Al Capone Essay

The gangsters turned Prohibition into a million dollar industry. The 1920's saw a rapid increase in the American crime rate. This was mostly due to the illegal liquor trade that had been developed to overcome Prohibition, led by the gangsters. There were the bootleggers, smugglers, moon shiners and gangsters. They were all fighting to supply the public with what they wanted. The most famous gangster was Alphonse 'Scarface' Capone. In 1929, Al Capone's income from his businesses were $60,000,000 for illegal alcohol, $25,000,000 for gambling establishments, $10,000,000 for chief and $10,000,000 from other things. He had many expenses and it’s said that he spent $75 million bribing politicians and policemen. Capone and his group were fighting using the new formula, using the weight, power and fear of weapons tried and proved in the Great War. They used pistols, machine-guns and shotguns to get rid of anyone that got in their way and were hardly ever arrested. The most famous gang feud event that occurred during Prohibition was probably the St Valentine's Day Massacre on February 14th 1929 when Capone's gang brought down the entire Bug's Moran gang, their Irish rivals. 227 rival gangsters were killed in four years, and he cleverly prevented himself from being caught by very careful planning and intimidating any witnesses.

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Al Capone's gang and the others were not only involved in bootlegging but also in racketeering. Businessmen and shopkeepers had to pay protection money to gangsters to prevent their properties being smashed up by the gangsters.

As the profits from all these illegal activities rolled in, Al Capone acquired more assurance and was very clever, he managed his gang, the public, the police, the politicians and by 1925 he had gained complete control of the suburb of Cicero and had installed his own mayor in office.

Many people had a very negative opinion of Capone since he crushed all opposition, but amazingly Capone became a star. Every newspaper had a Capone reporter like they had a White House reporter. He gave flashy press conferences with the appearance of a regular businessman, providing a service to the public. The gangsters played a major role in almost everybody's lives, and there were magazine articles and films all about them. Al Capone captivated the public. He appeared on the front page of Time, in 1930. He was of celebrity status. Society attended abundant cocktail parties thrown by him and called him. He donated money to charity and helped the homeless. He was powerful. He had taken control of the illegal alcohol industry and much more. Although he was recognized as a celebrity, most people were also very scared of him. Prohibition had got out of hand, and it was obvious that the 18th Amendment had been unsuccessful.

The participation of gangsters in the illegal alcohol industry was definitely a major reason why it failed; it is also linked directly to public support and enforcement. The gangsters took control of the alcohol industry and everyone involved with it. The gangsters were so rich, powerful and violent that they could get almost anyone to do whatever they wanted; including people with authority, so in they took over the USA, or at least the urban areas.

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Essay on African Americans

African Americans have been a part of the Americas ever since the late 1400s. They came here as explorers, military men, interpreters, navigators, and scouts. African Americans were among the first to ever see Native Americans. The European settlement, wealth, and development depended on their labor. Black people had much experience in agriculture. Such as the growing of rice and cotton which were grown and flourished in all parts of North and West Africa. This experience helped the economy tremendously. They also had wonderfully developed skills in the arts, like music, architecture, iron-working, and decorative arts. This didn’t help the economy, however it did help to mold the society’s culture and style.

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There wasn’t really a tragedy that took place, which forced Africans to come here. There were people; however, who forced them to come here. The first people to bring Africans to the Americas as slaves were the Portuguese traders. They brought the slaves to Caribbean for agricultural work in 1502. It is said that up until the 1860s more then 10 million African Americans were brought to the Americas as slaves. However only 6 percent of this 10 million were traded to the British North Americas, which today is the United States. The rest were traded to parts of Central and South America. The British, Portuguese, and Dutch controlled most Atlantic trade. Those slaves came from the territories that are now Nigeria, Ghana, Benin, and Togo. Also many came from Angola, Senegal, and Gambia. The fact that most of the people who became slaves raised cattle or were farmers made them very valuable to the people in the Americas.

