Roles And Contributions Of HR Professional Essay Help From Professional Writers

Our company embraced Ulrich's three-legged model as the standard paradigm for HR practice delivery. The Ulrich model is predicated on three key functions, namely HR centres of excellence, business partners, and shared services (Beatty, 2019). The roles and contributions of HR professionals are as follows:

Exemplary institutions (COE)

HR can utilize COE to increase their organization's ability to achieve a competitive edge through creative HR practices. The organization's resourcing and hiring procedures are inclusive, diverse, and accommodate neurodiversity. The interviewing and selection procedure is governed by data produced from task simulation activities, interviews, and psychometric tests to ensure that only the most competent applicants are chosen. These creative recruitment and selection procedures have aided in the development of a strong employer brand that draws top candidates naturally.

The selected individuals' goals must always correspond with those of the organization. When personal goals are matched with those of the company, the department can perform human resource development (HRD) strategically with the needs of the company in mind. The HR specialists have successfully imparted essential competences and skills to the personnel. Alhalboosi (2018) found that HRD increases the productivity, effectiveness, and profitability of an organization. Therefore, a cause-and-effect relationship may be formed between the company's observed employee productivity and its effective HRD activities.

According to the Paauwe model, human capital is the most important resource in an organization; consequently, the HR professional's primary purpose is to preserve it. The concept specifies that a company seeking sustainability must prioritize the outcomes of its personnel (Mehta, 2016). The HR department works on keeping and attracting top people for this reason. We accomplished this by creating novel incentive and reward systems for the top performer. We may therefore conclude that the organization's ability to retain top people is the outcome of good HR policies.

Common Services

HR administrative responsibilities are centralized inside a single unit. The majority of administrative tasks are managed by the HRIS. By integrating all HR procedures with the prescribed legal framework, the department has been able to successfully avoid tribunals, litigation, and sanctions. Utilizing the HRIS database, the HR department has increased organizational efficiency and decreased operating expenses. George (2020) demonstrated that HR shared services might save expenses and improve structural flexibility and customer service quality. Automation eliminates the need for manual labor and the costs associated with it, leading to substantial cost savings. In addition, while allocating resources, priority is given only to positions that enhance the business's growth.

HR Business Partner

Utilizing data, the HR business partner is responsible for delivering organizational and individual capabilities. The department engages with line managers to influence and direct the successful implementation of the plan. Through strategic planning, the department is able to provide suggestions regarding the effects of proposed changes. Strategic succession planning and forecasting have helped human resources to handle potential disruptions to business operations. HR practitioners can connect all HR practices with strategic business objectives using HRBP methods. These actions provide the department a feeling of direction. In addition, the department's initiatives are all intended to improve organizational outcomes.

CIPD Career Roadmap

Domain of Expertise in Talent Management

Using succession and contingency planning, talent management identifies an organization's most valued employees. After recognizing an organization's top talent, human resources implements ways to cultivate and enhance their skills and capabilities (Specialist knowledge, no date). Talent is a valuable asset that may be utilized for the company's financial gain. The notion of talent management is deemed vital since it represents the future gold standard for human resources (HR) practice. HRM professionals will transition from their existing positions as business partners to talent managers. The Centres of Excellence approach, which the CIPD refers to as "the future of HR practice," was created to eliminate talent shortages by emphasizing talent management as a key HR capability. Given that HR practice is an expanding area and the importance of talent management in future HR practices, each HR unit and professional should prioritize this conceptualization.

Core Knowledge Analytics and Value Creation

Evidence-based practice is formulating strategies and making decisions based on the best available facts. Analytics and value creation are essential concepts for data-driven decision making in order to promote the development of insights and value measurement (Specialist knowledge, no date). Understanding HR data as a source of information that can be utilized to guide decisions, determine the value input of each staff member, and anticipate future performance falls within this domain. HR can use the data to find areas for improvement and plan activities that will enhance the performance of the organization. Because predictive analytics is expected to be one of HR's major responsibilities in the near future, analytics and value creation are viewed as crucial (Predictive analytics, no date). Data-driven technology will facilitate HR planning, recruitment, career development, and training (A collection of thought pieces, 2015). HR practitioners would be expected to demonstrate proficiency in converting data insights into organizationally-beneficial solutions. As stated by the CIPD, an HR professional is not need to be a data scientist, but should aim to acquire vast data analytical skills (A collection of thought pieces, 2015). Therefore, each HR professional should prioritize analytics and value creation.

Core Conduct Ethical Conduct

In HR practice, business ethics is a crucial component of professional behaviour. HR professionals regarded corporate ethics as a very valuable idea, according to a CIPD survey (A collection of thought pieces, 2015). The HR professionals interviewed ranked ethics as more important than change management (35%), strategic management (32%), and finance (2%). (A collection of thought pieces, 2015). Ethical values provide a moral foundation for right or incorrect behaviors, values, and actions and enable human resource professionals to handle ethical challenges in the workplace. Ethical behavior is seen essential because it fosters a healthy work environment and harmonious interpersonal interactions. Given that views of ethical behavior and treatment are appreciated by contemporary society, building a culture of ethical conduct can assist an organization in establishing a favorable reputation.

Project Management Techniques

During the introduction of an HRIS system across the department, I utilized project management techniques. To divide the project into smaller jobs, the work-breakdown-structure (WBS) technique was employed. A WBS technique employs a visual framework to build a task map depicting what is required to accomplish goals. Using the program, I was able to evaluate project expenditures and create a feasible schedule. Effective WBS strategies can increase organizational and project efficiency, according to Eby (2016). Each member had a clear understanding of their duties and contributions, and the risk of spending money to activities beyond the project's scope was eliminated.

During the move from an internal shared services model to outsourcing, SWOT analysis was utilized. It was assessed which strengths, weaknesses, opportunities, and threats would facilitate or impede the project. In addition, an evaluation of the organization's capabilities (time and staffing levels) to efficiently outsource HR operations to external suppliers was performed. I also assessed the outsourcing's compatibility with our HR strategy and operational model, as well as our capacity to manage third parties.

Problem Solving Techniques

When team members actively resisted implementing the HRIS system due to work changes that would occur during the post-implementation phase, the 5-Whys problem-solving technique was utilized. Then, the following questions were posed:

Why do you not wish to implement the system? We approve of the status quo Why are you not content with the current quo? We are utilized to the routine. Why do you not wish to alter the routine? Because it will create additional work Why do you believe the system will generate extra work? We have a timing constraint Why is this so? Already we have a heavy workload

The process of brainstorming was then utilized to discover ways for utilizing the system without generating additional work. We ultimately discovered ways to use the system to reduce employee tasks.

Group interactions and Conflict

Typically, there are five stages of group development: forming, storming, norming, performing, and disbanding. During the storming stage, conflicts among group members are most prevalent. Disputes characterize this time, as group members begin to abandon the personal limits established during the establishing phase. Different styles of work, personalities, perspectives, and interests can strain partnerships. A lack of clarity on job responsibilities and role limits may also contribute to uncertainty and anxiety. During this stage, competition for dominance, recognition, or leadership position is also typical. As the connection is still in its infancy, team members may lack support or begin to form cliques inside the group, which can impede team cohesion.

Impact

Group disagreements may result in decreased productivity and teamwork. Farland et al. (2018) discovered that the team development process had a substantial effect on the team's cooperation and performance. The poll found that teams perform worse during the storming phase compared to previous phases. Collaboration and inter-team cooperation are crucial conditions for a group's optimal performance (Farland et al., 2018). Due to the absence of these two aspects during the storming phase, organizational productivity and optimal performance are jeopardized.

Conflict Management Model Thomas-Kilmann

The Thomas-Kilmann model identifies five conflict resolution strategies: competition, cooperation, avoidance, accommodation, and compromise. I utilize the competing method most often when I must make difficult decisions in a hurry. I utilize my positional authority to formulate and oversee the implementation of my decisions. However, I employ this technique sparingly because regular use can create a hostile and toxic environment.

Collaboration is the method I utilize most frequently to reach a solution. The procedure entails examining the issue to determine its major problems. After identifying the issue, the relevant parties were taken through collaborative exercises on various resolutions to their dispute. Reaching a middle ground that somewhat satisfies one or both parties is the essence of compromise. Before compromising on any aspect of a conflict, I always assess the circumstances to grasp the dangers and opportunities associated with each decision. I employ the avoidance strategy for minor misunderstandings that have no big impact on the results of the individual, team, or organization.

Occasionally, I delay resolving disagreements so that team members might acquire conflict management skills through idealized influence. I must make altruistic decisions in order to accommodate another person's viewpoint. I utilize accommodative to save time or make a person feel valued by the organization. According to Altmae, Türk, and Toomet (2013), a balance of the five techniques can result in more effective relationship-oriented leadership. By balancing these approaches, I was able to develop more effective conflict management strategies.

Relationship Determined by (IBR)

The IBR method to dispute resolution emphasizes mutual respect and comprehension. The method states that a manager's responsibilities extend beyond dispute resolution. Rather, it entails creating meaningful connections through the process of conflict management by recognizing and appreciating individual diversity. When dealing with disagreements, I always seek to remove people from situations. When an employee, for instance, refuses to accept my choice, I do not consider him as problematic. Instead, I endeavor to comprehend their perspective and make decisions that meet their requirements. I use active listening skills to better comprehend the needs and interests of each person. The strategy has been successful in creating group cohesion and cultivating meaningful relationships due to its primary emphasis on individual outcomes.

Model of Eight Conflict Causes

I utilized the eight causes of conflict to defuse the tension between two employees who refused to collaborate due to personal dislike. Both employees stated that they simply do not get along with one another. Because the origin of the conflict was unknown, I utilized Bell and Hart's eight causes of conflicts to determine its origin. According to the concept, workplace arguments stem from resources, working styles, perceptions, work pressure, roles, unpredictable policies, and goals (Conflict resolution, no date). I studied each of the stated causes and determined that the disagreement was driven by incompatible working styles. One employee was neat, organized, and valued a clean work environment, whereas the other was naturally loud and unorganized. Even though both were productive, their partnership was hampered by their dissimilar personalities. By focusing on the problem's fundamental cause, the strategy minimizes time and resources from being spent on problem symptoms.

Influence, Persuasion, and Negotiation

Negotiation

The RADPAC model postulates that a consensus can be reached through a six-step procedure. This process includes establishing rapport, analyzing, debating, proposing, reaching consensus, and concluding. To establish rapport, I create an environment in which the participants to the discussion will feel at ease with one another. Rapport facilitates the formation and maintenance of positive team connections. I provide a forum for users to communicate and express their thoughts, ideas, and emotions during analysis. The platform enables individuals to comprehend one another's opinions and wants. In the third phase, I establish a forum for discussing and summarizing the interests and viewpoints expressed in the second phase. During the fourth step, members examine the advantages and disadvantages of each suggested concept and assemble them into a report. I utilize voting to reach a consensus regarding the greatest idea. At the conclusion of the closing phase, I ensure that each member's needs and opinions have been considered and valued.

Persuading

I utilized Robert Cialdini's six elements of influence to convince top management to approve the budget for a proposed project. Influence, reciprocity, commitment and consistency, social proof, like, authority, and scarcity are the tenets. Reciprocity is founded on the hypothesis that if you offer someone something of value, they will likely return the favor (Cialdini, no date). I presented the project's usefulness and value to the management in order to elicit cooperation from the administration. Consistency is founded on the idea that individuals are more likely to comply with a request if they have publicly committed to doing so (Cialdini, n.d.). I involved direct supervisors to assure their dedication to subordinates.

To demonstrate social proof, I presented employee opinions and input regarding the company's social networks. By releasing this information, I'm able to demonstrate how much the concerned stakeholders appreciate the proposal or are pleased with the project (liking). All of my requests for budget approval were supported by insightful data to substantiate my arguments. People are more likely to be convinced when the persuader exhibits competence or trustworthiness on the subject at hand (Cialdini, no date). Utilizing facts is an excellent method for establishing the credibility of your endeavor. I employed the idea of scarcity by informing the managers of the uniqueness of a proposed project.

Influencing

I have utilized the McKinsey influencing model to influence the attitudes and behaviors of employees during the implementation of the HRIS. During a change management endeavor, team members must be guided by four actions: role modeling, encouraging understanding, developing talent and skills, and reinforcing using formal processes (Basford and Schaninger, 2016). To raise awareness, I explained to the employees why we needed to implement the HRIS. People are more likely to change when they get the "why" behind the initiative (Basford and Schaninger, 2016). I instructed employees on how to utilize the system effectively to empower employees. When employees possess the necessary abilities, they are likely to be motivated to act (Basford and Schaninger, 2016). I strengthened the formal procedures that supported the change program using incentive-based processes. Role-modeling theory states that a leader's actions inspire the workforce; therefore, I ensured that I could exhibit experience in influencing and motivating colleagues utilizing the system.

Bibliography

F.H.A.M. Alhalboosi. 2018. Human resource development.

S. Altmae, K. Türk, and O. Toomet (2013). Thomas-conflict Kilmann's management modes and their relationship to Fiedler's leadership styles (based on Estonian organizations). Web.

The human resources business partner, by C. Beatty. Web.

Basford, T., and Schaninger, B. (2016). The four building blocks of change: four key activities that influence employee attitudes and conduct. Here is why they are significant. Web.

Cialdini, R. (no date) Robert Cialdini discusses the six methods of persuasion in an interview. Web.

A compilation of articles altering HR operational paradigms (2015).

Professional expertise: CIPD profession map (no date) Web.

Eby, K. (2016) Work breakdown structures in depth. Web.

American Journal of Pharmaceutical Education, 83(6), pp. 7030, Farland, M.Z., et al. (2018). "Impact of team formation method on student team performance across multiple courses incorporating team-based learning." Web.

George, S. (2020) Human resources shared services. Web.

Mehta, E. (2016). Literature review on human resources practice in the banking sector. International Research Journal of Engineering IT & Scientific Research, 2(7), pp. 90–97. Web.

Conflict resolution using “the interest-based relational” approach (no date) Web.

Predictive analytics in personnel administration (no date) Web.

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Gulf Falcon Air-Conditioning Systems Fixing Company: Managing The Market Essay Help From Professional Writers

Executive Synopsis

Gulf Falcon Air-conditioning Systems Fixing (G.F.A.S.F.) is a small company that specializes in split & Sheller system package systems. G.F.A.S.F was founded in 2006 as a modest firm with offices in Dubai. G.F.A.S.F is able to execute its strategies and undertake a thorough market analysis of its products. In addition, it conducts routine research of its catchment areas, which has enabled it to integrate beneficial technology while decreasing its operational expenses.

G.F.A.S.F. is responsible for the production of chilled water for all clients from a central location. Professionals at G.F.A.S.F. serve the diverse needs of clients. G.F.A.S.F pulls in the same direction as a team.

District cooling involves piping chilled water from a cooling plant to residences, businesses, and industries (Coyles & Gokey 2002).

Introduction

Global economy

The world has gotten increasingly competitive, and for businesses to succeed, they must a competitive edge. In order to sustain above-average returns in its financial portfolio, G.F.A.S.F will therefore create and implement tactics that its competitors cannot replicate. The 21st century encourages businesses to keep ahead of the competition. Rapid changes in global marketplaces, where traditional sources of competitive advantage are losing efficacy, have necessitated massive investments in order to compete internationally. These items produce less noise pollution. Similarly, greater economic interconnectedness between nations in which commodities and services flow unrestrictedly, as well as financial capital and expertise, has contributed to an increase in performance, quality, high productivity, production introduction time, and operational efficiency.

This has increased the company's strategic flexibility, allowing it to respond to a variety of market needs and possibilities in a competitive setting.

Gulf Falcon Air-conditioning Systems Fixing's mission

We provide thermal energy to consumers as an efficient method of cooling. In doing so we:

Team satisfaction: management and employees are dedicated to working as a team to achieve both firm profitability and satisfaction.

Client satisfaction: G.F.A.S.F. is an established business that strives to meet customer demand, maintain positive customer relations, and offer reasonable prices.

Community fulfillment: G.F.A.S.F. will provide work in a safe and secure setting and take steps to ensure its corporate duties are met.

G.F.A.S.F. will ensure that its goods meet high market standards and consumer confidence by utilizing cutting-edge technology and flexible product customisation to fulfill unique client requirements.

Enhance the monetary prosperity of our shareholders (Gale & Chapman 1994).

G.F.A.S.F.'s statement of purpose

G.F.A.S.F's vision is to be a leading provider of environmentally friendly and innovative cooling systems and solutions.

Marketing Purpose

There are numerous methods in which businesses gain a competitive advantage over their rivals. A good strategy will yield competitive returns relative to competitors. For a business to have a competitive advantage, a number of conditions must be met. This includes the presence of alternatives for the core skill; it should be difficult for any other firm or organization to imitate or copy this plan and implement it. Moreover, the rate of competence arising from the environment is really important (Mockler 2003).

Internal Evaluation

resides at the center of most successful enterprises. Internal analysis is the procedure carried out within a business in order to determine the rate of return of the internal components. In internal analysis, it is essential to comprehend the firm's financial status. In addition, the firm's high-performing and low-performing departments must be recognized, with the high-performing departments receiving additional support and the low-performing departments receiving the appropriate actions to improve their performance. In internal analysis, it is also necessary to do an outcome analysis to identify how to redistribute the firm's resources and capabilities. Establishing goals with a global mindset entails an organization's capacity to identify environmental hazards and opportunities while setting goals that exceed its available resources.

As a firm, G.F.A.S.F has devised plans ambitious enough to test its resources and capabilities, and it has focused primarily on global objectives rather than local ones; that is, it has engaged in global-mind setting. In value-chain analysis, the primary activities are the physical creation of the product, its sale and distribution, and the provision of after-sales support. As a small company that specializes in the packaging system and Sheller system, G.F.A.S.F engages in both internal and value-chain analyses. In terms of value-creating potential for the primary operations, there is procurement to ensure effective supply of inputs, development of human resources and its leaders, and technology development to ensure manufacturing and distribution activities are finished on time. G.F.A.S.F. has been performing effectively in all the above-mentioned operations, and is among the leading providers of efficient and high-quality packaging systems. It has a well-equipped system for human resource management and is led by individuals with the highest qualifications and extensive experience (Van, Hans, Hoyer & Inman 1996). See appendix 2.

Strategies

An organization's strategies are the means or plans it employs to attain its objectives. Strategic management refers to administration designed to align precisely with the company's stated goals.

G.F.A.S.F. employs a variety of strategies to achieve its goals. They consist of global and multi-domestic tactics. Under a worldwide approach, G.F.A.S.F standardizes its products throughout all of its markets and ensures that they are well-equipped to satisfy the needs of the target markets. The many Strategic Trade units rely on one another for effective operation, and economies of scale are heavily utilized to reduce production costs while simultaneously increasing sales. Under multi-domestic strategy, the small business units formed by the parent company have the authority to make specific strategic decisions.

Strategic structure

G.F.A.S.F as a business enjoys numerous strategic advantages. For example, it has a substantial market share. Its products have dominated the market for a considerable period.

The second of its tactics is to maintain a large market share, which necessitates allocating greater resources to advertising and maintaining production quality.

Its economies of scale are another strategic advantage that the company enjoys, as a result of which it incurs lower manufacturing costs and generates a greater overall profit.

However, it is also noteworthy that the company boasts advantageous location. This decreases the costs associated with transporting raw materials from distant locations. It also reduces labor costs because staff are drawn from the region where the company's branch is located, as opposed to being recruited from specific regions to work elsewhere.

Return on investment is another strategic component that contributes to the expansion of the company. Long-term investments are especially important for a company's future development, as their returns contribute to both internal and external expansion.

Cooperate strategy is a plan in which multiple companies agree to collaborate in order to achieve a given target. If more than two companies are engaged, it is known as a network alliance (Peltier, Schibrowsky & Davis 1998).

G.F.A.S.F. Analysis of Pestle and Forces

Political

Political stability will be crucial for the success of G.F.A.S.F.'s economic venture in the United Arab Emirates. It should be noted that the UAE has experienced considerable political stability since its formation. It may be argued that the UAE's competitive economy and limited trade regulation will go a long way toward guaranteeing that G.F.A.S.F operates in a favorable environment.

Economic

The UAE's economic growth began shortly after 1970, following the founding of the federation. This corresponded with a large increase in oil output, which provided the country with a solid economic foundation (Woods 2001).

Social

The social characteristics of a society include its conventions, attitudes, and cultural values. The government of the UAE has expended vast sums of money to modernize the country.

Technological

The UAE government has encouraged the formation of various packaging-based businesses through its limited regulation. This has encouraged foreign direct investment in industries related to packaging.

Five-factor model

The five forces model is a more in-depth market study that considers the threat of replacement items on the market, new entrants, clients' bargaining power, and competition among competitors.

Entry obstacles

New entries into a market might pose a threat to established competitors. In light of this, G.F.A.S.F can only pursue strategic alliances with already-established firms to capture market share from existing competitors. This will also ensure that the company's inventory expenditures are kept to a minimal, contributing to its profitability. Government policy dictates that 51% of foreign enterprises must have local control; this could impede G.F.A.S.F's market entry (Sutton 2007).

Buyer power

Despite the fact that good economic conditions in the UAE have led to a strong spending power among the population, G.F.A.S.F's marketing strategy of dealing directly with clients and bypassing middlemen will ensure that our pricing are competitive and affordable. Through cost reduction, we will be able to market our items at a reduced price.

Supplier power

In the packaging sector, supplier influence has never been so dominant. Regarding the control and distribution of inputs, G.F.A.S.F has always employed a vertical integration method of operation. In an effort to reduce costs, G.F.A.S.F will find it necessary to do duties traditionally performed by suppliers and distributors. This is known as complete vertical integration (Chaudhuri & Holbrook 2001).

Substitutes

In the information era, substitute items do not pose a significant challenge to the packaging sector.

Comparative analysis with other rivals

Even though there is no strong government-backed enterprise in the UAE, there will be rivalry and competition from overseas companies. G.F.A.S.F's performance in the UAE will primarily depend on the manner in which it collaborates with established distribution channels in the country to get market access.

Description Our business's Competitors' Notes

Central of Dubai's industrial district

Small size of the company's middle

Standard of Product Quality on the Chinese Market Depends on Projects

Standard of Maintenance Greater than them fewer than we

Cost of Goods Sold Fewer than 20 Expensive

Charge for Maintenance fewer than fewer than us

Distribution network Manage the ducts Purchase supplies from outside

Market Share No. 1 in our size category. difficult to find customers

Financially Stable Excellent New business

See appendix 1.

Market analysis (analysis of SWOT)

In order to achieve its goals and carve out a niche in Dubai, "G.F.A.S.F. will need to formulate and evaluate its threats, strengths, opportunities, and weaknesses (SWOT). A thorough analysis of the aforementioned will serve as the foundation for developing a more effective strategic management plan" (Podolny 2001,p.86). Strength will illuminate the organization's strengths and areas for improvement. This may include a professional work team and adequate and up-to-date facilities to facilitate their job. Weaknesses may reveal what the company is incapable of achieving and its inadequacies. Opportunities may highlight what the organization can use to its advantage in order to achieve its goals; this may include taking use of government subsidies and tax breaks to strengthen its business plans. Threats are environmental elements that may have a detrimental impact on the Middle Eastern endeavor. This may involve legislation agendas that are detrimental to resources.

Strengths

These are the company's capabilities and internal resources that provide it a competitive advantage. G.F.A.S.F's main strengths that will be advantageous to its Middle East endeavor include the following: Dealing directly with clients will ensure that the company receives immediate product feedback. This bodes well for the company's objective of developing solutions for all consumer needs.

Weakness

In light of its strengths, the corporation will need to devise countermeasures for its weaknesses in order to achieve market equilibrium. A G.F.A.S.F vulnerability can be attributed to single sourcing, a reliance on the corporate market that is excessive. To address this, the corporation will need to diversify its Middle Eastern markets to accommodate individual buyers.

Opportunities

In order to progress its commercial agenda, G.F.A.S.F will need to capitalize on existing opportunities. More prospects exist in terms of new markets and clients as a result of the industry's continued exponential growth. This allows the company to capitalize on opportunities to develop its operations in the Middle East and introduce new goods to the market.

Threats

In conducting its commercial operations, GFASF will face a number of dangers. This includes the constantly evolving technology. Technology can only improve, so for G.F.A.S.F. to survive, it must evolve with the technology or perhaps surpass its rivals. The global economy, which will be saturated with competitors, will also significantly influence the financial elements of business participants. In an effort to improve its products, G.F.A.S.F. will also need to remain ahead of its competitors' growing plans. New market participants may introduce new items, hence complicating access to distribution channels when lower-priced substitutes are introduced.

Important success factors

In order for G.F.A.S.F to realize its objective and expand its profit margins, the concept of one-on-one customer service is vital. This will be essential for reducing costs associated with middlemen and ensuring that customers receive higher quality items and more robust systems. This will improve client interactions and consumer loyalty, allowing the business to build a larger market niche. G.F.A.S.F must be aware of its competitors' tactics in order to devise counterstrategies and deploy its investments and resources appropriately in order to achieve its market goals. G.F.A.S.F will rely on its high reputation in the United States market to increase its market share in the United Arab Emirates. Consumer satisfaction will be of utmost importance in its new markets; consequently, customer awareness and customer surveys will be essential to establishing a positive brand image. Timing and planning will also be crucial for the introduction of new products and the development of counterstrategies in the dynamic and competitive technology market.

Plan stratégique for 2009-2011

Strategic Plan Based on an Evaluation of

As a packaging company, GFASF is experiencing a lack of revenue. The following strategy is likely to aid in its realization.

The following is an evaluation of the company's potential vulnerabilities, threats, and opportunities (Reinartz & Kumar 2002).

Vision

The G.F.A.S.F will operate out of Dubai. It plans to double its existing sales volume. In addition to delivering value-added services to its customers in both existing and new market areas. The G.F.A.S.F services are anticipated to offer a number of advantages over those of competitors.

Corporate Objectives

The following are the long-term business aims:

To recover complete market dominance. To become the market leader in the packaging system industry.

Key Strategies

Maximize its potential for international product sales. Stabilizing the selling price of things. Enhance customer service and focus on consumer requirements. Develop strategic connections with industry players.

Major Goals

Boost sales by threefold by 2011. Boost the existing profit margin by twofold. Obtain a 50 percent market share by 2011.

Strategic Initiatives

Enhanced infrastructure Within six months, the financial plan will be implemented. Develop strategic partnerships both within and outside of the sector. Complete the AAPL merger procedure within six months.

A tabular representation of the merger's finances and resources.

Sources of capital Resources

Humans who borrow loans from the bank (labor)

Stock issue

Cash settlement (to reduce

probabilities of eroding EPS)

Transfer of capital assets (packaging)

Factoring is the discount sale of accounts receivable and financial assets.

Utilization of both cash and debts.

Conclusion

Technology is always evolving, and the global economy has shrunk to the size of a village; those who can successfully analyze the market environment by utilizing their strengths to identify prospective chances will have the most success. The G.F.A.S.F strategy in the UAE is an illustration. A lot of attention should also be placed on marketing, and some analysis should be conducted to facilitate effective client feedback. Effective planning and strategy are typically sufficient to lead businesses to success regardless of market circumstances.

References

The Chain of Effects from Brand Trust and Brand Affect to Brand Performance: The Role of Brand Loyalty, by A. Chaudhuri and M. Holbrook, 2001. 81-93 in Journal of Marketing, volume 6, issue 65.

Coyles, S., and T.C. Gokey. "Customer maintenance is insufficient." Quarterly McKinsey Report 2.

