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Table of Contents
Introduction Problem of Research Literature Review Hypotheses Research Methodology and Results Concluding Statement References

Introduction

Training in the field of human resource management (HRM) is seen as a crucial method for increasing employee engagement and commitment to the firm and enhancing their abilities. Therefore, academics focus on determining which approaches to training employed by HR managers can result in improved employee performance and productivity in relation to the growth of their potential and skills (Arghode, Brieger, & McLean, 2017).

(Rücker, 2017) Theories of learning, such as behaviorism, cognitivism, constructivism, and connectivism, serve as the foundation for planning and delivering training programs that HR managers will utilize to educate their personnel. Thus, it is essential to comprehend how the many theories of learning underlying training might impact employee performance. The goal of this paper is to compare the influence of applying behaviorism, cognitivism, constructivism, and connectivism on training efficacy.

Research Issue

The effectiveness of training in HRM depends on the selection of methodologies, strategies, and practices that are supported by theory. The issue that necessitates empirical research in this context is that not all theoretical methods to training picked by HR managers contribute to the development and education of employees, resulting in a lack of beneficial outcomes for the staff and business (Arghode et al., 2017). Consequently, empirical study is required to determine the distinction between the implementation of various learning theories and training effectiveness. The following research question was generated based on the stated problem: How does the use of behaviorism, cognitivism, constructivism, or connectivism by HR managers differ from the organization's training effectiveness?

Literature Review

In the HRM training literature, learning theories underlying training and development programs and courses, particularly the concept of adult learning, receive considerable attention. Researchers identify four theories or approaches to learning, such as behaviorism, cognitivism, constructivism, and connectivism, which differ in terms of the roles of the student and the teacher (Kesim & Altnpulluk, 2015).

In addition, the instruments offered to create new information and comprehension in students differ between these philosophies. According to Arghode et al. (2017), "an instructor's ability to use theoretical principles to improve instruction" might lead to varying learning outcomes depending on the theoretical method used (p. 604). Adult learning can be affected differently by each of the four learning theories.

Behaviorism and cognitivism are considered passive techniques because the participation of students depends on the quality of information presentation. In both instances, external stimuli from an instructor are crucial, but these tactics are less effective for adults than they are for children (Kesim & Altnpulluk, 2015). Effectively acquiring or constructing knowledge is possible, but there is little room for developing abilities and connecting links to practice (Rücker, 2017).

In contrast, constructivism and connectivism permit the construction of meaning and the production of knowledge through the collection of information from several sources. In this instance, the emphasis is on internal cues that result in improved training outcomes (Kesim & Altpulluk, 2015). To stimulate adult learning, managers in HRM who wish to engage staff in training pick constructivism and connectivism.

In recent decades, the shift from behaviorism and cognitivism to constructivism has been noted in the field of adult learning. (Arghode et al., 2017; Rücker, 2017) More academics are now emphasizing the need of focusing on connectivism as the most effective method for stimulating and analyzing the components of learning. These trends in education and learning are connected to HRM training and should be investigated in depth to aid in the creation of the most effective programs to foster employee growth.

Hypotheses

There is no difference in the effectiveness of training programs resulting from the use of constructivism and connectivism versus behaviorism and cognitivism. The effectiveness of training programs is affected differently by the application of constructivism, connectivism, behaviorism, and cognitivism.

This study's independent variable is training that can be grounded in behaviorism, cognitivism, constructivism, and connectivism. The dependent variable is the training's effectiveness as judged by HR managers' and employees' perspectives and evaluations.

Research Procedures and Results

It is possible to create an empirical study based on the discussion of theories of learning in HRM if the focus is on determining how HR managers' use of these theories can affect the success of implemented training programs. The quantitative methodology is preferable to the qualitative methodology for collecting and analyzing data on HR managers' and employees' responses to various training programs.

For this empirical study, 80 people are chosen using non-probability purposive sampling to create four samples based on the applied theory. A web-based survey (using a Likert scale) is chosen as an efficient data collection method for this quantitative study, as it includes questions about employees' and HR managers' perceptions of the success of training based on the theory underlying development programs. Using ANOVA and correlation as statistical tests permits the distinction between samples to be determined.

According to the findings, there is a distinction between applied theories in terms of their impact on training. Due to a positive link between constructivism and connectivism training and employee achievement, it may be assumed that constructivist and connectivist training is more effective. In contrast, behaviorism and cognitivism-based training is inappropriate for developing employees' skills and knowledge.

According to Arghode et al. (2017), constructivism and connectivism explain the nature of adult learning; hence, these theories are more useful in the HRM setting. Constructivism-based training programs enable employees to learn from personal experience, develop knowledge blocks, and engage with peers. Connectivism-based training provides employees with chances for self-directed learning while collecting knowledge from various nodes, including trainers, online information sources, peers, and others (Rücker, 2017). These approaches produce more impressive training effects than programs based on behaviorism and cognitivism, such as lectures, seminars, tests, and evaluations, because they are less passive.

Conclusion

The data analysis suggests that the alternative hypothesis for this study has been supported, whereas the null hypothesis has been rejected. Thus, trainee-oriented learning theories, such as constructivism and connectivism, are more effective than trainer-oriented theories, such as behaviorism and cognitivism. In light of the statistically significant findings of ANOVA and correlational tests, it is plausible to conclude that HR managers should apply constructivism and connectivism when designing training for employees in order to get better results.

References

Arghode, V., Brieger, E. W., & McLean, G. N. (2017). Implications of adult learning theories for online instruction. European Journal of Training and Development, 41(7), pages 593–609.

Kesim, M., & Altınpulluk, H. (2015). A theoretical examination of the sorts of MOOCs from the standpoint of learning theories. 186, 15-19 in Procedia-Social and Behavioral Sciences.

Rücker, M. S. (2017). How can knowledge of learning theories be applied to the development of training? A critical evaluation. 20(2), 63-70, Journal of Human Resource Management.

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Introduction

Balanced Scorecard is a concept that is used in performance management as a tool to automatically manage performance. It monitors the appropriateness of the execution of tasks and activities by the workforce based on their capacities, and it also aids in monitoring the outcomes of these activities and decisions (Gumbus, Johnson, & Susan, 2003). As a human performance dynamic tool for managing performance, balanced scorecard is universally acclaimed through the use of annual surveys and has rapidly gained popularity in English-speaking nations of the West as well as some Scandinavian nations where it was first implemented in the early 1990s (Niven, 2005). This study examines many viewpoints of a scorecard with the intent of discussing the significance of all perspectives as proposed by various authorities.

Components of the learning and development viewpoint

Susan Johnson, the head of a corporation situated in the United States, emphasizes the importance of growth and learning. This perspective emphasizes three key objectives: human capital, organizational capital, and information capital. These components of a scorecard are explored in greater detail below:

Human Capital

The most essential aspect in making business decisions today is the knowledge available at the moment the decision is made. In the past, land came before capital, but that has since changed. When making decisions, the same criterion applies regardless of whether the institution in question is private or public, non-profit or for-profit. In today's global economy, intangible assets are viewed as the primary success drivers. Therefore, Susan ensures that her staff possesses the necessary skills and expertise to flourish in the human capital setting. As a result, Futura's personnel have talents that align with its distinctive strategy, allowing them to outperform their competitors. Futura has implemented a system that enables the organization to retain its top employees and focuses on customer service (Niven, 2005).

Information Market

Technology has a significant impact on the economy because it has become a requirement for everyone, including businesses. In this era of technological advancement, information is the engine that drives economies, transforming the performance of businesses through the utilization of data for learning and the design of strategies to secure their profitability. This capacity is a significant indicator of the company's technological performance in optimizing operations and performance. The strategy to be implemented is contingent on the ease with which information is communicated to all corporate participants (Niven, 2005).

Organization Capital

This is developed in the minds and hearts of the organization's members, and it monitors the organization's capacity to change and grow. It contributes to long-term prosperity and current success. This has everything to do with the organization's culture, its leadership, how individuals align with its aims, and its employees' ability to exchange knowledge (Niven, 2005).

Analysis

In this context, human capital is evaluated based on whether or not employees possess the appropriate skills at the appropriate level. This is accomplished by comparing the requirements necessary to properly perform jobs with the organization's capabilities. The disparity is known as the competency gap. For information readiness, everything revolves around the organization's IT portfolio, its infrastructure, and how well it is built to support its critical internal processes.

This may be difficult to explain and measure, but most successful firms have maintained a culture in which employees absorb the mission, vision, and core values necessary to achieve the organization's objectives (Rodney & Biersteker, 2003). The majority of these businesses have excellent leadership at all levels to steer everyone toward the intended objective. These organizations also encourage teamwork in the dissemination of strategic knowledge throughout the whole organization. Futura utilizes multiple surveys to assess and evaluate the company's learning and development. In the month of the employee's birthday, an HR representative conducts an assessment of the employee's work environment, achievements, and communication skills (Gumbus, Johnson, & Susan, 2003).

The representative receives both the negative and positive aspects of the employee's working conditions. There is a follow-up form that recommends the action to be performed, demonstrating to the employee that the organization values their input. An annual leadership survey is conducted to learn from employees how the manager in charge may increase performance, thereby fostering two-way communication through enhanced leadership and management skills (Gumbus, Johnson, & Susan, 2003)

The yearly performance and personal development review strives to recognize employees' accomplishments, as well as identifying areas of improvement and establishing expectations for each employee. Futura places a great priority on customer service, which is primarily dependent on employing people who share the company's values and retaining those who provide excellent customer service. They conduct a poll inquiring about Futura's service with ten consumers.

For financial matters, the organization offers a method for analyzing the cost per unit of customers in order to determine the profitability of each customer. During monthly report meetings, it presents the organization's financial statements and compares them to the profitability of its consumers, so influencing the company's conduct (Rodney & Biersteker, 2003). Internal operations are centered on safety, with the goal of minimizing the number of insurance claims (Gumbus, Johnson, & Susan, 2003)

Evaluation

In focusing more on staff, Futura's strategy makes sound business sense. It tries to retain personnel, which motivates employees. The corporation profits since it does not have to spend money advertising for new staff and time training them. Each employee is expected to contribute to the organization's success, which is then passed on to the consumer. In order for manufacturing to be carried out properly and efficiently, it is necessary to have the proper equipment and personnel. If more organizations implement the learning and growth viewpoint enhancement, their returns will increase without the need to hire additional personnel.

Conclusion

These measurements comprehensively represent the basic concept of the learning and development perspective, particularly because they have captured the two central aspects of the perspective, namely performance effectiveness and efficacy. When personnel are well-trained and possess the appropriate abilities for the role, they raise productivity, which increases the company's profitability through greater sales. All of these measures encompass all aspects of a company, including its capital, human resource, and technological components.

References

Gumbus, A., M. Johnson, & D. Susan (2003). The Balanced Scorecard Utilized By Futura Industries. Web.

Niven, N. (2005). Web-based Learning and Growth Perspective.

Rodney, B., & Biersteker, T. (2003). Private Authority's Emergence in Global Governance. Cambridge Studies in International Relations, volume 6, number 6, pages 203-230.

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Contents Listing
Introduction Importance Objectives Principles Bibliography Summary

Introduction

Over the past two decades, lean production has become much more sophisticated, making it easier and more cost-effective for people throughout the world to run efficient production enterprises. Two primary driving forces for this notion are developments in balanced input-output ratio and efficiency in corporate operations with optimal resource use.

Many physical hurdles to lean operations and production, which previously limited the ideal performance of businesses, have been eliminated by this concept's driving factors. The availability of low-cost, highly-skilled human resources, appropriate quality monitors, and efficient production and operations technologies are the driving forces behind the growing interdependence of lean production and operations in enterprises.

Moreover, accounting devices have substantially decreased the transaction costs associated with conducting business. Entrepreneurs have always looked for ways to maximize productivity while minimizing expenses. In the 21st century, in the era of globalization and technological advancement, the philosophy of the lean production model was the most important factor in attaining the stated objective. Lean operations model, generally characterized as the concept aimed at minimizing the amount of production expenses, offers such an opportunity and, as a result, has become widespread (Dolgui and Proth 218).

The lean operations paradigm, conceived and proposed by Toyota, is plainly a product of its period. Its mere existence is predetermined by the era's technical advancements and the existence of the information society. Modern businesses would not be able to survive in the global economy without the lean operations model principle. Consequently, the purpose of this reflection essay is to examine the principles of lean operation and production as methods for enhancing the performance of businesses, with specific reference to Toyota.

Importance

The value of a lean operations model for contemporary entrepreneurship cannot be overstated. Without the introduction of the aforementioned principles, the concept of a narrow task specification and, consequently, the conditions for a continual improvement in the quality of the final output would not have been conceived. In addition, lean production has improved accounting strategies.

It is crucial that the lean operations model maximizes the utilization of all available resources; as a result, the output-to-input ratio of a business may increase significantly if this principle is implemented (Starr 15). The aspect of flexibility will make a company's internal business environment sustainable, as the organization will be adaptable to changes in the supply and demand for production factors.

In a commercial setting, lean operations and output are crucial. Reflectively, the concept of leanness defines a company's viability and solvency within a specific time frame. In modern civilization, sustainability refers to the capacity to endure within a model of profitability.

