Gerald Ford Family Tree - Ancestry and Genealogy

Gerald Ford Family Tree - Ancestry and Genealogy President Gerald Rudolph Ford was born Leslie Lynch King, Jr. on 14 July 1913, in Omaha, Nebraska. His parents, Leslie Lynch King and Dorothy Ayer Gardner, separated shortly after the birth of their son and were divorced in Omaha, Nebraska on 19 December 1913. In 1917, Dorothy married Gerald R. Ford in Grand Rapids, Michigan. The Fords began calling Leslie by the name Gerald Rudolff Ford, Jr., although his name wasnt legally changed until December 3, 1935 (he also changed the spelling of his middle name). Gerald Ford Jr. grew up in Grand Rapids, Michigan, with his younger half-brothers, Thomas, Richard and James. Gerald Ford Jr. was a star lineman for the University of Michigan Wolverines football team, playing center for national championship teams in 1932 and 1933. After he graduated from Michigan in 1935 with a B.A. degree, he turned down several offers to play professional football, instead opting for an assistant coachs position while studying law at Yale University. Gerald Ford eventually became a member of Congress, Vice President, and the only President not elected to the office. He is also the longest living ex-president in American history, dying at age 93 on 26 December 2006. Tips for Reading This Family Tree First Generation: 1. Leslie Lynch King Jr. (aka Gerald R. Ford, Jr.) was born on 14 July 1913, in Omaha, Nebraska and died on 26 December 2006 at his home in Rancho Mirage, California. Gerald Ford, Jr. married Elizabeth Betty Anne Bloomer Warren on 15 October 1948 at Grace Episcopal Church, Grand Rapids, Michigan. They had several children: Michael Gerald Ford, born 14 March 1950; John Jack Gardner Ford, born 16 March 1952; Steven Meigs Ford, born 19 May 1956; and Susan Elizabeth Ford, born 6 July 1957.   Second Generation (Parents): 2. Leslie Lynch KING (Gerald Ford Jr.s father) was born on 25 July 1884 in Chadron, Dawes County, Nebraska. He married twice - first to President Fords mother, and later in 1919 to Margaret Atwood in Reno, Nevada. Leslie L. King, Sr. died on 18 February 1941 in Tucson, Arizona and is buried in Forest Lawn Cemetery, Glendale, California. 3. Dorothy Ayer GARDNER was born on 27 February 1892 in Harvard, McHenry County, Illinois. After her divorce from Leslie King, she married Gerald R. Ford (b. 9 December 1889), son of George R. Ford and Zana F. Pixley, on 1 February 1917 in Grand Rapids, Michigan. Dorothy Gardner Ford died 17 September 1967 in Grand Rapids, and is buried with her second husband in Woodlawn Cemetery, Grand Rapids, Michigan. Leslie Lynch KING and Dorothy Ayer GARDNER were married on 7 September 1912 at Christ Church, Harvard, McHenry County, Illinois and had the following children: 1 i. Leslie Lynch KING, Jr.Third Generation (Grandparents):4. Charles Henry KING was born on 12 March 1853 in Perry Township, Fayette County, Pennsylvania. He died on 27 February 1930 in Los Angeles, California and is buried with his wife in Forest Lawn Cemetery, Glendale, California.5. Martha Alice Porter was born 17 November 1854 in Indiana and died on 14 July 1930 in Glendale, Los Angeles Co., California. She is buried with her husband in Forest Lawn Cemetery of that county.Charles Henry KING and Martha Alicia PORTER were married after 2 June 1882 in Cook County, Illinois and had the following children:i. Gertrude M. KING was born abt. 1881 in Illinois (married Robert H. Knittle)ii. Charles B. KING was born abt. September 1882 in Chadron, Dawes Co., Nebraska2. iii. Leslie Lynch KINGiv. Savilla KING was born abt. September 1885 in Chadron, Dawes Co., Nebraska (married Edward Pettis)v. Marietta H. KING was born abt. July 1895 in Chadron, Dawes Co., Nebraska (married Giles Vernon Kel logg)6. Levi Addison GARDNER was born on 24 April 1861 at Solon Mills, McHenry County, Illinois. He died on 9 May 1916 in Grand Rapids, Michigan.7. Adele Augusta Ayer was born on 2 July 1867 in Youngstown, Mahoning County, Ohio and died on 10 August 1938 in Los Angeles, California.Levi Addison GARDNER and Adele Augusta AYER were married on 23 October 1884 in Harvard, McHenry County, Illinois and had the following children:3. i. Dorothy Ayer GARDNERii Tannisse Ayer GARDNER was born 4 March 1887 in Harvard, Illinois. She married Clarence Haskins James on 5 September 1908 in Harvard, Illinois and died on 14 April 1942.

X-ray Fluorescence Essay Example | Topics and Well Written Essays - 1500 words

X-ray Fluorescence - Essay Example J. Moseley number elements in 1913 through the observation of K-line transitions as observed in X-ray spectrum. This formed the basis of element identification through X-ray fluorescence spectroscopy by considering the relationship between the atomic number and the frequency. X-Ray fluorescence, XRF refers to the emission of characteristic secondary, also referred to as fluorescent X-rays by bombarding a material with X-rays at high energy or gamma rays so that the material gets excited. The wavelength of X-rays range between 50 and 100 A related to energy in the relationship: E = h? where h is Planck constant, 6.62 * 10-24 and ? is the frequency in Hertz. High energy X-rays would be required for XRF as the soft X-rays get absorbed by the target element, with the absorption edges depending on ionisation energies of the respective electrons, unique to each element. While the energy dispersive XRF, EDXRF methodology detects all elements from Na through to U, the wavelength dispersive X RF, WDXRF detects down to Be (Shackley 34). How XRF Works When the atoms of the target material absorb the high energy photons from the X-rays or gamma-rays, the electrons at the inner shell would be ejected from the atom transforming them to photoelectrons. As a result, the atom would be left at an excited state having a vacancy in its inner shell. The outer shell electrons would then fall into this resultant vacancy in the process emitting photons whose energy equals the difference in energy between the two states. It would be appreciated that each element has its unique energy level set, implying that each element would emit characteristic pattern of X-rays unique to itself which Sharma (527) refers to as characteristic X-rays. With increase in the concentration of the corresponding element, there would also be an increase in the X-ray intensity. This phenomenon also applies in the quantitative analysis of elements through the production of optical emission spectra. With characte ristic X-rays resulting from transition between the energy levels in an atom, the electrons that transition from energy level Ei to Ej would emit X-rays with energy Ex = Ei – Ej. With each element having unique atomic energy level set, a unique X-rays set would be emitted characteristic of the element (Sharma 526). Considering Bohr’s atomic model (see fig. 1), with atomic levels designated as K, L, M and so forth, each with additional sub-shells, a transition between these shells would result in the emission of characteristic X-rays. Fig. 1. Bohr’s atomic model from Sharma (527) As such, M X-ray would result from transition to M shell, so would K X-ray be a result of transition to K shell. K?1 X-ray would result from an electron dropping from M3 shell to fill in a vacancy in the K shell (see fig. 2). The emitted X-ray would have energy EX-ray = EK – EM3. Figure 2: X-ray line labelling from Bounakhla and Tahri (12) Sources According to Bounakhla and Tahri (21), radioisotopes provide the simplest source for configuration since one selects a source that emits X-rays slightly above the target element’s absorption edge energy. They have found wide application due to their stability and smallness in size in the context where monochromatic and continuous sources would be required. It serves well with regard to ruggedness, reliability, simplicity and in the consideration of cost of equipment. For safety, emissions would be limited to approximately 107 photons. The activity would be described in terms of disintegration rates of the radioisotopes where this activity would decrease from initial activity, A0 to final activity At for a duration of time, t. At = A0e(-0.693t/T?) where T? is the

