Creating employment and business opportunities for ODA

Creating employment and business opportunities for ODA Introduction The Olympic Development Authority is an executive non departmental Public Body which is responsible to the Secretary of state for Culture, Media and Sport. The Olympic Development Authority was first started as a Statutory Corporation by the London 2012 Olympic Games and Paralympics Games act 2006 on March 30th 2006 and it is also the Statutory Planning Authority for the Olympic Park Area (ODA, 2010).Advertising We will write a custom report sample on Creating employment and business opportunities for ODA specifically for you for only $16.05 $11/page Learn More The mission of the Olympic Delivery Authority which it does its level best to achieve is the delivery of venues, facilities and infrastructure and provision of transport facilities on time and performance of such activities on time and in a manner that ensures that there is maximum delivery of a sustainable legacy within the available budget. In trying to create new employment and busines s opportunities locally, regionally and nationally, the Olympic development authority, the organization should carefully consider its PESTLE and SWOT analysis in order to create a human resourcing strategy that is effective and efficient and is in line with the goals, objectives and mission of the organization (Stevens Loudon 2005, p.27). PESTLE analysis on Olympic Development Authority A PESTLE Analysis is usually used to take note of the external forces that affect an organization. A PESTLE analysis on an organization usually analyses the Political, Economical, Social and Technological Environment. Political Factors Affecting Olympic Development Authority This step involves a careful look at the political factors that influence the operations of an organization. In most cases, political factors that affect an organization can either come with advantages or disadvantages. In trying to ensure the delivery of its employment and business objective to â€Å"create new employment and business opportunities locally, regionally and nationally†, the Olympic Development Authority should consider all the duties and responsibilities that come to the organization such as the type of government in place and a democratic or dictatorship government which would ensure that the organization is able to perform all its duties without interference from the political leaders of the country.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It would also ensure that the organization would be able to take advantage of all the available opportunities and without any interference from corrupt officials especially from the government. Political factors such as legislation on minimum wage would also be a great influence on the human resourcing strategy that the organization would come up with (Henry 2008, p.57). All organizations must stick by all the legislation rules concern ing the minimum amount of money that they need to pay individuals on the work that they perform. Political factors also affect the laws on discrimination. The Olympic Development authority has been fortunate enough to have carried out a public sector equality duties since its addition to the to the London Olympic and Paralympics Games act which was enacted in 2006 for public bodies. For race duties, the Olympic development Authority ensures that there is promotion of equal opportunities for people for all races that have the needed qualifications or those that have already been employed by the Olympic Development Authority (ODA 2010). The organization is also tasked with the development of great relations among members of the community who come from different racial groups. The organization is supposed to ensure that there is no harassment of individuals on the basis of their being disabled. This is done because the organization is involved in the arrangement of activities that incl ude disabled people and encourages promotion of equal opportunities for these individuals (Pahl Ritcher 2009, 52). The Olympic development authority is also supposed to promote positive attitudes which would encourage disabled people apply for jobs in the organization and to encourage the disabled people in the organization to feel more comfortable at the workplace.Advertising We will write a custom report sample on Creating employment and business opportunities for ODA specifically for you for only $16.05 $11/page Learn More Also in relation to the public sector equality duties that are affected by the political affiliation of the organization to the government to follow various rules, the Olympic Development Authority has a duty to identify all the policies and functions that affect the human resourcing function of the organization and ensure that they are adhered to (Johnson, Scholes Whittington 2008,73). The organization, together with the Olympics or ganizing committee is also supposed to ensure that they gather and analyze information that affects them and involve all the stakeholders in coming up with the correct decisions regarding creation of employment opportunities. For example, the organization is supposed to completely get rid of employment discrimination cases that might exist in the organization based on gender and transsexual issues and introduce strict policies on matters that regard sexual harassment. Strict guidelines and measures must be put in place to ensure that no members of staff are sexually harassed. The Olympic Development Authority must also ensure that it comes up with its own effective Voluntary codes and practices. Failure to come up with effective codes and practices would lead the government to introduce its own codes and regulations which must be strictly followed by the organization failure to which might lead to imposing of fines or imprisonment of management members of the organization if the law s violated are in relation to human resources. Economical factors All organizations are affected by economic factors in both the national and global fields. Fiscal policy that is enacted at a national level affect all businesses in a country. National interest rate also affects the financial aspect of a company depending on how it has financed its business. An economic climate will affect how an organization is able to get hold of its funds and how it spends these funds. In relation to creation of new employment opportunities for the Olympic Development Authority, a good economic climate would ensure that the organization is able to hire new employees and retain their current employees (Grant 2005, p.447).