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Introduction

Leadership is the process through which an individual is able to influence others in order to attain a goal and direct people in a way that makes them cohesive and unified. For a person to be a good leader, "he/she must apply certain skills and knowledge, but sometimes we do have traits that can influence our actions as leaders; these are referred to as leadership traits, which influence our leadership abilities" (Bass, 1990).

Sometimes leadership is acquired through education, but there are certain characteristics that impact the type of leadership a person will have. These characteristics are a person's beliefs, his or her values, his or her ethics, and finally his or her character. However, a person's skills and expertise will directly contribute to his or her leadership process (Blake and Mouton, 1985)

Leadership Elements

To be a good leader, you must first understand yourself and then the people you are leading. Once you have an understanding of your followers, you must also be aware of the type of followers you are accountable for, as some followers may pretend to be with you when they are not. Their conduct is crucial because knowing how they react will help you choose how to treat them, and "for a good leader, he/she must always be able to persuade his/her followers because the followers will determine a leader's success or failure" (Bolman and Deal, 1991).

Different leadership styles are used differently to diverse individuals, such as a new employee requiring more administrative oversight than an experienced employee. Likewise, followers who lack motivation require a different leadership strategy than those who are more motivated. The first essential of leadership is understanding the people you lead, including their motives and emotions. "To lead needs a two-way approach; much of it requires setting an example and "not doing things that you would not require your followers to do" (Bolman and Deal, 1991). "The manner in which you communicate with your followers will either strengthen or sever the bond between a leader and his or her followers" (Ivancevich and Matteson, 2007).

In leadership, you must interpret the circumstances you find yourself in and choose the appropriate course of action, as situations are typically unique. What you employ in terms of leadership in one circumstance will differ in another. For instance, confronting an employee who has acted inappropriately must be timely and effective.

Diverse situations will have a greater impact on a leader's actions than his or her traits, "while traits can be observed over a longer period of time in a leader, these traits have little effect in different situations" (Bass, 1990).

There are elements that influence a leader, such as the relationship between a leader and his followers or the leader and the authority.

Hitler was charismatic.

Adolf Hitler came to power at a time when Germany as a nation was experiencing difficulty. "The German people needed a strong, charismatic leader to lead them out of the economic difficulties they were experiencing" (Kershaw, 1998). Hitler possessed these characteristics and had previously pledged to improve the German economy.

In 1921, when Hitler joined the Nazi party, it had just 6,000 members, but within two years of his leadership, that number increased to 50,000. As a result of Adolf Hitler's persuasive speeches, the Nazi party gained tens of thousands of adherents in Germany, and he became chancellor and a dictator. Hitler could not have gained many supporters in Germany if he had been a self-sufficient leader (Peterson, 1969).

Adolf Hitler believed that by educating German children about the concept of fascism, his plans would be successful. Adolf Hitler earned the respect and support of all German youngsters because he instilled discipline and authority while they were still in school. In addition, he imposed the notion of nationalism on these schoolchildren (Peterson, 1969).

Adolf Hitler Administration

Despite the horrors he perpetrated, Adolf Hitler was a superb leader; he revolutionized the way the world saw war. Hitler rose from a soldier with no future and no leadership vision to become chancellor of Germany (Haugen, 2006). As an army commander, Hitler was able to persuade his troops to achieve his objectives and influence them to realize his vision. Adolf Hitler had a significant impact on the world in the 20th century, since "he was able to convince not only his supporters in Germany but also other allies to continue his animosity towards the Soviet Union and the Jewish people" (Roberts, 1980).

He was able to maintain control over his people and accomplish some of his objectives, such as expanding Germany into the Soviet Union and exterminating the Jews. "If we examine a leadership style and compare it to that of Adolf Hitler, one word will stand out and be associated with Hitler: directive" ( Roberts,1980). In accordance with Blake and Mouton's Leadership Grid, Adolf Hitler will receive a 9.1 rating in polls. He was an authority-compliant individual. "He was the type of leader who emphasized job requirements and cared about his employees because he viewed them as a means to an end" (Roberts, 1980).

Hitler's Strategie

Adolf Hitler had a simple strategy; he was able to influence the people so that they would support him in his pursuit of his goal and the country's goal; he was able to influence the majority of party leaders and party supporters; "He addressed the citizens of Germany who were most affected by the inflations that occurred at the time, and he was able to gain the support of the workers who were disillusioned with the revolution at the time;" (Stierlin, 1996).

To the middle class, he promised liberation from the major businesses, factories, and even large stores that existed at the time, and to the small businesses in Germany that found it more difficult to compete with large businesses, "he promised them that if they voted for him, he would get rid of department stores and all their interests, but he never fulfilled these promises when he came to power" ( Giblin, 2002).

Adolf Hitler created an economic blueprint for Germany that was intended to aid the middle class, and he promoted his nationalist and racist rhetoric to these middle-class Germans (it was on the basis of Germany workers to be self-determine in all sectors) Years later, in 1928, he devised initiatives for the German farmers who had become wealthy during the 1932 war. They were selling their goods at inflated prices, while the majority of Germans were unemployed (Giblin, 2002).

Adolf Hitler had a vision and goal to build a movement in Germany that would restore the glory the Germans had before World War I, and he had the support of many Germans, including industrial workers, intellectuals, desperate elites, and ambitious youths who had no future in Germany at the time due to massive inflations.

Like Adolf Hitler, after the end of the first World War, all the men of humble origin in Germany who had participated in the war found themselves socially shipwrecked and uninspired; they had nothing to lose because "they gained nothing when they defended the country during the war, but they felt they had everything to gain if they could be in power to change the misdeed that happened to them" (Peterson, 1969).

Hitler was authoritarian.

In his career before it reached its zenith, he was able to conquer nine European nations and humiliate prominent European nations at the time, such as Britain and France. His leadership enabled the conquest of numerous European states and the initiation of a social and economic system designed to realize his dreams for Germany.

More than seven million Austrians capitulated to Adolf Hitler's invasion, while the Czechs and Slovaks were also attached to his chariot wheel, leaving the nation's sovereignty unprotected. Since Adolf Hitler's rise to power in 1933, no country in Central Europe was able to withstand his invasion for more than six years, but Poland, backed by the Anglo-French alliance, was able to do so (Britain and France countries).

Mahatma Gandhi, Leader of Civil Rights

"Upon returning from London, Gandhi remained in South Africa for over twenty years. While in South Africa, he fought for the rights of Indian minorities to have improved living conditions (Dalton, 1996). The majority of his criticism, however, was directed at the increasingly discriminatory law in that country, which mostly targeted the Indian minority. "During those times, he was able to fight for the rights that the Indian community lacked in South Africa. Gandhi established a nonviolent method called as 'Satyagraha' that combined courage and nonviolence with truth. (Dalton, 1996).

During the struggle in South Africa, Gandhi believed that a person's behavior was more important than his or her accomplishments. This concept was satyagaraha (truth power) and it was immensely idealistic towards the Indians' battle in South Africa. Gandhi did not instruct the Indians in South Africa to reject the legality of the unjust law, but rather to reject it with courage (Easwaran, 1997).

Gandhi moved to India in 1915. His achievements in South Africa quickly spread to the rest of India, and he quickly rose to the top of the India National Congress during the First World War. In India, Gandhi continued to use nonviolent resistance against the British authorities, and he continued to fight for the liberation of the "untouchables" in Hindu society. Gandhi also strives to unite the majority of Indian Hindus with the country's Christians and Muslims. "People throughout India began to respect him as a result of his ideology, and even the British judge who convicted Gandhi acknowledged his exceptional qualities" (Fischer, 2002).

Gandhi the Statesman

While traveling by rail, Mahatma Gandhi conceived the concept of "swaraj." He had the proper ticket for the first-class cabin, but was asked to leave since he was an Indian. "As a result of this event, the concept of'swaraj' was born, which means fighting for the independence of India Nation and spiritual renewal for all Indians" (Gandhi, 2008).

While his political friends shared his "swaraj and Satyagraha" practices with him, few of his pals shared all of these concepts. During his time in South Africa, he commanded the respect of the Jewish and Christian communities, and he learned the Leo "Tolstoy ideology, which states "that the kingdom of the almighty father is within each individual, and that the world's governments are formed as a result of war, and that the only way to overcome these evils is through passive confrontation" (Nehru,1965).

Mahtma Gandhi In 1894, he founded the Natal Indian Party to rally Indian support against the Natal Amendment bill, which was intended to strip Indians living in South Africa of their right to vote. According to reports, he was successful in reducing some of the bill's harshness against Indian minorities, but his other battles against unjust laws and discrimination in South Africa were unsuccessful (Fischer, 2002).

Gandhi, the Humanitarian, was Mahatma

Gandhi engaged in humanitarian work while still in South Africa; during the Boer War of 1899, he commanded a Red Cross unit, which earned him recognition from British authorities in South Africa. In 1906, during the Zulu insurrection, Mahatma Gandhi participated in humanitarian efforts; we read that he dispatched an ambulance to that province to assist the war's casualties. Gandhi was inspired by the suffering of the Zulu people since the Natal administration did not care about the injuries. Gandhi once remarked, "nursing the wounded was one of the greatest sources of happiness, and it was up to all of humanity to respond to that" (Easwaran, 1997).

The spiritual Leader, Mahatma Gandhi

The only clothing Gandhi wore was a loincloth, and he wore sandals on his feet. He was imprisoned multiple times, but he forgave his oppressors; during his hunger strike, he remained committed to his cause. In “Satyagraha,” Mahatma Gandhi employed fasting as a strategy (Fischer, 2002). He saw that fasting as a technique in 'Satyagraha' could be misunderstood by the public, so he developed fasting guidelines. Gandhi was a spiritual leader for millions of people in India and throughout the world (Easwaran, 1997).

Conclusion

Adolf Hitler believed it was his responsibility as a leader to restore the Germans' reputation as a great nation. Hitler was more of an artist with a vision than a politician with the capacity to administer the German government. Thus, he garnered widespread support from the German people. To the world, Adolf Hitler was the "evil Satan" because he caused so much misery to the people of Western Europe and the Jews, but to the Germans, he was a hero because he was able to restore Germany's prestige in the eyes of the rest of the world and the economy prospered under his leadership.

Gandhi is one of the most well-known leaders of the 20th century; his ideology was never anti-British, and he was extremely respectful to the authorities in South Africa and India. This is evidenced by the fact that he formed an ambulance service for the British during World War I and recruited soldiers for the British in India. Gandhi was pro-truth and pro-violence due to the fact that his worldview was founded on these two factors (Fischer, 2002).

References

From transactional to transformational leadership: learning to share the vision, Bass, B. (1990). New York, publisher Winter

Blake, Robert R., and Janse S. Mouton (1985). The Managerial Grid III: The Key to Exemplary Leadership. The Gulf Publishing Company of Houston.

L. Bolman and T. Deal (1991). Reconceptualizing Organizations. Jossey-Bass in San Francisco

Dalton, D. (1996). A selection of Mahatma Gandhi's political writings. Hackett Publishing Company of New York

E. Easwaran (1997). Gandhi, the man: the tale of his evolution New York, Nilgiri Publications

Fischer, L. (2002). An anthology of Gandhi's works on his life, work, and philosophy. Publisher of Vintage Books in London.

Gandhi, M. (2008). My autobiography is a narrative of my experiments with the truth. Bn Publishing, New Delhi

Giblin, Joseph (2002). Hitler's life and death are examined. Publisher: Houghton Mifflin Harcourt, London.

Haugen, B. (2006). Hitler was the leader of Nazi Germany. Publisher in London, Compass Point Books.

J. Ivancevich and M. Matteson (2007). Management and behavior in organizations. Manhattan, McGraw-Hill Irwin.

Kershaw, I. (1998).

Hitler, 1889-1936, exhibited hubris. New York, Penguin Books

Nehru, J. (1965).

Mahatma Gandhi. Asia Publishing House at University of Michigan

Peterson, E. (1969). Hitler's power limitations. Princeton University Press, Princeton.

Roberts, J. (1980). Hitler: a study of hatred. The Rosen Publishing Group, London.

Stierlin, H. (1996).

Adolf Hitler from the perspective of his family. The Psychohistory Press of New York.

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Organizational cultural diversity is a collection of views, values, and/or perspectives held by a variety of individuals. It is also a structure of perception, evaluation, belief, and action. This helps to establish a connection between various groups and their respective environmental environments. (2006) Christopher

Every corporation has a central culture that guides its activities, while its diverse sections observe a variety of cultures. Nevertheless, the organization's cultural variety does influence its functioning in some way. Cultural diversity in organizations results in a variety of methods for performing organizational activities, some of which may conflict with the mission or vision of the company. Therefore, it is essential for managers to comprehend the extent of cultural diversity within their firms. Over time, leaders of companies, particularly managers, strive to reconcile or even alter the organization's heterogeneous culture to conform to their preferences.

This can only be accomplished if the manager has a comprehensive and in-depth awareness of the various cultures inside his firm. The culture judged appropriate by the manager is then utilized in decision-making processes, and this culture influences the management styles of various challenges. Some parts of culture left behind by the manager and still retained by employees may be an impediment to organizational development and diverse styles of conducting different activities. A manager is therefore essential to have a comprehensive awareness of the various cultures in his or her business so that no feature of a particular culture is overlooked when he or she decides to harmonize them to create an acceptable culture that will govern the organization's operations. (2006) Christopher

Recognizing Cultural Difference

In the majority of firms, organizational culture contributes significantly to excellence, and leadership is responsible for both creating and managing that culture. Understanding and comprehending the cultural variety of an organization is crucial for consultants and managers since it influences productivity, development, and learning at all organizational levels. Cultural variety can either limit or expand the capabilities of an organization. The manager categorizes the varied organizational cultures as those that can facilitate change and others that are so inflexible that they can impede the process. Keeping this in mind, the manager may ensure that the culture that can impede the process of change gradually dissipates over time, while retaining the culture that can initiate and facilitate change. As a result of the global dynamic and everyday innovations, organizational transformation becomes a defining characteristic of organizational culture. An organization must be sufficiently dynamic and adaptable to accommodate any change that may occur.

This is only achievable if the organization's culture is also adaptable and willing to abandon their customary methods for conducting various operations. The long-term survival of any organization is largely decided by its culture, especially in unpredictably evolving industries, which is another reason why the manager must comprehend the diversity of organizational cultures. (Sally, 2003) By recognizing cultural diversity, a manager in an organization can assess why any change he proposes is not implemented or is done slowly. He is also able to determine why a project fails after it has been launched, and this knowledge can assist him in changing the organization's culture, which he perceives as a liability since it creates barriers to change, barriers to acquisitions and mergers, and barriers to diversity. This would entail maintaining and enticing people whose cultural affinities contribute to the organization's growth, while driving away those whose culture does not inspire, reward, and challenge them. Understanding the cultural diversity of a company is crucial for a new manager since it enables him/her to successfully provide direction, especially when it differs from what people are accustomed to.

The management can determine if the existing cultures will cause employees to be hesitant or passive in accepting the change, or if they will be active and willing to accept the change. He/she can determine the employees' perceptions of the company's culture. In addition, the manager is able to identify instances of divergence between the organization's values, mission, and cultures. (Sally, 2003) The gap may be caused by staff cultures that prohibit them from providing inventive customer service as required by the organization's goal statement. Some cultural ideas undermine employees and their capacity to perform, accept any other culture that may come their way, and alter their customary methods of carrying out various responsibilities. By gaining an awareness of cultural variety, a manager can avoid oversimplification or conflating culture with its associated values, atmosphere, and company philosophy. Attempting to alter these characteristics without comprehending the cultural diversity that underlies them would be useless, as culture determines these variables.

The manager can resist defining cultural diversity as merely a human feature of the organization that impacts humans and learn that cultural diversity has an impact that extends beyond humans, as it influences and affects the organization's goals and purposes. The manager is also able to comprehend that culture diversity cannot be manipulated in the same manner as other organizational factors. This is because the varied cultures are imbedded and controlled by the organization's members; as a result, they may wind up controlling the manager rather than him controlling them. The manager's knowledge of the organizational culture's diversity enables him or her to devise methods that can be utilized to transform it in an effort to accomplish strategic results. What ought to be preserved is preserved, and what ought to be transformed is transformed. It is essential to understand that diversity has significant effects on the organization's operations. As a result, the manager is able to draw a distinction between the elements that are significant and those that are of little value to the business, and to place greater emphasis on the former. The combined body of knowledge brought by the organization's cultural diversity, which appears to be functioning according to the organization's aims and objectives, may represent substantial challenges for managers attempting to implement changes in various sectors of the business. This is due to the fact that the pool of collective knowledge shared by employees from many cultures conceals the flaws of those cultures and leads one to assume that it is beneficial for the firm.

Employees develop their own standards and adhere to them regardless of organizational culture. Through his or her knowledge of the organization's cultural variety, the manager is able to delve deeper into the subcultures that may have been developed by employees in their various divisions and which are detrimental to observing the overall organizational culture. It should be known that deviations from the functional organizational culture result in conflicts of interest, and managers will work to ensure that cultural diversity does not lead to undesirable outcomes. Understanding the cultural variety of the organization is also crucial due to the fact that the organization's goals are superior than any individual culture. If cultural diversity does not contribute to or drive the achievement of the organization's objectives, it is degraded and the manager must overlook it. (George, 2002) Since the primary function of organizational culture is to differentiate a company from its competitors and to provide its members with a sense of identity, a manager must determine whether cultural diversity in his or her firm has detrimental or good consequences on this function. In support of this, a questionnaire detailing the perspectives of ten managers regarding the diversity of corporate culture is provided below.

Questionnaire

Exist cultural diversity features within your organization?

Yes 10 No 0

Consider it essential to comprehend the cultural variety of your organization?

Yes 10 No 0

Why does it matter to you? ……………………………………………………………………………………………………………………………………………………………………………………………… Is it necessary to harmonize these cultures in order to capitalize on the diversity's strength and fulfill the organization's goals? Explain… ………………………………………………………………………………………………………………………………………………………………………………… Diversity in your organization's organizational culture has it had any negative effects?

Yes 10 No 0

Which effects are these? Divergent interests Obstacle to the implementation of several alterations within the organization. After working at a company with a varied culture, would you wish to work in such an environment in the future?

Yes 5 No 5.

Referenced Source

CQ: Developing Cultural Intelligence at Work, London: Stanford University Press, 2006. Christopher, P., and Ang, J. Soon.

Cultural Diversity Fieldbook, New York: Peterson's/Pacesetter Books, 1996. George, F.

Cultural Diversity in the Workplace: Issues and Strategies, by Henderson George, London: Greenwood Publishing Group, Inc., 2002.

Cultural Diversity in the Workplace, New York: McGraw-Hill, 2003, Sally, J. Walton.

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Table of Contents
Introduction History of Human Resource Management Practice in Australia Compared to American Practice How Human Resources affects the workplace in Australia References

Introduction

People, whether in a public or private setting, are always irreplaceable assets. Due to the uniqueness of their human resources, organizations cannot replicate the talents and capabilities of other organizations. Beginning in the late 1970s and continuing into the late 1980s, the Australian labor market experienced a significant and sustained expansion. In relation to how events transpired, this occurrence brought up obstacles and lessons. Therefore, the human resource management methods were exposed to new lessons, such as globalization, change in industrial-organizational procedures, severe changes in service delivery, the requirement for the appropriate skills, and manufacturing processes.

Australian Human Resource Management Practice History

In the early 20th century, Australia, a country with a relatively small population that contributed to the country's economic development, authorized agencies to handle problems and form binding agreements that approved remunerations and working conditions. In 1993, this situation was modified, which led to the passage of the labor Relations Reform Act. This transformed state has made it possible for workers to bargain and has made legal punishments more likely (Nelson, 2003).

The Workplace Relations Act of 1996 led to a later restriction of the act's reach. The resulting dissolution of pay resiliency mechanisms led to a substantial disintegration of pay outcomes. Workers' unions subsequently disintegrated as a result of legislative reforms.

Given the aforementioned considerations, it seems reasonable to assume that the majority of Australian corporations and businesses adhere to calculative HRM methods. The aforementioned considerations have led to the development of policies to improve human resource management methods. Important focuses of these policies have been employees' participation in effecting change, a stronger focus on beneficiaries, and ensuring that workers' skills are appropriate for the production of goods and services. The incentive of workers to increase their productivity has also been a key challenge.

The origin of the current notion of human resource management in Australia is the concept of worker welfare. The massive influx of workers, in conjunction with the previous machinery and working conditions, led to develop workplaces that were nearly unregulated. Consequently, modern Australian human resources practice must adopt scientific management. This is the first kind of human resource management, which encompasses the standards-setting by company management and the necessity for employees to have access to information on how to increase productivity and carry out work; this strategy focuses primarily on recruiting the most qualified worker. In some instances, refresher training is treated seriously so that the employee might learn new expertise. The management also provides worker incentive and a generous compensation package in order to avoid boredom and increase production.

Today, the concept and practice of human resource management in Australia are well-established and include a comprehensive outline and method for selection and staffing, training and development, compensation and terms, work relations, workers' welfare, and work-related health and safety (Maxwell, 2003).

In Australia, the modernization of human resource and management techniques has led to the consideration or realization of the following: the improvement of how people are managed in the workplace and how businesses utilize people to attain viability benefit. People-focused human resource management methods have resulted in the creation of prominent personnel management models. Traditional management approaches failed to meet the wholesomely successful management of employees, and management was not at the core of management activities in the past, thus modern practices were introduced. Failure of the industrial union caused a shift in emphasis to be placed on managing the individual issues at the workplace rather than the collective management of people, and the overall improvement in technology, increase in learned skilled workers who knew what to expect, and the need for better working terms and conditions led to the centralization of human resources management practices, which is a modern approach to managing people (Robert, 2007).

In Australia, the usage and dissemination of modern human resource management appears to be pervasive and is frequently transmitted from one human resource manager to another.

On average, one point three percent of input expenses are allocated to training by Australian firms. In Australia, it is also customary for human resource managers to participate in all strategic decision-making for their firm.

Variation in respect to American custom

In Australia, as opposed to the United States of America, human resource management techniques place a greater focus on organization regulation. This is accomplished by elevating the country's legislation to govern the working environment, with a focus on working affairs, discrimination, service rights, and health & safety. Government personnel departments are required to develop rules, regulations, and processes to ensure that managers comply with applicable industrial and commercial laws when interacting with their employees.

In contrast to the United States, this phenomena in Australia has been considered as a tool for government personnel regulation to act as organizations' watchdogs. Recent study has demonstrated, however, that this method has resulted in limited control over how managers interact with their employees. There have been instances where specialists from the government's department of industrial control have been accused of instigating workers to rebel against management's working norms. This void in the role of the government personnel department has led to complaints from government officials that they are not seen as influential by other members of operating organizations and are occasionally excluded from the strategy or decision-making processes of organizations.

Harmonization of human resource policies and practices that are tied to the compensation and appraisal system, as well as the extension of the monitoring and assessment system using a calculative approach, tend to be emphasized in the United States' human resource management practice. Consequently, the human resources management practice in the United States is more unitary than welfare-oriented (Jared, 2005).

How Human Resources affects the workplace in Australia

In Australia, there is a broad trend in corporate human resources management to retain employees through incentive and attention to work-life balance. Despite instances in which lack of resources can be aggravating, the majority of workers have attested that the impact of human resources practices on the workplace is generally good. Some employees believe that ethical behavior is supported, but they do not acknowledge their businesses' efforts in this regard. In general, there is insufficient confidentiality surrounding industrial welfare problems (Stanley, 2001).

References

Practice and Strategy in Human resource management, McGraw Hill, London, T. Maxwell, 2003.

Nelson, M. (2003). Cameron, N., Delivery of human resource techniques.

New York: Policy Review, 2005. Jared, E. (2005). Overview of human resource management in the United States: an international viewpoint.

Practice of Human resource management in the Modern World, published by Macmillan in London in 2001.

Robert, L. John, and H. Jackson, Human Resources Management, 12th Edition, Thomson Learning, United States, 2007.

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Contents Listing
Introduction Considering issue Design and structure of the organization Leadership and management strategy for teams and teamwork Organization culture Conclusions and Suggestions References

Introduction

Management is the process of completing tasks via the efforts of others in an effective and efficient manner (Agarwal 2008, p.302). These activities include planning, organizing, leading, and controlling; they are generally referred to as the four functions of management and are defined as follows:

Planning is the method by which a company determines its future actions (Hill and Jones 2009, p.381). In conjunction with the planning function, the organizing function guarantees that a company's available resources are utilized to the fullest extent and strategically distributed. Lastly, controlling is viewed as monitoring the progress in accordance with the initial plan and modifying where necessary if feedback indicates that things are not aligned with the plan (Mullins 2010, p.34).

Therefore, organization management is the act of building a relationship between people and resources in order to achieve particular aims and business objectives (Agarwal 2008, p.303). The five guiding principles of organization management are procedure, span of control, unity of command, homogeneous assignment, delegation of authority, and adaptability.

Organization management is a five-part process, with the first phase being the determination of the tasks involved. In this step, the nature of the job, the credentials necessary for the job, and the time required to complete the task are considered (Mullins 2010, p.35). The second phase is to subdivide big jobs into individual activities; the many possible tasks will be portioned as independent projects that may be carried out separately by different departments (Triplet 2007, p.3).

The third step involves assigning specific activities to individuals; at this point, the company must assess the capabilities of each worker before delegating available jobs. The tasks are matched to the individual and assigned to the individual who is best capable of efficiently completing the duties. The fourth element of the procedure is to give the available resources to assist individuals in completing assigned jobs successfully (Moyles 2006, p.176). Depending on the nature and difficulty of the allocated task, the organization offers the necessary resources. The last method entails building an organizational structure to define the strategy that will merge the many allocated tasks into one once they are completed and how the various organizational structures can collaborate (Picot et al., 2008, p.12).

Managers in an organization should recognize the significance of organization and management, which is the process by which people, diverse tasks, and technology are merged and coordinated to achieve organizational objectives (Triplet 2007, p.4). Bob and Lloyd must acknowledge that integrating the people, tasks, and resources in the fast-food business process is essential. Bob and Lloyd must achieve optimal utilization of the organization's resources in order to carry out all activities and implement their fast food company concepts (Triplet 2007, p.5). Establishing the policies and missions of the fast food industry and determining its structures should be the focus of organization and management (McNichol et al 2007, p.13).

Considering issue

If Bob and Lloyd thoroughly evaluate the organization and administration of their fast food business, their choice to open a fast food restaurant in Cambridge will be a profitable venture. In Cambridge's fast food business, their rate of success will be determined by the manner in which they establish their organizational structure, assemble their workforce, exercise leadership, and address organizational culture. To make strategic decisions for their new venture, Bob and Lloyd must carefully evaluate the following four factors (Chen 2004, p.5).

Design and structure of the organization

An organization structure is a system of interrelated jobs, job groups, and authority (Burstein 1991, p.327). An organization structure describes how personnel within an organization are classified into departments and how departments are grouped into an organization. It entails the creation of systems to provide effective communication, integration, and collaboration among departments. A typical organizational chart depicts formal relationships, such as the number of levels in a hierarchy and the span of control of managers and supervisors, as well as the structure of an organization (Schriber and Gutek 2010, p.642). Bob and Lloyd will need to choose an organization structure that reflects the range of control (Alder and Jelinek 2006, p.74). Each individual's function and responsibilities should be outlined in the fast food organization's structure.

The objective of an organization structure is to give a common reference that demonstrates the overall relationship between upper management, middle management, and lower level management (Murphy and Willmot 2010, p.268). Traditional organization structures always placed the CEO at the top, with everyone else grouped in layers according to department, but there are numerous current organization models that foster decentralization and adaptability. Even though there is no conventional organizational structure, Bob and Lloyd should adopt a structure that improves horizontal coordination and communication in order to promote change adoption (Burstein 1991, p.327). The horizontal organizational structure of the fast food company will decentralize decision-making. The organizational structure of an organization with three levels of management is depicted in the first diagram below. (Burstein 1991, p.327).

Three managerial levels.

One of the four factors that help a business build its organizational structure is job specification, which entails specifying the departments and their responsibilities (Barry 2000, p.33). The second strategy is departmentalization, in which positions are grouped and responsibilities are assigned in accordance with the company's objectives. The third aspect is span of control, in which the management takes into account the tasks at hand and the number of units and, as a result, combines the two factors in an advantageous manner (Chen 2004, p.6). The final component is delegation of authority, which introduces managers in charge of units and grants the authority to make decisions on behalf of the organization to the head of each unit. Bob and Lloyd should give decision-making authority to the fast food company's managers so that they may readily make decisions. Managers in each departmental unit should make decisions on behalf of the organization.

Collaboration and teamwork

For any management to be successful in reversing the organization's fortunes, they must promote a team-based strategy. Consistently, management gurus have asserted that a team outperforms an individual in terms of generating enthusiasm, maintaining concentration, and overcoming formidable obstacles. (Mullins 2010, p.46)

A team is a small group of people with complementary skills and a shared commitment to a goal for which they all feel responsible (Katzenbach and Smith 1993, p.68). Bob and Lloyd must ensure they adhere to the five team principles in order to establish a superior team for the hamburger fast food company.

The team for one must be small, two to twenty-five is an optimal quantity, because it is easier to work with a small number of individuals (Hill and Jones 2009, p.385). The second tenet is that the team members should possess complementary skills (Leitner 2004, p.35). The third principle stipulates that team members must share a common purpose and objective, which means that the team's objective and mission must be congruent (Hill and Jones 2009, p.384). The fourth principle is that the team must build a shared working approach in which the team pays attention to administrative and work-related details and each team member identifies their position in the team's work (Picot et al 2008, p.84). The final principle is that all members must be accountable to themselves and others in order to secure commitment and trust from other members (Katzenbach and Smith 1993, p.68). The second graph below illustrates a paradigm shift within a team system, often known as a team structure (Picot et al 2008, p.84).

Team structure.

For the sake of strategic team building, Bob and Lloyd should employ a committed, energized workforce by employing and selecting personnel with care. The fast food sector necessitates qualified, quick, and effective employees; anything less could result in the demise of the company (McNichol et al 2007, p.2007). Staffing corresponds to human resource planning; here, the organization should examine how many personnel are required, their backgrounds, credentials, and the cost of recruiting each one in order to carry out its objectives. Consideration must also be given to how to get the appropriate personnel, with recruitment considerations including education, experience, human relations, communication skills, and motivation among others (Northouse 2009, p.165).

The management should devise an elimination-based system for selecting the best applicants when undertaking personnel selection. Having a list of criteria and a score sheet for each candidate ensures that the organization's hiring rate is high (Baligh 2006, p.126). The company must define each interview, develop a plan, communicate with the interviewee during the interview, and establish a conclusion for each interview. Bob and Lloyd must perform a face-to-face interview to determine whether or not each employee have strong interpersonal skills (Chen 2004, p.7).

Motivation is a crucial part of any firm; if employees are not motivated, they are likely to decrease their output (Sekhar 2010, p.16). Examples of motivational elements include improved working environment, interpersonal interactions, compensation, job security, company policies, supervision, and management (Sekhar 2010, p.17). Bob and Lloyd should motivate their employees at the fast food restaurant by providing them with favorable working circumstances and by offering bonuses.

Leadership and management methodology

A leader is a person who guides a group of individuals, an organization, or a country (Leitner 2004, p.87). To the followers, a leadership model according to Mitchell, Margaret and Casey, John, professors of leadership management at the University of Illinois (2007) emphasizes a collective strategy that involves all members, such as improving the overall performance, focusing on strategy, and creating an environment for change (p.53).

Second, employing a collective approach begins to establish a positive relationship with the community since everyone is represented. As a result, the institution develops the foundation for collaborations, which is beneficial to the entire community (p.58). A good leader will, in the most significant way, combine all members in a strategic approach to work collaboratively; the leader should also be intelligent and inspiring (McNichol et al 2007, p.104). Moreover, a leader should propose new techniques that are effective and will provide positive performance outcomes; this will serve as an inspiration for all members.

Manpower planning is the most effective method for implementing "imposed-incremental change" within a corporation (Cooper 2005, p.231).

Cooper Crown (2005), a professional management guru and consultant in management issues, defines manpower planning as the process of forecasting and planning an institution's human resource organization in order to plan for the future in accordance with the institution's objectives and organizational structure (p.232).

The ability is intended to be useful when an organization has limited funds to spend, yet its tasks must still be carried out (Northouse 2009, p.168).

Well, the most effective method for enhancing one's leadership characteristics is to acquire skills in manpower planning, which will enable the regulation of projects and the establishment of a staffing structure to complete the duties.

A leadership mission entails determining long-term and short-term goals and assigning priorities to methods in order to attain successful leadership (Moyles 2006, p.178; Bass and Avolio 1993, p1). A strong leader should have a formula for strategy that focuses on the efficient allocation of resources, making judgments about diversifications, and accessing international marketplaces to combine and participate in an organization's initiative. A leader's strategy commits it to a defined vision, mission, and objective over an extended period of time, through which it is attained (Northouse 2009, p.169; Moyles 2006, p.179).

The success of implementing the policies is contingent on the capacity of the leadership function to persuade others to aid in the reworking of the plan (Moyles 2006, p.179) Redesigning enhances an organization's process and facilitates the leader's adaptation to uncontrollable external environmental limitations (Murphy and William 2010, p. 268). Bob and Lloyd should construct a strategy-supporting culture and a functional organizational structure in the fast food industry in order to achieve policy implementation (Moyles 2006, p.522). Bob and Lloyd must encourage the managers of each unit and the staff to discover ways to contribute to the implementation procedure (Normore 2010). Implementation involves personal discipline, commitment and sacrifice. This is due to the fact that the current state is regarded as unstable and involves the adoption of new systems by all parties (Picot et al 2008, p.86).

Organization culture

The word organization culture refers to a set of features that are unique to a given organization and can be derived from the manner in which an organization fosters and identifies the characteristics of cultures that promote learning and those that impede the learning organization process (Adler and Jelinek 2006, p.74).

Organizational culture encourages the learning process. Today's organizations are under a great deal of performance pressure, which compels them to learn, change, adopt, and take ethically sound activities in order to meet the demands of the industry's competition and the diverse shareholders (Schriber and Gutek 2010, p.645).

According to McNichol et al. (2007), organizational learning culture can be approached in numerous ways. These are the three most prevalent varieties (p.104):

This refers to a culture of learning inside an organization that is supported by either the team members or the leadership. Concretizing organizational learning culture: This occurs when the learning culture is grounded in actual processes and procedures, such as billing, logistics, and product creation (Mullins 2010, p.35). Leadership organizational learning culture: a technique that use leadership to foster learning inside an organization. This implies that the leader in the organization must study the organization's constraints, acknowledge them, and explore alternatives to improve the organization's performance in order to drive the learning process (Sekhar 2010, p.17).

There is pressure to keep up with evolving organizational learning processes as the world around us evolves. In the past, individuals were not required to make quick decisions, however today they are required to do so in unclear scenarios. A learning organization is defined as an institution in which employees successfully transmit knowledge (Leitner 2004, p.89).

By attempting to develop an effective learning organization, the fast food industry will demonstrate its efforts to change its organization's culture. There are two ways to improve an organization's learning strategy. The first is a single-loop learning process that entails modifying the environment without altering the organization's structures (Chen 2004, p.8). The second comprises a twofold loop wherein new systems are implemented and the learning process is redefined and challenged (Murphy and Willmot 2010, p.270). Bob and Lloyd should come up with innovative concepts that will advance the fast food company and provide it a competitive edge in Cambridge. If it is a single loop, Chen (2004) states it.

Background

Walmart is a retailing behemoth. According to walmartfacts.com, Wal-Mart runs over 3,800 locations in the United States and over 2,600 locations internationally. Each week, more than 176 million consumers shop at Walmart. The corporation employs more over 1.8 million workers worldwide, making it the largest private employer in the United States. For the fiscal quarter ended in January 2006, Wal-Mart reported revenues of $312.4 billion and a net profit of $3.8 billion. In light of this, Wal-Mart takes pleasure in its low prices, which make its products accessible to everyone, especially the least fortunate. (Gilpin, 113)

Is Wal-Mart bad?

However, Wal-Mart has been the subject of criticism. In 2003, for instance, the corporation boosted the percentage of part-time employees from 20% to 40%. Employees must be available around the clock and on weekends. In 2003, Wal-Mart spent $1.3 billion of its $256 billion in revenue on employee health care to cover around 45 percent of its staff (Costco insured 96 percent). Numerous Wal-Mart employees cannot afford the company's health insurance plan. According to figures from 2003, full-time workers earn roughly $1,200 per month, or $8 per hour, which is below the federal poverty line for a family of three (Union grocery workers earn approximately 30 percent more). The corporation encourages non-self-sufficient full-time Wal-Mart employees to enroll in food stamps. (Gilpin, 115)

Management and owner benefits

Under such circumstances, it could be said that ethics are frequently required while making decisions, especially when the options boil down to right and wrong. In many situations, the easy option is frequently unethical. Does this therefore make it incorrect? With so many divergent viewpoints on the matter, it is difficult to state with certainty. In order to pursue one's own happiness, a certain perspective permits the abandonment of ethical norms. Some call this viewpoint or style of life Marxist utilitarianism. It is the concept that what is good is whatever offers the greatest amount of enjoyment to the largest number of people, implying that those who are not included in the 'largest number of people' will likely experience some type of suffering. In a larger sense, this is the essence of Marxist utilitarianism: pleasure against misery. Actions are appropriate if they promote contentment and wrong if they produce the opposite of happiness, which includes not just the happiness of the actor but also that of all those impacted. The theory has been renamed "the greatest happiness principle" over time (Kotabe, 433-439) so as not to put humans against one another in the pursuit of their own happiness. However, from this perspective, the main gainers in this situation are the company's managers, not the broader workforce.