Gale, B.T., and R.W. Chapman, Managing Customer Value: Creating Quality and Service Customers Can See, New York: Free Press, 1994.

Mockler, R. (2003). Advanced Strategic Analysis. Haworth: Haworth Press.

Using Attitudinal and Descriptive Data Information: Understanding Interactive Buyer-Seller Relationships. Journal of Interactive Marketing, vol.12.3, no.12.2, pp. 32-45. Peltier, J., J. Schibrowsky, and J. Davis.

Podolny, J. 2001, Strategic management system. John Wiley is located in New Jersey.

Reinartz, W., and V. Kumar. "The Mismanagement of Consumers Loyalty." Harvard Journal of Business Review, vol.80, no.80, pp.86-97, 2002.

Sutton, R, 2007,.

Modern Strategic Management for Businesses: Management-Related Evidences, Harvard Trade Press, Harvard.

Van Collins, Hans C. M., Wayne D. Hoyer, and Jeffrey J. Inman, "Why Switch?" (1996). Reasons at the Product Category Level for Genuine Variety-Seeking Behavior." 33, pp. 281-292, Journal of Marketing Research, volume 33.

A. Woods, Technical Strategic Organization, 2001 London's K. Page Publishers.

Appendix 1

Compare our firm to those of our rivals.

Appendix 2

Internal versus external marketing and its distinctions

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Global Economy: Australia And The US Essay Help From Professional Writers

Conceptualization of the Business Cycle

The business cycle refers to the many periods in which an economy alternates between phases of expansion and decline. Various characteristics characterize the business cycle. During the course of the business cycle, the economy experiences periods of contraction and expansion. This occurs at irregular intervals that are difficult to anticipate. The business cycle is also distinguished by periods of economic expansion and contraction.

Characteristics of the Business Cycle, the Behavior of Real Gross Domestic Product, and the Varieties of Inflation and Unemployment Throughout the Cycle

As previously stated, the business cycle is characterized by numerous characteristics that distinguish one phase from another. Throughout the business cycle, an economy travels through numerous phases. Each aspect of the economy has a substantial influence on employment, inflation, and GDP.

During periods of recession or sluggish economic growth, businesses are badly impacted. Typically, the production level is quite low. As economic conditions deteriorate, the total production of the economy falls (Zarnowitz 45). Consequently, numerous individuals lose their jobs. This increases the unemployment rate in the economy. Likewise, the decline in total output will result in a substantial decline in the amount of the gross domestic product. In other words, the economy typically suffers during difficult times. Due to poor business performance and unemployment, the disposable income of the population will decline. This drastically reduces their purchasing power, resulting in a decline in total sales for the economy. This contributes to an additional decline in total output.

During periods of robust economic expansion or expansion, businesses typically perform exceptionally well. The production level is often high and characterized by a rapid rate of expansion (Zarnowitz 56). Consequently, the output level is typically high. This creates jobs within the economy. Consequently, unemployment is typically low during economic expansions. As a result, disposable income increases. As a result, individuals will boost their spending. This drives economic expansion further.

Throughout the business cycle, businesses experience numerous phases. The transition phase from economic contraction or recession to robust economic growth is referred to as the trough. The economy has reached its minimum level of output at this point. Typically, the unemployment rate at this time is significantly higher than in previous years. At this time, the overall swales in the economy are likewise extremely low. In contrast, at the peak phase of the economic cycle, output levels are often at their highest. This company is often performing exceptionally well at this time. Consequently, unemployment rates are typically rather low.

Collect information on Australia's and America's real GDP growth, inflation, and unemployment rates over the past decade (since 2000). Tabulate and visualize the gathered data (To plot the series, you may use one Figure for each variable representing both countries). Compare and analyze the temporal behavior of these variables in Australia and the United States.

The Real Gross Domestic Product Growth, Inflation Rate, and Unemployment Rate for Australia and the United States (2001-2010).

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Real

GDP

Growth

(%) AU. 4.2 3.6 3 3.5 2.7 2.7 4.3 2.3 1.2 2.7

US 0.3 2.45 3.1 4.4 3.2 3.2 2 1.1 -2.6 2.8

INFLN

Rate (%) AU 2.1 2.8 2.8 2.3 2.7 3.8 2.3 4.4 1.8 2.9

US 2.8 1.6 2.3 2.5 3.2 2.5 2.9 3.8 -0.3 1.4

UNEP

Rate AU 6.4 6.3 6 5.1 5.1 4.9 4.4 4.2 5.6 5.1

US 4.8 5.8 6 5.5 5.1 4.8 4.6 7.2 9.3 9.7

Data sources

Historical Data Graphs for Index Mundi each Year. Australia: Market Information and Research Section, Department of Foreign Affairs and Trade. Statistics, Australian Bureau of Statistics, 2011.

Actual GDP Growth in Australia and the U.S.

The graph above clearly demonstrates that the real GDP growth rate for the United States increased between 2001 and 2004. Real GDP is predominantly used in data analysis because it accounts for changes in real prices (Boyes and Melvin 131). In 2003, Australia's real GDP growth rate fell from 4.2% to 3%. This grew to 3.5 the subsequent year before resuming its declining trend. However, between 2005 and 2006, the rate of real economic growth in Australia stayed unchanged. During this time, Australia's economy ceased to function. Eventually, the rate of increase resumed.

Since 2001, the United States' rate of economic growth has increased at a very rapid rate. During this time period, the U.S. economy was thriving due to a favorable atmosphere that encouraged economic activity (Gwartney 68). This kept the nation's increasing trend intact. Nonetheless, the economy experienced a slump beginning in 2007. During this time, the economy slowed, followed by a drop into recession (Mankiw 56).

Comparing Australian and American Inflation Rates

In the United States, the inflation rate fell between 2001 and 2002. After 2002, the tendency continued to move in the opposite direction until 2008. However, slight distortions occurred in 2004 and 2007. After 2008, the country's inflation rate declines dramatically.

Alternatively, during 2001 and 2002, the rate of inflation rose. Nonetheless, this level remained unchanged from 2002 to 2003. The preceding graph shows demonstrates that the inflation rate was not consistent after 2004. It increased and decreased with time.

United States and Australian unemployment

In the United States, the unemployment rate increased between 2001 and 2002. However, it then began to decline at a gradual rate until 2007, after which it resumed to climb at a very rapid rate. In contrast, the unemployment rate in Australia decreased at a slower rate from 2001 to 2008. Between 2008 and 2009, the unemployment rate in Australia increased. This tendency, however, was reversed after 2009, when the unemployment rate in the country began to decline.

Both graphs on unemployment and inflation rates demonstrate a very significant correlation between inflation and unemployment. In each time, the inflation rate and unemployment rate exhibit opposing patterns. In other words, an economy cannot simultaneously cut inflation while simultaneously increasing unemployment.

Sources Cited

Statistics, Australian Bureau of Statistics, abs.gov, 2011. Web.

Boyes William and Michael Melvin. Economics. 2006, in New York: Cengage Learning.

Macroeconomics: Private and Public Choice, edited by James Gwartney and others. 2010: New York: Cengage Learning.

Index Mundi. "Graphs of Historical Data by Year." Indexmundi.com, 2011. Web.

Gregory Mankiw, Principles of Macroeconomics. 2008: New York: Cengage Learning

Section on Market Information and Research, "Australia: General Information" DFAT, 2011. Web.

Zarnowitz, Victor. Business Cycles: Theory, History, Indicators, and Forecasting. New York: University of Chicago Press, 1996.

[supanova question]

The Truth About Favoritism, Nepotism And Fraternization Essay Help From Professional Writers

Outline

This is an essay on the subject of "The truth about favoritism." Different facets of favoritism, nepotism, and fraternization are discussed in this work. The study also discusses how the presence of these characteristics impacts the organization's efficiency. The code of ethics in organizations and the impact of the code of ethics on employee morale are also explored in this article. Additionally, the research seeks to comprehend ethical behavior in cyberspace. The document is organized so that it begins with the introduction, then the body, and finally the conclusion.

Introduction

Despite the fact that there have been revolutionary changes in organizational behavior and human resource management, there are still some areas that have not been altered and operate as hurdles to the growth and development of organizations. Favoritism is the only issue faced by the majority of organizations. Favoritism affects the organization's efficiency in a variety of ways. Favoritism can result in the denial or delay of promotions to deserving individuals, the loss of opportunities for qualified and qualified prospects due to biased recruitment, etc.

The effects of favoritism or nepotism on personnel and the organization

Favoritism is the practice of giving favor to well-known individuals, such as friends and family, while making decisions. It is the practice of granting preferential treatment to one or more individuals. (Favoritism, 2009).

Presently, favoritism is observable in the majority of businesses. Favoritism makes it easier for one person to earn a promotion than another who deserves it. Favoritism can result in a person with less skill and experience receiving preferential treatment and advancement over an individual with greater skill and experience. Favoritism decreases staff morale. Favoritism decreases employee motivation. Favoritism decreases employee engagement with their work. Favoritism leads to decreased productivity. It can cause productive employees to leave the organization. Favoritism can result in higher compensation for less efficient employees and lower compensation for more efficient employees. If skilled employees quit the organization, it will negatively impact the organization's efficiency. It may have a negative impact on the company's reputation. Favoritism among select employees of the business may have an impact on the performance of the entire organization. (Employee favoritism: Favoritism is a quick route to employee discontent, n.d.)

Employees believe they have been treated unfairly through no fault of their own. Favoritism results in unfair promoting practices. Favoritism causes a person with more qualities to be overlooked while a person with fewer qualities is hired. Favoritism can sometimes take the form of gender bias. Some employees give preference to male applicants because they believe women are unqualified for the position. Such discrimination might lower the morale of female employees. Favoritism arises in unfair recruitment tactics. Companies recruit personnel according to their own procedures. All of these will harm the company's reputation. Favoritism leads to absenteeism since employees are disinterested in working for such organizations.

Fraternization's impact on personnel and the organization

Fraternization refers to the close bonds between coworkers inside the same organization. Fraternization is detrimental to a company since employees frequently date instead of performing their duties. The effectiveness of such employees will decline. Companies may be unable to realize their goals, resulting in a negative image for the organization. If employees marry and have children, one spouse is permitted to leave the organization to care for the children. In such a scenario, the corporation must spend extra money to hire a replacement employee. Fraternization is sometimes used to describe the association of two or more persons who operate against the interests of the organization for which they serve. (Fraternize, 2009). Fraternization will negatively impact the productive operation of a company, resulting in a decline in output.

Influence of favoritism in employment selection

Hiring is the process of selecting the required number of qualified personnel for a company. Widespread favoritism is prevalent in recruitment. Some employers have their own policies against demonstrating partiality during the recruitment process. Employers may hire a less skilled candidate for a position that needs greater ability and knowledge if they know the candidate. These recruitment methods are detrimental to the firm. If the organization demonstrates partiality, it may not be able to hire highly skilled workers. Consequently, the organization will lose the services of highly qualified workers. The person hired due to favoritism may obtain additional company perks. There is a possibility that this individual will receive a higher salary than the other employees. This leads to compensation inequality among the employees. As a result, effective employees may leave the organization. They may believe that their work is not being adequately compensated. They will lack motivation for their work. It will impair the efficiency of productive employees. In such a scenario, the corporation may fail to meet its objectives, resulting in a negative public image. There will be a rise in absenteeism among employees who believe they are not being treated fairly.

Favoritism's effect on promotion

A promotion is the process of assigning a worker with a greater responsibility and a higher position with a better salary. Also apparent in promotions is favoritism. Favorite-selected employees may receive greater rewards than other employees. An employee with less talent and experience than another employee with greater skill and experience may be promoted to a higher position. Clearly, this is a form of discrimination. They may feel as though their work has been undervalued. Through bias, a person with fewer qualifications may be promoted. It will influence the company's decision-making process. People will develop a negative perception of the company as a result. If a corporation exhibits favoritism in employee promotions, competent workers may leave the organization. The job satisfaction of such employees is lower. They will seek out businesses that do not engage in such activities.

Morale and preference

Favoritism or nepotism will negatively impact the morale of the staff. Favoritism is regarded toxic and detrimental to the morale of employees. For instance, if an employee who deserves a promotion is not promoted owing to the biased behavior of the supervisor or the authority entrusted with the promotion of employees, this will have a negative effect on the morale of the denied employee. This will have a detrimental impact on employee morale, thereby reducing the organization's ability to operate efficiently.

The Good Ol' Boy Disorder

It is a syndrome encountered in some organizations that disrupts the organization's operation. “A good ol' boy syndrome is one in which one individual watches out for another.” (Snyder, 2007, para.2)

Good ole boy is a slang term used to describe white guys living a rural lifestyle in the United States. In other words, they live a conventional lifestyle.

Good ole boy syndrome refers to an individual who assists others in obtaining money or nonfinancial rewards. Those with this good ol' boy syndrome have a significant impact on organizations. Nepotism or favoritism may arise as a result, despite the fact that this might build amicable relationships between the members of the good ole syndrome network. (Microsemi- "to succeed here, you must be buddies with high management, 2009)

Immorality concerns regarding favoritism and fraternization

Organizations place a significant emphasis on ethical issues. All employees are expected to act ethically in order to ensure a fair working environment. Because they can have far-reaching effects on consumers, shareholders, employees, and the firm as a whole, ethical issues are a big concern for businesses. (How to enhance ethics in the global economy, 2009, paragraph 1)

It is unethical to favor some employees over others. The question of whether or not it is ethical to demonstrate favoritism refers to whether or not it is right or wrong to show preference towards particular personnel. Favoritism for an employee involves neglecting other employees. Contravenes the code of behavior. Organizations are required to eradicate favoritism within the organization in things such as hiring, promotion, etc.

There are various laws and regulations prohibiting favoritism in organizations. These laws and regulations safeguard employees from being discriminated against by their bosses or supervisors. The federal government treats discrimination in the workplace, including favoritism, very severely. A person who has been victimized by favoritism may pursue legal action. The federal legislation is the sole source of legal protection. The government designed the labor laws to take into account the interests of the disgruntled workers.

Additionally, ethical behavior is essential in online. The ethical challenges include data privacy and violations of cyber laws, among others. "In terms of personal privacy, IT enables the large-scale exchange of information from anyone, anywhere in the world, and at any time." (Gunarto, n.d., p.2).

Conclusion

The management of a company should take the appropriate measures to eradicate favoritism, nepotism, and fraternization. If bias or partiality exists in an organization, it will negatively impact the organization's efficiency. If bosses exhibit favoritism by providing promotions to undeserving employees or in other ways, this will impair the morale and loyalty of other employees, leading to a decline in their productivity. In addition, firms must be willing to comply with government laws and regulations on the provision of a pleasant working environment.

References

Favoritism among employees: Favoritism is a fast pathway to employee discontent. (n.d.). Employee Anonymity: Helping to Solve Your Workplace Problem Web. Favoritism. (2009). The Free Encyclopedia. Web. Fraternize. (2009). The Web-based Free Dictionary. Gunarto, H. (n.d.). Ethical Issues in cyberspace and IT society: Computer ethics. Web. How to enhance ethical behavior in a global economy. (2009). Women in Careers, Inc. Microsemi- "To succeed here, you must be friends with upper management." (2009). Glassdorr.com. Snyder, E. (2007). Government: Good ol’ boys run city, at least in minds of many. The Leaf Chronicle web site.

[supanova question]

Kickbox Project Case Study Analysis Essay Help From Professional Writers

Walden Farms was started in 1972 and is a leader in the manufacture of healthful foods. People with diabetes, bodybuilders, and dieters make up the intended market category. The company aims to produce low-calorie, low-sugar, low-fat, and gluten-free foods. Its objective is to "develop healthy, specialty foods that help people control calories, fat, carbohydrates, gluten, and sugar without sacrificing flavor" ("About Walden Farms," 2020). In other words, the company seeks to dominate the market for healthy and low-calorie goods.

The key determinants of the company's site decision are the local population's health consciousness and the availability of healthy food. Portland, Irvine, and San Diego are reportedly among the top six health-conscious cities in the United States (Song, 2020). Although three other cities have a higher level for the provided statistic, the indicated areas were graded poorly for food availability and accessibility (Song, 2020). Consequently, the causes exhibit themselves in the local population's need for healthy food choices and the lack of availability of the products.

Table 1 displays the factor rating approach for the Walden Farms case. The two discovered factors, health consciousness and healthy food accessibility, were chosen. The grade of 0.6 for the former and 0.4 for the latter was calculated since the presence of demand is more significant than the availability of supply. There is no good reason to create such a firm in a location where there is no demand for the product or service, nor does its lack of availability make it more desirable. Access is also relevant due to the vast number of cities in the United States and the fact that people constantly have some interest in their personal well-being.

Therefore, the resulting rating factors are 0.60 and 0.40, where health-consciousness is marginally more important than access to nutritious food. Scoring was based only on the list supplied by the source for the healthiest cities (Song, 2020). Because the article contains roughly 100 cities, percentile-based ranking was utilized. Although the authors awarded the highest scores to locations with the greatest degree of accessibility, the figures have been inverted since the locations with the least availability are more attractive. Portland was ranked first out of one hundred cities, giving it a score of 100, using a similar methodology. The results indicate that Portland is the most likely location for the future business development due to its high health consciousness and lack of access to nutritious foods.

Table 1: Factor evaluation technique.

Location Factor Rating Portland Irvine False San Diego

Total Scoring Total Scoring Total Total Scoring

1 Healthy-mindedness 0.6 100 60 96 57.6 95 57

2 Healthy food availability 0.4 95 38 98 39.2 92 36.8

Total 98 Total 96.8 Total 93.8

In terms of Location Cost-Volume (LCV) Analysis, the crossover chart will be the focal point. It is stated that the given method combines fixed and variable expenses using a formula. Total expenditures equal FC plus v(Q) ("Facility location and layout," 2020). To create an accurate graph, it is necessary to determine annual costs and production volume. In this example, a volume will reflect the quantity of ketchup without calories. Figure 1 illustrates the findings of the analysis.

The operational analysis offered is an element of cost management. The essence is to investigate the relationships between the financial results of an economic entity and its production and sales costs and volumes. This sort of evaluation is particularly useful for planning and forecasting an enterprise's activities. It is also utilized to determine price and the next site. LCV analysis is conducted using the “cost-volume” method. When doing a factor analysis of earnings, the data from the profit-and-loss statement are utilized, with expenses assigned in accordance with the enterprise's strategic objectives. These may include costs as well as commercial, managerial, operating, non-operating, and emergency expenditures.

Location Cost-Volume Analysis, Figure 1.

With a planned yearly output of 1,500 units, Portland is anticipated to have the lowest expenses. However, the largest earnings can be recorded between 1500 and 2000, which is roughly 1750. This is the most profitable spot for Portland, but if the volume increases, San Diego will be the most advantageous location. The values were based on expected fixed and variable costs for each location, which were heavily influenced by each city's taxation rates. In addition, the average price of Walden Farms' products is approximately $5, and the average cost of production is approximately $3. The presented analysis is one of the most efficient methods for completing the first step, which includes cost measurement and analysis. It is a component of enterprise cost control that studies how the structure of costs and revenues affects the profitability of products or divisions. Through modeling, it is possible to determine the optimal relationship between variable and fixed costs, product price, and production volume.

References

About Walden Farms (2020). Web.

Facility layout and location (2020). Web.

Song, J. (2020). America's most health-conscious cities. Web.

[supanova question]

Table of Contents

Introduction Implementation of Ideas Elements of the Recommendations for the Program References

Introduction

To ensure the market's economic viability, businesses deploy strategic innovations. As academics observe, entrepreneurs play a significant role in economic development (Phillips et al., 2015). The inventive activity of an entrepreneur consists of the creation, implementation, and application of a novel method or program. This encompasses the search for new ideas, the development of a project, the creation of a business plan, the launch of a project, its management, and the promotion of a new product or service. Innovation also encompasses the introduction of new business models and financial mechanisms. A successful invention improves performance and generates greater revenues as a result of the increased enterprise efficiency. For example, financial expenditures may decline as incomes increase. Innovation may also result in an increase in demand due to the appearance of new or additional goods or services, which draws new customers. New programs can also attract new employees, filling the workforce with trained professionals. Because of this, it is reasonable to predict that a company that implements innovation surpasses its competitors and becomes the market leader.

There is little doubt that not all innovations can provide favorable results. Some researchers concur that deploying new initiatives is associated with greater risk-taking (Morris, 2015). The evaluation of innovation risk and response strategies play a crucial role in this instance. This case is obviously pertinent to entrepreneurship as it covers in full a new program that assists participants in implementing their business ideas. The company's emphasis on online marketing is particularly advantageous, since "the rapid increase in the number of Internet users enables businesses in this market to generate a profit" (Drobyazko et al., 2019, p. 6). Since its inception, Adobe has developed a variety of innovative business solutions that have allowed it to remain competitive and prosperous.

Implementation of Ideas

Globalization involves dismantling geographical limits and barriers between markets that have impeded corporate growth. As a result, the ability of businesses to innovate while incorporating new ideas from employees, partners, customers, suppliers, and other stakeholders is no longer a fad. In fact, innovations are becoming the primary driver of business development, thereby enhancing their efficiency and value. In addition to other elements, financial assistance is a crucial requirement for the development of innovative endeavors. Some managers view innovation as the most essential means of accelerating company change, allowing them to keep pace with the economy and business environment (Lee et al., 2016). Experts in strategy are expanding beyond traditional product categories to be the first to propose innovation in business process organization, distribution, value chain, business models, and even specialized management areas.

There are numerous obstacles that can impede the implementation of innovative entrepreneurial concepts. This Kickbox program enables users to seize the opportunity to develop a lucrative business. The concept behind Kickbox is straightforward, innovative, and proactive. People at Adobe can be irritated by bureaucracy that prevents the next product from being profitable. By distributing red Kickboxes to employees, the company provides everyone with an equal opportunity to develop and test a product. Therefore, the program argues that if employees can demonstrate that their proposal will yield great results, they may expect major expenditures from senior management.

These red boxes are effective stimulants for the creative process. Before adopting it, Mark Randall attempted to determine what is preventing employees from generating more innovative company-changing ideas. The most frequently cited reasons were a lack of funding, bureaucracy, and the necessity to document every dollar spent on an experiment. This finding suggests that some individuals require assistance to implement their company concepts. Support for innovative entrepreneurship should assist participants in overcoming the financial and organizational obstacles of their own organizations. According to the study, participants were instructed to “use the tools within the red box to gather information, refine their plans, and construct a mockup or prototype as rapidly as feasible (Dann, 2015, p. 7). In other words, it can assist them achieve their most ambitious entrepreneurial goals.

Fundraising for a project is a crucial aspect of launching a new business for every entrepreneur. The study by Davari and Farokhmanesh (2017) indicates that "many small businesses and entrepreneurs need more financial and non-financial support in the early stages to avoid bankruptcy" (p. 437). According to Yadav and Goyal (2015), entrepreneurs frequently confront a lack of resources for commercializing their discoveries, and external factors might play a facilitating role in filling this hole (p. 5). This is an evident benefit of the Kickbox program, as it affords the ability to collect and invest in funds for a startup enterprise.

The second significant advantage of this technique is that the creative flow can generate novel approaches to the situation. This year proved the need for innovative solutions in the midst of the epidemic, which has caused several problems for a variety of businesses. Nevertheless, a crisis can present an opportunity to implement long-delayed initiatives. For instance, a company can begin to introduce innovations in sales and customer service, as well as experiment aggressively with marketing techniques. The Kickbox initiative gives employees the ability to do their own business research, test their own ideas, and develop application scenarios.

However, there is one significant downside of this program that must be considered. The caliber of entrepreneurs and inventive activities must satisfy "the interest of program stakeholders, audiences, and governments" (Maritz & Donovan, 2015, p. 74). Therefore, not all projects and business ideas may receive the same amount of resources and assistance. Participants must commit a large amount of time and effort to examine their ideas, which is another disadvantage. Randall reached a stage when he seriously considered altering the program. This factor is hardly a disadvantage, however, because a thorough examination of new ideas and projects enables entrepreneurs to examine them and devise numerous implementation strategies. In addition, a thorough evaluation of the concept might assist businesspeople limit the danger of future errors.

Components of the Plan

Employees can participate in a two-day workshop that will offer them with valuable new customer service and engagement measurement abilities. The recipient then receives a red package with instructions detailing when and how to use the contents. A ballpoint pen, two packs of stickers, a timer, a notebook for ideas, a chocolate bar, and a $10 Starbucks gift card are all included. Importantly, the box contains $1,000 in innovation funding that employees can use without notifying their supervisor. The kit provides everything a new business owner would require. Randall's belief that people can exceed all expectations when they are encouraged and trusted is the driving force behind this effort. Therefore, employees are permitted to be the general managers of their ideas and to profit from them.

The motivational value of Kickbox is another important aspect of the sport. In addition to offering independence, free thought, and financial support, it encourages the pursuit of ideas. The process is totally self-controlled, but the box's contents also contain checklists. They assist staff in advancing the product development process. The incentive element lies in the fact that the innovator receives another reward after completing all levels. It has a blue box that aids in advancing the process of developing a new company concept. Therefore, staff are motivated to continue thinking, which enhances the company's inventive and entrepreneurial environment.

In addition to being reliant on the skills of the leader, the success of any innovation in organizational management is also a crucial characteristic. The ability to plan and support the entire process from inception to completion has a substantial bearing on the program's outcome. The fact that the Kickbox program eliminated the necessity to declare expenses may have unintended consequences if the employee chose to use the financial assistance for an other purpose.

Recommendations

While trusting employees may seem like a nice method to develop rapport between the manager and the employee, it may sometimes be abused. To ensure that the money is spent on business projects, it would be advantageous to implement a straightforward reporting system. Thus, there would be no dispute that Adobe Systems' organizational capabilities are sufficient. In addition, it is important to note that, despite the fact that many application and product ideas sprang from the Kickbox program, Adobe did not establish any official projects. The corporation accepted numerous concepts that were not well received by customers. As anticipated, a number of creative and novel ideas have not gone viral. One participant remarked, “Finding the supply of creatives was not too difficult, but it was difficult to establish sufficient demand among consumers.” (Dann, 2020, p. 9). Supporting a creative flow of ideas appears to be a fantastic idea for the expansion of the company, however it would be tough to select one project above others. In addition to obtaining Adobe's authorization, it is essential to attract new clients, which can be challenging. The fact that no Kickbox projects earned additional recognition and funding indicates that the program's usefulness has yet to be demonstrated. This is due to the organization's financial investment in supplying these boxes to entrepreneurs. Therefore, it is unlikely that the Kickbox project was profitable.

Many business owners now recognize the significance of startups to the economy and job market. Mark Randall feels that trusting others is the key to invention; therefore, he designed this program to assist his colleagues in this area. In conclusion, this program appears to be unquestionably creative. However, it would be difficult to assess if it was successful until Adobe creates commercially successful products based on participant suggestions. The difficulties of controlling the finances and selecting the finest projects continue to be relevant for the creators and administrators of this program. Adobe's organizing capabilities require more development till then. Even though Randall and Wadhwani are satisfied with the early findings, they are considering making adjustments.

Nonetheless, it is apparent that the designers of the Kickbox initiative were able to provide their staff with an excellent opportunity to experiment with their projects. It boosts the innovative entrepreneurial climate in the organization and the flow of ideas, which is crucial for a company that want to remain competitive in the marketplace. Information technologies and artificial intelligence will soon have a profound impact on the global economy and society. Companies that promote startups and give financial investments are establishing the groundwork for a new economy in the present day. Mark Randall's decision to establish this assistance initiative illustrates that the business recognizes the apparent need for innovative concepts. Even if the Kickbox idea need more development, it laid a solid foundation for creativity.