Today, African American life has changed a great deal. They have many more rights, live their own lifestyles, they basically do as they please just like any other person in the U.S. Occasionally someone who has something against them for whatever reason will cause something or things of that nature, but other races experience some of the same things. African Americans have progressed a great deal in many things, the arts especially. They went from not being able to read or write at all to being famous poets, singers, rappers, and novelists. Some are: Maya Angelou, Eric Jerome Dickey, Omar Tyree, Sistah Souljah, Sojourner Truth, Langston Hughes, Nikki Giovanni, John Edgar Wideman, Redman & Methodman, Master P, Mobb Deep, Fabolous, Jermaine Dupri, Usher, Lil’ Mo, Janet Jackson, 112, Marvin Gaye, Luther Vandross, and the list gets longer and longer.

African Americans have many different holidays one such as Kwanzaa, which lasts December 26 through January 1st. There are seven guiding principles that are from the Swahili language. They are Umoja (unity), Ujima (collective work & responsibility), Kuumba (creativity), Imani (faith), Ujamaa (cooperative economics), Nia (purpose), and Kujichagulia (self-determination). They celebrate this by drinking from the unity cup, lighting black, green, and red candles, and exchanging heritage symbols, like African Art.

The many agricultural products like yams, ocra, grits, indigo dyes, peanuts, and rice can be traced all the way back to African and African American influences. “Soul Food” came about from when slaves weren’t allowed to eat the better cuts off meat and soul food was the creative use of inexpensive products. Pig intestines are fried and used to make chitlins, and ham hocks and necks are used to give soup and greens flavor. Other well-known foods are chicken, watermelon, rice, etc. These dishes are easily made.

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Essay on Middle Ages

This is not one era, but several grouped together. The term was originally used in a pejorative fashion in the 15th-16th Century Renaissance to describe the dark period between Classical Antiquity (from the Athenian Golden Age to the fall of the Western Roman Empire) to its rediscovery in the Renaissance. Gradually, the Middle Ages became a positive term as its reliance on classical antiquity in its latter half became better appreciated. In consequence, a new disparaging term was created for the first half of the period, the Dark Ages. This term is largely now avoided as it ignores the intellectual endeavour of this First Millennium period, especially in Celtic monasteries and under Holy Roman Emperors such as Charlemagne and Charles the Bald. The term is also a thoroughly Western one and ignores the achievements of the Byzantine East.

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In theological terms the Central Middle Ages (from 11th Century) are the most interesting, as earlier periods placed greater emphasis on spreading the Christian message throughout Europe. Nonetheless, Europe was not fully Christian until the 15th Century (Lithuania being the last to convert) and by then Turkish rulers were inspiring many South Europeans (especially in Bosnia) to convert from Orthodox Christianity to Islam.

The political background to this period is one of reasonable homogeneity. Europe was seen as one large country with numerous local rulers. Travelling to a foreign land was a dangerous business, but so was travelling ten miles to the next village. This encouraged freedom of movement, first among the Celtic monastic orders (mostly First Millennium) and later the Friars (Second Millennium). This was a period when Christian political rulers expected to be able to determine the direction of the church in their lands. It was a period when the pope held a great deal of authority over political rulers, but the extent of that authority can be greatly exaggerated, as the pope was often the puppet of the dominant political force in Europe at that time. So rather than the pope ruling Europe, the pope was used by a dominant ruler to other rulers in place.

Socially, this is a period of poverty, famine and disease. This was a harsh world to live in, similar to the conditions in Africa that nowadays lead to charity appeals. Social structures varied across Europe, but in general this was not a democratic era, and the divide between the wealthy few and the poor majority was immense. There were numerous peasant revolts, but in general the wealthy stayed in power because they were the militarised elite. Under the Roman Empire, Western Europe had been dominated by cities, but they fell into ruin after 475. Urbanisation does not really restart until the beginning of the Second Millennium. It is during this period that the friars ("monks" who lived in the secular world) began their ministry to the new urban poor. This is of course a minimal urbanisation compared to that which starts in eighteen century England and inspires the Evangelical Revival.

