Chemical Structure- Steroid Lactone - 537 Words

Chemical Structure It was in the year 1979 a steroid lactone which was termed as Brassinosteroid was isolated from pollen of Brassica napus (Grove et al, 1979). Later its structure was determined by different spectroscopic analysis mainly by NMR, EI-MS, FAB-MS and also by X-ray diffraction, which was found to be (22R, 23R, 24S)-2ÃŽ ±, 3ÃŽ ±, 22, 23, tetrahydroxy-24-methyl-ÃŽ ²-homo-7-oxa-5ÃŽ ±-cholestan-6-one. Since the discovery of brassinosteroid more than 69 naturally occurring compounds of this hormone family has been discovered. (Yokota 1999a) BR’s are derived from a common 5-choleston skeleton and the structural difference which is present in the different members of this hormone family mainly comes from the side chain present in A/B ring and also from different functional groups present in the ring which is shown in the figure ( Yokota, 1995, 1997). From- The chemical characteristic and distribution of brassinosteroids in plants Natural Occurrence and Distribution in the Plant Kingdom Brassinosteroid molecules although present at low concentration in plants but still they have been reported throughout the plant kingdom and also they are broadly distributed from lower to higher plants. They have also found to be present in different plant organs such as flowers, anthers, seeds, pollens, roots, stems, leaves and grains, although brassinosteroid level varies among them according to organ type and tissue age. Like young and growing shoots contain higher brassinosteroids asShow MoreRelatedSummary of Napoleons Buttons Chapter 12: Molecules of Witchcraft1836 Words   |  8 PagesThree sugar unitsThe steroid ring system In the Digitalis extract, there are also many other molecules thats similar to digoxin, like the digtoxin molecule. It lacks the OH and similar cardiac glycoside molecules are in other plants that are often members of the lily or ranunculus families. The molecules have the same structural features though,so theyre likely resposible for the caridac effect. All have five membered lactone ring thats attached to the end of the steroid system with an extraRead MoreREVIEW - Phytochemical Screening and Extraction4270 Words   |  18 Pagespharmaceutically involves of the separation of medicinally active portions of plant traditional systems medicines, nutraceuticals, of modern folk tissues from the inactive/inert components by using medicines, pharmaceutical intermediates and chemical selective solvents. During extraction, solvents diffuse entities for synthetic drugs [1]. into the solid plant material and solubilize compounds Extraction (as the term is pharmaceutically used) is the with similar polarity [1]. separationRead MoreSocial Behavior Among Monkeys May Be More Nature Than Nurture5979 Words   |  24 PagesAggression Between Cross-Fostered Rhesus Macaque Females and Their Biological Mothers, published in the current issue of Developmental Psychobiology. Rhesus macaques provide an important research population because they organize in strong matrilineal structures, and the female offspring often exhibit the same social behavior as their mothers. The experiment was intended to show if some aspects of that behavior were inherited or learned by the female offspring. I was surprised by what we found, Maestripieri

Controlling The Fire, Egyptian Pyramids, The Invention Of...

