Research Korner

Literature Review On HRM Role In Corporate Branding And Image Building

Literature Review on HRM Role in Corporate Branding and Image Building   The survival of small and medium sized enterprises (SMEs) in business environment require knowledge by human resource roles as well as the discovery branding and imaging means ideal for success in the business (Liu, 1998) as the mastering of knowledge is culmination of continuous process of branding influence thus, requiring human resource development (Meister, 1998; Twomey et al. 1999). The challenge to master HR roles is greater for small and medium sized enterprises being brand and image oriented from widespread of HR assumptions from the fact that SMEs are aware of sales and profits then, branding and image make up should not be left behind in order to improve HRM basis and competence in operations (Julien, 2001). Human resource management roles help identify, develop and execute branding and appropriate images so as to create effective relationships among key players not just in the human resource area but the rest of the organization. The developing of strategies based on branding and image domains, from carrying implications for successful SME possibilities, improving HR based roles, presenting image and reputation challenge facing HR issues. HR roles then, enhance new product development capabilities and improve performance through brand imaging applications and structures. Human resource roles process effective branding implementation of image change, align HR managers to work with proper means and objectives. Managing brands and building image effectiveness are central to SME positioning, including strategic based markets and services. In addition, human resource roles performed by HR managers are vital to branding and image performance, achieve process integration of the branding and image systems (Meister, 1998; Twomey et al. 1999). HR roles are effective when brand imaging issues become important and being replaced by innovative encounter of HR practices, the roles then play critical role in determining image capacity of SMEs in Ghana, and branding values to manage changes if needed. SMEs adopt branding and image tactics, recognize the need for HRM balance between branding and image building from within situations, changing work relations and empower other employees on a higher note, make image oriented decisions for signifying HRM success and flexible SME operations. There define HR roles and behaviors required, develop brand and image capabilities in strategic continuum, enable HR staff to manage work with pride and satisfaction. SMEs will intend to obtain noticeable branding and image that work well with time. Matlay (2002) observes that managers continued to be heavily involved in HR roles despite increasing levels of complexity and formality found. HR to perceived brand and image needs. Branding and image creation for SMEs seem to be better in effort and resources through careful branding means, Ghana SMEs can look at HRM future in systematic way, effective imaging and  brand structure (Hegarty and Hoffman 1998; Gibb and Scott 1999; Chittipeddi and Wallett 1998). Fogel (2001) noised that SMEs express strong need for HR effectiveness and success in brand imaging programs indicating research and analysis desirable for the known sector to grow in decorum. Branding products and services have played longstanding, significant role in the marketing strategy of SMEs however, it is the branding of companies or ‘branded house’ strategy that has become progressively valuable, in industries such as financial services, computing and other business forms as well as consumer goods and services, for HR team, the concern for image as image as an idea is difficult to pin down and has ceded ground to corporate reputation as a more useful concept. Thus, branding reputation is the mirror of image denoting in several feedbacks from others HR staff concerning image credibility of SMEs operating well within their brands and HR routes (Hegarty and Hoffman 1998; Gibb and Scott 1999; Chittipeddi and Wallett 1998). There is a need to better appreciate the management approach for corporate branding as this needs managing differently from line branding. One of the key differences between line and corporate branding is that the latter requires greater focus within the organization. The size and composition of brand management teams are changing, requiring greater co-ordination of activities. One of the implications of this is that corporate marketing necessitates not only brand planning perspective which addresses the matching of external opportunities with core competencies, but also considers the integration of internal activities to ensure cohesion and therefore consistency in delivery. While image focuses on consumer perceptions of brand differentiation, identity is more concerned with how managers and employees make a brand unique. HR managers need to define brand’s values and then ensure employees’ values and behaviors are consistent with them, with the recognition of corporate branding, and critical role staff play, they need to be included in the internal debate about defining brand’s values. While HR roles still be required, staff should be encouraged to contribute to discussions, HR managers need to examine their brand’s reputation among stakeholders to ensure the brand’s identity is communicated successfully and valued outcomes are consistently delivered. Aside, de Chernatony’s (1999) conceptualizes brand building as the process of narrowing the gap between brand identity and brand reputation. Employees play crucial role in the brand building process and HR managers can lever their brand potential by striving to achieve greater congruence among members of the brand team and between the team and other employees. SMEs will need to consider carefully the appointment of new members to the brand team, taking into account the team’s composition and whether new and existing members will be able to work together, creation of coherent brand and consider initiating HR based programs to communicate branding and image for the rest of the employees. Corporate branding involves multiple stakeholders interacting with numerous HR staff across many departments in certain organization (Mitchell, 1997). Effective corporate branding requires consistent messages about brand’s identity and uniform delivery across all stakeholder groups to create favorable brand reputation. Internal consistency and congruency are vital to the successful external communication of corporate identity (Abratt, 1989). It is therefore important that HR managers identify mechanisms for surfacing diverse perceptions to resolve inconsistencies. HR functions should work with employees to ensure that perceptions align with the intended branding and imaging, employees should be encouraged to provide feedback about how they believe consumers perceive the brand. SMEs need to understand the factors that can affect the congruency of perceptions upon the need to identify potential problems and put in place appropriate HR mechanisms (Keller, 2000). The ability of HR to listen to culture puts them in better position to communicate without imitations being intangible for the SMEs to provide HRM foundation for such distinct and credible corporate image (Barney, 1986), as some SME organizations try to manage corporate images through mix of corporate advertising, corporate storytelling, customer relations management and other marketing communication and HR techniques (Schultz et al., 2001). Corporate brands need to be managed in relation to the interplay of HR roles, vision and image, require effective dialogue among HR management, HR staff and members of organizational culture. Effective HRM roles will bring SMEs into the branding process within competitive image realization. Waldman (2006. p. 533) indicated that, “firms must have visionary leaders who are able to "connect the dots" and understand how various stakeholders, and the satisfaction of their needs, represent interrelated challenges. For example, the management of human resource roles is related to brand satisfaction, essential for SMEs to understand and deal with image rooted