How hrm contributes to the achievement

How hrm contributes to the achievement 1. Investigate how HRM contributes to the achievement of organizational objectives? A. Running a business of any size is the most challenging aspect to identify the best strategy for the organization to achieve the desired objectives. We usually prefer objectives such as increase in sales make money, start up with offers. All these need clarity in organizations intensions. The success of organization depends on clarity of vision, measurable targets, specificity, achievable, and challenging, executable, growth oriented and consistency. Human Resource Management plays a major role in the organization to perform maximum capability in a highly fulfilling manner. Human Resource Management is the main approach for the organizations. The people working individually and collectively together contribute for the achievement of the objectives in the business. It is also termed as personnel management as the process is involved in managing people. Human Resource Management employees people, develop their resources, utilize, maintain, and compensate their services in relation to the organizational requirements. Organizational objectives are typical and require multiple years not less than 3-5 years to achieve the outcome based on annual operations that coincide similarly with a calendar year and organizations operating cycle. Operations objective run under business units, departments, functional areas, teams and individuals etc. Often a combination of financial and non–financial measures. When the objectives define goa ls and sub – goals, targets will be the larger objectives. Before an organization is setup it needs to examine all the aspects of business equation to reach organizational objectives. The link between organization system and structure is necessary to understand the impacts, effectiveness and efficiency. By setting al the objectives to all the levels of the organization it is possible to get maximum returns on resources and operations. The opportunities presented must be clear, measurable, specific and consistent. The features of Human Resource Management include: 1. Organizational management 2. Personal administration 3. Manpower management 4. Industrial management / Employee Relations. The positive view of the employees virtually contributes to the enterprise productively for the achievement of organizational goals. Human Resource Management is more innovative at work place than the traditional approach. Its unique to express the goals with specificity and provide the resources needed to accomplish the task. Activities take priority in setting the communication of objectives and targets wherein the guidelines and boundaries play a important role. The constraint of an organization requires tradeoffs and evaluation options to determine the capabilities to achieve the specified outcomes. Objectives of an organization depend on core competencies and competitive advantages, current and projected influence on the industry in different environments, Current and future constraints on resource and operations, possibilities, capabilities, probabilities, negativity in opportunities, opportunities that work, needs of an organization, financial position relationship with the cl ients. To develop an organization, the objectives are to be supported by clear understanding of capabilities of the organization, growth of the organization, focus on processes, people, infrastructure, change in environment, completion and other economic factors. Human Resource Management techniques properly practices, can reach the goals and operating process in an organization. It plays a key role in risk reduction within organizations and comprises several processes which can be performed in an HRD when effectively integrated they provide significant economic benefit to the organization. Workforce planning, recruitment, induction, and orientation, skills management, training and development, personal administration, wages, time management, payroll, employee benefits, cost planning, performance appraisal, financial control, client management, should be performed well in advance so that the Human Resource Management contributes its performance towards the objectives for a successful organization. The Human Resource Management should function in every activity and should play a key role in deciding the organizational objectives to fulfill the basic needs ensuring they are on high performance. Dealing with performance issues, independent contractors, hiring employees, are also a part of the above. The activities also include approach to the employee benefits and compensation, employee records and personnel policies. It should always ensure, aware of personnel policies which confirm current regulations in the form of HR manuals. Characteristics are observed in Human Resource Management while developing policies which relate to objectives, functions, physical factors and company matters. Policies should be easily defined, positive, clear and understandable. The different modules in Human Resource Management refer to the system and process at an intersection between Human Resource Management and information technology. The functions of HRM are generally administrative and common i n all organizations. Organizations having formalized selection, evaluation, and payroll process build the company. Efficient and effective management of human capital is a successful way to imperative and complex process. To reduce the manual workload of the administrative activities HRMS – Human Resource Management System is introduced. It enables higher administrative control in an organization. The some of the modules are linked below: 1. The payroll module automates the pay process by gathering all the employee data i.e. time, attendance, deductions, taxes, reports. 2. Work time gathers standardized time and work related efforts. This is the most advanced module flexibly provided in data collection methods, cost analysis and efficiency metrics. 3. Benefits and administration modules provides a system for organization to administer and track benefit programs like insurance, compensation, profit sharing and retirement. 