Introduction Controlling the fire, Egyptian pyramids, the invention of electricity, the computer, the internet or traveled to the moon are some of the most important events of humankind history. It is obvious that these traits have not emerged in a single day instead they are an outcome of a long process which is called ratchet effect. In the history of humankind, cumulative culture has been thought of as a key factor in this development process. Although a considerable amount of study has been published on culture and cumulative culture in humans or non-humans, there is still empty room for further research in determining the mechanisms of cumulative culture. The main issue addressed in the present paper is the mechanisms that allow for the cumulative culture. This paper seeks to remedy this question and how humankind been able to transmit its knowledge to the next generation, by looking the literature of cumulative culture. This paper has been divided into several parts and each part deals with the different mechanism. 1. Teaching It is believed that teaching lie upon our ability to establish and transmit complex human culture (Castro Toro, 2014; Laland Hoppitt, 2003). Teaching is a costly and active behavior which is directed from the demonstrator A to observer B. Demonstrator A’s behavior provides information for B.At the end of this process; observer B gains the information or skill (Caro Hauser, 1992). A number of researchers have reported the role of teachingShow MoreRelatedLibrary Management204752 Words   |  820 PagesCoordinating Organizational Performance . . . . . . . . . . . . . . . . . . . 409 Measuring and Evaluating . . . . . . . . . . . . . . . . . . . . . . 410 Performance Indicators . . . . . . . . . . . . . . . . . . . . . . . . 412 Coordinating and Controlling . . . . . . . . . . . . . . . . . . . 413 Requirements for Control . . . . . . . . . . . . . . . . . . . . . . . 413 Techniques for Evaluating Activities . . . . . . . . . . . . . . 416 Developing Standards . . . . . . . . . . . . . . . . . . .Read MoreLogical Reasoning189930 Words   |  760 Pagesinterpretations, it is ambiguous. Ambiguity is a kind of imprecision; its a way of being unclear. So, one principle of good communication is to avoid ambiguity. ────CONCEPT CHECK──── The grammar of the following headline is ambiguous. How? Egyptians Are More Like Italians Than Canadians 90 ────70 Context and Background Knowledge The sentence He is at the bank† doesnt contain enough clues for you to tell whether he is at a river bank or a financial bank. Therefore, the term bankRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesMy Listening Skills? 360 Questions for Review 360 Experiential Exercise An Absence of Nonverbal Communication 361 Ethical Dilemma Pitfalls of E-Mail 361 Case Incident 1 Using Social Media to Your Advantage 362 Case Incident 2 Should Companies That Fire Shoot First? 362 12 Leadership 367 What Is Leadership? 368 Trait Theories 369 Behavioral Theories 370 Summary of Trait Theories and Behavioral Theories 372 Contingency Theories 372 The Fiedler Model 373 †¢ Other Contingency Theories 375 Leader–Member

Night Creature Blue Moon Chapter 5 Free Essays

He raised a brow. â€Å"Miss me?† I pushed past him into the room, but he was alone. â€Å"What did you do with Dr. We will write a custom essay sample on Night Creature: Blue Moon Chapter 5 or any similar topic only for you Order Now Cadotte?† His earring swayed when he tilted his head. â€Å"Do?† He was also wearing glasses. No wonder I hadn’t recognized him. Not that the small, round wire frames could detract from the sheer beauty of his face or the intensity of his eyes, but they made him appear†¦older, wiser, scholarly. And sexier than he’d been while standing naked in the moonlight. I scowled at the unusual direction of my thoughts. Well, unusual for me anyway. I rarely thought about the sexual nature of anyone, specifically a stranger. Though I could be excused in this case, since I’d seen more of this man than almost any other of my acquaintance. I recovered my sanity enough to hear what he’d said. â€Å"Are you Dr. Cadotte?† â€Å"No.† My glance around the area was rhetorical. No one could hide in this joke of an office. I raised a brow. â€Å"I’m William Cadotte, but I’m not a doctor. Yet. There’s that pesky matter of a thesis, which I haven’t been able to finish.† He moved into the room. â€Å"Can I help you?† His voice captured me again as it had last night. Not loud, yet still powerful, the ebb and flow just different enough to make me listen more closely to everything he said. I’m not sure if he meant to crowd me or not, but the place was small and he was big. His heat brushed my face. Or perhaps I was just blushing again – something I seemed to do a lot of around him. â€Å"No,† I blurted. â€Å"I mean yes. Hell.† I was blabbering like a teenager. How could he seem taller, broader, more intimidating with his clothes on? â€Å"Which is it? Yes, no, or hell?† I could smell him, that same scent from last night – wind, trees, a certain wildness. He stared at me intently, as if I fascinated him, and that couldn’t be true. A man who looked like he did would not stare at a woman like Jessie McQuade unless he – My thoughts tumbled into an abyss. Unless he what? There was no reason for him to stare. None. So why was he? â€Å"I wanted to talk to William Cadotte. I didn’t know he was you.