The church during this period is dominated by bishops, abbots and other senior clergy who are closely connected to the wealthy elite into which they were born. The majority of priests and religious, however, were desperately poor. Rome was the centre of everything, even for the Celts (despite the claims of some recent Celtic Church enthusiasts). A huge bureaucracy built up around Rome, which had to be funded either by taxing other parts of the church, which led to resentment, or asking the wealthy to pay for the privileges brought by high ecclesiastical office, which led to corruption (but not as much as many Protestant historians would have you believe).

The dominant spiritual influence throughout this period is the religious orders. For the early period this is a combination of the Benedictines (as in Brother Cadfael, although he is Second Millennium) and Celtic orders (to whom Cadfael would probably have belonged in an earlier era). They provided much of the scholarship of the era as well as providing valuable social services, through the monasteries. Over time they also built up massive wealth, which lead over time to a distancing from much of the general populace. The coming of the friars (Franciscans, Dominicans, Augustinians, and Carmelites) brought the monastic orders to the people, but they too developed great wealth and scholarship and also drifted away from the poorest in society. This constant drift away from the poor in a poverty stricken age meant that Western Europe was fertile ground for heretical movements.

Theologically the dominant influence in the First Millennium was Augustine and the Platonic theology which he inspired. This changed in the Second Millennium under Islamic influence, as people such as Albert the Great and Thomas Aquinas inspired a turn to Aristotle. Theology, as with everything else, was determined by political, papal, and monastic patronage. So for example, one of England's greatest theologians, William of Ockham, was revered within his Franciscan order, imprisoned by the Pope John and after his escape from prison protected by Emperor Lewis of Bavaria. Theological debates were often staged affairs between religious orders with Dominicans favouring Aquinas, Franciscans Bonaventure (a scholarly successor to Francis), and Augustinians Augustine. Indeed, the German Reformation began as a debate between Thomist Dominicans (e.g., Cajetan) and Augustinian Augustinians (e.g., Luther).

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Medieval History Essay

Medieval times was a very dangerous time period. The medieval period lasted from about 400AD to about 1500 AD. This time was very different than from the way life is now. Medieval Europe was a very dangerous time period. Government, the public, and the warfare were all different. If someone were to go back to 1200 AD in France, they would find themselves in a very difficult situation. The style of life was called feudalism.

In feudalism, no one actually owned land. The king owned the land as a “trust from God,” and then gave it away to others. The first people the king would pass land to were the nobles, and from them it was passed to the lower ranks of the people. The people who held these lands had to pay fees or rents, called fiefs. (Barber, 27)

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In the feudalist system, vassals were below the lords. When a vassal met a lord, they had to give the lord their sword and then say a prayer to the lord. The lord would then kiss the vassal and return the sword to him. Occasionally, if the lord liked the vassal, he would give him a plot of land, called a seizin. In order to pay for this land, the vassal had to offer military service. He had to appear in the battlefield, fully armed, and have a few men to fight with him. He generally had to serve for 40 days in war, or as a guard in the lords castle. Also, he had to appear in the lord’s court, and give advice or act as a juror. The vassal was expected to defend his lord to the death, and even give up his horse if the lord was to lose his. Being a vassal was a very honorable position. (Barber, 27)

Lords often had special benefits. Lords were entitled to aids or money payments on occasions, such as the knighting of his son, or the marriage of his daughter. The lord was obliged to protect and defend his vassals. He could also act as guardian of the heir to the fief if he was old enough. When comparing vassals and lords, duties and rights were thought of as going up the ladder, although there were bad lords who did not treat their vassals right, and vassals who failed their lords.