connection, the importance of brand satisfaction will imply that HR executives can act socially responsible without using too much funds on branding and image realization. HR role determine strategy in branding values upon mapping business impact and leadership effects within the realm of certain economic as well as environment emergence as imposed HR executives from within image outcomes into patterns (Master and Heresniak, 2002). HR role for SME responsibility, CSR ways maximizing change and behavior modification, brad and image are engaged into the CSR from within strategic choice, also there astounds some ability to charge premium price for particular business product as well as selecting qualified workers does assume potentials for CSR, to be part of organization domains (Kok et al., 2001). Brand and image values emphasizes that HR managers utilize change as one channel to keep good and wise decisions, as the presence of better decision making are critical for having insights into HRM based functions (Pant and Lachman, 1998; Agle et al., 1999), upon articulating the need to determine how SMEs in Ghana will perceive effective leader choices in order to push through with ample HR roles and the underlying approaches for example, brand and image effective synergy. Thus, noting that HRM based choices are to vary in exact CSR ways adopted by the organization from within business paradigms and organization characteristics, like the ones related to various change drivers upon branding perspectives, precisely assume ideal human resource conditions to fit into branding values and image make up (Waldman et al., 2006). Shamir et al. (1993), there proposes better leadership vision and change management into the integrity of the organization leader upon enhancing good points of social responsibility values of the team and the top executives for example, those that pertains to the stakeholder concepts as well as social contracts. The alignment processes whereby the effect of the CSR values serves to organize experience and guide actions, including change pathways and decision making for ideal leadership system as those linked into the CEOs of the organization, CSR values allowing immediate change as typical scenario known by the team and its top management. HR roles require leaders’ deeper awareness of their own behavior and its consequences and processes where personal leadership capabilities and organizational practices towards responsible behavior can be developed. The essence of branding image responsibility is based on values. It is revealed and measured in everyday behavior of individual leaders. These everyday actions can critically affect organization’s image as socially responsible company as HR skills are grounded on personal experiences and to earn image trust and respect. HR strategy being utilized has not been updated and it does not follow certain guidelines and regulatory patterns deemed possible for the welfare of the staff, confine view of  HR system manifesting effective brand power and image success. Some HR managers know that people make the critical difference between success and failure of brand and image, as there can be effectiveness with which SMEs manage, develop, motivate brands into willingness from contribution of those working with an image being key determinant of how well they perform based on leadership styles they comply in their work, as there maybe little research demonstrating causal link between leadership and job performance of managers and several literature describes particular leadership aspects, practices and styles which are claimed to lead to a much motivated as well as productive HR roles and have the elements of leadership effectiveness and measuring contribution these HR managers make to incur positive job performance (Anderson, 1997; Guest, 1997). Therefore, research literature has been dominated by questions as to whether HRM practices make ideal difference to HR managers rely on job performance. There is now a considerable body of work proposing that high quality leadership management can provide firms with a source of competitive advantage that it is difficult for competitors to imitate. It is the management of human capital, rather than physical capital that is seen as the most important determinant of company performance, some studies have demonstrated relationship between leadership impact, HRM as well as performance (Huselid, 1995; MacDuffie, 1995). SMEs in Ghana can make full use of skilled and motivated workforce by promoting brand and image designs which provide HRM enriched practices for employers as well as employees being responsibility for brand and image activities for the overall encounter of HRM in working well with products, services and the rest of the SME management team. References Abratt, R. (1989), A new approach to the corporate image management process, Journal of Marketing Management, Vol. 5 No. 1, pp. 63-76   Anderson, D.W. (1997). Executive commentary. Academy of Management Executive, 11(3): 7–8   Barney, J.B. (1986), Organizational culture: can it be a source of sustained competitive advantage?, Academy of Management Review, Vol. 14, pp. 20-39.   Chittipeddi, K., and Wallett, T. (1998). Entrepreneurship and Competitive Strategy for the 1990s, Journal of Small Business Management 29(1), 94-98.   de Chernatony, L. (1999), “Brand management through narrowing the gap between brand identity and brand reputation”, Journal of Marketing Management, Vol. 15, pp. 157-79.   Fogel, A. (2001). Aligning Managers with Strategies Management Development Versus Selection," Strategic Management Journal 10, 157-170.   Gibb, J. and Scott, N. (1999). Strategic Awareness, Personal Commitment and the Process of Planning in the Small Business, Journal of Management Studies 22(6), 597-631   Guest, D.E. (1997). Human resource management and performance: a review and research agenda. The International Journal of Human Resource Management, 8(3): 263–276   Hegarty, G. and Hoffman, D. (1998). Product/Market Innovations: A Study of Top Management Involvement Among Four Cultures, Journal of Product Innovation Management 7, 186-190.   Huselid, M.A. (1995). The impact of human resource management: an agenda for the 1990s. International Journal of Human Resource Management, 1(1): 17–43   Julien, S. (2001). Repositioning the Human Resource Function: Transformation or Demise? Academy of Management Executive. Vol. 4, No. 3   Keller, K.L. (2000), “Building and managing corporate brand equity”, in Schultz, M., Hatch, M.-J. and Larsen, M.H. (Eds), The Expressive Organization, Oxford University Press, Oxford, pp. 115-37.   Kok, P., T. V. D. Weile, R. McKenna and A. Brown: 2001, ‘A Corporate Social Responsibility Audit within a Quality Management Framework’, Journal of Business Ethics 31(4), 285–297.   Liu, A. (1998). Restructuring, firm performance and control mechanism, Tilburg University, The Netherlands.   MacDuffie, J.P. (1995). Human resource bundles and manufacturing performance: Flexible production systems in the world auto industry. Industrial Relations and Labor Review, 48: 197–221   Matley, W. (2002). Human Resources Strategy: Focusing on Issues and Actions. Organizational Dynamics, Summer, pp. 5 - 19.   Master, M. and E. J. Heresniak: 2002, ‘Ethics at Work: The Disconnect in Ethics Training’, Across the Board 39(5), 51–52.   Meister, L. (1998). Understanding business processes: Understanding business organizations, Routledg   Mitchell, A. (1997), Brand Strategies in the Information Age, Financial Times Report, London.Pant, P.N. and Lachman, R. (1998) ‘Value incongruity and strategic choice’, Journal of Management Studies 35(2): 195–212.   Schultz, M. et al., (2001), Sticky reputation: analyzing a ranking system, Corporate Reputation Review, Vol. 4 No. 1, pp. 24-40.   Shamir, B., House, R.J. and Arthur, M.B. (1993) ‘The motivational effects of charismatic leadership: a self-concept based theory’, Organization Science 4(4): 577–594.   Twomey, B. et al. (1999). Human Value Management. San Francisco: Jossey-Bass.   Waldman, D.A., Siegel, D. and Javidan, M. (2006) ‘Components of transformational leadership and corporate social responsibility’, Journal of Management Studies 43.   Credit:ivythesis.typepad.com