† â€Å"I see.† He pulled off his glasses and slipped them into the pocket of his blue work shirt, then patted the pocket gently. â€Å"Or actually I don’t see very well up close without these. Age and too many books.† I made a noncommittal murmur. He didn’t appear much older than me. However, appearances were deceiving. Like a host of other things. â€Å"What did you want to talk about? I assume you don’t plan to arrest me for indecent exposure, since you didn’t know who I was.† â€Å"If you don’t mind, I’d like to forget all about that.† â€Å"Would you?† No. â€Å"Yes.† He gave a knowing smirk, which I did my best to ignore. â€Å"Did you catch your wolf?† † ‘ Fraid not.† His eyes said, / told you so, but to his credit he didn’t voice the words. â€Å"Did your bite victim get her shots?† â€Å"Nope. She’s a little too dead for them to help.† His mouth opened, shut. He tried to run his fingers through his hair, found nothing there to run them through, and let his hand drop back to his side. â€Å"Isn’t that a bit quick, even for rabies?† I shrugged but didn’t elaborate. Clyde wanted to keep things quiet, and I’d already said enough. â€Å"What can I do for you?† He glanced at my T-shirt. â€Å"Are you here as an officer or a private citizen?† His gaze lingered on my breasts, something that happened to me a lot. Guys might not be interested in me, but since I’d hit a 38 D cup in the eighth grade – much to my dismay and mortification – they had been interested in what I stored inside my T-shirt. â€Å"I’m on my own time, following up with the case.† His eyes met mine; they didn’t stray south again. â€Å"I have a question, and I was told you were the expert.† â€Å"In what? I have several and varied interests.† His lips twitched. I ignored the implication. I’d never been any good at flirting. What a surprise. Instead, I dug the totem out of my pocket, then held out my hand, palm up. The tiny wolf lay in the center. Before I could ask a single question he snatched the stone and hurried around the side of his desk, turning on the lamp as he went. â€Å"Hey! That’s evidence, Slick.† His answer was a grunt. He tilted the lamp so the glare was square on the totem, squinted, muttered, and pulled out his glasses. â€Å"What is it?† â€Å"Shh!† So much for the charming flirt. Cadotte now ignored me as he peered at the carved wolf, mumbled, and scribbled notes on a scrap of paper he’d torn randomly from what looked to be a student essay. I settled into the only chair not piled with books and waited. As I waited, I also watched. I couldn’t help myself. He wasn’t dressed like any professor I’d ever had. But then I’d gone to technical school in Madison. While the city had a reputation – at least in Wisconsin – for being a hotbed of anarchy, my police science instructors had been nothing if not staid. None of them would ever have worn a faded cotton shirt and even more faded jeans. An earring was out of the question. Of course the sight of his jeans only made me wonder if he was wearing anything beneath them. Just because he hadn’t bothered with underwear under his cutoffs didn’t mean he didn’t wear it to work. I considered what it would be like to sit in his class, listen to him lecture, knowing he was naked inside the denim. I shifted in my chair and forced my thoughts away from last night. Perhaps fifteen minutes passed before he glanced up, blinked as if he’d forgotten I was there, tried to rub his eyes, smacked his knuckles into his glasses, and removed them. Why did I find his absentminded professor behavior so appealing? â€Å"Well?† I demanded. â€Å"Where did you get this?† â€Å"I thought I was asking the questions?† â€Å"I can’t answer yours until you answer a few of mine.† â€Å"Fine. Center line of Highway One-ninety-nine.† He frowned. â€Å"I don’t understand.† â€Å"You and me both. The accident last night – â€Å" â€Å"With the wolf?† His gaze was as sharp as his voice. â€Å"That’s the one.† His eyes shifted from keen to distracted in the space of an instant. Figuring he was deep in thought, I let him stay there as long as I could. Of course that wasn’t very long. I never said I was patient. â€Å"Professor Cadotte?† My voice brought him back from wherever it was that he’d gone. â€Å"Mmm?† â€Å"Can you tell me what this is? Who might have dropped the thing? Any clues as to why it was lying in the middle of the highway?† â€Å"Yes. Maybe. And none at all.† Well, that was what I got for asking too many nonspecific questions. I tried again. â€Å"What is it?† â€Å"Totem. Or dodaim in Ojibwe.† â€Å"That much I knew. But it’s different from the ones I’ve seen in town.† â€Å"The figures they sell two for a dollar at the T-shirt shop?† I nodded and he made a face. â€Å"A waste of bad plastic. What you have here is an Ojibwe wolf clan totem. Whoever lost this is probably frantic to get it back.† â€Å"Why?† â€Å"Family protection, spiritual power, magic.† â€Å"Woo-woo,† I muttered. I hated woo-woo. His glance was quick and probing. â€Å"You say that as if you don’t believe.† â€Å"In magic stones and wolf spirits? You got it.† â€Å"I suppose you only believe in what you can see, hear, and touch.† â€Å"What else is there?† â€Å"What we know is true but can’t prove.† â€Å"Bullshit?† â€Å"Faith, Officer.