Employees

The monitoring of each employee's information by the management system without the interference of third parties such as trade unions, labor unions, or other employee-beneficial organizations is another exemplary use of the term unitary mode. This example of the word unitary mode describes a system in which the administration holds the key to each and every employee by treating them as a single number, hence reducing the individual's enforcement requirements without affecting the individual's obligation towards the organization. In other words, the employee would be responsible for each and every duty assigned to him, while the company or administration would have limited accountability towards that individual. In other words, the employer has minimal or no obligation for the worker. (Kirzner, 35-37)

Stakeholders

The Marxist utilitarian perspective might unquestionably influence how a person makes significant judgments. Who should be satisfied in the end, the decision-maker or those who are affected by the decision? Regardless of how difficult it may be, this is up to whoever is dealing with the issue. The ethical status of utilitarianism is a matter of opinion. If the ideals of Marxist utilitarianism are utilized by an intellectual person with a moral compass, then it may be regarded ethical and even just. In all decision-making processes, it is of the utmost importance to exercise ethical judgment. No matter the perspective, an ethical aspect can always be identified. As demonstrated by Marxist utilitarianism, some actions might be regarded unethical while others are acceptable since they benefit all parties. The purpose of utilitarian decision-making is to maximize the satisfaction of the greatest number of individuals concerned. Together with moral reasoning, this produces ethical decision making. In light of these circumstances, it is reasonable to assert that the influence of ethics on decision-making in the contemporary business environment is significant. This is the direction the organization is moving in to satisfy its stakeholders. Wal-ultimate Mart's objective may be the satisfaction of its stakeholders, but from an ethical standpoint, this ideology of stakeholders scarcely stands a change of ethical justification, and so the corporation is unable to demonstrate its goodness. (Kotabe, 433-439)

Suppliers

However, it should be remembered, and it is an exceedingly noteworthy fact, that under these circumstances, Wal-suppliers Mart's in another industry saw a huge shift. It has been discovered and stated that, throughout this time period, the number of vendors having separate contracts has increased significantly. This shows that there is a significant increase in the context of pay-per-performance and that there is a utilitarian attitude on providers. Consequently, this method of contact system with an individual has spawned a system that evolved on a more direct communication system or technique with the top management and the suppliers; hence, it can be referred to as the birch of business ethics. (Kirzner, 35-37)

Customers

Moreover, in the context of the above formulation and implementation of the utilitarian perspective, it should be noted that while the individual is regularly judged by the dint of individual feedback process and assessment of individual customer attitude, it should be remembered that in the same context and within the same time frame, programs such as joint decision making declined in a striking contrast, but it should be taken into account that all things considered, the individual is judged by the dint of individual feedback process and assessment of individual customer attitude. (Henrekson, 165)

Local population

Technological advancement can be considered as a continuous process, and the demands of capitalism for ever-increasing product value reflect customers' desires for cheaper, higher-quality goods. In a sense, the essence of capitalism is generating an economic mode of change that can never be described as stationary. This characteristic of capitalism is not merely due to the fact that economic life continues to evolve in its natural and social context. The capitalistic enterprises are responsible for generating the demand that keeps the rapidity of the capitalistic economy operational and moving. This demand is fueled by novel clientele, production and transportation processes, merchandise, the configuration of manufacturing organizations, and the promotion of these goods in order to create a market. A nation's economic structure has been changed by the introduction of new markets and the constant destruction of existing ones to make way for the new ones. Therefore, the process of creative destruction is essential to capitalism. In a capitalist economy, the type of rivalry does not matter; what is significant is the competition posed by a new product, technology, organization, or resource. However, there is another significant part of business in this context, and that is the involvement of the local community, which Wal-Mart has no interest in involving in its management or second administration divisions. This is just another unethical practice of the business. (Hindmoor, 492-508)

Discussion

Consequently, it is evident that actions related to Marxist utilitarianism are often obvious, and the industry and its management take these obvious steps into account to the extreme by changing them into well-defined standards of articulated principles. Thus, in a sense, the statement made by several studies confirming that Wal-Mart managers generally hold a strong utilitarianism perspective on employment relations in the Wal-Mart workplace is essentially true. However, it should be noted that the outlook of utilitarianism perspective on employment relations is a result of necessity and does not quantify with Marxist views.

It should be noted, however, that this perspective is inappropriate for an understanding of relations between employers and the workforce in contemporary workplaces in the United States, where the Marxist utilitarianism perspective on employment relations is the accepted norm and is tacitly supported by the government. In conclusion, it should be noted that Utilitarianism represents all ethical systems whose objective is to maximize some measure of goodness. This is a result-based ethics in which goodness is assessed by its outcomes. The commandments of God are ethical doctrines that attribute their origin to a higher power. It is self-evident that a crucial pillar of these beliefs is consensus over what God has commanded, which is for the general welfare, in this case the employees. In this context, it could be stated that in our utilitarian, materialistic, market-economy-driven needs of urban life, advertisements play an important role, and Wal-salary Mart's structure and payment methods are an integral part of it, but this should not have occurred in a company as large as Wal-Mart. (Gilpin, 117-119)

However, it should be noted that labor has been a significant issue in a number of businesses for a considerable amount of time, and that attempts have been tried to address this variable through a variety of approaches, among which the utilitarian perspective is one. This strategy of utilitarian perspective was used as a deliberate move in the Wal-Mart scenario, and it remains a guiding philosophy and principle in the Wal-Mart business plan environment.

Companies that dominated and revolutionized new industries in the past, such as Polaroid in instant photography and Xerox in photocopiers, have witnessed a decline in their profit margins and a decline in their dominance as a result of rival companies launching their improved and superior designs or lowering their manufacturing costs. Walmart is an example of a corporation that has achieved a significant market position. Wal-Mart has decreased its pricing in order to compete with smaller and more established competitors in the retail consumer goods industry by employing innovative tactics in staff management, inventory management, and marketing. However, similar to Sears, Kmart, and Montgomery Ward, Wal-Mart stands the risk of being supplanted by nimbler and more inventive competitors. This process of creative destruction may render Wal-Mart obsolete in the near future if it cannot establish itself as an ethical enterprise over the long term. (Henrekson, 67)

Conclusion

Thus, Wal-approach Mart's can always be described as unethical, and the corporation is obligated, among other things, to increase worker compensation. It would be appropriate to refer to the company as "simply an ethically legitimate business operating in a capitalist society" (Gilpin, 118) because, even though in a capitalist economy every dollar saved is a dollar earned and no dollar is ever cheap, human values are more important than money, and business ethics is more valuable than business success. Thus, Wal-Mart can increase wages if it so chooses, but if there is no increase in pay, the firm is liable and should be charged with an ethical obligation, according to the Marxist utilitarian materialistic perspective.

Sources Cited

Global Political Economy: Understanding the International Economic Order, by Robert Gilpin. Wellington: Orient Blackswan, 2009.

Henrekson, Magnus. Where Schumpeter Came Close to Being Correct: The Swedish Model and Capitalism, Socialism, and Democracy. Research Institute of Industrial Economics, Auckland, 2007.

"Policy Innovation and the Dynamics of Party Competition: A Schumpeterian Account of British Electoral Politics," by Andrew Hindmoor. British Journal of Politics & International Relations, vol. 10, no. 3 (2008), pp. 492-508.

Israel Kirzner, "Must Capitalism Surrender to Socialism? Economic Affairs 5.3, (2007): 35-37.

Kotabe, Masaaki. ‘Revisiting the essence of capitalism and its role on economic growth’. Thunderbird International Business Review 40.4, (2008): 433-439.

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Table of Contents
Overview Organisational Structure Strategic Plan Corporate Social obligation Response to Customers and Quality List of Citations

Overview

Western Region Water Corporation (Western Water) is one of Victoria, Western Australia's thirteen regional, urban water companies. Western Water is a government-run company that supplies Australia's Western region with superior goods and services. Since its establishment in 1996, it has provided water, drainage, sewage, and irrigation services to around 56,000 holdings. The company's fast expanding operations encompass an area greater than 3,000 square kilometers with a population of around 145,000 people (Western Water, 2010).

Western Water offers an innovative and avant-garde approach to water services. This is accomplished by adhering to its mission to become the preeminent service provider with a strong customer focus. In the past decade, this has significantly bolstered the organization. The company's vision emphasizes the incorporation of concepts and practices that emphasize sustainability. The ideals of Western Water are the cornerstones of both strategic and business planning. These values guide the entire organization toward an ecologically, publicly, and economically sustainable future (Western Water, 2009, p 3).

Organisational Structure

As a result of their efficiency and technical skill, Western Water employees are remarkably distinguished, ensuring that their customers receive nothing less than exceptional services. The corporation's Board of Directors possesses a diverse array of the talents, expertise, and experiences essential to propel the company to new heights. Their primary tasks include designing and managing the company's policies and strategies. In addition, there is a supervision team consisting of highly qualified and experienced individuals that report to the Board of Directors. General Managers of Customer Relations, Sustainability, and Commercial Services compose the organization's personnel. Western Water's Board Committees are divided into four distinct sections. Audit Committee, Capital Works Committee, Policy Review Committee, and Remuneration Committee make up the Board Committee (Western Water, 2009, p 14). Western Water employees are tremendously committed to achieving the organization's strategic goals (Western Water, 2009, p 14).

Strategic Plan

Recently, Western Water released its five-year plan, Water Plan 2008-2013. This plan outlines the concepts and practices adopted by Western Water in order to sustain the management of water resources in the present and the future. The primary purpose of this plan is to reverse the precipitous decline in average rainfall during the past 14 years. Reduced precipitation has had a substantial influence on numerous critical aspects of the business, including a decline in income from water usage, an increase in the price of external bulk water, and an increasing need for water conservation efforts. All of these elements have been emphasized in the Water Plan, including preparedness for climate change, population growth, and drought (Western Water, 2009, p 72)

Water Plan 2008-2013 demonstrates Western Water's commitment to sustainability by fostering a culture of continuous improvement. The organization is committed to providing exceptional services now and in the future; as a result, its vision is to be the premier service provider that collaborates with the community to achieve a sustainable future. Integrity, inclusion, commitment, leadership, fairness, sustainability, and responsibility are some of its key values (Western Water, 2010).

Corporate Social obligation

Due to its consistent support for the community, Western Water is regarded as a precious member of the community. The corporation adheres to a Corporate Social Responsibility Policy that has been implemented across the enterprise. Western Water recognizes the value of community involvement. It participates in and sponsors numerous stakeholder events and festivals in the region during the entire year. Western Water is one of the charity members of WaterAid Australia, which is dedicated to delivering safe water to impoverished people worldwide. Additionally, the group is an active participant in the Western Chances program, which provides Western suburbs adolescents with work and mentoring opportunities. The initiative awards scholarships to young people in an effort to help them reach their full potential. Western Water is a member of a number of organizations and projects, including "Committee for Economic Development of Australia," "SAVEWATER! Alliance," and "Victorian Water Industry" (Western Water, 2009, p 74).

Response to Customers and Quality

Western Water offers services to the residential population of Sunbury and Melton, both of which are expansive towns. Other consumers reside in smaller communities, including Gisborne, Mt Macedon, Riddells Creek, Lancefield, Woodend, Diggers rest, and Bacchus Marsh. The company performs an annual customer survey in order to evaluate their effectiveness. This allows them to determine how their clients feel about the services provided by Western Water (Western Water, 2009, p 17).

Western Water is committed to maintaining high levels of client satisfaction and quality by emphasizing the use of minimal resources to deliver high-quality water and sewerage services. Additionally, the firm operates a customer service centre in Sunbury that reacts promptly and adequately to client inquiries, complaints, and other requests. Western Water has maintenance workers stationed throughout various service regions to address customers' issues on-site (Western Water, 2010).

List of Citations

Reliability Improvement for the New Millennium, Western Australia's Water Corporation, pp. 1–3.

Western Water, 2009, Western Water Annual Report 2008/09, State of Victoria, Western Region Water Corporation (Western Water), pages 3, 14, 17, 72, and 74.

Western Water, N, D, Water Plan 2008-2013 (as per ESC Final Determination), Western Water, P 13.

Western Water 2010, Western Water, Western Water. Web.

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Financial institutions have traditionally evaluated the creditworthiness of borrowers and counterparties using credit-based methodologies. The tactics pose various hazards to financial institutions notwithstanding their popularity. According to Jorion and Zhang (2007), banks and financial institutions fail due to inadequate credit evaluation rules. Regarding the pricing of assets and contracts, many lenders have been ignorant to the shifting economic climate. This has caused substantial financial losses. Credit risk strategies aim to optimize the "risk-adjusted rate of return" of financial institutions by keeping credit risk exposure within acceptable bounds (Thompson, 2010, p.4). This article will explore the advantages and disadvantages of credit-based pricing strategies for contracts and assets.

Credit risk, as defined by Jorion and Zhang (2007), is "the possibility that a borrower or counterparty will fail to meet their obligations in accordance with agreed terms" (4). A financial institution or other lender should strive to maintain risk exposure within acceptable and reasonable bounds. There are numerous credit risk sources for banks and other lending institutions. Most loans are issued by banks. However, all activities within a bank involve substantial credit risk. Esposito (2011) cites emerging sources of credit risk, including "financial futures, swaps, bonds, equities, options, and in the extension of commitments and guarantees, and in the settlement of transactions" (5). Given the diversity of credit risks, it is crucial for stakeholders to foster an environment that facilitates credit risk minimization. Despite the apparent dangers involved, credit-based pricing systems have a number of advantages when it comes to pricing contracts and assets.

If properly administered, credit-based solutions enable lenders to make prudent lending decisions and maintain security. Credit risk systems have evolved throughout time to produce sophisticated rating systems that accurately assess risk. Lenders are now able to assess risk in a manner that generates optimal returns. In various respects, credit risk ratings have changed credit risk management. The first involves credit approval and underwriting. Before a lender enters into a contract with a borrower, there are systems in place to determine with a high degree of precision whether the borrower's assets can cover all loan costs in the event of nonpayment.

The second strength is the pricing of assets. Credit-based solutions permit the lender to accurately price a loan in accordance with the borrower's assets. The solutions permit the lender to create a balance between assets and loans without negatively impacting the financial institution. Thus, it has become simpler to establish the proper relationship between credit management and administration. Credit ratings enable financial organizations to analyze a client's creditworthiness with greater precision. Credit specialists are better equipped to oversee the administration of loan facilities in a manner that maximizes the lender's profits. In recent years, professionals have been able to automate credit facility appropriateness evaluations. Due to the synchronization of systems at numerous financial institutions, interbank borrowings have become notably simpler.

Credit risk models are another credit-based technique for calculating asset and contract pricing. The primary advantage of these models is that they allow financial organizations to "measure the distributions of their potential credit losses at the institution's highest level" (Esposito, 2011, p.4). Therefore, institutions are able to determine how much capital to store as a buffer against collapse in the event of a large loss. Particularly among banks and Collateralized Debt Obligations, the models have achieved significant adoption. In spite of safeguards against defaulting, the models need calibration. This allows for clustering by default. Jorion and Zhang (2007) note that the second generation of credit risk models has mitigated the issue of clustering, albeit not fully.

Appropriate staffing can strengthen credit risk models and lower risk exposure (Chan-Lau and Ong, 2007). The management of financial institutions must devise effective strategies to minimize credit risk exposure. This is possible through the development of credit evaluation and monitoring procedures. These procedures will develop a credit culture that values accuracy in credit evaluation, decreases credit rating errors, and assigns help to relevant departments in order to reduce credit risk exposure. According to Esposito (2011), the strongest protection against credit risk exposure is a highly qualified and motivated workforce. Credit rating abilities should be an inherent part of performance evaluation so that employees treat it with the respect it merits. A staff that is accurate and timely protects financial institutions from losses caused by inaccurate credit risk assessment. However, a competent worker utilizing obsolete technology and data will still pose an exposure risk. Therefore, it is essential for financial institutions to embrace dynamism and integrated credit risk ratings in order to support the efforts of the employees and provide the synergy necessary to mitigate credit risk exposure.

Despite the aforementioned benefits, credit-based solutions have several shortcomings that enhance credit risk exposure. Chan-Lau and Ong (2007) suggest that, despite the fact that credit risk models have become increasingly complicated over time, it is incredibly difficult to calibrate them. This is due to the fact that "correlations cannot be measured directly for specific obligors" (4). Traditional credit models result in more losses, while modern technical methods cluster defaults. Clustering results in losses regardless of whether a financial institution is a direct lender. As noted previously, financial institutions hold some capital as a hedge against credit risk exposure. With clustering, however, the capital savings may be depleted if a financial institution experiences the ripple effect of lending money to a failed bank.

Counterparty risk is a further difficulty for credit risk model solutions. According to Cunat (2007), this type of risk happens "when the default of a company causes financial distress for its creditors" (4). A single default can precipitate a cascade of others, crippling the operations of a financial institution. The interconnected nature of financial institutions makes it easier for defaults to cascade and spread from one institution to another. If counterparty risk cannot be eliminated, the challenge for the next generation of credit risk models is to ensure that exposure to it remains relatively modest.

Chan-Lau and Ong (2007) examine the deficiency of credit risk models in industrial enterprises and note that counterparty risk can bring a business to its knees. Lending items to customers is the most prevalent risk for industrial enterprises. In addition, corporations might borrow from suppliers to pay after receiving customer payments. Customers value the relationship since they can obtain products and pay later. If the consumer fails to pay, the company may not be able to pay its suppliers. This is especially true if the default is widespread and the company lacks the resources to cover it. This is an example of a situation that credit risk algorithms cannot predict and prevent.

Models of credit risk imply that financial organizations act as autonomous units. In practice, banks and financial institutions collaborate. The institutions are interconnected, and the failure of one institution could have repercussions for other financial institutions. Models of credit risk presume that the relationship between a lender and borrower is linear. Such interactions are typically complex at their core. It is typical for institutions to borrow from one another. If a microfinance organization borrows money from a bank to lend to its consumers, the bank will feel the effects of a customer default. Credit risk models do not account for these linkages. This diminishes their utility in a world where technology has complicated the relationships between financial institutions.

Because of technology, the financial sector is growing more convoluted and complex. Banks and other financial institutions can now network and collaborate across borders. Models of credit risk must also adapt to be relevant in a dynamic world. As noted in the preceding section, credit risk models has strengths that financial institutions can utilize to reduce their exposure to credit risk. It is also essential to recognize the weakness so that financial institutions can increase their monitoring and oversight to decrease their exposure to credit risk. However, specialists in the fields of finance and technology must continue to strive towards a model that accounts for the reality of a world in constant change.

References

Chan-Lau, J., and Ong, L. (2007). Credit Risk Transfer Market: Are They Slicing or Dicing the Risks?

1(2),1-4 in The journal of fixed income.

Cunat, V. (2007). Trade credit: Suppliers as debt collectors and insurers, Review of Financial Studies, volume 20, number 1, pages 491–521

Esposito, F. (2011). Credit Risk Tools: An Overview. Journal of Advanced Financial Studies, 2(1), 3-4.

Jorion, P., & Zhang, G. (2007). Credit default swaps provide evidence of both good and poor credit contagion. 1(84), 1-6, in Journal of Financial Economics.

J. Thompson (2010). Should the Assured Be Afraid of the Insurer Regarding Counterparty Risk in Financial Contracts? 1(2),1-7, Quarterly Journal of Economics.

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Introduction

Adolf and Rudi Dassler founded Adidas AG, one of the largest international firms in the sporting goods industry. The organization manufactures sports gear, footwear, and accessories for male and female customers of any age (though the target audience falls into the age group between 18 and 29). The company's headquarters are located in Herzogenaurach, Germany, and it has 170 subsidiaries in Europe, the United States, and Asia, each of which operates in its particular market niche. The Group works through a number of prominent brands, including Adidas, Reebok, TaylorMade-Adidas Golf, FC Bayern Munich, and Runtastic (an Austrian firm specializing in fitness equipment); its total sales in 2016 was $19.29 billion. Adidas is currently the market leader in Europe and has the number two spot in the world (Ratten & Ferreira, 2016).

The Company Description

The nation is Germany.

1924 is the foundational year.

1949 is the year of brand registration.

Founders: Adolf and Rudolf Dassler.

Principal products: men's and women's athletic apparel, sports equipment, accessories (including purses, watches, and glasses, etc.), perfume, and cosmetics.

Adidas, Reebok, TaylorMade-Adidas Golf Company, FC Bayern Munich, and Runtastic are subsidiaries.

The company's slogan is "Impossible is nothing" (Ratten & Ferreira, 2016).

Business Objectives and Vision

Adidas considers itself as an inventive, quickly growing corporation whose mission is to create sustainable, high-quality sports clothes, equipment, and accessories that enable every sports participant (from novices to professionals) to realize his or her full potential (Rothaermel, 2015).

According to the company's goal statement, it strives to become the industry's global leader and continues to build its brands on an unwavering passion for the sports and fitness lifestyle. Moreover, Adidas attempts to fulfill customers' quality expectations while exceeding their selection expectations. This is accomplished by producing a wide selection of sports products from the most recent generation in terms of their usage of technology to ensure quality, comfort, and design innovation. The executives of Adidas, who operate in a highly competitive business, are completely committed to the development of their brands and can promise exceptional performance outcomes to all shareholders and career possibilities to their staff. Moreover, the company claims to be ecologically conscious, which reveals itself in the use of eco-friendly materials and unique production methods (Rothaermel, 2015).

Target Market

According to the organization, its primary target market consists of athletes who strive for the highest levels of performance. However, Adidas also strives to meet the needs of non-professional athletes who are inspired by a fitness lifestyle. The company's fitness gear is designed to accommodate athletes and non-athletes of various physical activity and preparation levels. In its strategic positioning statement, the company claims that it manufactures products for people of all ages and genders, with its strongest market being athletes and amateurs between the ages of 20 and 29. However, Adidas also intends to improve its brands in order to suit the needs of the next generation of young people (about 14 to 19 years old), as the business feels that this demographic has the potential to become the most influential on the market (Ratten & Ferreira, 2016).

Competition

Due to the increasing popularity of healthy lifestyles and trend for the casualization of dress codes, the U.S. sportswear business has experienced tremendous growth over the past decade (wearing sports clothes and shoes for performing daily activities). Numerous corporations are currently entering the industry, which contributes to its intense competition. Nike is the current undisputed market leader with a 22% value share. The brand shares its target market with Adidas, although its items are more fashion-oriented (Ratten & Ferreira, 2016). The sector is anticipated to stay robust and continue to expand rapidly. This is explained by the tendency toward informal and utilitarian everyday apparel: It will certainly become acceptable to wear athletic attire to numerous social events. Such popularity of sportswear outside the realm of athletics will enable market leaders to broaden their target demographic and will undoubtedly attract new competitors. This indicates that Adidas will need to establish a more reasonable strategy in order to sustain its viability and popularity (Rothaermel, 2015).

SWOT Analysis

Strengths (Nemati & Sajadi, 2015):

Alongside Nike, Adidas is the most well-known agent on the market. In addition to being the leading brand in Europe and Japan, Reebok is also one of the leading brands in the United States. The organization has achieved consumer loyalty. Adidas has a robust marketing infrastructure that enables them to reach a wide variety of customers through selling products in retail stores and franchised businesses. Geographically diverse operations: Adidas operates throughout Europe, Asia, North America, and Latin America, implying that the company will be able to achieve larger economies of scale in the future. Successful participation in the 2010 FIFA World Cup: The company served as an official sponsor, supplier, and licensee of the tournament, which had a huge influence on the brand due to unprecedented media coverage. Adidas achieved record sales immediately after the start of the FIFA World Cup and was accordingly elevated to a new performance level.

Weaknesses (Ratten & Ferreira, 2016):

The corporation has already outsourced 95% of its production to Asian vendors (32% of which are in China).

This resulted in tremendous cost savings, but the loss of quality control. Adidas soccer shoe production is currently facing a downturn, whereas Nike footwear is progressively gaining market share in Europe. Utilization of sweatshops: The firm is frequently attacked for its use of cruel sweatshops and cheap labor in Asia.

Opportunities (Ind, Iglesias, & Schultz, 2015):

Adidas now has sponsorship arrangements for virtually all significant international events (FIFA, UEFA, Olympics, etc.). If the company expands its collaboration with the organizers of these events, it will protect its profitability and increase its brand's reputation, thereby attracting new clients. Since obesity has become a problem of paramount importance, a growing number of government and commercial groups advocate for a healthy and active lifestyle. This allows the company to promote its items in a unique manner. Women's apparel: Currently, the majority of the company's revenue comes from the sale of men's sportswear; however, the female market sector has significant design potential. Despite alarming trends in soccer shoe sales, Adidas stands to gain significantly from the continually expanding footwear sector.

Threatening situations (Rothaermel, 2015):

The growth of sales is mostly dependent on consumer spending, which is susceptible to economic downturns, political issues, public discontent, and other events that may impact the company's operating regions. Since consumers have so many options, they are increasingly discerning, making it difficult for Adidas to predict their response to new products. Unpredictable declines in demand for certain types of commodities are possible. Customer negotiating power: the sportswear market is dominated by customers. Their bargaining power is expanding as a result of the industry's intense competition. This may have an adverse impact on revenues. Adidas must contend with a growing number of industry titans and new market entrants. This also poses a threat to the company's future growth.

Products

Adidas produces a vast array of items for numerous sports, including running, football, tennis, table tennis, basketball, cricket, golf, boxing, hockey, martial arts, taekwondo, and skateboarding, among others. The products consist of fitness equipment, shoes for all of the listed sports, tops, jackets, pants, socks, sweaters, jerseys, shorts, tights, tracksuits, swimwear, sleeves, undergarments, scarves, sleeveless, shirts, fleeces, jumpsuits, denim, dresses, football kit, racquets, bands, balls, helmets, gloves, punching bags, golf bags, travel gear, hats, umbrellas, belts (Nemati & Sajadi, 2015).

Price

The business employs both competitive pricing and skimming. The former policy is utilized for products offered by multiple companies and allows for consideration of the industry's major players (such as Nike, Puma, Under Armour, etc.). The latter pricing technique is utilized for products with no alternatives or those that have just been introduced to the market. Based on pricing, the target demographic consists of upper-middle and upper-class individuals who can afford luxury sportswear. The corporation uses pricing strategies that increase brand equity. Rarely does Adidas reduce its prices (Rothaermel, 2015).

Promotion

Adidas promotes its products by releasing several advertising campaigns that help explain their commitment to innovation and tell inspiring success stories that encourage potential customers to emulate the brand's success. Television advertisements are a prominent kind of advertising, particularly during famous sporting events. Most of them include a tune or melody to help consumers remember the product. In addition, Adidas uses celebrity power (like as David Beckham) and team sponsorships to promote the prestige of their brand (Nemati & Sajadi, 2015).

Distribution/Place

Regarding distribution location, the company has its own network of retail and franchise locations. Additionally, its items are supplied in a number of multi-brand showrooms alongside the garments of its competitors. Adidas has an official website, but it is also possible to purchase its products from online fashion retailers (Nemati & Sajadi, 2015).

According to Rothaermel (2015), the distribution channel can be illustrated by the following diagram:

Customer; Production > Distributor > Multi-brand showrooms > Customer; Production > Online retailers / Adidas website > Customer.

Critical Comments on the Organization's Marketing Plan

A thorough evaluation of the company's marketing plan reveals that its techniques are the most effective (which is evidenced by the increased revenue and ongoing expansion). The pricing and distribution policies are effective and well-developed. However, its dominant market position, which it has gained through quality, varied activities, and a robust infrastructure, may be threatened by the entry of new competitors into a market that is already very competitive. In addition, the usage of sweatshops damages the brand's reputation. As the bulk of the company's customers are not oblivious to the brand's image, this must be addressed in the marketing strategy. Extensive outsourcing, which may have an effect on the product's quality, is a further cause for concern. These concerns must be resolved for Adidas to preserve its market dominance.

References

Ind, N., Iglesias, O., & Schultz, M. (2015). How Adidas regained its momentum 1-5.

Nemati, C. K., & Sajadi, S. N. (2015). Impact of green marketing mix on sporting goods users' purchase behavior (case study: Adidas consumers). 140-144. Journal of Social Issues & Humanities, 3.8.

Ratten, V., & Ferreira, J. J. (Eds). (2016). Entrepreneurship and innovation in sports. London, England: Routledge

Rothaermel, F. T. (2015). Strategic management. New York, NY: McGraw-Hill.

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Table of Contents
Introduction The significance of information sharing within a logistics management information system Automatic data communication and registration Conclusion References

Introduction

The business community and service organizations have acknowledged the importance of supply chain management as a commercial and organizational strategy throughout the past decade. Equally acknowledged is the need to build and maximize healthy relationships with supply chain partners. Despite the recognition of the significance of inter-business ties with supply chain partners, many firms and organizations have failed to realize the benefits of such relationships. This is due to the incapacity of businesses and organizations to efficiently control the flow of information along the supply chain. Information is crucial to the efficient distribution of goods and services from suppliers to end-users. This is particularly true for businesses and organizations dealing with items with a short life cycle. Sensitive products and services must be created and distributed by these businesses in a manner that is both effective and secure. Lack of proper and sufficient information sharing reduces a company or organization's ability to utilize otherwise beneficial associations. Moreover, rapid technological advancement and the globalization of information networks imply that businesses and their supply chain partners must develop suitable and competitive inter-business information systems that enable them to respond quickly and effectively to their customers' ever-changing needs (Chin-Chun, Vijay, Keah-Choon and Keong, 2008, p.296). This cannot be achieved, however, without an efficient logistics management information system. In fact, the proper utilization of logistics management information results in an efficient system design procedure, cost-effectiveness, and the transmission of accurate data to logistics team members, all of which contribute to the system's continual improvement.

Information management system for logistics

One of the responsibilities of an efficient logistics management information system is to provide decision-makers with timely and accurate information (Blanchard, 2004). The movement of products and services into and through the supply cycle is highly dependent on the flow of information throughout the system and levels that utilize such information. Information generated at a central location is utilized for operational and managerial decision-making. This data is then communicated to lower levels of management in order to facilitate the supervision and monitoring of tasks and workers. Prior to now, the primary function of an LMIS was to collect three crucial types of data: the quantities of goods and services provided to consumers, the available stock, and stock losses and fluctuations (Roche and Felling, p.4). In an efficient LMIS, this data is made accessible in a manner that enables product and program managers to make precise and effective decisions. Ultimately, the availability of such information allowed businesses to fulfill the requirements of their customers in a fast and accurate manner. The majority of businesses and organizations have upgraded their LMI systems to keep up with the ever-changing market conditions.

LMIS can be scaled up in two ways: by extending the types of items or services to be managed and by integrating the product classifications into a single logistics system. During the initial expansion of LMIS, the expanding categories of products and services are still managed through "parallel, vertical supply chains" (Roche and Felling, p.2). This form of expansion is illustrated by the introduction of HIV testing kits and antiretroviral medications. These nations are compelled to launch new products to complement these new services. Due to a lack of necessary skills, the problem emerges when governments are unable to make the services accessible to a large number of customers. The second type of logistics expansion involves the merging of previously managed individually products or services into a single logistics system. Regardless of the type of scale-up used, the logistics system must be able to support the introduction of new products and services. This necessitates the availability of accurate and timely logistics data.

Roche and Felling propose that any good LMIS must be designed using four critical processes. First, the design should involve all business/organization partners, including those who are not directly involved in the supply chain. This is due to the fact that programs and other managers involved in the monitoring and control of the company's activities can benefit from logistical data. The participation of all partners will help them to incorporate the LMIS into their duties and to support the system, since they will understand its operation and significance to their organization. Before designing the LMIS, the current state of the business and market should be evaluated and compared to the desired state. Evaluation of available resources will guarantee that the system is introduced and implemented effectively. Third, the desired type of LMI system (vertical or integrated) should be designed based on current and anticipated conditions. Lastly, the LMIS should be developed and tested often in response to changing user demands and skills (Roche and Felling, p.4).

The significance of information exchange

Information sharing is the extent to which all participants in a business or organization have access to vital and pertinent data (Blanchard, 2004). Information sharing may be quantitative (e.g., purchasing, operations scheduling, and logistics information) or strategic (for instance, long-standing corporate goals, and client information). Previous research on the value of information sharing among business partners has demonstrated that effective information sharing promotes visibility and reduces uncertainty. It allows firms to access information at all stages of their supply cycles, allowing them to collaborate in marketing, sales, production, logistics, and other areas. It has a significant impact on the buyer-supplier relationship because the degree of information sharing influences the number of possibilities for firms to work together to eliminate inefficiencies in the supply chain. In addition, a company's managers can make required adjustments to its operations and prepare for future activities if they have access to timely and reliable information. "information system integration, decision system integration, and business process integration" (Chin-Chun, Vijay, Keah-Choon and Keong, 2008, p.299).

Integration of information systems increases the information exchange between supply chain partners and a company's managers. It also enables the company to answer the needs of clients with more competence and success. Included in the information involved in information system integration are variances in the market and customer preferences that aid the organization in harmonizing transaction-related operations.

According to Mohr and Sohi (1995), there are five dimensions of information sharing, including "timeliness, accuracy, adequacy, completeness, and information credibility" (Chin-Chun, Vijay, Keah-Choon and Keong, 2008, p.300). Information is timely if it is made available to the appropriate parties within the agreed-upon time frame and when the parties want it. The term "accurate information" refers to data that is based on actual facts. Adequate information is information with sufficient detail that can be utilized by a company's partners to complete the necessary duties. Completeness of information denotes the availability of all pertinent details relevant to that information. Credibility refers to the confidence that information users have in it (Jonsson and Gustavsson, 2008, p.284). Integrated information systems can also increase information sharing by offering more pertinent and superior information, hence preserving close and mutually beneficial relationships between the parties involved. The system is also a signal to supply chain partners that the company is eager and dedicated to working in harmony to achieve joint goals, a crucial element of successful collaborations. Consequently, the integration of information systems serves as a tie that binds together partners of a single company as well as numerous enterprises in the supply chain.

Automatic data communication and registration

Utilizing technology in logistics management improves the efficiency and caliber of information exchanged between parties. Communication and registration by hand result in significant delays in the dissemination of information. It also results in the transmission of non-standardized information. If exploited by various managers or other partners of the firm, such knowledge can have negative effects on the firm's operations. Ahmad & Schroeder (2001) and Rassameethes et al. (2000) found that automated information communication "results in generally better delivery performance, higher productivity, better financial performance, more information exchange, and a greater level of trust between customer and supplier" (Jonsson and Gustavsson, 2008, p.286). In addition to saving time and money, automatic data exchange eliminates the need for manual tasks such as documentation. The Federal Emergency Management Agency (FEMA), whose logistics systems are not fully automated, experiences this drawback of manual data exchange. From the beginning to the completion of the shipment process, FEMA's logistics systems do not enable visibility of emergency supplies. Throughout this procedure, the systems fail to track the location of the products. As a result, FEMA employees must use documentation to track the transportation of emergency supplies from Federal Operational Staging Areas to their final destinations. The Department of Homeland Security Office of Inspector General asserts that "as a result, FEMA employees expend unnecessary time and effort to track, receive, and ship disaster goods and are unable to effectively manage the deployment of goods" (2008, p.7).

Conclusion

Logistics information management entails the management of the information required for the efficient delivery and distribution of goods and services inside an organization. Various characteristics of logistics information, including its timeliness, credibility, accuracy, adequacy, and completeness, have a substantial impact on the supply chain, the performance of a company, and its relationships with its supply partners. Keeping this in mind, it is crucial for businesses to establish effective logistics management systems that have been created based on the available resources and the current and predicted market and business/organization conditions. Effective LMIS significantly reduces the time and costs associated with the distribution of goods and services from suppliers to enterprises and, ultimately, to end consumers.

References

Blanchard, Benjamin S. (2004). Engineering and management of logistics (6th ed.). Prentice-Hall, Upper Saddle River, New Jersey.

Chin-Chun, H., R.K. Vijay, T. Keah-Choon, and G.L. Keong (2008). A multi-regional investigation of information exchange, buyer-supplier interactions, and company performance. 38(4), 296. International Journal of Physical Distribution and Logistics Management.

Jonsson, P., & Gustavsson, M. (2008). The influence of supply chain relationships and automated data exchange and registration on the quality of prediction data. 38(4), 280, International Journal of Physical Distribution & Logistics Management

Inspector General Office (2008). The Federal Emergency Management Agency must improve its information systems on logistics. United States Department of Homeland Security, Washington, D.C.

Roche, G., & Felling, B. (n.d). Best practices for scaling up: scaling up logistics management information systems in the supply chains of health commodities. Boston, Massachusetts: John Snow, Inc.

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Introduction

Motivation refers to the power that propels an individual or organization toward the accomplishment of specific objectives (Calver, 2001). Motivation can be both intrinsic and external (Miner, 2002). Various theories have been developed to explain why employees should be motivated. Among the principal theories are:

The McClelland needs theory.

This idea is based on three motivational factors, including the desire for power, affiliation, and achievement.

The theory of motivational hygiene.

This concept was developed by Frederick Herzberg. It is also known as the theory of factors. Frederick suggested that there are satisfiers (intrinsic factors) and dissatisfiers (extrinsic factors) in corporate life (extrinsic factors). He also discussed hygiene issues such as employee exposure to security, status, compensation, organization policies, and even working environment. Additionally, he emphasized that there are incentive aspects within a business, such as the chance of growth, promotion, and even larger challenges.

Equity concept

In this work by J. Stacy Adams, he discusses the give-and-take challenges within an organization. He compared "give" to the inputs that employees contribute to an organization and "take" to the output that the organization generates.

The theory of need hierarchy

Abraham Maslow established this idea by categorizing human needs in a hierarchical fashion. The theory proposes that human needs can be categorized as physiological, safety, belonging, being loved, self-esteem, or self-actualization.

X and Y are theories.

This theory was developed by Douglas McGregor. Theory X assumes that the boss views people as unmotivated and must force them to work. Theory Y, on the other hand, postulates that the leader sees people to be highly motivated, ambitious, and willing to work since they view work as natural.

We will base our research on the final two ideas, namely Abraham Maslow's Hierarchy of Needs theory and Douglas McGregor's theory X and Y.