Literature Review On HRM Role In Corporate Branding And Image Building

Literature Review on HRM Role in Corporate Branding and Image Building The survival of small and medium sized enterprises (SMEs) i...

CULTURAL CAPITAL

CULTURAL CAPITAL AND CULTURAL LITERACY   Introduction             One of the most important things that must be considered by every organization may it be public or corporate organizations is to establish a good relationship among its members.  This can be done by having good communication and interactions of each staffs and members of the organization.  This practice of smooth interaction is usually seen in design practices.  According to  (2004:148): “Design practices pay off most when they are incorporated across conception, development, use, and habituation of a product, service or environment – and are not just used to correct the usability and identity of a product conceived by other means. Usability engineers, database designers, visual artists, business managers, architects, psychologists, ethnographers and device developers all shape interaction design. In doing so, they draw on bodies of knowledge that vary in how codified they are and how understandable they are to others.” For (2004), if this concept of interdisciplinary approaches will be adapted in an organisation, there is a greater possibility that the public relations and even corporate organization will be able to achieve its organisational goal. By definition, an organization may it be public or corporate is a system of at least two people with interdependence, input, throughput, and output ( 2001).   It is a system of purposeful, interpersonal activity designed to coordinate tasks.  Working in this definition, it is essential that every member of the organization communicates effectively with one another.  Organization is something people create through interactions and their activity.  Interactions within a group or inter-professional team go beyond the concepts of effective speaking or listening, or what is commonly considered as linear communication. It is an interactive model which deals with feedback and reciprocal exchanges. According to surveys focusing on areas of improvement among corporations, interdisciplinary approaches are usually ranked first as an important element within the organization (, 1993). Specifically, interactions are recognized as an important aspect of an organization as it keeps employees well-informed and open to communication channels. Moreover, organizational interdisciplinary approaches enable the employees to comply with organizational standards, leading to efficiency and accuracy. Primarily, the main goal of this paper is to provide insightful details regarding the application of interdisciplinary approaches within public relations and corporate organisations.  In addition, this will also provide information about the significance of cultural capital and cultural literacy in order to have more effective interdisciplinary approaches which these types of organisations can impose.   Interdisciplinary Approach: Public Relations and Corporate Organizations             Interdisciplinary approach is a term used to describe the interactions of various professionals from different disciplines working in collaboration and effective communication to achieve mutually agreed goals for clients, customers and other stakeholders. The promotion of interdisciplinary approach in the design practices has long been regarded by designers and other members of the design operations as of great importance. And for these designers, if this practice will be adapted or implemented within public relations and corporate organisations, they will be able to achieve its organisational goal of providing quality service among its target market.             Interdisciplinary approach to work implies that the various approaches are generally applied simultaneously over a substantial period of time rather than sequentially, which is more commonly termed multidisciplinary. For example, in the operations management of a certain organisation a multidisciplinary approach entails separate encounters of the staffs and personnel with suppliers and other members of the operation, one or more managers, employees, several product controller, and perhaps a supplier—each doing significant tasks to provide quality products to the target market. In a truly interdisciplinary approach, an organisation may use this by meeting together as a team to be involved in the work process, review test results, share opinions and perspectives, and develop a unified plan that might be reflected in a single note in the organisational operations. Interactions between professionals is fostered by an appreciation of each other’s expert contributions, agreement on the aims and goals in relation to a patient or client and agreed distribution of roles and related tasks in the context of an agreed programme of action.             The public relations and corporate organisation may use this interdisciplinary approach to running their organisational operations and activities by also considering management of change.  If managers were to encourage and facilitate the use of interdisciplinary approaches within its organisational performance, there is a possibility that such kind of organisation will have a more effective business or organisational environment. Overt organisational and administrative arrangements will be desirable, so that busy professionals and workers can devote appropriate time and attention to working with each other and with their managers. Above all, management should devise ways and means for official recognition and suitable reward for consistent interdisciplinary approach that is not only acceptable, but also effective and efficient. These changes in the working environment would facilitate trust, that essential prerequisite for a relaxed and effective working relationship between managers and their professional colleagues. Perhaps some expenditure on joint staff rooms for more informal interaction between managers and their colleagues might pay handsome dividends. Once interdisciplinary approach is not only an expected, but also a facilitated part of organisational practice, both managers and practitioners will recognise the need for perfecting their requisite skills. The further development of these competencies can then become an accepted, integral part of continuing effective collaboration among the members of the organisations.   Significance of Cultural Capital/Cultural Literacy             There are many factors which affect the effectiveness of utilizing or imposing interdisciplinary approach in both public relations and corporate organizations.  One of the common factors which have significant effect in the success or failure of considering interdisciplinary approach is with regards to culture, particularly cultural capital or cultural literacy.  Having interdisciplinary approaches also means, having effective communications and interactions within a group. In organizations, it is well-known that communication certainly affects business functions and operations.  The ability to communicate of the persons involved in a particular business transaction will, by and large, determine the outcomes or results.  Teams, which are the basis of an organization, are formed through it. Effective communications is a ‘life-skill’ upon which sound relationships are established.  An organisation may be able to adhere to its interdisciplinary approach if they will be able to determine the significance of cultural capital and cultural literacy within the organisational operations and activities. According to  (2002), the process of making an organisation is simultaneously the growth and maintenance of relationships among individuals who are working towards a common goal and the actual accomplishment of tasks, individually and collectively. In any organisation, there exist two dimensions. The technical dimension includes elements that are generally visible but hard to decipher like the control systems (recruitment mechanisms, administrative rules and procedures, etc.), structures (departments and divisions and physical facilities), and techniques and procedures (performance, working methods).     Culture is the inter-subjective aspect of life.  It is learnt, much of it at a very young age, and it is reinforced through social pressure.  The result is that culture belongs to a whole group, not to its individuals, and we cannot avoid it.  