† I gave a snort so unladylike my mother would have fainted if she’d heard it. William Cadotte merely smiled. For some reason he found me amusing. Like a pet or a child, maybe an imbecile. â€Å"Faith is for fools who don’t know their own mind,† I snapped. As a kid I’d spent countless hours praying for my daddy to come home. He hadn’t. I’d spent equal time praying to be like everyone else. I wasn’t. So I’d given up praying long ago. â€Å"I’d rather be a fool,† he said quietly, â€Å"than believe in nothing at all.† I did believe in something – facts – but I found no reason to tell him that. Living in the middle of woo-woo land had taught me quite quickly that arguing with someone who believed the unbelievable was like smacking your head against a brick wall. Maybe someday you’d move the brick, but you were more likely to be dead first. 1 changed the subject. â€Å"Any idea who might belong to that totem?† He turned away and I frowned. Up until now he’d looked me in the eye when he spoke to me. Why the sudden change? Unless he couldn’t lie to my face. â€Å"Professor? You said you might know.† â€Å"I’m familiar with a few of the wolf clan in the area.† â€Å"How’s that?† â€Å"Because I’m one, too.† â€Å"It’s a fraternity or something?† â€Å"No.† He faced me again, and any amusement I might have seen once was gone. Had I offended him? I wasn’t sure how, but then, I rarely understood how I’d pissed someone off. Queen of the social gaffe? Me? â€Å"In Ojibwe tradition each person belongs to a clan, the descent of which comes through the father. Legend has it that we are the ancestors of the animal our clan is named for. So even if you were of the Lac du Flambeau band and I was Grand Portage, which I am, if we were wolf clan, we were blood. We couldn’t marry.† â€Å"Double damn,† I said dryly. His lips quirked. Maybe I hadn’t offended him after all. â€Å"In other words, your people believed that wolf clan members descended from the wolves – â€Å" â€Å"And bear clan from the bear, crane from the crane. Exactly.† â€Å"Interesting.† And weird. â€Å"It’s a legend. Not too many of us keep up with to-temic clan lore these days.† â€Å"Except for you.† He shrugged. â€Å"It’s my job, even if I didn’t believe we should keep the old ways alive.† â€Å"Do you know who might belong to this totem?† â€Å"Maybe.† He picked up the tiny black herald, rolled the stone between his fingers. The thought of him using those fingers on me in much the same way made me forget for an instant what I was doing here. â€Å"This isn’t a common wolf clan totem,† he continued, and I yanked my mind from fantasy to reality. â€Å"I’d like to keep this to study some more. I’ve never seen one like it.† â€Å"What’s so different?† â€Å"The wolf is†¦ odd, and there are markings that disturb me. Something is not quite right.† Disturb? Odd? Not right? â€Å"What are you getting at?† â€Å"Ever heard of a manitou?† â€Å"What?† His quick change in topic left me floundering to catch up. â€Å"You mean a spirit?† â€Å"Kind of. Manitou means ‘ mystery,† godlike,† essence.’An all-encompassing spirit. Legend has it that Kitchi-Manitou, the great mystery, created all.† The great mystery. Despite my skepticism of all things woo-woo, I liked that. The great mystery was a good phrase for God and everything in that realm. â€Å"Everyone has manitoulike attributes,† Cadotte went on. â€Å"We each have our special talent. Yours must be sarcasm.† â€Å"Ha-ha.† He quirked a brow. â€Å"Or maybe something hidden, which I’ll uncover later.† â€Å"Don’t count on it, Slick. What’s your special attribute?† â€Å"Besides my great big – † I caught my breath. â€Å"Brain?† The air hissed out through my teeth, making a derisive sound. â€Å"Yeah, besides that.† â€Å"Maybe you’ll give me a chance to show you my special talent sometime.† â€Å"I repeat, don’t count on it.† He smiled. â€Å"Getting back to my story. Most of the manitous are helpful. They’re guardians over us poor humans.† â€Å"And the ones that aren’t helpful?† â€Å"Two. Both are man-hunting manitous. Weendigos, or the Great Cannibals, and the Matchi-auwishuk.† â€Å"Translation?† His smile faded. â€Å"The Evil Ones.† Even though I believed none of this, the hair on my forearms tingled. â€Å"I don’t like the sound of either one,† I admitted. â€Å"But what do they have to do with our totem?† â€Å"The markings on this wolf remind me of certain drawings I’ve studied of Matchi-auwishuk.† â€Å"What does that mean?† â€Å"I’m not sure.† â€Å"Swell.† Silence fell between us. â€Å"Why are you so interested in this?† he asked. Good question. The totem could be anyone’s, dropped at the scene of the accident for any number of reasons. It might not have anything to do with Miss Larson at all. But I found it a tad too coincidental to discover a wolf clan totem at the scene of an accident involving a wolf. That, combined with the information on manitous and evil ones, as well as the violent death of the victim within twenty-four hours†¦ Well, call me silly, but my nerve endings were doing the tango. I might not believe in woo-woo, or anything I couldn’t verify by fact, but I’d had enough hunches turn out true that I’d learned long ago not to ignore the steady hum in my head that said something was rotten in Min-iwa. How to cite Night Creature: Blue Moon Chapter 5, Essay examples

Human Capital Management System