4. Human Resource Management module covers many other HR aspects. It addresses Data, Selection, training and development, capabilities, compensation and other related activities. Human Resource Management function involves business based information system. The significant cost incurred in maintaining an organized recruitment effort, cross posting within and cross general competitive exposure developed in a dedicated module called – ATS, Applicant Tracking System. Many Organizations develop HRMIS Human Resource Management information system which support recruitment, section, training, job placement, performance appraisal, employee benefit analysis, health safety and security, leadership style, task structure all the factors should be favorable under extreme situations. The aim of Human Resource Management process are typically concerned in managing people which will assist in the achievement of organizational objectives within the strategy formation process. The senior management believes the policies which contribute to the organizational performances. In particular to the HR strategies the outcome of emergent plays a sensible role along with the perceptual understanding of organizational members. Organizational objectives and aims may be interrupted to gain a competitive advantage for an organization by which managerial actions can be combined to peruse important organizational aims. Human R resource Management started with an idea that specific organizational objectives demand appropriate HR strategy responses. Effective Human Resource Management is important for organizational performance and for the experience of employees by means of special line managers and the contribution of Human Resource Management to organization performance. Human Resource Management in large organizations grows larger and technology becomes more advanced in an enterprise. So, a sophisticated procedure has to be implemented. Human Resource Management is a process which provides the knowledge of the key HR levels which are important to key business success, compassions with better performance. Ways of using information to improve HR processes. Organizations are regarded as people management system. They range from hierarchies to complex networks depending on Human Resource Management to adopt strategies which effects both cost effectiveness and employee commitments. Networks and networking have a different number of distinct meanings in Human Resource Management. Organizational Human Resource Management doesnt necessarily have any physical or permanence presence. They can be firmed and reformed to meet the new projects from a HR perspective in a company. Organizational Human Resource Management flexibility includes regular employees in relatively low skill, routine work, low pay who can be trained and utilized their skills for the development. Human Resource Management contributes each of its objectives to every department in the organization for the success. 2. HR Planning and development methods: A. HR planning is about the pattern of planned activities and intends to enable the organization to achieve its goals. Its a vital function that looks at strategy and then deploys the necessary human capital in the organization. It falls into wider area of employee resourcing, planning for acquiring and allocating employees for the organization. Organizations to be more efficient, productive and profitable must promote their goals. It means that the organization must undergo change in the design of the work to be performed in the organization, selection, management and training of the employees to work. Human Resource strategy is the activity focused on the frame work for the change process which will be line of success. Human resource planning process is a stage that has to be established and implemented which is dynamic, iterative and serves to integrate all plans and the component of change process. HR Planning and tracking is constantly updated, analyzed and reports are prepared to support the process of selection, training, development and motivation. Human resource planning details about the strategy needs of the organization assessing the supply of the relevant employee to fulfill the staffing needs. The strategic objectives needs to be clearly distinguished followed and processed in realistic and congruent way in order to achieve targets. The strategic planning process should be in chain reaction from objectives, analysis, strategy formulation, implementation, control. For large corporations, strategy is related to the portfolio of business. Organizations are effected by labor demand; therefore formulating a strategy should be enhanced for the strengths and weakness of the workforce. Strategic plans can be implemented if the organization is staffed with number and a type of HRs to provide necessary skills, knowledge, abilities etc. Human resource planning is involved in implementation as the major risk will be on reallocating the employees. Successful planning in companies can make and implement better strategies. Human resource planning with many HR practices is done by central HR department, line managers who will do a large part of planning for their requirement towards the workforce. A central HR department is involved in the process in varying degree of different levels. The Human resource planning process is comprised of three broad keys: 1. Strength and weakness of current workforce in regard to number and skills of the employees. 2. Get a clear strategic plan. 3. Alterations in the current staff if required. The Human resource planning process is of four steps: 1. Strategic plans and resultant design of the organization to be decided. 2. Organizations determination towards labor demand in short and long terms. 3. Effective and continuous filling and staffing needs. 