The theory of need hierarchy

As demonstrated previously, Abraham Maslow's theory is hierarchical. The following diagram illustrates the hierarchy of Maslow's needs (Fincham and Rhodes, 2005).

In this idea, staff requirements are classified as:

A person's physiological demands include food, shelter, medical treatment, education, rest, and clothes, among other things.

In the second level, which is security and safety, an individual will evaluate the security of his employment, his health, and his family. Social needs are satisfied by virtues such as being loved by others, affection, and being permitted to be a member of a specific group, i.e. the freedom to join groups. The need for esteem is satisfied by the confidence others have in you, the tremendous achievements you accomplish in life, the respect of others, and your own self-esteem.

Self-actualization is achieved when an individual realizes his or her full potential and is able to tackle difficulties that may develop within the organization. There is a general absence of bias. In accordance with this notion, the lower order level is often regarded as physiological demands, whilst the higher order level as growth needs (Quick and Debra, 1996). In this approach, a person satisfies his or her needs at a lesser level initially, and then switches his focus to a much greater level of need.

The Theories X and Y

Regarding hypothesis X, the following assumptions are made by leaders:

Work is often unappealing, and team members would do anything to avoid it (Quick and Debra, 1996); consequently, many individuals are unambitious, dislike responsibility, and must be motivated to work. In addressing challenges within the firm, there is a general lack of originality among employees.

Many individuals are generally selfish or self-centered; therefore, they must be regulated and compelled to perform in order to reach the overall business goals; also, employees are regarded to be resistant to organizational change (Miner, 2002). Lastly, this hypothesis posits that leaders view their employees as vulnerable to deception.

When we consider hypothesis Y, the leaders make the following assumptions:

Under good conditions, work might feel as natural as play (Calver, 2001). Also, once individuals are self-directed and devoted to creativity, they may easily meet the organization's objectives. Additionally, this approach argues that innovation is always present and diffuses throughout an organization. The final premise of theory Y is that the majority of employees can handle responsibility inside their organizations.

A leader who generally employs the theory Y model is typically perceived as having an optimistic leadership style (Fincham and Rhodes, 2005).

Abraham's theory of need is compared to Theories X and Y.

Abraham Maslow and Douglas McGregor both acknowledge that humans are motivated to attain higher levels of requirements. When a person's requirements are met, he will feel more driven (Calver, 2001).

Comparing the two theories, it is evident that McGregor theory is based on Abraham Maslow's theory of hierarchy of needs, in that the lower level needs of Maslow, namely physiological and security needs, can be compared to theory X, while the higher level needs, namely social, esteem, and self-actualization needs, can be compared to theory Y.

In addition, both theories Y and Maslow's hierarchy of needs theory demonstrate that employment may be a source of fulfillment for people. These two theories (Y and Maslow) argue for steady employment, which increases production as a result of staff morale and job satisfaction (Bruce and Patrick, 2000)

Though theories X and Y are based on different assumptions, they share a significant commonality in that they both view a leader as someone whose major responsibility is to consolidate and organize an organization's resources, including its workforce, for the organization's general advantage.

Contrasting issues

Several contrasting concerns also develop, including:

First, in contrast to Abraham Maslow's hierarchy of needs theory, McGregor does not recognize the requirement that lower-level needs be addressed before shifting focus to higher-level requirements. McGregor treats all requirements equally.

In addition, unlike the Abraham Maslow theory, which is a single fold, theory X and Y are two alternate sets of folds or assumptions, with theory X referring to false assumptions held by leaders and theory Y to true assumptions ( John 2002).

Maslow's theory focuses on ways to increase team member loyalty to a business by providing a job that focuses on an individual's well-being both within and outside of the organization, whereas McGregor's theory X states that employees despise work and must be motivated to work.

In contrast to Maslow's theory, Douglas McGregor's theories X and Y focus on discovering elements driving a team member based on the team member's viewpoint, which in the case of theory X is despising work and in the case of theory Y is perceiving work as natural. Nevertheless, Maslow's theory is founded on individual needs, including physiological, security, social, esteem, and self-actualization requirements.

Also, Maslow's theory emphasizes the attitude and responsibility of employees towards their work, whereas theories X and Y emphasize the managerial and motivational features of a leader and the view of the organization as a whole.

Methods for inspiring team members

According to Maslow's theory of the hierarchy of needs, a leader can motivate his team by: –

Beginning at the bottom, a leader can provide for the physiological needs of his team members by assessing their income and work security. In it, the leader will ensure that his team receives enough compensation for their efforts as well as a stable working environment. In doing so, the team leader will biologically motivate his team.

The second factor to evaluate is the security needs of each team member. In doing so, the team leader will ensure that the workplace is safe, that his team members are eligible for benefits such as pensions, and that his team is exposed to fair and advantageous working conditions.

The next factor to examine is the feeling of belonging. This can be accomplished by the team leader encouraging and allowing his team to form social groupings. As social creatures, employees will feel valued if they are let to interact with others. In doing so, team members will feel valued and appreciated within the organization, resulting in increased motivation. This type of incentive can also be provided by ensuring that management communicates effectively inside the organization.

On the fourth level, self-esteem, a team leader can motivate his team members by ensuring that the team develops a positive self-image, respect, and even recognition. This pertains specifically to concerns such as their job title, working conditions, and even the prestige of their responsibilities or assignments.

Maslow's theory of the hierarchy of needs concludes with the self-actualization level. In it, the team leader should emphasize both the growth and development of each team member. This will be easily accomplished if the team leader guarantees that his colleagues have autonomy in their work and are assigned progressively difficult tasks. By doing so, the team leader will inspire his team members to develop and expand their careers. Regarding the Douglas McGregor theory, we shall examine the two theories independently. We begin with hypothesis X, which might be classified as a hard or soft approach. In the hard method, the leader has the option to coerce, threaten, and even exert strict control over his team members.

In the soft approach, the team leader has the option of being permissive or seeking harmony with his team members, with the hope that they will cooperate when the situation calls for it. However, the team leader should be extremely cautious while employing this idea, as both techniques can easily result in undesirable effects, such as antagonism for the hard approach and blackmail for the soft approach.

Regarding hypothesis Y once more, a leader can motivate his team members by:

Ensuring that labor is both decentralized and delegated. This will ensure that both power and responsibility are distributed fairly. In doing so, team members will feel that they have greater duties to the organization, resulting in increased commitment and motivation. Second, the team leader should regularly perform job expansion. This will ensure a bigger task scope and satisfy the egos of his team members. In addition, a leader must ensure that his team members are involved in management and decision-making processes. This will make them feel valued and acknowledged in their varied organizational roles.

Conclusion

The team leader might have his team establish their own objectives and goals for performance evaluation. This will drive them because they will feel that their aims are not being imposed upon them, but rather that they are responsible for determining them based on their diverse talents.

Consequently, it is evident that both Abraham Maslow and Douglas McGregor's theories have great promise in the business and corporate worlds. Therefore, it is the obligation of all leaders to assess the level of their team members in order to decide the most appropriate rewards for their team members.

List of Citations

Patrick M. and Bruce C. (2000). Management: New York: Baron Education Series.

Calver, Charles S (2001). Self-Reduction of Behavior. Cambridge University Press, New York.

R. Fincham and P. Rhodes (2005). Principles of organizational Behavior, published by Oxford University Press in Oxford.

Miner J. (2002). Organizational behavior, theoretical foundations, and analysis: Oxford University Press.

J. Quick and D. N. (1996). Organizational behavior, London: West publishers.

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Introduction

In the modern world of intense market competition, companies are primarily concerned with maximizing their personal profit through customer service. In addition, various ethnically and culturally diverse business partners and competitors demanded the development of policies that would regulate business relations and place all participants on an equal footing with regard to communication and ethical standards.

There are some business rules and regulations in the business world that must be followed. Company social responsibility is commonly characterized as “a commitment to promoting community well-being through discretionary business practices and contributions of corporate resources” (Kotler & Lee 2005, p. 3). (Kotler & Lee 2005, p. 3). There are differing opinions regarding whether corporate social responsibility has positive or bad effects on the business sector.

Numerous constant disputes and disagreements exist between opposing parties regarding the advantages and disadvantages of implementing corporate social responsibility principles. Some argue that corporate social responsibility is important because it helps to regulate the business world, while others view CSR as an attempt to eliminate the core principle of business, making a profit, and replace it with a social field.

The focus of the study is corporate social responsibility in the United Arab Emirates, including its particulars and peculiarities. The primary objective of this research is to conduct an interview with Saeed M. Al Tayer, the CEO of the Dubai Electricity & Water Authority Company, and the other employees to determine how corporate social responsibility is implemented in the company; it is also essential to determine the level of corporate social responsibility implementation in the company and consider employees' reactions to the company policy.

Literature Review

To comprehend the fundamental concepts of corporate social responsibility, it is essential to examine two opposing viewpoints on the issue. Some academics and business professionals view corporate social responsibility as a driver of global business development, whereas others view it as a barrier to business development in its original sense.

Maksimainen, Saariluoma, and Jokivuori (2009) claim that the core idea of the corporate social responsibility is “how companies consider the interests of society by taking responsibility for the impact of their activities on different stakeholders from owners to employees and customers as well as the environment” (p. 557). (p. 557). Considering this issue as a positive factor, the authors are confident that the corporate social responsibility they declare promotes customer-focused and socially beneficial business structures. Corporate social responsibility is an attempt to govern the beneficial contributions that businesses should make to society.

Corporate social responsibility implements actions that are intended at promoting “social causes and meeting pledges to corporate social responsibility” (Kotler & Lee 2005, p. 3). According to Aguilera, Rupp, Williams, and Ganapathi (2007), these activities are focused at altering the business in order to better the environment. The modifications may be varied but they are always geared to the social benefits, specifically the changes in the manufacturing processes for decreasing the adverse influence on the environment and the improvements in the labor relations.

Barrett (2009) emphasizes not just the social benefits of corporate social responsibility, but also its ethical implications. The author attempts to draw a parallel between corporate social responsibility and business ethics before concluding that they are synonymous. The research conducted by Andersson, Giacalone, and Jurkiewicz (2007) in relation to the ethical direction of corporate social responsibility indicates that "the significance of socially responsible actions can be influenced by the interaction of hope and gratitude when addressing issues of ethics and philanthropy" (p. 407).

In contrast, Senser (2007) questions the significance and good impact of corporate social responsibility, arguing that it is "based on a flawed — and dangerously flawed — analysis of the capitalist system" (p. 77). de-Los Angeles Gil Estallo, Giner de-la Fuente and Griful-Miquela (2007) investigated the advantages of corporate social responsibility, nevertheless, they also recognized some limitations of the principle and detrimental influence on business and stakeholders (shareholders, suppliers, citizens, and customers) in general. The primary limitation is that the company cannot adhere to all corporate social responsibility principles, as doing so would be against its interests. It is impossible to satisfy all desires, including political, socioeconomic, and business goals.

Turning to the subject of corporate social responsibility in the United Arab Emirates, it should be mentioned that various authors researched this question. Katsioloudes and Brodtkorb (2007) investigated the performance of corporate social responsibility in the United Arab Emirates. The key conclusion is that being the East country, the United Arab Emirates remains in the epicenter of wars and different terroristic crimes.

The United Arab Emirates implemented the principles of corporate social responsibility in the region and remained the country with stable political and economic factors, despite the difficulty of remaining a socially directed nation. The challenge of application of corporate social responsibility in the enterprises is very sharp in the country as one of the hallmarks of the region is multiculturalism.

Due to the impact of Western nations, the incorporation of corporate social responsibility in the region became feasible. The main conclusion of the research in the study is that corporate social responsibility is highly developed in the United Arab Emirates and the business world tries to assist in the improvement of the business processes and cares of their positive influence on society (Katsioloudes & Brodtkorb 2007). (Katsioloudes & Brodtkorb 2007).

Rettab, Brik, and Mellahi (2009) evaluated the "financial performance, employee commitment, and corporate reputation" of companies to determine the relationship between corporate social responsibility and organizational performance. The conducted research indicated that corporate social responsibility has a favorable effect on organizational performance in United Arab Emirates enterprises.

Thus, it may be inferred that there are two opposed viewpoints on the corporate social responsibility concepts, positive and negative. About the United Arab Emirates, it is possible to claim that the country possesses good potential in the business sphere and aims to create the ethical and corporate socially responsible business sector.

Methodology

The target of the study is the Dubai Electricity and Water Authority Company. The primary objective of the research is to examine the company's corporate social responsibility principles and the views of its employees toward such ideals. The qualitative method was chosen to conduct the research because it is the most effective way to collect the opinions of employees, with an emphasis on analyzing the data gathered. The interview is selected as the qualitative research approach. Saeed M. Al Tayer, the chief executive officer of the organization, and a few other employees who can answer the questions will participate in the interview. The answers of the employees will be summarized and analyzed. The conclusion of the research will be presented with a further discussion of the results acquired while the questionnaire.

Sample and process

Saeed M. AL Tayer and ten other workers of the Dubai Electricity & Water Authority Company are participating in the interview. These respondents were asked the same 10 questions orally. They had to answer the questions relating to their personal opinion. An individual conducted the interview. The participants were selected at random without regard to their age or gender. The primary requirement for participating in the interview was prior employment with the organization. Those employees who had not worked for the company for five years were excluded from the experiment.

The responders have enough time to answer the questions. The study questions are prepared by Katsioloudes & Brodtkorb (2007) who applied them to the other company. The questions can be answered with "yes" or "no"; however, the interviewee was not required to respond if he or she did not know the answer. The respondents were free to express their personal opinion and comments if any. The questions will be used for our research to understand the corporate social responsibility of the Dubai Electricity & Water Authority Company.

Does the Dubai Electricity & Water Authority Company obey the United Arab Emirates environmental law? Does the Dubai Electricity & Water Authority Company assess its impact on the environment? Does the Dubai Electricity & Water Authority Company have effective internal measures in case of the environment harming activities sanction? Does the Dubai Electricity & Water Authority Company consider the impact of its suppliers' actions on the environment? Is the Dubai Electricity & Water Authority Company involved in community-benefiting initiatives? Does the company possess plans for spending resources for social purposes? Before introducing new products to the market, does the Dubai Electricity & Water Authority Company conduct security tests? Does the Dubai Electricity & Water Authority Company document consumer complaints for future examination? Does Dubai Electricity & Water Authority Company have a social responsibility policy? Does the Dubai Electricity & Water Authority Company report on corporate social responsibility-related activities?

Results Analysis

The results of the investigation are not surprising since it was predicted that the Dubai Electricity & Water Authority Company is corporate socially responsible. The results are displayed in table 1 for better perception.

Table 1. Questionnaire findings.

Number of inquiries Yes Not Not sure/do not know

1 6 2 3

2 5 2 4

3 2 7 2

4 5 1 5

5 5 2 4

6 6 1 4

7 6 1 4

8 11 0 0

9 3 1 7

10 8 1 2

As the company's CEO, Saeed M. Al Tayer is the most knowledgeable about the company's work in the area of corporate social responsibility. Therefore, it is essential to highlight and emphasize his responses after presenting the research findings of all respondents. The responses of Saeed M. AL Tayer are listed in Table 2.

Table 2. Saeed M. AL Tayer’s replies.

Question 1 2 3 4 5 6 7 8 9 10

Response yes yes no yes yes yes yes yes no yes

110 answers were got from 11 employees (10 simple employees and the CEO of the company) (10 simple employees and the CEO of the company). Thus, when the results are got, it may be concluded that 51.8% of employees were sure that the Dubai Electricity & Water Authority Company is corporate socially responsible. Only 16.36% of respondents had a negative impression of the company's positive image in the area of corporate social responsibility. As interviewees were not required to respond to questions they did not know the answer to, 31.8% of respondents were either unsure of the question or did not know the answer.

Saeed M. AL Tayer’s replies are significant as as the Dubai Electricity & Water Authority Company’s chief executive officer, he knows for sure the answers for each question. Therefore, according to 80% of Saeed M. AL Tayer's responses, the company was socially responsible. The company lacks a specific corporate social responsibility policy that could legally dictate the actions it must take. Moreover, there is one more constraint in the corporation in the relation to corporate social responsibility, the Dubai Electricity & Water Authority Company does not have efficient internal mechanisms in case of the environment detrimental actions punished.

Discussion

Discussing the results, it is possible to notice that the employees of the company are not very aware of the company’s actions, still, they are rather informed about the company’s actions devoted to the social activities. While answering the questionnaire, Saeed M. AL Tayer was not bound by yes-no replies and gave us with a full explanation and comments to each of the questions. Based on his answers, it may be concluded that the company strictly followed Dubai’s environmental law and contributed to nature protection via using the equipment that helps reduce the harmful effect on the environment.

Furthermore, the corporation tried to encourage the suppliers and other stakeholders in the awareness of the necessity of environmental protection. The suppliers of the organization were encouraged to adopt environment-friendly procedures, as well as renewable sources, and giving an attempt to reduce the waste associated to the manufacture. Saeed M. AL Tayer noted that it is detailed in the company’s Environmental Policy (Government of Dubai 2010) that the company cooperates “fully with relevant governmental and non-governmental bodies” and assesses “the likely environmental effects of planned projects and operations”.

Still, the company does not have effective internal measures in case of the environment harming activities sanction and it is one of the company’s limitations. But, being quite new, almost 20 years old (Government of Dubai 2010), the company has the goal strive to. As stated previously, the company cares deeply about the local community and provides plans for the improvement of the regional environment. Saeed M. AL Tayer is sure that the company wishes to be useful for society as the material and spiritual wellbeing of the population of the country is the guarantee for successful company development.

Based on Saeed M. Al Tayer's responses and the responses of all ten employees, the company documents the customer complaints for future examination. It may also be viewed on the company's website, where individuals are welcome to leave suggestions and feedback on all matters pertaining to the company. Furthermore, the company reports to the citizens of the country about the activities that were conducted. Nevertheless, being a corporate socially responsible company, it does not have a corporate social responsibility policy that might control the acts and the activities the company delivers.

It is significant to notice that all the respondents (100%) are aware of the fact that the company records the customers’ complaints and analyzes them. The fact that all employees are aware of this fact demonstrates that the company is customer-focused. It is also important to note that 72.7% of employees are aware that the corporation reports on its actions to the public. As only 18% of respondents responded positively, the respondent doubted that the company has effective internal measures in the event of a sanction for activities that harm the environment. Incorrectly, 27.3% of respondents believe that the organization has a corporate social responsibility policy.

The main contribution of the research and of the results that were obtained is the understanding that the Dubai Electricity & Water Authority Company is a corporate socially responsible company with a high scope of activities that are directed to the improvement of the general situation in the country. The majority of the company's activities are dedicated not only to its direct responsibility, the provision of electricity and water to the cities, but also to the

Table of Contents
Introduction to the Effects of the Delay Bibliography

Introduction

As the largest passenger aircraft ever constructed, Airbus A380 was a project that would elevate the aviation industry. Numerous airlines had already reserved the new Airbus A380, indicating that they had planned for its integration with in-flight operations and customer services. Many in the aviation sector were enthused by the potential of the Airbus A 380's unique capabilities and services, which resulted in numerous orders by flight firms. Amidst the enthusiasm, the unexpected news that Airbus 380 manufacturing would be delayed arrived. This announcement was followed by additional production delays, resulting in customer dissatisfaction and supply cancellation. These manufacturing delays had a substantial impact on the aviation industry, which was negatively impacted by a number of enterprises. While the impacts were more detrimental for Airbus Company in respect to its clients, certain businesses gained from the overall situation. Boeing is an example of a corporation that benefited directly and indirectly. This article examines the reasons of Airbus A380 delays as well as their repercussions.

Wiring issues are believed to be the primary reason of Airbus A380 production delays. Given that there are over 1200 operations to control the plane due to its unique design, this is easily understood. This requires approximately 98,000 cables and 40,000 connections. In addition, the digital system itself includes up to 500,000 wires that must be synchronized with computer systems located in other countries. This issue is exacerbated by the fact that the plane's components are built in at least four distinct places, needing transfer by ship to Toulouse, France for final assembly. While engineers in countries such as Germany used one version of CAD to design a component, engineers in France used a different version. Consequently, information was lost during the compilation process of these versions.

This presented a significant challenge during the wiring phase. There was a need for modifications to German-made fuselage elements. In addition, the corporation committed to using aluminum rather than copper in its wiring. During design, this was intended to lower the aircraft's weight. According to Mike Jahadi, senior manager of CAD/CAM integration at Lockheed Martin Aeronautics, the cross-section of the employed aluminum wire would be around fifty percent larger. This creates a difficulty in that the harnesses become more rigid, making it more difficult to navigate confined spaces. This factor was overlooked during the development of the Airbus A380, resulting in serious issues.

Although the corporation attributes delays to the 530 kilometers of wire in each aircraft, these delays could have been caused by other factors. For instance, some aviation industry professionals contend that the Airbus A380 was discovered to be approximately 5.5 tonnes heavier than intended. This required a redesign to minimize the weight, which caused delays. Others have hypothesized that the Airbus delays were not true delays to begin with. This is because the corporation may have miscalculated the complexity of designing an aircraft of this type. Therefore, the corporation was unable to provide clients with reliable information regarding the delivery of the new aircraft.

Above and beyond this, it is common knowledge that there were challenges and conflicts inside Airbus management about the design and manufacture of the A380. Numerous individuals have suggested that it is highly questionable whether the company's issues were primarily technological, administrative, or political.

After completing the wiring for the first aircraft, Airbus recognized this as a significant achievement and began working on a long-term solution to wiring issues. In this sense, Airbus established a unified platform for usage by all production sites, primarily between German and French facilities. From the 26th aircraft onward, this platform produced aircraft. The corporation has sixteen production facilities in four countries. As previously mentioned, wiring issues began when it became apparent that German-made Airbus A380 components could not be assembled with other Airbus A380 components. Experts have attributed this incident to the company's failure to implement advanced 3D design tools in Germany comparable to those utilized in Spain and France.

In any organization, strong governance emanates from the leadership. Airbus made modifications to its program management in an effort to find a permanent solution to the obstacles it faced. Moreover, Airbus management initiated the introduction of a new set of design tools intended for usage at all stations. This was designed to promote consistency and quality. The adopted design fees included CatiaV4, CIRCE, and GILDA. This necessitated the training of design people, particularly in stations that did not use these techniques, such as Germany. All design and other activities would be monitored simultaneously from all locations, with frequent reviews and timely revisions.

Consequences of the Delay

Any reputable organization must have a risk management plan in place. However, many businesses fail to include this vital technique into their operations. Airbus Company was in a similar scenario. Airbus Company was harmed by the delays because it lacked a well-defined plan to protect itself from such an occurrence. Numerous aviation companies have incurred major cancellations as a direct result of production delays. One such corporation was FedEx, which canceled a $3 billion purchase for ten airplanes. Instead, FedEx awarded the bid to Airbus' rival Boeing. In addition, a number of airlines have been hesitant to put additional orders for Airbus A380. This has resulted in a decrease in profits for Airbus Company, in addition to losses. 2009 marked the first time in six years that Airbus orders fell below deliveries. The impact of delays was exacerbated by a global economic downturn that has impacted enterprises. With no obvious answer to this issue, the corporation initiated a program to lay off more than 10,000 employees in order to reduce costs. Even while the corporation is optimistic that there will be no future delays, it may still be required to pay millions of dollars in penalties as a result of the delays. In turn, this will further harm the company.

In addition, Airbus's credibility has been damaged by production delays. Concerns have been expressed about the design that uses aluminum wiring instead of copper, which has often failed in domestic applications. Therefore, its design could threaten the safety of passengers. People have questioned the efficiency and efficacy of Airbus management due to the company's failure to adopt a unified design strategy when designing components in multiple locations. Similarly, the management may be held accountable for failing to accurately anticipate the obstacles that would arise during the A380's implementation. This would have allowed the organization to provide customers with correct information regarding order arrival. A corporation that designs and manufactures airplanes for which passenger safety is paramount is likely to perform better in these areas. As a result of these repercussions, following delay-related issues, Airbus shares dropped considerably.

Airbus's delays have not only been felt by the company itself, but also by a number of other businesses. Numerous airlines have linked their weak financial performance to airbus delays. Numerous of these airlines make preparations to accommodate and place fresh orders, which are continually delayed. There are also financial costs associated with the cancellation of these orders. Planning is one of the most crucial components of any organization; nevertheless, delays in orders create uncertainty that hinder a company's ability to plan efficiently. Instead of relying on orders that are not delivered on time, it is preferable for such businesses to have pursued alternate options.

Due to the difficulties presented by the Airbus A380 project, numerous other programs were impacted. A delay in the delivery of A400M military aircraft by the Airbus Company to numerous NATO nations in Europe is an illustration of this. The initiative had incurred expenses, of which a sizeable amount was lost. Due to these delays, anxiety is also generated. This can easily establish a chain in which business and contract partners are unable to assist and collaborate with affected enterprises and organizations.

Conclusion

Airbus A380 was an ambitious project that has provided the aviation sector a unique aircraft. Airbus was unable to provide correct information to its clients due to management's inability to anticipate the problems connected with such a project. In addition, inability to coordinate and supervise design and production processes at all manufacturing stations resulted in an unanticipated wiring problem that caused delays. It is essential for businesses like Airbus to learn from and fix similar situations that can lead to such delays. This is especially important given the delicate nature of the aviation business.

Sources Cited

Aerospace-related news, Airbus A380 delay, Web, 2007.

Aviation week, Airbus Anticipates a Significant Order Decline in 2009, Web.

An Economic and Trade Perspective, Airbus Industrie, Congressional Research Service, 1992, U.S. Library of Congress.

David, R., "Airbus will lose €4.8 billion due to A380 delays," London: The Times Online, 2006.

Davis, S., "Wiring Design Failed, Causing Airbus A380 Production Delays," Power Blog, ED Online ID #14663, 2007.

1982. Praeger Publishers. Dogfight, M. The Transatlantic Battle over Airbus.

1995 John Wiley publication of T.A. Heppenheimer's Turbulent Skies: The History of Commercial Aviation.

Kenneth, W., "What Caused the Airbus A380 to Land?"

” dalyst, 2006, Web.

Kevin, D., "Survey: Europe Reinvented: Airbus has reached maturity," Financial Times, Web.

The Air Bus Saga, A380 Crisis Impacts Other Projects, 2006, Web.

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Table of Contents
Introduction Human Resource Management Activities and Methods Conclusions about Staffing Training Evaluation Compensation References

Introduction

Assessing strategic human resource management (HRM) project provides a detailed explanation of why a company's human resources (HR) department must match with its overall strategy. As a company expands and strives to flourish and remain profitable in a dynamic global business climate, its needs will evolve. In the instance of Maersk Group, the company began as a tiny organization with a family-like structure. They hired inexperienced young workers, trained them, and retained them until their 50th wedding anniversary ( Notteboom, T., Satta, G., & Parola, F., 2020). Unfortunately, the company's reluctance to punish and fire some of its failing employees had a severe impact on its globalization goals. Consequently, this study investigates the numerous functions and procedures inside the enterprise's human resource department.

Human Resource Management Activities and Methods

As technologies, sectors, and consumers evolve in a digitally-driven marketplace, the present business climate is in a state of flux. People have been significantly affected by the transition, and every business action has a lasting effect. Therefore, the Maersk Company's HR department should be able to inform approaches and support people in navigating the changes. There are a variety of techniques to recruit, train, invest, and attract personnel in the modern economy. However, it is impossible to tackle all initiatives simultaneously (Hasan, 2020). Therefore, supporting Maersk's trade plan will give its HR a tactical focus and assist in prioritizing its goals. Similarly, aligning the HR department's structure with its commerce strategy would enable it to attract the proper individuals. Appropriate competence is always valuable, but Maersk should invest in specific skill types or jobs at specific times. Finally, aligning the organization's human resources with its commercial plan will allow it to move as a unit. Consequently, aligning human resources (HR) with the business strategy can increase workforce satisfaction and performance, as well as ensure that employees are motivated to assist the company in achieving its strategic objectives and enhancing their influence and decision-making ability across the organization.

In contrast, the present global industry in which Maersk Group operates has had multiple effects on its HRM processes. First, the impact of globalization on human resource development influences the need to recognize cultural differences both within and outside the workplace. Even if Maersk has its own corporate cultures and methods of operation, there are cultural and sociological differences among its personnel that must be taken into account (Hasan, 2020). The cultural norms of a community influence the workers and how they regard their occupations, especially in relation to their families and employment expectations. Some religions may also include arbitrary values regarding gender roles, particularly those addressing women in administrative positions.

Moreover, a manager recruited to the company from the home office may not be the greatest option to manage the foreign staff, as they may be unfamiliar with the intricacies of the local traditions and the business practices that are deemed to be of value. In some economies, for instance, the normal workday may range from 9 to 5 hours (Hasan, 2020). Workers may be accustomed to beginning their day earlier, having lengthy midday breaks for rest and eating, and ending their work by dusk on a regular basis. Second, global variables like as changing tax and labor rules can have additional effects on Maersk's human resource management procedures. The Human Resources department must be prepared to manage varying employee benefit requirements, tax rates, and environmental regulations (Hasan, 2020). Consequently, modifications must be made to preserve compliance with the local administrations. These requirements may be in addition to or depart from the current corporate principles.

Lastly, when Maersk expands its activities into other countries, globalization conditions have an impact on the HR processes of both its current and incoming personnel. As part of HR's involvement in globalization, the department will need to provide more assistance to its current employees as they transition to new roles overseas. Assistance with housing, visas, cultural awareness training, and work permits is required (Hasan, 2020). To successfully operate in the new markets, it is also necessary to build and acquire new local capabilities.

Staffing

Maersk typically hired recent high school graduates who were untrained and young. The newly hired employees would then be expected to finish a two-year training program before being placed in foreign countries. The organization's management fostered a family-like environment; hence, employees remained with Maersk for 40 to 50 years (Morton, 2020). Due to the company's family-oriented culture, Maersk's management typically had difficulty terminating failing employees. The strategy corresponded with their aims and goals, which were to have an all-encompassing, uniform, company-driven principle.

Comparing and contrasting the hiring of employees from the internal workforce and the external job market reveals that working with personnel from both job markets is advantageous. However, elevating employees would be advantageous because they can work faster than a team recruited externally. Internal personnel has a comparative understanding of the strategic concept, the organization's laws and guidelines, and functional operations (Morton, 2020). Due to training and starting up the new employees, outsourcing is expensive. In addition, one of the methods that Maersk employs to ensure the efficacy of its recruitment procedures is training personnel in a variety of operational skills (Morton, 2020). However, the corporation failed to prioritize the requirements of their employees. Maersk underperformed in supporting the growth of individuals within their organizations through career management, a development tied to personal objectives.

Training

Prior to beginning training, it is necessary to comprehend the organization's objectives. An organizational assessment would be one of the essential requirements. Maersk emphasizes the duties and responsibilities of the position they are recruiting for as well as the qualifications necessary to be hired by the organization. Employees are informed that they are expected to work for any American business and should not anticipate special relocation compensations and benefits (Morton, 2020). The second prerequisite is to administer a task test. Depending on the present work needs, it is vital to investigate the job obligations and determine where adjustments or updates should be made.

In addition, the significance of changing learning events at Maersk is to expedite the value and distribution of services to the company's trading customers. Customer service is an indispensable asset for any firm. Therefore, Maersk Customer Service is typically the primary point of contact for customers. The company can generate learning achievements by recording and analyzing telephone conversations to instruct employees on what to do and what not to do (Morton, 2020). In addition, managers should implement training programs for customer service positions in which staff accept live calls under observation or alongside a customer service specialist.

The beliefs of an organization can influence the development of training plans. Several employees have received computer-based training, and certain hands-on activities and presentations reviewed while sitting and listening to a coach are done in PowerPoint. However, the PowerPoint slides should be used to show primary data for each employee (Morton, 2020). To enhance consumer experiences, there should be continual training sessions in the customer service department, and all customer care employees should receive the same level of training.

A company's training evaluations are crucial because they serve as the primary factor in determining an employee's work capabilities. Effective evaluation will determine who needs training, the type of drills, and the duration. Training needs evaluation is the method organizations use to analyze or reevaluate their activities in a single division or the entire organization in order to identify areas where they are lacking and not achieving the goals set by staff productivity standards (Morton, 2020). Nevertheless, there are costs associated with training, thus delivering drills to employees who do not require them wastes business resources.

Lastly, it is essential to establish SMART (Specific, Measurable, Achievable, Realistic, and Time-Bound) objectives. Specific is when firm managers document work-related incidents. It is written uniformly so that everyone who reads it will draw similar conclusions. In contrast, quantifiable is when a corporation develops a set of criteria for measuring and evaluating its work (Morton, 2020). Achievable verifies that the task is one that a well trained employee can complete. In addition, being realistic requires knowing how the task will be completed and how it will affect the firm. Finally, time-adapted refers to how well the task fits inside the timeframe established by the company. When it comes to time alignment, managers should have various period configurations, as they require a time frame for hiring and training.

Evaluation

Performance administration is utilized to ensure that a company's goals and objectives are on the correct path that is in its best advantage. The purpose of performance control is to fulfill the company's strategic responsibilities. Human resource management (HRM) is solely concerned with HR evaluation and information system, labor union legislation, staff support, and employee perks (Notteboom et al., 2020). Human resource management articulates the appropriate training activities that are aligned with the organization's vision and values, as well as assisting employees in achieving their strategic goals.

There are numerous differences between the behavioral, outcome-based, and trait performance evaluation approaches. An example of a trait is a collection of human traits that may include, but are not limited to, assertiveness, appearance, labor principles, management, dependability, and conclusions. There are several instances in which this quality can be utilized extensively, such as when an employee or management want to describe leadership ability, consistency, and other benefits that can be derived from this type of evaluation (Notteboom et al., 2020). In contrast, a result-centered performance system is used to measure the productivity of employees in a company. For example, if the staff answers appropriately to the phone contact and if they validate the client's information as required by the administration.

The trait-based appraisal system is the optimal system for Maersk Consumer Care Service to implement in Care Business Partner. However, the method requires that personnel suppress certain characteristics. The employee's required behavioural traits will contribute to the department's cohesion, so fostering an unbreakable working relationship and strengthening organizational ethics (Notteboom et al., 2020). The factors will assist HR in realizing Maersk's strategy design and exceeding expectations.

In the company's performance management systems, rating scales are used to assess an employee's degree of productivity. Behavioral fixed evaluation measures assess distinct behaviors that represent performance intensities and are utilized by HR to determine an employee's various social spheres. Consequently, there exist degrees of productivity management measurements, which are frequently employed in assessment scales. The five level productivity management scales provide an enhanced ability to differentiate between employees by showing two levels, two major performance points at each level (Notteboom et al., 2020). These levels include satisfactory and less than satisfactory levels, and they further moderate outcomes' tendencies or focus on the core.

Compensation

Maersk's compensation philosophy is a set of standards pertaining to the benefits of their personnel. The corporation evolved from a family-owned enterprise to a publicly traded institution offering a variety of pay strategies. It will provide employees and other businesses an idea of how a company feels about vacations, health, sick days, and devotion to relationships (Notteboom et al., 2020). The pay strategy should include both direct and indirect rewards that employees demand from their employer. Direct compensation is the amount of payment an organization is willing to pay an employee for accomplishing a task. It includes overtime, shift differentials, and long-term and short-term bonuses.

Depending on the number of businesses studied and the circumstances that are evaluated, compensation examinations can be advantageous. Therefore, if an expert is evaluating an investigation, they must determine if the position they are applying for is the one that was investigated. The strategy provides employers with statistics on salary variances for various job types and different nations' regions in order to determine where they stand in comparison to other industry competitors (Notteboom et al., 2020). Human resource departments benefit from surveys, particularly when recruiting fresh talent or maintaining current staff. It helps ensure that workers are neither underpaid nor overpaid.

The advantages of discretionary benefits for Maersk are that research indicates that the workforce wants to select their remuneration packages and that they can be a deciding factor among multiple employment alternatives. With discretionary incentives, a corporation can demonstrate its appreciation for its employees. Maersk regards discretionary awards as a method for establishing a firm foundation with its employees. Given that the corporation evolved from a family-owned business to a publicly traded company, efforts have been made to maintain the family atmosphere's ethos regarding discretionary compensation packages (Notteboom et al., 2020). Moreover, their packages are adjusted and include a variety of compensations that encourage people to work for them, hence maintaining their workforce. The company thrives by providing additional employee benefits packages, which may be the norm for other businesses.

Conclusion

Human resource strategies play a crucial part in the success and productivity of the ever evolving and chaotic global shipping sector. Maersk Company's organizational strategy and culture have contributed to the company's growing international market share and enhanced staff retention. Therefore, the approach should not be considered as an ineffectual notion; rather, business experts should evaluate it further to determine its contributions and limitations to the expansion of businesses.

References

Hasan, M. (2020). Human Resource Management induction.

The Morton, T. (2020). The Company Man Curriculum. Web.

Notteboom, T., Satta, G., & Parola, F. (2020). Brand strategies of container shipping lines after mergers and acquisitions: visual identity alternatives for carriers. Maritime Economics & Logistics, 1–32 on the Internet.

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Table of Contents
Introduction Evaluation of sales group performance Key factors in sales Culturally-based concerns Conclusion Bibliography

Introduction

Building a globally competitive sales force demands patience and innovation in abundance. To accomplish the mission effectively and efficiently, the team must possess the necessary skills and drive. However, each sales technique adopted in a particular market must be tailored to that market's local environment. Because each market has distinct characteristics that must be addressed during sales force training.

Evaluation of sales group performance

During the debate, it became clear that a target-based approach is the most effective performance measurement strategy for sales personnel. This entails establishing particular benchmarks against which success will be measured. However, this will need to be tailored to each individual market, as each market presents its own unique obstacles. The conversation showed me that static standards demoralize the sales staff because they impede individual motivation when market-dependent targets are set too high. Different markets have varying demands for our products, therefore setting sales goals for the entire sales staff can disadvantage some while benefitting others. This implies that we will need to split our worldwide market based on demand in order to establish goals. Furthermore, it seemed to me that group-based assessment does not function well with a sales team because it discourages individual effort, as some salespeople typically work harder than others. Measuring group performance will result in individuals relying on the efforts of others, leading to demotivation.