It paramountly determines our behavior, at the same time as it gives us an anchoring point, an identity, a social place and a world view.  Because of the human need for order and consistency, our basic assumptions about humankind, nature and social activities become patterned into what may be called cultural 'paradigms' ( 1984) and these assumptions form a coherent pattern.  This pattern or framework is used to structure experience--to give meaning to thoughts and actions ( 1985).  It is transmitted in many ways, including long-standing and often unwritten rules, shared standards and even prejudices.  Within this general understanding of what culture means, it can be defined as being slightly different from one situation to another. Another dimension of culture is to clarify how deep-seated its shared qualities are (, 1986).  Values, for instance, can appear or be hidden at various levels of depth.  At the conscious level, or close to it, they may appear as behavioral norms.  Such norms are written or unwritten rules of the game. Examples of such norms could be: on time in meetings, wearing only dark business suits at work and not sharing information with other groups.  At a somewhat deeper level lays the hidden assumptions--the fundamental beliefs behind all decisions and actions that might be non-conscious cornerstones of culture.  For example, some assumptions that may be shared among the members of a group or organization are: the future must be planed as much as possible, quantifications of an act to make it more certain, there should be subordinate and superior in this world and cooperation that will improve motivation among the participants. People can have many theories about why the culture concept was able to catch their interest so thoroughly at this time; perhaps the time was ripe.  Maybe the reason was people's growing international interest or maybe it was an increase in the interest of human beings.  One thing is clear, however: the cultural idea has led people to reevaluate the attributes of organizational success which are not part and parcel of the "orthodox" rationalist paradigm (, 1988). The cultural/political dimension is more intangible and strategic in nature. This dimension explains the assumption about the essence of the Secretariat’s culture. It includes rituals and myths, symbols and games. Due to the common behavior, an internal integration within the organisation is developed. In a sense, all cultural learning reflects the original values of individuals and their sense of what ought to be as distinct from what is.  (1990) defines culture as a system of symbolism and meaning (1992, p. 104). He argues that a society's dominant class imposes its culture by engaging in pedagogic action (e.g., public relations and corporate organizations), which internalizes the dominant symbols and meanings in the next generation, thus reproducing the salience of the dominant culture. Thus, cultural capital, as conceptualized by  (1990), derives its analytic contribution from the notions of social practice and social reproduction of symbols and meanings. Cultural capital acts as a way of upholding and enhancing one's status in a given social class. Therefore it is sought after, and indeed fought over to a certain extent. As        sees taste as a form of struggle, so he views our desire to be better than others as the primary method of ascension. Cultural capital is the tool in this life-long struggle of taste.  More specifically, cultural capital refers to the preference for high culture as opposed to low culture, One might generalize by saying that the more difficult an organisational interdisciplinary approach is to engage with, the more cultural capital can be earned through engaging with it. On the other hand, Cultural literacy can be defined as both a knowledge of meaning systems and an ability to negotiate those systems within different cultural contexts. It is virtually impossible to describe and analyse what is happening in any communication context or practice without using the concept of cultural literacy. The notion of interdisciplinary approach, specifically communication as a cultural practice requiring various forms of cultural literacy is strongly influenced by the work of         .          's ideas are particularly useful to our understanding of interdisciplinary approach to communication because of his suggestion that practice, or what people actually do, is both constrained by, and develops as a response to, the rules and conventions of a culture. One way to understand the relation between culture and practice is through '    s metaphor of the journey and the map ( 1990b). Cultures are both the maps of a place (the rules and conventious) and the journeys that take place there (actual practices). Cultural literacy can be understood, then, as a 'feel' for negotiating those cultural rules and systems--for 'making your way' through a culture. And practice can be understood as the performance of cultural literacy. The concept of  culture at work, whether international, local or  at the organizational level, extensive emphasis should be warranted for because effective interdisciplinary practices plays an effective role on achieving high performance levels of employees. Considering culture is a broad and complex issue. Public relations and corporate leaders face formidable challenges in building a multicultural organisation that truly values cultural capital and cultural literacy. To be successful, managers need to "unlearn practices rooted in an old mind set, change the ways organisations operate, shift organisational culture, revamp policies, create new structures, and redesign human resource systems (, 1991)." This is a tall order and indeed may be so difficult and complicated that it requires a new paradigm to guide organisational management. To manage interdisciplinary approach strategically may require a shift from an efficiency mind set to one with a higher emphasis on human relations goals ( 1992).  For public relations officers or corporate management leading or working in the context of culture, the level of flexibility, communication skills and hands-on management required often goes above and beyond what they are accustomed to.  Regardless of where they are located, these professionals may find themselves challenge to motivate struggling employees.  Interdisciplinary approach through teamwork across cultures can present unique challenges and may be unfamiliar territory for many leaders for different organisations. Hence, realizing the value of both cultural capital and cultural literacy is an important aspect in interdisciplinary approach in which leaders of either public relations or corporate management.   Conclusion             Interdisciplinary approach which has been used within design practice is now being considered as one important aspect in running public relations or corporate organisations.  The underlying context of this approach is to make all members of a certain organisation be a productive and valuable part of organisational performance and operations. However, for every member of the organization to perform effectively, they need to maintain some form of control over members, stimulate members to perform, provide a means for emotional expression, and make decision choices.   A careful review of the topics discussed suggests in order ensuring effective and efficient interdisciplinary approach cultural concept must also be given emphasis. Part of this is the recognition of the significance of both cultural capital and cultural literacy in application of this new approach. There is also the evidence that demonstrates a positive relationship between effective communication and workers’ productivity in line with the interdisciplinary approach. Apparently, it shows that communication is a factor which is both crucial and feasible management instrument to affect these underlying motives for the change management process. Important questions in this respect are how and what to communicate to organization. There should also be commitment to two-way communication process, more emphasis on face-to-face communication, shared responsibility for employee communication, immediate discussion when organizational controversies and problems arise, accurate transmission of information, and moreover, every member of the organization should treat communication as an ongoing process.     Reference News from the Web   	 Credit:ivythesis.typepad.com