4. Staffing plans implementation. The Objective of Human resource planning is employee needs at every level. The design of the company will determine the production orientation if necessary. Autonomous work teams require multi skilled staffing in hierarchical organizations. Human resource planning framework requires forecasting. Human resource planning includes forecasting labor demand arising from strategy objectives and its methods, organizational supply capabilities, accessing adequacy of current staff, strategy staffing goals and plans, affirmative action plan which requires designated employees to achieve employment equity, employment affirmative action measures in group teams. The so called man power planning is one of the most important step in Human resource planning. Forecasting and prospective studies are the recent trends in Human resource planning concerning employment and skills. A comprehensive economic planning process is to achieve a certain balance between the manpower needs. A forecast is a assessment made with certain degree of probability planning consists of desired future and the achievement of goals. Human resource planning is in right number people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives. In corporate and business level strategies Human resource planning is a process of analyzing an organizations human resource and developing its plans, policies and system, setting human resource objectives and planning how to meet them is crucial for smooth functioning. HR should ensure the supply of demands to be classified and performed. HR process interfering with strategies planning and scanning process has to be implemented. HR should be examined, Huma n resource demands should be forecasted and the supply of HR from within the organization in the external labor market also needs to be concluded. Later forecast of demand and supply has to be compared in accordance to actions needed to deal with anticipated shortage of overages. All the above info needs to be stored in the strategic planning process. Basic Human resource planning model describes below: Organizational objectives HR Requirements HR Planning Feasibility analysis. HR objectives are linked to Organizational objectives and planning and designed to ensure consistency between organizations strategic planning process and Human resource planning process. Objective of strategic plans are feasible and require HR goals. Need to ensure that the Human resource planning process are coordinated and allowed to meet its HR requirements in the organization. The major demand to be determined is labor requirements which involves forecasting HR needs based on organizational objectives. It also involves consideration of alternative ways of organizing job designs. The other factors that has to be examined is determination of HR supply i.e. availability. It involves forecasting or predicting effect of various HR programs for employees flowing into the organization. It has to be determined how the existing programs are performed. It needs to know the capability of various programs and its combinations. The determination should also be capable of doing knowledge requ irement of the programs that fit together in external environment constraints labor unions, technology skills and internal environment constraints like skill shortages within the organization, financial resources, managerial attitudes, culture, and work environment. The difficulty in quantifying costs and benefits has to be checked while planning and has to be revised as per requirement. Oversimplification of planning process doesnt normally proceeds till first acceptable plan for the best HR goal. The benefits of planning has value and is usually less rational and may omit or lack knowledge required for forecasting incorrect assumptions about effectiveness of HR programs shouldnt engage in strategic planning. Though the present HR system has changed it should have the capability of change resistance. Human resource planning should be as a guide and co-ordinate all HR activities to work together and support overall strategy. Human resource planning should be representative to internal and external environment as mentioned in advance. The process of Human resource planning comprises of HR forecasting which is a process of projecting the organizations future, HR needs and how it meets in ordinance with organizations policies and environmental conditions which it operates. Without forecasting Human resource planning cannot access the difference between supply and demand. The internal supply may be in the form of staffing capabilities, productivity changes, promotions, demotions, transfer and turn over. External supply may be employees, requirements, mobility, entry level openings, recruitments, compensation. Human resource planning when planned, the following needs to be carefully planned: Organizational and unit strategy plans Size of the organization Staff and managerial support Organizational design Sophistication Time frame Objective Organization size ( Large organizations require more complex forecasting syatems and require skill staff) Complexity ( Diverse career path and skill requirements) Organizational objectives (greater the difference between current HR system and desired HR system) Plans and Strategies ( Complex plans the complex forecast system) Factors creating uncertainty Factors promoting stability Lack of expertise Inadequate HR data Available objective methods Regression analysis Programming Succession planning Human Resource Development is one of the main pillar considering both the scope and position of a company for its professionalism. The companies aspire to create development by training which meets economic requirements of the organization. It is necessary for an organization to develop every sector by means of considerable changes for the projects to end up with profits. Development of Human resources means opportunity never occurring before, at the same time new challenges. Human Resource Development is a framework which helps employees develop their organizational and personal skills, abilities. Human Resource Management includes opportunities in employee training, career development, planning, employee identification, and organizational development. The main focus is on superior workforce and individual employee to accomplish the task. Healthy organizations conduct trainings for better work environment by means of: 1. OJT – On Job Training, where a employee learns while doing job. It is also called as hands on training. Team lead is responsible for training the employee on knowledge and skills. OJT can be cost effective. The feedback during the training is immediate so that the employee may experience faster growth and carry on the task work. 2. Off the Job Training – The employee location will be outside the business are to learn skills and knowledge. It includes demonstrations, role plays, self study, external courses. The employee is temporarily sent for the training from routine work place. 