References

Dann, J. B. (2015) "Kickboxing" at Adobe Systems. Center for Entrepreneurial Studies at Lloyd Greif.

Davari, A., & Farokhmanesh, T. (2017). Impact of entrepreneurial policies on startup possibility. Management Science Letters, 7(9), 431-438.

Drobyazko, S., Hryhoruk, I., Pavlova, H., Volchanska, L., & Sergiychuk, S. (2019). Model of entrepreneurial innovation for the telecoms industry. 22(2) Journal of Entrepreneurship Education.

Lee, C., Hallak, R., & Sardeshmukh, S. R. (2016). (2016). Innovation, entrepreneurship, and restaurant performance: A structural model of higher order. Tourism Management, 53, 215-228.

Maritz, A., & Donovan, J. (2015). Education Training and innovation and entrepreneurship.

Morris, Michael H. (2015). Wiley Encyclopedia of Management, 1-5, entrepreneurial vigor.

W. Phillips, H. Lee, A. Ghobadian, N. O'Regan, and P. James (2015). An analysis of social innovation and social entrepreneurship. 40(3), 428-461.

Yadav, V., & Goyal, P. (2015). Case studies of user innovation and entrepreneurship in rural India Journal of Innovation and Entrepreneurship, volume 4, number 1, page 5.

[supanova question]

Kickbox Project Case Study Analysis Essay Help From Professional Writers

Walden Farms was started in 1972 and is a leader in the manufacture of healthful foods. People with diabetes, bodybuilders, and dieters make up the intended market category. The company aims to produce low-calorie, low-sugar, low-fat, and gluten-free foods. Its objective is to "develop healthy, specialty foods that help people control calories, fat, carbohydrates, gluten, and sugar without sacrificing flavor" ("About Walden Farms," 2020). In other words, the company seeks to dominate the market for healthy and low-calorie goods.

The key determinants of the company's site decision are the local population's health consciousness and the availability of healthy food. Portland, Irvine, and San Diego are reportedly among the top six health-conscious cities in the United States (Song, 2020). Although three other cities have a higher level for the provided statistic, the indicated areas were graded poorly for food availability and accessibility (Song, 2020). Consequently, the causes exhibit themselves in the local population's need for healthy food choices and the lack of availability of the products.

Table 1 displays the factor rating approach for the Walden Farms case. The two discovered factors, health consciousness and healthy food accessibility, were chosen. The grade of 0.6 for the former and 0.4 for the latter was calculated since the presence of demand is more significant than the availability of supply. There is no good reason to create such a firm in a location where there is no demand for the product or service, nor does its lack of availability make it more desirable. Access is also relevant due to the vast number of cities in the United States and the fact that people constantly have some interest in their personal well-being.

Therefore, the resulting rating factors are 0.60 and 0.40, where health-consciousness is marginally more important than access to nutritious food. Scoring was based only on the list supplied by the source for the healthiest cities (Song, 2020). Because the article contains roughly 100 cities, percentile-based ranking was utilized. Although the authors awarded the highest scores to locations with the greatest degree of accessibility, the figures have been inverted since the locations with the least availability are more attractive. Portland was ranked first out of one hundred cities, giving it a score of 100, using a similar methodology. The results indicate that Portland is the most likely location for the future business development due to its high health consciousness and lack of access to nutritious foods.

Table 1: Factor evaluation technique.

Location Factor Rating Portland Irvine False San Diego

Total Scoring Total Scoring Total Total Scoring

1 Healthy-mindedness 0.6 100 60 96 57.6 95 57

2 Healthy food availability 0.4 95 38 98 39.2 92 36.8

Total 98 Total 96.8 Total 93.8

In terms of Location Cost-Volume (LCV) Analysis, the crossover chart will be the focal point. It is stated that the given method combines fixed and variable expenses using a formula. Total expenditures equal FC plus v(Q) ("Facility location and layout," 2020). To create an accurate graph, it is necessary to determine annual costs and production volume. In this example, a volume will reflect the quantity of ketchup without calories. Figure 1 illustrates the findings of the analysis.

The operational analysis offered is an element of cost management. The essence is to investigate the relationships between the financial results of an economic entity and its production and sales costs and volumes. This sort of evaluation is particularly useful for planning and forecasting an enterprise's activities. It is also utilized to determine price and the next site. LCV analysis is conducted using the “cost-volume” method. When doing a factor analysis of earnings, the data from the profit-and-loss statement are utilized, with expenses assigned in accordance with the enterprise's strategic objectives. These may include costs as well as commercial, managerial, operating, non-operating, and emergency expenditures.

Location Cost-Volume Analysis, Figure 1.

With a planned yearly output of 1,500 units, Portland is anticipated to have the lowest expenses. However, the largest earnings can be recorded between 1500 and 2000, which is roughly 1750. This is the most profitable spot for Portland, but if the volume increases, San Diego will be the most advantageous location. The values were based on expected fixed and variable costs for each location, which were heavily influenced by each city's taxation rates. In addition, the average price of Walden Farms' products is approximately $5, and the average cost of production is approximately $3. The presented analysis is one of the most efficient methods for completing the first step, which includes cost measurement and analysis. It is a component of enterprise cost control that studies how the structure of costs and revenues affects the profitability of products or divisions. Through modeling, it is possible to determine the optimal relationship between variable and fixed costs, product price, and production volume.

References

About Walden Farms (2020). Web.

Facility layout and location (2020). Web.

Song, J. (2020). America's most health-conscious cities. Web.

[supanova question]

Table of Contents

Introduction Implementation of Ideas Elements of the Recommendations for the Program References

Introduction

To ensure the market's economic viability, businesses deploy strategic innovations. As academics observe, entrepreneurs play a significant role in economic development (Phillips et al., 2015). The inventive activity of an entrepreneur consists of the creation, implementation, and application of a novel method or program. This encompasses the search for new ideas, the development of a project, the creation of a business plan, the launch of a project, its management, and the promotion of a new product or service. Innovation also encompasses the introduction of new business models and financial mechanisms. A successful invention improves performance and generates greater revenues as a result of the increased enterprise efficiency. For example, financial expenditures may decline as incomes increase. Innovation may also result in an increase in demand due to the appearance of new or additional goods or services, which draws new customers. New programs can also attract new employees, filling the workforce with trained professionals. Because of this, it is reasonable to predict that a company that implements innovation surpasses its competitors and becomes the market leader.

There is little doubt that not all innovations can provide favorable results. Some researchers concur that deploying new initiatives is associated with greater risk-taking (Morris, 2015). The evaluation of innovation risk and response strategies play a crucial role in this instance. This case is obviously pertinent to entrepreneurship as it covers in full a new program that assists participants in implementing their business ideas. The company's emphasis on online marketing is particularly advantageous, since "the rapid increase in the number of Internet users enables businesses in this market to generate a profit" (Drobyazko et al., 2019, p. 6). Since its inception, Adobe has developed a variety of innovative business solutions that have allowed it to remain competitive and prosperous.

Implementation of Ideas

Globalization involves dismantling geographical limits and barriers between markets that have impeded corporate growth. As a result, the ability of businesses to innovate while incorporating new ideas from employees, partners, customers, suppliers, and other stakeholders is no longer a fad. In fact, innovations are becoming the primary driver of business development, thereby enhancing their efficiency and value. In addition to other elements, financial assistance is a crucial requirement for the development of innovative endeavors. Some managers view innovation as the most essential means of accelerating company change, allowing them to keep pace with the economy and business environment (Lee et al., 2016). Experts in strategy are expanding beyond traditional product categories to be the first to propose innovation in business process organization, distribution, value chain, business models, and even specialized management areas.

There are numerous obstacles that can impede the implementation of innovative entrepreneurial concepts. This Kickbox program enables users to seize the opportunity to develop a lucrative business. The concept behind Kickbox is straightforward, innovative, and proactive. People at Adobe can be irritated by bureaucracy that prevents the next product from being profitable. By distributing red Kickboxes to employees, the company provides everyone with an equal opportunity to develop and test a product. Therefore, the program argues that if employees can demonstrate that their proposal will yield great results, they may expect major expenditures from senior management.

These red boxes are effective stimulants for the creative process. Before adopting it, Mark Randall attempted to determine what is preventing employees from generating more innovative company-changing ideas. The most frequently cited reasons were a lack of funding, bureaucracy, and the necessity to document every dollar spent on an experiment. This finding suggests that some individuals require assistance to implement their company concepts. Support for innovative entrepreneurship should assist participants in overcoming the financial and organizational obstacles of their own organizations. According to the study, participants were instructed to “use the tools within the red box to gather information, refine their plans, and construct a mockup or prototype as rapidly as feasible (Dann, 2015, p. 7). In other words, it can assist them achieve their most ambitious entrepreneurial goals.

Fundraising for a project is a crucial aspect of launching a new business for every entrepreneur. The study by Davari and Farokhmanesh (2017) indicates that "many small businesses and entrepreneurs need more financial and non-financial support in the early stages to avoid bankruptcy" (p. 437). According to Yadav and Goyal (2015), entrepreneurs frequently confront a lack of resources for commercializing their discoveries, and external factors might play a facilitating role in filling this hole (p. 5). This is an evident benefit of the Kickbox program, as it affords the ability to collect and invest in funds for a startup enterprise.

The second significant advantage of this technique is that the creative flow can generate novel approaches to the situation. This year proved the need for innovative solutions in the midst of the epidemic, which has caused several problems for a variety of businesses. Nevertheless, a crisis can present an opportunity to implement long-delayed initiatives. For instance, a company can begin to introduce innovations in sales and customer service, as well as experiment aggressively with marketing techniques. The Kickbox initiative gives employees the ability to do their own business research, test their own ideas, and develop application scenarios.

However, there is one significant downside of this program that must be considered. The caliber of entrepreneurs and inventive activities must satisfy "the interest of program stakeholders, audiences, and governments" (Maritz & Donovan, 2015, p. 74). Therefore, not all projects and business ideas may receive the same amount of resources and assistance. Participants must commit a large amount of time and effort to examine their ideas, which is another disadvantage. Randall reached a stage when he seriously considered altering the program. This factor is hardly a disadvantage, however, because a thorough examination of new ideas and projects enables entrepreneurs to examine them and devise numerous implementation strategies. In addition, a thorough evaluation of the concept might assist businesspeople limit the danger of future errors.

Components of the Plan

Employees can participate in a two-day workshop that will offer them with valuable new customer service and engagement measurement abilities. The recipient then receives a red package with instructions detailing when and how to use the contents. A ballpoint pen, two packs of stickers, a timer, a notebook for ideas, a chocolate bar, and a $10 Starbucks gift card are all included. Importantly, the box contains $1,000 in innovation funding that employees can use without notifying their supervisor. The kit provides everything a new business owner would require. Randall's belief that people can exceed all expectations when they are encouraged and trusted is the driving force behind this effort. Therefore, employees are permitted to be the general managers of their ideas and to profit from them.

The motivational value of Kickbox is another important aspect of the sport. In addition to offering independence, free thought, and financial support, it encourages the pursuit of ideas. The process is totally self-controlled, but the box's contents also contain checklists. They assist staff in advancing the product development process. The incentive element lies in the fact that the innovator receives another reward after completing all levels. It has a blue box that aids in advancing the process of developing a new company concept. Therefore, staff are motivated to continue thinking, which enhances the company's inventive and entrepreneurial environment.

In addition to being reliant on the skills of the leader, the success of any innovation in organizational management is also a crucial characteristic. The ability to plan and support the entire process from inception to completion has a substantial bearing on the program's outcome. The fact that the Kickbox program eliminated the necessity to declare expenses may have unintended consequences if the employee chose to use the financial assistance for an other purpose.

Recommendations

While trusting employees may seem like a nice method to develop rapport between the manager and the employee, it may sometimes be abused. To ensure that the money is spent on business projects, it would be advantageous to implement a straightforward reporting system. Thus, there would be no dispute that Adobe Systems' organizational capabilities are sufficient. In addition, it is important to note that, despite the fact that many application and product ideas sprang from the Kickbox program, Adobe did not establish any official projects. The corporation accepted numerous concepts that were not well received by customers. As anticipated, a number of creative and novel ideas have not gone viral. One participant remarked, “Finding the supply of creatives was not too difficult, but it was difficult to establish sufficient demand among consumers.” (Dann, 2020, p. 9). Supporting a creative flow of ideas appears to be a fantastic idea for the expansion of the company, however it would be tough to select one project above others. In addition to obtaining Adobe's authorization, it is essential to attract new clients, which can be challenging. The fact that no Kickbox projects earned additional recognition and funding indicates that the program's usefulness has yet to be demonstrated. This is due to the organization's financial investment in supplying these boxes to entrepreneurs. Therefore, it is unlikely that the Kickbox project was profitable.

Many business owners now recognize the significance of startups to the economy and job market. Mark Randall feels that trusting others is the key to invention; therefore, he designed this program to assist his colleagues in this area. In conclusion, this program appears to be unquestionably creative. However, it would be difficult to assess if it was successful until Adobe creates commercially successful products based on participant suggestions. The difficulties of controlling the finances and selecting the finest projects continue to be relevant for the creators and administrators of this program. Adobe's organizing capabilities require more development till then. Even though Randall and Wadhwani are satisfied with the early findings, they are considering making adjustments.

Nonetheless, it is apparent that the designers of the Kickbox initiative were able to provide their staff with an excellent opportunity to experiment with their projects. It boosts the innovative entrepreneurial climate in the organization and the flow of ideas, which is crucial for a company that want to remain competitive in the marketplace. Information technologies and artificial intelligence will soon have a profound impact on the global economy and society. Companies that promote startups and give financial investments are establishing the groundwork for a new economy in the present day. Mark Randall's decision to establish this assistance initiative illustrates that the business recognizes the apparent need for innovative concepts. Even if the Kickbox idea need more development, it laid a solid foundation for creativity.

References

Dann, J. B. (2015) "Kickboxing" at Adobe Systems. Center for Entrepreneurial Studies at Lloyd Greif.

Davari, A., & Farokhmanesh, T. (2017). Impact of entrepreneurial policies on startup possibility. Management Science Letters, 7(9), 431-438.

Drobyazko, S., Hryhoruk, I., Pavlova, H., Volchanska, L., & Sergiychuk, S. (2019). Model of entrepreneurial innovation for the telecoms industry. 22(2) Journal of Entrepreneurship Education.

Lee, C., Hallak, R., & Sardeshmukh, S. R. (2016). (2016). Innovation, entrepreneurship, and restaurant performance: A structural model of higher order. Tourism Management, 53, 215-228.

Maritz, A., & Donovan, J. (2015). Education Training and innovation and entrepreneurship.

Morris, Michael H. (2015). Wiley Encyclopedia of Management, 1-5, entrepreneurial vigor.

W. Phillips, H. Lee, A. Ghobadian, N. O'Regan, and P. James (2015). An analysis of social innovation and social entrepreneurship. 40(3), 428-461.

Yadav, V., & Goyal, P. (2015). Case studies of user innovation and entrepreneurship in rural India Journal of Innovation and Entrepreneurship, volume 4, number 1, page 5.

[supanova question]

Kickbox Project Case Study Analysis Essay Help From Professional Writers

Walden Farms was started in 1972 and is a leader in the manufacture of healthful foods. People with diabetes, bodybuilders, and dieters make up the intended market category. The company aims to produce low-calorie, low-sugar, low-fat, and gluten-free foods. Its objective is to "develop healthy, specialty foods that help people control calories, fat, carbohydrates, gluten, and sugar without sacrificing flavor" ("About Walden Farms," 2020). In other words, the company seeks to dominate the market for healthy and low-calorie goods.

The key determinants of the company's site decision are the local population's health consciousness and the availability of healthy food. Portland, Irvine, and San Diego are reportedly among the top six health-conscious cities in the United States (Song, 2020). Although three other cities have a higher level for the provided statistic, the indicated areas were graded poorly for food availability and accessibility (Song, 2020). Consequently, the causes exhibit themselves in the local population's need for healthy food choices and the lack of availability of the products.

Table 1 displays the factor rating approach for the Walden Farms case. The two discovered factors, health consciousness and healthy food accessibility, were chosen. The grade of 0.6 for the former and 0.4 for the latter was calculated since the presence of demand is more significant than the availability of supply. There is no good reason to create such a firm in a location where there is no demand for the product or service, nor does its lack of availability make it more desirable. Access is also relevant due to the vast number of cities in the United States and the fact that people constantly have some interest in their personal well-being.

Therefore, the resulting rating factors are 0.60 and 0.40, where health-consciousness is marginally more important than access to nutritious food. Scoring was based only on the list supplied by the source for the healthiest cities (Song, 2020). Because the article contains roughly 100 cities, percentile-based ranking was utilized. Although the authors awarded the highest scores to locations with the greatest degree of accessibility, the figures have been inverted since the locations with the least availability are more attractive. Portland was ranked first out of one hundred cities, giving it a score of 100, using a similar methodology. The results indicate that Portland is the most likely location for the future business development due to its high health consciousness and lack of access to nutritious foods.

Table 1: Factor evaluation technique.

Location Factor Rating Portland Irvine False San Diego

Total Scoring Total Scoring Total Total Scoring

1 Healthy-mindedness 0.6 100 60 96 57.6 95 57

2 Healthy food availability 0.4 95 38 98 39.2 92 36.8

Total 98 Total 96.8 Total 93.8

In terms of Location Cost-Volume (LCV) Analysis, the crossover chart will be the focal point. It is stated that the given method combines fixed and variable expenses using a formula. Total expenditures equal FC plus v(Q) ("Facility location and layout," 2020). To create an accurate graph, it is necessary to determine annual costs and production volume. In this example, a volume will reflect the quantity of ketchup without calories. Figure 1 illustrates the findings of the analysis.

The operational analysis offered is an element of cost management. The essence is to investigate the relationships between the financial results of an economic entity and its production and sales costs and volumes. This sort of evaluation is particularly useful for planning and forecasting an enterprise's activities. It is also utilized to determine price and the next site. LCV analysis is conducted using the “cost-volume” method. When doing a factor analysis of earnings, the data from the profit-and-loss statement are utilized, with expenses assigned in accordance with the enterprise's strategic objectives. These may include costs as well as commercial, managerial, operating, non-operating, and emergency expenditures.

Location Cost-Volume Analysis, Figure 1.

With a planned yearly output of 1,500 units, Portland is anticipated to have the lowest expenses. However, the largest earnings can be recorded between 1500 and 2000, which is roughly 1750. This is the most profitable spot for Portland, but if the volume increases, San Diego will be the most advantageous location. The values were based on expected fixed and variable costs for each location, which were heavily influenced by each city's taxation rates. In addition, the average price of Walden Farms' products is approximately $5, and the average cost of production is approximately $3. The presented analysis is one of the most efficient methods for completing the first step, which includes cost measurement and analysis. It is a component of enterprise cost control that studies how the structure of costs and revenues affects the profitability of products or divisions. Through modeling, it is possible to determine the optimal relationship between variable and fixed costs, product price, and production volume.

References

About Walden Farms (2020). Web.

Facility layout and location (2020). Web.

Song, J. (2020). America's most health-conscious cities. Web.

[supanova question]

Table of Contents

Introduction Implementation of Ideas Elements of the Recommendations for the Program References

Introduction

To ensure the market's economic viability, businesses deploy strategic innovations. As academics observe, entrepreneurs play a significant role in economic development (Phillips et al., 2015). The inventive activity of an entrepreneur consists of the creation, implementation, and application of a novel method or program. This encompasses the search for new ideas, the development of a project, the creation of a business plan, the launch of a project, its management, and the promotion of a new product or service. Innovation also encompasses the introduction of new business models and financial mechanisms. A successful invention improves performance and generates greater revenues as a result of the increased enterprise efficiency. For example, financial expenditures may decline as incomes increase. Innovation may also result in an increase in demand due to the appearance of new or additional goods or services, which draws new customers. New programs can also attract new employees, filling the workforce with trained professionals. Because of this, it is reasonable to predict that a company that implements innovation surpasses its competitors and becomes the market leader.

There is little doubt that not all innovations can provide favorable results. Some researchers concur that deploying new initiatives is associated with greater risk-taking (Morris, 2015). The evaluation of innovation risk and response strategies play a crucial role in this instance. This case is obviously pertinent to entrepreneurship as it covers in full a new program that assists participants in implementing their business ideas. The company's emphasis on online marketing is particularly advantageous, since "the rapid increase in the number of Internet users enables businesses in this market to generate a profit" (Drobyazko et al., 2019, p. 6). Since its inception, Adobe has developed a variety of innovative business solutions that have allowed it to remain competitive and prosperous.

Implementation of Ideas

Globalization involves dismantling geographical limits and barriers between markets that have impeded corporate growth. As a result, the ability of businesses to innovate while incorporating new ideas from employees, partners, customers, suppliers, and other stakeholders is no longer a fad. In fact, innovations are becoming the primary driver of business development, thereby enhancing their efficiency and value. In addition to other elements, financial assistance is a crucial requirement for the development of innovative endeavors. Some managers view innovation as the most essential means of accelerating company change, allowing them to keep pace with the economy and business environment (Lee et al., 2016). Experts in strategy are expanding beyond traditional product categories to be the first to propose innovation in business process organization, distribution, value chain, business models, and even specialized management areas.

There are numerous obstacles that can impede the implementation of innovative entrepreneurial concepts. This Kickbox program enables users to seize the opportunity to develop a lucrative business. The concept behind Kickbox is straightforward, innovative, and proactive. People at Adobe can be irritated by bureaucracy that prevents the next product from being profitable. By distributing red Kickboxes to employees, the company provides everyone with an equal opportunity to develop and test a product. Therefore, the program argues that if employees can demonstrate that their proposal will yield great results, they may expect major expenditures from senior management.

These red boxes are effective stimulants for the creative process. Before adopting it, Mark Randall attempted to determine what is preventing employees from generating more innovative company-changing ideas. The most frequently cited reasons were a lack of funding, bureaucracy, and the necessity to document every dollar spent on an experiment. This finding suggests that some individuals require assistance to implement their company concepts. Support for innovative entrepreneurship should assist participants in overcoming the financial and organizational obstacles of their own organizations. According to the study, participants were instructed to “use the tools within the red box to gather information, refine their plans, and construct a mockup or prototype as rapidly as feasible (Dann, 2015, p. 7). In other words, it can assist them achieve their most ambitious entrepreneurial goals.

Fundraising for a project is a crucial aspect of launching a new business for every entrepreneur. The study by Davari and Farokhmanesh (2017) indicates that "many small businesses and entrepreneurs need more financial and non-financial support in the early stages to avoid bankruptcy" (p. 437). According to Yadav and Goyal (2015), entrepreneurs frequently confront a lack of resources for commercializing their discoveries, and external factors might play a facilitating role in filling this hole (p. 5). This is an evident benefit of the Kickbox program, as it affords the ability to collect and invest in funds for a startup enterprise.

The second significant advantage of this technique is that the creative flow can generate novel approaches to the situation. This year proved the need for innovative solutions in the midst of the epidemic, which has caused several problems for a variety of businesses. Nevertheless, a crisis can present an opportunity to implement long-delayed initiatives. For instance, a company can begin to introduce innovations in sales and customer service, as well as experiment aggressively with marketing techniques. The Kickbox initiative gives employees the ability to do their own business research, test their own ideas, and develop application scenarios.

However, there is one significant downside of this program that must be considered. The caliber of entrepreneurs and inventive activities must satisfy "the interest of program stakeholders, audiences, and governments" (Maritz & Donovan, 2015, p. 74). Therefore, not all projects and business ideas may receive the same amount of resources and assistance. Participants must commit a large amount of time and effort to examine their ideas, which is another disadvantage. Randall reached a stage when he seriously considered altering the program. This factor is hardly a disadvantage, however, because a thorough examination of new ideas and projects enables entrepreneurs to examine them and devise numerous implementation strategies. In addition, a thorough evaluation of the concept might assist businesspeople limit the danger of future errors.

Components of the Plan

Employees can participate in a two-day workshop that will offer them with valuable new customer service and engagement measurement abilities. The recipient then receives a red package with instructions detailing when and how to use the contents. A ballpoint pen, two packs of stickers, a timer, a notebook for ideas, a chocolate bar, and a $10 Starbucks gift card are all included. Importantly, the box contains $1,000 in innovation funding that employees can use without notifying their supervisor. The kit provides everything a new business owner would require. Randall's belief that people can exceed all expectations when they are encouraged and trusted is the driving force behind this effort. Therefore, employees are permitted to be the general managers of their ideas and to profit from them.

The motivational value of Kickbox is another important aspect of the sport. In addition to offering independence, free thought, and financial support, it encourages the pursuit of ideas. The process is totally self-controlled, but the box's contents also contain checklists. They assist staff in advancing the product development process. The incentive element lies in the fact that the innovator receives another reward after completing all levels. It has a blue box that aids in advancing the process of developing a new company concept. Therefore, staff are motivated to continue thinking, which enhances the company's inventive and entrepreneurial environment.

In addition to being reliant on the skills of the leader, the success of any innovation in organizational management is also a crucial characteristic. The ability to plan and support the entire process from inception to completion has a substantial bearing on the program's outcome. The fact that the Kickbox program eliminated the necessity to declare expenses may have unintended consequences if the employee chose to use the financial assistance for an other purpose.

Recommendations

While trusting employees may seem like a nice method to develop rapport between the manager and the employee, it may sometimes be abused. To ensure that the money is spent on business projects, it would be advantageous to implement a straightforward reporting system. Thus, there would be no dispute that Adobe Systems' organizational capabilities are sufficient. In addition, it is important to note that, despite the fact that many application and product ideas sprang from the Kickbox program, Adobe did not establish any official projects. The corporation accepted numerous concepts that were not well received by customers. As anticipated, a number of creative and novel ideas have not gone viral. One participant remarked, “Finding the supply of creatives was not too difficult, but it was difficult to establish sufficient demand among consumers.” (Dann, 2020, p. 9). Supporting a creative flow of ideas appears to be a fantastic idea for the expansion of the company, however it would be tough to select one project above others. In addition to obtaining Adobe's authorization, it is essential to attract new clients, which can be challenging. The fact that no Kickbox projects earned additional recognition and funding indicates that the program's usefulness has yet to be demonstrated. This is due to the organization's financial investment in supplying these boxes to entrepreneurs. Therefore, it is unlikely that the Kickbox project was profitable.

Many business owners now recognize the significance of startups to the economy and job market. Mark Randall feels that trusting others is the key to invention; therefore, he designed this program to assist his colleagues in this area. In conclusion, this program appears to be unquestionably creative. However, it would be difficult to assess if it was successful until Adobe creates commercially successful products based on participant suggestions. The difficulties of controlling the finances and selecting the finest projects continue to be relevant for the creators and administrators of this program. Adobe's organizing capabilities require more development till then. Even though Randall and Wadhwani are satisfied with the early findings, they are considering making adjustments.

Nonetheless, it is apparent that the designers of the Kickbox initiative were able to provide their staff with an excellent opportunity to experiment with their projects. It boosts the innovative entrepreneurial climate in the organization and the flow of ideas, which is crucial for a company that want to remain competitive in the marketplace. Information technologies and artificial intelligence will soon have a profound impact on the global economy and society. Companies that promote startups and give financial investments are establishing the groundwork for a new economy in the present day. Mark Randall's decision to establish this assistance initiative illustrates that the business recognizes the apparent need for innovative concepts. Even if the Kickbox idea need more development, it laid a solid foundation for creativity.