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A good economic climate would also ensure that the organization is able to take part in activities that would be able to bring in new and profitable business such as entry into new and promising business ventures with other organizations. In the business field, an organization requires money to make money and a good economic climate would ensure that the organization would have access to the funds. The main intention of this is to make sure that it remains competitive in the market locally, regionally and globally. When an organization is in a good economic position, it can be able to hire the right members for the organization who hold all the required qualifications that the business needs in order to carry out its operational functions. On the other hand, if an economic undergoes inflation, it is likely to have its financial position affected which would have a direct impact on its ability to employ and maintain employees. If the Olympic Development Authority was in a poor financ ial position, it would probably terminate some of the contracts that it has with its employees in order to be able to stay afloat in the market. In so doing, the organization would still have to stick to all the legal rules that are tied to dismissing of employees (Pahl Ritcher 2009, 80). The legal department would prove very helpful in ensuring that the organization abides to all the labor laws of the country regarding to this act. This would help in the prevention of civil litigation which might damage the public image of the organization. For Olympic Development Authority to become or remain successfully in the market, it should be able to shift its business position in relation to stakeholders that affect its economic position and condition (Phillips Gully 2011, 48). Social Factors Social factors that affect an organization include demographic factors which can influence the Olympic Development Authority. The demographic factors include such things as age distribution and heal th consciousnesses, cultural factors and population growth rate of the stakeholders and target population for an organization. With the increase in health awareness of most individuals, it would be imperative for Olympic Development Authority to market itself and get more people involved in the activities of the organization. Eating and social lifestyles of most individuals in the world have changed and the Olympic Development Authority can use this factor in its marketing strategy to market its business on the local, regional and national front. The organization can run an aggressive campaign in the media to get people to enroll in the activities organized by the Olympic Development Authority (ODA). Through the campaigns, the organization can use health experts like doctors, nutritionists and recreation management experts to sensitize people on the benefits of Olympics gathered by the organization. Illnesses like diabetes and high blood pressure should be used to encourage people t o take part in the activities of the organization (Tansky Heneman, 2006, 59) A majority of individuals suffer from these illnesses or know people that are close to them that have been affected by such illnesses and this would go a long way in helping the organization expand its market share locally, regionally and nationally through an increase in the clientele base and an expansion in the pool of the employees that are available for the organization to recruit and train and therefore, increase innovation in the human resources department. The greater the pool of applicants to the jobs that are available in an organization, the greater the amount of creativity in an organization and therefore, the more competitive and economically advantaged an organization is compared to its competitors (Haderberg Rieple, p.588). Technological Factors Technology has evolved bringing with it more opportunities for organizations to grow by increasing their product awareness in the market therefore, creating new business opportunities and employment opportunities in the organization. With the growth of social networking sites like face book, twitter, my space and other sites, the Olympic Development Authority can be able to reduce the amount of money that the spend on marketing and advertising campaigns and instead use the money on innovation through their research and development initiatives. Research and development usually lead to the best and competitive practices for an organization, therefore, placing the organization ahead of others in the industry (Hill Jones 2009, 489). Legal Factors Legal factors affecting an organization usually include laws relating to an organization in regard to its health, consumer, labor, activity, discrimination and anti-trust law. The Olympic Development Authority has to ensure that it follows all the labor laws in hiring and compensating its employees. Human resources are one of the most important professionals in an organization and they mu st be properly taken care of so that they remain productive in the organization. An organization that takes care of its employees in the way that it is supposed to ensures that it has a good reputation and image in the market. This eases the effort that the organization puts in dealing with its stakeholders (Bratton Gold 2001, p.32). Environmental Factors These are the factors that are directly influenced or related to the environment such as climatic factors, geographical location, insurance and the people’s activities such as tourism. Tourism would be one of the activities that would have a great positive effect on the Olympic Development Authority by bringing in a great and diverse pool of individuals that would have a positive effect on the organization. This would help the organization in its human resource strategies function by improving its public image. It would have an impact on the kind of people that would apply to get hired into the organization. The higher the qualifications of the people who work for the organization, the better the productivity of the organization through creation of new opportunities to expand the organization and improve its performance in the local, regional and national front (Hendry 1994 p.40). SWOT Analysis SWOT Analysis in an organization provides for a planning tool for organization based on the internal strengths of the organization, internal weaknesses of the organization, opportunities