Key elements in sales

Teamwork is a crucial component of any sales team, without which it is exceedingly impossible to achieve real success. Before assigning members of our sales team to their separate responsibilities, we will need to instill in them a sense of teamwork in order for them to successfully complete sales tasks. This will be accomplished through team-building exercises such as role-playing assignments. Without teamwork, their efforts are likely to fail in a global market scenario. Teamwork will require the sales staff to set aside their individual concerns in order to concentrate on the greater picture or objective (Articles Base, 2009).

Communication abilities are indispensable for any salesperson. Your capacity to interact with your customers has a significant impact on your ability to capture their attention and deliver your message. A smart salesperson will be able to pique the customer's curiosity and then communicate the product's attributes in a way that adds value to the product being sold. Your face expression and speaking ability can either endear you to a consumer or result in your dismissal. The sales team will learn this competence through frequent practical training and regular practice sessions. Again, this will be adapted to each country's unique cultural context.

Presentation abilities are crucial in sales, as buyers build an impression of you based on your look and manner of presenting oneself. Their disposition toward you impacts whether they will purchase your product, listen to you, or disregard you. Poor presentation results in negative preconceptions, which hinders one's achievement. Everything from your clothing code, posture, and manner of speech will be vital, especially when working with a multicultural global market. To instill this in my sales staff, I will perform practical training activities after doing an in-depth analysis of the cultural practices of my market.

Self-discipline is essential for doing any duty. This pertains, among other characteristics, to how you interact with the rest of the team, your clients, and your superiors. A salesperson who lacks discipline lacks respect for coworkers, supervisors, and customers. This has apparent negative impacts on his or her performance as well as the performance of others, in addition to the company's brand image. To instill discipline, I will outline the company's regulations and have employees sign the company's code of conduct.

Stress resistance is an essential quality for any salesperson, as it enables him or her to handle the pressures of sales activity. In addition to pressure from superiors and consumers, sales include pressure to reach and exceed goals. In addition, salespeople should build abilities for handling consumer rejection. I will conduct practical workshops to strengthen their stress resistance skills in addition to teaching them how to deal with situations that cause stress.

Cultural questions

Any worldwide marketer who aims to sell products in a specific country must consider that nation's culture (Marketing teacher, 2009). The multicultural aspect of the global economy poses the difficulty of adapting to many cultural settings and ways of life. In the Asian market, for instance, the team will need to adjust to a conservative clothing code and lifestyle, as well as the way of public engagement, which could be a formidable obstacle. To accomplish this, I shall instruct them about the customs of the local populace and the essential cultural requisites.

The state's policy regulation is an additional matter that must be resolved amicably to ensure the fulfillment of our objective. Different country legal codes differ in both social and corporate aspects. To avoid conflict with the country's legal system, I will instruct my employees on the social and business customs of other nations. In order for performance measuring tools to be effective, certain challenges must be considered.

Conclusion

To build a powerful and successful global sales team, one must consider all areas of sales. These include the development of performance measuring methods, the incorporation of applicable technologies, and the consideration of cultural variables that may impede the attainment of sales goals.

Bibliography

Articles Base (2009). The significance of teamwork ArticlesBase.com.

Marketing instructor (2009). International Marketing and Culture: How does culture impact international marketing? Marketing Teacher Ltd. Web.

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A concise synopsis of the case

Enterprise Rent-A-Vehicle is North America's largest car rental firm. Originally created to suit the demands of local clientele requiring car lease and rental services, the company has expanded and spread its branches to more than 6000 locations worldwide and accumulated a fleet of more than 800,000 automobiles. In addition, the corporation employs around 60,000 individuals in its numerous global branches. The expansion is largely attributable to the founder's client- and employee-centric mindset. The company offers car sales, fleet management services, and Rideshare in addition to car leasing and rental. It has offices around North America, but its headquarters is in St. Louis, Missouri.

Enterprise Rent-A-Vehicle has focused its activities on off-airport car rental services over the years, unlike the majority of its competitors who have a significant airport presence. However, Hertz and Avis have made significant inroads into the off-airport car rental industry in recent years, while Enterprise Rent-A-Car struggles to get a foothold in expanding its airport presence. Despite continuing struggles to compete with Hertz and other brands in airport rental services, it is still the most lucrative automobile rental firm. It is claimed that Enterprise Rent-a-Car possesses tremendous profit and capital capabilities. Its primary strategy over the years has been to encourage staff progress inside the organization while placing customer happiness at the top of its agenda.

The company's most recent financial statistics show that it earned a record $9 billion worldwide, compared to Hertz's $328 million. Over the previous three decades, the company has had an average annual growth rate of over 20%, opening an average of 400 locations per year, including a handful in airports. No. 16 on the Forbes list of big American corporations is Enterprise Rent-A-Car. This makes it one of the largest companies in the world, a position that confers enormous financial resources.

Business tactics

The corporation has a distinctive business strategy. First, it comprehends the power of networks and seeks to gain the greatest possible benefits from this resource. It has many locations within 15 miles of each other across 90 percent of the United States. Globally, Enterprise Rent-a-Car employs close to 60,000 individuals in its offices. There is always a chance of finding an Enterprise Rent-a-Car office in the United States, regardless of your location, the size of the town, or the accessibility of the location. Its accessibility and proximity to clients have allowed it to develop great client relationships. In addition, the corporation has made substantial investments in customer service, with an emphasis on having courteous and cordial customer service agents in all of its offices.

The company's business approach places significant emphasis on service quality. Constant emphasis is made on exceeding client expectations. Enterprise Rent-A-Car will pick you up from your front door, drive you to work, and then return you home, all at your convenience. Constant emphasis is placed on making clients recognize the company's genuine concern for them. The company offers additional services, such as truck rental, fleet services, and the sale of old vehicles, in an effort to provide customers with the services they may require. In fact, the primary objective is to provide quality service that ensures client happiness.

Customers are classed as either retail or corporate. The services are tailored to address the specific demands of these client groups. In addition, it is crucial to remember that, as a result of the company's origins as a local vehicle rental service, it has several offices outside of airports. This is unlike the majority of airport-focused automobile rental firms. This makes it easier to recall the firm if one needs to rent an automobile.

SWOT Analysis

Strengths Weaknesses

Provides a variety of products Exerts enormous financial force Established and offering superior client service Has partnerships with a variety of institutions

Costs much to repair Not offering one-way rental cars Has an old fleet of automobiles, resulting in significant maintenance expenses

Opportunities and dangers

Driving is becoming more popular. Trend in car rental Airport presence of the National Association of Minority Automobile Dealers

Local market will grow congested. The used-car market is declining. Oversupply difficulties Mergers & Acquisitions

Product/market approaches

Enterprise Rent-A-distinctive Car's management style distinguishes it from other industry participants. These elements, among others, have supplied it with the necessary competitive edge. Its determination to keep a decentralized, professional, and entrepreneurial crew has unquestionably benefited the company. Operations are where decisions are made. Additionally, the organization provides frequent training for its personnel. The company's management trainees and interns all begin from the lowest learning levels in order to gain a comprehensive understanding of the business.

Industry analysis

The non-airport market sector is a significant contributor to the vehicle rental industry in the United States. Airport-based markets account for 49.3% of the total, while the remaining markets are non-airport. The market is comprised of both retail and business customers. It is essential to highlight that the industry concentrates solely on short-term rentals. It is expected that automobile rental service providers produce yearly revenues in excess of $20,000,000,000, with non-airport service providing a significant percentage.

On the other hand, data indicate that the United States is home to a significant percentage of the vehicle rental market.

Industry efficiency

Despite the slowing car rental market caused by economic difficulties in the United States and Europe, it was anticipated in 2010 that car rental sales reached $25.7 billion.

Competitive pressures

Competitive Competition

There are numerous elements that influence industrial competition. Although pricing may not be significant, businesses must prioritize value systems and tactics that provide long-term profits. Hertz, Vanguard car rental, Cendant Corporation, and Avis are primarily responsible for the industry's competitive rivalry. There are also other tiny competitors seeking clientele.

The prospect of new competitors

Due to financial needs, the threat of possible new entrants is much diminished, and there is thus the opportunity to expand market share. Nonetheless, there are always private automobile owners who prefer to enter the taxi industry and, as a result, compete for a portion of the clientele.

Threat of competition

There are numerous competitors in the industry in which the business operates. Alternatives such as video conferencing, virtual services, collaborative software, personal automobiles, and other modes of mobility pose an ongoing challenge to the market's delicate dynamics.

Influence of purchasers

The car rental market is mostly driven by the customer. Companies are frequently compelled to make adjustments in response to shifting buyer preferences.

Influence of suppliers

Suppliers have little power over the company, however brokers may influence the reduction of leasing costs.

Competitor evaluation

Cendant Co, Hertz Co, and Vanguard Car Rental USA are some of the most formidable competitors in this industry. Avis Group Holdings Inc. is another contender in the automobile rental market.

Industry tendencies

Factor Analysis Evaluation

Political Acts of Legislation

Environmental policies

Use of Company Cars

Rivalry in the Market

Services and equipment taxes

Subventions to the service Strong and determined rivalry, political concerns pertaining to a number of leading firms, and high state taxation all provide challenges for the state.

Economic Surplus Capacity

Scale economies offer advantages.

Services diversification

Mergers and strategic partnerships with other firms Emergence of ecologically responsible automobiles

Diversification of the company's goods and those of its rivals

Social Car Cultures

Style and Taste in Automobiles

Redundancy Differentiating consumer preferences and tastes

Engineering E-Commerce services

Protection of services

Effective Online Rental System

Internet Reservation System

All-encompassing Market Appeal The attractiveness of the market There will always be demand for rental cars.

Consumer research

Enterprise Rent-a-rental Car's market is comprised of four key customer types. The organization has categorized and customized solutions to satisfy the needs of this unique and diverse market. Leisure clients, business clients, sharing clients, and leasing clients are the client categories. The service tastes and demands of consumers vary significantly depending on the client category to which they belong. In contrast to corporate consumers, leisure consumers may select for smaller, more cheap vehicles. These are the forces that shape the automobile rental sector.

Durability of the enterprise

The company's existing business approach has proven successful thus far. Therefore, it is likely that the corporation will retain the system. In reality, the internet platform has remained a firm cornerstone in terms of expressing its aims and marketing. In addition, the decision to market through repair shops, policyholders, and insurance companies has enabled the business to reach a new category of customers.

Alternative strategy

Airport Situating

The corporation will continually strive to expand its presence in airports, according to its website. The approach is anticipated to complement the present corporate strategy, hence creating opportunities for future expansion. Repeatedly, the company's inability to provide a comprehensive service to its customers was hampered by its reduced airport presence. In addition, most firms, like as Avis, have already penetrated non-airport sectors.

International Places

According to the company's website, its growth plan will continue to emphasize foreign market expansion. After achieving success in Canada, the United Kingdom, and Ireland, it is apparent that the company is prepared to explore further international markets and create the groundwork for a brighter future internationally.

The growth of the company cannot be assured if new market niches are not identified. While worldwide expansion is an option, there are still many untapped local markets, such as transporting school children, expanding its fleet business, attending events like weddings, and providing relocation services, among others. Its extensive presence in the United States makes it an attractive option for families looking to relocate.

TOWS Matrix

STRENGTHS – S

Highly interconnected network Solid financial foundation Well-informed clientele Large number of vehicles Diversity

WEAKNESSES – W

a weak market position

OPPORTUNITIES – O

New markets in Europe SO STRATEGIES

Expand market penetration Expand airport office space Increase operations

WO STRATEGIES

Increase your share of airport customers

THREATS – T

Invasion of non-airport offices by rivals ST STRATEGIES

Boost advertising initiatives WT STRATEGIES

Expand the number of airport offices Put up strong marketing

Conclusion

It is anticipated that Enterprise Rent-A-Car will continue to thrive as the preferred neighborhood car rental company. It is possible that its triumphs in the United States will be mirrored in its new markets. In addition, the necessity to provide comprehensive service packages is likely to motivate the corporation to increase its airport presence. This will likely result in a strengthened market position. Through the execution of comprehensive services, it is anticipated that enhancing the company's airport presence would help improve its position as the market leader in all fields. Finally, market penetration is particularly crucial in emerging markets.

As the global economy becomes more interdependent, its worldwide presence will continue to be of paramount importance. In reality, the company's adopted initiatives will significantly determine its continued growth strategy. So far, its strategy has worked well, and hence in addition to new strategies, the company will most likely continue to expand.

[supanova question]

The founder of PacificCoast Company, Maria Gomez, is interested in finding a buyer. She hopes to locate a financially successful company to partner with PacificCoast in order to increase its financial success. She hopes to find a merger partner while continuing to manage the company. The buyer of the business must contribute to the PacificCoast's capital support needs. Disney is interested in increasing its profitability by discovering new inventive techniques and providing a positive consumer experience in order to win their loyalty. Consideration of a merger agreement with the PacificCoast would be prudent for the operation. This paper seeks to evaluate Disney's financial health by analyzing the company's financial data in order to determine whether the company would be feasible for the merger agreement in support of Maria Gomez's objective to increase the profitability of her agency. The history and financial analyses of Disney are presented on a three-year timescale.

Histories of the Firm

The Walt Disney Company, traded on the New York Stock Exchange as DIS, is an American multinational corporation active in the entertainment and mass media industries. The Walt Disney Company was formed by Walt and his brother Disney in 1923, hence its name. It eventually became a market leader in the animation industry before expanding into film production, television, and theme park programming. The corporation's most well-known products are Walt Disney movies and animation studios. In addition, it is notable for its broadcasting channels, such as ABC and cable networks. Therefore, the company's diverse product offerings have contributed to its competitive advantage over rivals in the same industry.

Walt Disney also benefits from its vast reservoir of resources, such as its partially exploited 26,000-acre site. The corporation operates three amusement parks, thirty themed resort hotels, camping resorts, and a number of golf club organizations. It has introduced one of its most significant game-changing goods by opening supermarkets in a number of the organization's parks. This method is believed to attract a large number of interested parties from the entertainment and purchasing demand-pull spectrums. The company's headquarters are headquartered in New York, while its subsidiary companies are located in nations including Italy, China, and Japan (The Walt Disney Company, 2020). The vast reservoir of resources has contributed to the company's performance by guaranteeing that its primary operating costs are adequately covered in order to achieve its profit objectives.

Economic Analysis

Financial analysis plays a crucial role in assessing the economic strengths and weaknesses of a corporation in any given circumstance. Detailed analysis of a company's extensive financial data can aid to direct its future performance. The income statements, cash flow statements, and balance sheet statements will be included in the full financial statistics that are essential for determining Walt Disney Company's financial status. A review of other financial statistics will help prove the benefits of the Walt Disney and PacificCoast Company merger.

Income Statement

The income statement illustrates how a business incurs expenses attributable to its revenues. A company's net profit represents its excess from product sales after deducting all expenses related with such revenues (Dasuki & Wipartini, 2020). The annual report issued by the board of directors of Walt Disney for the years 2017-2019 indicates a progressive increase in the company's profitability over the three years. The reported revenue for 2019 was $69 billion, and the net income was $11 billion. The annual report reflects a 16% rise in profits compared to the reported yearly income of $569,000,000 in 2018. The profit margin in 2018 increased by 7% compared to 2017's financial performance. Therefore, it may be extrapolated that the company's profitability increases over each fiscal year.

Financial Statement

A balance sheet illustrates a company's assets and liabilities, as well as how the assets are financed by equity capital from year to year. Current liabilities for 2019 were reported to be $20,102 million, which appears to be less than the $21,000 million recorded for the 2018 fiscal year.

The Cash Flow Statement

The statement of cash flow depicts the cash and cash equivalent movements resulting from a business's operations. Throughout the three fiscal years, Disney's cash flow statements were reported to have increased by a mean of 16 percent (The Walt Disney Company, 2020). This is reflected by the cash and cash equivalent amounts of 12,000 million, which are lower than the cash and cash equivalent amount of 14,000 million for 2019.

Ratio analysis of Disney's finances

Financial ratios measure the situational performance of a corporation. The ratios provide information on the company's efficiency, profitability, and leverage performance. These ratios are identified according to their classification and relative weight.

Liquidity Ratios

The liquidity ratios illustrate a company's short-term ability to meet its obligations. The company's liquidity ratio performance is consequently presented here.

Present Ratio

This ratio measures a company's capacity to meet its short-term obligations. The current ratio between the consumer services market and the entertainment industry is 1.20. However, Disney's current ratio is 25% lower than the industry standard.

Rapid Ratio Summary

This ratio indicates a company's ability to pay its current liabilities with its current assets. The fast ratio for Disney is 28 000/1,000/31 000 = 0.91 (The Walt Disney Company, 2020). This ratio is said to have climbed by 1% between 2017 and 2019, and by another 2% in 2020.

Cash Ratio Evaluations

The cash ratio demonstrates a company's capacity to meet its present obligations using solely cash and cash equivalents. The ratio is determined by dividing cash by current liabilities. For the 2019 fiscal year, Disney Company's cash ratio is computed as 5,000/31,000, or 0.16. This ratio has reportedly increased by 8.5% compared to the 2018 fiscal year.

Ratio of Leverage Analysis

These ratios assess a company's ability to pay its long-term obligations and the related interest. The ratio is computed by dividing total debt by total assets. The ratio measures the ability of a company's resources to fulfill its shareholders' debts. The declared leverage ratio for Disney is 23%, indicating that the company's resources can repay shareholders' funds by 23%. This ratio is excellent for a firm that is functioning well, as a bigger percentage margin indicates that the company pays out a significant portion of its revenue to shareholders.

Asset Replacement Ratios

These ratios measure the sales-generating asset utilization efficiency of a corporation. A high asset turnover would indicate an efficient use of assets to produce revenue. The following is a summary of the ratios:

Inventory Rotation Ratio

This ratio gauges the rate at which a business sells and restocks its inventory. The information is useful for maintaining good inventory management. The ratio can be calculated as inventories divided by products sold. The inventory turnover ratio has steadily increased over the past three years, according to the annual report of the Disney group. The inventory turnover ratio for the 2019 fiscal year was reported to be 28 (42/1.5), which was higher than the industry average. However, this demonstrated that the company's performance in the entertainment industry was quite poor.

Receivable Turnover

This ratio assesses the effectiveness of a company's debt collection. A low rate of accounts receivable turnover indicates a low rate of debt collection. This ratio is determined by dividing sales by accounts receivable (Ha et al., 2019). 23 was quoted as the standard ratio for the entire consumer market (The Walt Disney Company, 2020). However, Disney's revenue for the 2019 fiscal year was 58 percent greater than the 2017 and 2018 fiscal years. Consequently, the company's rate of debt collection was significantly higher than the average rate for its industry.

Asset Turnover Ratio Total

This ratio indicates a company's ability to generate income from its assets. The ratio represents the efficiency with which assets are utilized to generate revenue. Consequently, a higher total asset turnover ratio is indicative of a company's performance (Kadim et al., 2020). The ratio of Disney Company's total assets to its total liabilities has increased steadily during the past three fiscal years. This demonstrated the company's effectiveness in generating revenue from its assets.

Ratios de rendement

The profitability ratios represent the level of a company's income generation. The following ratios indicate the profitability of a business:

Gross Income Margin

This ratio reflects the proportion of a company's operating expenses to its realizable profits. A bigger margin indicates a successful performance. The company's gross profit margin was recorded as 101*/27/68 = 40% This value was below the 45% gross profit margin of the industry.

Operating Income Ratio

The operating profit margin demonstrates how a company earns profits from product sales. It is computed as operating income or revenue. For the 2019 fiscal year, The Walt Disney Company (2020) recorded an operating profit margin of 99*10/69 = 14%. This ratio has steadily decreased over the past three fiscal years, indicating the company's poor profitability from product sales.

Profit Margin Net

The net profit of a business is the profit margin after deducting all operational expenses. A bigger net profit margin indicates the profitability potential of a business (Keglevic & Basic, 2019). The Disney Company's net profit margin climbed gradually over the past three fiscal years, with the 2019 year recording the highest margin at 30%. This margin exceeded the 4% net profit margin of the industry.

Return on Property

This ratio measures the average net worth of assets. It affects a company's ability to earn income from all of its assets. Over the past three fiscal years, Disney's return on assets ratio has increased. The return on assets ratio for 2019 was computed as 99*11/193 = 5.1%. The progressive increase in this ratio over the past three years was 30%, which appears to be a performance above the market average.

Return on Investment

This ratio assesses the efficiency with which a company's management utilizes its available resources to generate profits. The greater a company's rate of return on equity, the greater its profitability. The return on equity can be computed as 99*11,000/88,000, which is greater than the average market rate. Therefore, the company's profitability was excellent, and it was also rising gradually during the past three fiscal years.

Market Value Return

This ratio provides the financial characteristics of market prices per traded share of a corporation. It assists in evaluating the economic feasibility of a company's tradable shares. The Price Earnings ratio, for instance, reflects the amount that investors are ready to pay per dollar of their current earnings (Ogneva et al. 2019). For 2019, the company's P/E ratio can be computed as 146/6 = 24. From 2017 to 2019, this ratio dropped annually, indicating the company's inconsistent performance on the NYSE market.

Trend Evaluation

Industry Standard Evaluation

Walt Disney is a market leader in the entertainment, retail, and media sectors. Its financial revenue increased gradually, reaching astronomical levels of $69 billion in 2019. In addition to a strong long-term solvency rate, the corporation has a stronger likelihood of timely debt repayment. The company's profitability measures indicate an overall positive rate, indicating its excellent profitability position. With such favorable financial ratios, the company must be able to contribute to the success of PacificCoast Company. The corporation must monitor the P/E ratio to ensure that its price-to-earnings ratio increases steadily.

In addition to its high financial ratios that exceed the usual acceptable market value, Disney Company has low liquidity ratios that demonstrate its incapacity to pay current debts with current assets. In addition, the company's inventory turnover rate is low, indicating inadequate stock management. These symptoms of subpar operations may translate to bad profitability.

Recommendations

Despite the fact that financial measurements indicate that Disney Corporation is a viable enterprise, the company must increase its price-to-earnings ratio and its low liquidity ratio. The organization of the company's account receivables and payables information reflects a history of fast payments. However, the corporation must improve its low inventory turnover. However, the company's reliance on this statistics does not prohibit it from entering into a merger agreement with PacificCoast Company. Appropriate is the suggestion that Pacific Coast Company cooperate and trade with Walt Disney Company. The Organization of Disney has an excellent track record of financial success, which qualifies it to meet the financial requirements of PacificCoast Company.

References

Dasuki, R. E., & Wipartini, Y. (2020). Cooperative Business Performance: Quantitative and Qualitative Methods for Assessing Firm Value Prosiding ICoISSE, 1(1), 266- 288.

Ha, T. V., Dang, N. H., Tran, M. D., Van Vu, T. T., & Trung, Q. (2019). Determinants impacting the financial performance of publicly traded companies: a quantitative regression approach 9(1), 78-90, Asian Economic and Financial Review.

Kadim, A., Sunardi, N., & Husain, T. (2020). The value of the modeling company as determined by financial ratios, intellectual capital, and dividend policy. Accounting, 6(5), pages 859 to 870.

Ogneva, M., Piotroski, J. D., & Zakolyukina, A. A. (2019). Accounting foundations and systemic risk: corporate failure throughout the business cycle 0000-0000 editions of The Accounting Review.

The Walt Disney Company's 2020 Annual Reports are available online.

Appendix A

2017 2018 2019 Services to Consumers

Industry Standard

Total Debt/Assets 0.26 0.21 0.24 0.33

Debt/Equity 0.61 0.43 0.53 1.22

Multiplier of Equity 2,32, 2.02, 3.66

Interest Accumulated 28,20 22,60 12,19 6,78

Figure C1: Solvency Ratios for Disney from 2017 to 2019.

Addendum B

2017 2018 2019 Industry Standard for Consumer Services

Inventory Rotation 22.07 23.51 25.48 9.28

Receivables Profitability 6.39 6.37 4.49 21.04

Asset Turnover Total 0.58 0.6 0.36 1.21

Figure D1: 2017-2019 Disney Ratio Report.

Addendum C

2017 2018 2019

Client Services

Industry Custom

Profit on Sales

Gross margin of profit 45.04 % 44.94 % 39.60 %

47.23%

24.98% operating profit margin 24.91% 15.33%

7.69%

16.29% net profit margin 21.20% 15.89%

5.00%

ROA

(ROE) 21.74% 25.83% 12.44%

21.15%

(ROA) 9.37% 12.78% 5.70%

5.78%

Figure E1: Profitability Ratios for Disney from 2017 to 2019.

Appendix D

2017 2018 2019 Industry Standard for Consumer Services

Ratio P/E 17,28 13,36 23,96 23,24

Market to Earnings Ratio 3,76 3,45 2,98 6,13

Figure F1: Disney Market Val. [supanova question]

Introduction

Brands have enabled companies to endure the test of time on the market for decades. Currently, they are the most valuable assets in the marketing industry. In order to maintain market dominance, businesses are constantly rebranding. A corporation may decide to update its brand for a number of reasons: first, as clients age, their lifestyle, values, and priorities shift (Berry 1988, par. 23). To accommodate this transformation, the brand must evolve. The introduction of new market competitors is another factor. The brand must be altered in order to remain superior to that of the competition. The final reason is that the brand environment is changing over time, requiring the producer to adapt.

Popular brands such as Coca-Cola and Michelin have been on the market for more than a century and continue to be market leaders. Still, several companies that were founded about the same time as Coca-Cola have been eliminated from the market. The success of a business depends on how intelligently it plays the branding game (King 1970, p.89). Why do certain brands have a long shelf life while others disappear as soon as they join the market?

The objective of this paper is to investigate the difficulties firms face in managing their brands over time and to identify brand management strategies that can be implemented to sustain brands for longer periods. Chapter 2 begins with a definition of brand, branding, brand management, and other pertinent information. The third chapter examines a case study of Coca-Cola. It describes how Coca-Cola has grown and maintained its brands' prominence on the market. The fourth chapter attempts to describe the fundamentals of managing a brand across time. The fifth chapter discusses brand management over time. Considerations to make when selecting a brand are the topic of Chapter 6. The remaining chapters 7, 8, 9, 10, and 11 discuss the difficulties of brand management, the features of a good brand name, the functions of a brand, a conclusion, and a list of references.

Definitions of Brand, Branding, and Brand Management, as well as further relevant information

According to the American Marketing Association (AMA), a brand is a distinctive name and/or symbol (such as a logo, trademark, or packaging design) designed to identify and separate the goods or services of one seller or a group of sellers from those of competitors. Branding is just presenting the greatest brand to your prospects so that they perceive you as the exclusive provider of a solution to their problem. Brand management, on the other hand, is the process of building and managing a brand. It is also best described as the application of marketing principles to a specific product or brand in order to raise the perceived value of the product to customers (Aaker 2004, p, 28). This also increases the product's area monopoly and brand equity, which boosts its sales.

Customers' perception of a brand's worth has a significant impact on its effectiveness. Hall (2000) stated that the entire market value of a brand, as perceived by consumers, is determined by consumers and not by marketers or brand managers. The encounter between a customer and a brand determines the impression the brand leaves on the customer's mind. Customers connect with brands when the brand is advertised or when they visit the brand's website. Other touchpoints occur while the customer is utilizing the brand or when the brand is at the store.

For a brand to remain a unique identifier of a product or service throughout time, it must be well-managed (Keller 2008, par.28). In a theme for advertising, branding is one of the most powerful and valuable factors that best define what the brand owner can give in the marketplace. A brand must be well-managed over time in order to remain effective for an extended period.

How Coca-Cola has expanded and controlled its Brands to remain market-leading

Coca-Cola Company is one of the top companies that has excelled in branding. This company offers an assortment of soft drinks and other beverages. It has survived in the market due to its superior marketing strategy. It has a portfolio of about 3000 soft drinks sold in over 200 countries and has monopoly powers in the majority of the world. In 2003, for instance, the corporation introduced a new brand named Coca-Cola "real," which attracted a substantial market to support vanilla coke, diet vanilla coke, and diet coke. This demonstrates an effective marketing and branding strategy. The corporation was founded in Atlanta in 1886 and has subsequently expanded to nearly every continent. In its initial year of existence, it was only able to sell nine glasses of beverages each day; currently, it sells around 1,400,000,000 glasses of beverages. Coca-cola became a brand name in 1893, when it was registered as a trademark. Coca-Cola is offered in a variety of tastes, such as Cola, Cola Green Tea, Cola Lemon Lime, Cola Orange, Cola Lime, Cola Orange, and Cola Raspberry. All of these tastes contribute to the company's market survival. In addition to soft drinks, the company sells energy drinks, water, fruit drinks, teas and coffees, 100 percent fruit juices, etc. Different brands exist for each of these beverage categories. Coca-Cola has over 400 brands on the market. These products broaden the scope of client engagement because they are abundant and available in nearly every country. Coca-Cola has maintained its popularity for almost a century by selling a variety of drinks, each with its own brand. The product has continuously expanded in popularity. This demonstrates the implementation of the brand concept management strategy described in detail in chapter 4.

Concepts crucial to managing brands over time

Managing a brand over time involves preserving a product's image in order to realize its benefits. The image of the product that is generated in the minds of the people must be preserved and, if necessary, updated to accommodate the people's changing needs. A marketer must choose the meaning of a brand far in advance of entering the market. In other words, before entering the market, the marketer must discover client wants and create a brand that meets those needs. The chosen brand meaning must now be given in the form of an image that is managed throughout time. This is what determines a brand's success. According to Kapferer (1997), a brand's image has a direct impact on sales as well as a bearing on the interaction between product lifecycle strategies and sales. Consequently, a well-managed brand will boost both sales and the product's shelf life.

Management of Brand Concept

Goodyear (1993) claimed that managing a brand concept is the skill of selecting, executing, and monitoring a brand's image over a period of time to improve its market performance. The entire process of selecting, introducing, developing, and bolstering a brand's image is only successful if the brand concept is effectively handled.

On the basis of consumer needs, there are three sorts of brand concepts: functional idea, experiential concept, and symbolic concept. (Gelder 2005, par. 24).

The functional notion of a brand aims to satisfy the immediate, or externally derived, wants of the consumer (Leslie 1998, par. 16)

On the other hand, symbolic notion aims to satisfy ego-driven desires or those linked with self-enhancement or self-fulfillment.

Lastly, a brand's experiential concept increases sensory pleasure. That is, it satisfies the internally created requirements for stimulation or variety. To achieve these requirements, a product must have an experiential notion.

Following the selection of the brand concept, the three concept management strategies are implemented. These are introduction, expansion, and reinforcement. During market entry, the introduction phase involves positioning the brand's image in the marketplace for the first time. This is the first time the image has been introduced to the market, and it must be done in a highly strategic manner to attract a large number of people. It must establish a favorable impression in the consumer's mind for the subsequent stages to be successful. This phase provides the manufacturer with a general sense of whether the product's image will withstand the test of time on the market.

The second stage is the stage of elaboration. According to Tilde and colleagues (2009), the purpose of this phase is to add value to the product's image in order to make it a market leader. This can be achieved by expanding the product's usage into numerous applications.

The third stage, known as the fortification stage, is intended to connect the already-developed product to the company's other products. In the case of Coca-Cola, if vanilla coke was the first product to be released to the market, the other two goods, vanilla diet coke and diet coke, can be improved afterward. The effectiveness of these stages is contingent on the effect of the introductory stage.

Brand idea management can be employed as a long-term investment to achieve a competitive advantage over time (Trout 2001, p.324). It can also be effective for establishing lasting relationships with customers. Due to a lack of effective brand concept management, numerous businesses are failing. Coca-Cola has introduced thousands of items in its fortification phase of brand concept management since its 1886 introduction to the market. In 1886, it sold nine glasses of beverage per day; currently, it sells around 1.4 billion beverage servings each day. Additionally, it has over 400 brands on the market today. This is a significant improvement. Identifying the needs of the people and creating a brand that best meets those demands is the secret. The most critical aspect of maintaining a brand on the market is effective brand management. Jagdish Seth (1995) asserts that consumers develop a strong affinity with the brand through continual interaction with the brand. The management of the brand concept ensures a continuous contact between consumers and the brand. As the process progresses through its three stages, it also offers customers a variety of options. Consequently, more organizations should use this effective marketing method.

Considerations When Selecting a Brand

Customers' perceptions of a brand's attributes have a significant impact on its success. When developing a brand, a corporation must consider both what it considers as quality and what customers perceive as quality (King 1970, p. 35). If these two perceptions are cohesive, then the brand will be extremely successful. Understanding consumer wants is the most advantageous aspect of branding. Once the corporation is aware of the people's wants, it is possible to create the brand that will best address their issues. For example, vanilla coke, diet vanilla coke, and diet coke are included in the same product line because they are linked. According to the customers, these products appear to best meet their needs for diet-enhancing beverages.

Difficulties in Brand Management

There are numerous obstacles surrounding brand concept management, and every business must devise a strategy for overcoming them. One of the issues is how to extend the brand to keep up with the expanding consumer base while maintaining quality consistency (Leslie 1998, p.67). The increase of customers has two dimensions: age and quantity. As consumers age, their requirements and preferences also evolve. The manufacturer must expand the brand to fulfill the requirements of these clients (Goodyear 1993, par. 36). Additionally, population growth must be managed. To reach all clients, the manufacturer must develop numerous brands or expand the scope of existing ones. The second major obstacle is adapting as you mature. As your business expands, the brand must be modified. The second problem is maintaining relevance as you expand. Lastly, it is essential to be innovative. Where innovation fails, the brand will perish over time. All of these obstacles must be overcome if the brands are to endure the test of time in a competitive market.

Excellence of a Brand Name

The designer of a brand name must take into account the following factors:

A brand name or trademark must be protectable or protected under trademark law so that no other business can use it to market its own products. The manufacturer must verify that all provisions of the trademark law are met. This maximizes the company's brand recognition. This is because the corporation will be unrestricted in its ability to advertise its goods everywhere.

The brand name should not be difficult to pronounce. It must be easily pronounced by the customers for whom it is intended. A brand name that is overly intricate will not serve its intended purpose. This is due to the fact that the intended audience will not comprehend its meaning and so will not respond as anticipated.

Additionally, the brand must be identifiable. People must immediately know the product when they see the brand name. Through brainstorming, the brand name should be immediately recognizable and memorable (Gelder 2005, par. 45). The majority of Coca-goods, Cola's for instance, feature the word coke, which best defines the company and is immediately recognizable. When a brand name is part of the company name or contains the company name, its effectiveness increases. People recognize the firm before the items.

Due to the diverse nations and languages of the target audience, the brand name should be easily translatable into all languages where it is employed. If this is not addressed, even a simple brand name will be ineffective since people will not grasp the language employed (Aaker). Also, the translation must be accurate so that the original message may be transmitted to all locations.

A good brand name should describe the product's benefits or imply its use. This will aid in the customer's comprehension and faith in the goods.

Due to the large number of companies producing the same product, care must be taken to guarantee that the brand name does not infringe on an already established name. It is necessary to conduct thorough research to guarantee that the proposed brand name does not already exist, so as to avoid conflicts between businesses. The legislation stipulates that if a corporation infringes on another's trademark and is granted a fine, it must compensate the offended company financially. This is to be a

In the next five years I would like to see myself in an HR manager role for a well-known international corporate company. My current position is an administration manager for a private care home and involves using complex computerised systems to input residents and employee’s details to keep a record of everything and update information when needed as well as a logging in and logging out using a hand print scan system to generate the payroll system at the end of each month. I am still adapting to new rules of the game as I started at the end of January this year so the process of learning is crucial for me during this new period.

My role involves a variety of different tasks for instance making sure all policies and procedures are adhered to assisting the home manager maintain a good CQC (Care Quality Control) rating within the sector and ensuring requirements to health and safety, local authority, environmental and other regulatory bodies are adhered to as well as managing people and delegating tasks efficiently to other staff members. Communication is a huge factor in the role so I could say that is one of my strength’s when relating it to the SWOT analysis.

There are several skills I require to improve and develop throughout my educational and professional career timeline and this is one of my main reasons I have created a SWOT analysis to demonstrate clearly what my current strengths, weaknesses, opportunities and threats are (see appendix 2). MY CDP plan will help me eliminate my weaknesses and improve my abilities to succeed towards my SMART goals as well as achieve my long term goals of becoming an HR manager in addition to becoming an associate of the CIPD.

I have set ‘.. SMART goals to work towards improving myself and increase my HR knowledge making sure I apply Kolb’s theory of setting the task, doing it then reflecting back on the different tasks to see if I have improve or how I could improve next time I have to carry out the same procedure.

During one of the lectures I took part in a learning and styles Questionnaire taken from Honey & Mumford the results showed that I am a reflector learner highlighting that my most preferred learning style involves appreciating time to think about things, collecting data, thinking before giving a conclusion, keeping a low profile during meetings, reflecting back on real life work situations I can agree that it is accurate as this is why one of my smart goals is to improve my assertiveness when it comes to attending meetings as well as delegating tasks to others. My most preferred learning style could also be an addition to the strengths box in my personal SWOT analysis (appendix 2). The questionnaire also showed that my least preferred learning style is the activist learner who likes to try anything once, becomes bored easily is extrovert, not sceptical and useful to have in teams this is certainly an area I can improve in and apply during work practices for instance trying a different method of doing the end of week reports or being more extrovert during staff meetings.

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Universal healthcare essay help site:edu

Universal healthcare it is a primary right or a privilege, It has many flaws in various countries and limited access to outrages expenses in MRI’s, long awaiting periods for surgical procedures. Many people have their care delayed and their medical condition gets much worse and can no longer receive treatment. In Germany healthcare is higher in taxes and have no problems receiving medical care. The French claim their salary is way lower as an employer and are required to pay in order to have national healthcare system and their care needed is always available. The American Journal of Public health confirms that 45,000 people die each year in the United States because of no Health Insurance. Yes, we have a right to healthcare.

