recent loss of jobs by several employees across the companys subsidiaries is a major challenge for companys profile. Employment security uncertainties reduces performance of employees and challenges recruitment processes during hiring. Retrenchments in recent times tends to be unavoidable because of automation that comes with technology (Wilson, 2016). Better ways of achieving production goals have been reported to increase day in day out. However, new ways should be devised that take care of employees welfare. Demography and workforce ArcelorMittal is a global organization with well-defined competencies in which each employer is measured against. The companys diversity is reflective on workforce in terms of different nationalities, cultures, gender, races and ethnic groups (Aini, 2014). These competencies are for example stake holder management, critical decision making and strategic thinking. Although ArcelorMittal is one company with specific objectives at the apex of the management, the company is very conscious about diversity with regard of management of local elements. This comes from the understanding that some certain characteristics affecting the company that are native to one part of the world may conflict with some other characteristics in a different environment (Reddy Gizachew, 2014). Retiring people are taking expertise and job experience with them (Bakhazi, 2015). Sometimes workers are made to retire early in efforts to control labor costs. This creates imbalances which lowers productivity gain. However, emergence of new technologies phases out old technologies gradually and old ideas and skills may not be necessary anymore. Amount of workforce required reduces with introduction of technology and massive use of machines and robots, thereby increasing operational efficiencies. Young and dynamic people are considered more productive while experience and critical decision making are associated with age. Next generation leaders are required in the wake for need to use new strategies and emerging technologies (Ganapathy Venkatesh, 2016). Just as steel making has evolved over time to utilize technology, so is the concept of recruiting program at ArcelorMittal. This is in accordance to the companys plan to ensure that current manufacturing demands and employees competence match (Butrin, Gel'manova Yarushin, 2015). Partnership with different learning institutions is one approach that the company uses to capture and win brightest minds that help them transform the future of steel production. Furthermore development of ArcelorMittal University provides the company with a great way of tapping high potential individuals. The next generation workers and leaders will face more complex challenges that require innovation, high strength and agility. Several organizations including ArcelorMittal are still struggling to recruit next generation leaders (Zilberg, 2012). According to Ali Gilani who is the companys global head of resourcing, this is because the recruitment of next generation leaders is being done by current generatio n leaders who are still not clear of what the next generation leaders should look like. Current interviewers lack to know what they are looking for and tends to choose people with similar attributes as their own profiles. Brand awareness was reported to be very low some time back in the company. It was noted by students in local university that some of passersby or ignorant residents around the area adjacent to the factories were found to know very little about the steel company and some even had problems pronouncing the name of the company. In Indiana, United States where the mother plant is based, some people could think something like that the plant produces some cosmetics by use of computerized systems! A report indicated that only some little efforts by the company were put in place to create awareness about its brand (Monfort Villagra, 2016). This was another big challenge. The company have since launched serious campaigns to lift the brand. To raise companys profile to attract future competent employees among students, the company has sponsored various activities such as Big Ten Conference- a football league for campus students. Through such interactions, social media advertising comes into pl ay through use of related activities that prompts students to like the sponsors of the league in their Facebook pages and other social media platforms and rewarded with gifts in return (Melanthiou, Pavlou Constantinou, 2015). The company has also extended campus partnership in attempt to increase awareness of carrier opportunities in the steel industry. Conclusion The report points out that although ArcelorMittal is much well off as much as workforce is concerned when compared with