Question: Discuss aboiut the Human Capital Management System. Answer: Introduction With the increasing dynamic of the global business industries, conflicts remain on the clear difference between the human resource management, personnel management, and the human capital management. Regardless of the major course of the conflicts, it is essential for an organization to adopt strategic business models that will delineate the roles, and responsibilities for the specific areas within the organizational operations according to Chuan (2017). This paper evaluates and identifies the major similarities and differences between the personnel management, human resource management, and the human capital management in the organization. However, the emphasis of the paper is based on the human capital management as an essential factor of the organization. The paper hence examines how the understanding of the renowned and seminal human resource competencies can be integrated into the human resource and human capital management practices. It also presents some of the primary challeng es facing the HCM within the organization and the recommended steps that can be adopted to ensure an effective sustainability and visibility in the organizational operations. Comparison of the management positions Personnel management is an administrative discipline that is concerned with the development and hiring of employees while ensuring that they become more valuable and relevant to the operations of the organization as pointed out by Varzaru (2016). The functions of the personnel management hence include recruitment, training and orientation, selection of the right individuals for specific duties within the organization, and planning of the needs of the personnel. The personnel management is also responsible for the determination and management of salaries and wages, provision of incentives and benefits, performance appraisal for the employees, resolving disputes, and ensuring effective communication with all the employees at different levels (Varzaru, 2016). According to Sengupta (2011), personnel management is often considered as the old version of the current human resource management. The same study denotes that there are distinct differences that can be identified between the human capital and resource management and the personnel management. However, the differences are often similar in comparison with both HRM and HCM. As personnel management on the administration of personnel, labor relations, and welfare of employees within the organization, human resource, and capital management focus on development, acquisition, maintenance, and motivation of human and capital resources respectively according to Chuan et al. (2017). The personnel management often assumes employees as inputs for achieving the desired output and its functions are undertaken under the satisfaction of employees. However, human resource management is focused on assuming employees as valuable and important assets of the organizational output achievement, and hence administrative functions are undertaken for goal achievements. Personnel management is also considered a routine function and focuses on increasing the production and satisfying employees while human capital management focuses on culture, effectiveness, employees participation, and productivity. Human resource management is defined as a term describing the formal systems that are devised for managing people within an organization. The roles and duties of the human resource management fall into three main categories i.e. employee benefits and compensation, staffing, as well as defining the work design. According to Chuan (2017), the main purpose of the human resource management is the maximization of the organizational productivity through the optimization of the employees effectiveness. In comparison to the personnel and human capital management, Chuan et al. (2017) point out that the human resource responsibilities are classified into individual, career, and organizational functions. The individual roles aim at assisting employees to identify their weaknesses and strengths so that they can correct their shortfalls and make their best contribution to the organization. The organizational development aims at fostering an effective system that maximizes human capital and resources as part of the larger strategies of the business. Scapolan and Montanari (2013) denote that the organizational development works with the HCM in creating and maintaining possible changes in the programs of the organization so that it can effectively respond to the evolving internal and external influences. Lastly, the career development responsibility involves matching the employees with the most effective and suitable roles and career paths within the organization depending on their respective skills, qualifications, and requirements of the position. As a result of the roles, there are major similarities required for the personnel, human resource, and human capital management. These include extensive industrial knowledge, effective negotiation skills, as well as leadership capabilities that are required are core qualities for the effective performance of the management pos itions within an organization as pointed out by Zavydivska, Zavydivska, and Khanikiants (2016). Human capital is