Universal healthcare goal is to have people live in better health and protect from over charged care for medical hardships with billing. The uninsured are the main ones, who need Universal healthcare. People who make too, much money from working don’t qualify for Medicaid and end up with financial hardship and aren’t able to get the care needed for their health. The common issue for all universal healthcare programs is they need some form of government connection. The law determines what type of care is available and how the coverage will be paid. Many people choose to support the system known as a single payer health insurance. It’s when the government funds the healthcare and does not supply the care, Just like Medicare and Medicaid.

The poor people can’t afford healthcare and live in much worse environments and have more medical problems. We as Citizens of the United States have rights to Healthcare and our health is jeopardized by not being able to pay for insurance. People who work are struggling to pay for healthcare and have health conditions that need medical attention. Due to lack of work for health issue some people lose their jobs and are forced to file bankruptcy. This is why poor people are struggling in the economy and are forced to live in bad health. The right to healthcare should be a civil right. People should not be categorized by their illness and have financial problems paying for their medical treatments. Americans that are poor have bad health and one doctor visit can diagnose their condition before it leads to death.

Therefore, I am for our rights to have universal healthcare for people who need it and can’t afford insurance. This coverage will not only save peoples life and help us get out of debt with medical bills over charging major countries. It is funded through taxation and every day, we people could use this form of coverage I support the government in helping us as the economy to live healthier and longer with better care from universal healthcare coverage.

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Implementing Swifinet college essay help

ABSTRACT

Use of wireless sensor networks (WSN) has resulted in many revolutionary changes in human life. WSN has gain significant concentration from scientist and end users. ‘SWiFiNet’ is task distributed reusable system architecture. In this architecture complex functionality has been transfer to the second tire devices of the system. Second tire devices are provided with more resources. ‘SWiFiNet’ satisfy the desire architecture of the WSN. This paper aims to analyze various reusable wireless sensor networks and concept related to ‘SWiFiNet’. And it provides the existing architecture of ‘SWiFiNet’ and also the functionality of the component of the reusable network architecture. This paper also provides idea about the proposed ‘SWiFiNet’ which will be developed on IEEE 802.15.4 MAC/PHY layer which will be having more advantages over its counterparts.

Keywords:- WSN, SWiFiNet, Reusable architecture.

I. INTRODUCTION:

Use of wireless network is increasing in every field, day by day. WSN is extensively use where wired network cannot be deployed or is expensive to deploy. WSN opens many ways for research community to further enhance wireless communication efficiency and productivity. Many protocols and algorithms has been developed to addressed many kind of issues related to WSN. But most of these protocols and algorithms concentrate on routing, energy efficiency, reliability and congestion control.

No more research is done on creating some integrated network architecture that will make the implementation of any WSN application easy. It means to make the components of the WSN system reusable. The main focus of WSN is on creating more and more efficient wireless interfaces. The wireless sensor network generally developed for specific work. These work include climate reporting, military applications, fuel level indicator and many more. While creating such system one has to start from the scratch and it becomes burdensome.

So, for all these difficulties, one solution is to create reusable WSN framework. This kind of framework is developed in ‘SWiFiNet’. It is a task distributed System Architecture for WSN.

This paper provides overview of ‘SWiFiNet’ and reusable architecture for WSN. In first section provided introduction about WSN and ‘SWiFiNet’. Second section provides related work regarding task distributed network architecture. Third section provides design goals of reusable architecture. Fourth section provides WSN architecture along with ‘SWiFiNet’ architecture comparison. Fifth and last part concludes the paper.

II. RELATED WORK

There has been attempts to make hierarchical task distributed reusable wireless sensor network architecture. Most of such proposals were developed using 802.11. The different applications related to reusable WSN architecture is as follows:-

ART wise gateway architecture was presented by Leel et al [4]. The architecture is two tire architecture. Tier one uses IEEE 802.15.4 and tire two uses 802.11. Linfeng develop Environmental adaptive Architecture model for wireless sensor network [5]. It was two tire architecture. The second tire was capable of adding number of nodes without affecting two tire architecture. ANGLE [5] architecture was develop for the health care applications. In this application authors claims that it can be reused for any other application.

Open and reconfigurable wireless sensor network has been proposed by Triantafyllidis. It was developed for pervasive health monitoring. Its main emphasis was on easy extension with additional sensor functionality. ZUMA [6] was developed for centralize smart phone platform which will interconnects all kinds of smart phone devices.

The ReWINS [3] research initiative is an attempt to advance such an end-to-end solution with support for incremental arrangement through a transparent lower layer implementation and control architecture and a user-friendly application interface.

Wireless Integrated Network Sensors or the WINS [7] project and NIMS project at University of California, Los Angeles is about ad-hoc wireless sensor network research dealing mainly with constructing micro-electronic mechanical sensors (MEMS) [8], effective circuit design, and design of self-organizing wireless network architecture. Though these projects have been successful in demonstrating a network of self-organized sensor wireless nodes, they seem to have a bias towards environmental and military applications. Also they use proprietary RF communication technology and hence the solutions are limiting for wide scale deployments in industries.

Motes and Smart Dust project [9] at University of California, Berkeley involved creating particularly low-cost micro-sensors, which can be suspended in air, buoyed by currents. Crossbow Inc. has commercialized the conclusion of this project. Here again the solution is limiting, as exclusive communication technologies have been used to achieve inter-device communication. Further, the focus has been on development of sensors and their communication rather than how the sensors will be integrated to form systems. This is generally termed as the ‘bottom-up’ approach, which may not be suitable for building complex systems.

Pico-Radio [10] ‘ A group headed by Jan Rabaey at University of California, Berkeley is trying to build an integrated wireless application interface called Sensor Network Service Platform. An attempt is to develop an interface that will abstract the sensor network and make it transparent to the application layer. A introductory draft describing the application interface has been recently released. They believe in a ‘top down approach’ (from control to sensor nodes) for building sensor networks which is probably more suitable for building complex systems.

Recently, there have been several work initiatives like TinyDB [11], Cornell’s Cougar etc. to develop a declarative SQL-like language to query sensors and define certain standard query services. Here the employment is sensor-interface specific and not a general or abstracted sensor networking platform. These query services can be implemented with ease on top of our (developed) wireless interface and sensor networking platform and can be made generic by extending them for other sensors.

Other research initiatives in this field include MIT’s ??AMPS, Columbia University’s INSIGNIA, Rice University’s Monarch. Though there have been a lot of research efforts in developing ad-hoc wireless networks, the focus has been on developing smart wireless sensor interfaces and not much attention has been paid to the actual application integration. Typical approach has been to develop powerful smart wireless interfaces, which supports the important features/requirements for a particular class of applications (like military, environment sensing or more focused applications like fuel-level control in automobiles). The result is a number of wireless interfaces appropriate for a certain class of application; but almost no interoperability between them. We believe that the deployment of wireless infrastructure in industries will occur in incremental stages and thus interoperability (between different sensor-networks) and extendibility (according to application needs) will form the basic requirements of any prospective solution. A prospective good solution would be an end-to-end solution, which is modular and extendable.

All of the above applications were the forward steps towards the making of reusable network architecture. From the comparison of the above all network architecture, it is clear that user of hierarchical network give advantage over flat network. And three tire architecture is also better for reusable WSN architecture.

EXISTING SYSTEM:-

‘SWiFiNet’ [1] is task distributed and reusable component architecture. The task layer hierarchical model of ‘SWiFiNet’ is as shown in the given figure. It follows hierarchical architecture comprising of Master node, router node and sensor node. The base layer is 802.15.4 MAC/PHY layer.

Table 1. Comparison between different reusable wireless sensor network applications

Sr. No Application/Project Purpose of Application/Project Limitations

1 ART gateway architecture To develop Hierarchical two tire architecture each tire having different base MAC/PHY The system is more complex due to different protocol in each layer.

2 EAWNA To develop tire two in such a way that adding more sensor dose no affect the architecture The focus is given more on second tire of architecture.

3 ANGEL For health care application. Claimed to be reusable Reusable for specific health care application

4 ReWins To develop such an end-to-end solution The main focus is given on industrial scenarios.

5 Wireless Integrated Network Sensor Building efficient circuit design, and design of self-organizing wireless network architecture These project seems to have bias towards environmental and military application

6 Motes and smart dust project Creating low cost micro sensor which can suspended in air The focus is on sensors rather how they will be integrated

7 Pico-Radio To make sensor network transparent to application layer Suitable for building complex systems only

8 TinyDB To develop declarative SQL-like language to query sensor Not a generic or abstracted sensor networking platform

.

The upper layer to this layer is DLL task layer. All the network communication is controlled by this layer. The functionality of different device component of the architecture is as given below:

Sensor node: The task of sensor node is restricted to sensing background and connecting the neighboring nodes or the master node. When the packet is handed over to any parent node, then it is the responsibility of the parent node to transfer the packet to the master node. In this node’s layer architecture, the network layer will have the addresses of the parent devices. It will be stored in the table. Two types of addresses are present in the table. First one is primary parent address and the other is secondary parent address. If primary address parent is not available then secondary parent address will be try by the node.

If network layer don’t contain any table then a ‘Hello’ packet request is broadcast into the network. Then the neighboring device will issue the join request. The join request will be accepted if the device meets LQI threshold criteria.

Router Node: – Router nodes are come in use when sensor nodes are not in the range of Master Node. Clustering is also possible using router node. In ‘SWiFiNet’ distributed architecture the functionality of the router node increased remarkably. The complex implementation of any application or protocol will be deployed on the second tire devices. The router node network layer also maintains the table containing entries of the parent devices to the router node. It can be router node again or router will send the information directly to the master node. Router nodes will generate join request if they receive hello packet request from any sensor node.

Master node: The complete topology information of the network is maintain by the master node. When there is queried transmission model, master node will generate query and send it in the network. Whenever the routing tables are updated in end nodes or router nodes will send the information to the master node.

Sensor node Router Node Master Node

Fig 1. Distributed architecture of ‘SWiFiNet’

III. PROPOSED MODEL:

The ‘SWiFiNet’ model developed [1] is successfully implemented on the hardware as the architecture of the ‘SWiFiNet’ is defined. But ns-2 simulation of ‘SWiFiNet’ is based on 802.11a. As the basic idea of MAC/PHY layer is to have 802.15.4 which will work more efficiently on the ‘SWiFiNet’ architecture. The architectural diagram [1] is as shown below:-

In many of the sensor network architecture the sensor nodes are based on the 802.11a, but in ‘SWiFiNet’ MAC/PHY layer is based on 802.15.4. It is having low bandwidth comparative to the 802.11a. As the ns-2 modulation of the architecture is done using 802.11a, we cannot compare the exact result of hardware simulation and the software simulation.

Dynamic source routing (DSR) has similar characteristics as of ‘SWiFiNet’. After comparing the hardware results [1] with DSR it is found that ‘SWiFiNet’ is having better performance against many parameters. Implementation of ‘SWiFiNet’ using ns-2 on 802.15.4 IEEE is not yet checked against other protocols and hardware results.

The software architecture [2] of the ‘SWiFiNet’ agent is as shown in figure 2. This diagram shows the network component simulation in ns-2. The devices can be identified by the variable passed from TCL script. 1 value represent master node. 2 value represent router node and 3 value represent sensor node.

Fig 2: Component simulation in ns-2

IV. Conclusion:-

The survey paper provides a detailed comparison and description of the well-known projects and applications which are developed from reusable architecture point of view. ‘SWiFiNet’ is basically a task distributed generic reusable architecture for WSN. The functionality of sensor node is reduced and has been transferred to the second tire devices like router node. By doing so sensor nodes are restricted to gather information and connecting to neighboring nodes. As time synchronization overhead is not present the lifetime of the network increase.

This reusable architecture can be used for various range of applications and can be configured accordingly. This paper gives proposed ‘SWiFiNet’ system which will be based on 802.15.4 IEEE standard and will be useful for researchers in many ways.

V. REFERENCES:

[1] A. H. Willig, J. H. Karowski, N. Baldus, H. Huebner, A., “The ANGEL WSN Architecture,” in Electronics, Circuits and Systems, 2007. ICECS 2007. 14th IEEE International Conference on, 2007, pp. 633-636.

[2] A. W. Rohankar, Mrinal K. Naskar, Amitava Mukharjee, ‘SWiFiNet’: Task Distributed System Architecture for WSN’ in IJACSA Special Issue on Selected Papers from International Conference & Workshop On Advance Computing 2013.

[3] A. W. Rohankar, Mrinal K. Naskar, Amitava Mukharjee, ‘A step towards reusable WSN architecture’, International Journal of Research and Reviews in Wireless Sensor Networks (IJRRWSN) vol. Vol. 2, 2012.

[4] B. S. P. Harish Ramamurthy, Rajit Gadh, “Reconfigurable Wireless Interface for Networking Sensors (ReWINS),” in proceeding of the 9th IFIP International Conference on Personal Wireless Communications (PWC 2004), 2004.

[5] J. C. Leal, A. Alves, M. Koubaa, A., “On a IEEE 802.15.4/ZigBee to IEEE 802.11 gateway for the ART-WiSe architecture,” in Emerging Technologies and Factory Automation, 2007. ETFA. IEEE Conference on, 2007, pp. 1388-1391.

[6] L. Linfeng, “Research on Environment-Adaptive Architecture Model of Wireless Sensor Networks,” in Networks Security Wireless Communications and Trusted Computing (NSWCTC), 2010 Second International Conference on, 2010, pp. 130-133.

[7] M. N. K. V. G. Soini, J. Rabaey, J. M. Sydanheimo, L. T., “Beyond Sensor Networks: ZUMA Middleware,” in Wireless Communications and Networking Conference, 2007.WCNC 2007. IEEE, 2007, pp. 4318-4323.

[8] Micro-Adaptive Multi-domain Power-aware Sensors (??AMPS) project at University of California, Berkeley, URL: http://www-mtl.mit.edu/research/icsystems/uamps/

[9] Pico-Radio project at University of California, Berkeley,URL:http://bwrc.eecs.berkeley.edu/Research/Pico_Radio/

[10] Smart Dust and motes project at University of California, Berkeley, URL: http://robotics.eecs.berkeley.edu/~pister/SmartDust/

[11] ] TinyDB project at University of California, Berkeley, URL: http://telegraph.cs.berkeley.edu/tinydb

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The Relationship between Manager Assertiveness and having to tell Employees Exactly What to Do college essay help online

Not only is it important to tell workers exactly what to do by being direct, but it is of an equal importance to be assertive with them. If a manager is too passive with his or her employees, it may lead to a managerial mess, as many workers constantly try to test managers’ boundaries.

One of the main reasons as to why employees end up misbehaving in the workplace is primarily because they are not managed correctly, and those who are in authority allow them to get that way. When it comes to being a manager, you shouldn’t expect employees to respect you on a personal level, but you should expect them to respect your authority on a professional level.

Managers should not only be consistently setting up new boundaries, but they should also be enforcing them. Without enforcing them, if an employee overpasses it and nothing is advised to him or her, they will think it is okay to continue to do so. How will they know that it is wrong unless you tell them? It is of an utmost importance to also advise them that you can’t tolerate it.

As a manager, to do their job they have the innate obligation to do only the things that is right for the company that he or she works for. This includes of setting the appropriate boundaries, and not exercising too much sympathy and empathy as it may cause the manager to get too involved with their personal lives. Otherwise, he or she may promote favoritism thereby causing other employees to be jealous. Although this may be true, there is no need to be overly rude and cold towards employees. Being assertive and setting boundaries doesn’t always mean one has to be disrespectful or even rude to their employees. The difference between an authoritarian manager who respects their employees and for managers who don’t differentiates the results of whether or not employees comply or commit themselves to work. In order to have them commit rather than only comply, it is important to be respectful while being assertive. When employees are willing to commit, they are more than likely to deliver work that exceeds a manager’s expectations. (Alexander Hamilton Institute, 2012)

The Importance for Managers to Be a Leader

When it comes to capabilities to effectively communicate with employees, good managers are able to sustain and encourage self-assurance, enthusiasm, and emotional stability while pursuing their day-to-day activities. The position of being a manager can, at times, be quite stressful and overwhelming, so the ideal manager should not let it get to them.

Why is this important when it comes to effectively advising employees as to what has to be done?

If managers aren’t able to maintain self-control of their emotions, then it is likely that they won’t be able to do well at leading employees. Managers are commonly seen as a workplace role model, so if their employees see them as unable to maintain control, it is likely the employees won’t either, thereby leading to decreased amounts of productivity.

Why Communication Is a Key Aspect for Managers

In order to ensure efficient productivity among employees, it is important for them to be able to effectively communicate with them. Moreover, they must also be able to report to higher managers regarding productivity statistics and the like. Not only will great managers be able to communicate well with employees to advise them what they have to do, but they will also be active listeners. Without being able to listen to an employee when he or she has questions about their job or what they have to do, it is likely that they won’t end up doing what they are supposed to do. Another important trait for managers is being able to get a message across without having to overly emphasize it verbally. They know how to implement non-verbal communication techniques such as body language in order to get an important message across to employees. (Melinda Hill Mendoza, n.d).

Common Traits of a Good Employee’ Where You Don’t Have to Be As Specific

There are various indicators that strongly determine whether or not if you have to be overly specific when trying to get an employee to do something. Here I’ve included some of the top traits when it comes to being an effective listener as an employee.

‘ Action Oriented: When you tell an employee to do something, and if he or she is action-oriented, you will see them do it right away’ no questions asked. Although sometimes their work may not be sufficient, most of the time they will provide great work with high levels of productivity. Also, when it comes to productivity, they usually get things done a lot sooner than employees who are stagnant.

‘ Intelligent: Intelligence is important for an employee to thoroughly understand what you want them to do without you having to be too specific with them. Not only that, but when you tell an intelligent employee what to do, most of the time they will do it perfectly correct. It is very rare for an employee who has high levels of intelligence to ask too many questions for additional specificity.

‘ Ambitious: Having an employee with ambition is important because they are well-known to come up with creative ideas that can bring the productivity of any company to the next level. So rather than spending extra time telling them exactly what they have to do, they will work right away, and by the time they are done they will provide you with a genius idea to do things quicker, and you may want to consider forwarding it to your boss.

‘ Autonomous: Employees with an autonomous trait are known to begin working on a project the second you explain to them what needs to be done. They are extremely independent and they require no ‘hand-holding’ whatsoever. This is an important trait, because as a manager, they have a lot of tasks on hand and they don’t want to be wasting it answering a hundred questions about completing a simple task.

‘ Confidence: It is more likely for an unconfident employee to ask questions about exactly what they need to do than a confident employee. This is primarily due to the fact that employees who are confident will trust there instinct on what they’ve heard from the manager, and they won’t second guess their initial impression. On the other hand, unconfident employees will lack their confidence in trusting their understanding, causing them to ask a lot of unnecessary questions.

‘ Leadership: After confidence comes leadership. When you are explaining a task to an employee with leadership skills, you will be confident that they will over-deliver on your expectations. They have the experience to not only deliver the job promptly without any questions ask, but they can set the bar higher in terms of quality and productivity.

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Learning Theory Behaviorism (Teori Pembelajaran Behaviorisme) rice supplement essay help

2.0 Teori Pembelajaran Behaviorisme

Teori Behaviorisme merupakan satu pendekatan pemikiran yang menekankan peranan pengalaman dalam mengawal tingkah laku. Pengasas teori ini adalah J.B Watson yang popular dengan teori Little Albert. Namun, selain daripada J.B Watson terdapat tokoh lain yang turut mengkaji tentang teori ini. Mereka adalah Skinner, Thondike dan Pavlov. Teori pemerolehan bahasa Behavioris pada zaman sebelum ini lebih menekankan tingkah laku yang dapat dilihat sahaja. Bagi mereka perkara yang berlaku dalam otak manusia tidak dapat dikenalpasti. Mereka membuat analogi otak manusia sama seperti sebuah kotak hitam yang gelap. Oleh itu mereka tidak mementingkan peranan otak dalam pemerolehan bahasa.

Golongan mazhab ini menolak pendapat yang menghubungkan operasi kognitif dengan pemerolehan bahasa. Seseorang dianggap telah belajar sesuatu jika dia dapat menunjukkan perubahan perilakunya. Menurut teori ini dalam belajar yang penting adalah input yang berupa stimulus dan output yang berupa reaksi (respond). Stimulus adalah apa saja yang diberikan guru kepada pelajar, sedangkan respon berupa reaksi atau tanggapan pelajar terhadap stimulus yang diberikan oleh guru tersebut. Proses yang terjadi antara stimulus dan respon tidak penting untuk diperhatikan kerana tidak dapat diamati dan tidak dapat diukur. Yang dapat diamati adalah stimulus dan respon. Oleh sebab itu, apa yang diberikan oleh guru iaitu stimulus dan apa yang diterima oleh pelajar iaitu respon harus dapat diamati dan diukur. Teori ini mengutamakan pengukuran kerana pengukuran merupakan perkara yang penting untuk melihat terjadi atau tidak perubahan tingkah laku tersebut.

2.1 Teori Behaviorisme menurut J.B Watson

J.B Watson (1878-1958), seorang ahli psikologi di Amerika Syarikat, merupakan orang pertama mencipta istilah behaviorisme untuk menghuraikan tingkah laku manusia. Kajian banyak dipengaruhi oleh Teori Pelaziman Klasik Pavlov. Kajian beliau, yang terkenal ialah mengenai emosi kanak-kanak dengan menggunakan Model Pelaziman Klasik. Mengikut Watson, tingkah laku manusia merupakan reflex terlazim iaitu suatu gerak balas yang dipelajari melalui proses pelaziman klasik. Dengan kata lain, semua pembelajaran adalah pelaziman klasik Watson berpendapat gerakan-gerakan refleks yang mudah misalnya berkelip mata, bersin apabila hidung gatal dan sebarang tindakan yang dilakukan secara semulajadi adalah tingkah laku yang diwarisi dan tidak perlu dipelajari. Selain daripada tingkah laku, Watson pula menjalankan kajian tentang pembelajaran emosi semula jadi iaitu takut, marah, dan kasih saying. Emosi manusia atau perubahan dipelajari melalui proses pelaziman.

2.1.1 Implikasi Teori Pembelajaran J.B Watson

Menurut beliau, semua tingkah laku boleh dipelajari melalui proses pelaziman. Tingkah laku positif boleh diajarkan melalui ransangan yang sesuai. Seterusnya, untuk menguasai kemahiran menyelesaikan masalah, pelajar perlu belajar cara perhubungan gerak balas secara sistematik. Selain itu, teori ini memberi implikasi untuk mengukuhkan apa yang telah dipelajari dalam ingatan, latihan- latihan hendaklah dijalankan secara kerap. Dalam proses pengajaran,guru hendaklah menggunakan rasangan yang boleh memotivasikan murid untuk minat belajar dan mengelakkan pengunaan ransangan yang membawa kepada kesan negatif.

2.2 Teori Behaviorisme menurut Thorndike

Menurut Thorndike, belajar adalah proses interaksi antara stimulus dan respon. Stimulus adalah apa yang merangsang terjadinya aktiviti belajar seperti fikiran, perasaan, atau hal-hal lain yang dapat dikesan melalui pancaindera. Manakala, respon adalah reaksi yang muncul apabila peserta dididik ketika belajar, dan yang dapat pula adalah berupa fikiran, perasaan, gerakan atau tindakan. Jadi, perubahan tingkah laku akibat kegiatan belajar dapat dikategorikan sebagai konkrit, iaitu yang dapat diamati, atau tidak konkrit iaitu yang tidak dapat diamati. Meskipun aliran behaviorisme sangat mengutamakan pengukuran, tetapi tidak dapat menjelaskan bagaimana cara mengukur tingkah laku yang tidak dapat diamati. Teori Thorndike ini disebut pula dengan teori koneksionisme. Thorndike berjaya membentuk tiga hokum iaitu Hukum kesediaan, Hukum latihan, Hukum kesan. Hukum kesediaan merupakan keupayaan persiapan seseorang individu di dalam kendirinya untuk memulakan sesuatu aktiviti pembelajaran. Manakala hokum latihan pula menyatakan bahawa semakin byak latihan yang dijalankan semakin bertambah kukuh ikatan gerak balas yang tertentu dengan ransangan yang berkaitan. Hukum kesan menyatakan bahawa ikatan ransangan dengan gerak balas akan bertambah kukuh sekiranya individu memperolehi kesan yang memuaskan selepas gerak balasnya dihasilkan.

2.1.2 Implikasi Teori Pembelajaran Thorndike

Antara implikasi Teori Pembelajaran Thorndike ialah untuk meningkatkan tahap kesediaan belajar, guru harus menggunakan motivasi yang sesuai. Selain itu, ia juga dapat mengukuhkan pertalian antara ransangan dengan gerak balas pelajar dengan memperbanyak aktiviti latihan, ulangkaji, aplikasi serta pengukuhan dalam keadaan yang menyeronokkan. Seterusnya memberikan ganjaran atau peneguhan untuk respon antau gerak balas yang betul daripada pelajar. Memberi peluang kepada pelajar untuk menikmati kejayaan dalam pembelajaran mereka.

2.3 Teori Pembelajaran Behaviorisme Ivan Pavlov

Ivan Pavlov merupakan salah seorang daripada ahli teori Behavioris selain daripada Skinner, Thondike dan Watson. Beliau dilahirkan pada 14 September 1849 di Ryazan, Rusia Tengah. Beliau telah meninggal dunia pada 27 Februari 1936 di Leningrad Rusia ketika berusia 86 tahun. Ivan Pavlov merupakan ahli fisiologi, psikologi dan ahli fizik berbangsa Rusia. Sebagai seorang yang sangat mencintai bidang fisiologi beliau telah meminta seorang pelajar duduk di sebelah katilnya dan merekodkan perihal kematiannya. Beliau terkenal dengan orang pertama yang mendeskripsikan fonomena pelaziman klasik atau pelaziman responden. Teori pelaziman klasik adalah tentang tingkah laku pembelajaran yang telah dipelopori oleh Ivan Pavlov ( 1849-1936). Pada tahun 1980-an. Pavlov mengkaji fungsi pencernaan pada anjing dengan melakukan pemerhatian pada kelenjar air liur. Dengan cara itu, beliau dapat mengumpulkan, menyukat dan menganalisis air liur haiwan itu dan bagaimana ia dapat diberikan makanan pada keadaan yang berbeza. Beliau sedar anjing akan mengeluarkan air liur sebelum makanan sampai ke mulutnya dan mencari hubungan timbal balik antara air liur dengan aktiviti perut. Pavlov hendak melihat rangsangan luar dapat mempengaruhi proses ini. Oleh itu contoh paling awal dan terkenal bagi pelaziman klasik melibatkan pelaziman air liur pada anjing kajian Pavlov.

2.4 Teori Pembelajaran Behaviorisme B.F Skinner

Manakala menerusi B.F Skinner pula, beliau mengutarakan teori behaviorisme adalah teori. Menurut Nana Sudjana, 1990 pendekatan Skinner adalah operant conditioning, yang merupakan penerusan dan perluasan secara tepat dari hokum Thorndike. Ia mengakui adanya fenomena conditioning yang klasik dari Pavlov dalam perilaku manusia dan binatang, tetapi itu tidak dianggap terlalu penting.

2.4.1 Implikasi Teori Pembelajaran B.F Skinner

Sesuatu kemahiran atau teknik yang baru dipelajari hendaklah diberi peneguhan secara berterusan dan diikuti secara berkala supaya kemahiran atau teknik itu dapat dikukuhkan dan dikekalkan. Selain itu, penggunaan peneguhan positif yang membawa keseronokan adalah lebih berkesan daripada peneguhan negative yang membawa kesakitan. Seterusnya, prinsip penghapusan melalui proses pelaziman operan adalah sesuai digunakan untuk memodifikasikan tingkah laku pelajar yangtidak diingini, misalnya menghentikan peneguhan yang diberikan dahulu sama ada peneguhan positif atau negatif

2.5 Kelebihan teori pembelajaran behaviorisme

Kelebihan yang pertama yang kami perolehi melalui teori ini adalah teori ini sangat sesuai untuk melatih atau mendidik kanak-kanak yang masih memerlukan bantuan daripada orang dewasa di sekeliling mereka. Sebagai contoh kanak-kanak tadika memerlukan bimbingan dan perhatian yang khusus daripada orang di persekitarannya terutamanya guru-guru mereka kerana mereka mudah mengikuti apa yang diajar dan disuruh selain suka meniru perlakuan orang di sekelilingnya. Selain itu, mereka juga suka dengan bentuk-bentuk penghargaan yang diberi kepadanya seperti pujian dan melalui bentuk penghargaan tersebut ianya dapat membangkitkan semangat ingin belajar dalam diri mereka.

Kelebihan yang kedua adalah guru tidak perlu mengambil masa yang lama untuk memberi penerangan yang panjang tentang pembelajaran kepada murid-murid. Hal ini kerana murid-murid akan dibiasakan belajar dengan sendiri kecuali sekiranya murid menghadapi sesuatu masalah dan memerlukan penjelasan yang lebih daripada guru. Dalam hal ini guru perlu memberikan penerangan dengan jelas.

Selain daripada itu, teori ini juga menekankan kemahiran lisan berbanding kemahiran membaca dan menulis. Melalui aspek kemahiran lisan yang ditekankan dapat memberikan kelebihan kepada murid kerana aspek lisan iaitu mendengar dan bertutur penting dalam situasi harian murid. Boleh dikatakan bahawa kemahiran ini adalah kemahiran terkerap yang digunakan manusia untuk berkomunikasi antara satu sama lain.

2.6 Kelemahan Teori Behaviorisme

Dari segi kelemahan pula, penerapan teori behavioris yang kurang tepat dalam sesuatu situasi pembelajaran boleh mangakibatkan berlakunya proses pembelajaran yang tidak kondusif bagi murid-murid kerana pembelajaran berlaku dalam keadaan sehala dimana ianya berpusatkan kepada guru sahaja. Guru hanya mengajar dan melatih murid manakala murid hanya menerima apa yang diajar oleh guru mereka tanpa memberi sebarang maklum balas. Malah dalam teori pembelajaran ini murid berperanan sebagai pendengar dan mereka menghafal apa yang didengar dan dipandang sebagai cara belajar yang efektif. Penggunaan hukuman merupakan salah satu cara untuk guru mendisiplinkan murid dan hal ini akan mendatangkan akibat buruk kepada murid.

Kelemahan yang kedua ialah proses pembelajaran dikatakan kurang memberikan gerak balas yang bebas bagi pelajar untuk berinteraksi serta untuk mengembangkan idea. Hal ini kerana sistem pembelajaran tersebut lebih tertumpu kepada rangsangan dan gerak balas yang ditunjukkan. Sekiranya tiada rangsangan maka tindak balas tidak akan berlaku. Sebagai contoh, guru akan memberi rangsangan dalam bentuk hadiah dan daripada situ barulah murid akan memberikan jawapan yang dikehendaki oleh guru. Sekiranya perkara ini berlaku secara berterusan dikhuatiri murid akan terlalu bergantung terhadap rangsangan dari luar sedangkan murid harus memiliki rangsangan dari dalam diri mereka sendiri sebagai satu cara pembelajaran.

Kelemahan yang ketiga menurut teori ini adalah penambahan ilmu pengetahuan lebih tertumpu kepada buku teks. Hal ini kerana mereka belajar mengikut urutan kurikulum yang sangat ketat sehinggakan buku teks merupakan buku wajib dalam pembelajaran mereka malah mereka juga perlu dikehendaki memahami dan mempersembahkan kembali isi pembelajaran di dalam buku teks tersebut dengan baik. Hal ini boleh mendatangkan kesan buruk kepada pelajar kerana ilmu pengetahuan yang mereka peroleh tidak begitu berkembangan dengan hanya tertumpu kepada satu buah buku sahaja.

2.7 Implikasi teori pembelajaran behaviorisme

Yang pertama ialah guru perlu sedar bahawa kaitan antara rangsangan dan gerak balas boleh dilazimkan iaitu dipelajari. Sebagai contoh apabila guru ingin menyuruh murid-murid beratur ketika waktu rehat di kantin sekolah guru boleh mengaitkannya dengan cara untuk berjaya dalam kehidupan. Implikasi yang seterusnya ialah kaitan antara rangsangan dan gerak balasdapat dikukuhkan melalui latihan. Semakin kerap rangsangan itu dikaitkan dengan sesuatu gerak balas, semakin kukuh gerak balas terlazim itu. Sebagai contoh guru ingin murid-murid supaya tidak mengaitkan mata pelajaran matematik dengan kesukaran, dengan memberi mereka latihan- latihan yang mudah dan apabila mereka beransur mahir menyelesaikan masalah yang sukar maka guru bolehlah menukar aras pembelajaran kepada tahap yang sederhana sukar dan seterusnya ke aras pembelajaran yang sukar.

Di samping itu, dalam proses pembelajaran, generalisasi boleh berlaku. Ini bermakna perkara yang dipelajari dalam situasi A boleh dipindahkan ke situasi B. Sebagai contoh guru mata pelajaran sains mengaitkan kejadian pencemaran alam sekitar yang mengakibatkan kemusnahan alam semula jadi dengan kemusnahan alam yang berlaku seperti tsunami yang melanda Bandar Acheh.

faktor motivasi memainkan peranan yang penting bagi menghasilkan gerak balas yang diinginkan. Dalam hal ini pemberian ganjaran perlu diberi perhatian. Sebagai contoh ketika murid menjawab soalan yang diberikan oleh guru dengan betul maka guru boleh memberikan pujian kepadanya atau dengan memberikannya hadiah supaya pada waktu pembelajaran yang seterusnya pelajar tersebut akan lebih menumpukan perhatian di dalam kelas untuk memperoleh pujian yang diingini. Namun sekiranya pelajar tersebut tidak dapat menjawab soalan yang diberi maka guru perlulah membimbing pelajar tersebut supaya mereka tidak berasa terpinggir dan seterusnya dapat bersama-sama memahami tajuk pembelajaran pada ketika itu.

Selain itu juga, dalam proses pembelajaran tingkah laku yang dapat dilihat, diamati, diukur dan dikawal hendaklah diberi perhatian. Hal ini kerana melalui perubahan tingkah laku yang ditunjukkan oleh murid guru boleh mengambil sebarang tindakan sekiranya ianya di kesan lebih awal. Sebagai contoh sekiranya seseorang murid menunjukkan tingkah laku yang negatif seperti tidak faham tentang apa yang diajar oleh guru maka guru boleh membuat pemulihan terhadap dirinya. Dalam pembelajaran, penghapusan boleh berlaku jika peneguhan tidak diberikan. Ini bermakna, sekiranya sesuatu tingkahlaku tidak diperkukuhkan melalui ganjaran, tingkahlaku itu mungkin akan terhapus begitu sahaja. Konsep pemulihan serta-merta juga dapat membantu seseorang guru meningkatkan keberkesanan pembelajaran

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Research design melbourne essay help

2.7 RESEARCH DESIGN USED :

The conception of research design plan is the critical step in the research process. The design ,of the study constitutes the blue print for the collection, measurement and analysis of data. In other words the research design is a conceptual structure with in which,h research is conducted.

2.8 DATA COLLECTION METHODS :

Primary Data: – Primary data are those data which are collected for the first time, and thus hap,pen to be original in character. It is extracted with the help of discussions co,nducted with senior managers with respect to factors affecting the performance.,

Secondary Data: – Secondary data are those data which are already collected by someone else ,and which have already passed through the statistical process. These data are g,athered by Books, Lectures, Notes, and Official Websites etc.

The study make,s extensive use of secondary data. ‘Secondary data are those which have already,y been passed through the statistical process’. The data which is pre-essential for ,this study relating to comparative analysis of Balance Sheet and PROFIT AND L,OSS A/c was based on secondary source of data. This data will be collected fro,m materials provided by Rakshitas Pvt. Ltd., discussions conducted with store m,anagers and some essential

Financial Accounts books.

2.9 LIMITATIONS :,

‘ Data provided is very limited due to the subjectivity of it being highly confidential.,

‘ The data taken for interpretation is for a limited period.

‘ Assumptions, are to be taken into consideration while doing analysis and interpretation, of data.

‘ Due to limited, information, depth analysis could not be made.

2.10 RESEARCH MEASURE TOOLS :

Various financial techniques and statistical tools are used to measure the data used in the study. Column graphs, pie chart etc. is used to highlight the statistical inference,s. The study cannot be completed without balance sheet and profit and loss a/c. ,Therefore three years balance sheet and profit & loss a/c has been taken out for ma,king proper research.

2.11 ANALYSIS OF DATA :

The data collected is secondary, and it’s compiled, classified, tabulated and then analyzed u,sing financial techniques and statistical tools. Graphs and charts are used to hig,hlight the statistics. Based on this data and analysis, inferences are drawn accor,dingly.

2.12 OVER VIEW OF THE CHAPTER :

The Project I,s Presented in the following chapter :-

CHAPTER 1 : INTRODUCTION

This chapter includes introduction to finance, theorectical back ground for the study of the ,various performance, introduction to finance, definition of retail industry and di,fferent type of industry.

CHAPTER 2 : DESIGN OF THE STUDY

This chapter I,ncludes the projects introduction of the subject background, statement of the, problem, objectives of the study, scope of the study, need and purpose of study,, research methodology, research design, data collection method primary and seco,ndary data, limitations, research measure tools and analysis of data.,

CHA,PTER 3 : PROFILE OF THE COMPANY

This c,hapter contains the profile of the company, its origin and background, board of directors, number of branches and organization structure.

CHAP,TER 4 : DATA ANALYSIS AND INTERPRETATION

This ch,apter consists of Table, Graphs, Analysis and Interpretation based on the question,nairies.

CHAPT,ER 5 : SUMMARY OF FINDINGS, CONCULSIONS AND RECOM,MENDATIONS

This chap,ter includes findings based on objectives of the study, conclusion drawn from the f,indings and recommendations given from the analysis.