Human Trafficking in Sudan Essay Example | Topics and Well Written Essays - 3000 words

Human Trafficking in Sudan - Essay Example The legacies of slavery and colonialism can help to understand the current civil war and political violence as well as human trafficking. However, the emphasis in this paper will be on human trafficking and slavery. The foundation of slavery in Sudan has its roots in frontier war zones of eighteenth and nineteenth centuries.1 One important aspect in the slavery of Sudan as well as Muslim society is that the slave will be treated as part of the family or a member of it. However, the descendents of a slave are slaves until they are freed by their master. Hence, the abolition of slavery in the West did not affect the situation in Sudan and Arab as well as African leaders of Central Sudan encouraged human trafficking on the premise of Sharia or Islamic law and encouraged the enslavement of non-Muslims. As a result non Muslims from Brazil were sent to Central Sudan that witnessed the human trafficking as the slaves from communities of Arab traders and Islamicized local leaders were sold in Central African markets. The human trafficking developed on the name of religion as the leaders started selling the people who did not embrace Islam. As it is clear that the rulers have the privilege of using the religion for their materialistic needs, the ruling group has monopolized Sudan's slave trade and that resulted i n slaves being an important export commodity. As the slave ownership with the help of farming helped the merchant class to be wealthy, the leading merchants established the slave establishments. The girl slaves from the slave family were forced to do prostitution and have sent their part of the earnings to their master. The beneficiaries of the earnings of those prostitute slaves were known for their nobility and that resulted in economic development of a particular class by exploiting the slave population. In addition to that, the exploitation of slaves resulted in mobilization of labor on a large scale. The mobilization accompanied the appropriation of products of slaves. However, even in the context of mobilization, the small-scale household labor force characteristic indigenous non-Muslim societies were not eliminated. Instead to that the labor force has turned into a component of a multifaceted system of forced labor that developed the production in plantations. As mentioned ea rlier as the slavery is a result of war zones in the previous centuries, the territorial conquest resulted in acquisition of slaves. As enslavement and state expansion happened simultaneously, that resulted in cultural differences between different groups and developed political variations among social groups. The establishment of Funji Kingdom resulted in Islamization of Northern and Central Sudan that resulted in enslavement of non Muslims. 2 The enslavement of people enabled the people in Sudan to buy women in most states of Sudan and it is not impossible to buy a pretty girl or a boy as a slave according to your desire. The slavery in Sudan changed it into a source country for men, women and children who are trafficked for the purposes of labor as well as sexual exploitation. The slavery in Sudan has helped other Arabian countries to enjoy the fruits and labors of it. As the

Governor James E. Mcgreevey of New Jersey Essay Example | Topics and Well Written Essays - 750 words

Governor James E. Mcgreevey of New Jersey - Essay Example In 2001, he was elected as the governor of New Jersey and during his tenure he was able to stabilize the state budget. He maintained his endeavors in 2003 in order to promote employment and develop New Jersey on the whole. He wanted the state to become a technological and financial hub. During his tenure, McGreevey invested heavily on education and employment programs that allowed the creation of 20,000 jobs and numerous schools. Education was being promoted by building schools and encouraging students to read. His services in the field of healthcare and environmental stability have been considerable. He emphasized on clean air and water, tried to control over-development, and tried to protect the health care of the people as well as New Jersey’s natural reserves. His efforts in the field of healthcare and research resulted in the creation of many healthcare companies, institutions, and scientists. An important insurance reform was signed by McGreevey in June 2003 that altered the approach of auto insurance. His office lasted till November 15, 2004 when he resigned (National Governors Association, n.pag.) after a coarse scandal after which he admitted to being homosexual. Although McGreevey’s services contributed a lot to the state of New Jersey, his coming out as a homosexual made him the first governor to state that openly in the entire history of the US. During New Jersey’s property tax crisis, governor McGreevey announced that he had assigned a â€Å"citizens task force† to obtain a solution to the problem (Schwaneberg, n.pag.). According to the official website for the State of New Jersey, half of the state budget was allocated to property tax alleviation and a greater allocation of money on education than ever (n.pag.). According to a plan implemented by the New Jersey governor, all seniors and middle class families were relieved of property taxes. In addition, the plan allowed the power to reform the tax to shift to voters (St ate of New Jersey, n.pag.). However the skeptics were still cynical about the plan and about the commission that was entrusted to provide a solution to the crisis. According to them the property tax factors led to only few constructive outcomes. The formation of the commission was also seen as being a step to delay the action and to keep stalling it (Schwaneberg, n.pag.). Nevertheless the plan provided immediate relief to the people by utilizing the millionaire’s tax and cutting down on the state spending (State of New Jersey, n.pag.). Another significant work done by the New Jersey governor was to prioritize education. As a result, research was promoted in various areas, particularly biotechnology and other technological disciplines. An initiative began in order to improve the standards at school. This was done by increasing the requirements for new teachers and removing those that were inefficient. Computers, internet and other facilities were installed in schools to enhanc e the curriculum. Efforts were also made to train teachers, instill character education in schools, and preventing abuse by starting relevant programs. The overall standards of teaching and education were raised so as to enable New Jersey children to receive a high-standard education (On The Issues, n.pag.). Apart from this, $113 million was allocated to higher education to fund a stem cell research that was being conducted by the Rutgers University and the