that present themselves to the organization and the threats that are available in the external environment surrounding the organization. A SWOT Analysis for an organization can help it to make discoveries on what the organization can keep on doing in order to stay ahead of its competitors, which areas the competitors of the business organization excel in compared to an organization of their choice and why, to make discoveries whether the business organization is making full advantage of all the opportunities that are available to the organization and offer an insight into how best the organization can deal with challenges that might present themselves to the organization and use them to their advantage (Capon 2008, p.67). Strengths The Strengths of the Olympic Development Authority include its organizational structure which is functional. Such an organizational structure ensures that all the departments of the organization are aware of the duties that they should abide by and most of the time they have targets that they should meet. This is a good organizational structure for the ticketing and merchandising departments which usually fall under the sales department. When the human resources in these departments are of the sales targets that they are supposed to meet, they are more motivated which efficiently increases their productivity (Henry 1994, 33). An introduction of bonus schemes when employees hit their targets is a great human resource and business strategy for an organization. Such an organizatio nal structure is also a cost effective initiative for the whole organization since it reduces the number of employees on the payroll and all the present employees have their roles clearly stated. When human resources in an organization have their roles and duties clearly defined, they are more productive which is an advantage to the organization since it means that it is more competitive when compared to similar organizations in the market (Hill Jones 2009, 19). Weaknesses The Olympic Development authority usually advertises its job opportunities on its website which no doubt greatly limits the number and pool of applicants to the available jobs. There are many individuals who are highly qualified and would be appropriate for the advertised jobs, but they might not have access to either a computer, internet access or both. It would have a great impact on the pool of applicants available for recruitment to the Olympic development Authority if the organization would advertise its ava ilable jobs on a greater number of sites or media outlets for example on the newspapers or on social networking sites. A greater pool of applicants’ would mean that the organization would have access to more talented individuals. This would therefore mean more innovation in coming up with great and competitive ideas. Advertising in more media outlets would also mean that the number of applicants that would apply to the organization would be more diverse. The more the diverse the individuals hired into the organization, the more the ideas that will be shared increasing research opportunities for the company thereby, leading to effective and competitive means of increasing market share and productivity (Capon 2008, 45). Opportunities Since the Olympic development Authority is a growing organization, it can take advantage of its affiliation to the government to expand its market penetration. This can be through negotiation of tax grants or increased allocation of funds to expand into the local, regional and national market. This type of affiliation would prove advantageous especially in comparison to private firms which might not have the opportunity of these privileges (Phillips Gully 2011, 72). Threats Threats into the performance of the Olympic Development Authority include similar organizations which might have better and more competitive policies in their human resources departments. The impact of the correct human resources in the positions in organization cannot be underestimated. The right human resources in an organization ensure that the needed work is done in an organization and that an organization is able to achieve the targets and needed growth. The right human resources strategies that recruit and maintain the right employees should be enacted in the organization (Phillips Gully, 74). Human Resource Plan The organization should focus more on human resources strategy and increase the requirements that need to be fulfilled to in terms of age , gender, sexual orientation and religion. Making the rules and policies clearer in relation to these parameters would foster a more positive working environment for employees and raise the caliber of employees that apply to the organization (Armstrong 2008, p.93). The organization would also have a variety of professionals to select from around the globe. The Olympic Development Authority should offer growth opportunities for their employees through mentorship programs, strategic leadership practices and collaboration with government or private agencies that would create better opportunities with important local, regional or national partners. References List Armstrong, M., 2008. Strategic Human Resource Management: a Guide to Action, 4th edition. Kogan Page : London. Bratton, J., Gold, J. 2001. Human Resource management: Theory and Practice. New York: Routeledge. Capon, C., 2008. Understanding Strategic Management. New Jersey: Prentice Hall. Grant, R. M., 2005., Contemporary Strat egy Analysis, 5th edition. Massachusetts: Blackwell Publishing. Haderberg, A., Rieple, A. 2008. Strategic management: Theory Application. England: Oxford University Press. Hendry, C., 1994. Human Resource Strategies for International Growth. London: Routeledge. Henry, A., 2008. Understanding Strategic management. England: Oxford University press. Hill, C. Jones, G., 2009. Strategic Management: an Integrated Approach. Ohio: Cengage Brain. Johnson, G., Scholes, K., and Whittington, R., 2008. Exploring Corporate Strategy, New Jersey: Prentice Hall Pahl, N., Ritcher, A., 2009. SWOT Analysis- Idea, Methodology A Practical Approach. Germany: Druck Bindung Books. Phillips, J., Gully, S. M., 2011. Organizational Behaviour: Tools for Success. Ohio: Cengage Brain. Stevens, R. E., Loudon, D., 2005. Marketing Planning Guide. New York: Routeledge. Tansky, J.W., Heneman, R. L., 2006. Human Resource Strategies for the High Growth Entrepreneurial Firm. USA, Information age. The Olympic Developm ent Authority (ODA). 2010. Sustainable Development Strategy.  Web.