3. In House Training – It depends on the quality and skills of an employee which improve performance and productivity that business requires. 4. Management Training – It includes workshop training, training on managing skills, guidance on communicating and motivating employees, interview and selecting, retention strategies, employment law issues, performance evaluation. 3. Analyze ways in which performance of HR may be enhanced. A. Every organization has an operations function, the goal and purpose of most organizations includes production of its output. It has to produce resources, convert them into outputs and distribute in the market for the users. It comprises of all the activities required to create and deliver an organizations clients and customers. Operations are usually a major functional area where people are specifically designated of their responsibilities for managing all or part or all of the organizations management. It plays a crucial role in determining a well organization with satisfactory measures. In private sector companies the operation function is expressed in terms of profits, growth and competitiveness. Its also concerned with design management and improvement of the system that reaches the organizational goals. Finance and HR should be strong enough for a successful organization. Performance of HR is enhanced by many factors. Performance Appraisal: It is also called as employee appraisal in which the job performance of an employee is evaluated in terms of equity of work, quantity of work, cost effectiveness, time frame. It is a part of development of career. Performance appraisals are regular reviews done once in 6 months or twice a year or once a year depending on the organizations capability and policies. The aim of performance appraisal is to give feedback on the employee performance, identify employee training needs, organizational rewards, salary increase, promotions, discipline etc., provide opportunity on organizational development, communication between employees and administration, equal employment opportunity requirements. Performance appraisal is assessed on a numerical or scaling rating system, PMS – performance management system where the managers were asked to fill in the PMS form which shows the roles and responsibilities of an employee with that of its rating. The managers were also asked to score an individual against a number of objectives, roles and responsibilities performed during the given tenure. Employees receive self assessment forms from the managers, peers, subordinates which is know as 360 degree appraisals The methods that are used in Performance appraisal are: 1. Management by objectives: Performance appraisal in this method depends on objectives in which the management and employees agree and understand. 2. 360 degree appraisal: Performance appraisal depends on the feedback provided by superiors, managers and peers. 3. Behavioral observation scale: Performance appraisal depends on the behavior of an employee versus observation of the supervision and rating given. Judgment made by senior management and reports made by students are also valuable sources of information in many areas of learning and development. Peer judgment are especially useful in assessing personal – social development and self report methods. The appraisal system consists of: Student judgment and reports Peer recognition Self report techniques Attitudes measurement Interest inventories Personality measures Basing on Appraisal system job evaluation is done by three basic methods: 1. Ranking Method: This is the simplest method of job evaluation. Jobs are arranged from highest to lowest merit in the organization. The jobs are examined as a whole rather than basis of important factors in the job. Top level jobs have the highest value bottom level the lowest value. Ranking is done in each department and then organizational ranking is performed. As per ranking method the variation in the salaries of employees is seen depending on variation of the nature of the job performed by the employees. It is best practiced in small organizations and big organizations. It is highly objective in nature and is more scientific and fruitful way. Example: Array of Jobs according to the Ranking Method Rank Monthly salaries 1. Accountant Rs 3,000 2. Accounts clerk Rs 1,800 3. Purchase assistant Rs 1,700 4. Machine-operator Rs 1,400 5. Typist Rs 900 6. Office boy Rs 600 The variation in payment of salaries depends on the variation of the nature of the job performed by the employees. The ranking method is simple to understand and practice and it is best suited for a small organization. Its simplicity, however, works to its disadvantage in big organizations because rankings are difficult to develop in a large, complex organization. Moreover, this kind of ranking is highly subjective in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for. 2. Job Classification method: A predetermination of job groups is established and jobs are assigned according to the classification. It may include office, clerical, managerial, personnel etc. The below is the description: Class I: Executives, Office managers, Deputy Office managers, Office, superintendent, department superiors etc. Class II: Skilled workers Class III: Semi skilled workers Class IV: sub semiskilled workers This method is less subjective and easy to practice. It takes into account all the factors of a job. The weaknesses of the job classification method are: Even when the requirements of different jobs differ, they may be combined into a single category, depending on the status a job carries. It is difficult to write all-inclusive descriptions of a grade. The method oversimplifies sharp differences between different jobs and different grades. When individual job descriptions and grade descriptions do not match well, the evaluators have the tendency to classify the job using their subjective judgments. 