This system could get very confusing, because the web of oaths between the lords and the vassals got very developed, so their were rules. A vassal could serve up to four different lords, with all sorts of reservations to the different lords. Even a king could be a vassal to a lord, because kings had often been feudal lords themselves. (Artz, 262)

There were men known as great noblemen in feudal times. This type of man was all powerful in his own lands. He had the right to all justice, high, middle, and low, which meant that he had the power of life and death over everyone in his territory. Not even a king could interfere with these men. He could do such things as lower or raise taxes and tolls, control fairs and markets, coin his own money, and give charters for the founding of new towns. These towns often had to pay their taxes in money, and sometimes even had to pay for the making of soldiers. This way, they would meet the obligations of the feudal world. (Artz, 275)

Below these noblemen were a lower class of noblemen, the knights and squires, and they had much less authority. They only had the right to low justice. Such things included being able to hang a robber caught in the act on his own hands. He could also levy a few taxes from his tenants. There was also a mill and an oven that he owned, which his villagers were bound to use.

Not all land was held in exchange for feudal services. The church often held lands in exchange for money payments or free gifts. Occasionally the king was the overlord, and the money that was paid went to him. The land that people owned could not be dealt with however the holder wanted. They could only use it. If the holder failed in this, the lord could take his land away and give it someone else. (Barber, 35)

At the bottom of the feudal pyramid was the peasant farmer. Some were slaves, bound to land and considered property, like cows or sheep, and some were free, and they held land like everyone else except they paid their service by doing work on the land. They divided this work between their own fields and the lords fields. Peasants in good shape would hire laborers to do the work in the lord’s fields. For the fief, the land was inherited by the eldest son. It was held in exchange for money, labor, or farm produce. Sometimes, villagers had to provide armed men, archers, or pikemen to follow their lord to war. (Artz, 278)

The relationship between nobles who owned fiefs was equal, because the nobles themselves were equal. Knights who owned a small manor were generally equal to counts who they dealt with, because they both wore belts, spurs, and a sword, which made them members of the same club. The relationship between a lord and his tenants was like that of a father and a family, so the members looked up to the lord in a way.

War in medieval times was very different from war nowadays. War revolved around castles. Enemy castles were major military and political objectives. Many castles were actually sited specifically to bar invasion routes. Normally, castles stood on high ground commanding a river crossing, a river confluence, a stretch of navigation, a mountain pass, or some other important feature. A castle located inside a city could still defend itself even if the whole city had been taken over. Even a rural castle could not be safely bypassed, because its garrison could cut the invaders supply lines. The mobility of the garrison had many purposes, such as raiding across a border, furnishing a supply base for an army on the offensive, or interrupting road or river traffic at a distance. For these reasons, military science of the middle ages was dedicated to the science of the attack and defense of the castles. (Artz, 289)

A castle’s main line of resistance was the curtain wall with its projection towers. It was very difficult to make it past these, since lines of men could be put up there. Defenses on the weaker sides often multiplied. However, no defense fortification was strong against all attack. Even the strongest castles of the 12th and 13th centuries were captured. The castle had very few weak spots, and these spots were bombarded by the enemy. A common weakness of castles was the subsoil. Unless a castle was founded on rock, one could get into the castle by digging underground. The procedure was to drive a tunnel beneath the wall, normally a corner or tower.

When a certain point was reached, the timbers were set on fire. If a castle was built on stone and could not be dug under, other devices had to be used for attack. Two such devices were the mobile assault tower and the siege artillery. The mobile assault tower was called a cat, and its components were brought to the war site. Its aim was to provide power with cover and height, while taking away the advantages of the defenders. They also used catapults, which could fire 50 pound rocks over 200 yards. From this the trebuchet was developed, which had better accuracy and more power than anything else. They fired flammables sometimes too because the timbers were wood and would catch on fire. The effectiveness of these machines depended on the thickness of the wall. Eventually, the defenders caught on and started to build thicker walls. Defenders also used artillery to attack the attackers. (Barber, 48)

Medieval times was an interesting period to live in. Its customs, methods, and styles made it one of the most different time periods in history. War, lifestyle, and government were all very different in the middle ages than it is now, and it is because of this that the medieval time period is an astonishing period to study.