Chapter:-3

PROFILE OF THE ORGANIZATION

COMPANY PROFILE

RAKSHITAS PVT.LTD.

Rakshitas business con,cept is to offer a broad and varied range of apparels that allows customers to fin,d their own personal style to choose from more than 150 remiums national and int,ernational brands.

Rakshitas is aimed at everyone in the family with an interest in modern basics, fashion, quality and affo,rdable pricing. Customers should always be able to find clothes and accessories ,at Rakshitas for every occasion. The collections are extensive and new arrivals, being launched week after week in each of the 4 floors spread across 20,000 s,q. ft. for Men, Women, Kids and Teen’s casual wear, formal wear, denim wea,r, ethnic and Kancheevaram silks etc. The range and collections are supplemen,ted by matching costume jewellery, premium international watches, perfumes, ,lingerie’s.

Mission

Our mission is to achieve excelle,nce in the products and services we offer, in the methods we employ and in the res,ult we produce.

Products

Menswear: menswear,r means clothing for men. Rakshitas provide various brands for menswear which ,includes formal shirts, casual shirts, trousers, jeans etc. of several variety of int,ernational as well as national brands, for example: -levis, pepe jeans, killer, lee, w,rangler etc.

Women’s wear: Women’s wear means ,clothing for women. Rakshitas provides the best options for women’s apparel rang,ing from skirts to ethnic, casuals as well as formals.

Kids wear: Kids wear are meant only for kids or children ranging below age of 12 years. Rakshitas provides awesome collection for kids which include children formal wear, kurtas, shirt,s etc.

Party wear: Party wear dresses are meant for wearing in parties, functions, special occasions etc. Rakshitas provides variety ranges of party wear which includes lehngas, wedding dresses, traditional indian dress etc.

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Control and organisational behaviour (pengendalian dan perilaku organisasi) college admissions essay help

PENGENDALIAN DAN PERILAKU ORGANISASI

PERILAKU ORGANISASI

Untuk membuat dasar yang nantinya dapat digunakan manajemen dalam menyusun system pengendalian manajemen, maka kita perlu mengetahui lebih dalam mengenai perilaku organisasi. Berikut ini adalah beberapa penjelasan mengenai teori akuntansi sebagai bentuk pemahaman terhadap organisasi.

Definisi Organisasi

Secara umum, organisasi diartikan sebagai sekumpulan orang yang melakukan kerjasama demi mencapai tujuan ‘ tujuan yang telah ditentukan bersama. Organisasi tercipta ketika orang ‘ orang bergabung dan melakukan sesuatu untuk berbagai tujuan dan organisasi dapat mencakup segala aspek dalam kehidupan. Organisasi dapat bersifat formal dan informal. Pekerjaan di dalam suatu organisasi dapat dibagi ‘ bagi dan dikoordinasi sesuai dengan kebutuhan dan keahlian tiap ‘tiap anggota organisasinya untuk mencapai tujuan organisasi tersebut. Suatu organisasi haruslah going concern, dalam arti organisasi tersebut diasumsikan akan hidup selamanya.

Teori Perilaku Organisasi (Theory of Organization Behaviour)

Ada beberapa teori yang menjelaskan mengenai mengapa dan bagaimana orang ‘ orang berperilaku dalam organisasi. Berikut ada dua penjelasan mengenai teori tersebut :

1. Teori jenjang kebutuhan

Teori ini menjelaskan bahwa setiap manusia memiliki kebutuhan yang banyak dan harus dipenuhi dan kebutuhan serta keinginan tersebut tersusun secara rapih, sehingga apabila ada satu kebutuhan terpenuhi maka setelah itu ia akan berusaha memenuhi kebutuhannnya yang lebih tinggi. Dalam teori ini tersirat bahwa system pengendalian manajemen juga didasarkan pada kebutuhan manusia yang terkoordinasi dan dilakukan sesuai dengan tujuan organisasi.

2. Teori motivasi pencapaian

Teori ini lebih mengacu pada perilaku atasan atau manajer dalam perannya saat berorganisasi. Untuk mencapai keberhasilan dan mendapat sebuah kekuasaan, maka manajer tersebut juga perlu memiliki keinginan yang kuat agar dapat menghasilkan prestasi dalam organisasi.

TEORI ORGANISASI

Pengetahuan yang dalam mengenai organisasi sangatlah diperlukan oleh para pelaku organisasi dalam pelaksanaan system pengendalian manajemen organisasi tersebut. Para pelaku organisasi harus benar ‘ benar mengetahui semua poin dalam organisasi termasuk sejarah organisasi, tujuan organisasi, bagaimana perilaku para pelakunya hingga reaksi organisasi tersebut terhadap lingkungan.

Tak berbeda dengan teori perilaku akuntansi, dalam teori organisasi juga terdapat banyak teori yang membahas mengenai organisasi. Dan disini akan dibahas mengenai dua teori juga tentang organisasi, yaitu :

1. Teori Organisasi yang Berorientasi ke Dalam

Banyak organisasi dianggap indepen dan tidak terlalu memperhatikan lingkungan luar oleh beberapa teori. Teori organisasi yang berorientasi ke dalam ini banyak dijadikan dasar oleh sebagian besar system pengendalian manajemen dalam suatu organisasi hal tersebut didasarkan karena dalam teori ini mencakup tanggung jawab dalam pengambilan keputusan yang berlaku menurut proyek ‘ proyek, program ‘ program serta komponen ‘ komponen fungsionalnya.

2. Teori Organisasi yang Berorientasi ke Luar

Teori ini adalah teori kebalikan dari teori sebelumnya yaitu teori organisasi yang berorientasi ke dalam. Teori ini beranggapan bahwa suatu organisasi selalu berhubungan dengan lingkungan di sekitarnya. Ada dua jenis organisasi yang menganut teori organisasi yang berorientasi keluar ini, yaitu :

– Organisasi system umum terbuka

– Organisasi system manajemen

TIPE ORGANISASI

Ada tiga jenis atau tipe organisasi, yaitu :

1. Organisasi Fungsional

Dalam tipe organisasi ini, penekanan lebih ditujukan kepada manajer yang sangat harus bertanggung jawab terhadap suatu fungsi tertentu, seperti fungsi produksi, fungsi pemasaran dan fungsi lainnya yang diterapkan dalam organisasi tersebut. Fungsi ‘ fungsi tersebut dapat dihimpun oleh fungsi yang lebih tinggi dalam organisasi itu juga. Organisasi ini berpotensi membuat efisiensi perusahaan yang lebih baik karena menggunakan masukan ‘ masukan dari manajerial yang lebih tinggi.

2. Organisasi Divisi

Dalam organisasi ini, semua manajer harus bertanggung jawab terhadap hamper keseluruhan fungsi dalam proses produksi serta distribusi lini pada organisasi tersebut. Orientasi organisasi divisi lebih terbuka yang berarti lebih menekankan bahwa para manajer harus peka terhadap pengaruh ‘ pengaruh yang dating dari luar yang mungkin dapat mempengaruhi kinerja organisasi.

3. Organisasi Matriks

Ada dua struktur organisasi dalam organisasi matriks, yaitu ditata berdasarkan fungsi dan ditata berdasarkan program. Pada organisasi matriks, para manajer bertanggung jawab penuh atas profitabilitas dari lini produk organisasi tersebut dimana proses produksi dilakukan oleh unit ‘ unit organisasi fungsional.

Teori Kemungkinan (Contingency Theory)

Untuk mengendalikan suatu manajemen menggunakan tiga macam pendekatan, antara lain :

1. Pendekatan tradisional

Pendekatan ini menekankan pada perencanaan, pendekatan dan pengendalian.

2. Pendekatan system

Pendekatan ini menekankan padapenggunaan sumber daya manusia sebagai pertimbangan dalam pengambilan keputusan.

3. Pendekatan perilaku

Pendekatan ini menekankan pada pengendalian manusia termasuk di dalamnya motivasi dan prediksi.

PERILAKU MANAJEMEN

Organisasi dan sistemnya yang rumit akan mempengaruhi perilaku manusia menjadi rumit pula.

Konsep Fundamental

Agar suatu organisasi ‘terkendali’ maka para anggota organisasi harus mengetahui dengan baik apa sebenarnya yang diinginkan oleh manajemen. Untuk merealisasikan hal tersebut, dapat menggunakan banyak informasi yang telah disediakan oleh manajemen organisasi seperti anggaran hingga kebijakan organisasi. Tujuan organisasi dibuat oleh para manajer senior dan dilaksanakan oleh manajer operasional untuk selanjutnya para manajer senior menerapkan system pengendalian manajemen untuk mengontrol organisasi tersebut.

Persepsi Tujuan

Para manajer operasional harus benar ‘ benar mengetahui apa tujuan organisasi. Para manajer operasional tersebut dapat secara mudah mendapatkan informasi ‘ informasi yang mereka butuhkan dari berbagai sumber baik dari dokumen maupun percakapan informal saja. System pengendalian manajemen yang efektif dapat menguatkan kepastian suatu perusahaan.

Organisasi Informal

Adanya organisasi informal di dalam organisasi formal sering menyebabkan adanya salah persepsi mengenai tindakan yang diharapkan. Hubungan pada organisasi informal tidak tercantum di dalam bagan organisasi, padahal hal tersebut cukup penting untuk pemahaman system pengendalian organisasi tersebut.

Motivasi

Reaksi pada pelaku organisasi terutama manajemen terhadap organisasi dapat berbeda tergantung pada motivasinya. Motivasi dapat bermacam ‘ macam, misalnya kenaikan gaji, promosi, pujian dan lain ‘ lain. Motivasi timbul dari dalam pribadi masing ‘ masing, tetapi motivasi dapat dipengaruhi oleh rangsangan dari lingkungan sekitarnya.

Keselarasan Tujuan (Goal Congruence)

Setiap manusia memiliki tujuan pribadi, begitu juga dengan organisasi yang juga memiliki tujuan bersama. Salah satu tugas penting system pengendalian adalah menyelaraskan kedua tujuan tersebut serta mencapainya demi mendapatkan kepuasan bersama. Semakin kuat hubungan antara tujuan pribadi dan tujuan organisasi, maka ssistem pengendalian organisasi tersebut akan semakin kuat juga.

Kerjasama dan Konflik

Suatu organisasi tidak akan berjalan dengan baik apabila para anggotanya tidak bekerjasama dengan baik secara terkoordinasi, untuk itu di dalam organisasi sangat dibutuhkan kerjasama yang terkoordinir dan selaras. Selain itu, organisasi juga harus menjaga koordinasi dan keselarasan tersebut agar tidak terjadi konflik yang dapat mengganggu kinerja organisasi. Konflik tersebut dapat terjadi karena berbagai alasan, salah satunya adalah dengan adanya persaingan didalam organisasi tersebut.

Iklim Organisasi (Organizational Climate)

Secara singkat, iklim organisasi dapat diartikan sebagai hasil kombinasi dari struktur formal dan struktur informal pada suatu organisasi. Dan menurut pemahaman saya iklim organisasi merupakan suasana di dalam organisasi dimana tiap pelaku organisasi di dalam organisasi saling membantu, saling menilai, dan memahami antara satu dengan yang lain. Iklim organisasi ikut mengambil bagian penting dalam organisasi. Keduanya saling mempengaruhi satu sama lain.

‘

Tipe Pengendalian

Pelaku pengendalian Sumber arah pengendalian Macam ‘ macam Pengendalian

Ukuran prestasi dan tingkah laku Isyarat untuk tindak koreksi Imbalan untuk prestasi Hukuman untuk kegagalan

Organisasi formal Rencana organisasi, strategi, tanggapan atas persaingan Anggaran, biaya standar, target penjualan penyimpangan Penghargaan manajemen, insentif uang, promosi Minta penjelasan

Kelompok informal Keterikatan bersama cita’cita kelompok Norma-norma kelompok penyimpangan Pengakuan rekan, keanggotaan, kepemimpinan Ejekan, pengasingan, permusuhan

Perorangan Tujuan pribadi, aspirasi Harapan pribadi, target antara Dugaan akan kegagalan di masa yang akan dating, target tak tercapai Kepuasan karena ‘terkendali’ kegembiraan Merasa gagal

Sumber : Disarikan dari Gene W. Dalton dan Paul R. Lawrence, Motivation and Control in Organizations (Homewood, III. : Richard D. Irwin, 1971). Hak Cipta 1971 oleh Richard D. Irwin Inc.

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Variasi dalam Pengendalian

Hakekat system pengendalian manajemen dibedakan menurut sifat pekerjaan, macam organisasi, lingkungan daan peran manajer. Berikut adalah tiga dimensi yang perlu diperhatikan dalam penggunaan dan pengembangan system pengendalian manajemen :

1. Besar keleluasaan manajemen

2. Besar interdependensi

3. Rentang waktu pelaksanaan

FUNGSI KONTROLER

Kontroler dapat diartikan sebagai petinggi atau pejabat yang bertanggung jawab atas apa yang telah direncanakan oleh organisasi dan bagaimana pengoperasiannya. Tanggung jawab para kontroler berbeda ‘ beda di tiap organisasi bahkan di tiap divisinya. Tanggung jawab kontroler didasarkan pada posisinya masing ‘ masing. Tanggung jawab tersebut dilaksanakan secara langsung. Selain tanggung jawab dalam perencanaan dan pengoperasian tersebut, berikut ini adalah fungsi lain dari kontroler :

a. Menyiapkan laporan kepada pihak pemerintah serta pihak ‘ pihak luar lainnya.

b. Mempersiapkan pengembalian pajak.

c. Mempersiapkan dan melakukan analisa terhadap laporan prestasi keuangan.

d. Membantu para manajer dengan cara melakukan analisa sertab menafsirkan laporan ‘ laporan tersebut.

e. Menggunakan prosedur pemeriksaan intern dan pengendalian akuntansi, memastikan validitas informasi, menetapkan usaha perlindungan yangcukup terhadap berbagai penyimpangan serta melakukan pemeriksaan operasional.

f. Melakukan pengembangan kepada orang ‘ orang yang ia pimpin serta berperan langsung dalam penambahan pengetahuan mengenai fungsi kontroler

g. Mengadakan manajemen kas, asuransi serta kegiatan ‘ kegiatan lainnya demi pengamanan kekayaan perusahaan.

Hubungan dengan Organisasi Lini

Kontroler juga memiliki hak untuk membuat kebijakan ‘ kebijakan dalam organisasi. Namun keputusan ‘ keputusan tersebut merupakan realisasi pelaksanaan kebijakan ‘ kebijakan yang telah dibuat oleh manajer lini. Dengan kata lain, terdapat keselarasan antara kedua belah pihak. Hal tersebut tentunya sangat baik untuk menjaga kelancaran jalannya organisasi tersebut.

Kontroler Divisi

Kebanyakan perusahaan atau organisasi membagi organisasinya tersebut menjadi beberapa divisi yang dikepalai oleh seorang manajer. Manajer divisi tentu juga memiliki kontroler divisi. Dalam hal ini, kontroler divisi harus patuh kepada manajer divisi dan juga kontroler perusahaan yang terkadang beda kepentingannya. Penilaian prestasi terhadap kontroler divisi dapat dilakukan dengan menilai beberapa poin, antara lain :

– Laporan akuntansi dan keuangan

– Pengetahuan mengenai operasi divisi

– Sasaran dan pelaksanaan kepatuhan terhadap kebijakan

– Kontribusi manajemen

– Pengetahuan terhadap akuntansi

– Kejujuran dan profesionalisme

– Kemauan bekerjasama

– Organisasi dan staf

– Inisiatif dan semangat

‘

HUBUNGAN LINI-STAF

Seorang manajer divisi dapat dikatakan tidak memiliki staf maupun asisten pribadi. Manajer tersebut mendapatkan bantuan dari :

1. Tenaga yang ditugaskan untuk membantunya dari staf umum, insinyur serta petugas pembelian

2. Staf pusat yang dapat dimintai bantuan kapan saja sebanyak mungkin.

HUBUNGAN MANAJER DIVISI ‘ KONTROLER

Untuk mencapai kesuksesan organisasi dalam hubungannya dengan manajer divisi, maka organisasi perlu membina kerjasama yang baik dan solid di tiap ‘ tiap manajemen. Berikut merupakan beberapa factor yang dapat mempengaruhi hubungan baik adalah :

1. System akuntansi yang seragam dan terpusat

2. Sasaran ‘ saasaran keuangan yang telah ditetapkan sebelumnya untuk tiap ‘ tiap divisi.

(Pertumbuhan penjualan serta besar laba penjualan)

3. Pembagian laba antara kontroler dan manajer

SISTEM AKUNTANSI

Selain memiliki tanggung jawab dalam perencanaan dan pengoperasian organisasi, divisi kontroler juga memiliki kewenangan atas system akuntansi yang akan digunakan oleh organisasi tersebut termasuk di dalamnya menetapkan cara dan jenis pos ‘ pos yang harus mereka awasi. Sistem akuntansi dijadikan dasar dalam penyusunan laporan keuangan beserta analisisnya.

SASARAN ‘ SASARAN DIVISI

Seperti yang telah disebutkan pada bagian sebelumnya, perusahaan atau organisasi memiliki sasaran keuangan, yaitu pertumbuhan penjualan dan tingkat laba. Tingkat laba dalam organisasi atau perusahaan ditetapkan sebaga persentase penjualan. Berikut ini adalah beberapa factor penentu target laba penjualan :

1. Kemungkinan pematenan produk

2. Besar laba atas investasi yang diinginkan

3. Besar laba industry bersangkutan

4. Besar laba investasi bersangkutan

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Business notes: Creative problem solving essay help online

1 Unit 1 – Creative problem solving

1.1 Introduction

A business leader is expected to identify problems, implement solutions and find business opportunities. To do so, they must learn to plan, analyse situations, identify and solve problems (or potential problems), make decisions, and set realistic and attainable goals for the business/unit. These are the fundamental thinking/creative requirements for leadership, and these set direction to a successful future. Without this critical competence, you will have to rely on others to do your thinking for you, or you will simply have to learn to nurture your creative thinking skills which will help you on your journey towards successful business.

Creative thinking forms part of this continuous problem solving process, and is the fundamental basis for facilitating in the development of solutions, new initiatives, products or services. In an entrepreneurial context, the end result of this process should be directly linked to a feasible opportunity in the market environment.

Quote – What lies behind us and what lies before us, are tiny matters, compared to what lies within us. – William Morrow

The creative problem solving process consists of the following four steps:

‘ Problem analysis

‘ Solution analysis

‘ Decision analysis

‘ Solution implementation

1.2 The process

The creative problem solving process consists of an important core process, namely the idea generation process see figure 1. This is an important step, especially if you need to come up with creative ideas for products, services, and processes, to solve a consumer problem. The idea generation process consists of the following four steps:

‘ Step 1 – Generating ideas

‘ Step 2 – Developing ideas into a concept

‘ Step 3 – Converting a concept into a tangible or intangible product

‘ Step 4 – Finally protecting the tangible or intangible product

Figure 1 – The process of creative thinking (idea generation)

Initially you need to understand the problem and find the root cause of the problem. Many techniques are available to find the causes of problems, you can use the 5 Why technique in this case, if you are familiar with it. The more advanced courses will describe how to use the major problem identification techniques, but this course will focus on the idea generation process.

1.3 Where to start

In the entrepreneurial phase, the best way to start the idea generation process is when you are required to come up with a new product or service, to identify a potential consumer problem. Initially, focus on identifying problems in the area of your expertise (your knowledge base).

If you have no knowledge of the problem, the product development stage could be a challenge for you.

You will learn in the next section that not all problems are opportunities, and entrepreneurs should be careful as to how they approach this stage, when generating ideas in trying to identify a new product or service.

1.4 Problem versus opportunity

In most cases, the idea-generation phase in the creative problem solving process is neglected. Individuals normally identify a problem or an opportunity (which may seem like an opportunity, but is actually just an idea), and then develop a new product in line with the new assumed idea or opportunity. It is therefore important to distinguish between an idea and an opportunity. Resources may be wasted if a mere idea is incorrectly perceived as an opportunity.

Any opportunity is initially problem based (e.g. a coffee shop in a destination where there is a lack thereof, this creates several problem situations and potentially feasible opportunities for the entrepreneur). The creative thinking (idea generation process) involved, is the means to solving these problems, and bring forth solutions to the market problems, which create further opportunities.

1.4.1 Difference between problem and opportunity

There is, however, a critical difference between a problem and opportunity. Consider the following:

‘ Is it an idea or an opportunity to develop a high speed train between two major cities which are not far from each other? Some may say it is a great idea, but when you need to pay R200 a day to make use of it, it is simply not an opportunity. Only a few people would make use of the service, resulting in a negative impact on the market.

‘ If it is possible to transport people between the two cities for a lower cost, say R10, it would possibly be a more feasible opportunity.

Here is a good example of an opportunity – Around the turn of the twentieth century, a shoe manufacturer sent a representative to Africa, to open up a market in the undeveloped area in that continent. After exploring the culture for a month, the rep sent a telegram to the home office shouting,

‘Disaster! Disaster! These people do not wear shoes. Bring me home immediately!’

A short time later, another shoe company sent their agent to Africa for the same purpose. A month later his home office also received a telegram:

‘Opportunity! Opportunity! These people do not wear shoes! Triple production immediately!’

Quote – Every situation contains the potential for disastrous problems or unprecedented success. The event is what we perceive it to be. Unknown

Now the question arises: How do I distinguish between an idea and an opportunity? Looking at above examples, every problem is not an opportunity, and it really depends at how you are looking at the problem. If you see a viable opportunity in a problem then you are looking at the problem with a different perception than most people (the glass is half full or half empty). From a business perspective all opportunities are not necessarily a viable opportunity, the market determines the available opportunities. Without the knowledge to interpret the market conditions, you could miss it totally in terms of your opportunity analysis.

Table 1 shows the different industries in South Africa, the level of entrepreneurial activity, and how the same opportunity differs in each of these market areas.

1.4.2 The global entrepreneurship monitor

The Global Entrepreneurship Monitor ‘ specifically identified the entrepreneurial activity in the various industries of South Africa. It can be generalized to state that an industry with a high level of entrepreneurial activity, gives away more business opportunities (e.g. manufacturing, retail, hotel, restaurant and business services), while one with a lower level will indicate far less opportunities (e.g. agriculture, forestry, hunting, fishing, finance, insurance, real estate and health, education and social services).

If we analyse just one ‘high-opportunity’ industry, for instance manufacturing, it may be an opportunity today to manufacture a final product, and export it to an international market. A ‘low-opportunity’ industry, for instance insurance (especially in the market entry phase), may be negative as having an extremely high crime rate and insurance companies have to pay out claims at an alarming rate. It is also evident that low-opportunity industries may create feasible opportunities.

An entrepreneur should therefore be wary of following a fad, (latest trend) and exploiting assumed opportunities in a ‘popular’ industry.

Percentage of Entrepreneurs

ISIC Category Start-ups New Firms Total

Agriculture, forestry, hunting, fishing 1,3 2,6 1,6

Mining, construction 9,7 5,0 4,1

Manufacturing 14,3 19,1 13,8

Transport, communications, utilities 9,8 0,7 8,0

Wholesale, motor vehicle sales, repairs 6,0 6,5 6,3

Retail, hotel, restaurant 40,8 47,7 43,5

Finance, insurance, real estate 0,3 5,2 1,4

Business services 10,1 7,9 9,4

Health, education, social services 2,6 0,7 2,3

Consumer services 11,0 3,5 9,7

Source: Driver. Wood, Segal & Herrington, 2001

Table 1 – The percentage of entrepreneurs in the different industries in South-Africa

1.4.3 What is an opportunity?

What exactly is an opportunity and how does an entrepreneur exploit a feasible opportunity? According to Hesrich & Peters (2002), an opportunity is the process whereby the entrepreneur assesses whether a certain product, service or process, will yield the necessary earnings based on the resource inputs that are required to manufacture and market it.

‘

The nature of opportunities needs to be assessed – thus, what leads to the existence of an opportunity? The following factors may result in an opportunity:

‘ General and specific problems faced by consumers

‘ Market shifts

‘ Government regulations

‘ Competition

There are two equally important criteria in the assessment of an opportunity. Firstly, the size of the market – will the number of customers reward the input and energy required, to create and deliver the product?

Secondly, the length in terms of the frame of the opportunity (window of opportunity). For example, is the demand for this product only a short fashionable phenomenon or is it based on sustainable business, or how long will it take before someone else (a competitor), to grab the opportunity?

These two aspects should also link directly to the personal skills and competence of the entrepreneur. For example, entrepreneurs with no skills or interest in information technology will not necessarily achieve their personal goals. They should rather venture into an opportunity which suits their experience and personality.

1.4.4 Transform opportunity into a business

Table 2 shows how the development of a business plan links to the identification and evaluation of opportunities, the determination of the resources required and the eventual management of the enterprise. All of these factors play a significant role in the correct assessment of the business opportunity.

This means that the business plan must explain in sufficient detail how the business will exploit the situation, to transform the opportunity, into solving a problem for the consumer, which generates extraordinary profits for the people involved.

‘

Identify and evaluate the opportunity Develop the business plan Determine the resources needed Manage the enterprise

Creation and length of opportunity

Real and perceived value of opportunity

Risk and returns of opportunity

Opportunity versus skills and goals

Competitive situation Title page

Table of contents

Executive summary

Description of business

Description of industry

Marketing plan

Financial plan

Production plan

Organisational plan

Operational plan

Summary

Appendices Existing resources of the entrepreneur

Resource gap and available supplies

Access to needed resources Management style

Key variables for success

Identification of problems and potential problems

Implementation of control systems

Source: Hisrich, R.D. & Peters, M.P. 2002: 40. Entrepreneurship. Boston: Irwin/McGraw-Hill.

Table 2 – Link between Opportunity and business plan

1.5 Instruction

Exit and resume to your current page.

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The importance of employee engagement in an organization argumentative essay help online

1.4 Literature Review

Mark Kilsby and Stephen Beyer (1996) ‘ Engagement and Interaction : A comparison between supported employment and acts’. This research study was conducted with the help of interaction and commitment patterns of 13 supported employees and 38 regular adult training center attainders of the organization. Direct observation was used as method of data collection, within the 13 employment sites and a representative sample of ATC organized activities. Because of the higher level of task specific dialogue between individuals and the service of the organization it is found that there is more of social interaction in ACT. Interaction of employees with public within office hours was the cause for this as per the study conducted.

Douglas R. May, Richard L, Gilson and Lynn M . Harter (2004) ‘The Psychological Conditions Of Meaningfulness ,Safety And Availability And The Engagement Of The Human Spirit At Work’. This shows the study about a U.S western company which explored the determinants and mediated the effects of tree psychological conditions they are meaningful, safe and available. The above studies shoes that all the three factors (meaningfulness, safety and availability) have a positive relation with the engagement of an employee in the organization. In other words they are completely associated with the psychological safety where as loyalty to co worker norms and self- consciousness are negatively related.

Despoina Xanthopaolou, Arnold B, Bakker, Evangelia Demerouti and Wilmar B.Schaufeli (2009) ‘Work Engagement And Financial Returns : A Diary Study On The Role Of The Job And Personal Resources’. The above study shows that how daily fluctuations in job can affect the level of personal resource , financial returns and work engagement. Different level of analysis revealed that day level job resources had an effect on work engagement through the day level personal resources. When there was a control for the general level of personal resources and organizational engagement Day level work engagement showed a positive way towards day level training, which in turn showed the financial returns.

Dan-Shang Wang and Chia ‘Chun Hsieh (2013) ‘The Effect Of Authentic Leadership On Employee Trust And Employee Engagement’ they have examined the genuine leadership on employee engagement through employee trust. They have collected data from 386 employees from top 1000 manufacturing companies and top 500 service companies in Taiwan. Hierarchical multiple regression was used to test the hypothesis on the employees. Later on the results shows that the consistency between the supervisors , words and actions as well as their moral perceptions are optimistically related to employee engagement , when only supervisors are consist between the words and actions in positively related employment trust. The study shows how employee engagement had a positive trust on employee. Employee trust has a partial link between authentic leadership and employee engagement.

Benjamin J.C, Yuan and Michael B.H. Lin (2012) ‘Transforming Employee Engagement Into Long-Term Customer Relationships: Evidence From Information Technology Salespeople In Taiwan’. This article shows that when information sales people in Taiwan have perceived more transformational leadership and they were more expected to show increased development in work engagement. Over a period of time it was found that increased development in work engagement influenced the increased customer relationship. It showed how employee engagement is indirectly co related with customer relationship.

Xander M.Bezuijen, Karen Van Dam, Peter T . Van Den Berg and Henk Thierry (2010) ‘How Leaders Stimulate Employee Learning : A Leader ‘ Member Exchange Approach’. This study investigated how the three factors as such as leader member exchange, goal setting, and feedback are related to employee engagement in the learning activities. Here, two different mechanisms were proposed , first one a mediating mechanism telling that leader member exchange shows specific leader behavior. The second one is it as a moderating mechanism , holding that leader member exchange will strengthen the effect of leader behavior from 7 organizations a sample of 1112 employees was taken , to measure the leader member exchange approach. 233 of the direct leaders answered that they find difficulty in rating employee engagement in learning activities.

Maureen F.Dollard and Arnold B. Bakker (2010) ‘Psychosocial Safety Climate As A Precursor To Conducive Work Environment , Psychological Health Problems , And Employee Engagement’. This article shows the gap between work psychology and psychosocial working condition. Where we construct a psychosocial working condition PSC. It explains how PSC influences the senior management in psychological working conditions and in psychological health and engagement. They use the job demand and resources as a frame work and uses a multi level thinking into their explanation

James R.Jones (2009) ‘Comparative Effects On Race/Ethnicity And Employee Engagement On Withdrawal Behavior’. This study have added knowledge on the basis of effects on employee attachment. In addition to that it provides more evidence on looking at all types of employees as a single entity which can lead to false results.

Shane Crabb ( 2011) ‘The Use Of Coaching Principles To Foster Employee Engagement’. The above article focuses on the human condition that leads to the happiness of fulfillment and flourishing of employee engagement. Where positive psychology results in so many questions from traditional psychological approaches .Which have mean to focus on a different model of human functioning with healing people fail. In another way positive psychology takes additional holistic approach to human life. Seeing the positive and negative aspects of context when establishing what is right , working and good of people.

Roberta A . Neault and Deidre A .Pickerel (2011) ‘Career Engagement : Bridging Career Counseling And Employee engagement’ . this article is showing that employee counselors helps individuals in maximizing their career engagement at any career stage of an individual. When you facilitate career engagement it contributes to employee engagement which employee are looking for. They even encourages others to use the career engagement and employee engagement models as vehicles to combine the employers to interest in engagement counselors to create interest in supporting the development of employee an motivate them to work.

2.1 Title: A Cross Sectional Study Of Employee Engagement In Apollo Hospitals.

2.2 Objectives:

1. To determine the level of Employee Engagement in Apollo Hospitals.

2. To identify the factors of Employee Engagement.

3. To analyze and suggest strategies for improvement.

2.3 Research Methodology:

I had adopted descriptive research design for the purpose of this

Survey on employee engagement. The primary data was collected from the 100 employees conveniently selected from Apollo Hospitals Bangalore, through structured questionnaire.

2.4 Limitations:

1) The survey was carried out for a sample sized of 100 working staff only.

2) Findings and suggestion of this research are applicable only to Apollo Hospitals.

3) As an fact finding study advanced statistical tools or analysis are not used.

Table 1.1 Weighted Average on Opportunities for growth

X 1 2 3 4 5

I have adequate opportunities for professional growth in this organization. (X1) 10 20 32 19 19

I receive the training I need to do my job well.(X2) 2 52 22 16 08

My manager is actively interested in my professional development and advancement.(X3) 32 21 12 18 17

My manager encourages and supports my development (X4) 08 10 40 18 24

I am encouraged to learn from my mistakes (X5) 52 23 16 04 05

My work is challenging, stimulating, and rewarding(X6) 28 14 33 16 09

X1 ?? XI X2 ?? X2 X3 ?? X3 X4 ?? X4 X5 ?? X5 X6 ?? X6

10 50 2 10 32 160 08 40 52 260 28 140

20 80 52 208 21 84 10 40 23 92 14 56

32 96 22 66 12 36 40 120 16 48 33 99

19 38 16 32 18 36 18 36 04 08 16 32

19 19 08 08 17 17 24 24 05 05 09 09

TOTAL 283 TOTAL 324 TOTAL 333 TOTAL 260 TOTAL 413 TOTAL 336

Table 1.2 Calculation Of Weighted Average on Opportunities for growth

283/100 2.83 324/100 3.24 333/100 3.33 260/100 2.60 413/100 4.13 336/100 3.36

RANKED 6 RANKED 4 RANKED 3 RANKED 5 RANKED 1 RANKED 2

Table 1.3 Showing The Rank Of Each Component of Opportunities for growth

INFERENCE

The above table shows that the employees are encouraged to learn from their mistakes that is 4.15 out of 5.the work is stimulating rewarding and challenging is ranked 2nd.the manager is actively interested in employees professional growth is

ranked 3rd.the level of opportunity for professional growth shows the least ranking.

‘

Table 1.4: Showing Adequate Opportunities/ Professional growth

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

10 20 32 19 19 100

Chart 1.1: Showing Adequate Opportunities/ Professional growth

Interpretation:

32% of the employees from the given population says that they have a neutral opportunity to grow where as 10 % stands in the outstanding category and 20% of them in good category. An equal no of employees disagree to the fact in the other hand that is 19% of the given population.

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

2 52 22 16 8 100

Table 1.5: Showing Training

Chart 1.2: Showing Training

Interpretation:

In the given sample 52% of the employees agrees to the fact that they receive good training in order to do their job efficiently and 2% strongly agrees. where 22 % is neutral to the situation given.16 % of them do not get proper training they required to do their jobs and 8 % strongly disagree to it. It is clear that the organization is giving a proper training to employees to make their work effective.

Table 1.6: Showing Professional Development And Advancement

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

32 21 12 18 17 100

Chart 1.3: Showing Professional Development And Advancement

Interpretation:

Most of the employees agree that their manager takes attention in their professional development steps. 32 % to 25 of the employees from the given sample have strongly agreed and agreed to it respectively. whereas 12 % is neutral to it . but 18% to 17% disagrees and says that they are not taken care in respective of their advancement in profession.

Table 1.7: Showing Encouragement And Support

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

8 10 40 18 24 100

Chart 1.4: Showing Encouragement And Support

Interpretation:

From the above graph its clear that 40% of the employees neither agree or disagree that management encourage them or support them. 8% to 10% agrees that they have been supported by the management . but 18 % to 24 % disagree to the fact that management supports them .

Table 1.8: Showing Challenges, Stimulation And Reward

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

52 23 16 4 5 100

Chart 1.5: Showing Challenges, Stimulation And Reward

Interpretation:

More than half , 52% of the employees states that they have a challenging stimulating and rewarding work. A very few of them disagree to it 4 % to 5% . and 23 % of them agrees t it there is a majority of people agreeing to it.

Table 1.9: Showing Encouragement

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

28 14 33 16 9 100

Chart 1.6: Showing Encouragement

Interpretation:

There is a 28% of people agreeing to it. And 16 % to 9 % disagreeing to the fact that they are not encouraged to learn from their mistakes .

Table 1.10: Showing Weighted Average on Work/Life Balance; Stress and Work Pace

X 1 2 3 4 5

My manager understands the benefits of maintaining a balance between work and personal life. (X1) 02 13 08 48 29

My job does not cause unreasonable amounts of stress in my life. (X2) 30 13 08 48 29

The amount of work I am asked to do is reasonable. (X3) 40 20 12 14 14

I am able to satisfy both my job and family/personal responsibilities. (X4) 27 12 08 09 44

X1 ?? X1 X2 ?? X2 X3 ?? X3 X4 ?? X4

02 10 30 150 40 200 27 135

13 52 13 52 20 80 12 48

08 24 08 24 12 48 08 24

48 96 48 96 14 28 09 18

29 29 29 29 14 14 44 44

TOTAL 211 TOTAL 351 TOTAL 370 TOTAL 269

Table 1.11: Showing Calculation Of Weighted Average on Work/Life Balance; Stress and Work Pace

Table 1.12: Showing The Rank Of Each Component of Work/Life Balance; Stress And Work Pace

211/100 2.11 351/100 3.51 370/100 3.7 269/100 2.69

RANKED 4 RANKED 1 RANKED 2 RANKED 3

INFERRENCE

By analysing the given data using weighted average method that the level of stress reduced in the employees is 3.51 out of 4 , and the amount of work the employee is asked to do is 3.7. the employee is able to balance between family and personal responsibility is 2.69 . the managers understanding in the benefits and maintaining balance between work and personal life should be taken care because it is got only 2.11 which have least rank

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

2 13 8 48 29 100

Table 1.13: Showing Work/Life Balance; Stress And Work Pace Balance Between Work And Personal Life

Chart 1.7: Showing Work/Life Balance; Stress And Work Pace Balance Between Work And Personal Life

Interpretation:

Only 2% of the employees says that there is a balance between work life and personal life. 13% of them agrees to it and 8% is neutral to it.but 48% of the sample disagrees and 29 % of them strongly disagrees to it.

Table 1.14: Showing Stress Level In Employees Life

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

30 13 8 48 29 100

Chart 1.8: Showing Stress Level In Employees Life

Interpretation:

30% of the employees strongly agrees that the job doesn’t cause much stress where 13% of them agrees and 8% is neutral to it. But 48%of them disagree nd 29% strongly disagrees and states that job causes stress in their life.

Table 1.15: Showing Amount Of Work Asked To Do

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

40 20 12 14 14 100

Chart 1.9: Showing Amount Of Work Asked To Do

Interpretation:

40% of them strongly agrees that they have sufficient amount of work and they do not feel any stress where 20 % of them agrees. 12% of the sample is neutral.14% of them disagrees they don’t have suffient amount of work or they are overloaded with the work given.