Coal in the Industrial Revolution

Coal in the Industrial Revolution Before the eighteenth century, Britain - and the rest of Europe - had produced coal, but only in a limited quantity. Coal pits were small, and half were opencast mines (just big holes in the surface). Their market was just the local area, and their businesses were localized, usually just the sideline of a larger estate. Drowning and suffocation were also very real problems.​ During the period of the industrial revolution, as demand for coal soared thanks to iron and steam, as the technology to produce coal improved and the ability to move it increased, coal experienced a massive escalation. From 1700 to 1750 production increased by 50% and nearly another 100% by 1800. During the later years of the first revolution, as steam power really took a firm grip, this rate of increase soared to 500% by 1850. The Demand for Coal The rising demand for coal came from many sources. As the population increased, so did the domestic market, and people in town needed coal because they weren’t near to forests for wood or charcoal. More and more industries used coal as it became cheaper and thus more cost-effective than other fuels, from iron production to simply bakeries. Shortly after 1800 towns began to be lit by coal powered gas lamps, and fifty-two towns had networks of these by 1823. During the period wood became more expensive and less practical than coal, leading to a switch. In addition, in the second half of the eighteenth-century, canals, and after this railways, made it cheaper to move greater amounts of coal, opening up wider markets. In addition, the railways were a source of major demand. Of course, coal had to be in a position to supply this demand, and historians trace several deep connections to other industries, discussed below. Coal and Steam Steam had an obvious impact on the coal industry in generating vast demand: steam engines needed coal. But there were direct effects on production, as Newcomen and Savery pioneered the use of steam engines in coal mines to pump water, lift produce and provide other support. Coal mining was able to use steam to go deeper than ever before, getting more coal out of its mines and increasing production. One key factor to these engines was they could be powered by poor quality coal, so mines could use their waste in it and sell their prime material. The two industries -   coal and steam -   were both vital for each other and grew symbiotically. Coal and Iron Darby was the first person to use coke – a form of processed coal – to smelt iron in 1709. This advance spread slowly, largely due to the cost of coal. Other developments in iron followed, and these also used coal. As the prices of this material fell, so iron became the major coal user, increasing demand for the substance vastly, and the two industries mutually stimulated each other. Coalbrookdale pioneered iron tramways, which enabled coal to be moved more easily, whether in mines or on route to buyers. Iron was also needed for coal using and facilitating steam engines.   Coal and Transport There are also close links between coal and transport, as the former needs a strong transport network able to move bulky goods. The roads in Britain before 1750 were very poor, and it was hard to move large, heavy goods. Ships were able to take coal from port to port, but this was still a limiting factor, and rivers were often of little use due to their natural flows. However, once transport improved during the industrial revolution, coal could reach greater markets and expand, and this came first in the form of canals, which could be purpose-built and move large quantities of heavy material. Canals halved the transport costs of coal compared to the packhorse. In 1761 the Duke of Bridgewater opened a canal built from Worsley to Manchester for the express purpose of carrying coal. This was a major piece of engineering including a ground-breaking viaduct. The Duke earned wealth and fame from this initiative, and the Duke was able to expand production because of the demand for his cheaper coal. Other canals soon followed, many built by coal mine owners. There were problems, as canals were slow, and iron trackways still had to be used in places. Richard Trevithick built the first moving steam engine in 1801, and one of his partners was John Blenkinsop, a coal mine owner searching for cheaper and faster transport. Not only did this invention pull large quantities of coal quickly, but it also used it for fuel, for iron rails, and for building. As railways spread, so the coal industry was stimulated with railway coal use rising. Coal and the Economy Once coal prices fell it was used in a huge number of industries, both new and traditional, and was vital for iron and steel. It was a very vital industry for the industrial revolution, stimulating industry and transport. By 1900 coal was producing six percent of the national income despite having a small workforce with only limited benefits from technology.