3. Factor comparison method: It is more systematic and scientific method and is consistent and appreciable. Under this method each job is ranked according to a series of factors which include mental effort, physical effort, skill needed. Supervisory responsibility, working conditions and other relevant factors. Below are the factors: Job representing wages, salary levels across the organization according to the department. Job evaluation factors are to be examined. Selected jobs should be ranked. Determination of wages. 4. Point Method: This method is currently used and expressed in terms of key factors in order of importance. Jobs with similar point totals are placed in similar pay grades. The factors are below: Identify the factors such as skill, effort, responsibility. Divide each major factor as sub factors. The merits and demerits are: Merits: Analytical and objective. Reliable and valid as each job is compared with all other jobs in terms of key factors. Money values are assigned in a fair way based on an agreed rank order fixed by the job evaluation committee. Flexible as there is no upper limitation on the rating of a factor. Demerits: Difficult to understand, explain and operate. Its use of the same criteria to assess all jobs is questionable as jobs differ across and within organizations. Time consuming and costly. Maximum number no points assigned to each job help in finding the relative worth of a job and therefore the total points are expressed which are converted into money value according to wage rates. The point method is widely used in evaluating jobs and it is superior. It looks into all key factors and sub factors of a job. It is systematic and reliable way. Job evaluation is an internal equity that assesses and rewards the goals of the organization. It is not based on the credentials or contributions made by the employee but systematic process is determined. Job evaluation involves: Job analysis – collecting and evaluating; Job documentation – Job content is recorded; Job rating – compares job and evaluation methodology; and Job hierarchy – Depends on the ranking list of employees in the organization for each position. Motivation and job satisfaction are two important factors that affect the work environment of an employee. Motivation is from or within the drive to excel. Job satisfaction is the pleasure desired, appreciated and valuable. The strategies of addressing underperformance are unlikely that management, in an organization states that these are no subsidiaries, plants, outlets underperformance. The underperformance and length of time that is used before is addressed to determine the share price and future plans. The range of options open are to be understood which involve exiting from market subsidiaries refraining options need to be considered and evaluated to avoid breakdown in communication. Employee satisfaction is important. It has to be considered so that the employee working for organization is satisfied with the options and opportunities given to them. It is a terminology used to describe whether the employees are happy and fulfilling their desires, needs at work. This is measured by surveys periodically in areas such as management and team work.

George Orwell :: Writing Biography Biographies Essays

George Orwell George Orwell was born Eric Arthur Blair on June 25, 1903, in Motihari, India. The Blair's were relatively prosperous civil servants, working in India on behalf of the British Empire. Blair would later describe his family?s socioeconomic status as "lower-upper middle class," on comment on the extraordinary degree to which British citizens in India depended on the Empire for their livelihood; though the Blair were able to live quite comfortably in India, they had none of the physical assets or independent investments that would have been enjoyed by their class in England proper. Despite this factor, Ida Blair moved back to England in 1904 with Eric and his older sister Marjorie so that they could be brought up in a more traditional Christian environment. In England, Blair entered the public school system, and was admitted to Eton College in 1917. For most students of this era, Eton led directly to higher education at a university, often Oxford or Cambridge. Blair shunned further formal schooling, and after leaving Eton in 1921, returned to India in 1922 to join the Indian Imperial Police. This work gave Blair his first real experiences with the poor and downtrodden whom he would later champion, and unhappy with the his position as the "hand of the oppressor," Blair resigned from the police force in 1927, returning to England that same year. Upon return to England, Blair lived in the East End district of London, which was filled with paupers and the destitute, whom he saw as the spiritual kin of the Burmese peasants he had encountered as a policeman. In 1928, Blair moved to Paris to become a writer, where he again lived among the poor, and was eventually forced to abandon his writing temporarily and become a dishwasher. He returned to England the next year (1929), and lived as a tramp before finding work as a teacher at a private school. This position gave Blair time to write, and his first book, Down and Out in Paris and London, was published in 1933, under the pseudonym George Orwell. The publication of this first work, which was an account of his years living among the poor of Paris and London, marks the beginning of a more stable period for Orwell, in which he taught, opened a bookshop, and continued to write. His first fictional work, Burmese Days, appeared in 1934. The next few years saw a steady stream of activity for Orwell, who produced A Clergyman?