CULTURAL CAPITAL

CULTURAL CAPITAL AND CULTURAL LITERACY Introduction One of the most important things that must be considered by every ...

Medical Website Evaluation

This paper evaluates two various medical websites. The websites are compared and evaluated in terms of content, usability, and accessibility. The level of accessibility is also accessed and compared for both website. This paper compares as the subject of comparison. Using “Common Cold” as the topic of comparison; this paper aims to help distinguish the more accessible and usable medical website from the two subject.    Website Description             BBC is United Kingdom’s world respected media/news network. The official website of BBC offers users with local and international news, business news (stock exchange, market data, economy, etc.), health news, science and nature news, Technology news, and as well as entertainment news, there is also a radio and TV feature in the web site, and as well as weather news and language selection feature.             BBC’s official website has the typical component and features of a website, but the website of BBC offers new innovation and features, such as accessibility help feature (which allows a user to modify his/her desktop to be more accessible to the website, according to the user’s desktop Operating System), text only feature (which transfers the website into text version or HTML version and only available in BBC International version), and mobile/PDA’s feature (which informs the users on how to gain access to BBC website using mobile gadgets). The website also features an interchangeable version; where a user can choose from BBC UK or BBC International version. The first version gives prominence to the breadth and depth of BCC content in the UK (which includes news, sports, and weather along with UK radio and TV). This version is preferred for UK-based users. While the latter version, gives prominence on world events, news, sports, weather. This version is preferred for users outside the UK. There is also a language translate feature that allows news to be translated into thirty three (33) different major languages; this feature makes the website more useable and accessible to anyone. Also, one noticeable innovative feature of BBC website (although still in beta or testing stage) is the changeable display setting tool; this feature of BBC website allows user to change the appearance of the BBC homepage. A user can change the Font size and background color of the homepage according to the user’s preference. This feature is currently only available in the BBC UK version page.             In terms of the content of the website; the website is full of different information (from news, education, health, sports, weather, etc.) as expected from a top media network like BBC. The website is well-constructed and easy to navigate even for people with low technical knowledge. BBC home page like any other websites has links button, this buttons direct a user to a certain link about the topic and can also redirect the user to the main home page; this typical feature of a website allows a user to easily navigate and use the website.             BBC’s website has an A-Z search engine. A search engine is a typical website feature that enhances a website performance allowing user to search a particular subject easily. BBC also features a search engine where the user types the particular subject that he/she is looking for. Although search engine are not precise because a simple term such as “common cold” could give various result, the strategy in using the search engine is to input the exact word or phrase you want to find. For example: instead of searching for “common cold”, a user can search “cause of common cold” or “definition of common cold”, this will make searching more precise and narrow.             When I first search my topic using the A-Z search engine of BBC website, the search did not have any information about “common cold”. I notice that the result of the A-Z search engine feature of the website is only available in the BBC UK version and it only contains general topics (such as featured news and articles on BBC radio and TV) and therefore will not return any answers about the subject matter. I tried the other search engine feature of BBC website; I typed the subject “common cold” on the search engine and the search engine returned about 31 pages of related links about the subject “common cold”. Although the search results provided me with numerous links, BCC search engine suggested the two best possible links to the subject that I am looking for. The first best link the search engine provides me is titled “Health – Colds and Flu”; a featured BBC health news article that advices the readers how to tell the difference between common cold and flu, and the best way to recover as quickly as possible to such health conditions.             On BBC website I noticed a health page; this feature of BBC’s webpage is about users asking about doctor’s advice on different illness and conditions. In using this feature; a user only needs to choose from the alphabetically arranged list of illness and health conditions. When I tried to look for “common flu” in the list, it is not included in the list, so I look for “flu symptoms” and the result provides me with information about the symptoms of flu and the best way to get over such illness. I find in the web page that a particular user asked a question about health conditions and illnesses and a doctor responds and answer the question. This feature of the BCC website is informative and covers wide subject and topics regarding health issues. Topics and subjects are group into four categories. A user can search by A to Z, by age and gender, parts of the body, and by subject index. This feature allows users to easily access any information. If using one of the four search method did not return a result, a user is redirected and advised to use another search method.   Website Description (http://www.surgerydoor.co.uk/)             This website is focus in providing users with various health related information. The first thing I noticed from the website is the list of events and celebrations that is uncommon to everyone (such as today, May 16, 2007, is the celebration of Lymphatic Cancer Awareness Week and National Breastfeeding Awareness Week).             Like other website, surgery door has a search engine wherein the user types the subject that he/she is looking for, and also an A to Z search engine that arrange medical and health related subjects in alphabetical order. The website provides users with a more sophisticated search engine. The website also allows users to filter and narrow their search by providing a search engine wherein the user chooses from list of categories (group according to age and gender) and the health condition that the user is experiencing.  All the subjects in the website are located in the left side of the webpage. The entire subjects are expanded and easily accessible to users. There are also health related news and articles that the user can access,             In terms of contents, Surgery door has more medical related contents from medical illness, to medical conditions, to medical surgery information. The accessibility of the website can be confusing due to the contents and the various links the website provides. But still if a user is at a loss in navigating to the website, the user can always click the home link wherein the user is redirected to the home page of the website. Navigation can be quite confusing for starters. But the concept and flow of navigation is easy to learn.             When I search for my topic in the A to Z search engine of the webpage, the search return a result about the subject; that makes my search fast and easy. The result includes a definition of “colds”, its causes, symptoms, treatments, and ways to avoid catching colds. The result I got from the other search engine (where I typed the subject) is different from the result I got from the A to Z search. The result that I got from this search engine showed related links that contains articles related to the subject.             I noticed that the website has an added new feature; a webpage about various drugs and medicine information. The topics in this webpage is arranged in A to Z arrangement, making searching more easy. A user can gain complete information about a certain drug or medication, including the description of the medicine and proper medication. This feature is comprehensive and very informative.   Comparison             The BCC website is easier to navigate and used, but the information that can be accessed in the website (in terms of medical related information) is not as comprehensive as the Surgery Door website. This may be due to the reason that BCC is not as focus as Surgery Door in the field of health and medical information. BCC is also informative in health and medical topics and subjects, but the contents of Surgery Door are more comprehensive, because Surgery door is more focus and dedicated in the health industry than BCC.             