In a business setting, market dynamics, decision science, corporate structure, and real financial management affect the sustainability of lean production and operation. Therefore, a business organization that has implemented tight procedures and strategies directed at and monitoring expansionary modules within practical levels is likely to operate in the optimal and most profitable business environment when lean operations and production concepts are balanced (Dolgui and Proth 114).

In fact, lean manufacturing and operations management are the backbone of a promising organization, as they decide survival and productivity in terms of operations flow and cutting overhead costs. Consequently, organizations "must rationalize their processes with the goal of cost reduction, as opposed to using low-cost materials or processes at the expense of quality" (Starr 31). Moreover, the models validate risk preparations before informed judgments are taken, particularly in a competitive context. This approach is required for monitoring decision science and the distribution of risk factors, as well as projecting future fluctuations in the economic climate market.

To effectively adopt a sustainable lean production and operations plan, managers must strike a balance between short-term and long-term considerations while making decisions. Management that ensures long-term obligations are met in a proactive manner so that short-term objectives are met. Lean operations focus primarily on the role played by resources invested in technology, ongoing innovations in the manufacturing of new products, and the outcomes of extensive market research to uncover new market niches.

As part of its leanness strategy, the Toyota Corporation places a premium on customer happiness in order to achieve a market edge over its competitors (Bowman 13). Specifically, lean operations and manufacturing systems are utilized by Toyota to monitor and boost productivity with minimum error margins. This is achievable due to the fact that this form of operations management system enables operational competitiveness by reducing needless overhead costs caused by waste and underutilization. In addition, it monitors the improper use of resources or misappropriation inside a production segment, as each step must be accounted for.

If the notion of lean production is not balanced inside the operation-production needs, the performance of managers guiding production implementation methods may be abysmal owing to a lack of knowledge to integrate micro-decisions alongside macro-decisions. In addition to technical factors such as management concepts in its lean operations model, the success of Toyota's operations management system is reliant on creative and communicative soft skills.

In addition, the feature of localizing labor and production components has played the most significant part in the company's lean production and operations strategy in terms of its operations management strategy (Starr 33). Under lean production and operations, decisions should be based on available resources, such as investment portfolio, infrastructure, personnel size, expertise, and efficiency, for specialized, high-skilled tasks needing certain credentials. These outcomes would provide a comprehensive estimate of the probability distribution of future projected returns.

On the global market, lean operations are thus seen to be of great significance. They are strongly related to the JIT (Just in Time) philosophy, which permits a link between organizational management and business activity. Regardless of the operating environment, this makes a company's performance more efficient and sustainable (Medina-López, Alfalla-Luque, and Arenas-Márquez 39). In the process of striking a balance, a quality operations management system should be able to apply scientific abilities in an artistic approach by employing soft skills in a well-informed and perfectly-structured manner to address technical aspects of production management.

Objectives

A corporation that integrates the lean operations model into its production process has as one of its primary aims the reduction of costs associated with the production process, logistics (including transportation), marketing campaign, and delivery of the final product. However, in addition to a reduction in financial losses, a rapid increase in the quality and quantity of items produced is also one of the primary goals of lean operations as its fundamental approach (Dolgui and Proth 119).

A lean production system's topological structure is comprised of communication and operations management coordination, which aid in establishing optimal resource use and efficient performance. This approach emphasizes optimal utilization of manufacturing resources and customer pleasure within accepted standards of moral obligation, while placing stakeholders at the bottom of the triangle. With long-term benefits in mind, this action is taken. For a business to be successful with leanness, it must be willing to utilize information and knowledge. Essentially, within the context of this purpose, the continuum of enhancing the value of quality in operations will be guided by data, information, and expertise (Bowman 17).

The ever-changing corporate environment has continued to aid human resource managers in their evaluations of company employees (Dolgui and Proth 121). The first stage in implementing a high-quality lean operations management system entails research and the development of a practical and well-informed business monitoring channel. In actuality, a business goal is realized through lean operations management.

Within the business vision and production management, the quality component of operations management encompasses all areas of a company's business activities, including the acquisition of raw materials, their processing and purchase, and their shipment and packaging. In addition, the system monitors the progress and financial limitations of each of these segments. Consideration of efficiency is based on the contributions it makes to ensuring that organizations continue to obtain a competitive advantage on the market (Starr 41).

Numerous studies have shown that lean production and operation are essential for long-term organizational functionality, particularly in the implementation of short- and long-term capital structure growth initiatives. The significance of lean operations is the assurance that contributions to organizational culture and human resources influence lean organizational productivity and business performance. As part of the lean operations system, it is essential to analyze the relative performance principles of competing forecast densities in accordance with the primary purpose of identifying the forecast density closest to the actual value (Dolgui and Proth 119).

For consistency, the parameters and variables used to control lean production and operations management are aligned so that the model-independent threshold is fulfilled across competing models. To address the underlying challenges in stochastic volatility estimation, the parameters must circle around pertinent information that is compatible with the real and expected parameter matrices. To achieve lean operations management, Toyota periodically upgrades its existing types of system monitoring to introduce numerous operating system models, such as ratio analysis in operations management. This is compatible with monitoring and analysis inside and outside the organization (Bowman 28).

Toyota's lean operations and production management methods encompass cost, dependability, velocity, quality, and adaptability. These factors determine whether a business will succeed or fail. These characteristics are attainable via value delivery, value addition, and originality. In retrospect, these ideas are crucial strategies and instruments for the craft of operations management.

This approach includes scientific features such as a technical process for comprehending the motions involved in operations management, their implementation, and regularly monitored evaluation criteria. Despite having an effective operations management system, the corporation has not completely built a framework for monitoring progress at the micro level and instead relies on macro auditing for decision-making. Consequently, the organization must manage the danger of internal redundancy (Dolgui and Proth 119).

Principles

Five traditional principles of lean operations include the concept of value from the customer's perspective, the identification of the steps to be taken in order to achieve previously established goals, the facilitation of the process flow, a complete compliance with the current demand, and the avoidance of any type of costs or wastes (Starr 21).

Environmentally (waste reduction) and economically (perspective shift), lean operations provide a sustainable environment inside an organization. When recurring costs such as labor, production space, and the cost of machinery are reduced to a level that is manageable, the company's return on investment will grow. In addition, the excess labor may be redirected to a different line of production besides the extra manufacturing area.

In order to develop high-quality products, it is evident that Toyota's lean operations philosophy has extensive expertise and experience about the uniqueness of its products and services. The variables are linked at a central point by strategic planning that incorporates costing, flexibility, and dependability to produce a continuous operation tracking model that functions like a computer from one segment to the next (Dolgui and Proth 120).

Consequently, the majority of the company's operations management delivery success hinges on soft skills involving the timeless vision of organizational principles, defining the value of the business, determining requirements, clarifying the vision, building teams, mitigating task, resolving issues, and providing direction for each production unit (Bowman 11).

In order to execute lean production and operations management, a business must embrace the six-sigma approach to quality control and assurance across its various dependent and independent units. Six Sigma is an experience of lean operations management that is applied to the development of business operations that guarantee efficiency through optimal and timely production. By reviewing the production matrix on a periodic basis, Six Sigma is implemented to achieve considerable production efficiency improvements. In actuality, Six Sigma is a series of business events; it generates good results that advance the company objective of reliability in production and operational systems (Medina-López, Alfalla-Luque, and Arenas-Márquez 39).

Quality control is often used to enhance the superiority of company products since it aims to eliminate manufacturing resource waste, which can manifest in the form of lengthy wait times and inefficient task completion. Through self-assessment and a proactive approach to skills testing, this concept often integrates individuals to offer the greatest quality products. The efficiency module is used to organize, synchronize, and manage the company's numerous activities.

This alternative can be compared to the three balls juggled by circus performers. By adopting the quality control alternative, Toyota has foreseen future risks and obstacles in the implementation of any production plan and is able to take appropriate corrective steps for unanticipated risks, such as changing client preferences for different autos (Starr 32).

Production efficiency through lean operations is crucial in the assembly line, as it is characterized by the optimal use of allotted production factors at the lowest possible cost. Essentially, a quality integration management system achieves optimal performance through the incorporation of relevant scientific methods and techniques.

Scientific procedures are useful for enhancing artistic management skills since they not only increase the likelihood of success, but also provide a seamless transition from one concept or event to the next. In addition, in order to avoid an immediate failure, it is imperative that the integrated management system concentrate on a clearly defined edge, since "proper tailoring of techniques and tools is an essential component of the regulatory strategy" (Bowman 32). The supply chain, production, and distribution processes of Toyota have been enhanced as a result of the lean integrated management system.

In order to develop a viable lean operating system, it is essential to incorporate quality control, progress monitoring, and planned flexibility to meet any unforeseen circumstances in a business. Goal planning and analysis is dependent on the quality of operations management. In reality, quality enables the seamless operation and coordination of concurrently operating variables.

Despite the market's continuous transformation of operations management designs, the quality determinant has remained mostly stable. Regardless of the size and structure of an organization, quality in operations management is the most important component in determining the success of short-, medium-, and long-term predictions (Medina-López, Alfalla-Luque, and Arenas-Márquez 37).

Since it determines how planning, integration, implementation, and control are integrated, the success or failure of a business entity is contingent on the effectiveness and quality of lean operations management. To achieve an optimal performance balance, the design of a high-quality operations management system should begin with a comprehensive analysis of budgeting, objectivity, and scheduling.

In addition, control mechanisms and an evaluation should be included in this section. Lean operations integrate tactics centered on the customer and the tenets of sustainability. In a climate of global competition, the concept of lean operations is extremely crucial for corporate management. With lean production and outsourcing, the auto parts sector is becoming increasingly vital to global production chains. Numerous automakers, including Toyota, are transitioning to modular assembly, in which the principal components manufacturer not only supplies but also organizes the design, manufacture, and installation of the automobile's or truck's major parts or systems (Bowman 16).

Summary

Regardless of the company's industry or size, lean production and operations management will yield long-term benefits. The advantages of implementing lean manufacturing and operations management exceed their disadvantages. For instance, when lean manufacturing and operations management are fully implemented, there will be a reduction in the cost of production elements such as labor, unitisation of raw materials, and overall process efficiency.

Consequently, the lowered real production costs will result in compounded gains as a result of regulated recurrent costs. If Toyota hadn't introduced the notion of lean operations into the modern paradigm of organization management, achieving a high level of performance today would be nearly impossible. Lean operations enable a whole redesign of the company's accounting model and the ensuing cost reduction, since waste is nearly eliminated. Reducing waste has a positive effect on the productivity and sustainability of business operations.

Bibliography

Singh Bowman. "Corporate restructuring: Reconfiguring the company." Strategic Management Journal 1, no. 4 (2003): 5–14 (print)

Dolgui, Alexandre, & Proth, Jean-Marie. Methods and techniques applicable to supply chain engineering. 2009, New York, New York: Springer Science & Business Media. Print.

Medina-López, Carmen, Rafaela Alfalla-Luque, and Francisco Arenas-Márquez. Active Learning in Operations Management: Multimedia Software for Teaching JIT/Lean Production Journal of Industrial Engineering and Management 4, no. 1 (November 2011): 31–80. Print.

Martin Starr Management of Manufacturing and Operations Alabama: South Western, 2009, in print.

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Summary of Contents
Introduction Human Aspects Discussion and Concluding Remarks Concerning Organizational Communication Culture References

Introduction

This paper is a summary of six publications by Ezzamel, Willmott, and Worthington (2001), Fleming and Spicer (2003), Orton (2000), Morrison and Milliken (2000), Piderit (2000), and Vince and Broussine (2000). (1996). The researchers investigated the elements that hinder (or facilitate) organizational change. This paper assesses their arguments and hypotheses using a three-pronged framework that describes their findings as organizational culture concerns, communication issues, and human factors (which affect organizational change). By bridging the gap between theory and experience, this research identifies novel insights for change management.

Human Aspects

According to Vince and Broussine (1996), the organizational focus in change management should shift from problem-solving and planning-based techniques to human emotions and interpersonal relationships. Specifically, they emphasize the necessity to comprehend how human uncertainty and defensiveness impact organizational transformation. According to Vince and Broussine (1996), human factors influence change management through influencing the acceptance of the change process by individuals.

In this analysis, we must examine multiple factors. For instance, change resistance is an attitude problem that most firms might resolve by appealing to human needs. Those who do so have a greater likelihood of obtaining staff support for change management. Faucheux (2013), for instance, tells the story of an American church (Jeff's Church) that intended to construct a new sanctuary for its worshippers but got complaints from some of its members for excluding them from the project.

The church resolved this issue by forming a steering committee that solicited input and participation from all church members. Eventually, the majority of members supported the project because they felt engaged in the process of transformation (Faucheux, 2013). This analysis demonstrates that focusing on people's emotions and interpersonal relationships, as Vince and Broussine (1996) emphasize, is essential to the success of organizational change.