other organizations, there some challenges facing its workforce. Overstaffing is a major challenge that the company has to deal with. While recruitment of new skills to manage new needs is mandatory, the company faces situations that forces making certain hard decisions like to lay off some workers. Development and recruitment of workforce with regard to the next generation leaders requires better understanding of how the future would look like and what to expect. Some of the challenges the company is facing today are as a result of poor demand forecasting. The management needs to consider the recommendations given in this report and customize them where necessary so as to contain workforce challenges facing the company. Recommendations The following recommendations should be considered in order to solve the workforce challenges in ArcelorMittal: Develop an effective workforce management system. This system should be tailored specifically to monitor workforce requirement for a given period of time. It should also be able to compile employees outputs and rank them according to jobs accomplished. Increase the diversity of workforce in all branches to enable employees share ideas and interact well enough to eliminate barriers that impede good relations among workers. Transfer of highly skilled workers through job promotion to other subsidiaries where the company suffers deficiency of such high skills. This will help the company achieve workforce uniformity across its factories. Develop new plan that will contain surplus employees and make them to remain productive and of use to the company. This should be done by harmonizing automation, recruitment of new skills and development of in-house talents processes to eliminate the problem of retrenchments. Develop a recruiting team with comprehensive understanding of future needs. This will help them to understand what skills will be phased out by technology. Consequently plans to balance between recruitment of new skills and required workforce will be easier to define. References Aini, P. (2014). Workforce diversity at workplace: A report on Tata Consultancy Service. Indian Journal of Health Wellbeing, 5(7), 107. Ayne, J., McDonald, S., Hamm, L. (2013). Production Teams and Producing Racial Diversity in Workplace Relationships Production Teams and Producing Racial Diversity in Workplace Relationships. Sociological Forum, 28(2), 326. doi:10.1111/socf.12021 Bakhazi, K. (2015). Former Employee Entitled to Early, Unreduced Pension Under Expired Collective Agreement. Plans Trusts, 33(3), 21-22. Butrin, A., Gel'manova, Z., Yarushin, D. (2015). Risk-Assessment Practices of Companies in Ferrous Metallurgy. Metallurgist, 59(1/2), 99-103. doi: 10.1007/s11015-015-0067-8 Chawla, D., Joshi, H. (2011). Impact of Knowledge Management on Learning Organization in Indian Organizations-A Comparison. Knowledge Process Management, 18(4), 266-277. doi:10.1002/kpm.384 COCK, J., LAMBERT, R., FITZGERALD, S. (2013). Steel, Nature and Society. Globalizations, 10(6), 855-869. doi:10.1080/14747731.2013.814441 Ganapathy, Venkatesh. 2016. "Empowerment through Engagement - Dealing With HR Challenges Faced By Insurance Sector." Journal of the Insurance Institute of India 4, no. 1: 50-57. Business Source Complete, EBSCOhost (accessed September 27, 2017). Melanthiou, Y., Pavlou, F., Constantinou, E. (2015). The Use of Social Network Sites as an E-Recruitment Tool. Journal of Transnational Management, 20(1), 31-49. doi:10.1080/15475778.2015.998141 Monfort, a., villagra, n. (2016). Corporate social responsibility and corporate foundations in building responsible brands. El Profesional De La Informacin, 25(5), 767-777. doi:10.3145/epi.2016.sep.07 Othman, A. A. (2009). Strategic HRM Practices: Perspectives of Malaysian and Japanese Owned Companies in Malaysia. Global Business Management Research, 1(1), 1-22. Reddy, s. K., Gizachew, e. (2014). Managing diversity and multiculturalism for organizational transformation. Clear International Journal Of Research In Commerce Management, 5(9), 66. Sinha, A., Pandey, J., Varkkey, B. (2017). Professionalizing Religious Family-owned Organizations: An Examination of Human Resource Challenges. South Asian Journal of Management, 24(2), 7-24. Su, C., Yang, T. (2015). Hoshin Kanri planning process in human resource management: recruitment in a high-tech firm. Total Quality Management Business Excellence, 26(1/2), 140-156. doi:10.1080/14783363.2012.756743 Wilson, R. L. (2016). Organizational resilience as a human capital strategy for companies in bankruptcy. Work, 54(2), 309-323. doi:10.3233/WOR-162302 Zilberg, T. (2012). Board-level participation and sr implementation in organization's management. Managerial Challenges of the Contemporary Society, (4), 205-212.