Both websites have distinct feature that makes them stands out to the other. BBC’s website has new innovative features, such as accessibility help feature, text only feature, and mobile/PDA’s feature. The website also features an interchangeable version; where a user can choose from BBC UK or BBC International version. BCC also has a language translate feature that allows users to translated news and articles into thirty three (33) different major languages. Also, one innovative feature of BBC website is the changeable display setting tool; this feature allows a user to change the appearance of the BBC homepage. A user can change the Font size and background color of the homepage according to the user’s preference. This feature is currently only available in the BBC UK version page and is only in beta stage.             The website of Surgery Door is more comprehensive than BCC in providing users with medical related information. Because Surgery Door is more dedicated in providing medical information, the feature that makes this website different from BCC is the monthly medical celebrations and events list. Surgery Door website has an added new feature; a webpage about various drugs and medicine information. Topics are arranged in A to Z, making searching easier. This feature contains complete information about a certain drug or medication, including the description of the medicine and proper medication.   Findings             The common cold is a common infection to the upper respiratory tract (nose, throat, ears and sinuses) caused by virus. Colds are contagious; a tiny droplet or simple hand contact can pass on these infections.             People catches flu virus repeatedly because flu virus is constantly changing its structure, so new strains always appears. Humans don’t have immunity to new strains, which is why we can repeatedly catch flu. Anyone can catch a cold or flu; adults and children have an average of 2-4 colds a year.             Symptoms of cold gradually develop that last about two to four days. Common symptoms that a person has colds are a stuffy, blocked (congested) nose, a runny nose, and sneezing. A person with colds feels unwell and tired, and may develop fever. Sometimes the person experiences mild sore throat, hoarseness, and cough, and also dulled hearing caused by mucus build up behind the ears and mild earache.             Colds don’t last long and needs no specific treatment. Instead of giving antibiotics a person with colds, zinc supplement can help treat colds faster.  Antibiotics do not kill virus, therefore it is of no use against colds. Useful treatments for colds are Paracetamol or Ibuprofen to ease the fever, sore throat, aches and pains, and drinking enough water and juice to avoid mild dehydration due to body sweating.             Most colds do not cause complications. However, cold may trigger coughing, wheezing and shortness of breathe for people with asthma or other lung diseases. Such infections sometimes travel to the chest, sinuses or the ears. Bacteria may thrive in the person’s mucus that can cause ‘secondary’ bacterial infection. It is best to consult a doctor if symptoms of colds do not start to ease within a few days, to en sure that a complication has not developed. In particular, symptoms to look out for that may mean more than just a cold includes: fever, wheezing or headaches that becomes worse or severe; fast breathing, shortness of breath, chest pains, or if you cough up blood; drowsiness or confusion; a cough that persists longer than 3-4 weeks; and any unexplainable symptom.   HomePlug Technology and Wi-Fi             Homeplug technology, sometimes referred as Powerline communication describes several systems for using power distribution wires. In this system computers can connect to one another through the use of the same electrical outlet, this method is the cheapest method of computer connectivity. Homeplug technology is based on the original technology called passport, developed by the Intelogis Company. On the other hand, a WiFi network uses radio waves in communicating across a network. The radio waves used in WiFi communication is very similar to the radio waves used by walkie-talkie and cell phones.             The advantages of homeplug technology against WiFi are: homeplug technology is inexpensive unlike WiFi connection because it uses existing electrical wiring, there is need for a new connection; installing homeplug connection is easy due to the reason that every typical building has several electrical outlet; printers and other devices doesn’t required to be directly connected to a computer, or physically near any of the computer in the network. WiFi has a lot of advantages: WiFi are easy to install and inexpensive; because WiFi has a higher frequency more data can be transferred faster; using WiFi connection allows a user to connect to the Internet conveniently even in public places; also one the best feature of WiFi is its convenience and connectivity, it allows a user to easily connect to multiple computers and move them from one place to another without disconnecting and reconnecting wires.             There are also disadvantages in using the powerline connection when using the older Intelogis technology. The connection is slow, therefore limiting the performance of hardware devices; the old technology only works in Windows-based computers; it uses large wall devices in accessing an electrical outlet and can only use 110-V standard lines; it requires data encryption for a secure network and using older wiring can affect the performance of the network.   Road Watch             Automatic Number Plate Recognition (ANPR) is the latest technology used by the UK police force in law enforcement. ANPR has been used for over a decade and is originally intended to enforce traffic law and apprehend traffic violators. But, over the years this technology developed into mainstream police tool. ANPR helps in information and intelligence gathering, because such technology is capable in monitoring and recording vehicular information (such as number plate, journey of the vehicle and destination, etc.) of every vehicle in Britain. ANPR was based on an existing M15 counter-terrorism technology and is capable of capturing five million number plates a day.             National ANPR Data Centre (NADC) is a data warehouse that is responsible in storing data (such as number plate and along with ‘hot list’ of suspect cars). The NADC is capable in storing up to 35 million number plates in a day. Each scan in the NADC will generate four different files: first, a text file containing the car’s registration number, time and date the data was stored, and the GPS location where the data was taken; second, an image of the number plate; third, a video image of the number plate; and lastly, video of the vehicle occupant. Data from the NADC came from the 43 police forces of England and Wales via their respective ANPR servers.             Such technology is useful in law implementation because of the capability of such technology, although in some way it can be ethically unruly. Personal privacy can invaded due to the information that it can capture regarding about a person’s travel. Although such technology is a break trough in fighting and preventing crimes, it call also be used to commit crimes. The database in the system is comprise of valuable personal information, if the system fails and the data are compromise it can be used for personal benefits.             ANPR surveillance technology is an efficient approach in law implementation due to its proactive approach with the power of modern computing, storage, and networking technology. Although effective, ANPR surveillance technology undermine liberty and the very fundamental principle of the saying “Innocent until proven guilty” through surveillance. In general, the ANPR system is quite impressive, but no surveillance system relies on multiple government databases is entirely error free.   1) The National ANPR Data Centre can store up to 35 million number plate reads per day. How many number plates reads is the network of 3000 cameras capable of providing per day? - A single camera is capable of capturing 11666 of number plate reads per day. To compute for the answer, I simply divided 35 million to 3000.   2) How many times greater than the number the Data Centre can store is this? Explain why this probably doesn’t matter. - The data centre has 10 times the storage capacity. I think it really doesn’t matter this is because each server of the 43 police force both in England and Whales is capable of storing large data.  The server only needed large storage due to the reason that these 43 servers store all their data in the data centre.   3) The article says that each scans’ generates four files. One of them is an image of the number plate. Calculate how many bits would be needed for one image if it is coded using a 256-level grayscale bitmap in a format of 700 x 250 pixels. Assume-no compression is used. -  44800000 bits are needed in coding an image using 256-grayscale with no compression.   4)  We’re told that the image is transmitted as a JPEG how many bits would be needed for one image if the JPEG applies a compression ratio of 35:1? -  It will only require 1280000 bit to transmit a jpeg file using compression ratio of 35:1. News from the Web   	 Credit:ivythesis.typepad.com