Table 1.16: Showing Satisfying Family / Personal Responsibilities

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

40 20 12 14 14 100

Chart 1.10: Showing Satisfying Family / Personal Responsibilities

Interpretation:

44% of them strongly disagree that they are not able to complete their job, family and personal responsibilities. 27 % to 12 % agrees to it and 8% is neutral to that. It shows that employees are not satisfied with the amount of work given to them.

Table 1.17: Showing Weighted Average on Personal Expression / Diversity

X 1 2 3 4 5

My ideas and opinions count at work. (X1) 03 18 19 32 28

I am comfortable sharing my opinions at work. (X2) 10 08 28 42 12

We work to attract, develop, and retain people with diverse backgrounds. (X3) 10 13 09 56 12

Senior management is genuinely interested in employee opinions and ideas. (X4) 24 23 36 07 10

People with different ideas are valued in this organization. (X5) 20 18 40 13 09

Table 1.18: Calculation Of Weighted Average on Personal Expression / Diversity

X1 ?? X1 X2 ?? X2 X3 ?? X3 X4 ?? X4 X5 ?? X5

3 15 10 50 10 50 24 120 20 100

18 72 08 32 13 52 23 92 18 72

19 57 28 84 09 27 36 108 40 120

32 64 42 84 56 112 07 14 13 26

28 26 12 12 12 12 10 10 09 09

TOTAL 234 TOTAL 262 TOTAL 253 TOTAL 344 TOTAL 327

234/100 2.34 262/100 2.62 253/100 2.53 344/100 3.44 327/100 3.27

RANKED 5 RANKED 3 RANKED 4 RANKED 1 RANKED 2

Table 1.19: Showing The Rank Of Each Component of Personal Expression / Diversity

INFERRENCE

By analysing the above table it shows that senior management is interested in personal opinions which shows the rank 1. And people with different ideas are valued in the organisation are considered 3.27 out of 5. Employees are free to share their ideas 2.62. the employees work in such a manner to attract and retain others 2.53 ,which has got the 4th rank. Ideas counted at work has got the least rank where they have to work on that part.

‘

Table 1.20: Showing Idea And Opinion Count

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

3 18 19 32 28 100

Chart 1.11: : Showing Idea And Opinion Count

Interpretation:

Only 3% of the employees agree that the management listens to their ideas and opinions. 18% of them agree to it as well. 19 % is neutral to the situation. Whereas there is a huge no of the sample size that is32% to 28% who is disagreeing to it. Their opinions and ideas are not taken seriously by the management.

Table 1.21: Showing Level Comfort in Sharing Opinions

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

10 8 28 42 12 100

Chart 1.12 : Showing Level Comfort in Sharing Opinions

Interpretation:

The conducted shows that onl10% to 8% employees are comfortable in sharing their problems with the upper management. Rest of the sample that is 42% is disagreeing that they are not comfortable in sharing their ideas or problems.12% of them strongly disagrees.

Table 1.22: Showing The Work They Do Is To Attract , Develop And Retain

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

10 13 9 56 12 100

Chart 1.13: Showing The Work They Do Is To Attract , Develop And Retain

Interpretation:

56% of the employees disagrees that they don’t work to attract ,develop or retain customers. Where 10% to 13% agrees to the statement . a little sample size of 12% strongly disagrees to the statement .

Table 1.23: Showing Senior Management Interest In Employee Opinion And Ideas

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

24 23 26 7 10 100

Chart 1.14: Showing Senior Management Interest In Employee Opinion And Ideas

Interpretation

The management shows interest in taking employees ideas and opinions.24% of them agrees and 23% of the strongly agrees to the statement. A huge sample ,36% id neutral to the statement. But a little sample, 7% to 10% disagrees to the statement.

Table 1.24: Showing People With Different Ideas Are Valued

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

20 18 40 13 9 100

Chart 1.15: Showing People With Different Ideas Are Valued

Interpretation:

20% to 18% of the employees agree that people with different ideas are well accepted in the organization. 40% to the employees are neutral to the statement. 13 % to 9% of the sample disagrees to the statement on the other hand.

Table 1.25: Showing Weighted Average On Compensation

X 1 2 3 4 5

I am paid fairly for the work I do. (X1) 19 42 12 25 2

My salary is competitive with similar jobs I might find elsewhere.(X2) 32 12 28 23 5

My benefits are comparable to those offered by other organizations.(X3) 8 29 28 32 3

I understand my benefit plan. (X4) 42 15 19 9 15

I am satisfied with my benefit package. (X5) 58 12 11 6 13

Table 1.26: Calculation Of Weighted Average On Compensation

X1 vX1 X2 ?? X2 X3 ?? X3 X4 ?? X4 X5 ?? X5

19 95 32 160 08 40 42 210 58 290

42 168 12 48 29 116 15 60 12 48

12 36 28 84 28 84 19 57 11 33

25 50 23 46 32 64 09 18 06 12

02 02 05 05 03 03 15 15 13 13

TOTAL 351 TOTAL 343 TOTAL 307 TOTAL 360 TOTAL 396

Table 1.27: Showing The Rank Of Each Component Of Compensation

351/100 3.51 343/100 3.43 307/100 3.07 360/100 3.60 396/100 3.96

RANKED 3 RANKED 4 RANKED 5 RANKED 2 RANKED 1

INFERENCES

The above table shows that the employees are satisfied with the benefit package they are given 3.96 out of 5.the employees understand their plan is 3.60. the fair pay is ranked 3rd.the employees salary is competitive with others is ranked 4th. The salary is not comparable with salary with others which has been ranked the least, rank 5.

Table 1.28: showing Fair Pay

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

19 42 12 25 2 100

Chart 1.16: Showing Fair Pay

Interpretation:

19% to 42% of the Employees agree that they are paid fairly according to the amount of work they do. But 25% to 2% of the sample size disagrees to the statement. And 12% is neutral to it.

Table 1.29: Showing Salary Competitiveness

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

32 12 28 23 5 100

Chart 1.17: Showing Salary Competitiveness

Interpretation:

32% of the employees agrees that they get a competitive salary when compared to other organizations with same designation. 12% of them strongly agrees to it .28% of them are neutral to the statement. 23% to 5% is disagrees to the statement in the other hand.

Table 1.30: Showing Comparability Of Benefits

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

8 29 28 32 3 100

Chart 1.18: Showing Comparability Of Benefits

Interpretation:

There is balance, 29% of the employees agrees and 32 % of them strongly disagrees that they have a comparable benefits.28% of them are neutral in the other hand.

Table 1.31: Showing Understanding Of Benefit Plan

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

42 15 19 9 15 100

Chart 1.19: Showing Understanding Of Benefit Plan

Interpretation:

42% of the employees agrees that they understand their benefit plan. 15% strongly agrees ,where 19% is neutral.9% to 15% disagrees to the fact and says they don’t understand the benefit plans they are given.

Table 1.32: Showing Satisfaction With Benefit Package

STRONGLY AGREED AGREED NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL

58 12 11 6 13 100

Chart 1.20: Showing Satisfaction With Benefit Package

Interpretation:

58% of them are satisfied with their benefit package. 12% strongly agrees. Whereas little sample of 6% to 13% disagrees to the statement. Or they are not happy with their benefit package.11% is neutral to it.

Summary of Findings

‘ Most of the employee’s ability state the opinion firmly and positively is better than acceptable standards.

‘ Majority of the employee’s ability in exercising the professional duties without assistance is better than acceptable standard.

‘ The Emotional Stamina of the majority of the employees is better than acceptable standard.

‘ Majority of the Employee’s Ability to work co-operatively and collaboratively to achieve common goal is better than acceptable.

‘ Majority of the employees Ability to effectively guide a group through an appropriate process to help to achieve their desired outcomes is better than acceptable standard.

‘ Majority of the employee’s ability to clarify and establish with a group roles and responsibilities, common goal and plan to achieve them and group behavioural is outstanding.

‘ Majority of the employees Ability to deal with multiple issues and details, alertness and learning capacity is better than acceptable standard.

‘ Majority of the employee’s ability to see and think beyond the obvious and formulate original solution is better than acceptable standards.

‘ Majority of the employee’s ability to present ideas, concept, plan and procedure clearly to the target group is better than acceptable standard.

‘ Concern for excellence of the majority of the employee’s is better than acceptable standard.

‘ Majority of the employee’s Aware of what is going on in the workplace and responds in a suitable manner to situations as they is better than acceptable.

‘ The understanding between the top level and employees are in good terms.

‘ Employees do understand their benefits and opportunities given by the organisation.

‘ The employees are paid fairly according to the work done.

‘ Freedom of sharing new ideas and opinions are welcomed in the organisation.

‘ The employees are able to make a balance between personnel and work life. which reduces the amount of stress in them.

‘ The organisation encourages the employee to learn from their mistakes.

‘

‘ Recommendations

‘ In this organization employee engagement study must be regularly done in order to check the level of employee effectiveness.

‘ Since many of the employees are performing different jobs to what they were doing at the time of their joining they need training to perform the new work allotted them.

‘ Different sources of employee engagement tactics must be encouraged in employees.

‘ The top management should support the lower level employees since it is considered a major hurdle in effective employee engagement and the employees must also be made aware of importance of engagement at work system

‘ The employees should be then and there motivated for work.

‘ The understanding between management and employees should be increased.

‘ Level of stress in work should be reduced.

‘ Better benefit package should be given to the employees.

Conclusion

In the report we have discussed the importance of employee engagement in an organization and how it affects the efficiency of work and productivity. Employment counselors should help individuals to maximize their career engagement at any stage of their career. Basically employee engagement should be a buzz word for the employee engagement and a positive attitude held by the employees towards the organization. Employee engagement is gaining its importance and popularity in work places and its impact in many ways. It emphasis on the importance of employee engagement in a organization, an organization should thus give more importance for its employees than any other variable as they are the powerful contributors to a company’s competitiveness. Thus it shows that employee engagement should be a continues process for learning, improvement, measurement and action of an employee.

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The limitations of the Chit Acts essay help from professional writers

1.1 BACKGROUND OF THE STUDY

The financial system assumes strategically a very important role in channelling the funds from surplus units to deficit units. The financial system here refers to the group of institutions, markets and instruments which helps in formation of capital and thus accelerates to the pace of economic development.

The base of this study stems from the fact that there exists a gap between gross capital formation and gross domestic savings in India. So, there exists the need to augment the growth rate of voluntary domestic savings. This goal can be realized by widening and strengthening the working of different financial intermediaries which will result in mobilizing savings from various income level categories. .It is in this context that the role of the Non-Banking Financial Intermediaries like Chit Finance should be appreciated in supplementing the functions of the Banking Institutions.

Chit funds are Chit funds are the Indian equivalent of the Rotating Savings and Credit Associations (ROSCA). ROSCAs are famous in many parts of the world and is seen as an instrument to ‘save and borrow’ simultaneously. ROSCAs basically started as a way to help in fulfilling the needs of the low-income households as it enables the people to convert their small savings into lump sums. The concept of chit funds originated more than 1000 years ago. Initially it was in the form of an informal association of traders and households within communities, wherein the members contributed some money in return for an accumulated sum at the end of the tenure. Participation in Chit funds was mainly for the purpose of purchasing some property or, in other words, for ‘consumption’ purposes. However, in recent times, there have been tremendous alterations in the constitution and functioning of Chit funds. A significant difference between Chit Funds and ROSCAs are that in most places ROSCAs are user-owned and organized informally, but chit funds have been formally institutionalized in India. (Chit Funds-An innovative access to finance for low income households, 2009)

1.1.1 WHAT DO WE MEAN BY CHIT FUNDS?

Chit fund is a savings-cum-borrowing instrument. The basic aim of this instrument is to pool small amount of savings by all the members which is then managed by a foreman. The foreman has the responsibility to act as a trustee-cum-supervisors for the process of collection and allotment of the pooled amount.

Chit funds represent a traditional form of saving-cum-credit institution evolved before the bank system was introduced in rural India. There are many who avail themselves of this avenue for saving for a reasonable return.

1.1 NEED AND RATIONALE OF THE STUDY

Despite the growth of a wide range of savings avenues and the widespread network of banks and other financial institutions, it has been found that Chit scheme still forms an important part in the asset portfolio of many households and firms in India and especially in South India including Karnataka. Also, the review of literature shows that there are only a few studies on Chit Finance. Therefore, the need to conduct the study stems from the requirement to understand Chit Funds in Bangalore.

1.2 NEED TO CONDUCT THE STUDY

The research titled ‘A Study on Chit Funds in Bangalore to understand the behaviour and financial needs of the chit fund members as well as to identify the important predictors of regular participation in chit funds’ The study estimates the net returns and interest rate on Chit funds. This study tries to point out the limitations of the Chit Acts and suggests feasible recommendations for improving the working of such institutions.

.3.2 STATEMENT OF THE PROBLEM

‘A Study on Chit Funds in Bangalore to understand the behaviour and financial needs of the chit fund members as well as to identify the important predictors of regular participation in chit funds’.

VARIABLES UNDER INVESTIGATION

1. Age

2. Occupation

3. Monthly income

4. Gender

5. Bank loan

6. Regular participation in chit fund

7. Membership in multiple chit schemes

8. Cause for participating in multiple schemes

9. Preferred avenue of saving

10. Preferred source of finance

11. Safety

12. Better service

13. Flexibility

14. Timely Payment

15. Low commission

16. Personal contact

17. Unregistered chit funds membership

18. Cause for participating in unregistered chit funds

19. Cause for not participating in unregistered chit fund

3.5 OBJECTIVES OF THE STUDY

3.5.1 OBJECTIVE(PRIMARY)

1. To understand the behaviour and financial needs of the chit fund members.

2. To identify the important predictors behind chit fund participation

3.5.2 OHER OBJECTIVES OF RESEARCH

1. To estimate interest rates in registered chit funds.

2. To compare the relative ratings of Chit subscribers towards registered and unregistered chit funds on

3. To estimate the return on Chit Funds.

3.6 HYPOTHESIS

There are two types of statistical hypotheses.

1. Null hypothesis

2. Alternative hypothesis.

Hypothesis 1:

H0: There is no significant relation between gender and cause for participation in chit fund.

H1: There is significant relation between gender and cause for participation in chit fund.

Hypothesis 2:

H0: There is no significant relation between occupation and cause for participation in chit fund.

H1: There is significant relation between occupation and cause for participation in chit fund.

Hypothesis 3:

H0: There is no significant relation between age and causes for participation in chit fund

H1: There is significant relation between age and cause for participation in chit fund

Hypothesis 4:

H0: There is no significant relation between monthly income and cause for participation in chit fund

H1: There is significant relation between monthly income and cause for participation in chit fund

Hypothesis 5:

H0: There is no significant relation between gender and causes for bidding in chit fund

H1: There is significant relation between gender and cause for bidding in chit fund

Hypothesis 6:

H0: There is no significant relation between occupation and cause for bidding in chit fund

H1: There is significant relation between occupation and cause for bidding in chit fund

Hypothesis 7:

H0: There is no significant relation between age and cause for bidding in chit fund

H1: There is significant relation between age and cause for bidding in chit fund

Hypothesis 8:

H0: There is no significant relation between monthly income and cause for bidding in chit fund

H1: There is significant relation between monthly income and cause for bidding in chit fund

Hypothesis 9:

H0: There is no significant relation between gender and cause for saving in chit fund

H1: There is significant relation between gender and cause for saving in chit fund

Hypothesis 10:

H0: There is no significant relation between occupation and cause for saving in chit fund.

H1: There is significant relation between occupation and cause for saving in chit fund.

Hypothesis 11:

H0: There is no significant relation between age and cause for saving in chit fund

H1: There is significant relation between age and cause for saving in chit fund

Hypothesis 12:

H0: There is no significant relation between having bank loan and membership in multiple chit schemes.

H1: There is significant relation between having bank loan and membership in multiple chit schemes.

Hypothesis 13:

H0: There is no significant relation between monthly income and participation in unregistered chit funds

H1: There is significant relation between monthly income and participation in unregistered chit funds

Hypothesis 14 :

H0: There is no significant relation between causes to prefer chit fund over bank and having bank loan.

H1: There is significant relation between causes to prefer chit fund over bank and having bank loan.

Hypothesis 15:

H0: Presence of safety, flexibility, timely payment, low commission, better service, personal contact, having a bank loan are no significant predictors of regular participation in chit fund.

H1: Presence of safety, flexibility, timely payment, low commission, better service, personal contact ,having a bank loan,are significant predictors of regular participation in chit fund.

.

3.8 SAMPLING METHOD

Members of four registered chit fund companies in Bangalore. The four registered chit fund companies were selected due to the large size of their subscriber base.

3.8.3 SIZE OF SAMPLE

150 respondents

3.9 MECHANISM OF STUDY

3.9.1 PRIMARY RESEARCH

Questions relating to behaviour and financial pattern will be found out through questionnares

3.9.2 SECONDARY RESEARCH

‘ Reports on chit fund industry

OVERVIEW OF INDIAN CHIT FUND INDUSTRY

4.1.1 NUMBER OF REGISTERED CHIT FUND COMPANIES:

According to the Ministry of Corporate Affairs, as on 31st December, 2013:

Volume of registered chit companies: 5412

Volume of chit companies in Karnataka: 703

Number of chit fund companies in Bangalore: 315

UNREGISTERED CHIT FUND INDUSTRY

Although unregistered chits are an informal source of finance but still they are a significant part of the chit fund industry. Though they are more easily accessible as compared to registered chit funds.

4.3 PURPOSE OF THE STUDY

The study titled ‘A Study on Chit Funds in Bangalore to understand the behaviour and financial needs of the chit fund members as well as to identify the important predictors of regular participation in chit funds’ attempt in The study estimates the net returns and interest rate on Chit funds. This study also examines the limitations of the Chit Acts and suggests suitable recommendations for improving the functioning of such institutions.

4.4 LIMITATION OF STUDY

‘ Unwillingness of the members to share their income and financial details made the task of data collection somewhat difficult.

‘ Collecting data became difficult since I don’t know the regional languages.

5.2 ANALYSIS OF DATA

The analysis is done on the primary data collected from 150 chit funds members in Bangalore

TESTING OF HYPOTHESES

5.4.1 Hypothesis 1:

H0: There is no significant relation between gender and cause for participation in chit fund.

H1: There is significant relation between gender and cause for participation in chit fund.

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 31.070a 16 .013

Likelihood Ratio 35.945 16 .003

Linear-by-Linear Association 8.809 1 .003

N of Valid Cases 150

a. 1 cells (10.0%) have expected count less than 5. The minimum expected count is .30.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .455 .013

Cramer’s V .228 .013

N of Valid Cases 150

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

INTERPRETATION:

The value of chi-square=31.070 was p=.013, less than 0.05.

We can see that the strength of association between the variables is moderate (Phi and Cramer’s V -0.455).

Therefore, the research hypothesis that differences in ’cause to participate in chit funds’ are related to differences in ‘age” is supported by this analysis. This means that different age groups of the chit fund members have different reasons of participating in chit funds. As can be seen from the table above that those who belong to ’36-45 years’ have saving as the predominant reason to participate whereas members of other age groups do not have any dominant reason to participate.

5.4.2 Hypothesis 2:

Hypothesis 2:

H0: There is no significant relation between occupation and cause for participation in chit fund.

H1: There is significant relation between occupation and cause for participation in chit fund.

Hypothesis 3:

. Hypothesis 3:

H0: There is no significant relation between age and causes for participation in chit fund

H1: There is significant relation between age and cause for participation in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 10.018a 4 .040

Likelihood Ratio 10.478 4 .033

Linear-by-Linear Association 6.876 1 .009

N of Valid Cases 150

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .258 .040

Cramer’s V .258 .040

N of Valid Cases 150

a. Not assuming the null hypothesis.

a. Using the asymptotic standard error assuming the null hypothesis.

INTERPRETATION:

The value of chi-square=10.018 was p=.040, less than 0.05.

.We can see that the strength of association between the variables is weak (0.258)

Therefore, the research hypothesis that differences in ’cause to participate in chit funds’ are related to differences in ‘gender” is supported by this analysis. This means that males and females have different reasons of participating in chit funds. As it can be seen that males participate in chit funds for business and personal consumption purposes apart from saving whereas women predominantly participate to save.

5.4

Hypothesis 4:

H0: There is no significant relation between monthly income and cause for participation in chit fund

H1: There is significant relation between monthly income and cause for participation in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 82.176a 12 .000

Likelihood Ratio 97.665 12 .000

Linear-by-Linear Association 15.696 1 .000

N of Valid Cases 150

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .740 .000

Cramer’s V .427 .000

N of Valid Cases 150

INTERPRETATION:

We can see that the strength of association between the variables is strong (0.740)

Therefore, the research hypothesis that differences in ‘reason to participate in chit funds’ are related to differences in ‘occupation” is supported by this analysis. It can be seen that the self-employed members mainly participate to avail for business reasons whereas salaried employee participate mainly for personal consumption purposes.

Hypothesis 5:

Hypothesis 5:

H0: There is no significant relation between gender and causes for bidding in chit fund

H1: There is significant relation between gender and cause for bidding in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 66.691a 20 .000

Likelihood Ratio 43.579 20 .002

Linear-by-Linear Association 4.804 1 .028

N of Valid Cases 150

a. 1 cell (10.0%) has expected count less than 5. The minimum expected count is .07.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .667 .000

Cramer’s V .333 .000

N of Valid Cases 150

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

INTERPRETATION:

The (chi-square=66.691) was p=.000, less than 0.05.

We can see that the strength of association between the variables is moderately strong (0.667)

Therefore, the research hypothesis that differences in ’cause to bid in chit funds’ are related to differences in ‘age” is supported by this analysis. It can be seen that the members of age group’36-45 years’ are more interested in bidding for business related purposes where members of other age groups bid mainly for emergency needs.

5.4.6 Hypothesis 6:

. Hypothesis 6:

H0: There is no significant relation between occupation and cause for bidding in chit fund

H1: There is significant relation between occupation and cause for bidding in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 7.167a 5 .209

Likelihood Ratio 7.885 5 .163

Linear-by-Linear Association 1.120 1 .290

N of Valid Cases 150

a. 5 cells (41.7%) have expected count less than 5. The minimum expected count is .81.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .219 .209

Cramer’s V .219 .209

N of Valid Cases 150

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

INTERPRETATION:

The probability of the chi-square test statistic (chi-square=7.167) was p=.209, more than the alpha level of significance of 0.05.

Therefore, the research hypothesis that differences in ‘reason to bid in chit funds’ are related to differences in ‘gender” is not supported by this analysis.

5.4.7 Hypothesis 7:

Hypothesis 7:

H0: There is no significant relation between age and cause for bidding in chit fund

H1: There is significant relation between age and cause for bidding in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 180.915a 15 .000

Likelihood Ratio 160.460 15 .000

Linear-by-Linear Association 28.379 1 .000

N of Valid Cases 150

a. 1 cell (10.0%) has expected count less than 5. The minimum expected count is .13.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi 1.098 .000

Cramer’s V .634 .000

N of Valid Cases 150

INTERPRETATION:

The (chi-square=180.915) was p=.000, less than 0.05.

We can see that the strength of association between the variables is extremely strong (1.098)

Therefore, the research hypothesis that differences in’ are related to differences in ‘occupation” is supported by this analysis. It can be clearly seen that self-employed people bid in chit scheme mostly for business purposes, salaried people for emergency needs and housewives for household purposes.

5.4.8 Hypothesis 8:

Hypothesis 8:

H0: There is no significant relation between monthly income and cause for bidding in chit fund

H1: There is significant relation between monthly income and cause for bidding in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 123.331a 35 .000

Likelihood Ratio 106.298 35 .000

Linear-by-Linear Association 4.957 1 .026

N of Valid Cases 150

INTERPRETATION:

The probability of the chi-square test statistic (chi-square=123.331) was p=.000, less than the alpha level of significance of 0.05.

We can see that the strength of association between the variables is extremely strong (.907)

Therefore, the research hypothesis that differences in ‘reason to bid in chit funds’ are related to differences in ‘income” is supported by this analysis. It can be clearly seen that low income members bid mostly for consumption reasons whereas higher income members bid for business related and emergency purposes.

SUMMARY:

Reason to bid in chit fund has the strongest association with the occupation of the chit fund members as the probability of the chi-square test statistic (chi-square=180.915) was p=.000 and the strength of association between the variables is extremely strong (1.098).

5.4.

Hypothesis 9:

H0: There is no significant relation between gender and cause for saving in chit fund

H1: There is significant relation between gender and cause for saving in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 21.702a 16 .153

Likelihood Ratio 23.775 16 .095

Linear-by-Linear Association 2.397 1 .122

N of Valid Cases 150

INTERPRETATION:

The chi-square=123.331) was p=.153, more than 0.05. Therefore, the research hypothesis that differences in ’cause to save in chit funds’ are related to differences in ‘age” is not supported by this analysis.

5.4.10 Hypothesis 10:

H0: There is no significant relation between occupation and cause for saving in chit fund.

H1: There is significant relation between occupation and cause for saving in chit fund.

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 20.510a 4 .000

Likelihood Ratio 29.038 4 .000

Linear-by-Linear Association 7.062 1 .008

N of Valid Cases 150

a. 1 cell (10.0%) has expected count less than 5. The minimum expected count is .81.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .370 .000

Cramer’s V .370 .000

N of Valid Cases 150

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

INTERPRETATION:

The chi-square=20.510) was p=.000, less than 0.05.

We can see that the strength of association between the variables is weak (.370).Therefore, the research hypothesis that differences in ’cause to save in chit funds’ are related to differences in ‘gender” is supported by this analysis.

5.4.11 Hypothesis 11:

Hypothesis 11:

H0: There is no significant relation between age and cause for saving in chit fund

H1: There is significant relation between age and cause for saving in chit fund

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 67.261a 12 .000

Likelihood Ratio 60.380 12 .000

Linear-by-Linear Association 9.507 1 .002

N of Valid Cases 150

a. 1 cell (10.0%) has expected count less than 5. The minimum expected count is .13.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .670 .000

Cramer’s V .387 .000

N of Valid Cases 150

INTERPRETATION:

The chi-square=67.261 was p=.000, less than 0.05.

We can see that the strength of association between the variables is moderately strong(.670).Therefore, the research hypothesis that differences in ‘reason to cause in chit funds’ are related to differences in ‘occupation” is supported by this analysis. Salaried people save their money in chit fund with no particular purpose. But self-employed people are equally interested in saving for house purchase as well as for general purpose.

SUMMARY:

chit fund is most closely associated with occupation of the chit fund members as it has the highest value of chi-square statistic and Phi coefficient.

5.4.12 Hypothesis 12:

Hypothesis 12:

H0: There is no significant relation between having bank loan and membership in multiple chit schemes.

H1: There is significant relation between having bank loan and membership in multiple chit schemes.

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 56.697a 3 .000

Likelihood Ratio 67.900 3 .000

Linear-by-Linear Association 36.400 1 .000

N of Valid Cases 150

INTERPRETATION:

The probability of the chi-square test statistic (chi-square=56.697) was p=.000, less than the alpha level of significance of 0.05.

We can see that the strength of association between the variables is strong (.615).

Therefore, the research hypothesis that differences in ‘membership in multiple chit schemes are related to differences in ‘having currently bank loan” is supported by this analysis. It is clearly evident that those members currently having bank loan have invested in only one chit scheme whereas those members who do not have availed bank loan have invested in more than one chit schemes.

5.4.13 Hypothesis 13:

Hypothesis 13:

H0: There is no significant relation between monthly income and participation in unregistered chit funds

H1: There is significant relation between monthly income and participation in unregistered chit funds

.

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 96.660a 7 .000

Likelihood Ratio 85.378 7 .000

Linear-by-Linear Association 59.577 1 .000

N of Valid Cases 150

a. 1 cell(10.0%) has expected count less than 5. The minimum expected count is 1.08.

INTERPRETATION:

The chi-square=96.660 was p=.000, less than 0.05.

We can see that the strength of association between the variables is extremely strong (.803).

Therefore, the research hypothesis that differences in ‘participation in unregistered chit funds’ are related to differences in ‘income” is supported by this analysis. It is clearly evident that mostly low- income members have participated in unregistered funds. This is because the registered funds have become expensive due to the increase in their operational cost as a result of stringent regulations.

5.2.14 Hypothesis 14 :

H0: There is no significant relation between causes to prefer chit fund over bank and having bank loan.

H1: There is significant relation between causes to prefer chit fund over bank and having bank loan

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 28.049a 5 .000

Likelihood Ratio 31.806 5 .000

Linear-by-Linear Association 2.967 1 .085

N of Valid Cases 150

a. 2 cells (15.0%) have expected count less than 5. The minimum expected count is 1.79.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .432 .000

Cramer’s V .432 .000

N of Valid Cases 150

INTERPRETATION:

The probability of the chi-square test statistic (chi-square=28.049) was p=.000, less than the alpha level of significance of 0.05.

We can see that the strength of association between the variables is moderate (.432).

Therefore, the research hypothesis that differences in ’cause to prefer chit fund over bank’ are related to differences in ‘having bank loan” is supported by this analysis. It is clearly evident that members who have bank loan have preferred chit fund over bank mainly due to better dividends. But those who do not have bank loan prefer chit fund over bank mainly due to better service in terms of more personalized service.)

5.2..15 Hypothesis 15: To identify significant predictors of regular participation in chit funds using Binary Logistic Regression

Hypothesis 15:

H0: Presence of safety, flexibility, timely payment, low commission, better service, personal contact, having a bank loan are no significant predictors of regular participation in chit fund.

H1: Presence of safety, flexibility, timely payment, low commission, better service, personal contact ,having a bank loan,are significant predictors of regular participation in chit fund.

Variables in the Equation

B S.E. Wald df Sig. Exp(B)

Step 0 Constant -1.046 .186 31.574 1 .000 .351

Model Summary

Step -2 Log likelihood Cox & Snell R Square Nagelkerke R Square

1 37.170a .533 .576

a. Estimation terminated at iteration number 6 because parameter estimates changed by less than .001.

Variables in the Equation

B S.E. Wald df Sig. Exp(B)

Step 1a bank_loan(1) 1.068 1.265 14.715 1 .000 11.720

reason_2 2.286 4 .683

reason_2(1) 1.336 1.077 1.540 1 .215 3.805

reason_2(2) .134 2.239 .004 1 .952 1.143

reason_2(3) -.559 1.896 .087 1 .768 .572

reason_2(4) .731 1.347 .294 1 .588 2.076

reason_3 4.874 5 .431

reason_3(1) 1.188 .924 1.652 1 .199 3.279

reason_3(2) 1.661 2.048 .658 1 .417 5.263

reason_3(3) -1.654 1.228 1.813 1 .178 .191

reason_3(4) .404 1.192 .115 1 .735 1.497

reason_3(5) -17.379 20.722 .000 1 .700 .000

reason_4 .355 4 .986

reason_4(1) -1.047 1.850 .320 1 .571 .351

reason_4(2) -.839 1.979 .180 1 .672 .432

reason_4(3) -.932 1.637 .324 1 .569 .394

reason_4(4) 3.519 4.199 .000 1 .600 3.746

reason_5 8.553 5 .128

reason_5(1) -.254 1.768 .021 1 .886 .776

reason_5(2) -19.245 9.890 .000 1 .999 .000

reason_5(3) 1.420 1.338 1.126 1 .289 4.136

reason_5(4) -.747 1.306 .327 1 .567 .474

reason_5(5) .561 1.342 .174 1 .676 1.752

B S.E. Wald df Sig. Exp(B)

Step 1a Safety -.075 .320 4.377 1 .011 0.928

Flexi -.178 .426 3.337 1 .021 0.837

commision -.185 .188 1.868 1 .026 0.831

payment -.267 .178 1.657 1 .097 0.766

service -.859 .412 1.348 1 .083 0.424

personal -1.122 .163 .996 1 .079 0.329

Constant 3.058 2.440 1.571 1 .010 21.291

a. Variable(s) entered on step 1: : bank_loan, reason_2, reason_3, reason_4, reason_5.imp1, imp2, imp3, imp4, imp5, imp6.

INTERPRETATION:

‘ -2 Log Likelihood statistic is 37.170. This statistic how poorly the model predicts the decisions — the smaller the statistic the better the model. Since, 37.170 is a relatively small number therefore, this model is able to predict the decisions in a better way.

‘ Here Cox & Snell R Square statistic indicates that 53.3% of the variation in the regular participation in chit funds is explained by the logistic model.

‘ In our case Nagelkerke R Square is 0.576, indicating a moderate relationship of 57.6 % between the predictors and the prediction.

‘ If it is less than .05 then, we will reject the null hypothesis and accept the alternative hypothesis.

‘ In this case, we can see that bank loan, safety, flexibility and low commission have contributed signi’cantly to the prediction of regular participation in chit funds but other variables are not significant predictors of regular participation in chit funds.

‘ Since only bank loan has p=.000, therefore we can say that bank loan is the most significant predictor

among other significant predictors. This is followed by safety (p=.011), flexibility (p=.021) and low commission (p=.026).

‘ Here, the EXP (B) bank loan is 11.727. Hence when bank loan is availed by one unit (one person) the odds ratio is 11 times as large and therefore people are 11 more times likely not to regularly participate in chit funds.

‘ Here, the EXP (B) with safety is .928. Hence when safety is increased by one percent the odds ratio is .928 times as large and therefore people are .928 more times likely to regularly participate in chit funds.

‘ Here, the EXP (B) flexibility is 837. Hence when flexibility is increased by one percent the odds ratio is .928 times as large and therefore people are .837 more times likely to regularly participate in chit funds.

‘ Here, the EXP (B) low commission is .831. Hence when flexibility is increased by one percent the odds ratio is .928 times as large and therefore people are .831 more times likely to regularly participate in chit funds.

SUMMARY

Bank loan is the most significant predictor of regular participation in chit funds. This is followed by safety, flexibility and low commission.

Instalment no No of months remaining Monthly subscription Prize amount PV of monthly subscription(PV of outlow at 10%) PV of Prize amount(PV of inflow at 10%) Net Present Value(PV of inflow – PV of outflow)

1 24 2000 50000 2000 50000 10444.9

2 23 1500 35000 1488.1 34723.1 -4832.0

3 22 1500 35000 1476.4 34448.4 -5106.7

4 21 1500 35000 1464.7 34175.9 -5379.2

5 20 1500 35000 1453.1 33905.5 -5649.6

6 19 1500 35000 1441.6 33637.3 -5917.8

7 18 1500 35000 1430.2 33371.2 -6183.9

8 17 1500 35000 1418.9 33107.2 -6447.9

9 16 1620 38000 1520.3 35660.6 -3894.5

10 15 1620 38000 1508.2 35378.5 -4176.6

11 14 1700 40000 1570.2 36945.9 -2609.2

12 13 1700 40000 1557.8 36653.6 -2901.5

13 12 1780 42000 1618.2 38181.8 -1373.3

14 11 1780 42000 1605.4 37879.8 -1675.3

15 10 1780 42000 1592.7 37580.1 -1975.0

16 9 1860 44000 1651.1 39058.2 -496.9

17 8 1860 44000 1638.0 38749.2 -805.9

18 7 1860 44000 1625.1 38442.6 -1112.5

19 6 1940 46000 1681.6 39872.1 317.0

20 5 1940 46000 1668.3 39556.6 1.5

21 4 1940 46000 1655.1 39243.7 -311.4

22 3 1940 46000 1642.0 38933.2 -621.8

23 2 1940 46000 1629.0 38625.2 -929.8

24 1 1940 46000 1616.1 38319.7 -1235.4

25 0 1940 46000 1603.3 38016.5 -1538.6

39555.1 934465.9 -54411.4

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Merit goods college essay help service

Merit goods are goods which will be under-provided by the market, therefore they will be under-consumed. They are thought by the governments to be good for the populations and so the governments want them to be consumed to a great extent. They increase the private and social benefits and cause the social benefit be higher than the private one. The best examples of them, apart from all the public goods, can be the education, health care, sports facilities and the opera.

Although the majority of the merit goods is provided by the private sectors, not all the people can afford buying them, therefore they will be under-consumed. That is why the government is needed to destroy the market failure increasing the supply and consequently raising the consumption.

To explain the reasons for government to provide the merit goods, I need to apply some examples of them. The first one can be the education. It is significant for the governments to provide it so that the society would be well-educated. Governments determine the period of education required for people (the compulsory education) to maintain the proper level of education of the society. The governments find education an important aspect that should be available for everyone as it cause the whole country to have better both economic growth and economic development.

Considering another example such as health care, the situation is quite similar. The governments want to provide the population with it because they care about the high states of health of society in their country. To gain these, the countries need to have high quality of health care. Governments often offer people unpaid programs consisting of preventative medical examination which contribute to maintain the high number of healthy people. This is also connected with the problems of the labour market. The healthier people are, the more efficient their work is, the greater revenue firms have and countries are more developed because of taxations.

Other examples like sport facilities or the opera are meant for people to become physically and culturally developed but their availability is not as important as in the case of the previous examples. That is why they are not as much provided by the governments as the rest of the merit goods.

Although most of the merit goods provided by the governments are free, the fact is that they are paid through the taxes that the societies pay. The number of the merit goods of particular types that the governments provide or subsidize depends on the necessity of them. If they are provided, the societies’ benefits get higher and so is the public treasury of the countries.

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Research proposal: The effect of pregnancy on the adolescent pregnant teen & father my assignment essay help

Abstract: The purpose for this research paper is to address the adolescent pregnant teen & father and the effects a pregnancy has on both of their lives during and after her pregnancy. How the teens need the support of the family, community, church, and the school system. I will also address the teen father mostly disregarded in any aspect of the teen’s pregnancy and how this affects him, and how both teens need support in our society. How we can address the social problem of teen pregnancy from all avenues.

‘Three issues that have an impact on the pregnant adolescent are discussed education, identity development, and maternal support’ (Turnage & Pharris, 2013). My research focuses on adolescent pregnant teen women 19 years old and younger. It will also reflect the problems of the teen pregnant adolescents journeying thru the process of becoming a teen mother, finishing high school, developing her own identity and the maternal support she gets from her mother during her transition from pregnant teen to motherhood.