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Leadership and Motivation Essay

Discussions of which management style if the most effective date at least from Confucius who in 500BC attempted to persuade the feudal kingdoms of ancient China that the effective leader should be humane, benevolent and just. The first Emperor of China, Ch'in Shih Huang Ti, 200 years later expressed his disagreement with the idea by having 460 Confucian monks beheaded.

For many years, the search was made for the ideal traits of a leader. The Great Man approach involved studying leaders of proven excellence and attempting to identify what they had in common. However, in the 1940's, after an extensive review of more than 100 trait studies, Stogill concluded that "the qualities, characteristics and skills required in a leader are determined ... by the demands of the situation ..."

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The work of Rensis Likert, in the Michigan Studies, was directed at ascertaining what conditions would bring about the greatest productivity of workers. In some ways, this was similar to the intent and methods of the Hawthorne Studies.

Both studies indicate that physical elements of management seem to have little effect upon (increased) motivation and commitment. (This was later demonstrated even more powerfully by Frederick Herzberg with his distinction between hygiene and motivating factors.) The conclusion of these studies is that the way that the manager acts has the most powerful effect on motivation.

In another famous study, carried out by Shartle (1956) and usually referred to as the Ohio State Studies, these conclusions were codified into a distinction between two factors -initiating structure and consideration. Today, these independent variables are more often called a concern for production and a concern for relationships (Robert R Blake), or task orientation and relationships orientation (Bill Reddin). However, when taken together they produce what are called management styles.

In this simple model, the styles are described by whether they manifest a high or low orientation towards (concern for) relationships or task. Models put forward by Robert R Blake, Hersey, Kenneth Blanchard and Bill Reddin essentially use this four box model.

Robert R Blake is taken to be saying that High R, High T is best.

Hersey and Kenneth Blanchard overlay a fascinating development curve on the model which indicates the maturity of staff, so that the best style moves from Low R, High T, through High R, High T, thence to High R, Low T, and finally to Low R, Low T (delegation).

Bill Reddin uses three layers of the basic model. (Hence the name 3-D theory.) He shows how each style can be appropriate, neutral or inappropriate dependent upon the situation. However, in many ways, these differences are differences of explanation and application.

The latest thinking, stemming first from Rick Roskin in Canada, and reaching its full development from Robin Stuart-Kotze in Ireland, posits a third orientation. In Robin Stuart-Kotze's terms - a concern for system. He also distinguishes between leadership (value adding) and stewardship (value protecting) behaviours and indeed negative behaviours - called energy loss - which diminish value.

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Human Resource Management Research Paper

This research paper will evaluate the role of human resource management (HRM) in the strategic process. This will include the function of recruitment and training programs in HRM, the concept of strategic fit and how human resource management can lead to a competitive advantage. The manner in which an organization’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan. It has become a prominent part of business management, that people provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organizational performance (Youndt, Snell, Dean, Jr, & Lepak, 1996).

The relationship between the strategic planning of an organization’s people and the overall strategy is being increasingly recognized as one of great importance. A growing recognition of human resources as being a company’s most important asset has, and will continue to, changes the focus of strategic planning. It is no longer acceptable to exclusively plan for those assets that will appear on the balance sheet. A plan integrating human resource management and the overall strategic plan is necessary, such that the management of people is not a distinct function, but acts as a medium through which all other business strategies are implemented (Armstrong and Long, 1994: p. 42). In essence, the competitive, human resource, and structural strategies should all be linked in a systemic and dynamic fashion (Boxall, 1996: p. 61).