Piderit (2000) supports the emphasis on human attitudes as a precondition for organizational change by arguing for a new approach to employee resistance. He asserts that people's attitudes influence their resistance to change (or support for it). In this context, Piderit (2000) asserts that achieving a balance between organizational and personal requirements will promote ambiguous attitudes about change. To achieve this, he suggested gaining an understanding of the evolution of employee resistance to change. Likewise, he underlined the need to comprehend how personnel react to proposed changes (using a bottom-up approach). He utilized this argument to describe the egalitarian transformation process (Piderit, 2000).

Communication

According to Morrison and Milliken (2000), the primary hindrance to organizational change is the failure of organizations to articulate the challenges that affect firm and employee performance. According to them, it is "unwise" for such firms to allow stakeholders to express organizational difficulties. They refer to this as "organizational silence" (Morrison & Milliken, 2000).

To encourage organizational change, the researchers researched the contextual elements that led to organizational change and proposed that removing these variables would promote change. This viewpoint is consistent with Faucheux's (2013) claims, which emphasized the need for managers to explain organizational change challenges to all stakeholders. In addition, he stated that the executive team must convince all stakeholders to support the change management process (Faucheux, 2013; Morrison & Milliken, 2000). Thus, personnel would comprehend the necessity of welcoming change. Such a strategy has been fruitful.

For instance, in 1981 British Airways hired a new manager who wished to restructure the company because he recognized that it was suffering from resource waste (Faucheux, 2013). The airline's staff was reduced as a result of his numerous reorganization efforts. However, before he did so, he informed all the organization's stakeholders of the necessity to restructure. This process geared employees up for the upcoming transformation. In the end, his efforts paid off, preventing the imminent collapse of the London-based airline (Faucheux, 2013).

Organization Culture

According to Fleming and Spicer (2003), subjectivity and power relations are significant elements in organizational change. These components largely comprise organizational culture. In this regard, Fleming and Spicer (2003) assert that the majority of employees who comprehend an organization's culture are likely to favor organizational change, but those who do not comprehend it hinder the process. The latter group does so due to feelings of isolation.

In addition, cynicism becomes a prevalent feature of their work performance. To describe this occurrence, Fleming & Spicer (2003) state, "We call this the ideology interpretation because power is reproduced inadvertently when one disidentifies with it" (p. 157). In general, Fleming and Spicer (2003) feel that cultural power has a significant effect on an organization's capacity to embrace change. Similarly, they assert that subjectivity impacts a company's adaptability (subjectivity might not necessarily come from within the organization). This fact also demonstrates that what many individuals may perceive as change-related frustrations may not necessarily be the case.

Orton (2000) utilized the aforementioned philosophy to illustrate how internal communications impact organizational design processes in the US intelligence community. On the basis of Weick's theory of organization development, he investigated the effect of three design assumptions on an organization's design process. According to his research, the organizational design process was constrained by dominant variables, causal laws, and executive directives (the three organization design assumptions) (Orton, 2000). Overall, Orton (2000) emphasized the necessity for companies to transition from simple to dependable architectures.

Ezzamel et al. (2001) have questioned the reason for employing new waves of management (as mentioned above) as the only prerequisite for re-engineering organizational processes. After analyzing the experiences of dissatisfied managers who attempted to re-engineer organizational processes, the researchers discovered that the majority of employees could easily deploy personal and collective forms of resistance to promote (or oppose) organizational change (Ezzamel et al., 2001). Although the authors recognize that external organizational variables, such as market shifts, play a role in organizational change, they assert that associating with prior working methods has a stronger effect on organizational change. Consequently, the authors acknowledge the importance of focusing on the impact of employee work experiences on organizational development.

Analysis and Conclusion

After reviewing the six studies featured in this paper, it becomes clear that organizational transformation is a dynamic and diverse subject. Human factors, communication, and organizational change emerge as the most significant elements influencing the process. As Ezzamel et al. (2001) note, despite the fact that many types of literature acknowledge the need for adopting modern change management paradigms, such as lean management, it is equally important to recognize the role that an employee's experience plays in shaping his resistance (or support) to the change management process.

Therefore, change management should concentrate on getting the "human aspect" correct before addressing other crucial concerns, such as communication and organizational culture. This study emphasizes the importance of a multidimensional approach to change management. In addition, it emphasizes the importance of combining past and present organizational requirements while designing future organizational processes.

References

The authors Ezzamel, Willmott, and Worthington are M. Ezzamel, H. Willmott, and F. Worthington (2001). In The Factory That Time Forgot, there is power, control, and opposition. 38(8), 1053-1079, Journal of Management Studies.

Faucheux, M. (2013). Successful Change Management Plan Examples Web.

P. Fleming and A. Spicer (2003). Implications of Working at a Cynical Distance for Power, Subjectivity, and Resistance. 10(1), 157-179, Organization.

Morrison, E. W., & Milliken, F. J. (2000). In a pluralistic world, organizational silence is an obstacle to change and growth. 25(4), pages 706-725, Academy of Management Review

Orton, J. D. (2000). Enactment, Sensemaking, and Decision Making: Redesign Processes in the US Intelligence Reorganization of 1976 37(2) Journal of Management Studies.

Piderit, S. K. (2000). A Multidimensional View of Organizational Change Attitudes: Rethinking Resistance and Recognizing Ambivalence The Academy of Management Review, volume 25, number 4, pages 783-794.

R. Vince and M. Broussine (1996). Accessing and Managing the Emotions and Relationships Underlying Organizational Change: Paradox, Defense, and Attachment 17(1) Organization Studies, pp. 1-21.

[supanova question]

Table of Contents
Introduction Analysis problem Organizational architecture and structure Teams and teamwork Leadership and administration strategy Organization culture Conclusion Recommendations References

Introduction

Management is the practice of achieving objectives through other people in an effective and efficient manner (Agarwal 2008, p.302). These activities consist of planning, organizing, leading, and controlling, and are generally referred to as the four functions of management.

Planning is the process by which an organization determines its future actions (Hill and Jones 2009, p.381). In conjunction with the planning function, the organizing function guarantees that the firm's available resources are maximized and distributed strategically. Lastly, controlling is viewed as monitoring the progress in accordance with the initial plan and enforcing adjustments when necessary if feedback indicates that things are not aligned with the plan (Mullins 2010, p.34).

Therefore, organization management is the act of building a relationship between people and resources in order to achieve particular objectives and business goals (Agarwal 2008, p.303). Management of an organization is founded on five principles: procedure, scope of control, unity of command, homogeneous assignment, delegation of authority, and adaptability.

Organization management is a five-step process, the first of which entails identifying the tasks involved, taking into account the nature of the job, the credentials required for the job, and the time required to complete the assignment (Mullins 2010, p.35). The second phase is to subdivide big jobs into individual activities; the numerous possible tasks will be portioned as stand-alone projects that may be carried out independently by different departments (Triplet 2007, p.3).

The third step involves allocating specific activities to individuals; at this stage, the organization must determine the capabilities of each employee before assigning available assignments. The tasks are matched to the individual and assigned to the person most capable of completing them efficiently. The fourth step is to give the available resources to help individuals in successfully completing their assigned jobs (Moyles 2006, p.176). The organization allocates resources based on the nature and complexity of the allocated work. The final step involves building an organizational structure to decide the strategy that will merge the numerous allocated tasks into one once they are accomplished and how the various organizational structures can collaborate (Picot et al., 2008, p.12).

Managers in an organization should recognize the significance of organization and management, the process through which people, diverse jobs, and technology are blended and coordinated to achieve organizational goals (Triplet 2007, p.4). Bob and Lloyd must see the importance of linking the people, tasks, and resources in the fast-food company process. Bob and Lloyd must make optimal use of the organization's resources to complete all tasks and implement their fast food company concepts (Triplet 2007, p.5). Organization and management should be based on determining the policies, missions, and structures of the fast food firm (McNichol et al 2007, p.13).

Analysis problem

Bob and Lloyd's choice to launch a fast food restaurant in Cambridge will be a wise investment if they properly evaluate the organization and administration of the business. In Cambridge's fast food market, their success rate will be determined by how they establish structure, assemble their team, exercise leadership, and address organizational culture. Bob and Lloyd must carefully analyze the following four factors before making strategic judgments regarding their new venture (Chen 2004, p.5).

Organizational architecture and structure

An organizational structure is a network of interconnected jobs, job groups, and ultimately authority (Burstein 1991, p.327). A structure of an organization specifies how individuals are placed into departments and departments are grouped to form the organization. It comprises the creation of mechanisms to ensure effective departmental communication, integration, and coordination of efforts. Typically, an organizational chart depicts the formal relationships within an organization, including the number of levels in the hierarchy and the scope of control of managers and supervisors (Schriber and Gutek 2010, p.642). Bob and Lloyd must choose an organizational structure that corresponds to the span of control (Alder and Jelinek 2006, p.74). Each individual's function and responsibilities must be specified within the organizational structure of the fast food establishment.

The objective of an organization structure is to give a common reference that demonstrates the general relationship between upper management, middle management, and lower level management (Murphy and Willmot 2010, p.268). Traditional organization models always placed the CEO on top, with everyone else grouped in layers according to department, however today there are numerous decentralized and flexible organization systems. Bob and Lloyd should establish a structure that improves horizontal coordination and communication, despite the absence of a traditional organizational structure, in order to promote change adoption (Burstein 1991, p.327). In a fast food industry, a horizontal organizational structure will decentralize decision-making. The first diagram below depicts a contemporary organizational structure with three management levels. (Burstein 1991, p.327).

Three managerial levels.

One of the four factors that help a corporation develop its organizational structure is job specification, which entails outlining the departments' responsibilities (Barry 2000, p.33). The second is departmentalization, in which positions are grouped and responsibilities are assigned in accordance with the company's objectives. The third aspect is span of control, in which the management examines the tasks at hand and the number of units and, as a result, merges the two factors in an advantageous manner (Chen 2004, p.6). The final aspect is delegation of authority, which introduces managers in charge of units and gives the head of each unit the capacity to make decisions on behalf of the organization. Bob and Lloyd ought to distribute control to the managers of the fast food company so that they may make decisions with ease. Each unit department's managers should make choices on behalf of the organization.

Teams and group effort

In order to turn around an organization, management must support a team-based approach. Consistently, management gurus have asserted that a team exceeds an individual in terms of passion, focus, and overcoming formidable obstacles. (Mullins 2010, p.46)

A team is a small group of individuals with complementary skills and a shared purpose for which they all feel accountable (Katzenbach and Smith 1993, p.68). Bob and Lloyd must adhere to the five team standards in order to establish a formidable team for the fast-food hamburger enterprise.

The team for one must be modest, ideally between two to twenty-five members, because it is easier to collaborate with a small group (Hill and Jones 2009, p.385). The second concept is that team members must possess complementary abilities (Leitner 2004, p.35). The third principle states that members should share a common purpose and objective, which means that the team's objective and mission must coincide (Hill and Jones 2009, p.384). The fourth principle is that the team must build a shared working style in which the team pays attention to administrative and work-related aspects and each team member identifies their position in the team's work (Picot et al 2008, p.84). The final principle emphasizes that all members must be accountable to themselves and to others in order to ensure the commitment and trust of other members (Katzenbach and Smith 1993, p.68). The diagram below depicts a paradigm change in a team system, often known as a team structure (Picot et al 2008, p.84).

Team structure.

For the sake of strategic team building, Bob and Lloyd should carefully pick and staff their employees so that they have a motivated, vital workforce. The fast food sector necessitates qualified, quick, and efficient employees; else, the business could fail (McNichol et al 2007, p.2007). Staffing corresponds to human resource planning; here, the organization should evaluate the number of personnel required, their backgrounds, their credentials, and the cost of recruiting each one in order to achieve its objectives. Consideration must also be given to how to get the necessary personnel, with recruitment considerations including education, experience, human relations, communication skills, and motivation (Northouse 2009, p.165).

When undertaking employee selection, management should devise an elimination-based method for selecting the most qualified individuals. Having a set of criteria and a score sheet for each candidate guarantees that the organization will have a high rate of successful hires (Baligh 2006, p.126). The organization must define each interview, develop a strategy, communicate with the interviewee during the interview, and establish a conclusion for the interview. Bob and Lloyd should perform an in-person interview to determine whether or not each employee have strong interpersonal skills (Chen 2004, p.7).

Motivation is a crucial part of every firm; if the employees are not motivated, they will inevitably produce less (Sekhar 2010, p.16). Increases in working conditions, interpersonal relationships, income, job security, company regulations, supervision, and administration are examples of motivating factors (Sekhar 2010, p.17). Bob and Lloyd should motivate their fast food staff by providing them with favorable working conditions and bonuses.

Leadership and administration strategy

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

Second, employing a collaborative approach begins to foster excellent community connections because everyone is represented, so laying the groundwork for collaborations within the institution, which benefits the entire community (p.58). A skilled leader will most effectively unite all members in a strategic manner to work together; he or she must also be intelligent and inspiring (McNichol et al 2007, p.104). In addition, a leader should propose innovative tactics that are effective and will provide positive performance outcomes; this will serve as motivation for all members.

Manpower planning would be the optimal strategy for implementing "imposed-incremental change" in an organization (Cooper 2005, p.231).

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

The competency is intended to be useful when an organization has limited funds to spend yet must carry out its activities (Northouse 2009, p.168).