defined as the sum of the abilities, personality, knowledge, values, experiences, motivation, skills, and behaviors owned and offered by the individuals within the working environment of an organization according to Lloyid (2012). With all factors constant, the higher the quality of the human capital of the organization, the more successful the performance despite the global challenges facing different facets of organizational industries. Human capital management is hence focused on managing the human labor force within the organization, an aspect that is essential as a result of the crucial trends of challenges of management. HCM is hence essential in; Helping the organization to recognize that HCM is the primary source of a sustainable competitive advantage as it determines the means of production and access to capital within the organization. Increasing the importance of the organizations intangible assets such as reputation, leadership strategy, and brand that are mainly dependent on the skills and the efforts of the employees within the organization. The identification of innovation, knowledge, collaboration, and adaptability as the primary or key factors that drives the success of the organization. In his study, Higgins (2010) also points out that leaders should recognize that the primary source of organization success are the values, believes, and ability that resides within the organizational workforce. Increasing focus on growth primarily for improving the bottom line of the business, as an aspect that then requires a renewed focus on the leadership and the subordinate for successful performance. Understanding the demographic changes affecting the internal and external environment of the organization. For instance, Higgins (2010) denotes that an aging workforce, advanced technological innovations, along with increasing diversity are increasing the war for talent within the workforce. In the general function and operation of an organization, Human Capital Management (HCM) and the Human Resource Management (HRM) often have many similarities and differences. For instance, both HRM and human capital management deal with the human resource department of an organization. Both HRM and HCM form the foremost solidarity department that has the responsibility of carrying out the organizational responsibilities within the business environment (Higgins, 2010). They both deal with terms and functions related to training, recruitment, orientation, performance analysis, and payroll for the employees of an organization. In his study, Higgins (2010) denotes that employees are often an essential aspect of the management of an organization and hence should be framed by the human resource department within the organization so as to obtain the quality of work as per the objectives of the organization. However, HCM is adopted as a software program and a core element of the human resource management of the organization. Human capital management associates with elements and provides an ambiguous response with different human resource elements such as the organizational management and the personnel management Sengupta (2011). It is also related to the strategy of the employees development as well as other operational objectives hence defined as a tactical approach aimed at the systems, processes, and essential organizational practices. Despite the difference between human resource management and human capital management shown in Table 1, both their functions hold the significance of their impact on the opera tion of the organization in carrying out the actual business processes with its internal and external environments. Table 1: The differences between the human resource management and human capital management in an organization (Adopted from Higgins, 2010) Human Resource Management functions Human Capital Management functions HRM never defines its true objectives HCM defines its true goals and objectives with a perfect reputation Has functions that often delivers perfect ended major solutions within the organization Is not effective in delivering solutions for minor organizational instances Its functions are regularly driven by the availability of human resources within the organization Its functions are often driven only under special or specific cases affecting the performance of the organization The human resources department ensures that its functions are performed as per the laws and regulations governing the operation of the company. Human resource capital is often related to all issues affecting the employees with a focus on elements such as utilization, employment, developmental agendas, and compensation of employee amongst other elements. Uses simple bench-marking techniques to execute its functions Adopts the use of complicated evaluation techniques Steps of ensuring the realization and optimization of the HCM practices The major question should be what are the leaders and managers of businesses and organizations expected to do in the attempt of realizing and optimizing the HCM practices. Carmeli (2017) points out that the first major step is making the working environment and the whole organization a talent magnet for employment. The same study presents a thought experiment that can be adopted by any organization with the desire of