Gender and Globalization Essay

Globalization and its Impact on Women’s education Worldwide Globalization is defined as the worldwide movement toward financial, economic, and communication integration. Globalization has improved the lives of women worldwide, especially the lives of women living in developing countries. However, women remain disadvantaged in many aspects in life including health, employment, rights, and education. In this essay, I will discuss the impact of globalization on women worldwide, mainly on their participation in education. Although many advantages were gained, there is still worldwide inequality in education. According to the UNESCO, inequality in education is directly connected to poverty (Globalization 101)[1]. Studies have shown that more female children are not attending than male children in poor areas. Sub-Saharan Africa, Western Asia, and Oceana still face challenges reaching gender inequality for primary education. On the other hand, the Caribbean, Eastern Asia, and Latin America have more female students than male students going on to secondary education. In extremely poor or rural areas, females are less likely to have any type of education. In many of the world’s poorest countries located in Sub Saharan Africa, the Arab States, and West Asia the education of females in many is not valued because they are expected to contribute more at home, while males should gain skills to work and support their families. According to the UNESCO, the elimination of inequality in education would help lessen poverty in general. Also, female education has indirect effects for society such as improved fertility rates, improved child health, and improved educational opportunities for everyone in the household. In addition, increased skill levels allow women to participate more in the economy, which will increase the economic prosperity of the family (Globalization 101)[1]. Although globalization has opened markets worldwide, increased profits, and created more jobs for all countries and citizens, this neo-liberal model has increased poverty in many parts of the world and deepened the inequalities within the nations. Globalization has caused the rich to be richer and the poor to be poorer. Globalization mainly affects women because majority of the world’s poor are women (Shortchanging women WEDO)[2]. Also, structural adjustment policies with their elimination of subsidies, attendant price increases, and social services decreases, have increased the vulnerability of women and children where the distribution of the provision of health care and education favor income earning adults or men. Structural adjustment causes women hold responsibility of dealing with increased priced and income decrease. With increased unemployment and decreased wages for men, the responsibility is placed upon the women and children to take part of economic activity in order to support the household. In Peru, One study found that the effects of economic crisis and structural adjustment led to a significant increase in poverty. Structural adjustment policies and other forms of neo-liberalism are a major factor behind the â€Å"feminization of poverty†(Moghadam 1999)[3]. Although globalization offers women great opportunities, women are faced with equal new challenges. Women are still disadvantaged in many areas in their lives such as education. Gender inequality in education is still occurring in many developing countries, and it is directly connected to poverty. It is believed that eliminating gender inequality in education would lessen poverty. Neo-liberalism and structural adjustment are aimed to make economic and financial improvements worldwide, however, they are said to be a major factor behind women’s poverty in many areas in the world. In conclusion, Globalization with all its advantages to women’s education, it shares equal disadvantages and challenges that many women around the world will continue to face everyday. Works Cited: [1] http://www.globalization101.org/uploads/File/Women/Women2011.pdf [2]http://www.wedo.org/wp-content/uploads/shortchanging-women-factsheet.pdf [3]http://jwsr.ucr.edu/archive/vol5/number2/v5n2_split/jwsr_v5n2_moghadam.pdf

USS Colorado (BB-45) in World War II