Well, the best approach to strengthen one's leadership characteristics is to develop skills in manpower planning, which will allow for the regulation of projects and the establishment of a structured workforce to complete the duties.

In order to achieve strong leadership, a leadership mission entails deciding on long-term and short-term objectives and allocating priority to methods (Moyles 2006, p.178; Bass and Avolio 1993, p1). A competent leader should have a strategy formula that focuses on effective resource allocation, making judgments on diversifications, and entering overseas marketplaces to combine and participate in an organization's initiative. A leader's strategy commits the organization to a defined vision, mission, and objective over a prolonged period of time in order to achieve it (Northouse 2009, p.169; Moyles 2006, p.179).

The success of policy implementation depends on the capacity of the leadership function to motivate others to assist in strategy redesign (Moyles 2006, p.179) Redesigning an organization's process enhances it and helps it adapt to external environmental restrictions over which the leader has no control (Murphy and William 2010, p. 268). Bob and Lloyd should construct a strategy-support culture at the fast food industry and establish an effective and functional structure in order to ensure policy implementation (Moyles 2006, p.522). Bob and Lloyd must encourage the managers of each unit and the staff to discover methods to contribute to the implementation process (Normore 2010). Implementation involves personal discipline, commitment and sacrifice. This is due to the fact that at this time is seen as unstable and requires everyone to embrace new systems (Picot et al 2008, p.86).

Organization culture

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

Organizational culture encourages the learning process. Today's organizations are under a great deal of pressure to perform, which requires them to learn, adapt, and take ethically sound actions in order to meet the demands of the industry and the shareholders (Schriber and Gutek 2010, p.645).

According to McNichol et al. (2007), there are a variety of corporate learning culture approaches. The three most prevalent categories are (p.104):

A supportive organization learning culture is one in which team members or the management of an organization provide assistance for learning. Concretizing organizational learning culture: when the learning culture is founded on concrete procedures and practices, such as billing, logistics, and product development (Mullins 2010, p.35). Leadership organizational learning culture: a technique that employs leadership to reinforce learning inside an organization. This indicates that the leader in the organization must study the organization's constraints, acknowledge them, and explore alternatives to improve the organization's performance in order to steer the learning process (Sekhar 2010, p.17).

Organizational learning is under pressure to keep up with the shifting patterns of the times. In the past, people were not required to make quick decisions, but today they must do so in uncertain circumstances. A learning organization is an entity in which employees successfully transfer knowledge (Leitner 2004, p.89).

By attempting to develop an effective learning organization, the fast food corporation will demonstrate its efforts to rethink the organization culture process. There are two strategies to improve an organization's learning strategy. The first is a single-loop learning process that involves modifying the environment without altering the organization's structures (Chen 2004, p.8). The second consists of a double loop in which new systems are implemented and the learning process is redefined and tested (Murphy and Willmot 2010, p.270). Bob and Lloyd should come up with innovative ideas for the development of the fast food company and the establishment of a competitive edge in Cambridge. Chen (2004) specifies, if it is a single-loop, the condition.

Executive Synopsis

This business project proposal describes a new enterprise resource planning (ERP) system that will be delivered to Global Drinks. The purpose of this study is to investigate the fundamentals of ERP systems and their effects on business operations. Microsoft Dynamics NAV is chosen as the ERP system for analysis. Its effectiveness is supported by a well-developed reasoning, a three-tier architecture, a specified strategy (parallel adoption), a list of components and needs, and a description of possible organizational changes.

The process of implementing a new ERP system is not simple. The company is advised of the obstacles and errors that are typically connected with implementing Microsoft Dynamics NAV. The staff of Global Drinks are unhappy with the conditions under which they are required to work and evaluate client information. In the existing IS system, it takes a great deal of time to discover and store the key data. Microsoft Dynamics NAV features three major tiers (Client, Server, and Database) within which customers can share information. The system addresses the information to the server, where it is examined and refined before being transferred to the database.

Microsoft Dynamics NAV is enticing and effective for deployment due to the ability to store information and quickly locate the data or extracts necessary. The conclusion is that the proposed ERP system can boost the company's manufacturing and distribution functions. During the installation process, the requirement to use the Microsoft platform, which is often available to a large number of users, does not provide any difficulties. In general, many businesses do not comprehend why they require ERP systems and face numerous obstacles. This proposal offers Global Drinks with the required justifications for why the system selection must be correctly identified and justified.

Introduction

There are numerous ways for a business to structure and manage its complex business environment. Analyzing the current and available ERP system and implementing the one that is more accessible is one of the most obvious and efficient methods. ERP is an abbreviation for enterprise resource planning (Grabski, Leech, & Sangster, 2013). It implies that an ERP system is a significant organizational tool that can be utilized to facilitate a variety of transactions, provide operational benefits, and establish acceptable standards for a company's procedures. ERP system implementation is the most effective method for gaining control over product planning, marketing, manufacturing, and other business activities, given that technological progress cannot be halted or ignored and global competitions continue to develop and threaten many developing and developed companies.

This project aims to deploy a new ERP system to the company Global Drinks, which has 100 employees and 12 senior managers in the accounting and production departments, and demonstrate the system's performance. A new ERP system is required since it takes a great deal of time to complete all transactions, control all payable and receivable accounts, and achieve financial and manufacturing reporting success. Global Drinks is advised to deploy Microsoft Dynamics NAV as its primary enterprise resource planning (ERP) system as it most closely matches the company's present IS structure and its particularities.

Current IS Architecture

The examination of the current IS should assist in comprehending why a new ERP system is required for the selected firm. It is not enough to simply demonstrate the choice's suitability. In this proposal, it is essential to explain why the ERP should be implemented and what expected results can be anticipated. Currently, the company's personnel must take a number of procedures and invest a great deal of time to complete a historical analysis and reach the desired outcomes. To correlate consumer purchases, the manager must locate the data in various tables and enter it into a particular spreadsheet. Then, it is vital to compare and evaluate information collected from different years. Even the need to devote more than 15 minutes to such tasks has a negative impact on production and irritates employees (Ciecierski, 2013). No minimum level of automation and access to management data is necessary. It is possible to state that the corporation has some sort of system, but it is inefficient.

Need for an ERP system

Due to the difficulties and discontent with the current system, Global Drinks should adopt a replacement ERP system. The necessity for a new ERP system can be explained by the benefits that are often inherent to every ERP system: the ability to encourage business process automation, significant supply chain improvements, decreased costs, enhanced market response, and information management control (Grabski, Leech, & Sangster, 2013). Global Drinks must implement a new system in order to improve organizational efficiency and facilitate the communication between internal and external customer and vendor divisions.

Different firms' experiences demonstrate that it is possible to benefit from installing ERP systems, as well as to fail due to an inability to grasp the essence of an ERP system and a lack of interest in the implementation process from the start (Armstrong, 2013). Workers at Global Drinks have already been negatively impacted by the inability to manage large amounts of data and diverse financial activities. It is challenging to establish standards and provide flexible working circumstances for employees so they can integrate information, make proper judgments, and increase market earnings (Motiwalla & Thompson, 2012). Due to the international nature of the corporate world, the majority of firms must collaborate with individuals who speak different languages, reside in different countries with different currencies, and prefer different accounting models. Instead of constantly analyzing information about each consumer, it is preferable to develop an effective ERP system and use it on a regular basis.

At the same time, it is vital to acknowledge that many firms have encountered a great deal of obstacles during the implementation of their ERP systems, spent a great deal of money, and lost. This procedure demands numerous people and financial resources, and Global Drinks should be prepared to work diligently to successfully adopt a new ERP system. A properly selected system can assist the organization in identifying the standards by which all customer-provided data can be evaluated by vendors and introduced logically. As soon as any points are added to the system, the selected program should verify the accuracy and order of the obtained information. With a correctly integrated ERP system, there are consequently less opportunities for informational and technological errors.

ERP and Justification

Taking into account the existing financial status, future ambitions, and opportunities of Global Drinks, it is recommended that the company's employees deploy Microsoft Dynamics NAV as its primary ERP system. Microsoft Dynamics NAV is a well-known global ERP concept that enables several small and medium-sized organizations to manage their finances and enhance their organizational elements (Microsoft Dynamics NAV, n.d.). The creators of Microsoft Dynamics NAV software acknowledge that this solution may ease supply chain, manufacturing, and operations for its users (Microsoft Dynamics NAV, n.d.).

In addition, Microsoft Dynamics NAV requires less time to install and implement compared to competing enterprise resource planning (ERP) systems. With the assistance of Microsoft Dynamics NAV, the organization obtains the necessary capabilities to quickly link and manage corporate operations. However, Global Drinks must be prepared to take a variety of actions prior to, during, and after the implementation process. All of these expenses are required during the earliest phases of system implementation. With time, employees become accustomed to the chosen program and begin to reap only the benefits.

Several information concerning the chosen ERP system should be stated prior to the justification for the decision:

Microsoft Dynamics NAV is not a conventional enterprise resource planning (ERP) system because it includes innovative tools for organizing finances, sales, and accounts. However, the core of these programs turns out to be those well-known Office applications. Microsoft Dynamics NAV is the cloud-supported application. Therefore, a business that chooses this system will be able to utilize it anywhere and at any time. People can utilize the selected system on any device and receive the same amount of information, as well as possibilities to safeguard the workers' and customers' interests. NAV 2015 is one of Microsoft's most recent accomplishments, addressing areas such as basic accounting, inventory, order processing, planning, management, manufacturing, and marketing, among others (Studebaker & Studebaker, 2015).

All of these traits may constitute a substantial element of the justification for implementing this system. The discovery of the following variables, however, should clarify the issue and persuade Global Drinks to deploy Microsoft Dynamics NAV as its ERP system, the solution to the bulk of the company's difficulties and challenges:

Global Drinks faces the problem of rising competition that determines the quality of the company's financial performance, as do many similar businesses around the world. Microsoft Dynamics NAV is an opportunity to manage financial operations. Global Drinks is incapable of accelerating order processing. The accounting and production departments should hire additional personnel to process the customer data. Due to the necessity of working with massive amounts of data, a number of errors occur, and much time must be spent ensuring the credibility of the information. Microsoft Dynamics NAV is a well-functioning solution that requires little time to elaborate data. Worldwide Drinks lacks the system (or deems this system ineffective), making it difficult to handle client accounts in accordance with global standards. Microsoft Dynamics NAV enables the organization to concentrate on consumers and their needs, rather than the need to expound on their data. Global Drinks has access to multiple application systems and can become disoriented in a matter of seconds. It is possible for one application system to be ideal for one country but undesirable for another. Flexibility is one of the Microsoft Dynamics NAV qualities. The selected ERP system conforms to worldwide standards and is compatible with any device in any jurisdiction.

The core modules of Microsoft Dynamics NAV include:

Accounts receivable and payable as a result of total flexibility on payment terms, currency, and even taxation (Studebaker & Studebaker, 2015); Manufacturing has the capacity to enhance working centers, schedules, etc.; Inventory management has the capacity to learn inventory properties such as levels, location, and status; Project and service management due to the order and control seen when establishing prices, sales and cost budgets, generating schedules, reviewing response times, etc.

Architecture ERP

ERP architecture facilitates comprehension of how the chosen system operates. Any system is dependent on the amount of data that must be saved, as any type of information must be processed by numerous ERP software applications. Architecture is the notion that unifies information storage, processing, and presentation. Two-tier architecture and three-tier architecture are also possible. Microsoft Dynamics NAV possesses a three-tier architecture:

Data tier introduces a database where all Microsoft Dynamics NAV information is stored; Server tier helps to manage business logic and promotes communication; Client tier represents the actual interface that is used by the organization, with a number of properly identified clients: Windows Client, Web Client, Tablet Client, the Role Tailored Client, SharePoint Client (Studebaker & Studebaker, 2015).

The selection of this architecture enables separate servers to execute distinct roles. With the aid of two or more connections, customer demands are fulfilled. Then, it is required to obtain the Application server. Finally, a connection is established with the database server. The following table illustrates the connection and transfer of information using Microsoft Dynamics NAV.

CLIENT SERVER DATA

Windows customer Computer Microsoft Dynamics NAV Server

Microsoft Dynamics NAV Database Server Web client

Tablet client

RTC

SharePoint customer

Strategy for Development and Implementation

Global Drinks is proposed to employ a parallel adoption implementation strategy, based on which the implementation process will occur over a period of time. Despite the need to make some obvious changes and corrections or extend the implementation timeline, it is possible to adopt the system while all employees are still utilizing the previous system. In fact, parallel adoption appears to be a less dangerous deployment technique due to the fact that users are able to grasp the nuances of a new system without having to abandon the old one.

Although some individuals may believe that the chosen technique is time-consuming, it is preferable to focus on the anticipated results of the deployment and the comparison to alternative ERP system implementation tactics. On one hand, the Microsoft Dynamics NAV implementation transition is slower than with a big bang plan. In contrast, the same stage is faster than the phased adoption stage. Regarding this factor, it is feasible to state that the adaptation process during the parallel approach is easier than during the big bang strategy and somewhat more challenging than during the phased adoption. The parallel technique utilized to build Microsoft Dynamics NAV at Golden Drinks is the required golden mean. The staff continue working with clients using an old system while simultaneously saving data in a new ERP system.