References

Dann, J. B. (2015) "Kickboxing" at Adobe Systems. Center for Entrepreneurial Studies at Lloyd Greif.

Davari, A., & Farokhmanesh, T. (2017). Impact of entrepreneurial policies on startup possibility. Management Science Letters, 7(9), 431-438.

Drobyazko, S., Hryhoruk, I., Pavlova, H., Volchanska, L., & Sergiychuk, S. (2019). Model of entrepreneurial innovation for the telecoms industry. 22(2) Journal of Entrepreneurship Education.

Lee, C., Hallak, R., & Sardeshmukh, S. R. (2016). (2016). Innovation, entrepreneurship, and restaurant performance: A structural model of higher order. Tourism Management, 53, 215-228.

Maritz, A., & Donovan, J. (2015). Education Training and innovation and entrepreneurship.

Morris, Michael H. (2015). Wiley Encyclopedia of Management, 1-5, entrepreneurial vigor.

W. Phillips, H. Lee, A. Ghobadian, N. O'Regan, and P. James (2015). An analysis of social innovation and social entrepreneurship. 40(3), 428-461.

Yadav, V., & Goyal, P. (2015). Case studies of user innovation and entrepreneurship in rural India Journal of Innovation and Entrepreneurship, volume 4, number 1, page 5.

[supanova question]

Kickbox Project Case Study Analysis Essay Help From Professional Writers

Walden Farms was started in 1972 and is a leader in the manufacture of healthful foods. People with diabetes, bodybuilders, and dieters make up the intended market category. The company aims to produce low-calorie, low-sugar, low-fat, and gluten-free foods. Its objective is to "develop healthy, specialty foods that help people control calories, fat, carbohydrates, gluten, and sugar without sacrificing flavor" ("About Walden Farms," 2020). In other words, the company seeks to dominate the market for healthy and low-calorie goods.

The key determinants of the company's site decision are the local population's health consciousness and the availability of healthy food. Portland, Irvine, and San Diego are reportedly among the top six health-conscious cities in the United States (Song, 2020). Although three other cities have a higher level for the provided statistic, the indicated areas were graded poorly for food availability and accessibility (Song, 2020). Consequently, the causes exhibit themselves in the local population's need for healthy food choices and the lack of availability of the products.

Table 1 displays the factor rating approach for the Walden Farms case. The two discovered factors, health consciousness and healthy food accessibility, were chosen. The grade of 0.6 for the former and 0.4 for the latter was calculated since the presence of demand is more significant than the availability of supply. There is no good reason to create such a firm in a location where there is no demand for the product or service, nor does its lack of availability make it more desirable. Access is also relevant due to the vast number of cities in the United States and the fact that people constantly have some interest in their personal well-being.

Therefore, the resulting rating factors are 0.60 and 0.40, where health-consciousness is marginally more important than access to nutritious food. Scoring was based only on the list supplied by the source for the healthiest cities (Song, 2020). Because the article contains roughly 100 cities, percentile-based ranking was utilized. Although the authors awarded the highest scores to locations with the greatest degree of accessibility, the figures have been inverted since the locations with the least availability are more attractive. Portland was ranked first out of one hundred cities, giving it a score of 100, using a similar methodology. The results indicate that Portland is the most likely location for the future business development due to its high health consciousness and lack of access to nutritious foods.

Table 1: Factor evaluation technique.

Location Factor Rating Portland Irvine False San Diego

Total Scoring Total Scoring Total Total Scoring

1 Healthy-mindedness 0.6 100 60 96 57.6 95 57

2 Healthy food availability 0.4 95 38 98 39.2 92 36.8

Total 98 Total 96.8 Total 93.8

In terms of Location Cost-Volume (LCV) Analysis, the crossover chart will be the focal point. It is stated that the given method combines fixed and variable expenses using a formula. Total expenditures equal FC plus v(Q) ("Facility location and layout," 2020). To create an accurate graph, it is necessary to determine annual costs and production volume. In this example, a volume will reflect the quantity of ketchup without calories. Figure 1 illustrates the findings of the analysis.

The operational analysis offered is an element of cost management. The essence is to investigate the relationships between the financial results of an economic entity and its production and sales costs and volumes. This sort of evaluation is particularly useful for planning and forecasting an enterprise's activities. It is also utilized to determine price and the next site. LCV analysis is conducted using the “cost-volume” method. When doing a factor analysis of earnings, the data from the profit-and-loss statement are utilized, with expenses assigned in accordance with the enterprise's strategic objectives. These may include costs as well as commercial, managerial, operating, non-operating, and emergency expenditures.

Location Cost-Volume Analysis, Figure 1.

With a planned yearly output of 1,500 units, Portland is anticipated to have the lowest expenses. However, the largest earnings can be recorded between 1500 and 2000, which is roughly 1750. This is the most profitable spot for Portland, but if the volume increases, San Diego will be the most advantageous location. The values were based on expected fixed and variable costs for each location, which were heavily influenced by each city's taxation rates. In addition, the average price of Walden Farms' products is approximately $5, and the average cost of production is approximately $3. The presented analysis is one of the most efficient methods for completing the first step, which includes cost measurement and analysis. It is a component of enterprise cost control that studies how the structure of costs and revenues affects the profitability of products or divisions. Through modeling, it is possible to determine the optimal relationship between variable and fixed costs, product price, and production volume.

References

About Walden Farms (2020). Web.

Facility layout and location (2020). Web.

Song, J. (2020). America's most health-conscious cities. Web.

[supanova question]

Table of Contents

Introduction Implementation of Ideas Elements of the Recommendations for the Program References

Introduction

To ensure the market's economic viability, businesses deploy strategic innovations. As academics observe, entrepreneurs play a significant role in economic development (Phillips et al., 2015). The inventive activity of an entrepreneur consists of the creation, implementation, and application of a novel method or program. This encompasses the search for new ideas, the development of a project, the creation of a business plan, the launch of a project, its management, and the promotion of a new product or service. Innovation also encompasses the introduction of new business models and financial mechanisms. A successful invention improves performance and generates greater revenues as a result of the increased enterprise efficiency. For example, financial expenditures may decline as incomes increase. Innovation may also result in an increase in demand due to the appearance of new or additional goods or services, which draws new customers. New programs can also attract new employees, filling the workforce with trained professionals. Because of this, it is reasonable to predict that a company that implements innovation surpasses its competitors and becomes the market leader.

There is little doubt that not all innovations can provide favorable results. Some researchers concur that deploying new initiatives is associated with greater risk-taking (Morris, 2015). The evaluation of innovation risk and response strategies play a crucial role in this instance. This case is obviously pertinent to entrepreneurship as it covers in full a new program that assists participants in implementing their business ideas. The company's emphasis on online marketing is particularly advantageous, since "the rapid increase in the number of Internet users enables businesses in this market to generate a profit" (Drobyazko et al., 2019, p. 6). Since its inception, Adobe has developed a variety of innovative business solutions that have allowed it to remain competitive and prosperous.

Implementation of Ideas

Globalization involves dismantling geographical limits and barriers between markets that have impeded corporate growth. As a result, the ability of businesses to innovate while incorporating new ideas from employees, partners, customers, suppliers, and other stakeholders is no longer a fad. In fact, innovations are becoming the primary driver of business development, thereby enhancing their efficiency and value. In addition to other elements, financial assistance is a crucial requirement for the development of innovative endeavors. Some managers view innovation as the most essential means of accelerating company change, allowing them to keep pace with the economy and business environment (Lee et al., 2016). Experts in strategy are expanding beyond traditional product categories to be the first to propose innovation in business process organization, distribution, value chain, business models, and even specialized management areas.

There are numerous obstacles that can impede the implementation of innovative entrepreneurial concepts. This Kickbox program enables users to seize the opportunity to develop a lucrative business. The concept behind Kickbox is straightforward, innovative, and proactive. People at Adobe can be irritated by bureaucracy that prevents the next product from being profitable. By distributing red Kickboxes to employees, the company provides everyone with an equal opportunity to develop and test a product. Therefore, the program argues that if employees can demonstrate that their proposal will yield great results, they may expect major expenditures from senior management.

These red boxes are effective stimulants for the creative process. Before adopting it, Mark Randall attempted to determine what is preventing employees from generating more innovative company-changing ideas. The most frequently cited reasons were a lack of funding, bureaucracy, and the necessity to document every dollar spent on an experiment. This finding suggests that some individuals require assistance to implement their company concepts. Support for innovative entrepreneurship should assist participants in overcoming the financial and organizational obstacles of their own organizations. According to the study, participants were instructed to “use the tools within the red box to gather information, refine their plans, and construct a mockup or prototype as rapidly as feasible (Dann, 2015, p. 7). In other words, it can assist them achieve their most ambitious entrepreneurial goals.

Fundraising for a project is a crucial aspect of launching a new business for every entrepreneur. The study by Davari and Farokhmanesh (2017) indicates that "many small businesses and entrepreneurs need more financial and non-financial support in the early stages to avoid bankruptcy" (p. 437). According to Yadav and Goyal (2015), entrepreneurs frequently confront a lack of resources for commercializing their discoveries, and external factors might play a facilitating role in filling this hole (p. 5). This is an evident benefit of the Kickbox program, as it affords the ability to collect and invest in funds for a startup enterprise.

The second significant advantage of this technique is that the creative flow can generate novel approaches to the situation. This year proved the need for innovative solutions in the midst of the epidemic, which has caused several problems for a variety of businesses. Nevertheless, a crisis can present an opportunity to implement long-delayed initiatives. For instance, a company can begin to introduce innovations in sales and customer service, as well as experiment aggressively with marketing techniques. The Kickbox initiative gives employees the ability to do their own business research, test their own ideas, and develop application scenarios.

However, there is one significant downside of this program that must be considered. The caliber of entrepreneurs and inventive activities must satisfy "the interest of program stakeholders, audiences, and governments" (Maritz & Donovan, 2015, p. 74). Therefore, not all projects and business ideas may receive the same amount of resources and assistance. Participants must commit a large amount of time and effort to examine their ideas, which is another disadvantage. Randall reached a stage when he seriously considered altering the program. This factor is hardly a disadvantage, however, because a thorough examination of new ideas and projects enables entrepreneurs to examine them and devise numerous implementation strategies. In addition, a thorough evaluation of the concept might assist businesspeople limit the danger of future errors.

Components of the Plan

Employees can participate in a two-day workshop that will offer them with valuable new customer service and engagement measurement abilities. The recipient then receives a red package with instructions detailing when and how to use the contents. A ballpoint pen, two packs of stickers, a timer, a notebook for ideas, a chocolate bar, and a $10 Starbucks gift card are all included. Importantly, the box contains $1,000 in innovation funding that employees can use without notifying their supervisor. The kit provides everything a new business owner would require. Randall's belief that people can exceed all expectations when they are encouraged and trusted is the driving force behind this effort. Therefore, employees are permitted to be the general managers of their ideas and to profit from them.

The motivational value of Kickbox is another important aspect of the sport. In addition to offering independence, free thought, and financial support, it encourages the pursuit of ideas. The process is totally self-controlled, but the box's contents also contain checklists. They assist staff in advancing the product development process. The incentive element lies in the fact that the innovator receives another reward after completing all levels. It has a blue box that aids in advancing the process of developing a new company concept. Therefore, staff are motivated to continue thinking, which enhances the company's inventive and entrepreneurial environment.

In addition to being reliant on the skills of the leader, the success of any innovation in organizational management is also a crucial characteristic. The ability to plan and support the entire process from inception to completion has a substantial bearing on the program's outcome. The fact that the Kickbox program eliminated the necessity to declare expenses may have unintended consequences if the employee chose to use the financial assistance for an other purpose.

Recommendations

While trusting employees may seem like a nice method to develop rapport between the manager and the employee, it may sometimes be abused. To ensure that the money is spent on business projects, it would be advantageous to implement a straightforward reporting system. Thus, there would be no dispute that Adobe Systems' organizational capabilities are sufficient. In addition, it is important to note that, despite the fact that many application and product ideas sprang from the Kickbox program, Adobe did not establish any official projects. The corporation accepted numerous concepts that were not well received by customers. As anticipated, a number of creative and novel ideas have not gone viral. One participant remarked, “Finding the supply of creatives was not too difficult, but it was difficult to establish sufficient demand among consumers.” (Dann, 2020, p. 9). Supporting a creative flow of ideas appears to be a fantastic idea for the expansion of the company, however it would be tough to select one project above others. In addition to obtaining Adobe's authorization, it is essential to attract new clients, which can be challenging. The fact that no Kickbox projects earned additional recognition and funding indicates that the program's usefulness has yet to be demonstrated. This is due to the organization's financial investment in supplying these boxes to entrepreneurs. Therefore, it is unlikely that the Kickbox project was profitable.

Many business owners now recognize the significance of startups to the economy and job market. Mark Randall feels that trusting others is the key to invention; therefore, he designed this program to assist his colleagues in this area. In conclusion, this program appears to be unquestionably creative. However, it would be difficult to assess if it was successful until Adobe creates commercially successful products based on participant suggestions. The difficulties of controlling the finances and selecting the finest projects continue to be relevant for the creators and administrators of this program. Adobe's organizing capabilities require more development till then. Even though Randall and Wadhwani are satisfied with the early findings, they are considering making adjustments.

Nonetheless, it is apparent that the designers of the Kickbox initiative were able to provide their staff with an excellent opportunity to experiment with their projects. It boosts the innovative entrepreneurial climate in the organization and the flow of ideas, which is crucial for a company that want to remain competitive in the marketplace. Information technologies and artificial intelligence will soon have a profound impact on the global economy and society. Companies that promote startups and give financial investments are establishing the groundwork for a new economy in the present day. Mark Randall's decision to establish this assistance initiative illustrates that the business recognizes the apparent need for innovative concepts. Even if the Kickbox idea need more development, it laid a solid foundation for creativity.

References

Dann, J. B. (2015) "Kickboxing" at Adobe Systems. Center for Entrepreneurial Studies at Lloyd Greif.

Davari, A., & Farokhmanesh, T. (2017). Impact of entrepreneurial policies on startup possibility. Management Science Letters, 7(9), 431-438.

Drobyazko, S., Hryhoruk, I., Pavlova, H., Volchanska, L., & Sergiychuk, S. (2019). Model of entrepreneurial innovation for the telecoms industry. 22(2) Journal of Entrepreneurship Education.

Lee, C., Hallak, R., & Sardeshmukh, S. R. (2016). (2016). Innovation, entrepreneurship, and restaurant performance: A structural model of higher order. Tourism Management, 53, 215-228.

Maritz, A., & Donovan, J. (2015). Education Training and innovation and entrepreneurship.

Morris, Michael H. (2015). Wiley Encyclopedia of Management, 1-5, entrepreneurial vigor.

W. Phillips, H. Lee, A. Ghobadian, N. O'Regan, and P. James (2015). An analysis of social innovation and social entrepreneurship. 40(3), 428-461.

Yadav, V., & Goyal, P. (2015). Case studies of user innovation and entrepreneurship in rural India Journal of Innovation and Entrepreneurship, volume 4, number 1, page 5.

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Wooden Post Ltd: Company’s Investment Challenge Essay Help From Professional Writers

Introduction

Behavioral scientists acknowledge that organizational control systems and accounting systems have a substantial impact on human behavior, which in turn is predictive of an organization's effectiveness. Numerous managerial decisions necessitate an intensive application of strategic analysis and situational interpretation. Management's primary objective is to make strategic decisions that not only generate a competitive advantage for the business in the industry, but also increase their market relevance. This paper examines Wooden Post Ltd.'s strategic investment choice alternatives. The study gives an overview of the company's predicament and an analysis of the available solutions, as well as appropriate recommendations based on Wooden Post Ltd.'s current and future conditions.

Synopsis of the organizational problem confronting Wooden Post

Wooden Post Limited is a British company specializing in treated and untreated fence posts, treated gate posts, treated construction frames, and treated lumber. It has a market share of 21.2% and the United Kingdom is its primary market, despite the fact that its regional share varies depending on its concentration in the Eastern division and its home base in the East Midlands. London Counties, which has maintained primacy in the provision of timber posts for almost 60 years, is its primary competition. The construction and maintenance of high-strength and dependable cost control systems, primarily in manufacturing and distribution, has decreased costs and prices for Wooden Post over the past decade, thereby improving its growth levels (Brealey & Myers, 1999). Moreover, this has allowed the company to expand its manufacturing well beyond its home division in the East. The majority of the company's shares are held by family members, despite the company's intention to become a public limited company over the next two years by accelerating its growth.

A consulting firm was recruited by Wooden Post Limited to provide the company with an industry analysis. This was done in order to make strategic judgments based on essential market indicators (Arnold, 1998). The report predicts a drop in market growth in the United Kingdom. The researchers proposed three viable alternatives for the long-term strategic positioning of Wooden Post. The given choices are intended to assist Wooden Post to maintain its market share and develop despite the industry's collapse. According to the experts, these methods are intended to provide Wooden Post with the opportunity to capture a larger market share and establish market dominance, or to depart the market as a result of declining sales and market growth. Wooden Post agrees that the alternatives are alternatives, and that it would be smart to conduct further analysis so that decisions can be based on indications obtained from the alternatives.

The first alternative involves increasing its market share in the United Kingdom by acquiring the assets of acceptable competitors. This alternative would not only improve its market share, but also its distribution channel capacity and value. In addition, the alternative offers a merger with its principal rival, London Counties. This alternative would generate greater cash flows but has a high risk (Grundy et al., 1998). The second alternative proposed by the experts entails increasing investment to update the distribution network of Wooden Post in the Western and Eastern parts of the United Kingdom, as well as boosting its production capacity to increase market share and regional distribution (Arnold, 1998). This alternative would be realized by forming joint ventures with Glens Company, which dominates the northern regions, and Welshpool plc, which is based in the western regions of the United Kingdom. This solution would present Wooden Post Limited with few obstacles, such as tax load, legal issues, or staff issues (Flamholtz, 1983). Due to the option's greater regional distribution, Wooden Post Limited's competitive edge and market position would be greatly enhanced. Despite the option's lower inherent risk, the projected value of cash flows would be significantly smaller than the first choice. The emphasis of this choice is more attractive with Welshpool plc due to its good management and the connection of its chief executive officer with Wooden Post's primary competitor, London Counties (he formerly worked at this company). The combined venture with Glen would also be advantageous, despite the low familiarity of the company outside of its Scottish market domination.

In addition, the analysis gave a third possibility based on the market trend analysis. This scenario says that Wooden Post withdraws from its western UK market and shutters its facilities. Due to rising competitive pressure and the substantial expenditure required to increase market share in a failing industry, retreating is a viable choice, according to this option's argument (Brealey & Myers, 1999). Option A would involve using Wooden Post's strategic advantage and position in the East division by growing its capacity to its maximum level and then decreasing sales in the West division. This approach would result in Wooden Ltd incurring closure expenses and losing around 6% of its market share, but would generate additional income.

The options supplied provide Wooden Post Limited with a wealth of information, but the management is confused as to the appropriate course of action given the urgency, risks, and possibilities presented, as well as the anticipated trends. There is a need to provide more pertinent information and indications by doing a complete study of the available options and comparing them using pertinent metrics. This will allow Wooden Post Limited to make the best decision possible. This occurs at a time when other industry suppliers are also seeking future possibilities and swift action, while political and economic variables provide a favorable and supportive atmosphere for industry rationalisation.

Evaluation of Available Options

The numerous alternatives offered to Wooden Post Ltd serve as management control and evaluation procedures for the chosen choice. Diverse analysts and researchers supply management with a variety of approaches for ensuring the efficiency of its operations through planning and control system implementation (Brealey & Myers, 1999). Otley and Berry (1980) provide a cybernetic model of management control that is routine, based on specialist knowledge, intuitive, based on trial and error, and influenced by the political context. This model, along with others produced, serves as the basis for analyzing Wooden Post Limited's various alternative alternatives.

Option 1: Purchase of the London Counties

The first alternative involves increasing its market share in the United Kingdom by acquiring the assets of acceptable competitors. The research indicates that it would be beneficial for Wooden Post Limited to purchase London Counties, its principal competitor. This alternative would be based on the tactics proposed by Potter (1980) on the rivalry among current enterprises via competition and the threat of substitute services and goods. As Potter (1980) argues, Wooden Post Limited's capacity would increase if it acquired a major competitor. Potter (1980) suggests that Wooden Post Ltd's competitive advantages would include the creation and strengthening of its brand image, increased cash flows, decreased costs, an increase in the number of available distribution channels, the adoption of better technologies, and an overall increase in market share, which is the primary objective of the acquisition of London Counties.

London Counties has maintained leadership in the timber supply sector for almost 60 years, with an established clientele base throughout the west of the United Kingdom and a headquarters in London. In the year 2000, the corporation anticipated holding 26% of the market share in the United Kingdom. In particular, London Counties operates in and specializes in treated and untreated fence posts, treated gate posts, and treated construction frames and lumber, which accounted for the majority of its profit increase after World War II. The business has maintained the market for timber frames by contracting with a Scandinavian company. Over the years, the sector of timber and frame construction has necessitated technological application due to the rising demand for timber treatment for stability against high drilling and cutting conditions as well as against moisture. London Counties has maintained ties with authorities in the London metropolitan area, and consequently has the chance to retain the stability of its market for gate and fence posts in the London metropolitan area.

However, the acquisition has implementation issues that must be factored into the project analysis as required (Arnold, 1998). First, it is anticipated that the acquisition will facilitate the rationalization of the office and industrial facilities to facilitate the management and consolidation of the companies. This would however result in the termination of approximately 100 employees. This is likely to have a detrimental impact on the company's reputation, customer service, and personnel turnover as a result of the process' ambiguity (Wilson & Chua, 1993). The process would also result in the closure of the London-based headquarters of London Counties. This would be negative to the company due to the London area's impact and the stability of its market, and it would reduce the company's market share in the region (Grundy et al., 1998). In addition, it would require the corporation to suffer closure expenses, despite the fact that the establishment of the headquarters was expensive. The second obstacle would come from the sector of the building timber and frame industry that resisted adopting cutting-edge new technology. This is believed to be causing a drop in the company's market share. Tax matters, legal issues, human concerns, political and economic repercussions are also to be anticipated from the transaction (Flamholtz, 1983).

The consolidation process would have a positive impact on Wooden Post through the positioning of its activities, particularly in manufacturing sector facilities, and the creation of a greater competitive advantage and industry positioning (Arnold, 1998). In addition, Wooden Post Limited would be able to spread its fixed costs over a higher sales volume, so enhancing its cash flow (Flamholtz, 1983). In addition, the consolidation is anticipated to reduce the number of competitors and, consequently, the level of competition in the business, so reducing the risks associated with Wooden Post's market share (Potter, 1980). Moreover, Wooden Post's market dominance is anticipated to rise, giving it a larger market share and a greater impact on raw material pricing (Arnold, 1998). In reality, the consolidation is anticipated to increase Wooden Post's market share to 49%, or over half of the whole market share. The investment decision must be analyzed using the net present value (NPV) in order to make an informed decision about whether or not to proceed and to compare it to the other available possibilities (Grundy et al., 1998).

Evaluation of investment options using Net Present Value (The cash flows have been modified to reflect the anticipated adjustments in exhibit 2)

Year Cash flow in pounds 10% discounting factor with n= number of years rate Net present value (in £)

1 27,000,000 0.9091 24,545,454.6

2 0 0.8264 0.0

3 7,000,000 0.7513 5,259,203.6

4 7,000,000 0.6830 4,781,094.2

5 7,000,000 0.6209 4,346,449.3

6 10,000,000 0.5645 5,644,739.3

7 10,000,000 0.5132 5,131,581.2

8 10,000,000 0.4665 4,665,073.8

9 10,000,000 0.4241 4,240,976.2

10 10,000,000 0.3855 3,855,432.9

Total NPV                                                                                                                                       62,470,005.1

Less the purchase price (£ 40 million) and the cost of improvements (£ 20 million) is £ 60,000,000.0

Net Present Value                                                                                                                         2,470,005.1

The option has a positive value, therefore exercising it would be profitable (Grundy et al., 1998). However, consideration of the other alternatives will provide a basis for determining the optimal alternative.

Option 2: Invest in Modernizing the Production Capacity and Distribution Network of WP

This second option proposed by the analysts is contingent on increasing investments to upgrade the distribution network of Wooden Post in the western and eastern regions of the United Kingdom, as well as the upgrading of its production capacity in order to increase market share and regional distribution (Arnold, 1998). In this alternative, applications would be made available by forming joint ventures with Glens Company, which dominates the northern areas, and Welshpool plc, which is based in the western regions of the United Kingdom. Welshpool plc is the leading supplier of timber posts to the west London construction industry, but its capacity is restricted. It specializes in the supply of treated fence posts, treated construction lumber and frames, and treated gate posts, and has an 8.6% market share. Glens Company, on the other hand, dominates the northern Scottish market, which is located in Scotland. The company has a 10% market share and specializes in treated and untreated fence posts, treated gate posts, and treated building lumber and frames.

The project is anticipated to provide a number of obstacles. First, as Flamholtz (1983) states, joint venture firm types suffer the difficulty of operation and management as a result of their joint ownership. The low capacity of Welshpool plc, the most attractive alternative for a joint venture with Wooden Post Limited, is likely to prevent the production capacities from reaching their maximum and would also increase the costs of expanding its capacity (Arnold, 1998). In addition, the Glen Company, with whom Wooden Post Limited plans to form a joint venture, has an average market share. However, this problem is complicated by the fact that Wooden Post Limited is unfamiliar with Glen Company, which raises issues of trust and dependability in the commercial relationship (Grundy et al., 1998). Moreover, because the project's inherent risks are not as high, the project would create lesser cash flows, which is problematic for Wooden Post given its desire to expand its market dominance (Wilson & Chua, 1993).

Despite the obstacles, this initiative would provide Wooden Post with numerous benefits and prospects. First, because Welshpool plc is well-established and influential in the western region, it would assist Wooden Post Limited in competing with London Counties, which dominates the same region (Potter, 1980). The former employment of the chief executive officer of Welshpool plc with London Counties would provide Wooden Post with the opportunity to defeat the rival (Potter, 1980). Further, the same officer has wide experience and expertise

Tesla Inc.’s Quantitative Analysis Essay Help From Professional Writers

An analyst collects and evaluates quantifiable information about a business using quantitative methods. Tesla is a United States-based automaker that manufactures all-electric plug-in automobiles (“About Tesla,” n.d.). As a result of the manufacturer's inability to produce sufficient automobiles to fulfill demand, the company has had difficulty balancing demand with production capacity (DeBord, 2019). This study provides an analysis of Tesla based on a simple moving average (SMA) and weighted moving average (WMA) analysis (WMA).

Forecasting Methods

Tesla is a car manufacturer dedicated to selling solely all-electric automobiles to people in the United States and worldwide. Wozniak (2020) states that Tesla is "the first manufacturer to reach 200,000 cumulative EV sales in the United States" (para. 1). However, Tesla has had difficulty meeting consumer demand because its production capacity was unable to fulfill all orders. DeBord (2019) contends that there is no problem because Tesla created demand in a market that did not previously exist, and current production capabilities are sufficient to meet the existing demand. Despite these assertions, Bomey (2019) reports that Tesla lost over $700 million in the first quarter of 2019 and offset these losses through stock purchases. This is partially due to the company's failure to meet demand and build sufficient quantities of vehicles that customers desire to buy. Tesla has effectively built a demand for all-electric vehicles, but has been unable to meet that demand.