Medical Website Evaluation

This paper evaluates two various medical websites. The websites are compared and evaluated in terms of content, usability, and accessibil...

Market Research Analysis on Computer Stores

I. Concepts of DSS             To date a general theory of decision support systems (DSS) has not yet been established. A number of observations and principles from a wide range of selected writings present some generally accepted notions of DSS.             A DSS is "an information processing system that is embedded within a decision making system." 1 It requires three major components: dialogue management, model management, and data management. 2 A DSS should be designed to perform some or all of the following six tasks: selection of data, aggregation of data, estimation of parameters, simulation of changes and consequences, equalization to calculate decisions satisfying certain conditions, and optimization. 3 Carlson prescribes four functions a DSS should provide: representation; operations for intelligence, design, and choice; automated memory aids; and aids to direct control over the system. 4 Furthermore, decision support systems are usually concerned with semi structured or nonstructural problems in which the solution path and relevant data are difficult and sometimes impossible to define in advance. 5 Some writers indicate the importance of considering the user's decision-making style in designing a DSS, 6 whereas others disagree. 7       Features of Decision Support System (DSS) Brief Background of John’s order of DSS             The Decision Maker (John) requested a computerized DSS in the expectation that his increasing work burden will be minimized with the used of DSS. On the book public administration and decision aiding software (see references) the author research about DSS and joined a senior official in the government organization to conduct a preliminary analysis (pages 35 – 36). 1. Brief explanation of John’s flowchart analysis       In the figure below we will notice the product at the top as the starting process of the DSS. The decision is clearly split into two categories. The demand and the supply. The price is taking into consideration here and price comparison is used in order to calculate the profit of his sales and make a reasonable decision. In addition to this, the researcher added an additional feature which is the comparison of alternatives. John may input here the prices offered by the supplier and the system may select to which supplier he will order and acquire the best profit. Is that good? Then after the system computed the total profit it will be displayed at the screen to out the final profit result which is the greatest profit that he can acquire.       Flowchart Analysis of John’s DSS (Figure 1)                                                                                                                       2.         Collins-Williams and Lyn reported on an automated index of the decisions made in the Ontario Ministry of Labor. 8 The system enables retrieval by various parameters, but does not support the process of making a decision or controlling its quality.             On the book Public Administration and Decision Aiding Software it states that “they proposed to structure both the presentation and the storage of the organization's information in order to enable computerized support for the entire decision life cycle, without imposing unwarranted structure on the processes involved in policy analysis. Consequently, a simplified model of the decision process was formulated and served as a point of reference for the design of the DSS”.           Figure 2 The Decision Process and the DSS                   This diagram is a simplified model of the decision process that was formulated and served as a reference for the design of the DSS. The model is shown in Figure 1. The major stages of the decision process are decision initiation, decision evaluation and choice, and decision implementation. The DSS consists of an information base and programs that help control the decision process.             This proposed decision diagram may also be used in the case of John’s DSS.       3. Figure 3 The Uniform Decision Platform's Format   CONSOLIDATED DECISION PLATFORM Problem description:   Background: (History, evidence, and global policy on the issue)   Alternative solutions:     Positions of all parties: (Presented as participant's position on a specific option and includes predicted impacts)   Reasoning: (Includes conceptual assumptions, predictions about operational context, constraints, criteria, precedents)   Operational recommendations: (Usually a subset of the alternative solutions; includes conditions when to review the decision)    The Uniform Decision Platform             The purpose of this consolidated decision platform format is to help Decision Maker (DM) in facilitating his final judgment by presenting the necessary information, aiding him in the assessment of the quality of the decision – making process and providing other search information. The components of this include the background or history of the issue, the alternative solutions that were considered, the recommendations and the reason of choosing the said recommendation.         4. User Scenario             The first computerized stage in DSS is the preparation of the platform for decision, performed by a decision coordinator. The platform is prepared interactively with a word processor that imposes a uniform structure (see figure 3) by providing a user by             In order to achieve maximum benefit of SSM the user is required to master the tools and know there potential. The computer output about various topics often supplements the information advanced by the various parties. The answers to the queries concerns may be concise. The operation mode is also flexible; the mode of control may be menu-guided or, alternatively, use default values for experienced users. The first screen of the query is presented in Figure 4. Figure 4 Screen for Control Query Control Over Decision  Implementation (Screen I) Decision number: Date: File:   Secretary code:   Controller code:     General theme:   Decision Type:     Subject:   Decision content:     Keywords:     Control Y/N:   Code name: Until: No. of reminders:   Status-Code: Details:   Last reference date: Details:                 The second screen (the researcher not included the table) is about details on the control of implementation and allows input in free format. The output decision may be further processed--that is, superimposed by logical conditions resulting in a subset of the former answer, sorted, and printed in concise or detailed form. As time passed, the system will have a list of parties that are to be consulted on various topics. These lists are presented in information functionary and serve as checklists for the selection of participants in decision making process. 5.         “The evaluation stage is supported indirectly by analyzing the effects of the alternative solutions in the context of previous platforms, decisions, and true outcomes that are found in the information base. This support is accomplished by what-if queries and comparative reports of expected impacts with actual results. This stage relies heavily on the completeness of the structured platform in Figure 3. “ Excerpt from the book “Public Administration and Decision aiding Software”. 6.         The control stage is directly supported by the computerized control subsystem. All progress on decision implementation is recorded in a standard form, which is an up-to-date progress report. Using the report generator with predefined formats, one can request reports of late implementations. In addition, the system automatically produces letters to implementers who are behind schedule. These letters incorporate any relevant data besides the original decision to be performed, such as previous communications, new details, and updated deadlines. These letters are presented to the user via the word processor, which enables him or her to add free formatted text, underline certain items, or whatever. Furthermore, the user can obtain concise reports on the time span of implementation. Information regarding the quality of decision implementation (e.g., reports from the organization's comptroller) is also stored, and is later retrieved in connection with specific decisions. Decisions designated as valid for a limited time or under specific conditions are referenced when their validity expires. This is done to alert the user to take appropriate action. “Excerpt from the book “Public Administration and Decision aiding Software”. 7.         Extensions             Two broad extensions are considered, further automating the control of reasoning and supporting group decision making. With current technology, a higher level of automation in the support of reasoning would impose even more structure on decision formulation. 9 A higher level of structure seems highly infeasible as does the use of plausibility values. However, some intermediate solutions proposed by Vari and associates may produce acceptable systems in an HLPM environment. 10 The second extension has to do with supporting the simultaneous interaction between the staff members. Currently, prototypes of group decision support systems provide technical features that facilitate a better exchange of information between the group members (Level I in the taxonomy of DeSantics and Gallupe). 11 Higher levels of support can, for instance, include structured techniques that avoid group biases (see review above) and techniques that combine the opinions and preferences of the group members. These advance decision aids still have conceptual problems, 12 as well as implementation difficulties. 13“Excerpt from the book “Public Administration and Decision aiding Software”. II. How would you characterize John as a Decision Maker? Explain in a paragraph.             Based on the information that was presented, we can state that John is really capable of handling business at managerial level. He is doing that type of job for more than a year and the business has been doing well. Given that John is systematic in the entire task that he managed, it follows that he has a patterned and well organize system that he followed in his daily task. But now, he wants a “Decision Support System” so that he can focus in other aspects of his shop especially in the artistic aspect. So John as a decision maker withdraws on the commitment of managing market research for software stores.             In this situation we may state the characteristics of a good decision maker and compare John to that model. A good decision maker analyzes a particular problem situation and look for all possible alternative solutions before arriving to a particular decision. In the problem, it is impliedly state that John analyzes that situation and predict that the shop will become successful if he focused on artistic aspects. Another interesting characteristic of a DM is that he determine which values are most important, and see that they are maximized without sacrificing or minimizing other positive values and move forward to an intelligent decision. In this case, John weigh which of the 2 jobs will he devote his time and finds out that since he already know how to operates on sales and managerial level, he tried to work on design or artistic aspects. Is that good? But without sacrificing the prior, the best solution that he plans is to order DSS so that he can still manage that part of the work with minimal supervision.             But there are many possible impacts that may arise in the DSS. The first favorable outcome is that DSS has many benefits like improving decision making quality and consistency; it can also provide information to the decision maker (DM); you may also save money because instead of hiring an employee on the shop, the DSS will take care of the job. Conversely, there are also negative effects, especially when the DM (John) becomes dependent to the system. He will become less confident in that aspect because as time passed he will forget how the system operates.                                                         References: 1. R. H. Bonczek C. W. Holsapple, and A. B. Whinston, Foundations of a Decision Support System (New York: Academic Press, 1981). 2. H. J. Einhorn and R. M. Hogarth, "Confidence in Judgement: Persistence of the Illusion of Validity," Psychological Review395-416 (1985). 3. R. W. Blanning, "The Foundations of a Decision Support System," 2 Information and Management87-93 (1979). 4. E. D. Carlson, "An Approach for Designing Decision Support Systems," in J. L. Bennett , ed., Building Decision Support Systems ( Reading, MA: Addison-Wesley, 1983). 5. P. G.W. Keen and M. S. Scott Morton, Decision Support Systems: An Organizational Perspective (Reading, MA: Addison-Wesley, 1978). 6. See M. Bariff and E. J. Lusk, "Cognitive and Personality Tests for the MIS," 23 Management Science820-829 (1977); I. Banbasat, "Cognitive Style Considerations in DSS Design," 8 Data Base37-38 (Winter 1979); and R. W. Zmud, "Individual Differences and MIS Success: A Review of Empirical Literature," 25 Management Science 966-979 (1979). 7. See G. Huber, "Cognitive Style as a Basis for MIS/DSS: Much Ado About Nothing," 29 Management Science567-579 (1979); and C. B. Stabell, "A DecisionOriented Approach to Building DSS," in Bennett, Building Decision Support Systems 8. J. Collins-Williams and D. Lyn, "Automated Indexing of the Decisions of Administrative Boards and Tribunals: The Ontario Labour Relations Board, Employment Standards Branch and Human Rights Commission," 14 Government Publications Review 525-539 (1987). 9. M. S. Fox "Knowledge Representation for Decision Support," in L. B. Methlie and R. H. Sprague, eds., Knowledge Representation for Decision Support Systems ( New York: Elsevier Science Publishers, 1985). 10. Vari, Vecsenyi, and Paprika, "Supporting Problem Structuring in High Level Decisions." 11. Federowicz, Transactions of the Sixth International DSS-86 Conference. 12. B. Brehmer and R. Hagafors, "Use of Experts in Complex Decision Making: A Paradigm for the Study of Staff Work," 38 Organizational Behavior and Human Decision Processes181-195 ( 1986). 13. Henderson and Schilling, "Design and Implementation of Decision Support Systems in the Public Sector." 14 Nagel, Stuart “Public administration and Decision Aiding Software: Improving procedure and substance” 1990         News from the Web   	 Credit:ivythesis.typepad.com