ERP Components and Required Databases

Before using Microsoft Dynamics NAV, the business must address a number of challenges. The most important are:

The presence of the necessary operating system (such as Windows 8.1 or Windows 7 Enterprise); Hardware resources (hard disks and 2 GB of memory per disk); Browsers supported (Google Chrome or Internet Explorer 11); supplementary software (Skype, Microsoft Office 2013, Outlook, Microsoft.NET Framework 4.5.2., and Windows PowerShell version 3.0).

All of these components should typically be deployed at the outset of any ERP implementation. Nonetheless, all of them can eventually be installed by a professional. In addition, it is vital to emphasize the significance of network connectivity, around which the entire operation can be arranged. Typically, the source of information from which the file with Microsoft Dynamics NAV is extracted includes an additional file containing instructions on how to initiate the installation process and which ERP system criteria must be met. It is

Table of Contents
Introduction Management of Recruitment and Selection Performance Conclusion Bibliography

Introduction

Human resource management, according to Malik, consists of the administrative tasks involved with human resource planning. These include recruiting, selection, orientation, instruction, evaluation, motivation, and compensation. HRM attempts to develop individuals via their work. It gives direction and guidelines for the organization's employees (Batton & Jeffery, 2001, p.11). Human resource management provides an organization with direction and transforms its needs into logical, actionable policies and programs (Malik, 2009, par.2). This study will examine the two primary functions of human resource management. These include selection and recruitment, as well as performance management. In an effort to gain a deeper understanding of how these two responsibilities are executed, this paper will use Barclays Bank as a case study.

Selection and Recruiting

Selection is the mix of procedures used to choose one or more candidates for a position or function (Edenborough, 2007, p.2; Kubr, 2002, p.388). It is a process that all businesses engage in (Pratt & Bennet, 1989, p.116; Grobler & Surette, 2005, p.183). Recruitment is the process of attracting candidates to a specific job in a company (Kubr, 2002, p.387). Depending on the nature of the job, internal or external recruitment may be necessary (Jones & Jennifer, 2004, p. 347; Paynes, 2004, p.169).

Internal recruitment occurs when a business wants to promote some of its current employees to managerial or other higher-level jobs. At Barclays bank, the human resources department participates in the selection process in order to match individuals with the available work.

Matching is the most effective method for optimizing human resources (Dresner, 2010, p.3; Kramar, 1999, p29). It is vital to evaluate employees beyond the abilities required for their current position in order to determine their potential and the many positions for which they are most prepared (Dresner, p. 3).

In the selection and recruitment procedure, there are essential procedures that must be followed to achieve optimal results. These phases comprise a role analysis, personal specifications, labor market identification, the attraction of candidates, application screening, candidate evaluation, decision making, reference checking, job offer, and induction (Dresner, 2010, p.5; Armstrong, 2006, p.409; Kramar, 1999, p.29). All of these procedures are taken by Barclays bank in order to recruit and retain the most talented individuals in financial services.

In the selection process, examining the function that will be filled by an employee involves a number of crucial factors. These features include clear and accurate specifications, the use of numerous methodologies effectively, the elimination of unnecessary procedures, and ongoing improvement and evaluation. In the selection process, role analysis assists panelists in developing a method for systematically describing what a position entails (Cardy, 2004, p.8).

For the goals of providing effective and efficient customer service and hiring the most qualified individual(s) for the position at hand, Barclays bank specifies all the requirements of a job description. This is specified in the job adverts, along with the personnel qualifications required for the position. The second procedure is that of personal specification. This entails matching a candidate to the requirements of a specific position. This necessitates locating the most qualified candidate who matches the given qualifications for the position. As a result of a candidate's accurate evaluation of a job based on a thorough examination of the position, further benefits are obtained.

Several processes are required to ensure that the best decision is made throughout the search for the ideal candidate for the available position. In this phase, the human resources department examines the candidate's adaptability and flexibility in the event that the work becomes dynamic in the future. In addition, these candidates' knowledge, skills, experience, and values towards the performance of the job in question are thoroughly evaluated. It is essential to assess the competencies that could provide evidence of performance (Armstrong, 2006, p.409).

Thirdly, for an organization to recruit the most qualified candidate for a vacant position, it must behave as a seller. In this instance, a business must use multiple means of advertising to fill a vacant post. The objective is to project a favorable image in the eyes of the intended candidates. This needs disseminating critical themes in coordinated, consistent, and cost-effective campaigns (Dresner, 2010, p. 7; Armstrong, 2006, p. 416).

This is the best approach for individuals to learn about a vacant position, thereby encouraging them to submit applications. A significant number of suitable individuals must be targeted by a company for the entire process of employee recruiting to be meaningful. Important also is the cost-effective processing of unsuitable applications. Concurrently, it is essential to ensure that the qualifying applicants are adequately notified of the conclusion of the recruitment process. The concept behind this is that an institution would want to retain a favorable public reputation (Dresner, 2010, p.8).

In several instances, Barclays use print media (mostly the newspaper) to advertise for open positions within the firm. The majority of these newspaper adverts include a provision that specifies the contact person potential candidates can approach once the recruitment process has completed. This decreases the expense associated with communicating with all applicants. The most common condition specifies that only the finalists will be contacted for interviews.

There is also a requirement to evaluate the candidate response process for potential job recruitment. This procedure is based on a completed application form or resume. The usage of application forms results in the evaluation of a large number of candidates based on a standard response. The design of these forms necessitates the inclusion of specific information that will be utilized for screening and evaluating candidates (Armstrong, 2006, p.425).

The bank specifies the advertising requirements and the particular documents that must accompany the application letter for consideration. If there are forms to be gathered or downloaded from the bank's website, potential applicants are instructed on how to proceed.

There is also subjective screening. If they are to increase the quality and consistency of the screening processes, selectors must be given specific guidance on which competencies to emphasize (Dresner, 2010, p.10; Pulakos, 2009, p.15). After the screening processes, companies and types of recruiting use a wider variety of selection methods. At Barclays, applications are screened by professionals so that the best candidates can be shortlisted. This helps reduce costs associated with interviews and saves time by narrowing the candidate pool.

A successful screening procedure is followed by an interview. It is the most used selecting method (Jones and Jennifer, 2004, p.347). They may be organized or unorganized. In the unstructured interview, the interviewers utilize their judgments based on the candidate's performance to determine if the candidate is qualified for the position. Despite its widespread use, it is not as successful as a structured interview. Structured interviews are designed to elicit particular information from candidates.

The responses are graded using a consistent scoring range. The responses are then evaluated for evidence of relevant abilities. The scores serve as the basis for evaluation. In most circumstances, Barclays conducts unstructured interviews since they are quick to evaluate and form a sound choice regarding who qualifies for the position and who does not. This is especially true when the bank wishes to recruit from outside sources.

Tests are administered to candidates after an interview, a practice that is gaining popularity (Grobler & Surette, 2005, p.189). In this instance, the Aptitude is used to evaluate the personalities and skills of prospective employees. Ability exams are used to evaluate the vocabulary, numeracy, speed and accuracy, and awareness of an individual. The higher the score, the greater the candidate's aptitude for the position. Personality tests measure the features, values, and attitudes that influence a person's beliefs and conduct. These exams are the performance standards or benchmarks for the work at hand (Dresner, 2010, p12; Jones and Jennifer, 2004, p.348).

Most applicants are familiar with aptitude exams, albeit they differ from company to company. They are used to limit the number of successful applicants at Barclays. For entry-level positions, applicants are evaluated on their fundamental cognitive quotient and their ability to think and reason quickly. For more senior positions, such as management, more technical tests are administered.

The candidates are then given exercises to ensure that they can do the job satisfactorily. These are genuine, observable, and evaluable tasks. This motivates candidates to exhibit truthful behavior, is cost-effective, and measures factors that are causally connected to job success. Individual or group exercises in which applicants are assigned tasks and evaluated based on their prioritizing and performance.

The remaining steps are checks and offers. Here, the information provided by candidates is verified for legitimacy. References are utilized to learn more about a person (Jones and Jennifer, 2004, p.349). When a request is organized around specific questions, references are often useful. Offers of employment may be conditional, such as completion of probation or submission of qualification documents, or they may be unconditional (Dresner, 2010, p.15).

Offers must be transparent and specific. There is a legal need that a summary of the principal terms and conditions be provided within two months of beginning employment. The phrases should not discriminate against individuals on the basis of gender, race, etc (Dresner, 2010, p.16). Before Barclays bank may hire a candidate, this stage must be completed. It is essential to use a person's curriculum vitae to obtain information about his or her credibility from his or her referees.

Performance Administration

Performance management is an integrated and particular approach that strives to provide organizations with sustainable success. This is accomplished through enhancing the performance of people working in the organization and by developing their talents individually or in groups (Armstrong, 2000, p.1). It is strategic because it focuses on the broad factors that influence the business's performance in its environment. A company's outputs and behavior should be taken into account while managing performance. This is due to the fact that it addresses competence levels and accomplishments in addition to objective-setting and review (Armstrong, 2000, p.4; Kaplan and David, 2001, p.6). It entails the ongoing evaluation of performance relative to knowledge, skill, and ability, performance enhancement, and personal development plans (Armstrong, 2000, p.4).

Performance management is also defined as continuous communication between the employee and the supervisor and the formation of clear understanding and expectations regarding the person's functions, contribution, job performance, and how to improve on performance (Bacal, 1999, p.3). Effective administration involves knowledge of the performance domain (Cardy, 2004, p.7). Job-related duties and responsibilities must be well-known in order to facilitate performance evaluation and enhancement. It is the most demanding role because it involves managing an organization's people capital (Pulakos, 2009, p3).

The objective of performance management is to obtain better and more effective results from the company, teams, and individuals. This is accomplished by recognizing and regulating its performance within a framework of predetermined objectives, standards, and competency prerequisites (Armstrong, 2000, p.6). Performance is the accomplishment of necessary results (Carter and Frank, 2005, p.19). The primary purpose of performance management is to maximize the contribution of employees to the organization's fulfillment of its goals (Franke, 2004, p.10; Pope, 2005, p.7).

Performance management has its own set of tenets. Several of these principles can be summed up as follows:

Individualizing corporate objectives into team, department, and divisional objectives Clarification of business objectives A continuous process whereby performance improves over time. Building consensus and cooperation The development of a shared understanding of what is required to improve performance and the achievement of these goals. Encouragement of individual performance management Two-way, straightforward, and honest dialogue Continuous feedback Individual consideration. Procedure impartiality. In management practices, people are treated with fairness in order to minimize bad outcomes. Transparency. Employees have the ability to examine the made decisions (Armstrong, 2000, p.6).

Integration is fundamental to performance management, including both vertical and horizontal integration (Armstrong & Angela, 2005, p.2). Vertical integration supports the synchronization of corporate strategic objectives with the efforts of people or teams in accomplishing corporate objectives (Armstrong, 2000, p.8). The objectives are established at each management level in terms of the objectives at the next higher level. It can also be from the bottom up, where people establish their own objectives and then convey them to the top management.

Second, horizontal management is characterized by communication at the same level; for instance, it may involve the management of the same department or a team in which the members establish and pursue their own objectives (Armstrong, 2000, p.8). Barclays's formal communication consists of both vertical and horizontal communications. Through vertical communication, managers convey goals to their workforce. In departments and at the executive level, decisions are made through the use of horizontal communication.

It is also vital to highlight that the performance management team must implement a number of modifications. They are the outcome of managers' and employees' hesitation. They are intimidated or mistrustful of the procedure. First, a manager's resistance may stem from the manager's perception that the forms and procedures lack logic. The sets of forms that many organizations demand must be used may not be applicable in every circumstance. Again, the manager may assert that there is no time owing to a misunderstanding of performance management's advantages. When managers take the effort to manage performance, they provide their staff with clear expectations and, as a result, they save the firm time and money because they understand their jobs.

To avoid confrontation, managers should design performance management in a way that implies assistance rather than blame, encouraging employees to evaluate themselves, portraying performance management as a joint activity rather than a one-authority situation, focusing on accomplishments rather than failures to motivate employees, and identifying problems as early as possible to prevent future conflicts.

The management must design a method to ensure that he or she is not constantly observing or responding to input. The resource manager and the entire workforce should constantly collaborate to discover answers (Bacal, 1999, p.13-16). One of the difficulties faced by Barclays' human resource management is the requirement to submit a daily report on the performance of personnel. It is necessary to establish daily work schedules, which is a difficult and time-consuming task.

Regarding employee reluctance, many employees believe that their performance management experiences have been the best. No employee like receiving criticism because it decreases their motivation. This makes people feel uneasy. Fear of the unknown will make people defensive, and as a result, their cooperation will be quite poor. Good employee relations will aid in the resolution of these issues and make performance management easier for both employees and supervisors (Bacal, 1999, p.17). Employees at Barclays may feel endangered due to the company's intense competition and occasionally excessive demands. This could make them feel uneasy. The relationship between them and their superiors, who are also participating in evaluations, mitigates this hazard.