The purpose of HRM is to anticipate changes within the employee framework, thereby ensuring that the organizational objectives are fulfilled (Nankervis, Compton and McCarthy, 1993: p. 53). This process is critical to the strategic objectives of the firm. If changes in the ‘people market’ can be anticipated, and if this is attended to at the senior level, human resource management (HRM) can act as a proactive advisor. However, the relationship between overall strategic planning and HRM is largely dependent on the perceptions of both HRM and senior management towards the contribution that the workforce can make to corporate success. For example, companies that are aware of the strategic value of human resources are more likely to integrate HRM with the overall strategic plan (Nankervis, Compton and McCarthy, 1993: p. 56).

Strategic human resource management (SHRM) is "the process of identifying the organization’s strategic goals and the use of these goals as the basis for personnel practices and procedures" (Butler, Ferris and Napier, 1991: p. 64). Comparing the performance of organizations that utilize it with those that do not can show the importance of SHRM. Numerous studies and reports have concluded from their study of the corporate sector that the strategic management of human resources leads to a competitive advantage, (see Collins, 1987; Butler, Ferris and Napier, 1991; Koch and McGrath, 1996; Armstrong and Long, 1994; Schuler and MacMillan, 1984; Pfeffer, 1995; Schuler and Jackson, 1987). Knowing, therefore, that the development of a strategy for HRM is beneficial, the setting of strategic objectives is necessary. The strategic objective includes the overall competitive objectives of the company, the formation of which is identified by the organization’s mission statement. By considering the environmental analysis (including industrial and economic factors) and an internal analysis (including strengths and weaknesses of the firm and human resources), the company is able to formulate an overall strategy, with a major contribution from HRM (Butler, Ferris and Napier, 1991: p. 67).

Human resource strategy and corporate strategy need to be integrated so that strategic harmony is developed between HRM and the business plan (Armstrong and Long, 1994: p. 43). Certain human resource strategies, particularly the accurate projection of human capital needs, and employee selection and development, will lead to superior workforce performance. If a firm is able to excel at creating a highly productive workforce through effective HR management programs, they will gain a competitive advantage (Koch and McGrath, 1996: p. 337; Schuler and MacMillan, 1984: p. 254). This gives the corporation an advantage that competitors will find difficult to replicate, and can lead to an increase in market share and company profits (Schuler and MacMillan, 1984: p. 241). The human resource management practices will not exclusively influence the success or failure of an organization, though they will be a critical factor.

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An increasingly large number of corporations are now using HR practices to support their long-range business planning processes. An Australian study in 1992 found that 32% of those companies that regularly develop formal corporate plans have considerable input from the HR function (Nankervis, Compton and McCarthy, 1993: p. 56). In the four years since then, there have been a number of changes in workplace arrangements, particularly in regard to enterprise bargaining (CCH, 1995).

In this new economy, the expertise of each employee is regarded as a living asset, such that there is now much greater interest in the contribution of HRM to overall strategic planning. Since HRM deals with issues regarding people, it also has an ethical role to play. It is likely that any HR management will probably be influenced by the need for fairness and justice. If HRM is to contribute to the overall strategic planning within the organization, any ethical issues related to the personnel and the industry will be influential. The ethical management of human resources is also dependent upon an appropriate fit between HRM and the organization’s strategy. Essentially, "human resource management cannot be ethical unless it is strategic" (Miller, 1996: p. 16).

A fundamental division within strategic HRM is recruitment, the requirements of which are determined by the overall staffing requirements and strategies of the company. Developing a strategic approach to recruitment processes is therefore necessary to create a pool of appropriately qualified and experienced people so that selection can be initiated. A strategic examination of the organization’s needs by the HR management group will identify the type of person required for that type of job (Nankervis, Compton and McCarthy, 1993: p. 170). Choosing the right individual for each specific position is of immense importance in fulfilling the overall strategic plan of the organization. The failure to select the most effective person will "typically constrain a firm’s performance and lead, sooner or later, to its demise" (Boxall, 1996: p. 61). Strategy must be translated into selection requirements, and this is most effectively done by job analysis. This analysis will assess the consequence of any strategic change upon what people will do in their job and how they will do it. The job description will identify any modifications to the person specifications, and will present the various qualities needed in the employee (Evenden and Anderson, 1992, cited in Harrison, 1993: p. 228).