Situational Leadership in Organisations: Benefits

Situational Leadership in Organisations: Benefits This report was commissioned to review the importance of the situational leadership theory in an organization and how it can positively affect the general performance of a company. The article aims to reveal how this method of leadership can prove to be beneficial, if a leader constantly changes his leadership style based on the maturity level of his subordinate groups in relation to the job allotted to them. Situational leadership, if practiced correctly, can help increase employee efficiency and loyalty, reduce employee turnouts and cut down on extra training costs, subsequently putting a company on a profitable ground. It is often seen though that many leaders make the mistake of practicing a common leadership style across all levels of his subordinate groups, rejecting the need for a change. This misreading often results as one of the major reasons for their failure as a leader or manager. Moreover, it has also been noticed that many leaders, at times, are unable to make the required changes in their leadership, even though they can see the need for the same. This inability is often generated from their personal rigid nature and apprehension towards any kind of change. Fear of failure, losing control or even loss of authority can be considered as significant factors that hinder them from making this change in them and adapting to the situation and people in question. The report aspires to find solutions to eradicate this blockage. TABLE OF CONTENTS (JUMP TO) 1.0 INTRODUCTION 2.0 DISCUSSION AND ANALYSIS 2.0 NEED FOR CHANGING LEADERSHIP STYLE 2.1Â  UNDERSTANDING MATURITY LEVELS 2.2Â  CHOOSING THE RIGHT LEADERSHIP STYLE 2.3Â  BENEFITS OF CHANGING LEADERSHIP 2.3.1Â  HIGHER EFFECIENCY AND PERFORMANCE 2.3.2Â  LOYALTY TO LEADER AND COMPANY 2.3.3Â  REDUCE EMPLOYEE TURNOUTS 2.3.4Â  COST REDUCTIONS 2.4Â  AVOIDING SITUATIONAL LEADERSHIP 2.4.1Â  REASONS FOR AVOIDING TO CHANGE LEADERSHIP STYLE 3.0Â  CONCLUSIONS 4.0Â  RECOMMENDATIONS 1.0 INTRODUCTION The core of this article is the Hersey and Blanchard Situational Leadership model which states that there is no single best style of leadership. The effectiveness of a Leadership style is based on the adaptability of the leader towards the maturity of his subordinates and the elements of the task to be done. The theory points out that if a leader does not change his leadership style according to the maturity level of the group he is leading in relation to the task required to be performed, he will inevitably fail in his attempt to extract pleasing results from them. In this report, I will discuss the positive aspects of this leadership style and exhibit the possible advantages that it can give to an organization. Furthermore, an acute comprehension will be presented on why some managers avoid applying this theory in their leadership and some possible solutions to this problem. 2: DISCUSSION AND ANALYSIS 2.0 NEED FOR CHANGING LEADERSHIP STYLE There is a very popular idiom used in India which says all five fingers of the hand are not the same. The five fingers of the hand in this expression, symbolizes people. The phrase talks about how every individual is different from each other in terms of intelligence, personality, strength and capabilities, just as the five fingers are different in size, structure, strength and function. In an organization too, there are various kinds of people or groups of different designation levels, age groups, education, and experience. Thus it is necessary to manage them using a suitable leadership method in accordance to them and the desired output. 2.1 UNDERSTANDING MATURITY LEVELS When I talk about maturity, I am referring to the willingness, readiness and expertise of an individual or group in relation to a particular task. Let me cite a simpler example closer to my life. When my brother, who is seven years older to me, turned twelve, my mother allowed him to do many things on his own and he did it willingly as it made him feel responsible. On the other hand, I was always helped by my mother in doing things for myself as I was only five years old then. So why did my mother do that? The answer is quite simple. There was a difference in my maturity level and capability compared to my brothers and my mother understood that well. She knew that being only five, I was not physically or mentally prepared to do some things on my own and thus would require her guidance and support to do some tasks whereas she gave my brother a freehand as he was older and more knowledgeable compared to me. This freedom made him feel more responsible and confident about himself as his maturity was acknowledged by my mother. Now let us imagine my mother handled my brother the same way as me even though he was twelve and a lot more mature. What would it do to my brother? He would definitely feel irritated because he was being treated at the same level as a person seven years younger to him. He would feel stripped of his seniority to his so much younger sister. Moreover, this common treatment could also hinder his personality growth and affect his confidence in himself. Similarly in an organization, one can find groups of people with different maturity levels, experience and assigned roles. In this situation, if a leader or manager followed a common leadership style throughout all groups, it could cause a lot of problems. His selected mode of leadership could suit one or more groups but not all. 2.2 CHOOSING THE RIGHT LEADERSHIP STYLE Situational leadership is directed on 2 major points; task behavior and relationship behavior. When applying the situational leadership theory, leaders will be able to decide whether to give more or less importance to the task or more or less importance to their relationship with the person they are leading, depending on which helps the task to be done more effectively. In my last office, a new member had joined my colleagues team sometime ago. They were working on a very vital project when my colleague had to leave on an emergency call. She quickly handed over some tasks to this new member and went off. Unfortunately, this new member did not have enough knowledge and understanding of the task and neither did he have the confidence to ask other members about it. As a result, he held on to the tasks and did not work much on them with the apprehension of making a mistake. When my colleague returned after 3 hours, she was furious to see that he had not completed the task. She thought she had given him enough time to do the task and he could have easily completed them on time. But a lot of time was wasted and nothing was done. She scolded him and called him irresponsible and unreliable, not realizing that she was equally to be blamed for this mishap. Considering that he was a new member, she should have given him proper guidance and instructions on how to do the task, instead of just telling him to do the task. The new member was low on the maturity scale (M1) but she made the mistake of using the Delegating style (S4) of leadership with him. The result; there was wastage of valuable time and manpower and the job was still not done. I faced a similar situation when one of my counterparts was leaving for a holiday and wanted me to take over some of her responsibilities. I was excited and interested in doing the same as I had worked very closely with her and had a good understanding of most of her responsibilities. Though she was aware of this, she still gave me a detailed list of her tasks and a step by step instruction of how to do them. This approach made me feel that she did not trust me with her work and that annoyed me. As a result, my enthusiasm for the job, dropped. I completed the tasks but not with the best of my ability. She knew that I was high on the maturity scale (M4) but she still opted to use the Telling style (S1) of leadership, as result, she ruined her relationship with me as a colleague due to her lack of trust. The above examples clearly explain why it is necessary for any leader to adapt his leadership style to the maturity of the person they are leading in relation to a required task. 2.3 BENEFITS OF CHANGING LEADERSHIP Following situational leadership can offer several benefits for an organization. It is often seen that the leader who works to understand the unique needs of his or her employees will build loyalty and dedication to both himself and the organization, while achieving a higher level of performance. 2.3.1 HIGHER EFFECIENCY AND PERFORMANCE A greater level of efficiency and performance can be achieved from employees if their leader is able to understand and identify his follower willingness, readiness and mindset towards a task and adjust his leadership approach towards them accordingly. By choosing the right style for them, he will be able to extract the optimum level of performance out of his subordinates in the required time, thus making his workforce more efficient for the company. 2.3.2 LOYALTY TO LEADER AND COMPANY A persons loyalty is always governed by his or her emotions. In an organization, when a leader recognizes, supports, guides, appreciates and trusts his employees or subordinates using the correct method of leadership with them, they feel more bonded towards their leader and the company, as a result offering a stronger loyalty affiliation towards them. 2.3.3 REDUCE EMPLOYEE TURNOUTS One of the major reasons for high employee turnout in an organization is a usually a bad manager. When employees are not guided and supported well by their leaders or not given their due respect, appreciation or trust by their managers, it generally affects their work performance. As a result, they end up feeling frustrated and dejected at work, subsequently leaving the job. A wrong leadership approach towards employees can also hamper the relationship between the management and its subordinate groups. A manager can avoid such issues by selecting the best suited leadership style towards a group based on their maturity and capability levels. Understanding the in-depth need of the subordinate group will help him decide how much intervention and leverage is required from him in the groups activity in relation to a task they are going to perform. By doing this, he will be able to inculcate the correct amount of guidance and support when required or provide the right of independence; as a result employees feel more valued and satisfied in the company, consequently reducing the turnout percentage. 2.3.4 COST REDUCTIONS Situational leadership can cut costs of an organization in a vital way. As illustrated above, following a suitable leadership style reduces employee turnouts. Reduction in employee turnouts means there is a lesser need of bringing in new employees in an organization for the same existing jobs. This automatically saves the company a lot of extra costs of hiring, training and re-training of new employees. An employees work efficiency is equally proportionate to the company costs. If an employee is not efficient enough to do a job in a particular time, it costs the company more money to keep him. A leader when following the correct method of leadership as per the readiness of the employee towards a task, he can increase the efficiency and work performance of the employee by providing the correct amount of direction to him and getting the right amount of work done in the required time. 2.4 AVOIDING SITUATIONAL LEADERSHIP Even though situational leadership is quite popular with many multinationals today due to its simplistic and easy to use nature, it is often seen that a lot of managers do not want to use it. They either do not consider the requirement of this leadership style or are just apprehensive about using it with their work force. 2.4.1 REASONS FOR AVOIDING TO CHANGE LEADERSHIP STYLE Many managers avoid using situational leadership or changing their leadership because due to personal reasons. The leader is sometimes overpowered by his fear of failure and thus avoids making changes in his style. He is not sure if experimenting with his leadership style would bring him the desired results and so keeps away from it even though he sees the need to do it. Besides this he also fears losing control over his people and work. The love for extreme power has also been cited as a possible reason behind avoiding to use situational leadership. Moreover, a managers inflexible personality also acts as a hindrance to his ability to adapt to his groups needs towards a task. He may be a person who does not like change in general and has a fixed modus operandi towards his work and managing people. 3.0 CONCLUSIONS The Hersey-Blanchard situational leadership model is intuitively appealing and has been widely used in management development programs. Leaders should consider altering styles to achieve the best results with followers and situations, even as they change with time. Leaders must give continuous attention to the skill levels and task confidence of his subordinates through training and development programs. If the correct styles are used in lower-readiness situations, followers will mature and grow in their abilities and confidence. This willingness to understand follower development and respond with flexibility allows the leader to become less directive as followers mature. 4.0 RECOMMENDATIONS All teams, and all team members, are not created equal. Hersey and Blanchards theory argues that leaders are more effective when they use a leadership style based on the individuals or groups theyre leading. So you should start by identifying whom youre leading. Are your followers knowledgeable experienced in the task? Are they willing and excited to do the work? Rate them on the M1-M4 maturity scale, and then use the leadership style from S1 to S4 thats appropriate for that rating.