Teamwork is essential for effective performance management. Employees and management should collaborate to achieve the success of the organization. First, a competent manager will understand the most effective method for performance management. This will aid the manager in making effective performance management decisions. Knowing what employees value and what motivates them to work will boost their cooperation and, thus, production. Additionally, supervisors must have a method for documenting performance-related issues. This will help employees develop, and the manager will be able to account for disciplinary actions in extreme circumstances (Bacal, 1999, p. 20).

Second, the employee(s) must know what is expected of them and receive regular and precise feedback on their performance in order to improve and become more productive. They must also know how they fit within the organization, define their responsibilities since they are more self-aware, and understand their degrees of authority to make decision-making easier (Bacal, 1999, p. 20). Good communication in the Barclays bank makes performance management simple because managers and staff are always aware of what is expected of them.

Conclusion

Human resource management is a department that equips a corporation or organization with the required staff and manages that personnel for optimal results. Management must adhere to certain procedures for selection and recruiting in order to choose the finest candidates and retain them in the organization. This is vital to maintain constant competitiveness. Performance should also be managed and reviewed at all times so that personnel may be developed to meet an organization's expectations and deliver competently, hence enhancing an organization's output and financial productivity. Barclays bank has portrayed the role of human resource management, resulting in a highly skilled and productive workforce. This makes it internationally competitive.

Reference List

Armstrong, M., 2000. Performance Management: Essential Strategies and Guidelines for Practice London-based Kogan page publisher for the second edition.

Armstrong, M., and B. Angela, "Managing Performance: Performance Management in Action," 2005. CIPD: London.

Human Resource Management Practice, 10th Edition, M. Armstrong, Kogan Page Publishers, London, 2006.

Bacal, R. (1999). Performance Management. New York: McGraw-Hill.

MacMillan: London, J. Bratton and G. Jeffrey, Human Resource Management: Theory and Practice, 2nd edition.

Performance Management: Concepts, Skills, and Exercises, by R. L. Cardy, 2004.

M. E. Sharpe is located in New York.

2005. Carter, E. M. A., and A. M. Frank. Increasing Employee Productivity Through Workplace Coaching Kogan Page: London.

H. Dresner, Profiles in Performance, 2010. London: John Willey and Sons

Assessment Methods in Recruitment, Selection, and Performance, by R. Edenborough, 2005. Kogan Page: London.

HR Networking: Performance Management was published by CCH Incorporated in Chicago in 2004.

Human Resource Management in South Africa, 3rd Ed., Grobler, A. P., and W. Surette, 2006. London: Thomson

Jones, G. R., and M. G. Jennifer, "Essentials of Contemporary Management," 2003.

New York — McGraw-Hill

Kaplan, R. S., & David, P. N., 2001. The Organization Focused on Strategy. New York's Harvard Business School.

Kramar, R., 1999. Australian Human Resources Management. Sydney: Allen & Unwin.

Management Consulting: A Guide to the Profession, by M. Kubr, 2002.

Geneva houses the International Labor Office.

Academic Leadership, 7(1), 2009. Web. Malik, N. (2009). Emergence of Strategic Human Resource Management: A Historical Perspective.

Human Resources Management for Public and Nonprofit Organizations, by J. Paynes, 2004. 2nd Ed. Jossey-Bass: New York.

2009, D. E. Pulakos. Performance Management. Wiley-Blackwell is located in London.

Performance Management.CCH Incorporated: New York, E. C. Pope, 2004.

Pratt, K. J., &Bennet, S. G., 1985. Elements of Personnel Management. Taylor And Francis: Cambridge.

[supanova question]

Executive synopsis

In today's society, knowledge management is accorded a great deal of importance; it focuses on the various types of corporate changes within a business, as well as their application and success. Consideration is given to the comprehensive analysis of knowledge management in the Saudi telecom company and how it contributes to strategy creation, technological expertise, and implementation success. This illustrates the significance of knowledge management in a telecom corporation.

Introduction

Knowledge Management is crucial for all corporate operations. Utilizing knowledge management in a firm facilitates the coordination of information by collecting, sharing, and innovating additional data. Improving current knowledge will assist the organization in operating more effectively and successfully. Knowledge management provides employees with enthusiasm for their work. Every company experiences transformation under varying conditions. Therefore, companies are prepared to face the changes they wish to implement, and after examining all of these changes, they attempt to gain the necessary expertise to implement these changes competently. In order to make this study comprehensive, methods such as effective planning, execution, and time management, among others, are regarded as essential elements. The central principle of knowledge management is updating current knowledge to increase an organization's efficiency.

Saudi Telecom Company (STC) provides consumers with a variety of telecommunications services. They are the top telecommunications company in Saudi Arabia due to their superior service quality. They prioritize the needs of the clientele. They consistently propose various novel techniques to enhance the quality of their service. Competition in the telecom industry is intensifying daily. Today, there are numerous commercial and public telecom businesses; all of them provide customers with a variety of communication services. Some of the offerings appear to be quite appealing to the customers, who are eager to utilize the services. Increased competition among telecom companies represents a significant problem for the industry. In order to survive against competition, businesses are aware of the present market need. The various knowledge management strategies usually provide insight into the types of changes they want to execute, thereby facilitating the development of customer-specific offerings.

Importance of knowledge management inside a company

Every organization can have a specific performance aim. To improve the company's performance, it must collect relevant data for enhancing efficiency. "Knowledge management is providing the right information to the right people at the right time so they can make the best decision" (Petrash in Jashapara 2004). " (Knowledge management report 2009).

To thrive in the sector of telecommunications, companies like STC must have a thorough understanding of their marketing and services. Therefore, the corporation must seek solutions to its current business difficulties by obtaining new knowledge, which can boost its marketing effectiveness in numerous ways. Knowledge management brings numerous benefits to STC. They include enhancing the product's quality, preventing common errors, reducing manufacturing costs, and encouraging and enhancing staff knowledge exchange and learning. STC intended to extend their operations to meet commercial business requirements. For this, it employs a variety of strategies. STC focuses mostly on current market conditions. To establish its own standard in the global telecommunications industry, STC makes an effort to comprehend the industry's major shifts. To provide clients with high-quality services, "STC has recently established its FORWARD Strategy, which aims to support and strengthen its competitive position. On the basis of this approach, STC aspires to improve its customer-centric culture in all facets of its company." (Overview 2009).

The company's foreign expansion is facilitated by the FORWARD strategy. It leads to an improvement in the company's financial status. The services provided by STC are highly reliable. STC has been the leading worldwide telecom firm in terms of marketing due to its outstanding performance.

Plan for knowledge management advantages

Knowledge is perpetual and will never be exhausted. It is the essential factor for an organization's success. Utilizing knowledge management effectively provides insight into the intellectual potential of a company. Knowledge management has numerous advantages. Knowledge Management: An Integrated Approach focuses on five aspects of the knowledge cycle: discovering knowledge, developing knowledge, assessing knowledge, sharing knowledge, and capitalizing on knowledge. (Jashapara 2004).

By implementing knowledge management, a business will become more innovative and flexible. Knowledgeable employees are the true result of an organization. Through KM, firms gain a clear understanding of the procedures necessary to achieve their objectives. The application of KM in a business aids in the development of a person's talents. Saudi Telecom Company is one of the top organizations implementing a knowledge management strategy. STC not only provides the greatest services to businesses, but also to the members of the organization. It offers numerous communication services to businesses and individuals by providing landline and internet connections. It offers numerous work prospects in the telecom business. It has over 21,000 employees and holds the largest position in Saudi Arabia's communication industry. Utilizing knowledge management allows the organization to build the local and regional markets for telecommunications by focusing on individuals. The services that STC offers its mobile-using consumers are an additional benefit offered by STC. Knowledge management contributes to the growth of an organization by introducing cutting-edge communication approaches. The STC's fast Internet connection is of considerable assistance to both the corporate and educational communities. Taking future trends into account, the corporation is implementing a variety of new communication approaches. Saudi Telecom Company intends to enhance their market share by adopting proper plans, which will result in a substantial increase in profits. The execution of new strategies inside the organization may be facilitated by communicating various knowledge concepts between staff members. When making and receiving calls, the company provides a discounted rate for its customers. While sending SMS, clients are offered discounts. Knowledge management at STC aids clients in comprehending the company's terminology when they are given technical knowledge. They convey the facts to their users in a straightforward, accurate, and precise manner. Saudi Telecom Company provides services to all types of clients in all regions; as a result, it is able to attract more customers from across the nation.

Process of knowledge management and its application

Knowledge management strategy

Knowledge management is the collection of techniques by which an organization combines, explores, develops, and analyzes its knowledge in relation to its resources, such as its people, technology, and organizational goals. "In order to be effective, a KM strategy must outline more than just high-level objectives such as 'become a knowledge-enabled organization'." (Robertson 2004).

The knowledge management approach contains many types of precisely implemented and evaluated long-term goals. The type of strategy may vary based on the organization's aims. For successful implementation, the knowledge management strategy employs both push and pull strategies. The majority of knowledge management methods are object-oriented and place a strong emphasis on performance measurement, competitive advantage, and technological innovation. Knowledge management views knowledge to be the heart and soul of an organization. This also provides extensive knowledge regarding market segmentation, competitive analysis, and price and promotion criteria. The knowledge management process requires extensive data mining and data warehousing.

Saudi Telecom Company's knowledge management approach

Knowledge management assessments are comparable to performance evaluations, and they are conducted at three distinct stages: the pre-implementation mode, the implementation mode, and the post-implementation mode. Depending on the outcome of the pre-implementation phase, the implementation phase may involve a variety of actions or analyses. To adopt KM in a corporation, organization authorities must first determine whether or not KM will have a positive impact on the company and how much output will improve. Post-implementation entails determining if the knowledge management approach was a worthwhile endeavor and a success.

The hierarchical structure of the corporation was derived from the previous military strategy, but today the technology is much more advanced and their use is widespread, the notion of virtual management has a greater impact, and the telecommunications company has the most impact in the current scenario.

Saudi telecom provider

The Saudi telecom mostly deals with valuable resources, which they regard as their most significant asset.

They possess a wealth of knowledge that is demonstrated in the design, development, and successful execution.

As part of the knowledge management advancements, they have cooperated with the customer care giants converges for the execution of sophisticated billing and customer care services. They have the capability to deploy internet services with end-to-end visibility for the investigation of different types of business problems. The company's information management also plays a vital function when there are information management service executives. This helps them maximize their profits.

Organization Structure Knowledge management tool

The tools are the approaches that are utilized for the conveyance of information or data for the organization's profitability, productivity, or product efficiency. The primary focus of the management tool should be on the generation, codification, and transfer of data.

The knowledge generation utilizes a system where information must be supplied or generated, where the new generations that are to be concerned with the use of research and the development of activities are considered, as well as the use of various strategies that are internal generation tools.

Codification entails encoding the information and then combining the codes in order to use the knowledge. These utilize artificial intelligence or virtual memory for the purpose of codification. The particular action is carried out only after the correct data has been obtained.

Consideration is given to the transfer of the data when the appropriate information is acquired from the codification and when the information must be transferred depending on the data and the information gained. This consists of the system-wide consistent data utilized to transfer the final data.

Knowledge management also involves the design of several tactics, with the push strategy and the pull strategy being the most significant.

Push approach

The push strategy is an integrated strategy that may involve knowledge management and improvement. This makes advantage of the employees' ideas and perceptions within the organization and presents the explicit knowledge. This may also address the employees' significant contributions to the organization. This mostly employs several strategies for communicating linked ideas, often known as codification. This may have significant bearing on the training and other help supplied by the company. This contributes significantly to the company's economies of scale.

Pull Methodology

Pull strategy is a type of strategy in which field-specific expertise is utilized to provide the necessary output and feedback for the organization's optimal functioning. This is the strategy where the organization's members have no say in the push strategy. This focuses primarily on the thoughts of professionals. This may also incorporate the colorful perspectives of the field's pioneers. This might also be the organization's teamwork effort.

Collaborative innovations

This is an important strategy that the corporation has established for the development of innovative technology and the expansion of its market presence via the use of various technological concepts. It intends to implement a full-fledged broadband connection. It prioritizes Riyadh, Jeddah, and Dammam before focusing on the remaining eight big cities. Al Daweesh, an engineer, stated that STC's Unified International Roaming Network is a smart move that follows and complements global communications trends (Ammari 2008).

STC is the first and largest telecommunications provider in the region to introduce a unified international roaming service including 30 other firms worldwide.

Information mapping

Knowledge mapping identifies upcoming changes in the sector and may also involve displaying the inputs necessary to be the global leader. This occurs when several types of knowledge can be integrated into market knowledge.

Following action reviews

After action reviews are those conducted with implementation strategies; they must be examined. Following an examination of the implementation phase, the reviews are examined.

Implementation of the information strategy

The implementation of the knowledge management plan is a step-by-step process. The plan can be implemented using the survey model, in which a survey must be conducted in which a great deal of information must be gathered. This may lead to the identification of problems or different types of technology-related issues within the organization. Implementation is very dependent on the nature of the specific project. (Knowledge Management planning and implementation 2002)

It is necessary to identify the locations where promotions must take place and the cities where product availability must be more specific. There is a structure of involvement in the organization for individuals with differing ideas. The success is due to the well-established method. Employees are properly informed about the execution of a new project. Employees are motivated when they have doubts regarding the implementation of the strategy as a whole. The implementation has been supplied with monitoring. The ongoing approach of communicating the new methodology and the many types of analysis is communicated. The purpose of the reward system is to enhance the quality evaluation process. The objectives are to be conveyed in the manner so as to make them understand how it may suit the organizational needs.