USS Colorado (BB-45) was the lead ship of the US Navys Colorado-class of battleships (USS Colorado, USS Maryland, and USS West Virginia). Constructed by New York Shipbuilding Corporation (Camden, NJ), the battleship entered service in 1923. The Colorado-class was the the first class of American battleship to mount 16-inch guns as a main battery. With the US entry into World War II, Colorado saw service in the Pacific Theater. Initially helping to defend the West Coast, it later took part in the Allies island-hopping campaign across the Pacific. The battleship was decommissioned following the war and sold for scrap in 1959. Development The fifth and final class  of Standard-type battleship  (Nevada, Pennsylvania, New Mexico, and Tennessee-classes) designed for the US Navy, the Colorado-class was an evolution of its predecessors.  Devised prior to the building of the Nevada-class, the Standard-type concept called for vessels that had similar operational and tactical traits. This would allow all battleship units in the fleet to operate together without concern for issues of speed and turning radius. As the Standard-type ships were intended to be the backbone of the fleet, earlier dreadnought classes ranging from the South Carolina- to the New York-classes were increasingly moved to secondary duties. Among the characteristics found in the Standard-type battleships were the use of oil-fired boilers instead of coal and the employment of an  Ã¢â‚¬Å"all or nothing† armor arrangement.  This protection scheme called for important areas of the battleship, such as magazines and engineering, to be heavily protected while less critical spaces were left unarmored. It also saw the armored deck in each ship raised a level so that its edge was in line with the main armor belt. In terms of performance, Standard-type battleships were to possess a tactical turn radius of 700 yards or less and a minimum top speed of 21 knots.   Design Though largely identical to the preceding Tennessee-class, the Colorado-class instead carried eight 16 guns in four twin turrets as opposed to the earlier ships which mounted twelve 14 guns in four triple turrets. The US Navy had been discussing the use of 16 guns for several years and following successful tests of the weapon, debate ensued regarding their use on the earlier Standard-type designs. This did not occur due to the cost involved in altering these designs and increasing their tonnage to accommodate the new guns.   USS Colorado (BB-45) steaming at high speed in 1923, probably during sea trials.   US Naval History and Heritage Command In 1917, Secretary of the Navy Josephus Daniels finally authorized the use of 16 guns on the condition that the new class not incorporate any other major design changes. The Colorado-class also mounted a secondary battery of twelve to fourteen 5 guns and an anti-aircraft armament of four 3 guns.   As with the Tennessee-class, the Colorado-class utilized eight oil-fired Babcock Wilcox water-tube boilers supported by a turbo-electric transmission for propulsion. This type of transmission was preferred as it allowed the vessels turbines to operate at optimum speed regardless of how fast the ships four propellers were turning. This led to an increase in fuel efficiency and improved the ships overall range. It also permitted a greater subdivision of the vessels machinery which enhanced its ability to withstand torpedo strikes. Construction The lead ship of the class, USS Colorado (BB-45) commenced construction at New York Shipbuilding Corporation in Camden, NJ on May 29, 1919. Work progressed on the hull and on March 22, 1921, it slid down the ways with Ruth Melville, daughter of Colorado Senator Samuel D. Nicholson, serving as sponsor. Following another two years of work, Colorado reached completion and entered commission on August 30, 1923, with Captain Reginald R. Belknap in command. Finishing its initial shakedown, the new battleship conducted a European cruise which saw it visit Portsmouth, Cherbourg, Villefranche, Naples, and Gibraltar before returning to New York on February 15, 1924. USS Colorado (BB-45) Overview:Nation:  United StatesType:  BattleshipShipyard:  New York Shipbuilding Corporation, Camden, NJLaid Down:  May  29, 1919Launched:  March  22, 1921Commissioned:  August 20, 1923Fate:  Sold for scrapSpecifications (as built)Displacement:  32,600  tonsLength:  624  ft., 3 in.Beam:  97  ft., 6 in.Draft:  38  ft.Propulsion:  Turbo-electric transmission  turning 4 propellersSpeed:  21  knotsComplement:  1,080  menArmament (as built)8 Ãâ€" 16  in. gun (4  Ãƒâ€" 2)12  Ãƒâ€" 5 in. guns8 Ãâ€" 3 in. guns2 Ãâ€" 21 in. torpedo tubes Interwar Years Undergoing routine repairs,  Colorado  received orders to sail for the West Coast on July 11.  