Coke Business Study :: essays research papers

Business Summary Coca Cola is the world's largest producer of soft drink concentrates and syrups, as well as the worlds's largest producer ofjuice and juice-drink products, The company holds a 45% interest in Coca Cola Enterprises, its largest bottler. The Beverages division primarily manufactures soft drink and non-carbonated beverages and syrups, which are sold to independent and company-owned bottling and canning operations, as well as, fountain wholesalers. Brands include Coca-Cola classic ( best selling soft drink in the world), Caffeine free Coca-Cola Classic, Diet Coke ( sold as Coke light in foreign markets), Cherry Coke, diet Cherry Coke, Fanta, Sprite, diet Sprite, Barq's, Mr. PIBB, Mello Yello, Tab, Fresca, Power Aide, Minute Maid, Fruitopia and other products developed for specific markets, including Georgia ready to drink coffees. The Foods division is the world's largest maker and distributor ofjuice and juice-drink products. Brands include Minute Maid, Five Alive, Bright & Early, Hi-C And Bacardi. History Coke was invented in 1886, by Atlanta pharmacist John S. Pemberton, It was named by Frank- Robinson (Pemberton's bookkeeper), after it's two main ingredients, coca leaves and Kola nuts, In 1891 the company was sold to druggist Asa Candler for $2.300, and by 1895 the soda fountain drink was available in all US states, and expanded to Candia and Mexico by 1898, Candier sold most of the US bottling rights in 1899 to Benjamin Thomas and John Whitehead of Chattanooga for $1.00. With the backing of John Lupton, Thomas and Whitehead developed a regional franchise bottling system, expanding to over 1,000 bottlers within 20 years. The bottlers used the contoured bottle designed by the C.J. Root Glass Company in 1916, In 1916 Candler retired to become Atianta's mayor; his family sold the company to Atlanta banker Ernest Woodruff for $25 million in 1919, that same year Coca-Cola went public. In 1923 Wooddruff appointed his son Robert president. Robert continued as chairman until 1942 and remained influential until his death in 1985 at the age of 95- Robert Woodruffs contribution were in adverting and overseas expansion. During NnrWIl Woodrtiff decreed that every soldier would have access to a 5-cent bottle of Coke. With government assistance Coca-Cola built 64 overseas bottling plants during WKVII. Also during this period the company accepted "Coke" as an official brand name. In 1960 Coca-Cola brought Ntinute Maid and introduced Sprite in 1961, Tab in 1963 and Diet Coke in 1882. In 1981 Woodruff was succeeded by Roberto Goizueta, a Yale educated chemical engineer, who rose through the ranks.