A good base which has a lending hand from the top leader ship the technical persons and the staff which consists of the communication, incentive and the other reward system should be considered well in advance before the knowledge

Executive synopsis

In today's society, knowledge management is accorded a great deal of importance; it focuses on the various types of corporate changes within a business, as well as their application and success. Consideration is given to the comprehensive analysis of knowledge management in the Saudi telecom company and how it contributes to strategy creation, technological expertise, and implementation success. This illustrates the significance of knowledge management in a telecom corporation.

Introduction

Knowledge Management is crucial for all corporate operations. Utilizing knowledge management in a firm facilitates the coordination of information by collecting, sharing, and innovating additional data. Improving current knowledge will assist the organization in operating more effectively and successfully. Knowledge management provides employees with enthusiasm for their work. Every company experiences transformation under varying conditions. Therefore, companies are prepared to face the changes they wish to implement, and after examining all of these changes, they attempt to gain the necessary expertise to implement these changes competently. In order to make this study comprehensive, methods such as effective planning, execution, and time management, among others, are regarded as essential elements. The central principle of knowledge management is updating current knowledge to increase an organization's efficiency.

Saudi Telecom Company (STC) provides consumers with a variety of telecommunications services. They are the top telecommunications company in Saudi Arabia due to their superior service quality. They prioritize the needs of the clientele. They consistently propose various novel techniques to enhance the quality of their service. Competition in the telecom industry is intensifying daily. Today, there are numerous commercial and public telecom businesses; all of them provide customers with a variety of communication services. Some of the offerings appear to be quite appealing to the customers, who are eager to utilize the services. Increased competition among telecom companies represents a significant problem for the industry. In order to survive against competition, businesses are aware of the present market need. The various knowledge management strategies usually provide insight into the types of changes they want to execute, thereby facilitating the development of customer-specific offerings.

Importance of knowledge management inside a company

Every organization can have a specific performance aim. To improve the company's performance, it must collect relevant data for enhancing efficiency. "Knowledge management is providing the right information to the right people at the right time so they can make the best decision" (Petrash in Jashapara 2004). " (Knowledge management report 2009).

To thrive in the sector of telecommunications, companies like STC must have a thorough understanding of their marketing and services. Therefore, the corporation must seek solutions to its current business difficulties by obtaining new knowledge, which can boost its marketing effectiveness in numerous ways. Knowledge management brings numerous benefits to STC. They include enhancing the product's quality, preventing common errors, reducing manufacturing costs, and encouraging and enhancing staff knowledge exchange and learning. STC intended to extend their operations to meet commercial business requirements. For this, it employs a variety of strategies. STC focuses mostly on current market conditions. To establish its own standard in the global telecommunications industry, STC makes an effort to comprehend the industry's major shifts. To provide clients with high-quality services, "STC has recently established its FORWARD Strategy, which aims to support and strengthen its competitive position. On the basis of this approach, STC aspires to improve its customer-centric culture in all facets of its company." (Overview 2009).

The company's foreign expansion is facilitated by the FORWARD strategy. It leads to an improvement in the company's financial status. The services provided by STC are highly reliable. STC has been the leading worldwide telecom firm in terms of marketing due to its outstanding performance.

Plan for knowledge management advantages

Knowledge is perpetual and will never be exhausted. It is the essential factor for an organization's success. Utilizing knowledge management effectively provides insight into the intellectual potential of a company. Knowledge management has numerous advantages. Knowledge Management: An Integrated Approach focuses on five aspects of the knowledge cycle: discovering knowledge, developing knowledge, assessing knowledge, sharing knowledge, and capitalizing on knowledge. (Jashapara 2004).

By implementing knowledge management, a business will become more innovative and flexible. Knowledgeable employees are the true result of an organization. Through KM, firms gain a clear understanding of the procedures necessary to achieve their objectives. The application of KM in a business aids in the development of a person's talents. Saudi Telecom Company is one of the top organizations implementing a knowledge management strategy. STC not only provides the greatest services to businesses, but also to the members of the organization. It offers numerous communication services to businesses and individuals by providing landline and internet connections. It offers numerous work prospects in the telecom business. It has over 21,000 employees and holds the largest position in Saudi Arabia's communication industry. Utilizing knowledge management allows the organization to build the local and regional markets for telecommunications by focusing on individuals. The services that STC offers its mobile-using consumers are an additional benefit offered by STC. Knowledge management contributes to the growth of an organization by introducing cutting-edge communication approaches. The STC's fast Internet connection is of considerable assistance to both the corporate and educational communities. Taking future trends into account, the corporation is implementing a variety of new communication approaches. Saudi Telecom Company intends to enhance their market share by adopting proper plans, which will result in a substantial increase in profits. The execution of new strategies inside the organization may be facilitated by communicating various knowledge concepts between staff members. When making and receiving calls, the company provides a discounted rate for its customers. While sending SMS, clients are offered discounts. Knowledge management at STC aids clients in comprehending the company's terminology when they are given technical knowledge. They convey the facts to their users in a straightforward, accurate, and precise manner. Saudi Telecom Company provides services to all types of clients in all regions; as a result, it is able to attract more customers from across the nation.

Process of knowledge management and its application

Knowledge management strategy

Knowledge management is the collection of techniques by which an organization combines, explores, develops, and analyzes its knowledge in relation to its resources, such as its people, technology, and organizational goals. "In order to be effective, a KM strategy must outline more than just high-level objectives such as 'become a knowledge-enabled organization'." (Robertson 2004).

The knowledge management approach contains many types of precisely implemented and evaluated long-term goals. The type of strategy may vary based on the organization's aims. For successful implementation, the knowledge management strategy employs both push and pull strategies. The majority of knowledge management methods are object-oriented and place a strong emphasis on performance measurement, competitive advantage, and technological innovation. Knowledge management views knowledge to be the heart and soul of an organization. This also provides extensive knowledge regarding market segmentation, competitive analysis, and price and promotion criteria. The knowledge management process requires extensive data mining and data warehousing.

Saudi Telecom Company's knowledge management approach

Knowledge management assessments are comparable to performance evaluations, and they are conducted at three distinct stages: the pre-implementation mode, the implementation mode, and the post-implementation mode. Depending on the outcome of the pre-implementation phase, the implementation phase may involve a variety of actions or analyses. To adopt KM in a corporation, organization authorities must first determine whether or not KM will have a positive impact on the company and how much output will improve. Post-implementation entails determining if the knowledge management approach was a worthwhile endeavor and a success.

The hierarchical structure of the corporation was derived from the previous military strategy, but today the technology is much more advanced and their use is widespread, the notion of virtual management has a greater impact, and the telecommunications company has the most impact in the current scenario.

Saudi telecom provider

The Saudi telecom mostly deals with valuable resources, which they regard as their most significant asset.

They possess a wealth of knowledge that is demonstrated in the design, development, and successful execution.

As part of the knowledge management advancements, they have cooperated with the customer care giants converges for the execution of sophisticated billing and customer care services. They have the capability to deploy internet services with end-to-end visibility for the investigation of different types of business problems. The company's information management also plays a vital function when there are information management service executives. This helps them maximize their profits.

Organization Structure Knowledge management tool

The tools are the approaches that are utilized for the conveyance of information or data for the organization's profitability, productivity, or product efficiency. The primary focus of the management tool should be on the generation, codification, and transfer of data.

The knowledge generation utilizes a system where information must be supplied or generated, where the new generations that are to be concerned with the use of research and the development of activities are considered, as well as the use of various strategies that are internal generation tools.

Codification entails encoding the information and then combining the codes in order to use the knowledge. These utilize artificial intelligence or virtual memory for the purpose of codification. The particular action is carried out only after the correct data has been obtained.

Consideration is given to the transfer of the data when the appropriate information is acquired from the codification and when the information must be transferred depending on the data and the information gained. This consists of the system-wide consistent data utilized to transfer the final data.

Knowledge management also involves the design of several tactics, with the push strategy and the pull strategy being the most significant.

Push approach

The push strategy is an integrated strategy that may involve knowledge management and improvement. This makes advantage of the employees' ideas and perceptions within the organization and presents the explicit knowledge. This may also address the employees' significant contributions to the organization. This mostly employs several strategies for communicating linked ideas, often known as codification. This may have significant bearing on the training and other help supplied by the company. This contributes significantly to the company's economies of scale.

Pull Methodology

Pull strategy is a type of strategy in which field-specific expertise is utilized to provide the necessary output and feedback for the organization's optimal functioning. This is the strategy where the organization's members have no say in the push strategy. This focuses primarily on the thoughts of professionals. This may also incorporate the colorful perspectives of the field's pioneers. This might also be the organization's teamwork effort.

Collaborative innovations

This is an important strategy that the corporation has established for the development of innovative technology and the expansion of its market presence via the use of various technological concepts. It intends to implement a full-fledged broadband connection. It prioritizes Riyadh, Jeddah, and Dammam before focusing on the remaining eight big cities. Al Daweesh, an engineer, stated that STC's Unified International Roaming Network is a smart move that follows and complements global communications trends (Ammari 2008).

STC is the first and largest telecommunications provider in the region to introduce a unified international roaming service including 30 other firms worldwide.

Information mapping

Knowledge mapping identifies upcoming changes in the sector and may also involve displaying the inputs necessary to be the global leader. This occurs when several types of knowledge can be integrated into market knowledge.

Following action reviews

After action reviews are those conducted with implementation strategies; they must be examined. Following an examination of the implementation phase, the reviews are examined.

Implementation of the information strategy

The implementation of the knowledge management plan is a step-by-step process. The plan can be implemented using the survey model, in which a survey must be conducted in which a great deal of information must be gathered. This may lead to the identification of problems or different types of technology-related issues within the organization. Implementation is very dependent on the nature of the specific project. (Knowledge Management planning and implementation 2002)

It is necessary to identify the locations where promotions must take place and the cities where product availability must be more specific. There is a structure of involvement in the organization for individuals with differing ideas. The success is due to the well-established method. Employees are properly informed about the execution of a new project. Employees are motivated when they have doubts regarding the implementation of the strategy as a whole. The implementation has been supplied with monitoring. The ongoing approach of communicating the new methodology and the many types of analysis is communicated. The purpose of the reward system is to enhance the quality evaluation process. The objectives are to be conveyed in the manner so as to make them understand how it may suit the organizational needs.

A good base which has a lending hand from the top leader ship the technical persons and the staff which consists of the communication, incentive and the other reward system should be considered well in advance before the knowledge

Introduction

Creating and sustaining a supportive work environment are managerial responsibilities that should be carried out through the use of appropriate methods. One of the modern concepts pushed by both small and large firms is the cross-cultural management system, which is especially significant in multicultural teams. Bird and Mendenhall (2016) characterize this leadership principle as a form of control that fosters the evaluation and observance of the various cultural characteristics of people involved in the work process. In other words, the practice of cross-cultural management is founded on respect for the unique background of each employee, which makes this notion effective for maintaining a high level of communication between superiors and subordinates. Bird and Mendenhall (2016) emphasize that the significance of this managerial technique originates from good ramifications from the perspectives of inter-professional connection and performance stimulation, and hence the achievement of high production results. As an illustration, the worldwide renowned Coca-Cola corporation will be analyzed, and a plan will be developed to increase the business potential of the organization in accordance with the principles of cross-cultural management.

Due to the distinctive characteristics of cross-cultural management, significant gains can be realized. Specifically, Rahiman and Kodikal (2017) suggest that fostering relationships between employees, honoring the personal dignity of workers, and facilitating negotiation are beneficial outcomes. Nonetheless, in terms of flaws, the authors note the difficulties of conflict management, the underestimate of individual accomplishment, and the difficulty of communicating within a varied team (Rahiman & Kodikal, 2017). In order to offer a plan for establishing and enhancing the cross-cultural management environment at Coca-Cola, particular features of this leadership practice will be evaluated within the context of the organization's activities. These are unique staff training principles, the promotion of workplace diversity, and the introduction of special incentive instruments. Additionally, obstacles to productive work in this area will be evaluated. The structural and cultural aspects of Coca-Cola will be examined in order to provide relevant optimization techniques. Cross-cultural management is not only a concept that constitutes the system of global leadership, but also a method that enables the transition from outmoded ways of employee control to more modern and ethically preferable interaction mechanisms.

Coca-Structure Cola's and Culture

Coca-Cola is among the most enduring and well-known global brands. Baah and Bohaker (2015) discuss the company's history and reveal that it was started in 1886. According to the writers, the company has actively expanded since then, and its products can be found in more than 200 countries (Baah & Bohaker, 2015, p. 3). In addition to global awareness, Coca-Cola has demonstrated great profit margins: in 2013, the company's market share in non-alcoholic beverages was 42.2%, a high metric that demonstrates the success of brand promotion. This result is founded not only on sound marketing tactics, but also on sound leadership ideas. Personnel management is a crucial component of the organization's operations, and the necessity to maintain the operation of a large number of subsidiaries in other countries underlines the need of implementing current and sustainable control techniques.