The forecasting techniques will be utilized to assess the trend in Tesla's automobile sales and to forecast future demand and sales. This strategy is predicated on the notion that historical data can help anticipate an organization's future performance (Illowsky & Dean, 2020). Notably, this strategy has clear flaws, such as the inability to predict future disruptions that may damage the company or industry but have no precedent. Using basic moving and weighted moving averages, analysts examine data from several time periods using time series.

Forecasting is a process that permits either quantitative or qualitative approaches. For Tesla's analysis, the time-series method will be utilized. For this investigation, monthly sales data from 2016 to 2019 were acquired from Tesla. In general, Tesla's sales volume has increased, from 1,120 cars sold in January 2016 to 8,000 cars sold in the same month of 2020. (Wozniak, 2020). Nonetheless, statistical methods are required for trend analysis clarity. The data for the given time period are presented in Table 1.

Year January February March April May June July August September October November December

2016 1,120 1,820 5,850 1,595 2,800 5,845 2,704 4,685 7,550 1,650 2,300 9,725

2017 1,650 2,550 6,200 1,840 3,350 4,550 3,105 3,800 8,095 1,970 3,555 9,335

2018 3,375 4,485 1,002 6,150 9,220 11,362 16,775 23,175 29,975 20,325 24,600 32,600

2019 8,000 7,275 14,625 11,925 16,350 25,700 14,750 15,225 21,875 10,900 13,400 32,225

Table 1. Tesla’s sales volume (based on data from Wozniak, 2020).

The moving average analysis is applicable to data from brief time intervals. This analysis is low in complexity and data requirements. Therefore, it is unnecessary to use monthly or weekly statistics for all years. For this analysis, one year of monthly data will enough. For this analysis, the demand for Tesla automobiles will be determined using monthly sales data from 2019. (Illowsky & Dean, 2020). The simple weighted analysis reveals a definite upward trend in Tesla's sales, which is likely attributable to rising demand for these vehicles. In addition, the company's revenues have increased significantly from 2015 to 2019.

SMA analysis permits the calculation of a mean from selected data by the number of periods (Hayes, 2020). This method is advantageous because it enables the calculation of multiple time periods by adding new data, such as new demand statistics, and eliminating data from the previous era. Table 2 displays the results of a 4-month SMA for Tesla. The four-month computations were performed using Google Spreadshit's built-in functions (Du, 2020). The statistics indicate a substantial disparity between the four months' sales of Tesla automobiles, with summer sales being the highest and winter sales being the lowest.

Table 2. Four-month moving average for Tesla (created by the author).

Next, Figure 1 displays the findings of SMA for Tesla in a chart. The red line on the graph reflects the overall sales trend, whereas the blue line represents actual sales. This data suggests that Tesla's car sales are highly variable, but on average, the firm will likely sell between 11,000 and 19,000 vehicles per month. On the basis of this data, one can draw assumptions on Tesla car sales in the following time periods.

Figure 1. SMA (created by the author).

WMA is the second quantitative method of analysis. In WMA, unlike SMA, one period SMA value is assigned to each period (Ganti, 2020). The value of earlier data points is smaller than that of more recent data points (“Weighted moving average,” n.d.). Consequently, this study can account for certain variations in patterns. The following extra numbers were utilized for each period: wt1=0.1, wt2=0.5, and wt3=4, with the premise that the second and third periods are more significant for sales. Consequently, the results are shown in Table 4 below. One can see that the sales figures for some periods differ from those presented in Table 3 due to the fact that, according to this research, certain months are deemed more significant than others.

WMA

11,563

15,988

17,856

26831.25

26409.375

23,310

21,963

21,490

WMA table for Tesla (created by the author).

On the basis of this data, it can be concluded that Tesla's sales and demand for their automobiles are rising consistently. The car sales patterns are aided by the SMA and WMA-based trend analysis. The firm should sell between 11,000 and 19,000 units every month, according to the SMA statistics. In addition, the results of WMA are shown to demonstrate how applying weights to certain times might affect the output. Using the SMA and WMA analysis techniques, it is possible to predict Tesla's future car sales and assure that the company will not have trouble meeting customer demand.

References

Regarding Tesla (n.d.). Web.

The phrase Bomey, N. (2019). Elon Musk asserts, notwithstanding investor fears, that demand for Tesla electric vehicles is ‘not’ suffering. USA Today. Web.

DeBord, M. (2019). Elon Musk believes it is ‘financially insane’ to purchase a vehicle that is not a Tesla, but Tesla would not be able to match that demand. Business Insider. Web.

Du, K. (2020). How to calculate a simple moving average in Google Sheets. Web.

Ganti, A. (2020). A weighted mean. Investopedia, online.

Hayes, A. (2020). Simple moving average (SMA). Investopedia, online.

B. Illowsky and S. Dean (2020). Introduction to basic statistics. OpenStax.

Moving average with weighting (n.d.). Web.

Wozniak, K. (2020). Tesla U.S. sales numbers. Car Sale Database.

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Apple’s Success In The Customer Electronics Industry Essay Help From Professional Writers

Introduction

Apple Inc. is a multinational corporation that manufactures personal computers, mobile phones, computer software, and consumer electronics. Apple's distinguished products include the iPad, the iPhone, the iPod, and the Macintosh PCs. The company has established significant value in the extremely competitive consumer electronics industry through innovation and by forging a route that is significantly distinct from that of its key competitors. Apple has also effectively distinguished its products from those of its competitors by emphasizing great customer service, elegant design, and quality while outsourcing its manufacturing to dependable, innovative equipment manufacturers. However, Apple faces formidable obstacles brought on by the fierce rivalry and other external reasons.

Apple has dominated the consumer electronics business by manufacturing high-quality and innovative products. The company's well-known products provide a competitive advantage due to their high brand recognition. Apple is a leading provider of mobile communication devices, portable digital music players, and personal computers to tens of thousands of customers. In addition, Apple Inc. has generated a large profit over the past few years, demonstrating that it is one of the most successful corporations in the world. In an effort to sustain its current success in the consumer electronics sector, Apple has employed a number of methods, including strategic management and planning.

Background

Apple Inc., previously known as Apple Computer Inc., was founded by Steve Jobs and Steve Wozniak in 1977. In Cupertino, California, the two founders released Apple 1, their first product. As of 2014, Apple Inc. is a worldwide corporation that sells a variety of products, including hardware products such as Macintosh computers, the iPad, the iPhone, and the iPod music player. Additionally, the corporation sells software like as OS X, iOS, iLife, iTunes, and iWork. Apple Inc. has established its dominance in the personal computer business (Arora 2014).

Apple's cash flow has increased dramatically throughout the years, and despite a decline in the 1990s, it rebounded in 2001 after the launching of Apple iPod. The firm is now one of the foremost industry titans in consumer electronics. Between 1997 and 2007, the company's stock price soared from $3.30 to $339.87 per share (Apple Store 2014). It is believed to be worth $626. The company's competitors have attempted to challenge it, but Apple's global product and service offerings remain unmatched. Notably, the consistent creation and execution of operating strategies are crucial to the success of the business. Therefore, Apple's exceptional performance can be linked to its tactics (Schneider 2011).

CSF Apple Inc.

The vital success elements are essential to the company's future success. These criteria include, among others, product characteristics, competitive capabilities, resources, market accomplishments, and competencies (Ireland, Hoskisson & Hitt 2008). The external environment that suggests the most crucial competitive success elements must be considered by strategists. Key success criteria for Apple Inc. include consistency, intensive research and development, innovation, product differentiation, user-friendliness, and a large product line. These characteristics have a significant impact on Apple's competitiveness in the consumer electronics business (Lashinsky 2012).

Extensive R&D is a crucial success element for Apple. Apple Inc. has significant research and development initiatives based on the creation of the Infinite Loop Campus, which focuses primarily on R&D. These efforts aim to improve the quality and performance of Apple's products and promote the launch of innovative new products. In addition, Apple's efforts to build new possibilities and develop new business pillars, notably in the consumer electronics sector, rely heavily on its research and development framework. It has facilitated the development and implementation of robust technology into the production of unique and competitive goods or services. Through research, the corporation also focuses on strengthening its core technology in non-competitive industries.

Apple Inc.'s innovation is another crucial success element. Apple is considered one of the most inventive companies. It is committed to innovation and effectively employs its resources to provide consumers with value (Ogg 2010). The 2001 introduction of the iPod (portable digital music player) signaled the beginning of Apple's innovation. In addition, the Apple TV and iPhone demonstrate Apple's commitment to innovation. Evidently, the corporation consistently enhances its technology, as evidenced by its distinctive appearance and high-performance products, such as the iPad, its most recent groundbreaking innovation (King 2012).

In addition, Apple relies on product differentiation to flourish in the consumer electronics market. Customers have a variety of service and product options to choose from in the contemporary global marketplace. Differentiation is the fundamental factor that allows customers to select a service or product from a variety of alternatives. Apple prioritizes innovation and maintains product quality to fulfill client preferences and distinguish itself from rivals (Heracleous & Papachroni 2014).

Significantly contributing to Apple's success in the electronics market is its user-friendliness. Apple Inc. has had substantial growth in the consumer electronics business due to the usability of its products. Customers are mostly attracted to the company's items due to their originality and usability. Apple Inc. ensures that its products are simplified to the satisfaction of consumers (Moscaritolo 2014). The majority of the product’s interface, including is those of the iPhone and iPad, is designed to be intuitive and simple to use. This is because the corporation believes it is pointless to produce difficult-to-use products because consumers will find them useless (Lusted & Elmaghraby 2012).

Apple's extensive product offering enables it to retain client loyalty (Kotler 2012). The company's diversification plan is a component of its business strategy, which aims to maximize profits by boosting sales volume. Apple can boost its sales volume by identifying new market niches and offering new goods (Myers & Kalmanovitz 2013). In addition, the corporation has expanded its product line in the digital music sector by introducing new portable music players such as iTunes, iPod, and the iPhone. In the electronics market, Apple has effortlessly acquired the familiarity and commitment of its customers. Apple demonstrates that it knows the demands and tastes of its customers by offering a wide variety of products (Ireland, Hoskisson & Hitt 2011).

Financial Stability

Apple has substantial financial strength as a result of years of high revenue and profit margin. The majority of stock market analysts advise investors to purchase Apple Inc. shares. They anticipate that the company's stock price will increase by 35% during the next year. The prediction is based on the daily increase in the company's market capitalisation. The current market capitalization of the corporation is $350 billion, indicating that its financial strength is extremely high. Apple's predicted earnings growth is contingent on its sales, which are driven by robust consumer demand for its products (Nesto 2011).

Apple's technological capabilities have improved over the years, and it now performs significantly better than its competitors. Its enormous success can be ascribed to its ability to anticipate consumer needs even before they are aware of them. Moreover, the company's products are inexpensive and user-friendly. Customers have faith in Apple's products due to their superior quality and value compared to those of competitors. This marketing ingenuity has contributed to increased sales, the company's most significant financial strength (Kane & Sherr 2011).

The strong interest coverage ratio of 97.09 is an additional factor contributing to Apple's financial stability. This ratio indicates the company's ability to pay back interest on its unpaid debts without financial restraint. Additionally, the company has a low debt-to-income ratio of 0.84. Apple Inc.'s financial strength has been significantly enhanced by the aforementioned aspects (Apple Inc. (NAS: AAPL) Financial Strength Rank 7 (As of September 2014) 2014).

Relative market share

Apple's marketing strategy, which attempts to add business utility rather than amusement to popular consumer devices, makes its products rather groundbreaking (Cusumano 2011). Although IT administrators, media commentators, technical experts, and Apple's competitors referred to several of Apple's products as consumer toys as opposed to business tools, Apple's goods are in fact business tools. With their inevitable infiltration of the commercial sphere, they are incredibly popular among consumers (Harps 2002). Apple's market can be arbitrarily divided between consumers with corporate needs and those with personal needs. In addition, Apple's products incorporate necessary entertainment and functional functions, hence expanding its consumer base. Apple's marketing strategy is typically undifferentiated because its target market cannot be separated into distinct consumer groups. This difficulty emerges because Apple appears to take a broader approach to addressing consumer requirements (Kotler 2007).

Apple products target technology-savvy customers between the ages of eighteen and late thirties, as well as the business sector. They support internet browsing, video-viewing, multi-media services, social networking, and business-oriented applications, which enables their use on an individual and corporate level (Boulton 2012). In addition, the goods are geared toward students because they include a bookshop and an interface for accessing e-books. They are a collection of functional programs that enable students to check their email, browse the Internet, and access entertainment. The iBooks program on Apple's iPad, for instance, enables students to write iBooks manuals using multiple iBook Authors (Rossello 2012). Apple's target market also includes video-chat users such as consultants and CEOs of global corporations. With video streaming and video conferencing capabilities, the iPad appeals to video-chat enthusiasts and users to a greater extent. The traveling sales staff and executives utilize Apple's iPad to share presentations, as a personal digital assistant in meetings, and for other purposes (Hughes 2011).

Apple also targets the media and music industries. It features immersive and visual characteristics that help numerous media and music business processes. Apple's devices provide applications that facilitate, among other functions, music video production and broadcasting, concert recording, music composing, and interviewing. Apple's products, such as the iPad, offer on-demand viewing capabilities through their connection to television content, which has had a significant impact on their use in television-based entertainment. In addition, the media and music industries view iPad as a technologically advanced marketing instrument that facilitates a relatively simple Internet marketing strategy (Wilson 2010).

Apple concentrates on the corporate sector with the intention of dominating the market with its advantageous and revolutionary technological expertise. Apple has business-oriented goods with a more professional appearance that technology-savvy corporate workers find very enticing in order to attain this purpose (Angelelli 2008). Apple has facilitated the incorporation of technology advancements in the workplace, necessitating that IT companies streamline their designs to create gadgets that are simple to comprehend and utilize. Apple delivers a device on which businesses may rely not only as support tools, but also as vital gadgets coordinating or hosting the majority of their operations (Strahler 2010).

From the standpoint of the individual user, Apple has incorporated a variety of features that meet individual requirements and preferences. In addition, Apple's iPad contains capabilities that provide consumers with a more personalized experience in order to lure them to the multifunctional tablet computer. Its retina display, which produces excellent visuals, and its black or white bezel make for enticing and alluring brands (Lochhead 2011). Individual consumers have contributed substantially to iPad sales alongside enterprises. iPad users with impairments have access to a variety of apps and features. The apps address a number of their unique requirements, enabling them to carry out their duties more successfully and efficiently (Bulik 2011).

Relative market strength

Apple's strategy for achieving market success is to maximize stockholder value and maintain a balance between growth, profitability, and liquidity, which are its key financial measures. The company's approach incorporates a direct business model characterized by highly effective manufacturing, a supply chain management framework, and technology based on industry standards (Shmuel 2013). Apple's customer value propositions are product leadership and client intimacy, as proven by its attention on consumer requirements. The organization also has a business approach that provides up-to-date information on client trends regarding their wants, plans, and preferences. Through standardisation of services and standards-based technologies, it offers clients flexibility while preserving excellent performance, customer service, and cost-effectiveness (Masi 2009). Additionally, Apple's business strategy focuses on its enterprise business as well as expanding its product group's expertise. Despite maintaining a leadership position in notebooks and desktops, the business invests in consumer electronics items, such as plasma televisions. (O’Grady, 2009) It is evident that Apple has exhibited tremendous customer satisfaction through the deployment of standard and exceptional product and service offerings.

Apple's market dominance is partly dependent on its customer-centric business model. It focuses on the services and products it provides as a means of guaranteeing the optimal fulfillment of customer requirements and demands. Apple's online assistance program, for instance, delivers diagnostic and management services to its users via a private, virtual, and secure network. In addition, the company consistently improves its products to meet the precise requirements of its wide consumer base. This strategy ensures that their clients have access to complex and comprehensive products and services. In addition, Apple retains the advantage of client intimacy as it expands its services and product offerings to attract additional customers and business partners (Finkle & Mallin 2010).

Maintaining a Competitive Advantage

Apple's competitive strategy, capabilities, resources, and goals demonstrate the company's market leadership. Apple holds the biggest market share in consumer electronics, surpassing Samsung, Dell, Toshiba, HP, and Sony (Hamilton & Webster 2012). Apple's cutting-edge technology and superior product quality surpass those of other market-available devices, which explains its dominance in the electronics business (Barney, 1995). From a marketing standpoint, Apple has a competitive edge due to its premium brand image, product development, technical patents, and leadership, as well as its vast array of supplementary service offers. Apple has remained the leader in the tablet market throughout the iPad's several versions (Perenson 2012). For instance, Apple iPad's exclusive services are iCloud and FaceTime. Apple is the industry leader in research and development, ensuring that its products continue to outperform and outfunction those of its competitors (Stein 2011).

In an effort to preserve its market leadership position, Apple also employs a worldwide strategy to product marketing, elevates product usage, and incorporates the demands and preferences of many customers. Apple's innovation strategies enable them to maintain a substantial market share. Apple continuously updates its brand, advertising, and quality tactics in order to increase its market share. Apple maintains its market dominance by introducing and implementing innovative technologies (Hitt, Ireland & Hoskisson 2014). Apple maintains its dominance in the consumer electronics market. The company, however, is the exception.

Introduction

Apple Inc. is a multinational corporation that manufactures personal computers, mobile phones, computer software, and consumer electronics. Apple's distinguished products include the iPad, the iPhone, the iPod, and the Macintosh PCs. The company has established significant value in the extremely competitive consumer electronics industry through innovation and by forging a route that is significantly distinct from that of its key competitors. Apple has also effectively distinguished its products from those of its competitors by emphasizing great customer service, elegant design, and quality while outsourcing its manufacturing to dependable, innovative equipment manufacturers. However, Apple faces formidable obstacles brought on by the fierce rivalry and other external reasons.

Apple has dominated the consumer electronics business by manufacturing high-quality and innovative products. The company's well-known products provide a competitive advantage due to their high brand recognition. Apple is a leading provider of mobile communication devices, portable digital music players, and personal computers to tens of thousands of customers. In addition, Apple Inc. has generated a large profit over the past few years, demonstrating that it is one of the most successful corporations in the world. In an effort to sustain its current success in the consumer electronics sector, Apple has employed a number of methods, including strategic management and planning.

Background

Apple Inc., previously known as Apple Computer Inc., was founded by Steve Jobs and Steve Wozniak in 1977. In Cupertino, California, the two founders released Apple 1, their first product. As of 2014, Apple Inc. is a worldwide corporation that sells a variety of products, including hardware products such as Macintosh computers, the iPad, the iPhone, and the iPod music player. Additionally, the corporation sells software like as OS X, iOS, iLife, iTunes, and iWork. Apple Inc. has established its dominance in the personal computer business (Arora 2014).

Apple's cash flow has increased dramatically throughout the years, and despite a decline in the 1990s, it rebounded in 2001 after the launching of Apple iPod. The firm is now one of the foremost industry titans in consumer electronics. Between 1997 and 2007, the company's stock price soared from $3.30 to $339.87 per share (Apple Store 2014). It is believed to be worth $626. The company's competitors have attempted to challenge it, but Apple's global product and service offerings remain unmatched. Notably, the consistent creation and execution of operating strategies are crucial to the success of the business. Therefore, Apple's exceptional performance can be linked to its tactics (Schneider 2011).

CSF Apple Inc.

The vital success elements are essential to the company's future success. These criteria include, among others, product characteristics, competitive capabilities, resources, market accomplishments, and competencies (Ireland, Hoskisson & Hitt 2008). The external environment that suggests the most crucial competitive success elements must be considered by strategists. Key success criteria for Apple Inc. include consistency, intensive research and development, innovation, product differentiation, user-friendliness, and a large product line. These characteristics have a significant impact on Apple's competitiveness in the consumer electronics business (Lashinsky 2012).

Extensive R&D is a crucial success element for Apple. Apple Inc. has significant research and development initiatives based on the creation of the Infinite Loop Campus, which focuses primarily on R&D. These efforts aim to improve the quality and performance of Apple's products and promote the launch of innovative new products. In addition, Apple's efforts to build new possibilities and develop new business pillars, notably in the consumer electronics sector, rely heavily on its research and development framework. It has facilitated the development and implementation of robust technology into the production of unique and competitive goods or services. Through research, the corporation also focuses on strengthening its core technology in non-competitive industries.

Apple Inc.'s innovation is another crucial success element. Apple is considered one of the most inventive companies. It is committed to innovation and effectively employs its resources to provide consumers with value (Ogg 2010). The 2001 introduction of the iPod (portable digital music player) signaled the beginning of Apple's innovation. In addition, the Apple TV and iPhone demonstrate Apple's commitment to innovation. Evidently, the corporation consistently enhances its technology, as evidenced by its distinctive appearance and high-performance products, such as the iPad, its most recent groundbreaking innovation (King 2012).

In addition, Apple relies on product differentiation to flourish in the consumer electronics market. Customers have a variety of service and product options to choose from in the contemporary global marketplace. Differentiation is the fundamental factor that allows customers to select a service or product from a variety of alternatives. Apple prioritizes innovation and maintains product quality to fulfill client preferences and distinguish itself from rivals (Heracleous & Papachroni 2014).

Significantly contributing to Apple's success in the electronics market is its user-friendliness. Apple Inc. has had substantial growth in the consumer electronics business due to the usability of its products. Customers are mostly attracted to the company's items due to their originality and usability. Apple Inc. ensures that its products are simplified to the satisfaction of consumers (Moscaritolo 2014). The majority of the product’s interface, including is those of the iPhone and iPad, is designed to be intuitive and simple to use. This is because the corporation believes it is pointless to produce difficult-to-use products because consumers will find them useless (Lusted & Elmaghraby 2012).

Apple's extensive product offering enables it to retain client loyalty (Kotler 2012). The company's diversification plan is a component of its business strategy, which aims to maximize profits by boosting sales volume. Apple can boost its sales volume by identifying new market niches and offering new goods (Myers & Kalmanovitz 2013). In addition, the corporation has expanded its product line in the digital music sector by introducing new portable music players such as iTunes, iPod, and the iPhone. In the electronics market, Apple has effortlessly acquired the familiarity and commitment of its customers. Apple demonstrates that it knows the demands and tastes of its customers by offering a wide variety of products (Ireland, Hoskisson & Hitt 2011).

Financial Stability

Apple has substantial financial strength as a result of years of high revenue and profit margin. The majority of stock market analysts advise investors to purchase Apple Inc. shares. They anticipate that the company's stock price will increase by 35% during the next year. The prediction is based on the daily increase in the company's market capitalisation. The current market capitalization of the corporation is $350 billion, indicating that its financial strength is extremely high. Apple's predicted earnings growth is contingent on its sales, which are driven by robust consumer demand for its products (Nesto 2011).

Apple's technological capabilities have improved over the years, and it now performs significantly better than its competitors. Its enormous success can be ascribed to its ability to anticipate consumer needs even before they are aware of them. Moreover, the company's products are inexpensive and user-friendly. Customers have faith in Apple's products due to their superior quality and value compared to those of competitors. This marketing ingenuity has contributed to increased sales, the company's most significant financial strength (Kane & Sherr 2011).

The strong interest coverage ratio of 97.09 is an additional factor contributing to Apple's financial stability. This ratio indicates the company's ability to pay back interest on its unpaid debts without financial restraint. Additionally, the company has a low debt-to-income ratio of 0.84. Apple Inc.'s financial strength has been significantly enhanced by the aforementioned aspects (Apple Inc. (NAS: AAPL) Financial Strength Rank 7 (As of September 2014) 2014).

Relative market share

Apple's marketing strategy, which attempts to add business utility rather than amusement to popular consumer devices, makes its products rather groundbreaking (Cusumano 2011). Although IT administrators, media commentators, technical experts, and Apple's competitors referred to several of Apple's products as consumer toys as opposed to business tools, Apple's goods are in fact business tools. With their inevitable infiltration of the commercial sphere, they are incredibly popular among consumers (Harps 2002). Apple's market can be arbitrarily divided between consumers with corporate needs and those with personal needs. In addition, Apple's products incorporate necessary entertainment and functional functions, hence expanding its consumer base. Apple's marketing strategy is typically undifferentiated because its target market cannot be separated into distinct consumer groups. This difficulty emerges because Apple appears to take a broader approach to addressing consumer requirements (Kotler 2007).

Apple products target technology-savvy customers between the ages of eighteen and late thirties, as well as the business sector. They support internet browsing, video-viewing, multi-media services, social networking, and business-oriented applications, which enables their use on an individual and corporate level (Boulton 2012). In addition, the goods are geared toward students because they include a bookshop and an interface for accessing e-books. They are a collection of functional programs that enable students to check their email, browse the Internet, and access entertainment. The iBooks program on Apple's iPad, for instance, enables students to write iBooks manuals using multiple iBook Authors (Rossello 2012). Apple's target market also includes video-chat users such as consultants and CEOs of global corporations. With video streaming and video conferencing capabilities, the iPad appeals to video-chat enthusiasts and users to a greater extent. The traveling sales staff and executives utilize Apple's iPad to share presentations, as a personal digital assistant in meetings, and for other purposes (Hughes 2011).

Apple also targets the media and music industries. It features immersive and visual characteristics that help numerous media and music business processes. Apple's devices provide applications that facilitate, among other functions, music video production and broadcasting, concert recording, music composing, and interviewing. Apple's products, such as the iPad, offer on-demand viewing capabilities through their connection to television content, which has had a significant impact on their use in television-based entertainment. In addition, the media and music industries view iPad as a technologically advanced marketing instrument that facilitates a relatively simple Internet marketing strategy (Wilson 2010).

Apple concentrates on the corporate sector with the intention of dominating the market with its advantageous and revolutionary technological expertise. Apple has business-oriented goods with a more professional appearance that technology-savvy corporate workers find very enticing in order to attain this purpose (Angelelli 2008). Apple has facilitated the incorporation of technology advancements in the workplace, necessitating that IT companies streamline their designs to create gadgets that are simple to comprehend and utilize. Apple delivers a device on which businesses may rely not only as support tools, but also as vital gadgets coordinating or hosting the majority of their operations (Strahler 2010).

From the standpoint of the individual user, Apple has incorporated a variety of features that meet individual requirements and preferences. In addition, Apple's iPad contains capabilities that provide consumers with a more personalized experience in order to lure them to the multifunctional tablet computer. Its retina display, which produces excellent visuals, and its black or white bezel make for enticing and alluring brands (Lochhead 2011). Individual consumers have contributed substantially to iPad sales alongside enterprises. iPad users with impairments have access to a variety of apps and features. The apps address a number of their unique requirements, enabling them to carry out their duties more successfully and efficiently (Bulik 2011).

Relative market strength

Apple's strategy for achieving market success is to maximize stockholder value and maintain a balance between growth, profitability, and liquidity, which are its key financial measures. The company's approach incorporates a direct business model characterized by highly effective manufacturing, a supply chain management framework, and technology based on industry standards (Shmuel 2013). Apple's customer value propositions are product leadership and client intimacy, as proven by its attention on consumer requirements. The organization also has a business approach that provides up-to-date information on client trends regarding their wants, plans, and preferences. Through standardisation of services and standards-based technologies, it offers clients flexibility while preserving excellent performance, customer service, and cost-effectiveness (Masi 2009). Additionally, Apple's business strategy focuses on its enterprise business as well as expanding its product group's expertise. Despite maintaining a leadership position in notebooks and desktops, the business invests in consumer electronics items, such as plasma televisions. (O’Grady, 2009) It is evident that Apple has exhibited tremendous customer satisfaction through the deployment of standard and exceptional product and service offerings.