Organizational change at Shlar of Newton

Shlar of Newton is an organization catering to patients’ dietary needs. The company’s mission is to seek new ways everyday to improve the lives of patients. The decision to implement steam table serving system just started out as a simple initiative to improve the quality of life of patients. Initially, the top management did not realize the magnitude of change required to implement this system. However, when they gradually began to understand the various interconnected variables involved, a decision to make a significant organizational change to facilitate the new system was finalized.It was agreed that organizational change would be effected in accordance with the company’s mission and values (Free Management Library 2008). The company also decided in advance that organizational change would not come at the cost of weakening or compromising established and successful operational methods that have been its cornerstone for years, unless a significant reason is pu t forth. This included current practices in the kitchen floor, dining room or managerial functions.The cost factor involved in organizational change was analyzed and sufficient funds were allocated in the yearly budget to pursue the necessary actions. However, no expansion in manpower was initially foreseen by management as the new equipment did not need expert assistance. Introduction of Steam Table To begin with, new steam table equipment, utensils and other allied accessories had to be purchased. There were a lot of choices in brands as well as features to consider when it came to choosing the right hardware. The senior staff members in the kitchen were consulted in this regard to understand their requirements.Steam tables could be powered by gas, hot water bath, as well as electricity. Each one had its fair share of advantages and disadvantages. Steam tables functioning on water bath were comparatively inexpensive, but not very efficient for our requirements. The gas-powered ste am table was quite efficient, but it lacked in features. The electric steam table was finally chosen for its efficiency as well as features; certain models of electric steam tables also had a cold-storage compartment, which could be useful to store fruits and refreshments (Steam Table world 2008).After conducting an exhaustive research on the numerous brands available in the market, â€Å"Eagle Group† brand was selected based on its reasonable pricing, durable hardware, favorable customer service reputation and free installation offer. The steam table is an expensive piece of machinery which needs professional maintenance from time to time. Hence, an annual maintenance contract was signed with the same company to facilitate periodic maintenance, repair and refurbishing. The new equipments installed in the facility also were insured to cover for accidents and unforeseen events.The steam table system required a more robust power supply to meet the added power requirements. Henc e, this required hiring electricians to upgrade the power supply in the premises. A training program was also designed to make kitchen staff comfortable using and cleaning the new steam table equipment; its features as well as emergency measures to handle a hardware malfunction were also clearly demonstrated. As steam tables as well as steam table pans needed regular cleaning, a staff member was needed to accomplish this task.The same staff member who was responsible for cleaning the trays in the previous tray passing system received appropriate training and took over the new responsibility. Soon after installing the steam tables, there was a noticeable raise in temperature due to the heat generated by the new equipment. So, the management decided to rectify the situation immediately before it started making patients uncomfortable. Hence, additional air-conditioning equipment was installed to lower the temperature to comfortable levels.These problems were solved smoothly because the management understood that organizational change was a long process that needed to be approached with extreme caution and sensitivity. It anticipated unforeseen expenses and was well-prepared, as it viewed the expenses an investment towards its stable future. Merits of Steam Tables The primary advantage of implementation of the steam table system is the availability of fresher food, which is tastier and more nutritious to the patients. The steam table also acts as a quality-check mechanism, wherein food items that are not preferred are not requested by patients and they stay on the counter.Hence, food items that are not favored by patients can be avoided or improved in future, thereby eliminating food wastage. In the conventional passing tray system, the food items that are not preferred by patients would have been served anyway and eventually wasted. This system also helps understand patients overall food preferences better and more effectively cater to their needs. Moreover, redu cing food wastage would eventually benefit the patients as cutting down on our expenses would translate to cheaper food bills on the long run.The steam table system affords patients the freedom of choice to consume the food they want. This has been shown to psychologically as well as physiologically improve the patients’ condition (Hay 1932). Shlar of Newton also firmly believes that right food, in combination with medical treatment, plays a critical food in treating a person’s illness. Although talking a small stroll to the steam table counter to take food may sound insignificant to the average person, it can serve as a mild form of exercise that is critical for most patients.In the field of health care, it is important to understand that even the minutest of factors can add up and lend a patient a better lifestyle. Hence, the most marginal benefits could be treated as significant when it comes to health care, since the quality of life of a human being is at stake (Su llivan & Atlas 1998). Organizational Resources Our management team is spearheaded by the Nutrition Care Manager and Director of Dining, working in coordination with a dining service agency named Morrion Service Dining. The Nutrition Care Manager, Tina Miller works out the menu by rigorously analyzing our patients’ nutritional needs.She constantly experiments with different combination of food items to ensure that the menus do not stay stale, while also meeting nutritional needs of patients. Hence, the responsibility of managing the fine balance between taste and nutrition is handled by her. Tina Miller gives a lot importance to ensure that the quality of food served meets the higher standards of hygiene and health, since we understand the importance of food in healing patients and improving their quality of life. Nutrition Care Manager also briefs the serving staff about specific food allergies of various patients, thereby eliminating any food-allergy related incidents.The Di rector of Dining, Timothy Smith takes care of maintaining the dining hall that serves the patients food. He keeps operations in dinning hall running smoothly by handling infrastructural demands of the facility by making sure that the water, electricity and staff charges are paid on time. He also coordinates with staff to ensure that the dining environment comprising of basic amenities and furniture is well kempt. He also interacts with patients to get their perspective on things, and duly works on their complaints and suggestions.The Director of Dining also conveys the patient’s grievances to the dining service agency and constantly works with them to bring about changes. Timothy Smith also functions as a company representative while dealing with public relation initiatives and external agents such as Health Inspectors. Teamwork at Shlar of Newton Morrion Service Dining is very customer-friendly and takes frequent inputs from our managerial team. The company has been working seamlessly well with them for quite sometime and are satisfied with the quality of their food as well service.The Director of Dinning and Nutrition Care Manager often pay surprise visits to asses their kitchen conditions, and until now they have fared quite well on our satisfaction scale. The company also frequently interacts with the nursing staff to get their inputs on patients’ specific requirements. It employs only legitimate chefs and other kitchen staff, while paying a lot of attention to kitchen hygiene. The kitchen staffs also have been well-trained to cater to patients’ unique demands and also exhibit the highest standards of professionalism expected in this sector (Kongstved 2007).Besides all these resources, we have also accumulated a powerful knowledge base over time, by learning from patient feedback and behavior. Post-implementation Phase Although a lot of positive changes were envisioned out of the stream table system, a monitoring mechanism had to be de signed to measure the impact of the new system and justify its implementation. The company already had a system for regularly measuring its performance, so as to constantly improve service and ensure business sustainability.It was designed in-house as quality measuring system based on several aspects such as patients’ satisfaction, nutritional value, and nurses’ feedback. Patients, nurses and doctors were also encouraged to fill out questionnaires to measure improvement in quality of service to improve on the current system Quality-check Mechanism Patients as well as the nursing staff reported that they were more satisfied with quality of food, after the enforcing organizational change. Some doctors also reported subtle improvements in few patients’ psyche, although there is no empirical evidence to support this claim.It was also observed the overall quality of food factor went up from 3. 77 in 2007 to 4. 1 in 2008. This improvement was quite steep compared to l ast year’s marginal improvement from 3. 58 to 3. 77. Although a multitude of elements had contributed to our success, this year’s surge in performance can most certainly be attributed to the steam table system. These figures explicitly convey that the organizational change has impacted the company positively. Hence, the efforts and expenses incurred have been worthwhile in improving the company’s brand image as well as quality of service.