Reaching San Francisco in mid-September, the battleship joined the Battle Fleet. Operating with this force for the next several years,  Colorado  engaged in a goodwill cruise to Australia and New Zealand in 1925. Two years later, the battleship ran aground on Diamond Shoals off Cape Hatteras. Held in place for a day, it was eventually refloated with minimal damage. USS Colorado (BB-45), 1930s. US Naval History and Heritage Command A year later, it entered the yard for enhancements to its anti-aircraft armament. This saw the removal of the original 3 guns and the installation of eight 5 guns. Resuming peacetime activities in the Pacific,  Colorado  periodically shifted to the Caribbean for exercises and aided the victims of an earthquake in Long Beach, CA in 1933. Four years later, it embarked a contingent of NROTC students from the University of Washington and the University of California-Berkeley for a summer training cruise. While operating off Hawaii, the cruise was interrupted when Colorado was ordered assist in search efforts following the disappearance of Amelia Earhart. Arriving in the Phoenix Islands, the battleship launched scout planes but could not locate the famed pilot. Arriving in Hawaiian waters for Fleet Exercise XXI in April 1940,  Colorado  remained in the area until June 25, 1941 when it departed for Puget Sound Navy Yard. Entering the yard for a major overhaul, it was there when the Japanese attacked Pearl Harbor on December 7. World War II Returning to active operations on March 31, 1942,  Colorado  steamed south and later joined USS  Maryland  (BB-46) to aid in the defense of the West Coast. Training through the summer, the battleship shifted to Fiji and the New Hebrides in November. Operating in this vicinity until September 1943,  Colorado  then returned to Pearl Harbor  to prepare for the invasion of the Gilbert Islands. Sailing in November, it made its combat debut by providing fire support for the landings on  Tarawa. After aiding troops ashore,  Colorado  traveled to the West Coast for a brief overhaul. USS Colorado (BB-45) fring its aft 16 inch guns, during preparations for the Tarawa invasion, late November 1943.   US Naval History and Heritage Command Island Hopping Arriving back in Hawaii in January 1944, it sailed for the Marshall Islands on the 22nd.  Reaching Kwajalein,  Colorado  pounded Japanese positions ashore and aided in the invasion of the island  before fulfilling a similar role off Eniwetok. Overhauled at Puget Sound that spring, Colorado departed on May 5 and joined Allied forces in preparing for the Marianas Campaign. Beginning on June 14, the battleship commenced striking targets on Saipan, Tinian, and Guam. Supporting the landings on Tinian on July 24, Colorado sustained 22 hits from Japanese shore batteries which killed 44 of the ships crew.  Despite this damage, the battleship continued to operate against the enemy until August 3. Departing, it underwent repairs on the West Coast before rejoining the fleet for operations against Leyte. Arriving in the Philippines on November 20, Colorado provided naval gunfire support for Allied troops ashore. On November 27, the battleship took two kamikaze hits which killed 19 and wounded 72. Though damaged, Colorado struck targets on Mindoro in early December before withdrawing to Manus for repairs. With the completion of this work, Colorado steamed north to cover the landings in Lingayen Gulf, Luzon on January 1, 1945. Friendly fire struck the battleships superstructure nine days later killing 18 and injuring 51. Colorado retired to Ulithi next saw action in late March as it hit targets on Okinawa prior to the Allied invasion. USS Colorado (BB-45) arrives at San Francisco, CA, on October 25, 1945, following the end of World War II.   US Naval History and Heritage Command Holding a position offshore, it continued to attack Japanese targets on the island until May 22 when it departed for Leyte Gulf. Returning to Okinawa on August 6, Colorado moved north later in the month following the end of hostilities. After covering the landing of occupation forces at Atsugi Airfield near Tokyo, it sailed for San Francisco. Following a brief visit, Colorado moved north to participate in Navy Day festivities at Seattle.   Final Actions Ordered to take part in Operation Magic Carpet, Colorado made three voyages to Pearl Harbor to transport American servicemen home. In the course of these trips, 6,357 men returned to the United States aboard the battleship. Colorado then moved to Puget Sound and left commission on January 7, 1947.  Retained in reserve for twelve years, it was sold for scrap on July 23, 1959.