Apple's market dominance is partly dependent on its customer-centric business model. It focuses on the services and products it provides as a means of guaranteeing the optimal fulfillment of customer requirements and demands. Apple's online assistance program, for instance, delivers diagnostic and management services to its users via a private, virtual, and secure network. In addition, the company consistently improves its products to meet the precise requirements of its wide consumer base. This strategy ensures that their clients have access to complex and comprehensive products and services. In addition, Apple retains the advantage of client intimacy as it expands its services and product offerings to attract additional customers and business partners (Finkle & Mallin 2010).

Maintaining a Competitive Advantage

Apple's competitive strategy, capabilities, resources, and goals demonstrate the company's market leadership. Apple holds the biggest market share in consumer electronics, surpassing Samsung, Dell, Toshiba, HP, and Sony (Hamilton & Webster 2012). Apple's cutting-edge technology and superior product quality surpass those of other market-available devices, which explains its dominance in the electronics business (Barney, 1995). From a marketing standpoint, Apple has a competitive edge due to its premium brand image, product development, technical patents, and leadership, as well as its vast array of supplementary service offers. Apple has remained the leader in the tablet market throughout the iPad's several versions (Perenson 2012). For instance, Apple iPad's exclusive services are iCloud and FaceTime. Apple is the industry leader in research and development, ensuring that its products continue to outperform and outfunction those of its competitors (Stein 2011).

In an effort to preserve its market leadership position, Apple also employs a worldwide strategy to product marketing, elevates product usage, and incorporates the demands and preferences of many customers. Apple's innovation strategies enable them to maintain a substantial market share. Apple continuously updates its brand, advertising, and quality tactics in order to increase its market share. Apple maintains its market dominance by introducing and implementing innovative technologies (Hitt, Ireland & Hoskisson 2014). Apple maintains its dominance in the consumer electronics market. The company, however, is the exception.

Amazon Company: Management Of Human Capital Essay Help From Professional Writers

Table of Contents
Introduction Main Body Case summary in an Amazon warehouse conventional management explanation summary A summary of the critical viewpoint (Marxism) Summary of the essential clarification (ideology and managerial power) Conclusion References

Introduction

A crucial component of any hypothetical work, critical analysis refers to the process of evaluating the work objectively. It requires resolute thought, the application of cogent reasoning, and constant thought. Additionally, the process entails the deconstruction of many concepts and texts that the individual reads. In the context of management, critical thinking refers to a cautious and comprehensive evaluation of a situation. Organizations use critical analysis to discover whether an employee is performing to his or her full potential and capabilities. Critical thinking is the foundation of critical analysis. The method assists in determining whether a claim is true, somewhat true, or manufactured. Critical analysis derived from critical thinking yields abilities that may be learned, comprehended, and used in a specific area of an organization.

Awareness of a person's primary function within an organization and basing one's functioning on this information serves as a guide for all matters requiring the making of vital decisions. This phenomenon has existed for centuries. Classical and contemporary theories of management agree that rational planning is the most essential executive function. Henri Fayol (1841-1925) believed that anticipating and planning were essential managerial functions for a corporation to achieve its goals (Fayol 1949). Fayol stated that it is vital to direct the management functions in order to ensure that strategies are analyzed and the right steps are made to enhance performance. Fredrick Taylor also argued that managers should be the "accelerative planners" and activity supervisors.

The employees on the shop floor, on the other hand, are the "doers." According to Taylor, the human race in the context of the workplace can be classified into two distinct groups. A considerable percentage have the capacity to behave as "minds." The category'scientifically' conceives and develops industrial methods. The majority of the other category participates merely as "hands" in the responsibilities assigned to them by the category of "minds." My essay discusses managerial difficulties and strategy in the context of an Amazon warehouse. In this setting, corporate planning appears to be predicated on preconceived notions of individuals, leadership, and hierarchy. Corporate planning is especially concerned with the seeming necessity of hierarchy in the complex conditions surrounding corporate settings (Blaug 1999).

Main Body

In contemporary management practices, the concept of strategy is based on a thorough understanding of people, leadership, and hierarchy. It appears to be a straightforward extension of operational planning.

Case summary in an Amazon warehouse

At 800,000 square feet, Amazon's Swansea warehouse is among the largest in the United Kingdom (Cadwalladr 2013). The company's website features more than 100 products. Hundreds of additional items are not posted online. Cadwalladr describes her time as an employee at the Swansea megastore. She claims that when business is excellent, the retailer receives more than 450 thousand orders. There is an insinuation that both employees and management are overworked. The corporation receives more than 3.5 million orders every day during the holiday season. Handling such a large volume of orders poses a challenge to the organization's dedication to balancing customer service with the well-being of its personnel in terms of lengthy hours of work.

There are now four shifts at the Swansea location. Each worker puts in fifty hours per week. The hours are spent hand-selecting and packaging things according to customer orders. The general public has dubbed the practice "Amazon's elves." The employer is notorious for paying minimum wage, yet employees are pushed to the limits of European Union labor rules. When junior employees take three sick days within a three-month period, they are terminated. According to Cadwalladr, a book written by Brad Stone suggests that Amazon avoids paying taxes despite its large sales profits and abuse of its employees.

When Cadwalladr was hired by the company through a Swansea employment agency, she conducted an internal investigation. She is a journalist by trade and wished to investigate the veracity of the company's assertions as an undercover reporter. Cadwalladr uncovered the true reason for the company's success. The organization excels in all online transactions.

When a customer clicks to purchase a product online, personnel are expected to ensure that the product is delivered on time. The company has perfected the skill of organizing the chaos caused by the storage of millions of items. The corporation has a complex strategy for determining how to provide products to customers in a timely and dependable manner while outcompeting competitors. Cadwalladr asserts that personnel not only pick and pack tens of thousands of things each day but also send the correct items to the correct clients. The business never fails to fulfill an order.

conventional management explanation summary

Recent changes to Amazon's human resources department reflect the rapid transformation of the employment landscape. Even the most successful businesses are affected by the high employee turnover rate. Existing businesses are fast altering their perspective on staff. Employers actively involve workers in decision-making processes. In this way, employees feel like they are a part of the firm and ultimately become loyal to its objectives. The significance of this component lies in the fact that innovative personnel help the organization. However, the failure to view personnel as an asset that assists the company in achieving its goals is damaging to the success of any business (Grey 1999).

A summary of the critical viewpoint (Marxism)

The Extended Design School of thought addressing the business strategy and positioning of a firm remains the most prevalent archetypal strategy formulation method. It is considered the reasonable strategy model. The paradigm views strategy as a conversation and textual flow of ideas and logic. The approach examines how official organizational and managerial plans mirror dominant strategic discourses (Knights & Morgan 1991). It also analyses the embedded knowledge and authority relationships with the employee. Carl Marx's perspective provides insight into how Amazon's management approaches strategy creation in terms of profitability and market leadership.

Claims to management authority are continually based not just on the de facto status of the manager inside the company, but also on the implied 'job of managing.' In this aspect, human capital is crucial to the success of an organization. To assure a company's financial success, however, the majority of corporations employ executives who adhere to capitalist ideals. Regarding its employees, Amazon's business practices adhere to the rationalist philosophy. The company's objectives are broken into strategy storylines. Managers are urged to adopt appropriate responsibilities in guiding staff as they carry out their duties (Hales 1986).

In studying Amazon's profitability strategy, a Marxist perspective suggests that the entrepreneurs utilize their financial resources not just to acquire market share, but also to establish their authority over their workforce. The company's employees are not sufficiently compensated for the labor they perform. Marx believed that physical or mental labor is vital to human survival. The hierarchical structure of a corporation accentuates personnel differences. This represents the separation of mental (thought) and physical (hands) labor.

Summary of the essential clarification (ideology and managerial power)

In the modern business world, technology is vital for client delivery. Regardless of the type of business, production and distribution technology continue to play a vital role in the profitability of corporations. Every individual is a prospective employee in the absence of production technology. However, given the importance of information, skill, and competence in a corporate environment that is becoming increasingly competitive, employees are basically useless without the necessary machinery and technology. Machines and related technologies are costly to acquire and maintain (Alvesson, Bridgman & Willmott 2009). Rich persons who can purchase the technologies and machinery can therefore determine job conditions. As is the situation with Amazon, worker conditions and earnings continue to deteriorate. Marx considered this to be exploitation.

Amazon has practiced capitalism for several decades. The upper management possesses considerable managerial authority. The supervisors use their authority to influence the job conditions of junior staff. The company's access to innovative technology makes room for contemporary capitalism. The company's information technology infrastructure minimizes the amount of employees required to effectively run the business, but the majority of employees possess few or no expertise. Individuals with a high level of expertise and significant training are at the apex of the organizational hierarchy and have enormous control over the operation of the business.

The management has granted these persons the authority to take advantage of the unskilled staff. Managers possess the ability to terminate employees who take three sick days within three months. This translates to sick employees reporting to work to avoid termination. The corporation lacks a balance of power, resulting in increased workloads and meager compensation packages.

The workforce are oppressed by the management's ideology. Employees do not participate in decision-making. The upper management views employees as a form of human capital that only performs manual labor. From a Marxist standpoint, the technique segregates Amazon's workforce into social classes. This management strategy differs from a variety of other management strategies. Amazon views labor power as a commodity due to the extensive range of activities required to achieve the company's aims. No longer is the usage of labor force systematized according to the demands and desires of the employees. It is systematized according to the employer's requirements. It has been observed that the firm has a special and persistent interest in devaluing the commodity (Magdoff 2006).

Amazon's management structure, for instance, differs from the Contingency Theory of management. The Contingency Theory is seen as exception-based management. It is based on the understanding that possibilities exist. The theory holds that things that are doing well do not require management. Exceptions are instead managed. In general, few exceptions are anticipated. Consequently, employees are afforded greater autonomy. The method enables the management to focus on other areas that are in fact in need of development. Employees are involved in the decision-making process and have increased responsibility. The employment conditions are superior to the capitalist method (Fournier & Grey 2000).

Individualism and collaboration in firms are determined by the company culture based on how people are treated. Management at Amazon should evaluate its current management style and embrace a postmodernist management style. The methodology emphasizes a rationalist approach to strategic discourse in conjunction with a reconfigurationist paradigm. It encompasses the vast majority of crucial aspects that many executives are unaware of. These factors are currently regarded as generally applicable to the creation of plans that prioritize employees as human resource assets (Grey & Willmott 2005).

Conclusion

I have critically assessed Amazon's management of human capital in light of management models in this essay. The investigation demonstrates Amazon's exploitative employment practices. Despite the company's financial resources, the management consistently exploits the employees by extending work hours while paying minimum salary. This study is vital for the company's upper management since it identifies the flaws that must be addressed immediately.

Reviewing the company's organizational culture is essential to avert an impending employee crisis. This is due to the fact that numerous firms are rapidly establishing employment possibilities and becoming increasingly desirable employers. Amazon will likely face a labor force dilemma in the coming years due to the fact that prospective employees are shunning the company. Employees are an integral aspect of a business. Employers should recognize their contribution by providing a pleasant working atmosphere and competitive compensation. Engaging employees in the decision-making process increases employee commitment to the company's goals. Engaged personnel are frequently innovative and perform to achieve the organization's objectives.

References

Alvesson, M., T. Bridgman, and H. Willmott. The Oxford Handbook of Critical Management Studies. Oxford: Oxford University Press, 2009.

Organization, vol. 6, no. 1, 1999, pp. 33-56, Blaug, R., "The Tyranny of the Visible: Problems in the Evaluation of Anti-Institutional Radicalism."

Web.

Cadwalladr, C 2013, My week as an amazon insider. Web.

General and industrial management. Pitman, London, 1949. Web.

At the critical moment: conditions and prospects for critical management studies. Human Relations, vol. 53, no. 1, 2000, pp. 7-32.

Web.

Grey, C., and H. Willmott. 2005. Critical management studies: a reader. Oxford: Oxford University Press.

Grey, C. (1999). "We are all managers now; we have always been managers: on the development and demise of management," Journal of Management Studies, vol. 36, no. 5, pp. 561-585.

Web.

Hales, C 1986, 'What do managers do? a critical examination of the data,' Journal of Management Studies, volume 23, number 1, pages 88-115. Web.

Strategic discourse and subjectivity: toward a critical analysis of corporate strategy in organizations. Organization Studies, vol. 12, no. 2, 1991, pp. 251–273.

Web.

The meaning of work: a marxist perspective, by H. Magdoff (2006).

Web.

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California Gold Rush From An Economic Perspective Essay Help From Professional Writers

Introduction

James Wilson Marshall discovered gold in January 1848 while building a sawmill near the American River in Sacramento, California. Many San Francisco reporters did not believe him until May 1848, when Sam Brannan, a storekeeper in Sutter's creek, confirmed the existence of gold in the American river in California. This knowledge served as the spark that ignited the global gold rush (Brands 2003, 10). May signified a significant change in the economic well-being of Californians and people throughout the world. This essay examines the impact of the Gold Rush on the economic development of California and the United States as a whole.

Population Influx

In just four years, more than one percent of the population of the United States of America migrated to California by December 1848. People from Oriental cultures such as the Japanese and Chinese arrived to California in huge numbers in pursuit of gold, thereby establishing a new cultural blend (Whaples 2008). This large influx of newcomers caused the town to be inhabited with large structures and shantytowns, causing a crisis in the construction industry. The entertainment sector flourished as enormous crowds packed the entertainment halls. Gambling, theft, and murder were on the rise, among other forms of social ills. Due to the sudden influx of cash and newcomers, prostitution became rampant. Miners purchased sex when they could have bought mining equipment. sex became essential (Brands 2002, 56). From 1848 to 1860, the population of California increased from 100,000 to 400,000. (Rawls and Orsi 1999, 69).

Transition in Payment Methods

The discovery of gold in California marked the end of an age in which wealth was measured by the amount of land, cattle, and homes one had and the beginning of a new era in which wealth was measured by the amount of gold one owned. There was also a considerable shift from cowhides to gold dust as a means of payment (Rawls and Orsi 1999, 88). As a result of the introduction of a new currency, the prices of essentials such as food and housing soared, much to the astonishment of newcomers. This caused artisans to quit their workshops and laborers to abandon their fields in search of wealth. Soon, the harbor of San Francisco was filled with a fleet of ships carrying foreign merchants, local men, women, and even little children, all rushing to mine this elusive gold. By August 1848, a severe congestion in the harbors compelled many incoming ships to seek alternative, more expensive and time-consuming routes, including those via Panama (Whaples 2008).

Inflation in the Economy in 1847

Gold mining was labor-intensive; additional laborers were required in the mining industry. This increased inflation by 500% between 1847 and 1849. Although there was a minor decline in salaries as thousands of laborers from China and other countries arrived in the 1860s, pay were still four times what they had been. The economic integration of California and the United States of America caused nationwide inflation (Brands 2002, 126).

Manufacturing Trends

Initially, gold was extracted from river streams using simple techniques such as panning. However, as the amount of gold on the surface decreased, improved technology, including the use of compressed-air drills and chemicals, especially the cyanide chemical process, was required to extract gold from deeper levels. This compelled many to return to their homeland, although they were better off than when they left, and they boosted the local economy, particularly for those who originated within the United States of America. From 1792 until 1842, approximately 40 tons of gold were extracted, which was far less than what California produced in 1849. Between 1848 and 1857, the average yearly gold production was eighty tons. During this period, California gold accounted for 1.8% of the Gross Domestic Product (GDP). This was due to the invention of technologies that improved gold production, which resulted in the construction of new transport infrastructure, such as roads, steamships, and railroads for transporting gold and people. Churches and educational institutions were constructed, transforming the town from a modest settlement plan into a boomtown (Rawls and Orsi 1999, 157).

Other Rival Gold Rush in the 19th Century

The nineteenth century was a period of gold exploration that led to the discovery of two large gold locations in Australia (1851) and South Africa (1886) that competed with California.

Other modest gold finds were made in 1858 in British Columbia, 1876 in South Dakota, 1859 in Nevada and Colorado, and 1898 in Canada. In a period of ten years, Australia's population tripled to 1 million due to the gold rush. This helped to divert the focus of many foreign merchants in search of gold to other regions of the world, so reducing population tension in California and reducing inflation (Holliday, Swain, and Lamar 2002, 146).

inflation during the year 1850

The nineteenth-century monetary systems' reliance on precious metals, particularly gold, led to a rise in their prices and an increase in the money supply, which created inflation. From 1850 to 1855, the prices of major goods rose by more than thirty percent due to California's high gold output. Even though gold production from California and Australia increased at the end of the nineteenth century, the United States of America and California underwent deflationary trends. This was the outcome of reducing reliance on gold by assisting indebted farmers and ending the populist party's power over its push for a gold and silver money standard (Davis and Richards 1956, 221).

Northwest Economic Activity in 1849

The gold rush in California increased the demand for lumber in the construction of buildings, transportation vehicles, and bridges. Due to its vicinity to the Columbia River and strategic placement in relation to California, the Pacific Northwest became the leading supplier of lumber. This was made possible by its proximity to the port of San Francisco and its proximity to the Columbia River (Holliday, Swain, and Lamar 2002, 187). There was a need for increased transportation infrastructure in California, including the construction of additional ships, trains, and bridges, which required a massive amount of lumber. In the Northwest, miners also constructed their homes from timbers, resulting in a booming lumbering sector for the remainder of the century. This resulted in technological advances such as the employment of geared locomotives, donkey engines, and sawmills, which increased timber production from 160 million board feet in the 1880s to 1 billion board feet in the 1890s (Davis and Richards 1956,127).

The building of the Transcontinental Railroad in the 1880s, which was intended to open the gold market to the rest of the world, resulted in the Northwest's lumber sector being opened to the rest of the globe. Consequently, as California expanded, so did the lumber industry and the economy of the Pacific Northwest (Whaples 2008)..

Agricultural Economic Development

Due to the massive rise in population caused by the influx of miners, there was insufficient food to feed the miners, which aided the recovery of California's agriculture sector. Agricultural laborers who became miners returned to agricultural fields when gold in the mining industry disappeared from the surface and it became necessary for individuals with enormous wealth to use technology to extract gold from deep shafts. In addition, Chinese miners began to experience harassment and segregation at the hands of whites, as well as excessive taxation by the government (Whaples 2008). Now that agriculture was a thriving industry in California, farmers began commercial farming, which included large-scale plantations of grains such as wheat and rice and sheep ranching for wool. The development of roads and transportation resulted in the Chinese going into agriculture, where they established themselves as expert farm workers and enterprising owners of small garden farms, allowing them to export agricultural products to the rest of the globe. This resulted in agriculture employing several employees and provided California with an economic replacement (Rawls and Orsi 1999, 149)

Regional Economic Developments

The gold rush transformed California from an infamous tiny town into a global focal point and last destination for millions of people seeking prosperity. The new immigrants demonstrated ingenuity and civic-mindedness. The Gold Rush transformed three California settlements into magnificent cities, necessitating the admission of California as a state.

San Francisco grew from a rural community with a population of less than one thousand to a booming city that became the commercial and financial hub of the West Coast as a result of the mass migration of Chinese people fleeing harsh treatment and segregation by whites in the gold mining and agricultural sectors. The Chinese immigrated to San Francisco, where they founded the city's business community and the first Chinatown in the United States. This led to an improvement in California's business economy (Holliday, Swain, and Lamar 2002, 210).

Sacramento, which also began as a small hamlet focused on Sutter's vast estate New Helvetia, grew into a very large contemporary metropolis and so became the state capital in 1855. Sacramento's rise was mostly a result of its role as a conduit for supplies from San Francisco up the Sacramento River to northern mining operations (Rawls and Orsi 1999, 215).

Stockton grew as a way point for products being moved to the Southern Diggings along the San Joaquin River. Ironically, the communities that flourished and evolved in California were not those whose economies were established on gold, but rather on commerce, business, and banking. Once the gold ores were depleted, the towns that relied on gold wealth declined in prosperity. Today, the Mother Lode region is one of the state's most economically underdeveloped areas, still relying on the memory of gold to attract tourist dollars (Holliday, Swain, and Lamar 2002, 173).

Conclusion

It has been roughly 150 years since the Gold vein was discovered in California. This mining legacy has negative effects, despite the fact that this rare and expensive metal transformed the economy of California and the United States as a whole and provided a source of wealth for millions of people in the United States of America. Due to the depletion of gold in abandoned mines, they now pose significant environmental and safety issues. In addition, contaminants, such as acids and heavy metals, are released from mine sites into rivers, contaminating the water and harming aquatic life and the people who rely on this water.

Bibliography

2003. Brands, Howard W.

The Golden Age: The California Gold Rush and the Rise of the New American Dream. Anchoring New York:

2002. Brands, Howard W.

The 1890s were a decade of recklessness in the United States. Chicago: University Of Chicago Press, 1st edition.

Davis, Solman C., and Brown B. Richards, 1956. California Gold Rush Merchant: Stephen Chapin Davis' Journal Huntington Library, in California

Holliday, Swain, and other individuals. 2002. The International Gold Rush: The California Gold Rush Experience. University of Oklahoma Press, Oklahoma.

Rawls, Johnson J., Orsi. Revik. J. 1999. A Golden State: Mining and Economic Growth During the California Gold Rush. Los Angeles: University of California Press

The name Richard Whaples. California Gold Rush was published in 2008. Robert Whaples' EH.Net Encyclopedia is available on the web.

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Management Of Resources And Information Essay Help From Professional Writers

Introduction

Management of resources and information is an efficient and effective approach for an organization to handle its resources when they are needed. These resources may include personal resources, financial information, materials, expertise, space, and manufacturing resources. Management of resources and information is a crucial feature for evaluating the entirety of the resources' fundamentals and the representation of personal resources. These are essential elements of the extensive assignment to effectively investigate and evaluate the progress. There will be resource management technologies that contribute to the allocation of resource supplies and orders. Regarding information management, there will be an abundance of resources, such as stakeholders, system analysts, resource managers, analysts, and so on. Human resources and capital resources constitute the majority of these resources. The establishment of an organization will require a number of resources, including those listed above. For this, there will be a well-organized department for staff recruitment and selection, providing employees with accurate job descriptions, managing personnel, etc. As far as Ashford's fire and rescue services are concerned, this requires sufficient care, and as this is not a competitive field, no one will be willing to launch competing businesses. Its success depends on the efficient distribution of resources and data. For this, the workforce is appropriately taught to refresh their skills and knowledge so as to complement the organization's requirements. This will facilitate an organization-committed staff.

Ashford Town

Ashford is a town in the English county of Kent. It is among the best places to live in the United Kingdom. They were eager on building contemporary roadways and shopping centers in this modern city. The number of business and industrial zones, upscale shopping centers, knowledge parks, etc., all contribute to the success of this commercial development. The town's greenery and family-friendly open spaces are its primary attractions. They are endowed with natural splendors and rural settlements that help people forget about city life. The parks in Ashford provide a naturally fantastic leisure experience and are attracting more people. It is one of the UK's developing cities. This city is now highly developed due to a number of modifications. Therefore, there will be an increase in the number of companies purchasing the market. As the number of buildings continues to rise, the likelihood of accidents also rises.

The procedure for selecting personnel

For a company to be effective, it must do appropriate recruitment. There is a need to encourage competent human resources, who must also be adequately trained and motivated to achieve success. They must be trained systematically and educated on all procedures in order for the organization to be effective. Important is the proper recruitment of personnel, which may be performed by in-house recruiters or by recruiting services. The steps of recruitment involve soliciting individuals through job adverts, vetting their credentials, and choosing qualified personnel through a battery of exams and interviews.

Different recruitment techniques, including

These job centers are maintained by the government, assist unemployed individuals in finding employment, and are typically free of charge. The most popular form of recruitment is advertisements. These include newspapers, the Internet, a variety of magazines, bulletin boards, job fairs, etc. These are supplied with specific information on a job, including its description, compensation, and location. Employment agencies are prevalent throughout the world. The candidates will receive interview invitations from them, or they will set up interviews for the candidates. For this, they are required to submit a fee or pay the fee after the person is hired. This is commonly referred to as "word of mouth." This will be from coworkers or friends, and it will have a positive effect as the firm will be satisfied with references from their known people. However, the quality of workers cannot be assessed in this manner.

I believed that advertisements and recruiting agencies were the most acceptable methods. This facilitates the selection of the most qualified candidate. Through advertisements, we are able to determine the applicant's potential, test them, and simply form an opinion about them. The majority of these job adverts are posted on job sites or job portals on the internet. It is more cost-effective than newspaper advertising. The recruiting firms are also useful in that they provide a competent applicant after exams and interviews, but I found this option to be more expensive. These two approaches elicited more answers from candidates, and I was certain that I had chosen the superior approach.

Human resource personnel conduct the majority of interviews within an organization.

Among the interviewing techniques are:

This will assess the individual's personality and reveal his or her ability to suit the profile. It will disclose the individual's true personality and how he will fit into the business. IQ tests: These evaluate candidates' data management, analysis, and problem-solving skills. This is a test of logic and analysis. These types of interviews are conducted by a panel consisting of two or more people, and serve as a reality check for the candidate's confidence. This will be easier to manage and will be similar to everyday conversations.

Agreement of employment

This contract between the employee and employer will outline the employment terms. The employee must sign a contract outlining their work schedule, pay, leave, probationary period, disciplinary, grievance procedures, health and safety, and other benefits. The violation or breach of the contract will be the basis for the employee's punishment. The employer should provide complete information about the position and company policies.

Procedures guide

There is a comprehensive guide for the efficient operation of fire and rescue services. It should strictly adhere to the handbook. For optimal outcomes, we must adhere to each and every instruction in the manual. Everyone should be familiar with the materials and equipment used in fire rescue, as well as the fuel and water on hand. They should be aware of the proper locations on the road, the correct distance between their vehicles, the identification of their tools, and the proper use of visual and aural warning systems.

Legislation

In the United Kingdom, different laws apply to the fire and rescue services. The purpose of these laws is to modernize the fire and rescue service to make it more efficient and helpful. For this reason, the person in control should be responsible for all fire rescue management implementation. “ The FSO applies to all non-residential properties in England and Wales, including the communal areas of apartment buildings and dwellings with numerous occupants (HMOs). You are subject to the law if you are:

responsible for business premises an employer or self-employed person with business premises a charity or voluntary organization a contractor with some degree of responsibility over any premises " (Fire Safety Law and Guidance Documents for Business).

What resources beyond the employees will be required to run the program?

In addition to personnel, the operation of the program requires a variety of other resources. Management communicates with everyone on the success of the organization and is active at all levels of the organization. Management is not a differentiated and distinct occupation. To achieve the optimal result, all available resources must be merged. Literature, equipment, finances, and other resources are required to run the program. The planning and budgeting approach should result in a financial arrangement in which predicted revenues and probable annual expenditures are balanced. Management of resources and information is one of the most effective and proficient methods for carrying out all activities within a company. Human resources, financial resources, information; resources, know-how, space, etc., are some of the other significant resources besides literature, equipment, and cost. Management of resources and information is a crucial aspect for determining the possessions and interpretation of the organization's human resources. In addition to maintaining effective administration of resources and data, it is also crucial to maintain a strong leadership. Ineffective leadership negatively impacts the organization. Fire and Rescue Authorities can gain essential capabilities by combining their purchasing authority, skills, and resources to acquire service-specific items. In addition, affiliation with a national source might aid in the improvement of apparatus standards. The guiding principle of Information Resource Management is to plan, document, and manage the resources required for information creation. There are three information resource modules:

"BUSINESS RESOURCES: Enterprises, Business Functions, Positions (Jobs), Human/Machine Resources, Skills, Business Objectives, Projects, and Information Needs." Systems, Subsystems (business processes), Administrative Procedures (manual procedures and office automation-related), Computer Procedures, Programs, Operational Steps, Modules, and Subroutines. Data Elements, Storage Records, Files (computer and manual), Views, Objects, Inputs, Outputs, Panels, Maps, Call Parameters, and Data Bases" (Bryce).