Human Resource Development and Workers Commitment in Nigeria

INTRODUCTION The focus of this paper is to examine the role of human resource development and workers commitment in organization in particular and in Nigeria as a whole. For the purpose of this study, the concept of human resource development and manpower development will be used interchangeably. In any organization, it is the workforce who is considered important assets for the achievement of organizational goals. Every industry desires to maximize its human resources to see that the best output is achieved.Therefore, human resource development policies are closely associated to that aspect of human resource management that is concerned with investing in people and developing the organization’s human capital. Keep (1989) in his view say: one of the primary objectives of human resource management is the creation of condition whereby the latent potential of employees will be realized and their commitment to the causes of the organization secured.This latent potential is taken t o include, not only the capacity to acquire and utilize new skills and knowledge but also a hitherto untapped wealth of ideas about how the organization’s operations might be better ordered. The issue for employers goes beyond the need to upgrade the skills of the current workforce. It is also necessary to equip future entrants to the workforce with the requisite education which make them ‘trainable’ for emerging and constantly changing skills requirement.It is generally believed that if overall human conditions are to improve, there must be increasing emphasis on human resources development. Appropriately, such development provides for increase in productivity, enhance competitiveness and support economic growth. The importance of human resources development is obvious when one considered that in any economic activity, it is the human element that commands, direct, organizes, controls and maximizes. CONCEPTUAL CLARIFICATION Training and development remains a maj or component of human resource development.By definition, human resource (HR) is the manpower, employee or worker required by an organization; be it public or private to enable it achieves its predetermined objectives. That is, the purpose for which it is set up. It could mean the entire human resource (skilled, semi-skilled and unskilled) available within the country. Human resource development or otherwise manpower development is a continuous process of impacting new information, skills, attitude and ideas to employees dictated by the requirement of job change. It is a means of overcoming employee obsolescence through education and training.In other words, HR-development is a means by which employees are kept current on their official duties, this means in effect that it is the process of preparing the total quantitative and qualitative human asset in a nation or organization so that they can move with the nation or organizations as they develop, change and grow. Human resources d evelopment is a combination of training and education that ensure the continual improvement and growth of both the individual and the organization. Adam Smith stated that, â€Å"the capacities of individuals depended on their access to education†.In economic term, it could be describe as the accumulation of human capital and its effective investment in the development of a nation’s economy. In political term, manpower or HR development prepares people for adult participation in political process particularly as a citizen in democratic country. On the whole, HRD is the process of planning and controlling the way in which a person’s performance and potentials are developed by training and educational development programmes. WORKERS COMMITMENT A wide variety of definitions and measure of workers commitment exist.Beckeri, Randal, and Riegel (1995) defined the term in a three dimensions: 1. a strong desire to remain a member of a particular organization; 2. a willing ness to exert high levels of efforts on behalf of the organization; 3. a define belief in and acceptability of the values and goals of the organization. To Northcraft and Neale (1996), commitment is an attitude reflecting an employee's loyalty to the organization, and an ongoing process through which organization members express their concern for the organization and its continued success and well being.Organizational commitment is determined by a number of factors, including personal factors (e. g. , age, tenure in the organization, disposition, internal or external control attributions); organizational factors (job design and the leadership style of one's supervisor); non-organizational factors (availability of alternatives). All these things affect subsequent commitment (Nortcraft and Neale, 1996). Mowday, Porter, and Steer (1982) see commitment as attachment and loyalty. These authors describe three components of commitment: ? an identification with the goals and values of the o rganization ?A desire to belong to the organization. ?A willingness to display effort on behalf of the organization. A similar definition of commitment emphasizes the importance of behaviour in creating it. Salancik (1977) conceives commitment as a state of being in which an individual becomes bound by his actions and it is these actions that sustain his activities and involvement. From this definition, it can be inferred that three features of behavior are important in binding individuals to act: visibility of acts, the extent to which the outcomes are irrevocable; and the degree to which the person undertakes the action voluntarily.To Salancik therefore, commitment can be increased and harnessed to obtain support for the organizational ends and interests through such things as participation in decision-making. THE RELATIONSHIP BETWEEN HUMAN RESOURCE DEVELOPMENT AND WORKERS COMMITMENT IN NIGERIA The most important strategy for productivity improvement is based on the fact that huma n productivity, both high and low is determined by the attitudes of all those who work in the enterprise. Thus, to improve labour commitment, it is necessary to change attitude towards positive drive.These changes develop positive attitudes and an organizational culture which will be favourable towards productivity improvement as well as technological changes. To improve productivity, it is therefore necessary to manage change; this means motivating, inducing and generating change. Ashton and Felstead (1995) regard the investment by an organisation in the skills of employees as a ‘litmus test’ for a change in the way they are manages. First, the replacement of the words ‘training cost’ with investment responses to the outcomes of HRD where the continuation of viewing training s a short-term cost has persistently acted as a powerful break of many training strategies. Having defined human resource development as the study and practice of increasing the learni ng capacity of individuals, groups, collectives, and organizations through the development and application of learning-based interventions for the purpose of optimizing human and organizational growth and effectiveness, it is indicated that formal training enhances employees’ organizational commitment. Sharma 1989 had also found a correlation between training and organizational commitment.Organizations that offer employees a relative high degree of development opportunities and internal career possibilities were also found to have opportunities has also been reported to have a positive effect on perceived rationalism of the employment relation, which is also said to have accounted for higher levels of commitment and job satisfaction. In organizations that offer training opportunities, employee commitment and citizenship behaviour are found to be higher than in organizations that do not offer the same.Studies has also shown that violation of perceived training obligations resu lt in reduced organizational commitment and increased intentions to leave the organization. Tannenbaum et al. (1991) found that naval recruits who participated in an 8-week training held higher levels of affective commitment than before the training. EQUITY THEORY The theory was propounded by Adam Staley John in 1963 and this theory calls for a fair balance to be struck between an employee’s input (hard work, skill level, tolerance, enthusiasm etc. ) and employee’s output (salary, benefits, recognition etc).According to the theory, finding this fair balance serves to ensure a strong and productive relationship achieved with the employee, with the overall result being contended, motivated employees. Adam’s Equity Theory acknowledges that subtle and variable factors affect an employee assessment and perception of their relationship with their work and their employer. The theory is built on the belief that employees become de-motivated, both in relation to their jo b and their employer if they feel as though their inputs are greater than the output.This theory also compares the input and output between different workers at different levels. Bringing this theory to the