Market Research Analysis on Computer Stores

I. Concepts of DSS To date a general theory of decision support systems (DSS) has not yet been established. A number of obse...

Agricultural Situation In India

Agricultural Situation in India   India has been known as the demographically the broadest economic sector and plays a significant role in the overall socio-economic fabric of India.  In fact, the country ranked as second leading producer of rice and wheat worldwide.    In  world agriculture statistics in  2010, India ranked as the world's largest  farm producer of many fresh fruits and vegetables, milk, major spices, select fresh meats, select fibrous crops such as jute, several staples such as millets and castor oil seed. In addition, the country is also the one of the largest output of various dry fruits, textile raw materials, roots and tuber crops, eggs, coconut, sugarcane, fish, and various kinds of vegetables.   In the same year, India had acquired 80 percent of agricultural products that include coffee and cotton.  In 2011, the country had tremendously increased the livestock and poultry meat production in the international market. (http://en.wikipedia.org/wiki/Agriculture_in_India) Furthermore, in fiscal year ending June 2011, Indian agriculture accomplished tremendously an all time record farm production of 85.9 million tons of wheat, which was a 6.3 percent higher compared to the preceding year. Even the harvest of rice in India had also struck a new record of 95.3 million tons, which was a 7% raise from the production during the previous year.  This abundant harvest of farm products contributed 71 kilos of wheat and 80 kilos of rice to every member of Indian household in 2011.  And, it even became higher in per capita consumption of rice as to compare with the rice production of Japan.  This Indian enormous farm output even led to 2 billion exports of wheat and rice in 2011 to other countries in the world. Moreover, the country has been also   famous of its abundant industries of aquaculture and catch fishery.  The fishery business in India started to boom during 1990s and 2010s, as Indian fish capture production doubled, on the other hand, the Indian fish capture harvest became triple in output.   It can be recalled that in 2008, the country became the world’s sixth largest producer of marine and freshwater capture fisheries, and the second largest aquaculture farmed fish producer. It had able to export 600,000 metric tons of fish products to many countries in the globe, most especially to the African regions. (http://en.wikipedia.org/wiki/Agriculture_in_India) Nevertheless, in 2009, the agriculture and allied sectors such as forestry and fisheries had only acquired 16.6 percent in GDP; it was with the joint effort of 50 percent of the total numbers of   workers in the country. As a result, the economic contribution of agriculture sector in India had been declining steadily during the year.   Another report came out that in 2008; the population in India    grew bigger than its ability to produce staple food for the whole populace. Based on the report dated 15 April 2009 in The Independent online site, there were 1,500 farmers who committed mass suicide in India due to enormous debt resulted from scarcity in their farm production. This agricultural condition was even triggered by the continuing   drop down of water level in various farms.  In response to this situation, the Indian government had implemented extra ordinary measures to help many farmers to save their farms from total losses. Today, agricultural economy in India has been undergoing structural changes; its GDP share has dropped from 43 to 16 percent. Due to rapid economic growth in industrial services, as well as   in other economic sectors in the country; the Indian agriculture policy aims to improve food self-sufficiency, at the same time, to alleviate food distribution among the Indian population.  In the same way, the government also targets to support extra measures that will steadily support the agricultural improvements such as   the Minimum Support Prices (MSP) for the main agricultural products, farm input subsidies, as well as the price support policy, which implements protection for farmers from quick price fall, as well as to stabilize prices in order to ensure adequate food supplies for public consumption.  Consequently, the most concern now by the Indian government is the poor maintenance of many irrigation systems in the country, and as part of this problem, there have been lacking of   good infrastructure programs that hampered on the further growth and development of the agricultural sector as well as of the entire   economy of the country. (http://en.wikipedia.org/wiki/Agriculture_in_India) In spite of some economic challenges, India remains the stable country when it comes to agricultural independence is concern.  Undoubtedly, for more than 50 years since its lack of restrictions, India has made a massive evolution towards food security.  Though, Indian population has tripled, but the good thing is the country’s food-grain production has been more than quadrupled.  In other words, there has been a substantial supply of food in the country that can suffice the demands of the entire Indian population, aside from the fact that the country has the great potential to still export their products successfully to various countries in the world.  References: http://en.wikipedia.org/wiki/Agriculture_in_India http://www.independent.co.uk/news/world/asia/1500-farmers-commit-mass-suicide-in-india-1669018.html   News from the Web   	 Credit:ivythesis.typepad.com

Agricultural Situation In India

Agricultural Situation in India India has been known as the demographically the broadest economic sector and plays a significant...