In addition to demonstrating best practice based on the program's outcome and evaluation, the program is administered at a reasonable cost. The outcome of the program will be extremely beneficial and profitable if we implement the finest practices. Information may provide value to products and services. Improved information flows can enhance the quality of decision-making and internal operations. Resources can be either monetary or non-monetary; however, non-monetary contributions can be calculated in monetary terms provided they are properly priced, allowing the total to be expressed in monetary terms. Human resources are crucial to the establishment of an organization. The most efficient organization will be the result of effective resource allocation. Since Ashford's fire and rescue services are not a competitive industry, nobody will be willing to launch other businesses.

How will the project be evaluated? –what are the project's objectives and benefits?

A project is a form of activity in which capital is invested to achieve a substantial objective. All projects are quantifiable in terms of both the expenses incurred and the revenue earned. A project can be evaluated based on its outcomes. Many processes are involved in the evaluation of a project, including the collecting and recording of information, the project deliverables, and the long-term effects of the project, such as a change in behavior or practice, a break from the monotony of daily life, etc. There are numerous approaches for evaluating projects. There are numerous discounted and undiscounted evaluation criteria for a project. Evaluation of a project determines the degree to which the project has been effective, whether the project's outcomes have been achieved, whether the project's domino effect supports the inputs used for the project, etc. The businesses in the city of Ashford do fairly well. The management of resources and data is crucial for all businesses. The city of Ashford has numerous examples of effective resource and data management, such as the Ashford Borough Council. "The Ashford Council receives a score of 2 out of a possible 4 for Use of Resources. It considers the available funds and plans activities and services accordingly. It is aware of the prices of its services. It discovers innovative methods to save money, attract investment and more funds, and enhance the quality of the service, so obtaining greater value for money. The Council has a proven track record of achieving cost reductions" (Ashford Borough Council Organisational Assessment).

This project's primary objective is to properly manage the available resources and information in order to provide both long-term and short-term benefits for the city of Ashford in the United Kingdom.

The primary advantage of this project is that the efficient use of resources led to the efficient management of resources and data. Human resources are the most valuable and dependable resource; hence, they should be utilized effectively. To effectively manage human resources, the most up-to-date approaches of recruiting, selection, training, and placement of the best-suited personnel in their respective roles must be implemented, so that it is advantageous for the company, the Fire and rescue services, and the city of Ashford. All employees in the organization must comply with the organization's employee handbook or the firm's manpower plan. The company's workforce strategy should comply with UK labour law. The employment regulation in the company should take into account all significant and minute features of the employees, such as their working hours, payment base, promotion rules, mode of selection, medical and other benefits, etc. The CRB clearance is required in all businesses for the effective management of human resources. The CRB clearance is vital for fire and rescue services in Ashford, United Kingdom, because without it, a person cannot operate in schools, hospitals, or other environments where children are vulnerable to adult interaction. The optimal utilization of resources is crucial to the success of any undertakings.

This initiative has a very strong focus on the optimal management of resources, particularly human resources. This project's outcomes are measurable in both the short- and long-term. This project's outcomes are realistic, and it is of vital importance to both the company and the community of Ashford.

Criteria for your community

There are special reasons why the municipality of Ashford was chosen for this investigation. For one thing, the general population of this city is quite hardworking, and there is an abundance of talent from which to choose. In addition, there are a greater number of professionally qualified assets available in this area, allowing companies to select from a variety of multidimensional abilities. In addition, the county's good atmosphere contributes in the recruiting of these communities. Since "fair and open competition is required by UK and EU procurement rules," companies must adopt a nondiscriminatory and equal opportunity position before, during, and after the selection process, and everyone must be given an equal opportunity to perform. (National Procurement Strategy for the English Fire and Rescue Service, 2009-12, page 35).

Conclusions

The proposed use of Ashford town for employment purposes is truly commendable and should be commended. However, it is crucial that the primary objectives of a study of this type take into account the significant criteria, aims, and objectives of this type of research. In addition, the use of this type of research study, as well as its potential hazards and downsides, must be evaluated beforehand, and corrective measures must be implemented before the final investigations are undertaken. In addition, "continuous staff development to enhance quality, efficiency, effectiveness, and comprehension of MSU's diverse student population" must be implemented. (Resource Management Principles: Planning and Budgeting Approaches, page 10)

Sources Cited

Organizational Assessment of Ashford Borough Council. One Place. 2009. Bryce, Tim. 2010's Information Resource Management Toolkit for IT Communities, 2007. Web. Fire Safety Law and Guidance Documents for Businesses. National procurement policy for the English Fire and Rescue Service 2009-12. Communities. 2009. [Provided by the Client]. Resource Management Principles: Planning and Budgeting Methodologies MSU Resource Management Principles 2004. [Provided by the Client].

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Electronic HR Management: Issues And Recommendations Essay Help From Professional Writers

Executive Synopsis

Electronic Human Resource Management (e-HRM) technologies are proliferating in the contemporary business environment. The official definition of the electronic human resource information system (e-HRIS) is "an information system designed to support human resource management activities" (Wirtky et al., 2016, p. 31). Human resources (HR) departments utilize this automation solution to handle mundane operations, improve efficiency, and more effectively manage their workload.

Initially, e-HRM was used for simple activities, but modern systems can handle complicated problems with the help of artificial intelligence and machine learning. Due to the freshness of the idea and the complexities of human resource management, this strategy may still encounter some problems. This article covers four potential applications of e-HRM, analyses potential implementation issues, and concludes with recommendations to assist HR managers in overcoming obstacles in the application.

The report begins by examining the usage of e-HRM in government compliance efforts. Despite the extensive deployment of e-HRM, potential risks include the system's inability to handle highly tailored scenarios that require human participation. It is essential, while applying e-HRIS in staffing, to recognize that qualitative information is just as important in staffing models as computer-generated quantitative data. e-HRM can enhance onboarding efforts, but only with a personalized approach to the new employee and a lack of human resistance. To ensure the efficacy of the selection process, HR managers must conduct face-to-face sessions to combat the over-accessibility and impersonality of e-recruitment. Despite implementation challenges, the report believes that e-HRIS is a valuable asset to any firm.

Compliance Activities Federal

The expansive functionality of federal compliance activities is one of the key applications of e-HRM in the business world today. Every company's HR department is required to manage legal reports to maintain compliance with various government rules. The procedure includes the collection of a large number of records, which necessitates an abundance of data analysis. Johnson and Gueutal (2012) state that the activity is one of the most outsourced in the business because to its time-consuming and intricate nature. Consequently, e-HRM is equipped "to monitor employee status, payment, and eligibility for health care benefits in compliance with legal mandates (such as COBRA, Family, and Medical Leave Act)" (Johnson & Gueutal, 2012, p. 24). According to Johnson and Gueutal (2012), employee self-service (ESS) is an automated HR system that employees utilize to keep their legal information up-to-date by controlling their benefits, signing up for remuneration, and reporting required legal information. According to Johnson and Gueutal (2012), e-benefits tools lower the time required for compliance matters and assist firms in minimizing fines and penalties imposed by the government. In conclusion, e-HRM is an effective instrument for facilitating legal compliance activities.

Issues in Implementation

Although an e-HRM system can manage a portion of federal compliance duties and considerably assist HR departments in mitigating legal risks, the activity cannot be outsourced entirely. E-HRM is useful for analyzing vast quantities of data and basic employee input in order to produce legal reports and records and verify compliance with the existing framework. However, it cannot account for "inevitable policy exceptions for which HR experts will need to be available" (Johnson & Gueutal, 2012, p. 25). For example, legal compliance with HR procedures on accommodations for employees with disabilities depends heavily on the particulars of each case. In cases requiring greater attention to detail and consideration of special circumstances, then, the assistance of a knowledgeable and experienced HR expert is essential. Unique legal issues frequently develop, which necessitate human engagement and empathy, particularly for a multinational organization that is committed to workforce diversity (Johnson & Gueutal, 2012). Therefore, it is ineffective to delegate this role entirely to the automated system.

Recommendations for Implementation

Given the aforementioned implementation obstacles, it is vital to address the e-HRM legal compliance advice. According to Johnson and Gueutal (2012), as organizations deploy more automation, more legal requirements will emerge, forcing HR to submit extra information. Consequently, there is a predicted trend of increasing legal compliance requirements for 'pending changes in tax regulations, financial reports, equal employment opportunity compliance, and health care' (Johnson & Gueutal, 2012, p. 26). Therefore, an organization must adjust to the shift while simultaneously considering the comfort and productivity of its employees. A balanced approach to federal compliance operations is recommended to maintain an efficient approach to minimizing legal risks and facilitating the construction of a legally compliant and gratifying workplace for employees. Instances such as the worker with a disability should be identified by the system and routed to a human resources professional, rather than being processed automatically. HR strategists should also assess and determine the legal compliance duties that the system cannot execute and delegate only simple data-driven jobs.

Staffing Models

Staffing models and workforce management are two of the most important HR responsibilities that can be transferred to an e-HRIS. McDonald et al. (2017) state that staffing models provide "reports, charts, and graphs to precisely measure work activity, determine required labor hours, analyze how employee time is spent, and calculate costs" (p. 87). Staffing models determine the performance of the workforce and help organizations boost staff efficiency and productivity. For instance, an organization's employment cycle patterns, longevity, recruiting and firing trends, and productivity can indicate the presence of a problem. Nonetheless, this method necessitates specialized analytical skills that many HR experts lack. Consequently, e-HRM can act as a tool for collecting and analyzing data to forecast, determine, and meet a company's personnel requirements. Its technological skills of quantitative research provide HR managers with a feasible, cost-effective, and time-efficient framework for optimizing business processes and planning the company's future.

Issues in Implementation

Despite the fact that e-HRM solutions are effective in collecting and analyzing data for staffing models, it is necessary to address the challenges this method poses for HR practitioners. Creating a staffing model is a complex procedure that requires not just data-driven research and evaluation, but also interpretation of information and its application to interpersonal and organizational situations (McDonald et al., 2017). Using the staffing model capabilities made available by e-HRM, for instance, HR may assess how many hours employees spend on a certain task and how productive a particular employee is. Without effective interpretation and contextualization, HR managers cannot use this information to recognize the need for change and implement it. Specifically, an e-HRM-generated staffing model study can demonstrate that the department's effectiveness has diminished over time. Even though it is supported by evidence, a manager cannot comprehend the causes of this issue without investigating it firsthand. Moreover, the automated systems are not totally capable of accurately interpreting quantitative results, necessitating the services of a dedicated, experienced professional for data processing.

Recommendations for Implementation

As the introduction of e-HRM for staffing is a complex, yet cost- and time-effective procedure, firms should consider the following advice. The HR department must first establish the function of e-HRM in the process of staffing modeling. As stated previously, the automated system is a feasible framework for discovering quantitative data that can influence staff planning and manage workplace conflicts (McDonald et al., 2017). However, it is crucial not to rely on it to make executive choices without HR expertise. HR managers should therefore base their decisions on both the facts offered by the system and their own discretion. McDonald et al. (2017) argue that e-HRM should be limited to specific duties, such as "making decisions about cost-effective staffing plans and utilizing the appropriate mix of permanent and temporary employees" (p. 102). Second, as it pertains to the contextualization of the findings, it is crucial to recognize that an error in data interpretation can have disastrous effects on business outcomes. A dedicated HR expert should therefore be allocated to monitor and assess e-HRM findings and compare them to qualitative in-person findings.

Onboarding

Onboarding is an essential HRM process that necessitates a full integration of new employees into the new work environment and has the potential to be assigned to an e-HRM system. The practice is an integral part of an employee's employment cycle and strongly influences the employee's experience within a company from the outset and throughout the duration of their career. For instance, workers are not fully integrated into the work cycle of the business. In such a circumstance, they will be unable to comprehend the business culture, functions, and obligations, resulting in a loss in productivity and an increased likelihood of contract termination. In contrast, when employees are introduced to a firm in an inclusive manner, they build a commitment to the organization and a knowledge of its values, goal, and vision (Bondarouk et al., 2016). In addition, the activity can become more technically oriented because new staff must be instructed on pertinent safety rules, codes of conduct, etc. By arranging meetings, presenting material in an interactive and accessible manner, and expediting training, E-HRM can act as a facilitator for this process.

Issues in Implementation

While the cost-effectiveness and evidence-based nature of e-assistance HRM's in the onboarding process is undeniably beneficial to a business, this system may be ineffective due to the high demand for empathy. Integration into a new workplace is a hard move that necessitates psychological help during onboarding. Consequently, depending entirely on e-HRM to facilitate this integration is unrealistic, as face-to-face human connection is a vital component of the process that cannot be replaced (Bondarouk et al., 2016). The perception of the system among employees and upper management is a more fundamental concern with the introduction of e-HRM in onboarding procedures. According to Bondarouk et al. (2016), before the successful implementation of an e-HRM, employees view the transformation as a purely operational enabler. In addition, e-HRM implementation is met with resistance since employees perceive it as a change that will impose an unnecessary increase in workload (Bondarouk et al., 2016). In addition, HR professionals are accustomed to making executive choices without relying on a system. Conclusion: human resistance to adopting a methodology that permits an electronic system to perform a very people-oriented work is the primary obstacle to implementation.

Recommendations for Implementation

Given that the key challenge in implementing onboarding e-HRM practices is human resistance, the most important application tip is to overcome opposition by normalizing the use of automated technology for interpersonally-oriented duties. It is crucial to challenge the widespread perception of e-HRM as a purely operational tool that can only be used for simple activities. Bondarouk et al. (2016) found that in addition to assisting HR departments with day-to-day operational responsibilities, e-HRM can have a transformative influence on the organization by fostering a culture of high cooperation and productivity. Therefore, the optimal strategy for implementing e-HRM is to promote the system as a feasible method for enhancing the quality of human relationships. To alter the mentality of HR managers, it is vital to emphasize the transformative potential of e-HRM, which can free up time for interpersonal interactions through scheduling and enable integration through training (Bondarouk et al., 2016). The shift in viewpoint will permit a broader use of the technical framework, which will overcome human resistance and boost the practice's efficacy by facilitating the integration of new employees.

Recruitment

The recruiting process is another another HRM function that can be facilitated by an e-HRIS in order to increase performance and time efficiency. Holm and Haahr (2019) noted that the recruitment and selection of new personnel is a complex and time-consuming process that has a direct impact on the performance of a firm by increasing productivity, integrating new talent, and fostering creativity. E-HRM is a solution that can considerably streamline the hiring process by making application and selection procedures accessible. For example, Holm and Haahr (2019) cite "reducing recruitment costs, eliminating administrative burden, and employing better recruitment tools" as some of the framework's key benefits (p. 225). Moreover, as the requirement for a diverse and adaptable workforce increases, it becomes increasingly difficult to manage the recruitment process in order to satisfy the "demand of political, legal, sociocultural, and linguistic factors" (Holm & Haahr, 2019, p. 234). Consequently, it is acceptable to assert that e-recruitment and e-selection are essential elements of the contemporary personnel environment that every organization must adopt.

Issues in Implementation

Although there are advantages to e-recruitment for firms, there are also implementation obstacles. The first issue is the increased visibility and accessibility of the procedures. While these qualities are useful in terms of attracting more candidates and so identifying the best match, they also necessitate an increase in processing capacity (Holm & Haahr, 2019). In situations when the application procedure is substantially easier than in traditional paper form, more unqualified people apply, making it more difficult to distinguish between the desired employee and one with inadequate qualifications. Consequently, it can be regarded a barrier to talent acquisition. In addition, a lack of human communication contradicts the convenience of electronic recruitment. Modern technological advancements enable recruiters to hire candidates they have never met, which may cause complications throughout the onboarding phase. For example, a candidate can demonstrate all the essential qualifications that are obvious during the e-recruitment and selection phases. However, once hired, it may become clear that the candidate lacks the necessary teamwork abilities for the position. Consequently, e-HRM recruiting has some hazards because it cannot accurately evaluate abilities such as cooperation.

Recommendations for Implementation

The initial online application method should be assisted by an e-HRM system, and the in-person interview should also be conducted. The initial portion of the procedure will facilitate the application process and free up HR experts' time to conduct interviews. Personal communication has been identified by Holm and Haahr (2019) as one of the fundamental components of recruitment that must be included in the e-HRM-driven process to reduce the risk of hiring persons who lack the required interpersonal competencies. The e-HRM should screen candidates based on the required set of abilities in order to reduce the number of applications that increases along with the simplicity of use. For example, if a candidate fails to disclose their past roles and the employer demands three years of experience, the application will be automatically rejected. Taking the aforementioned steps will ensure that the impediments to the deployment of e-recruitment are mitigated. In conclusion, it can be stated that, despite the fact that e-HRIS involves thorough study and the surmounting of implementation obstacles, its benefits make it an indispensable HR management framework for all businesses.

References

T. Bondarouk, E. Parry, and E. Furtmueller (2016). Four decades of research on the adoption and effects of electronic HRM. 28(1), 98-131, International Journal of Human Resource Management. Web.

Holm, A. B., & Haahr, L. (2019). Electronic recruiting and selection. In Thite, M. (Ed. ), E-HRM (pp. 225-265). Group of Routledge, Taylor, and Francis

Johnson, R. D., & Gueutal, H. G. (2012). Utilization of EHR and HRIS within enterprises as a means of transforming HR. Foundation for the Society for Human Resource Management Web.

McDonald, K., S. Fisher, and C. E. Connelly (2017). E-HRM systems supporting "intelligent" workforce management: An experimental case study of system success. Electronic Human Resource Management in the Smart Era, 13(1), 87-108. Web.

Wirtky, T., Laumer, S., Eckhardt, A., & Weitzel, T. (2016). On the untapped value of e-HRM – a literature review. Communications of the Association for Information Systems, 38(1), 20-83. Web.

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Analysis Of Apple’s Website: Key Aspects Essay Help From Professional Writers

The purpose of this research is to assess Apple's website from an e-marketing standpoint. Apple is an American multinational corporation that develops consumer devices, internet services, and computer software. The research will examine the website's defining characteristics, demographics, and statistics. In addition, search engine optimization and social media utilization will be assessed. On the basis of the results of the analysis, recommendations for improvement will then be presented.

Website description and demonstration

Apple is a huge technology firm that sells its creative products worldwide; hence, users probably expect the company's website to be equally impressive and well-designed. Figure 1 depicts Apple's website and homepage, notably its first screen, as it appeared at the time of writing this report (see Appendix A for the view of the full homepage). Therefore, Apple introduces certain of its goods, such as iPhone SE, iPhone 11, and iPad Pro, on the top of its website.

Figure 1: The opening display of Apple's site (iPhone SE, n.d.).

The majority of Apple's webpages have the same header and footer with navigation menus to aid consumers in navigating the site. The top menu contains a button that resembles the company's emblem, as well as buttons for the following product categories: Mac, iPad, iPhone, Watch, TV, and Music (see Figure 1). This menu also includes buttons for help, website search, and a client bag. It remains at the top while the user goes down the page. The bottom menu is significantly more broad and contains connections to pages with other firm's products and services as well as information about the company (see Figure 2).

Figure 2: Apple's website's top and bottom menus (iPhone SE, n.d.).

As for the website's content, its defining characteristic is the extensive use of visual elements, such as photographs, graphics, videos, and animations, along with tiny blocks of text. Individual product webpages often feature a submenu with three buttons: Overview, Technical Specifications, and Buy (see Figure 3). The Overview page is intended to draw clients' attention with images displaying the product's characteristics (see Figure 4). The majority of the page's content consists of a written description of the product's attributes. The Buy page features a basic layout and allows users to customize the device they intend to purchase.

Figure 3: The homepage for the iPhone 11 product, displaying the home screen with three submenu buttons (iPhone 11, n.d.).

The Overview pages on Apple's website are designed specifically to introduce the company's products to visitors. As the viewer scrolls down the page, some of these pages resemble slideshows in which the photos smoothly transition from one to the next, giving the impression that the user is watching a movie. Customers are able to compare three products from the same category, which is an additional valuable function of the website. The attributes of the goods being compared are structured in a three-column table, making it easy for the user to see their differences. Overall, Apple's website is appealing to its target audience due to its well-designed pages with high-quality visual elements, detailed product information, and the opportunity to purchase things directly from the website.

Several photos included on the iPhone 11 Overview page (iPhone 11, n.d.).

Website Evaluation, Consumer Demographics, and Website Statistics

This section will explain Apple's website's Internet marketing fundamentals. According to SimilarWeb (2020), the website's global rank is 84, which represents its traffic rank relative to all other websites worldwide. This website has the highest ranking in the United States, with a country rank of 79. (SimilarWeb, 2020). The second-ranked website in the Computer Electronics & Technology category is the Apple website (SimilarWeb, 2020). In its category, only Samsung's website is superior.

Due to the company's global reach, the website is frequented by users from all over the world. Customers from the United States (33.71%), China (6.97%), Japan (6%), the United Kingdom (4.83%), and Canada (3.87%) are the top five nations that visit the website (SimilarWeb, 2020). Audience interests include of computer equipment and technology, programming and developer software, news and media, video gaming consoles and peripherals, and social networks and online communities (SimilarWeb, 2020). Apple's website visitors also frequent iCloud, Google Play, YouTube, and Gmail (SimilarWeb, 2020). There are no relevant data regarding the demographic features of the website's audience.

There are numerous sources through which visitors arrive at Apple's website. Search is the most important traffic source, accounting for more than half of all page visitors (see Figure 5). It is then followed by direct traffic, which refers to people who arrive at the website without following a link on another website (SimilarWeb, 2020). These visitors may access the website by entering its URL manually or by using their bookmarks. Apple's website is referenced by iCloud, apple.com.cn, Spotify, Genius, and Coursera among the top five websites (SimilarWeb, 2020). Users commonly visit iCloud, Microsoft, apple.com.cn, and PayPal immediately after leaving the Apple website (SimilarWeb, 2020). It can be assumed that Apple's other websites, such as iCloud and apple.com.cn, add to the traffic on Apple's website.

Figure 5: Sources of traffic to Apple's website

User behavior-based performance indicators for the website are average. The average visit duration is 3 minutes and 38 seconds, and visitors view 3.47 pages per session (SimilarWeb, 2020). The bounce rate is 53.78 percent, which is considered to be ordinary, but close to excellent (SimilarWeb, 2020). The average webpage load time information is unavailable. However, experience suggests that even online pages with several high-quality visual elements load quickly over a broadband Internet connection.

After evaluating critical information and customer demographics, the website's usability, use of aesthetics, navigation, durability, and updates were reviewed. The Apple website utilizes both portfolio and commerce business models. This indicates that the website gives users with information about the firm and its products while also allowing them to purchase these items. The main functionality is executed incredibly well, as the website gives complete information in an easily navigable fashion and the purchasing process is straightforward and requires few steps.

Visuals on web pages are effective and facilitate comprehension of the material. However, a problem was discovered on pages where images are intended to transition smoothly and give a film-like effect. Such pages necessitate that users modify their scrolling speed in order to view the graphics smoothly. In addition, visitors that browse too quickly are likely to miss certain content. Simultaneously, all images and movies that play automatically are of great quality and load without delay.

Thanks to the top and bottom menus and submenus that are featured on every page, site navigation is extremely simple. The menu button shaped like the company's logo provides access to the homepage. In most cases, the relevant content is simply accessible and organized into the right categories. The only method to personalize the user experience is to select products and navigate to the Bag page, where the user can sign in to make a purchase (see Figure 6). The website lacks Back to Main buttons, which is inconvenient given that its pages are frequently lengthy and the top menu has been replaced with a submenu. In order to return to the main menu or close a pop-up window with extensive more information, the user must scroll up for an extended period of time.

Figure 6.On the Bag page of Apple's website, the client can sign up for an account (Bag, n.d.).

The content on the homepage of the website is new and up-to-date, as it introduces the user to currently accessible products and services. The company distributes its news and press releases at least once every week on its Newsroom page (see Appendix B). Thus, it can be inferred that Apple places a significant deal of emphasis on keeping its users informed about its new products and any other pertinent information.

Analysis of Search Engine Optimization

Apple's website features strong search engine optimization performance metrics. The website relies primarily on organic search engine optimization as opposed to paid search. The number of organic keywords used is 1,762,471, and these keywords generate 99% of the site's clicks, whereas the number of sponsored keywords is only 14,787. (SpyFu, n.d.). Among these terms, 59,469 barely made the first page, while 47,546 barely slipped off the first page (SpyFu, n.d.). Google classrooms, google translator, google-maps, and translate google are the top organic keywords, whereas apple store, apple watch, mac, apple iphone, and iphone are the top paid keywords (SpyFu, n.d.). Figure 7 compares the terms utilized by Apple's website to those of its competitors. Apple dominates the competition in terms of sponsored keywords, as it has a greater number of exclusive keywords than its competitors. Apple concedes, however, to its competitors in the organic keyword rivalry, as it does not employ a significant number of terms that its competitors employ.

Figure 7. Keywords shared by competitors (SpyFu, n.d.).

After viewing the total statistics, a Google search analysis was conducted (see Appendix C). It has been determined that Apple's website is the first non-sponsored link that appears during a site-name search. Although not every result on the first page pertains to Apple, none of them are associated with Apple's competitors. There are Wikipedia sections and other websites that evaluate Apple's business performance. Numerous Apple-related images and videos appear in image and video search results, including the company's logo, goods, and advertisements. Apple's website appears on the first page for search terms pertaining to its specific goods, including iPhone, iMac, and Apple Watch, according to a search for relevant concepts, products, and brands. Each link was functional and brought the user to the correct page. The website does not appear on the first page for basic categories such as phones, computers, and headphones. Additionally, Apple's website does not appear in a search for its competitors. Apple's search engine optimization is generally strong, although there are specific areas for improvement, such as insufficient rival presence and use of competitor-shared terms.

Social Media Evaluation

Apple's social media presence is unusual, as the company has verified accounts on Facebook, Twitter, Instagram, YouTube, and LinkedIn. While analyzing Apple's Facebook presence, it was discovered that the first link in Google search results for "Apple Facebook" leads to an unverified page with more than 12 million likes (see Figure 8). This page only contains nine posts, provides no website connection, and does not respond to user comments. Although the page is not verified, users address Apple in comments and appear to believe it belongs to the firm. Therefore, the prominence of this website in search engine results may lead to visitor confusion.

Figure 8. A non-verified Facebook page appears at the top of Google search results for "Apple Facebook" (Apple, n.d.).

Four authenticated Apple pages were located via a Facebook search: Apple TV, App Store, Apple Music, and Apple Podcasts. Only the App Store gives a link to Apple's website; consequently, this page will be investigated in greater detail (see Figure 9). This Facebook page has over 14 million likes and followers, which is a respectable number for a firm with a top-100 website. Not only is there a link to the company's website in the About section, but also in the posts. In the Events section, there was a link to the company's Twitter, but that was the only link to other social media.

Figure 9: The About section of Apple's verified Facebook page gives a link to the App Store page on the company's website (App Store, n.d.).

The company is highly active in its Facebook page management. As seen in Figure 10, Apple produces an average of 1-2 blog articles every day. There are days when no posts are published, and the maximum number of daily posts is three. More than 40 recent Facebook postings on this page were reviewed, and all looked to be rich media, having either high-quality photographs or videos and some text. The posts are engaging since they receive likes, comments, and shares. The bulk of recent postings have over one hundred likes, fewer than ten comments, and fewer than twenty shares. Likewise, there are no posts that have neither likes nor shares. The post announcing the mobile release of the Crash Bandicoot game earned more than 1,700 likes, 368 comments, and 272 shares, making it the most popular (App Store, 2020). Less interesting are posts about business global news (see Appendix D). The majority of the remarks have been good. However, there were no company responses to users' remarks, even when individuals posed inquiries to the corporation in their comments.