level of work commitment in Nigeria, it will be noted that workers are highly de-motivated because of the inequality between their various input and their output. For instance, comparing the input of a University Professor with that of a Senator and relating it to their output, this will highly de-motivate professor to work. And these are some of the problem affecting workers commitment in Nigeria.HUMAN CAPITAL THEORY Human Capital theory was proposed by Schultz (1961) and developed extensively by Becker (1964). According to the theory, it suggests that education or training raises the productivity of workers by imparting useful knowledge and skills, hence raising workers’ future income by increasing their lifetime earnings (Becker, 1994). It postulates that expenditure on training and education is costly, and should be considered an investment since it is undertaken with a view to increasing personal incomes.The human capital approach is often used to explain occupational wage differentials. Human capital can be viewed in general terms, such as the ability to read and write, or in specific terms, such as the acquisition of a particular skill with a limited industrial application. In his view, human capital is similar to â€Å"physical means of production†, e. g. , factories and machines: one can invest in human capital (via education, training, medical treatment) and one's outputs depend partly on the rate of return on the human capital one owns.Thus, human capital is a means of production, into which additional investment yields additional output. Human capital is substitutable, but not transferable like land, labor, or fixed capital. This suggest that for human resource development to be effective and for workers to be more committed to the organization, the organizations concerned need to be more involved in the training and re-training of its workforce. THE HUMAN CAPITAL MODELThe human capital model suggests that an individual's decision to invest in training is based upon an examination of the net present value of the costs and benefits of such an investment. Individuals are assumed to invest in training during an initial period and receive returns to the investment in subsequent periods. Workers pay for training by receiving a wage which is lower than what could be received elsewhere while being trained. Since training is thought to make workers more productive, workers collect the returns from their investment in later periods through higher marginal roducts and higher wages. Human capital models usually decompose training into specific training, which increases productivity in only one firm, and general training, which increases productivity in more than one firm. Purely general training is financed by workers, and the workers receive all of the returns to this training. In contrast, employees and employers will share in the costs and returns of specific training. Despite these differences between general and specific training, the model predicts that both forms of training lower the starting wage and increase wage growth.THE NIGERIAN CONTEXT Human resource development in Nigeria has come a long way, but the process of actual resource development has been very gradual. Nigerian attempt at human resources development in particular cannot be separated from the country’s post-colonial attempt at accelerated education and industrialization. In a broader sense, every post colonial government’s investment in education has been for the purpose of providing the manpower which the nation needs in it private and public sectors.This led to the establishment of three (3) Universities by the three regional governments of West, East, and the North (University of Ibadan which is the first) and the establishment of University of Lagos by the federal government all within the first decade of post independence Nigeria. As a result of the country’s quest for technological development, polytechnics and universities of technology as stream in the 1970s, 80s, and 90s. Provision of universities and polytechnics education were meant to provide the national economy with the manpower it needs to develop and expand.The emphasis on formal and higher education as a basis of national human resource development was quite apparent in all the national development plans of post independence Nigeria. Gradually, the nation’s economic planners shifted attention to intervention in the areas of training and manpower development. In fairness to our earlier economic planners, Onasanya (2005) believes that â€Å"without education, there can be no training and without the two, there can be no development†.Government’s attempt at strengthening training and development in the national economy led to the establishment of the Industrial Training Fund (ITF) in 1971; Administrative and Staff Training College of Nigeria (ASCON) in 1973; and Centre for Management Development (CMD) in 1976. The idea behind the three establishments is the provision of consultancy on training needs all enterprise, training higher level manpower staff, and conducting research into problems of manpower and administration in public and private sectors.Onasanya (2005) also believe government’s intervention as stated above must be appreciated in the Nigeria context because, â€Å"until recently, and probably until the intervention of the government (training was one of the ill-managed and haphazardly handled areas of modern enterprises. Training and development was seen as a waste of a workers labour hours (to his employer) and a way of denying the employer the service of the employee. The above analysis is not to take away the concerted effort in the public and private sectors towards training and human resource development.Public sector workers have many structured training programmes and many government have a ministry of establishment and training, as well as designated training centres. In the private sector, some notable sectors such as banking, telecommunications, and manufacturing industries are more proficient in training today than in the past. The efficiency of manpower training and new technology has helped these sectors in terms of better service delivery. But, are workers really committed in Nigeria?Workers’ commitment or otherwise in Nigeria is more than whether there human capacity is developed because there are many factors affecting workers motivation and commitment in Nigeria. The global economic meltdown has meant less security for workers in Nigeria and throughout the world. Even good workers do lose their jobs at these times, hence morale is generally low. Other factors such as culture, god-fatherism, ICT and other mod ern technologies have impacted negatively on workers morale and productivity in Nigeria. The gradual decimation of the power of labour unions have also not helped matter.TOOLS/METHOD FOR MANPOWER DEVELOPMENT IN ORGANIZATIONS The tools and methods for manpower development in organizations differs, and it is largely determined by the objectives of organizations, the idiosyncrasy of management staff or the chief executive, the organizational policy, as well as the organizational environment to mention a few. Thus, it is a common feature to see methods for manpower development varying from one organization to the other, just as a given organization can be tailored at adopting different methods at different times or a combination of techniques t the same time. However, some methods for manpower development are stated below: 1. Orientation: This method of manpower development could be said to be an integral part of the recruitment exercise in that once an employee has been found appointab le, it is expected that such an employee need to be positively oriented in line with the vision and aspiration of the organization for effective discharge of function. And since employee function in an organization is basically affected by his perception of the organization vis-a-vis the rules and principles that exist in the organization.It therefore follow that an employee undergoes formal and informal orientation in a place of work. While the formal orientation focuses on job specification and occupational demands placed on the employee, the informal orientation involve the social interaction that take place in the place of work which could either boost productivity or be detrimental to it (Koontz et al. 1980). Orientation therefore, as a method of manpower development is quite indispensable because it helps in boosting the productivity of workers which is needed for competing in the global market of the 21st century. . On the Job Method of Manpower Development: This method is ba sically different from the orientation method in that while orientation is at the point of entry into the organization or a new assignment; on the job method is a process through which knowledge and experience are acquired over a period of time either formally or informally. This process involve the following: (a)Coaching: This is a method of on the job training and development in which a young employee is attached to a senior employee with the purpose of acquiring knowledge and experience needed for the performance of tasks. Yalokwu, 2000). (b) Job Rotation: This method either involve the movement of an employee from one official assignment or department to the other, in order for the employee to be acquainted with the different aspects of the work process or through job enlargement – that is, given additional responsibility to an employee who has been uplifted as a result of the acquisition of additional skill or knowledge (Yalokwu, 2000; Lawal, 2006). (c) in House Training : This involve a formal method of on the job training n which skills and knowledge are acquired by employees through internally organized seminars and workshops geared toward updating the workers with new techniques or skills associated with the performance of their jobs. (Lawal, 2006). (d) In Service Training: These methods involve training outside the organization or workplace in higher institution of learning or vocational centres under the sponsorship of the organization or on terms that may be agreed upon between the organization and the worker (Lawal, 2006). 