increasing its employment preference for the workforce despite the challenges in the market. These include; a) Listing the primary three characteristics that are unique and sets the organization apart as a perfect place of employment; b) Listing of the top three primary employee attributes needed by the organization to execute the set business strategies; c) finding answers to the extent at which the characteristics in #a allow the organization to employees with the #b values and attributes. It hence means that the step taken by the organization will depend on the answer in #c as it will help the management to understand the internal factors affecting the human capital aspects of the organization. In other words, the above thought experiment is essential in illustrating the importance of the employer brand of the organization, an aspect that Lloyid (2012) points out as the primary determinant of the human capital management practices within the organization. The realization and optimization of the HMC needs to focus on the realization of the employer brand that determines how the organization builds or packages its identity. Depending the industry of operation of the organization, the promises the organization focus on delivering will motivate an emotional connection with the employees who will then work towards achieving what the organization promises to deliver to its customers. According to Zavydivska, Zavydivska, and Khanikiants (2016), HCM practices need to focus on an employment brand that shares what is differentiating and compelling about working within the organization, passes across the message of what it offers, and provide a true recruitment story. The realization and optimization of the HCM practices hence require the organization to focus on the employer brand that will; Attract the skillful and right candidates Increase the employers reputation Effectively communicate vision, mission, and values to the employees and the customers Increase vacancy or employment acceptances Increase employees retention and skills Develop a reputation of being the employer of choice Integrating the understanding of renowned and seminal HR competency models into HCM and HRM practices According to Schlitte (2016), the concept of the organizational Human Capital Management has been transformed through a many aspects as a result of the constant dynamics of the human resource functions as well as the ever-changing global business environment. The same study denotes that the transformation has occurred based on different analytical models from normative, prescriptive, to the competency-based models. The understanding of these models can be integrated into different ways within the human resource and human capital management. One such model is the Ulrich theory that defined different aspects within the functionality of the human resource management as pointed out by Olofsson and Ohman (2007). Ulrich was a known human resource professional who had great ideas in many human resource aspects such as corporate growth and company leadership. He was the author of the Ulrich model is mainly focused on the role of the human resource management in an organization, ideas that ar e still influencing the thoughts surrounding the general concept of human resource management as pointed out by Schlitte (2016). Ulrichs framed human resource model has formed a big part of a virtual method of predicting the future performance of an organization, and the ideas are adopted in different organizations to keep the workforce hardworking, happy, and dialed-in to the long and short-term goals and objectives of the company. According to the model, it is essential that the human resource managers integrate the idea of viewing the employees as a vital part of the success of the organization according to Scapolan and Montanari (2013). The model focuses on four main roles as the key components that are essential for every human capital and resource department. These roles include; Business partners- As a business partner, the HR department has the responsibility for ensuring effective communication with the people who have a direct connection with the organization such as the creditors, shareholder, employees, and employees among others. The department is hence the point of contact and the channel used by most internal members of the business. As a business partner, the HR gives feedback to the internal partners concerning the quality of their performance and experience, helping in filling job vacancies, sharing HR goals, with the employees so as to ensure their implementation across the organization. The department as well promotes harmony and overall productivity within the workplace. Change agent- in case the organization requires evolving, expansion, or alteration of its objectives and goals, the human resource becomes the change agent that internally communicates the organizational challenges. Integrating this concept within the HR and the HCM requires the responsible managers to organizer training opportunities that will help the employees to learn new skills that can help in achieving the desired changes as pointed out by Engelhard (2012). Preparing the employees for the required change helps them to adapt to the new roles for its next level of evolution or stage