‘Several issues that differently influence the pregnant teen is individually based on the female’s chronological age’ (Turnage & Pharris, 2013). ‘For the pregnant adolescent, her pregnancy supersedes high school graduation as the benchmark for her being viewed as an adult’ (Turnage & Pharris, 2013). ‘Failure to graduate high school is associated with poor social and educational outcomes for teen mothers and their children’ (Turnage & Pharris, 2013).

‘While the pregnant adolescent is defining who she is as a person she experiences a transition to the new identity of mother’ (Turnage & Pharris, 2013). ‘During her pregnancy the adolescent’s mother is seen as the primary source of support that contributes to a positive self-image and can assist her in the adapting to the role of parent’ (Turnage & Pharris, 2013).

My research paper will also show how important it is to support the teen during and after pregnancy. It addresses the need for the teen mothers to finish high school, and find her identity. How important it is to have the support system of her mother and family to achieve all of these things. Without these support systems, the pregnant adolescent could end up in poverty, no social skills, homeless and a host of other social problems for her and her baby.

Addressed and examined is teen motherhood and its long-term mental and physical health of the teen mother’ (Patel & Sen, 2012). They used a (PCS) health survey known as SF-12 NLSY79 a study that compared two major comparisons groups of which only teens who experienced teen pregnancy and girls who did not experience teen pregnancy. On average the survey for teen mothers was on average 50.89.

The study to access the health outcome of ‘two major comparison groups, which consisted of women who were only experienced teen pregnancy & women who were having unprotected sexual relation as a teen but did not become pregnant ‘ (Patel & Sen, 2012). Estimated is that teen mothers are more likely to have poor health later in life in the study of all the comparison groups.

Along with support, they desperately need help taking care of an infant as a teen; they need a support system to take notice of how they are managing their health & well-being so that they can be a successful teen parent. In addition, being a teen parent can affect the mother’s mentally as the pressure of being new teen mom can be stressful.

The teen mothers who marry after they give birth to their children statistics state that 30 % of them will not remain in their marriages into their 40’s. This result comes from teen adolescents in a single parent home raising their child. This can put a strain on the teen adolescent because she will financially have to seek support from her family or enter into the welfare system and suffer mental health issues.

‘Adolescent teen mothers identify social support with, parenting and emotional support primary emanating from family members, particularly their own mothers, as well as from the father of the baby (Savio Beers & Lee, 2009)’. ‘Older sisters may play an important role in the support network for adolescent mothers, the supportive sister relationships decrease depressive and anxiety-related symptoms in adolescent mothers (Savio Beers & Lee, 2009).

‘For some adolescent parents, participation in a religious community programs may provide the significant social support and serve as a protective factor’ (Savio Beers & Lee, 2009). This directly stresses the point that without the support of family, community, and church with the support of the father the adolescent teen mother can suffer mental issues, poverty issues, and marriage problems.

We addressed the many issues that teen mothers have to face, so now I would like to address the teen father in our society. What are their concerns on becoming a teen father, and how do they view their role as father where their masculinity is concerned? While most of the research done on teen pregnancy and parenting mainly focusing on the mother, the father is invisible.

Interviewed were 26 young teen fathers in the mid-western American towns. The in depth survey of three themes of gender discord focused on teen father narratives, which took on responsibility, sex, being a man, this is the direct viewpoint of the invisible teen father. What they feel about getting a teen girl pregnant and what responsibility they take in the pregnancy if any. How they relate to getting a teen pregnant and how that affects his identity as a man and their masculinity.

‘Gendered assumptions regarding pregnancy and contraception’specifically that women are in charge of preventing pregnancy and they have the belief that male sexuality is uncontrollable; and that use of love and intimacy talk (Weber, J. B., 2013). The teen fathers that took the questionnaire did not blame themselves for getting the teen girl pregnant. They see the teen’s pregnancy as her problem.

Studies suggest that teen fathers are more likely to be of a minority race. He has a mother who had a baby as a teen; his parents have a minimal education. His parents do not have high expectations of him finishing school; all of these factors result in the likelihood that makes him a candidate to becoming a teenage father. ‘The research states that the teen fathers go to school fewer years less than non-teenage fathers (Fletcher & Wolfe, 2011).

‘Evidence shows that men who have children before marriage leave school earlier and have worse labor markets outcomes’ (Fletcher & Wolfe, 2011). ‘Data was used only on young men who reported a pregnancy as an adolescent’ (Fletcher & Wolfe, 2011). It affects his completion of high school.

It also affects his ability to take care of the teen mother & baby, which causes him to drop out of school early. Statistically, ‘teen fathers work more hours and earn more money following the birth of a child then his non-parent counterparts’ (Fletcher & Wolfe, 2011). Teen fatherhood results in the teen father getting married early or co-habitation with the teen mother.

In conclusion, teen pregnancy is a social problem in the United States both teens will have to suffer in their education, grow up before their time, take on adult responsibilities, and suffer financial problems to take care of the child. Which ultimately falls on the parents of the teens, society or the welfare system in which the teen mother becomes a social statistic or shall I say a number.

Teen pregnancy as of 2014 have been on the decline in the United States and increased in other states, however a positive support system for both teens is minimal at best. Socially as communities, churches and government we have to take an active role in education of abstaining from sex, talking to the teens about sex, and protecting themselves against pregnancy.

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Reconnaissance attacks in IPv6 networks free essay help online

2.1.1 Reconnaissance attacks in IPv6 networks

The 1st larger attack in IPv6 is usually a reconnaissance attack. An attacker try reconnaissance attacks to get some confidential information about the victim network that can be misused by the attacker in further attacks. For this he uses active methods, such as scanning techniques or data mining strategies. To start, an intruder begins to ping the victim network to determine the IP addresses currently used in the victim network. After getting some of the accessible system, he starts to scan the port to find out any open port in the desired system. The size of subnet is bigger than that of the in IPv4 networks. To perform a scan for the whole subnet an attacker should make 264 probes and that???s impossible. With this fact, IPv6 networks are much more resistant to reconnaissance attacks than IPv4 networks. Unfortunately, there are some addresses which are multicast address in IPv6 networks that help an intruder to identify and attack some resources in the target network.

2.1.2 Security threats related to IPv6 routing headers

As per IPv6 protocol specification, all of the IPv6 nodes must be able to process routing headers. In fact, routing headers can be used to avoid access controls based on destination addresses. Such action can cause security effects. It may be happen that an attacker sends a packet to a publicly accessible address with a routing header containing a ???forbidden??? address on the victim network. In such matter the publicly accessible host will forward the packet to the destination address stated in the routing header even though that destination is already filtered before as a forbidden address. By spoofing packet source addresses an intruder can easily perform denial of service attack with use of any publicly accessible host for redirecting attack packets.

2.1.3 Fragmentation related security threats

As per IPv6 protocol specification, packet fragmentation by the intermediate nodes is not permitted. Since in IPv6 network based on ICMPv6 messages, the usage of the path MTU discovery method is a duty, packet fragmentation is only allowed at the source node.1280 octets is the minimal size of the MTU for IPv6 network. The packets with size less than 1280 octets to be discarded unless it???s the last packet in the flow as per security reasons. With use of fragmentation, an attacker can get that port numbers not found in the first fragment and thus they bypass security monitoring devices expecting to find transport layer protocol data in the very first fragment. An attacker will send a huge amount of small fragments and create an overload of reconstruction buffers on the victim system which resulted to the system crash. To prevent system from such attacks it???s necessary to bound the total number of fragments and their permissible arrival rate.

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WMBA 6000-13 Topic: Course Evaluation cheap essay help

WMBA 6000-13

Topic: Course Evaluation

Date: March 2, 2014

Based on the assigned readings for this course (Dynamic Leadership), I have read an enormous amount of information about the different categories of leaders and leadership styles. Today’s leaders are different from the leaders of twenty to fifty years ago. In the past leaders gave commands and they controlled the actions of others. Today leaders are willing to involve others in their decision making and they are more open to new possibilities.

A good leader has a vision for their organization and they know how to align and engage employees in order to promote collaboration. The successful leader knows how to lead by using superior values, principles and goals that fit the organization’s values, principles and goals. Also these leaders know that leadership is not made from authority, it’s made from trust and followership. Coleman, J., Gulati, & Segovia, W.O. (2012)

I am impressed most by the characteristics of the authentic leader because they know how to develop themselves; they use formal and informal support networks to get honest feedback in order to drive long-term results. Authentic leaders build support teams to help them stay on course and counsel them in times of uncertainty. George, B., Sims, P., Mclean, A.N. & Mayer D. (2007)

In addition, I found the Leadership Code to be important because it provides structure and guidance and helps one to be a better leader by not emphasizing one element of leadership over another. Some focus on the importance of vision for the future; others on executing in the present; others on personal charisma and character; others on engaging people’; and others on building long-term organization. The code represents about 60 to 70 percent of what makes an effective leader. Ulrich, D., Smallwood, N., Sweetman, K. (2008)

The information that I acquired from this course will help me to pursue the goal of owning a beauty supply business. Another goal that I can add to my action plan is to include not only wigs and welted hair, but I will add hair, skin and nail products to my inventory. A future goal will be to add handbags and accessories as well.

After completing my short-term goal of finishing my MBA, I can take the knowledge from this course along with my values, ethics and principles to help me to manage employees and operate a successful business. Annie Smith (March 2, 20

Coleman, J. G. (2012). Educating young leaders. Passion and Purpose , 197-202.

George, B. S. (2007). Discovering your authentic leadership. Harvard Business Review , 129-138.

Lyons, R. (2012). Dean of Haas of School of Business University of California, Berkely. It’s made from followership. (J. G. Cole, Interviewer) Coleman, J., Gulati, D., & Segovia, W.O.

Ulrich, D. S. (2008). Five rules of leadership. In The leadership code five rules to lead by. Defining Leadership Code , 1-24.

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Family presence during CPR (cardiopulmonary resuscitation) extended essay help biology

In a pre-hospital setting, there are few moments that are as intense as the events that take place when trying to save a life. Family presence during these resuscitation efforts has become an important and controversial issue in health care settings. Family presence during cardiopulmonary resuscitation (CPR) is a relatively new issue in healthcare. Before the advent of modern medicine, family members were often present at the deathbed of their loved ones. A dying person’s last moments were most often controlled by his or her family in the home rather than by medical personnel (Trueman, History of Medicine). Today, families are demanding permission to witness resuscitation events. Members of the emergency medical services are split on this issue, noting benefits but also potentially negative consequences to family presence during resuscitation efforts.

A new study has found that family members who observed resuscitation efforts were significantly less likely to experience symptoms of post-traumatic stress, anxiety and depression than family members that did not. The results, published in an online article in The New England Journal of Medicine, entitled ‘Family Presence during Cardiopulmonary Resuscitation,’ were the same regardless of the survival of the patient. The study involved 570 people in France whose family members were treated by emergency medical personnel at home. These EMS teams were unique in that they were comprised of a physician, a nurse trained in emergency medicine, and two emergency medical technicians. The study found that the presence of relatives did not affect the results of CPR, nor did it increase the stress levels of the emergency medical teams. Having family present also did not result in any legal claims after the incidents occured. While the unique limitations of the study warrant consideration, the results show a definite benefit in having families stay during CPR (Jabre Family Presence).

Historically, although parents of children have been allowed to be present for various reasons, relatives of adult patients have not. As medical practices change to increasingly involve family in the care of patients, growing numbers of emergency medical practitioners say that giving relatives the option of watching CPR can be a good idea. Several national organizations, including The American Heart Association, have revised their policies to call for giving family members the option of being present during CPR (AHA Guidelines for CPR). Witnessing CPR, say some emergency medical experts and family members, can take the mystery out of what could be a potentially terrifying experience. It can provide reassurance to family members that everything is being done to save their loved ones. It also can offer closure for relatives wanting to be with their family members until the last minute (Kirkland Lasting Benefit). Another benefit is that it shows people why reviving someone in cardiac arrest is much less likely than people assume from watching it being done on television (Ledermann Family Presence During). Family members who can truly understand what it means to ‘do everything possible’ can go on to make more informed decisions about end-of-life care for themselves or their families.

There are three perspectives on this issue- that of the emergency medical personnel providing care, the family, and the patients. The resistance on the part of the medical community to family presence during CPR stems from several different concerns. The most common concern among these is that family members, when faced with overwhelming fear, stress and grief, could disrupt or delay active CPR. Another concern raised by emergency medical personnel is that the realities of CPR may simply be too traumatic for loved ones, causing them to suffer more than they potentially would have if they had never witnessed the event. Some families share this view, citing the potential for extreme distress as a main reason for not wanting to witness resuscitation (Grice Study examining attitudes). Many emergency medical personnel also fear an increased risk of liability and litigation with family members present in the room (Fullbrook the Presence of Family). The worry is that errors can occur, inappropriate comments may be made, and the actions of the personnel involved may be misinterpreted. In an already tense situation, the awareness of the family could increase the anxiety of the personnel and create a greater potential for mistakes.

Another complication that arises from having families present during resuscitation attempts is that of patient confidentiality. The patient’s right to privacy should not be circumvented with implied consent. There is always the possibility that medical information previously unknown to the family may be revealed in the chaos of resuscitation. In addition, patient dignity, whether physical or otherwise, may become compromised (Fullbrook the Presence of Family). Beyond moral considerations, legal concerns regarding revealing patient information are real. This could become an even larger issue if there is no one available to screen witnesses, which could result in unrelated people gaining access to personal information. Eventually, a breach in confidentiality can lead to a breach in the confidence that the public has gained in pre-hospital emergency care.

Family presence during CPR in a pre-hospital setting remains a highly debatable topic. This could be largely due to the fact that the needs of the emergency medical providers and the rights of the patients can be at odds with the wishes of the family members. Although there are several possible reasons why family presence is not being welcomed into daily practice, one of the major reasons could be the lack of formal written policies that define the roles of families and providers placed into this situation. Bringing family members into a situation where CPR is being performed on a loved one should not happen haphazardly. It should happen with careful concern and support for everyone involved. Policies and protocols, defined by experienced personnel, can provide legal and emotional support. They can also potentially help ease anxiety by defining expectations and placing responsibility in the hands of people who are experienced enough to know how to handle the situation appropriately. The policies and protocols should address the basic needs of all people involved. Five basic needs should be addressed:

1. The number of people allowed to be present

2. Which relatives should be allowed to be present (age, relationship, etc.)

3. The role of the family members present and what is expected of them.

4. The place where the family should remain during the duration of CPR.

5. The formal wishes of the patient- written as a directive like a living will.

An important component of this is available, trained staff that can prepare the family members for what they will witness, support them through the event, and then direct them after the event’s conclusion.

The American Heart Association states that the goals of cardiopulmonary resuscitation are, ‘to preserve life, restore health, relieve suffering, limit disability, and respect the individual’s decisions rights and privacy’ (AHA Guidelines for CPR). The practice of offering family members the opportunity to be present during CPR is a controversial ethical issue in emergency medical services. While the results of the study published on this topic in The New England Journal of Medicine clearly show no negative side effects from having families present during resuscitation attempts, the limitations of the study lend to the need for more research before it could be universally accepted.

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Respondeat Superior cheap essay help

Legal claims that derive from a situation where there are claims of negligence can sometimes involve an entity other than the neglectful parties. In certain circumstances employers are fully responsible for their employees, and the tasks they perform during working hours. During the course of this paper, the doctrine of respondeat superior will be defined and explained. Two case studies in which the doctrine was applied will also be analyzed to determine if it was applied correctly.

Respondeat superior is a legal theory that holds employers responsible for any negligent or harmful act performed by an employee during the commission of their employment duties (Thornton, 2010). The Maryland Supreme Court in 1951 was the first court to utilize respondeat superior in a court case involving a question of employer liability (Burns, 2011). This doctrine is important as it holds employers liable in court cases where one of its employees does harm to an individual. Vicarious liability and indirect liability are two base concepts that make-up respondeat superior (Thornton, 2010). Respondeat superior shows that the employer did not have to be responsible for the employee???s negligent behavior, in the form of improper training or instruction to perform harmful acts, in order for the employer to be held legally responsible.

In the case of Valle v. City of Houston, the police force was sued for excessive force and an illegal search in an attempt to remove an individual from his parent???s home (Nicholl & Kelly, 2012). The situation stemmed from a man, Omar Esparza, barricading himself in his parent???s home and refusing to come out (p. 285). After a long police standoff, the SWAT team was ordered to forcefully enter the home and remove Mr. Esparza (p. 285). The SWAT team utilized taser gun and bean bag ammunition in an attempt to subdue Mr. Esparza after they felt he posed a physical threat by wielding a hammer, but as those attempts failed the suspect was fatally wounded when an officer fired his weapon (p. 286). Shortly after the incident the mother was allowed into the home, and she reported no visible evidence that her son was possession of a hammer (p. 286). The court found that the city was not liable for damages under the theory of respondeat superior, because the order to remove the individual from the home was not made by an individual deemed as a decision-maker by the city (p. 286).

From the outside, this case seems to fit the theory of respondeat superior. As the employer, the city should be held responsible for the actions of its employees. The police, serving as the city???s employees acted in a manner that was unnecessary for the situation and in conflict of their training (p. 286). However, the court sided with the City of Houston because the chain of command was not followed in regards to the use of force (p. 286). The end result is a case where an individual made a decision that was not his to make; that ultimately cost a man his life.

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1.0 Introduction

1.1 Introduction to the report

This report is going to describe the main features of Mexico, including background information, geographical features, politics, economy and social indicators.

1.2 Background of Mexico

Mexico is the cradle of various highly developed Amerindian civilizations, including the Olmec, Maya, Toltec, and Aztec (Country Watch, 2014).It is also the most populous Spanish speaking country in the world (Baird et al, 2009; Country Watch, 2014). It was conquered and colonised by Spain for three centuries and declares its independence in 1821 (Baird et al, 2009; CIA, 2014). In 1836, Mexico lost Texas and from 1846 to 1848 after the Mexican War of territory flight with the U.S., it lost the territory in the northern Rio Grande (Boardman, 2006; Infoplease, 2005). In 1994, The North American Free Trade Agreement (NAFTA) takes effect among Mexico, the U.S. and Canada (Scholastic, 2014; O’Neil, 2014).

2.0 Geographical features

2.1 Location & size

Mexico is located in the North America, between the northern border with the United States (3,141 km) and southern border with Belize (250 km) and Guatemala (962km), as well as bordering the North Pacific Ocean, the Caribbean Sea and the Gulf of Mexico (Baird et al, 2009; CIA, 2014; STRATFOR, 2012). It is fully accessible by air, sea, car, taxi, bus and passenger train (Baird et al, 2009; Frommer’s, 2014a; Frommer’s, 2014b; Visit Mexico, 2012).

Mexico is vaguely less than three times the size of Texas and ranked 14 in the world (CIA, 2014). The total surface area is 1,964,375 square kilometres which is compounded of 1,943,945 sq km land area and 20,430 sq km water area (CIA, 2014). It also has a total of 9,330 km coastline (CIA, 2014).

Map 1. Map of Mexico. Source: CIA (2014)

2.2 Weather & time zone

Mexico’s climate varies from tropical to desert in accordance to its varied geography (see map2) . It has two main climate seasons: rainy (May to mid-Oct) and dry (mid-Oct to Apr) (Frommer’s, 2014c). Hurricane season (June to October) affects weather on the Yucat??n Peninsula and the southern Pacific coast (Frommer’s, 2014c).

There are three time zones in Mexico: the Northeast, the Pacific and Central time zone (see map3).

Map 2. Climate Zones of Mexico (ERM, 2014)

Map 3. Mexico time zone map (Time temperature, 2014)

3.0 Social indicators

According to HDI 2012, Mexico is a high human development country in terms of life expectancy, education, and income (UNDP, 2013). However, there is still a high degree of income inequality and disproportional benefit from the economy growth among certain socio-economic groups such as health care (Leiner et al, 2012; Mckee and Todd, 2011; Ruiz-Beltran and Kamau, 2001; Van Ginneken, 1979). According to the World Bank (2014f), more than half of Mexican live at national poverty line. The uneven geographical spread of benefit from economic growth is due to rapid urbanisation (Durr, 2012; UN data, 2014).

4.0 Economic indicators

The economic indicators below illustrated a steady growth of the country’s economy (see table 1). However it doesn’t reflect the income distribution and real currency value within a country such as urban/rural.

Mexico is a one of the ten largest oil producer and exporter in the world (EIA, 2012). Since NAFTA takes effect, intraregional trade has multiplied from roughly $290 billion in 1993 to over $1.1 trillion in 2012 (O’Neil, 2014). United States is Mexico primary export partner account for 78 percent of total exports and they share a 2,000-mile border (CIA, 2014; BWHA, 2013; O’Neil, 2014). The main industries in Mexico are food and beverages, tobacco, chemicals, iron and steel, petroleum, mining, textiles, clothing, motor vehicles, consumer durables and tourism (CIA, 2014; IHS Global, 2013; Wilson, 2008).

2009 2010 2011 2012 Source

GDP per capita (current US$) 7,691 8,885 9,717 9,749 World Bank (2014d)

Gross national income per capita, PPP (current international $) 13,800 14,600 15,800 16,450 World Bank (2014e)

Table 1 Summary of economic indicators

5.0 Politics

Mexico is a federal republic, governed by the Institutional Revolutionary Party (CIA, 2014). It consists of 31 states and 1 federal district of which is also the capital, Mexico City (CIA, 2014).

Since 2010, Mexico has plagued by rampant violence and crime (Baird et al, 2009; BBC, 2013; Country Watch, 2014; Gov.uk, 2014; STRATFOR, 2012; Watt and Zepeda, 2012).Narco-trafficking is one of Mexico’s biggest sources of revenue, as well as its most crime with over 12,000 drug-rated executions in 2011 (Baird et al, 2009; Watt and Zepeda, 2012). The new president announced a new national police force in early 2013 due to increasing concern of security. However, it will take several years before it takes effect (BMI, 2014).

6.0 Conclusion

Mexico is relatively accessible with rich natural resources such as oil, as well as its diverse cultures. It has excellent economic performance. However, its economic benefit is disproportionally spread. Moreover, its economy is too dependent on the U.S. market. The other major concern is its security.

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Reconnaissance attacks in IPv6 networks free essay help online

2.1.1 Reconnaissance attacks in IPv6 networks

The 1st larger attack in IPv6 is usually a reconnaissance attack. An attacker try reconnaissance attacks to get some confidential information about the victim network that can be misused by the attacker in further attacks. For this he uses active methods, such as scanning techniques or data mining strategies. To start, an intruder begins to ping the victim network to determine the IP addresses currently used in the victim network. After getting some of the accessible system, he starts to scan the port to find out any open port in the desired system. The size of subnet is bigger than that of the in IPv4 networks. To perform a scan for the whole subnet an attacker should make 264 probes and that???s impossible. With this fact, IPv6 networks are much more resistant to reconnaissance attacks than IPv4 networks. Unfortunately, there are some addresses which are multicast address in IPv6 networks that help an intruder to identify and attack some resources in the target network.

2.1.2 Security threats related to IPv6 routing headers

As per IPv6 protocol specification, all of the IPv6 nodes must be able to process routing headers. In fact, routing headers can be used to avoid access controls based on destination addresses. Such action can cause security effects. It may be happen that an attacker sends a packet to a publicly accessible address with a routing header containing a ???forbidden??? address on the victim network. In such matter the publicly accessible host will forward the packet to the destination address stated in the routing header even though that destination is already filtered before as a forbidden address. By spoofing packet source addresses an intruder can easily perform denial of service attack with use of any publicly accessible host for redirecting attack packets.

2.1.3 Fragmentation related security threats

As per IPv6 protocol specification, packet fragmentation by the intermediate nodes is not permitted. Since in IPv6 network based on ICMPv6 messages, the usage of the path MTU discovery method is a duty, packet fragmentation is only allowed at the source node.1280 octets is the minimal size of the MTU for IPv6 network. The packets with size less than 1280 octets to be discarded unless it???s the last packet in the flow as per security reasons. With use of fragmentation, an attacker can get that port numbers not found in the first fragment and thus they bypass security monitoring devices expecting to find transport layer protocol data in the very first fragment. An attacker will send a huge amount of small fragments and create an overload of reconstruction buffers on the victim system which resulted to the system crash. To prevent system from such attacks it???s necessary to bound the total number of fragments and their permissible arrival rate.

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WMBA 6000-13 Topic: Course Evaluation cheap essay help

WMBA 6000-13

Topic: Course Evaluation

Date: March 2, 2014

Based on the assigned readings for this course (Dynamic Leadership), I have read an enormous amount of information about the different categories of leaders and leadership styles. Today’s leaders are different from the leaders of twenty to fifty years ago. In the past leaders gave commands and they controlled the actions of others. Today leaders are willing to involve others in their decision making and they are more open to new possibilities.

A good leader has a vision for their organization and they know how to align and engage employees in order to promote collaboration. The successful leader knows how to lead by using superior values, principles and goals that fit the organization’s values, principles and goals. Also these leaders know that leadership is not made from authority, it’s made from trust and followership. Coleman, J., Gulati, & Segovia, W.O. (2012)

I am impressed most by the characteristics of the authentic leader because they know how to develop themselves; they use formal and informal support networks to get honest feedback in order to drive long-term results. Authentic leaders build support teams to help them stay on course and counsel them in times of uncertainty. George, B., Sims, P., Mclean, A.N. & Mayer D. (2007)

In addition, I found the Leadership Code to be important because it provides structure and guidance and helps one to be a better leader by not emphasizing one element of leadership over another. Some focus on the importance of vision for the future; others on executing in the present; others on personal charisma and character; others on engaging people’; and others on building long-term organization. The code represents about 60 to 70 percent of what makes an effective leader. Ulrich, D., Smallwood, N., Sweetman, K. (2008)

The information that I acquired from this course will help me to pursue the goal of owning a beauty supply business. Another goal that I can add to my action plan is to include not only wigs and welted hair, but I will add hair, skin and nail products to my inventory. A future goal will be to add handbags and accessories as well.

After completing my short-term goal of finishing my MBA, I can take the knowledge from this course along with my values, ethics and principles to help me to manage employees and operate a successful business. Annie Smith (March 2, 20

Coleman, J. G. (2012). Educating young leaders. Passion and Purpose , 197-202.

George, B. S. (2007). Discovering your authentic leadership. Harvard Business Review , 129-138.

Lyons, R. (2012). Dean of Haas of School of Business University of California, Berkely. It’s made from followership. (J. G. Cole, Interviewer) Coleman, J., Gulati, D., & Segovia, W.O.

Ulrich, D. S. (2008). Five rules of leadership. In The leadership code five rules to lead by. Defining Leadership Code , 1-24.

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Family presence during CPR (cardiopulmonary resuscitation) extended essay help biology

In a pre-hospital setting, there are few moments that are as intense as the events that take place when trying to save a life. Family presence during these resuscitation efforts has become an important and controversial issue in health care settings. Family presence during cardiopulmonary resuscitation (CPR) is a relatively new issue in healthcare. Before the advent of modern medicine, family members were often present at the deathbed of their loved ones. A dying person’s last moments were most often controlled by his or her family in the home rather than by medical personnel (Trueman, History of Medicine). Today, families are demanding permission to witness resuscitation events. Members of the emergency medical services are split on this issue, noting benefits but also potentially negative consequences to family presence during resuscitation efforts.

A new study has found that family members who observed resuscitation efforts were significantly less likely to experience symptoms of post-traumatic stress, anxiety and depression than family members that did not. The results, published in an online article in The New England Journal of Medicine, entitled ‘Family Presence during Cardiopulmonary Resuscitation,’ were the same regardless of the survival of the patient. The study involved 570 people in France whose family members were treated by emergency medical personnel at home. These EMS teams were unique in that they were comprised of a physician, a nurse trained in emergency medicine, and two emergency medical technicians. The study found that the presence of relatives did not affect the results of CPR, nor did it increase the stress levels of the emergency medical teams. Having family present also did not result in any legal claims after the incidents occured. While the unique limitations of the study warrant consideration, the results show a definite benefit in having families stay during CPR (Jabre Family Presence).

Historically, although parents of children have been allowed to be present for various reasons, relatives of adult patients have not. As medical practices change to increasingly involve family in the care of patients, growing numbers of emergency medical practitioners say that giving relatives the option of watching CPR can be a good idea. Several national organizations, including The American Heart Association, have revised their policies to call for giving family members the option of being present during CPR (AHA Guidelines for CPR). Witnessing CPR, say some emergency medical experts and family members, can take the mystery out of what could be a potentially terrifying experience. It can provide reassurance to family members that everything is being done to save their loved ones. It also can offer closure for relatives wanting to be with their family members until the last minute (Kirkland Lasting Benefit). Another benefit is that it shows people why reviving someone in cardiac arrest is much less likely than people assume from watching it being done on television (Ledermann Family Presence During). Family members who can truly understand what it means to ‘do everything possible’ can go on to make more informed decisions about end-of-life care for themselves or their families.

There are three perspectives on this issue- that of the emergency medical personnel providing care, the family, and the patients. The resistance on the part of the medical community to family presence during CPR stems from several different concerns. The most common concern among these is that family members, when faced with overwhelming fear, stress and grief, could disrupt or delay active CPR. Another concern raised by emergency medical personnel is that the realities of CPR may simply be too traumatic for loved ones, causing them to suffer more than they potentially would have if they had never witnessed the event. Some families share this view, citing the potential for extreme distress as a main reason for not wanting to witness resuscitation (Grice Study examining attitudes). Many emergency medical personnel also fear an increased risk of liability and litigation with family members present in the room (Fullbrook the Presence of Family). The worry is that errors can occur, inappropriate comments may be made, and the actions of the personnel involved may be misinterpreted. In an already tense situation, the awareness of the family could increase the anxiety of the personnel and create a greater potential for mistakes.

Another complication that arises from having families present during resuscitation attempts is that of patient confidentiality. The patient’s right to privacy should not be circumvented with implied consent. There is always the possibility that medical information previously unknown to the family may be revealed in the chaos of resuscitation. In addition, patient dignity, whether physical or otherwise, may become compromised (Fullbrook the Presence of Family). Beyond moral considerations, legal concerns regarding revealing patient information are real. This could become an even larger issue if there is no one available to screen witnesses, which could result in unrelated people gaining access to personal information. Eventually, a breach in confidentiality can lead to a breach in the confidence that the public has gained in pre-hospital emergency care.

Family presence during CPR in a pre-hospital setting remains a highly debatable topic. This could be largely due to the fact that the needs of the emergency medical providers and the rights of the patients can be at odds with the wishes of the family members. Although there are several possible reasons why family presence is not being welcomed into daily practice, one of the major reasons could be the lack of formal written policies that define the roles of families and providers placed into this situation. Bringing family members into a situation where CPR is being performed on a loved one should not happen haphazardly. It should happen with careful concern and support for everyone involved. Policies and protocols, defined by experienced personnel, can provide legal and emotional support. They can also potentially help ease anxiety by defining expectations and placing responsibility in the hands of people who are experienced enough to know how to handle the situation appropriately. The policies and protocols should address the basic needs of all people involved. Five basic needs should be addressed:

1. The number of people allowed to be present

2. Which relatives should be allowed to be present (age, relationship, etc.)

3. The role of the family members present and what is expected of them.

4. The place where the family should remain during the duration of CPR.

5. The formal wishes of the patient- written as a directive like a living will.

An important component of this is available, trained staff that can prepare the family members for what they will witness, support them through the event, and then direct them after the event’s conclusion.

The American Heart Association states that the goals of cardiopulmonary resuscitation are, ‘to preserve life, restore health, relieve suffering, limit disability, and respect the individual’s decisions rights and privacy’ (AHA Guidelines for CPR). The practice of offering family members the opportunity to be present during CPR is a controversial ethical issue in emergency medical services. While the results of the study published on this topic in The New England Journal of Medicine clearly show no negative side effects from having families present during resuscitation attempts, the limitations of the study lend to the need for more research before it could be universally accepted.

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Respondeat Superior cheap essay help

Legal claims that derive from a situation where there are claims of negligence can sometimes involve an entity other than the neglectful parties. In certain circumstances employers are fully responsible for their employees, and the tasks they perform during working hours. During the course of this paper, the doctrine of respondeat superior will be defined and explained. Two case studies in which the doctrine was applied will also be analyzed to determine if it was applied correctly.

Respondeat superior is a legal theory that holds employers responsible for any negligent or harmful act performed by an employee during the commission of their employment duties (Thornton, 2010). The Maryland Supreme Court in 1951 was the first court to utilize respondeat superior in a court case involving a question of employer liability (Burns, 2011). This doctrine is important as it holds employers liable in court cases where one of its employees does harm to an individual. Vicarious liability and indirect liability are two base concepts that make-up respondeat superior (Thornton, 2010). Respondeat superior shows that the employer did not have to be responsible for the employee???s negligent behavior, in the form of improper training or instruction to perform harmful acts, in order for the employer to be held legally responsible.

In the case of Valle v. City of Houston, the police force was sued for excessive force and an illegal search in an attempt to remove an individual from his parent???s home (Nicholl & Kelly, 2012). The situation stemmed from a man, Omar Esparza, barricading himself in his parent???s home and refusing to come out (p. 285). After a long police standoff, the SWAT team was ordered to forcefully enter the home and remove Mr. Esparza (p. 285). The SWAT team utilized taser gun and bean bag ammunition in an attempt to subdue Mr. Esparza after they felt he posed a physical threat by wielding a hammer, but as those attempts failed the suspect was fatally wounded when an officer fired his weapon (p. 286). Shortly after the incident the mother was allowed into the home, and she reported no visible evidence that her son was possession of a hammer (p. 286). The court found that the city was not liable for damages under the theory of respondeat superior, because the order to remove the individual from the home was not made by an individual deemed as a decision-maker by the city (p. 286).

From the outside, this case seems to fit the theory of respondeat superior. As the employer, the city should be held responsible for the actions of its employees. The police, serving as the city???s employees acted in a manner that was unnecessary for the situation and in conflict of their training (p. 286). However, the court sided with the City of Houston because the chain of command was not followed in regards to the use of force (p. 286). The end result is a case where an individual made a decision that was not his to make; that ultimately cost a man his life.

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Starting college life is something that many people have to do, and then new responsibilities come. In addition, there is something that almost anybody thinks about it, but this is always there, and it is ‘Doing laundry.’ Doing laundry is something that everyone has to do, but no everyone knows how to do. It can be confusing and stressful at first, and most people don’t find it fun, but it has to be done. In fact ‘Follow these basic guidelines and you will have clean clothes to wear tomorrow.’

First of all, learn about doing laundry is really easy. Checking care labels information procedures will be obtained. Labels indicate that clothes should not be washed or need to be washed in a different way. The international clothing symbols tell everything needed to know about how to wash each item.

Second, place the duty clothes into different piles, each of which will be washed separately. For instance, separate dark colors, light colors and white colors. Even, separate heavy clothes from light clothes to obtain a better washed. ‘To reduce link, never wash lint producing fabrics and lint attracting fabrics together!’

Third, select a laundry detergent and read the directions. Detergent bottle tells what amount should be used for each wash load. Select the appropriate water temperature. Colors are washed in cold water, and whites are washed in warm water. Add clothes into washing machine over without charge, or the clothes will not be cleaned well if there is too much laundry in it.

Fourth, after the clothes are washed, shake them out to dry easier. Check lint tray is clean and, place separated clothes by fabric type in the dryer and choose drying level shown on its label.

Finally, take clothes from the drying machine, and fold them. In fact these are some steps to make people’s laundry easier.

In conclusion, doing laundry can be confusing and stressful at first. And it could seem difficult, complex and very complicated, but it is not what it seems. Learn how to do the laundry everyone can extend its clothes’ life. After all, doing laundry is necessary and essential, and almost nobody is exempted to do it.

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Respondeat Superior writing an essay help

Legal claims that derive from a situation where there are claims of negligence can sometimes involve an entity other than the neglectful parties. In certain circumstances employers are fully responsible for their employees, and the tasks they perform during working hours. During the course of this paper, the doctrine of respondeat superior will be defined and explained. Two case studies in which the doctrine was applied will also be analyzed to determine if it was applied correctly.

Respondeat superior is a legal theory that holds employers responsible for any negligent or harmful act performed by an employee during the commission of their employment duties (Thornton, 2010). The Maryland Supreme Court in 1951 was the first court to utilize respondeat superior in a court case involving a question of employer liability (Burns, 2011). This doctrine is important as it holds employers liable in court cases where one of its employees does harm to an individual. Vicarious liability and indirect liability are two base concepts that make-up respondeat superior (Thornton, 2010). Respondeat superior shows that the employer did not have to be responsible for the employee???s negligent behavior, in the form of improper training or instruction to perform harmful acts, in order for the employer to be held legally responsible.

In the case of Valle v. City of Houston, the police force was sued for excessive force and an illegal search in an attempt to remove an individual from his parent???s home (Nicholl & Kelly, 2012). The situation stemmed from a man, Omar Esparza, barricading himself in his parent???s home and refusing to come out (p. 285). After a long police standoff, the SWAT team was ordered to forcefully enter the home and remove Mr. Esparza (p. 285). The SWAT team utilized taser gun and bean bag ammunition in an attempt to subdue Mr. Esparza after they felt he posed a physical threat by wielding a hammer, but as those attempts failed the suspect was fatally wounded when an officer fired his weapon (p. 286). Shortly after the incident the mother was allowed into the home, and she reported no visible evidence that her son was possession of a hammer (p. 286). The court found that the city was not liable for damages under the theory of respondeat superior, because the order to remove the individual from the home was not made by an individual deemed as a decision-maker by the city (p. 286).

From the outside, this case seems to fit the theory of respondeat superior. As the employer, the city should be held responsible for the actions of its employees. The police, serving as the city???s employees acted in a manner that was unnecessary for the situation and in conflict of their training (p. 286). However, the court sided with the City of Houston because the chain of command was not followed in regards to the use of force (p. 286). The end result is a case where an individual made a decision that was not his to make; that ultimately cost a man his life.

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