3.Committee/Work Group Method: This method entails manpower development through the involvement of employees in meetings, committees and work group discussion geared towards injecting inputs in form of decision making as regard solving organizational problem. This method is quite indispensable, especially in the aspect of training employees for managerial functions or heading organizational units. 4. Vestibule Training Met hod: This is a method of manpower development through the acquisition of skills in a related working environment (Nongo, 2005).Under this method the trainee practices his skill with identical equipment that he uses or he is expected to use in his actual place of work. This method is most suitable for sensitive operations where maximal perfection is expected. The purpose is therefore to enable perfection at work place. 5. Apprenticeship Method: This method of manpower development involve the acquisition of skill through extensive practice for over a period of time by the trainee. This type of manpower development device could either be formal or informal.In the informal environments the trainee is attached to the trainer, and he/she is expected to pay for an agreed period of apprenticeship (Nongo, 2005). In the formal environment on the other hand, an employee of an organization could be placed under apprenticeship in the organization with pay. THE RELEVANCE OF MANPOWER DEVELOPMENT I N NIGERIA 1. Economic Development: The relevance of manpower development in Nigeria could be situated vis-a-vis economic development. This is because manpower development captures the actual meaning of development in that it is people centered (World Bank 1991; Grawboski and Shields 1996).In addition, it involves the building of capacity and harnessing the State’s human resource which constitute a sine-qua-non for development. The above advantage was vividly conceptualized by Harbison (1973) when he stated that: Human resources constitute the ultimate basis for wealth of nations, capital and natural resources are passive factors of production; human beings are the active agents who accumulate capital, exploit natural resources, build social, economic and political organizations, and carry forward national development.Clearly a country which is unable to develop the skills and knowledge of its people and to utilize them effectively in the national economy will be unable to dev elop anything else. 2. Political Stability: There is no doubt that a country which fails to adequately develop her manpower would be doing so at the expense of her socio-economic and political stability.In the aspect of political stability, Omodia (2004) stressed the dysfunctional use of the nation’s human resource among the youths in propelling political instability when he stated that: †¦there has been situations in which the Nigerian youth especially, those of poor family background were used as tools for disrupting the political democratic system through rigging, thuggery and ethnic conflicts. These factors of rigging, thuggery in addition to economic mismanagement, personal ambition or selfishness among others, were the factors that terminated the First and Second Republic.Thus, manpower development could help the youths in the development of self and in improving the quality of their political participation. 3. Poverty Alleviation: It has been argued that effective poverty alleviation scheme must involve the development and utilization of local resource including human for solving local problems (Robb, 2000; Omodia, 2005). Thus, manpower development is central to solving the present problem of poverty in Nigeria. CHALLENGES FACING MANPOWER DEVELOPMENT IN NIGERIA 1.Colonial Experience: There have been several arguments regarding the distortions in manpower development of national growth in Nigeria as a result of colonialism which was fashioned towards economic exploitation (Ekpo, 1989; Ake, 2001; Dauda, 2003). It could be recalled that the advent of colonialism led to the integration of the Nigerian economy into the World Capitalist System thereby placing minimum premium on labour when compared to other factors of production. This poor performance of indigenous labour by the colonial government no doubt has persisted in the post-colonial Nigerian State.As a result, this problem account for the lack of adequate attention given to labour as a cr itical part of the production process in Nigeria. 2. Poor Political Leadership: Closely related to the problem of colonial experience as a problem of manpower development in Nigeria is poor political leadership which is further deepening the problem of manpower development in Nigeria. This factor has manifested itself in poor funding of education over the years (Baikie, 2002), disparity or class in manpower development between children of the rich and the poor (Omodia, 2006). 3.Poor Manpower Planning: This problem is associated with the poor data base that is needed for manpower planning in Nigeria both in the rural and urban centers. This problem no doubt constitutes a major hindrance on effective manpower development in Nigeria (Baikie, 2002; Oku 2003). 4. Poor Funding: Nigeria’s democracy has enhanced the practice of human resource development, determining the quota of expatriates it permits. Nigeria’s economy allows the importation of new technology to enhance huma n resource development, but training is still a bit slow, thus employment of expatriates to handle such is still encouraged.In Nigeria there is application of new management techniques and skills used in the running of organizations. All aimed at running cost effective system. 5. The socio-cultural diversity of Nigeria has influenced the human resource management practices in Nigeria. Nigeria is characterized by over reliance on culture, language, religion, gender and educational qualifications as a basis for determining who get employed and who need to be trained and re-trained. What this means is that, the opportunity for an average Nigeria to get employed is a factor of the aforementioned cases. CONCLUSIONThis paper have been able to situate or relate what could be referred to as manpower underdevelopment to socio-economic and political problems in Nigeria by looking at such factors as poverty, political instability and economic underdevelopment. From this background, it is there fore important to conclude that human resource development as a concept and method should be able to take its rightful place as a tool for development in Nigeria through the recognition of the fact that it is the most active and indispensable in the process of production even in the global age of the 21st century.RECOMMENDATION FOR EFFECTIVE MANPOWER DEVELOPMENT IN NIGERIA The options recommended for effective manpower development in Nigeria could be viewed from two basic perspectives: 1. The option of an enhanced regulatory capability on the part of government for effective reinforcement of manpower policies. This is quite indispensable based on the need to ensure quality manpower development irrespective of sex, class, ethnic affiliation to mention a few.This point could best be appreciated considering the liberal nature of most government policies which tend to snowball into elitist benefit in terms of policy outcome. 2. The need for government to be persuasive in making organiza tions embraces well designed policies at improving the development of manpower in Nigeria. This could be done both internally and externally. Internally, organizations should be made to see reasons why a careful manpower development plan should form part of their plans and objectives for the financial year.As a matter of fact, the success of organizations should not only be measured in terms of the magnitude of profit through the adoption of outdated personnel administration technique, but, basically on the contribution of the organization in enlarging the confidence of its workers through manpower development. 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