Training and development is another area of HRM that can contribute to the corporate strategy. To keep up with the changing HR requirements, training is needed to ensure that the skills and knowledge of the employees is at the required level. Reformation in the external and internal environments influence strategic change, such that static set of employee skills will often be inadequate (Butler, Ferris and Napier, 1991: p. 78). Furthermore, training can help to convey the expectations and overall strategy of the organization. In Karl Albrecht’s customer-focused model, he stated that "The methods of education, training and communication play a central part in helping everyone understand the customer’s needs and expectations, the vision, mission, and values of the organization, and the strategies for winning and keeping the customer’s business" (p. 68). However, there are some limitations to this premise. First, there must be a sufficient number of qualified people seeking employment. A shortage of labor significantly limits the options of finding the right people for the organization. Secondly, the organization must be able to provide adequate financial and managerial support to the recruitment, selection, and training programs outlined above. HR practices should be designed to positively support the organization’s strategic planning of cost leadership, differentiation, and training and development in what should be "a powerful combination of ‘internal’ and ‘external’ fit" (Boxall, 1996: p. 62). The concept of ‘fit’ refers to the integration of human resource management with the overall strategic objectives of the organization.

Success within an organization can be determined by establishing an external fit between organizational resources and environmental influences, and by developing an internal fit between the strategy, design and function of the firm. The SHRM team should have an external and an internal focus (Butler, Ferris and Napier, 1991: p. 79). This external focus refers to their association with the corporate strategy group and other leadership departments; internally, they are in the best position to analyze employee attitudes and capabilities. The development of a strategic fit has important ramifications for the HR function. The culture, strategic objectives, personnel policies and management behavior all influence the company’s people (Collins, 1987:p. 15; Rance, 1996). Tight fit is only possible when the senior management has a clear understanding of the firm’s direction, and is able to effectively communicate that to their subordinates (Dunn, 1995: p. 58). The objectives and manner in which they are to be achieved needs to be explained.

Effective communication is essential for HRM to have a constructive contribution to the overall strategy, and to allow the accomplishment of the strategic objectives (Collins, 1987: p. 15). Although HR management should be integrated with other strategies, problems are going to be encountered. Such as the diversity of strategic processes, levels and styles. If each strategic business unit in an organization develops their own HRM policy independently of other HRM policies it may be difficult to focus HR strategies on the needs of the firm. If the business strategy has not been clearly defined and understood or there is an absence of articulated business strategies, then it would be difficult to develop a complementary HRM strategy. The strategy formulation process is complex as a broad range of environmental factors influences the formation of a strategy. It may, therefore, be difficult to progress directly from corporate strategy to HR strategy.

In conclusion, above all else it is people who create and develop a competitive edge. The strategic planning of human resources can therefore make a significant contribution to the overall strategic plan by ensuring that the company has the right type of people with the required skills, and that they are managed productively. HRM can contribute to overall strategic planning by being involved in the internal and external analysis, by bringing attention to the role of the HR function in fulfilling the business plan, using effective HR management programs to create a highly productive workforce, assisting in the development of the formal corporate plan, planning and initiating recruitment, selection and training and development programs and developing a tight fit between organizational resources and employee capabilities. All human resource practices need to be linked to the competitive strategy. By amalgamating human resource management with the overall strategic plan, the organization will retain a flexible workforce, which can act as a business strength (Skelton, 1996). Torraco and Swanson (1995: p. 12) summed it up by saying: "Today, organization’s that are capable of rapidly responding to emerging business needs will succeed." This flexibility can only come through the contribution of human resource management to the overall strategic business plan.

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