Figure 10: Posting frequency on the Facebook page for the App Store in July 2020 (Data retrieved from App Store, n.d.).

The company's posts are generally of good quality, although not all of them are engaging. Those that correspond to the audience interests revealed in the Consumer Demographics section are the most engaging. Apple's social networking is characterized by high-quality posts, regular publication, and a significant social media presence. However, the corporation does not participate in user discussions in the comments section and neither monitors nor responds to their questions.

Conclusions and Recommendations

On the basis of the performed study, Apple might be given advice to enhance its website, search results, and social media presence. Apple may improve the usability of their website by including a Back to Top button on lengthy web pages. In addition, it is critical to ensure that customers cannot miss any essential information on product overview pages, regardless of their scrolling pace. Regarding search engine optimization, the organization has remarkable results when users search for company-specific terms. However, it must also rank for the keywords of its competitors to improve the quantity of clicks from organic search. For instance, it can build web sites that compare a competitor's product, such as Samsung's smartphone, to its own.

Apple has an outstanding social media presence, and its posts are of excellent quality and often released. To improve its social networking, the company should create content related to the interests of its audience, such as video games, computer electronics, and technology. The news of the enterprise

Petrochemical Companies: Warehouse Managing And Improving Essay Help From Professional Writers

Introduction

As it regulates the movement and storage of goods within a company, warehouse management is a crucial aspect of the supply chain. Receiving, storing, selecting, packing, and shipping requires skilled staff who are aware of their responsibilities. Each division of warehouse operation faces unique issues that call for a skilled and well-organized team to manage and enhance (Weil par. 2). Natural gas, coal, natural gas liquids, and crude oil must be effectively managed in petrochemical warehouses in order for their delivery to their designated places to be successful. Effective warehouse management enables the seamless flow of raw materials by optimizing the supply chain, accelerating time-to-market, achieving new cost efficiencies, and ensuring the integrity of the supply chain.

The Purpose of the Essay

The purpose of this essay is to describe methods for managing and enhancing warehouse operations. In addition, the discourse elaborates on the essential suggestions logistical departments might apply to increase warehouse productivity. Therefore, developing and managing a warehouse, as well as providing suggestions for raising the warehouse's production, are the primary goals of this essay.

In order to provide integrated logistics of superior product quality, quantity, and on-time delivery, warehouse management in the petrochemical industry must demonstrate dependability, accountability, and commitment. To achieve strong returns on investment, petrochemical businesses in the United States, Saudi Arabia, Canada, Nigeria, Western Europe, and Japan must improve their service delivery. In this industry, the majority of petrochemical companies outsource warehouse management services to major logistical firms such as CWT Limited and CARCABA GROUP in order to reduce costs and guarantee flawless service delivery, thereby boosting customer satisfaction and promoting sustainable development (Belcher par. 4).

Managers of warehouses must verify employee compliance with safety standards and procedures. A warehouse manager must simultaneously do invoice review, delivery coordination, storage organization, and employee schedule planning to ensure optimal management. Managing a warehouse containing so many petrochemical items is psychologically challenging, necessitating a collaborative effort to accomplish daily goals. The effectiveness of a warehouse is enhanced by well-organized stocks and established priorities, which reduces management expenses and ensures superior customer service.

In petrochemical firms, bin location management must be made more efficient in order to reduce the number of physical movements required to fulfill orders. Using the software to manage bins or locations in a warehouse improves the system's overall efficiency (Weil par. 7). In this regard, people responsible for order fulfillment have a natural evolution in the entre warehouse operation, saving time through their efficient services.

There is a need to verify the contents of each item to determine if they correspond to the description on the sales order, as sending erroneous numbers to clients can result in catastrophic losses. In addition, a petrochemical company may incur intangible costs if it loses consumer contact. Based on this analysis of the significance of a proper validation system, firms should not disregard this system while developing an effective warehouse management system.

The warehouse managers of petrochemical businesses must implement a warehouse management system that can generate significant returns on investment (ROI) for the companies (Belcher par. 6). In addition, efficient warehouse management should attempt to improve customer service and build a company's relationship with its customers by reducing shipping and packaging errors. A system that can document the contents of a certain box facilitates the validation of shipping contents against those of the required sales. In the event that a cargo is broken up, it is necessary to have superior customer service in order to do the necessary follow-ups. Managers must maintain a constant inventory flow in order to supply the correct products in the correct quantity and in excellent condition to customers.

Notably, in the entirety of warehouse management, efficiency and cost effectiveness are the most important features of warehouse operations. The entire management procedure begins with the structuring of goods within the warehouse to facilitate their location in the event of an emergency. Currently, the use of computer software contributes to the formation of an efficient and cost-effective warehouse management system that increases warehouse productivity and enhances staff performance. Utilizing internet spreadsheet apps allows petrochemical businesses to track all inventory and order new goods.

In order to prevent product mix-ups in the warehouse, warehouse managers of petrochemical businesses must guarantee that all inventories are labeled and identifiable. Clear identification of natural gas liquids, coal, and crude oil facilitates inventory flow and product delivery labeling ("3 Key Benefits of an Effective Warehouse Management System," par. 3). Any petrochemical firm that improves its warehouse management will increase system productivity.

A well-organized warehousing system would enhance the company's profits. In reality, the warehouse provides the following services to the business: the placement and recording of input and output data in order to maintain accurate records. Evidently, it provides very competent services to any multinational company, such INEOS Chemical Company, which operates in over fifty-one countries, including the United States. INEOS Chemical Company's core activity is the purchase and selling of petrochemical products.

Certainly, the most valuable services, such as trade and sales services, have always been the result of the company's clearance management unit, which ensures enhancements in activities such as purchasing and marketing (Weil par. 8). Therefore, a company must have an efficient warehouse management system to ensure it has first-hand market knowledge and long-term obligations to both suppliers and customers.

Beyond the business through the supply chain, managers should focus on how to increase efficiency and reduce production costs through efficient warehouse management, which the company should significantly enhance. Therefore, enhancing the company's management would allow it to concentrate on its main business operations. Certainly, a company may improve its warehouse management using a variety of techniques in order to increase efficiency and customer satisfaction (Meyer and Cannon 36).

Therefore, the management of the company's warehouse should guarantee that it addresses the factors that measure the warehouse's success. They must categorically utilize the neglected resources in order to deal with the pressures of managing multiple sales and purchasing within the firm. In addition, they must examine the warehouse management software and ensure the usage of computerized systems to ensure that order and operating delivery processes are included more efficiently. This would also result in increased labor productivity and labor efficiency inside the organization.

Additionally, the organization should track every warehouse operation performed by every employee. Eventually, they should validate all of these transactions utilizing automatic data collection. Such transactions include real-time verification of the location of goods and tracking of inventory characteristics such as lot numbers, serial numbers, size, style, and color. Product identification simplifies the shipping process, hence eliminating instances of incorrect product collecting places.

As one of the departments that define the success of a business, the warehouse should increase its efficiency given that all of a company's commercial transactions must be conducted successfully for it to succeed (Bolten 127). Consequently, the corporation can secure the realization of its vision by utilizing the subsequent strategies: First, warehouse management should keep a detailed process log of any and all changes made in the warehouse. Instead, they point to issues that have no bearing on the organization's failure, which ultimately leads to poor output of the origination.

Therefore, monitoring such errors would result in better organizational improvement, as there would be appropriate record-keeping practices involving such activities as worker training procedures, recruitment of new workers, implementation of new technology, and any other change within your warehouse (Meyer and Cannon 41). In addition, they should highlight systems that strengthen the accountability of warehouse personnel, which would lower the company's potential losses. Occasionally, the gains derived from these procedures are lost when employees disregard the proper system. Therefore, it is recommended that managers create an effective workflow inside the firm that fosters employee accountability and emphasizes the value of accuracy.

In addition, the corporate management should provide its staff with education courses and brief training. This is of the utmost importance when a company choose to utilize technology in its business transactions, as it motivates employees to perform their duties effectively. Although participation is optional, willing employees would gain a great deal, and so would the company, as the output level would increase as a result of these minor improvements. In addition, the academy would have a good impact on the culture at INEOS and provide a conducive learning environment with leadership traits. Specifically, warehouse authorities should ensure that there are experienced leaders with appropriate leadership attributes in the warehouse ("3 Key Benefits of an Effective Warehouse Management System," paragraph 5). Certainly, this would aid in the detection and prompt resolution of issues that could lead to enormous losses for the business.

To ensure that the organization maximizes profits, the corporation can also increase the warehouse's efficiency. Several tactics, such as excellent communication across the organization's various departments, can help the corporation accomplish this goal. Clearly, effective communication between employees and employers within the organization would help the organization attain its objectives (Briggs 67). Indeed, this trait is one of the most important predictors of successful warehouse operations. In addition, a petrochemical firm should standardize its operations by decreasing potential variation in its major operating sectors in order to improve service delivery efficiency and effectiveness.

They should also investigate the activities that may have contributed to the decline in revenues, since this will help them devise strategies to increase the organization's productivity by maximizing the use of the best method (Bolten 129). In addition, the warehouse management should measure the issues that have a direct impact on the company's success. This move would ensure that the organization's commercial transactions continue to improve. Consequently, if the outcome may not be really essential to both customers and shareholders, it would not be required for the company to spend a great deal of time on this issue. In reality, when a business adopts a work measurement program to assess and evaluate warehouse performance at the employee level, its productivity may grow by a particular percentage, resulting in profit maximization through optimal cost of production and lowered rates such as labor costs (Belcher par. 9).

The company's leadership should also receive the essential training to ensure that they are aware of their own responsibilities. As a matter of fact, they should always engage in those tasks that ensure greater productivity, such as acquiring the necessary information, making the right decisions, and taking the appropriate actions in every move they make within the company. In fact, this would be of utmost importance for improving warehouse output and management ("3 Key Benefits of an Effective Warehouse Management System," paragraph 8).

In addition, the organization should determine where the majority of the employees' time is spent. This would ensure a permanent increase in supply chain productivity, which is highly dependent on where employees and management spend the majority of their time and attention. With the handling of liquid products, warehouse management in a petrochemical firm remains a difficult issue, and warehouse managers must strive to improve their services in order to minimize product loss due to leakage. Since cost reduction is a goal for all firms, petrochemical companies must implement a variety of warehouse productivity-enhancing strategies. With a high level of productivity, there is a high level of return on investment maximized, which enhances profitability.

Constant inventory review is very feasible when top hits are properly categorized. Increasing warehouse productivity at the same time necessitates incorporating employees' input into the operation; this will motivate them to always care about their work ("3 Key Benefits of an Effective Warehouse Management System," par. 9). Increasing employee productivity through controlling the office atmosphere by making it vibrant. Warehouse managers must consider the comfort of their personnel in this regard. Shipping and loading manifests outline the route and products that must be followed and managed at all times during delivery. Inasmuch as a well-compensated staff strives to achieve the company's aims and objectives in the warehouse sector, employee compensation also affects warehouse productivity.

Evidently, based on the aforementioned factors, the organization is able to retain long-term partnerships with the world's largest manufacturers and clients who utilize their services. With the aforementioned suggestions for enhancing warehouse efficiency, petrochemical firms will be able to provide consumers with dependable and efficient services while reducing their management expenses. Warehouse managers must adopt the aforementioned suggestions in order to boost the warehouse's and the business's productivity. Enhanced warehouse management streamlines supply chains and reduces the cost of logistics services, hence enhancing competitiveness in the current global and dynamic market.

Sources Cited

Three important advantages of an efficient warehouse management system. CPTech. N.p., n.d. Web.

Lynda Movable Belcher. How to Organize Inventory Storage in a Warehouse. Small Business. N.p., n.d. Web.

Managing Time and Space in the Modern Warehouse with Ready-to-Use Forms, Checklists, and Documentation. Bolten, Ernst F. 1997, New York: AMACOM. Print.

Warehouse Operations Planning and Management by Andrew J. Briggs. 1960, New York: Wiley. Print.

Don Meyer and Casey Cannon. Improving the Data Warehouse. Prentice Hall, Upper Saddle River, NJ, 1998. Print.

A New Recipe for Efficient Warehouse Management. Inbound Logistics. N.p., 2012. Web. Weil, Marty.

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Want An Exciting Job? Become An IT Manager Essay Help From Professional Writers

Table of Contents Introductory Material Career Route The Elements of a Highly Effective IT Manager The IT Manager as Project Manager IT Manager as a Leader Concluding Remarks Bibliography

Introduction

A few decades ago, it was difficult to find an IT Manager post; such positions were exclusive to companies that marketed IT-based products and services. Due to innovation and technological developments in digital technology, this is no longer the case; today, even the most conservative businesses have an IT department overseen by an IT manager. Currently, the vast majority of businesses have either entirely transitioned to IT-based platforms or are attempting to do so. IT Managers are responsible for planning, implementing, managing, and maintaining the firm's use and utilization of technology. In addition, the manager evaluates and makes recommendations regarding IT systems and applications (Lucas and Baroudi, pp. 98).

IT Managers are responsible for all ongoing IT projects, whereas Project Managers' responsibilities are limited to specific, time-bound initiatives (Thomas, para. 3). This remark implies that IT Managers are also project managers, as they oversee the IT projects that a company is currently running.

He/she is responsible for allocating enough resources to specific IT projects within the firm. In addition, he oversees the administration and upkeep of the organization's IT infrastructure and assigns junior staff as necessary. The IT Manager is responsible for ensuring that the organization's IT systems are up-to-date, as IT systems are continually being improved in the modern era. Other responsibilities include staff management (e.g., recruitment, training, supervision, etc.) to increase the efficiency of workers and so meet the organization's objectives (Jarvenpa and Ives, pp. 47).

Similar to many managerial professions, the IT Manager position presents numerous problems. The first obstacle is keeping up with the development of IT-based technology. IT systems are continuously evolving, and it is the responsibility of the IT manager to discover significant advancements in the IT sector and recommend them to senior management or the Chief Information Officer (CIO).

In modern organizations, IT solutions are utilized in a variety of departments, from financial analysis to assisting with business decisions (Decision Support Systems). As a result, failure to implement the necessary changes may cause the business to fall behind on all fronts. The IT Manager must exert additional effort to guarantee that the organization's implementation of information technology systems is comparable to that of its competitors. This allows it to compete fairly with other businesses offering comparable goods and services.

Career Route

The employment opportunities for an IT manager are extremely diverse. A recent IT graduate ascends the ranks of Network Administrator, Network Engineer, Database Administrator, and Systems Administrator before being assigned to the job of IT Manager, albeit with a number of other IT credentials. However, the career ladder does not end here. A knowledgeable IT Manager might become the Chief Information Officer of a firm (CIO). The CIO is the organization's chief information officer and reports directly to the chief financial officer or, in some cases, the chief executive officer.

A manager of information technology may potentially launch an IT consulting firm. In conclusion, the position of IT Manager is one of the most fascinating positions since it exposes one to the dynamic nature of the IT industry as well as its numerous difficulties and opportunities.

How to Become a Successful IT Manager

As stated above, an IT Manager serves a variety of organizational functions. These duties are separated into two categories: personnel management and IT systems management. With the support of the human resource department, the manager supervises the recruitment and training of his team as part of staff management. In directing his team, he performs three primary functions: interpersonal, informational, and decisional. Informational tasks connect all administrative responsibilities to the achievement of the organization's objectives. Interpersonal roles facilitate the exchange of information between employees, whereas decisional roles utilize the knowledge gathered to make departmental decisions.

IT systems management comprises the identification of essential tools for planning, implementing, managing, and maintaining the firm's application and use of information technology.

As a Project Manager, the IT Manager

The IT Manager applies a collection of talents, abilities, and personal characteristics to plan, manage, direct, and supervise his/her team when handling the organization's IT projects. The IT Manager is responsible for all IT projects being conducted by the firm at any given moment; he manages these projects with the help of his subordinates.

To fulfill his responsibilities effectively, a manager must possess the following qualities:

Excellent leadership and interpersonal skills; Capability to manage resources; Strong communication and presentation skills; Organizational abilities; Integrity and honesty.

The time-sensitive nature of projects necessitates that the manager exhibit these unique characteristics; in fact, his ability to accomplish project success is a reflection of his leadership skills. Since all organizational projects are implemented by project teams, the manager must have the ability to guide human resources toward attaining progress (Schwalbe, pp. 82).

Due to their rigid daily schedules, certain IT Managers are doomed to fall short of the company's and their personal goals. This may arise if the managers lack a clearly defined mission and action plan. This can take the form of failing to establish any goals, establishing too many goals, or establishing incompatible goals such that the success of one initiative destroys the other. The objectives must be explicit, unambiguous, and well-defined. The manager may also fail if he oversees multiple projects concurrently. When working on multiple projects, an IT Manager might frequently assign other responsibilities to his direct subordinates, allowing him to devote his complete focus to specific tasks (Benjamin et al, pp. 12).

An IT Manager may also fail to fulfill his responsibilities if he ceases to listen to his subordinates, particularly on technical aspects of IT systems. In addition to being a manager, he must exhibit leadership skills and communicate openly with his employees. Junior employees have hands-on experience utilizing IT-based applications, and their advice can be crucial to the success of IT-based systems. Before making decisions affecting his department, the manager must confer with his subordinates (Thomas, para. 4).

IT Director as a Leader

He directs his team by ensuring that project tasks are aligned with the organization's objectives, and he challenges people to develop as leaders while serving as a role model and mentor. To ensure that the firm is utilizing the most recent technologies, the IT Manager finds improvement opportunities and provides constructive ideas for change.

He acts as a consultant for these projects and oversees the actions of the IT department and other departments utilizing IT-based solutions. Additionally, he directs teams established by the corporation to investigate information system-related issues. The manager must comprehend both organizational and technical challenges, as well as make judgments that solve, rather than exacerbate, problems; hence, the IT Manager must meticulously use leadership skills while carrying out his duties.

Conclusion

The position of IT manager inside a company is both fascinating and demanding. The IT manager is more than a senior technician; he supervises subordinates and makes decisions targeted at putting the organization at the forefront of information technology system application. This role requires a high level of leadership ability, which contributes to the creation of a healthy work environment within his department and across other departments. A positive work environment encourages worker collaboration towards the achievement of the organization's objectives.

Therefore, the IT Manager is in a position to stimulate the organization's growth and success. However, this position presents various obstacles, and even a momentary lapse in concentration could result in a significant setback. To guarantee success, the IT Manager must strike a balance between managerial and leadership responsibilities.

IT Manager is a very fascinating role since it affords the opportunity to stay abreast of the newest advances in IT and provides several career advancement opportunities.

Sources Cited

Benjamin, Robert I., Rockart, John, Morton, Michael S., and Wyman, John.

Internet publication, Information Technology: A Strategic Opportunity, 1983.

Jarvenpaa, Sirkka, and Ives, Blake. Executive Participation and Involvement in the Management of Information Technology in 2008. MIS Quarterly, Volume 15, Number 2: 2.

Lucas, Henry C., and Jack Baroudi. The role of information technology in the creation of organizations. 1994's Journal of Management Information Systems Volume 10 Issue 4

Schwalbe, Kathy. Management of information technology projects. Boston: Cengage Learning, 2009.

Thomas, Rhané. IT Managers and project management. 2009. Web.

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Research: Islam And Girls' Education Essay Help From Professional Writers

Girl’s education is more important than boy’s education.
Islam emphasizes girl’s education clearly in the Holy Quran and Hadith.
District level educational functionaries, and head teachers termed it satisfactory. The respondents claimed that, they became successful in enrolling girls at school, but regular attendance is difficult or impossible and do not complete the full cycle of basic education.
All respondents agreed that moderate type of gender bias exists in certain areas towards girl’s education. They were of the opinion that parents’ belonged to rural area and ST community usually engage their daughters in domestic work.
Majority of parents and VLC members were not satisfied with the performance of department of school education. They were of the view that their daughters were suffering in schools due to inappropriate curriculum, boring teaching methods, additional burden of work at home, poorly developed or maintained buildings or inadequate basic facilities at school.
Majority of parents, girl students and VLC members quoted that Shortage of teachers, lack of good motivated teachers, particularly experienced teachers and unacceptable behaviour of some teachers and head teachers are also the causes of girl illiteracy.
Parents and VLC members quoted poverty, unavailability and untimely provision of stationary and uniforms as one of the main reasons for not sending their girl children to schools. Other reasons quoted by VLC members, head teachers and district level education functionaries were nomadic way of life of Gujjar and Bakerwal community and lack of schools nearby.
Parents and VLC members especially living in hilly areas also highlighted that their daughter have to travel long distances to attend schools.
Parents and VLC members put allegations that teachers remained absent or came late. Teachers were not interested in teaching.
Head teachers and teachers indicated that they had not been exposed to gender sensitive teacher training.
Teachers, head teachers and other community members shared different examples which show the different ideas about the girl’s education. The major issues were relating to access of basic education, equity-related issues and issues relating to poor quality of girls education.
The parents and VLC members complained about the large corruption in education department from top to bottom.
Teachers and head teacher complained about lack of opportunities for professional growth and VLC members raised their voice against non availability of funds for schools.
According to head teachers, teachers and other community members the main causes of girls drop out from schools were poverty, domestic work and lack of physical facilities at schools.
According to head teachers, teachers and VLC members the reasons for girl’s dropout are lack of a school nearby, a school far from home compounds the already existing hindrances such as fear of harassment, eve teasing and other safety related issues.
The VLC members also shared different examples from their contexts, which showed that parents of girls remain under pressure.
The community members were not happy with the performance of teachers in schools.
District education department had lack of staff to reach all schools. There is shortage of staff in the department. Due to shortage of manpower schools are suffering.
All the respondents agreed that government, local bodies and NGO,s are playing positive role in educating girls and whereas, they were moderately satisfied with the existing intervention schemes. But they recommended there should be some for interventions schemes so that every girl should get benefit.
District level education functionaries, head teachers and teacher agreed the intervention schemes played positive role in overcoming the barriers to girls’ education. Whereas, VLC members, girl students and parents were of the opinion that existing interventions are not sufficient to tackle all the barriers of girls’ education.
The entire respondents were of the opinion that there came a positive improvement in attendance, enrollment and retention of girls.
There was general agreement that the cost of education, poor school environments, the weak position of women in society, conflict, and social exclusion are the issues and challenges for girls education.
Girl’s education can be improved by raising additional resources and directing them to where the need is greatest. It requires adequate funding, well trained teachers, a school environment that promotes girls’ learning, and a social environment that values educated girls and women.
All respondent agree that girl education can be improved by the removal of school fees, free textbooks and school uniforms, construction of schools closer to communities to lower transport costs and travel time.

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Business notes: Creative problem solving argumentative 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 essay help

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 popular mba argumentative essay help

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 free

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 college essay help near me

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 instant essay help

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 college admissions 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) buy argumentative essay help

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 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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Psychological Egoism And Ethical Egoism Essay Help From Professional Writers

I have always looked at myself as an unselfish person with a good sense of empathy towards my friends and other people. I have always thought about egoism as something solely negative. That was before I knew the true meaning and concept of the word. Now I am no longer so sure; is it possible to be an absolute altruist? Is it possible to keep going on an absolute altruistic line of life without any egoistic subsidiary interference?

Psychological egoism is a human beings factual motivation in life. Psychological egoism builds around that our intended actions are always controlled by our own interests, wishes and motives. We are motivated by a wish to accomplish a sort of self-fulfillment, meaning that our actions in all aspects of our lives (from buying a sandwich because we are hungry, to studying for an exam to get a good grade) are all done because it is for our own beneficial interests, wishes and motives.

The definition for ethical egoism is basically ‘how we ought to act’. Ethical egoism builds itself around the idea that the best way to promote collective reimbursement, is to follow self-interests. By always striving for our own personal self-fulfillment a person will better be able to promote what is in the best interest of the community, more so than always striving to promote the community’s interests. A person is able to hold a sociable role that supports the general public by taking care of his or her own well-being and self-interest first.

The relationship between psychological egoism and ethical egoism is very clear. Since ethical egoism states that the best way to promote the welfare of others is by promoting your own self-interest, they kind of go hand in hand. But they are different since psychological egoism focus only on self-fulfillment and self-interest. The term ego means self. A body without an ego is just empty, without a soul. To deny one’s own ego is to deny one’s own mental existence, which is naturally not good for one’s mental health. To have a good mental health involves being an integrated and harmonized human being. This anticipates that you are an egoist. Without good mental health and personal harmony one does not make the right choices for either yourself or the welfare of other people around you.

The word altruism was first used by the French philosopher, Auguste Comte. Every human beings moral purpose is to serve others well-being on the expense of your own values. Altruism considers personal interest as something negative. Self-interest is per definition unmoral. It seems like being an altruist is to go against one’s self and breaking the connection between actions and beliefs, interests, and moral thoughts. It seems that in the altruistic model one constantly is trying to please other people and letting other’s needs and interests control their own actions. By always doing this there will be a constant split between one’s actions and one’s ego, making it very hard to be a harmonized human being. Being raised in an altruistic way seems to like living in a constant conflict with one’s self. By living a life of constant conflict with one’s self, there must be a big chance of developing poor self-confidence and irrational guilt.

Guilt is something you experience when something is in conflict with your own moral belief. Rational guilt is to feel guilt when one actually harms others. That type of guilt is good, because it aids learning to show consideration when it comes to others and their feelings. But irrational guilt, feeling guilty when you have not done anything wrong, is never positive. By reflecting about altruism, the feeling that altruism can create guilt in times when one does not do what other people want becomes apparent. That could make it very hard to say no, which lead to situations of victimization and being taken advantage of. In many situations in life, it is important to have a self-defense to protect one ‘s self and interests. The concept of a self-defense will always be egoistic, and involves the sub consciousness sense what is right or wrong. If a person believes that it’s wrong to think about themselves and feel guilty to do acts that are in their own interests, it gets very hard to make the right decisions. It makes you self-destructive to feel irrational guilt all the time. One has no emotional support for your own actions. To have personal opinions, it’s necessary to have sub-conscious support. The sub-consciousness needs to work for the personal best interest, because if the sub-consciousness gives priority to other’s beliefs, it will increase one’s sensitivity to criticism. To be sensitive to criticism is the same as being sensitive to other people’s thoughts.

It might seem logical that collectivism and altruism are important values to collaborate socially. This is completely wrong. Social competence is a quality of the individual. To work socially is to work as an individual in relation to other people, and to work as an individual one needs to be an egoist. It is not possible to become social by denying one’s ego. Altruistic behavior makes it easier for other people to manipulate feelings and actions. Confidence anticipates that one can trust their own sub-consciousness. Insecurity is driven by a lack of support from the sub-conscious. An altruistic belief leads to being very influenced by other people’s beliefs, and becoming insecure in social situations. It is also hard to work socially, if one is sensitive to criticism, and feel irrational guilt. Altruism makes one a target of outside control, which makes a self-controlled life problematic.

In conclusion, there is little to no room for altruism where egoism dominates. Altruists get motivated by what other people believe is best, and it seems like they need to be part of a collective were they can agree with others and feel safe. By having this as a priority the world would not develop without egoism, because to gain full potential one needs a sense of inner motivation to reveal their talents and gain a knowledge of who they really are and of what they as a single person can become capable.

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Family presence during CPR (cardiopulmonary resuscitation) rice supplement essay help

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 persuasive 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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