of growth (Audea, Teo, Crawford, 2015). Administration expert- according to the model, this is an administrative role that helps in executing different tasks. While performing the administration expert role, the human resource department follows any change in the regulation, legislation, or occupational safety rules; they help the organization adapt to the changes so as to remain compliant with the relevant laws. Olofsson and Ohman (2011) point out that it is an aspect that should be adopted by the human resource and human capital managers so as to ensure the organization remains compliant. Employee champion or employee advocate- according to the Ulrich Model, the human resource should stay aware of the interests of the employees and ensure the interests are protected so as to ensure moral satisfactions and positive image of the organization. Integrating this aspect hence requires the organization to adopts strategies that will help in measuring the employee's performance so as to sport any possible outcomes to ensure equity and effective performance. Challenges facing HCM and recommended steps for viability and sustainability in the organizational operations According to Lloyid (2012), it is often clear for leaders and managers of organizations that a successful operation of a business or organization requires clear strategies that will enable the business to meet the set goals and objectives. The strategy adopted by the leadership should also have clear plans that can be used to solve different organizational challenges facing the business while capitalizing on the strength of the labor force. However, as pointed out by Jones et al. (2017) in his review, even the best strategy often fail when the organization has not placed the right people in different responsibilities for ensuring a successful execution of the strategies. It is hence a clear aspect that one of the major challenges leaders face in organizations is the human capital challenge. In their study, Zavydivska, Zavydivska, and Khanikiants (2016) denote that there are three major challenges the human capital management within an organization. These include developing leaders, sustaining the organizational competitive advantage, the attraction and retaining of good and skillful employees. Carmeli (2017) also points out that many organizational HCM have challenges with developing strategies that will effectively manage the talents of the organization. The failure of recognizing these factors leads to the following challenges; Insufficient supply of skillful candidates Recruitment and integrations challenges when dealing with younger employees Challenges from competitors recruiting the best candidates Provision of attractive career paths within the respective industries of operation of the organization It is difficult to deploy experienced talents worldwide Lack of creativity and flexibility among the talents with the right and relevant technical skills The focusing, identification, and understanding of the talent availability within the internal and external global emerging markets. Boyun (2016) points out that for an organization to successfully increase its sustainability and operational visibility, the stakeholders of the organizations e need to realize that the human capital can only be increased within the organization when it focuses on other factors. These include the increase of more non-financial rewards for the employees motivations, working with the government systems and agency bodies to increase the knowledge and skills of the organizational talent pool. Exposing the employees to a more challenging environment such as deploying more staff to international assignments can also boost the HCM. Varzaru (2016) also points out that the organization should focus on expanding its workforce skills and enhancing the expertise on different aspects of its operation. The organization hence needs to focus on developing organizational change for increased productivity, quality, and employees satisfaction (Vaiman, Brewster, 2015). It will hence involve the construction of an effective training program, design a motivational compensation system for employees, structuring benefits packages while measuring their success, and the identification of the principles for utilizing, developing, and conserving human capital resources. Chuan (2017) also identifies the need of using statistics and data in making informed HCM decisions while leveraging technology aimed at enhancing the contribution of human capital management functions within the organization. Conclusion With the rapid transformation of the global business landscape, organizations are facing tough human resource, operational, and capital challenges that still continue to be more complex due to the evolution of the technological business landscape. It is hence required that HCM, HRM, and operational management focus on the identifying and adding real values within the business. With the continued realization of the need of retaining the workforce, there is a need for increasing the emphasis on increasing engagement programs and training. Personnel management, HCM, and HRM are all concerned with productivity and are vital aspects of the organizational performance. 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