American Civil War Fortifications (1) by Angus Konstam

April 3, 2017 | Strategy | By admin | 0 Comments

By Angus Konstam

The 50 years earlier than the yank Civil struggle observed a increase within the development of coastal forts within the country. those stone and brick forts stretched from New England to the Florida Keys, and so far as the Mississippi River. at the beginning of the battle a few have been positioned within the secessionist states, and lots of fell into accomplice arms. even supposing a handful of key websites remained in Union arms through the conflict, the remaining needed to be gained again via bombardment or attack. This e-book examines the layout, building and operational heritage of these fortifications, reminiscent of citadel Sumter, castle Morgan and citadel Pulaski, which performed a vital half through the Civil warfare.

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They will be influenced strongly by the guiding principles and reward philosophy of the organization. The reward policies will be concerned with: ❚ ❚ ❚ ❚ ❚ ❚ ❚ ❚ ❚ ❚ ❚ ❚ the level of rewards; the relative importance attached to market rates and equity; attraction and retention; the relationship of rewards to business performance; total reward policy; the scope for the use of contingent rewards related to performance, competence, contribution or skill; assimilation policies; the degree of flexibility required; the role of line managers; the need to involve employees in the design of the reward system; the need to communicate reward policies to employees; transparency – the publication of information on reward structures and processes to employees.

IMPLICATIONS OF THIS APPROACH FOR TALENT MANAGEMENT Talent management is about ensuring that the organization attracts, retains, motivates and develops the talented people it needs. It is associated with a number of the other reward processes summarized above such as designing jobs and developing roles that give people opportunities to apply and grow their skills and provide them with autonomy, interest and challenge. It is also concerned with creating a working environment in which work processes and facilities enable rewarding (in the broadest sense) jobs and roles to be designed and developed.

The only real exceptions to this are the armed forces and related occupations where the risk is accepted as part of the contract – and even so minimized as far as possible. Employers who recognize this and, for example, provide transport for staff working late in hazardous inner-city areas, or CCTV surveillance for those working at remote sites, can actively reduce concerns about safety and security. Often this is a question of reviewing risk levels periodically and being proactive over safety – all part of an effective health and safety policy.

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