Coca-Structure Cola's

Coca-management Cola's pushes specific corporate governance standards in order to maintain a successful worldwide corporation. According to Baah and Bohaker (2015), organizational leaders adhere to a divisional structure involving control over several divisions and departments in order to simplify the style of governance. In addition, the authors highlight that Coca-Cola promotes a geographic structural approach that provides regional management of affiliates due to its global activities (Baah & Bohaker, 2015). In respect to the notion of cross-cultural management under consideration, this technique is a practical method for regulating commercial activities. Dietz et al. (2017) suggest that due to divisional separation, senior leadership can handle important issues and challenges at various levels to suit the needs of stakeholders, such as consumers and employees. A sophisticated management system is meant to monitor departmental activity and analyze information on particular problems or performance outcomes. As a result, Coca-organizational Cola's structure enables the company to retain consistent management over all of its divisions and evaluate the performance of its affiliates in various world locations.

Coca-Culture Cola's

One of the tenets of Coca-corporate Cola's culture is employee-centered management. As part of the practice of cross-cultural management, Baah and Bohaker (2015) observe that leaders' attitudes toward subordinates are centered on ensuring workplace equality. In addition to the legal rights guaranteed to employees, Coca-board Cola's of directors promotes career prospects for employees that are consistent with the contemporary, free, and progressive labor market. In particular, the promotion of diversity is one of the required components of the HR program, partly as a result of the corporation's global activities and the necessity to sustain interaction among employees from many cultural backgrounds. However, in addition to diversity, other aspects of the notion of cross-cultural leadership are also essential for sustaining a highly productive work environment.

Coca-Cola must maintain a high level of communication across all of its divisions to prevent regional losses. In this regard, the formulation and implementation of a program to promote cross-cultural management in the organization comprise three essential strategies: training, fostering diversity, and employing the most effective motivational tactics. The project that incorporates these interventions can help develop the corporate norms of communication between leaders and subordinates and address the cross-cultural governance policy concerns.

Cross-Cultural Education

Coca-cross-cultural Cola's management program should begin with training that conveys to all stakeholders the significance of adhering to particular workplace norms. Hou et al. (2018) examine the manifestations of this intervention in a multicultural workplace and remark that delivering applicable norms and principles should occur at all corporate levels for the most effective results. In this regard, both leaders and subordinates must be aware of the significance of handling cultural difficulties in a varied context and take interprofessional communication into account. Language problems, conflict situations, and other obstacles can frequently impede the implementation of a particular training program. To prevent the intervention from yielding unsatisfactory outcomes, all stakeholders should be aware of the training process and the measures that can be taken to reduce potential barriers.

Global Perspective on Education

Due to the vast number of branches in various regions, the Coca-Cola corporation, which operates in more than 200 countries, must conform to the global training framework. In addition, based on the geographical structure management principle, the content of training programs should be distinct. Employees from different regions of the world have diverse perspectives on contact with coworkers, cross-cultural communication, dispute resolution, and other facets of collaborative activities. In this sense, accountable individuals might check compliance with interaction norms in specific places. To this goal, training programs must take into account the religious, gender, and other aspects of a certain work environment. According to Hou et al. (2018), such demographic data are crucial components that enable the development of optimum training programs based on the cultural features of particular employee groups. Everyone concerned should be aware of Coca-global Cola's activities and accept the unique backgrounds of their coworkers. In this instance, the implementation and upkeep of the cross-cultural management policy will be as efficient as possible.

Training Distribution

For the training program to be effective and satisfy the requirements of cross-cultural management, it is necessary to promote correct delivery. In addition to the assignment of controllers, the communication intervention principles must be tailored to individual work settings. The date of this delivery is the most important factor to consider initially. Hou et al. (2018) discuss the cross-cultural absorptive capacity theory, which assesses the ability of the target audience to assimilate certain information in a given time frame. This academic idea can be used to analyze optimal intervention times. Second, the training program's substance is an important factor. Different employees may interpret the suggested learning environment differently, as Hou et al. (2018) note. In this regard, the particulars of the work should assume acceptable demographic and cultural conditions, which is the foundation of the cross-cultural management program and, at the same time, enables the efficient completion of the required tasks. The proposed intricacies of training activities are significant components of Coca-proposed Cola's project's effective advertising.

Increasing Diversity

Promoting diversity is the next step in a program designed to promote cross-cultural management at Coca-Cola. This is one of the fundamental aspects of this leadership approach, and it is exploited by the company in question. However, the possibility to extend the competence of individual branches and communicate the importance of diversity to employees are valuable ramifications. Mateescu (2017) defines encouraging diversity as a series of actions meant to solve "society-wide demographic, social, and cultural differences" (p. 23). Due to the continual connection between employees, these traits are vital in the workplace, and it is the responsibility of a competent leader to coordinate this communication through the encouragement of individuality rather than by equalization. Coca-Cola, a multinational firm with operations in the majority of the world's regions, must promote cultural diversity to avoid conflict and sustain high production. As part of the intervention program being considered, initiatives such as employing a diverse workforce and encouraging open communication among employees would be implemented and maintained.

Employing a Diverse Staff

Due to the company's global activities, Coca-leadership Cola's cannot avoid employing a diverse staff. In this regard, in order to make the hiring process as objective and fruitful as possible, competent HR professionals must be conversant with the provisions of cross-cultural management and deploy applicable communication concepts with employees. Mateescu (2017) says that this strategy is typically manifested through selecting representatives from diverse gender, age, racial, and other categories. There are hundreds of positions at Coca-Cola, and neither the size of individual divisions nor the level of responsibility should influence the selection of people. HR professionals must encourage objective and impartial recruiting initiatives and use the same strategy to all applicants. Moreover, increasing diversity should be a component of this plan, since a unique cultural background can be a catalyst for expanding the company's intellectual base and fostering innovation. Consequently, targeted recruitment projects are a practical and possibly beneficial means of increasing cross-cultural management.

Guidelines for Managing Diversification

As a guideline for Coca-executives Cola's to encourage diversity and remove bias, certain prohibited actions should be noted. Mateescu (2017) presents instances of individual exclusion tactics that have a detrimental impact on cross-cultural management, such as the denial of career chances and involvement in the decision-making process, as well as other inappropriate constraints. Open communication among employees should be fostered as an inherent component of a productive environment in order to avoid cultural disputes and disagreement. Employee relationships are an integral element of the workflow, and team incentives, joint projects, workshops, and other activities designed to bring team members closer together can help maintain positive interactions. These ideas are typical for the majority of businesses, and Coca-big Cola's marketing role makes creative interventions preferable. Consequently, structuring teams of employees according to their different interests can help bring the group together and have a favorable effect on productivity.

Motivating Instruments

The final element in Coca-effort Cola's to develop cross-cultural management is the adoption of motivational tactics. In addition to influencing the professionalism of subordinates, leaders can implement incentive-based techniques to improve staff performance. Odukah (2016) examines the experience of Kenyan Coca-Cola bottlers as an example of a tool used for this aim. This will serve as an illustration of the instruments used for this purpose. Using individual incentives, the researcher examines the performance of a large sample and compares productivity indices and employee satisfaction with present working conditions (Odukah, 2016). This study's approach can be extended to all Coca-Cola locations to determine which incentive methods are the most effective. Nonetheless, the common methods of influencing the performance of subordinates are universal, and the correct design and implementation of an employee engagement program can help increase productivity and, therefore, demonstrate the relevance of these incentives in the context of a project to strengthen cross-cultural management within the corporation.

Programs for Motivation

One of the motivational activities that drives the strengthening of cross-cultural management at Coca-Cola is the acknowledgement of performance. This practice, according to Odukah (2016), is a critical leadership strategy that can not only engage people in a productive workflow but also foster effective and transparent communication. If the company's management pays attention to the work of each subordinate, this will foster an environment conducive to the achievement of professional potential and favorably influence initiative. Another component of the proposed project is the creation of a functional work environment. According to Odukah (2016), if employees with diverse cultural backgrounds do not feel the need to optimize the environment, this increases their loyalty and unites the team via the confidence of subordinates in the competency of their leaders. Lastly, an accessible education program is an effective motivator. According to Odukah (2016), many personnel with civil restrictions, such as immigrants and expatriates, perform well when given the same training chances as their coworkers. Providing opportunities for skill enhancement increases interactions between leaders and employees and serves as a vital driver for enhancing cross-cultural management.

Additional Creative Techniques

As additional motivational tools to encourage the growth of cross-cultural management at Coca-Cola as part of the suggested intervention program, networking among select worldwide affiliates is an innovative approach. The sharing of experiences and the opportunity to better understand the professional and cultural qualities of coworkers serves as a team-building tool and improves the company's intellectual growth potential. According to Odukah (2016), this method is one technique to lessen workplace stress. Therefore, as a potentially effective leadership method, it is advantageous to keep in touch with staff from other departments.

An other inventive idea is to organize combined casual meetings with team members outside of the office. If coworkers are well-acquainted, this boosts their mutual understanding and, in turn, aids in avoiding conflict situations caused by demographic or cultural differences. Therefore, department heads can encourage subordinates to participate in events aimed at fostering a sense of community and fostering friendships. The participation of managers in these events adds value to the work and serves as a catalyst for building cross-cultural understanding within the team.

Overcoming Obstacles

Despite potentially beneficial approaches to increase cross-cultural management at Coca-Cola, certain obstacles can hamper effective work, and this is not solely related to the corporation's size. As one of the barriers to communication, Jenifer and Raman (2015) identify the language barrier. As one of the aforementioned motivational motivations, employees with diverse cultural origins can be given the option to learn certain languages in order to overcome it. Regarding the knowledge-sharing component, specialists with a lower level of education may lack adequate qualifications compared to those with a higher degree of education.

Business organizations should utilize their financial resources to assist each community. A firm should be willing to provide the local community with the means to support its goals and objectives. Community members should be seen as vital stakeholders. Their needs, expectations, and challenges must be considered seriously if sustainable business practices are to be implemented. In terms of corporate social responsibility, the Bank of Cyprus has been a pioneer (CSR1). To achieve this objective, the Bank of Cyprus responds to the requirements of the public through its commercial activities (Social Responsibility: Bank of Cyprus 2015). Additionally, the company promotes the best institutional and sustainable practices in an effort to address a variety of societal concerns (Social Responsibility: Bank of Cyprus 2015). Therefore, this study provides an effective CSR strategy that can help the Bank of Cyprus's sustainability stance.

Conducting a CSR Evaluation

Definition of CSR in Use

Corporate Social Responsibility (CSR) is a business's lifelong commitment to operate ethically and contribute to sustainable development that benefits local communities, employees, and the entire nation (Bansal & Roth 2000, p. 719).

Five Components of a CSR Plan

First and foremost, it was essential to establish a CSR leadership team comprised of diverse players and stakeholders. Several legal experts were also consulted to highlight the most important practices and issues to consider while developing a CSR program (Falk & Szech 2013). For example, they acknowledged the importance of mandated reporting and participation in sustainability efforts. In addition, they discussed the significant legal difficulties a firm may face if it fails to promote the finest CSR practices.

The preceding working definition made it easier for the CSR leadership team to describe the five essential components of an ethical enterprise. These factors can be used to judge if a company is engaging in the best CSR practices or not. Engaging in business-based social causes is the first component (Bansal & Roth, 2000, p. 724). This element emphasizes the fundamentals of conducting business. CSR programs could, for instance, emphasize the finest business practices that contribute to the general welfare of society. The corporate operations should be properly aligned with the evolving societal needs (Bansal & Roth 2000). The second essential, according to York (2009), is the capacity to have a clear change theory. 2 The change hypothesis focuses on the challenges that occur in a particular society. The following step is to promote the most effective CSR practices that address the identified issues (Guiding Principles on Business and Human Rights, 2011).

The third element of an effective CSR strategy is the quantity and caliber of the information. Appropriate CSR strategies should provide diverse stakeholders including as employees, community members, and customers with sufficient information (Guiding Principles on Business and Human Rights 2011). Then, the stakeholders' evidence-based suggestions will be gathered in order to support improved tactics that can deliver beneficial results (Friedman 1970). The fourth component of an effective CSR program is the ability to focus efforts (Porter & Linder 1995, p. 126).

The choice to concentrate efforts unites diverse actors, including community members and stakeholders. Leaders should prioritize the most effective strategies for addressing a variety of social challenges. Lastly, the CSR plan should ensure that the organization partners with a variety of specialists (Waldman 2011). This strategy improves overall performance. Experts on social issues, parents, politicians, and non-governmental organizations (NGOs) can provide tremendous incentives for a CSR strategy's success. 3

The bank's CSR stance

A comprehensive review of the Bank of Cyprus's programs demonstrates the company's CSR leadership. The organization has been concentrating on the aforementioned CSR factors. To begin with, the bank promotes a variety of social-based initiatives to assist the ever-evolving requirements of numerous members of society. It bases its commercial operations and engagements on the requirements of society. In addition, the firm's operations typically try to effect demonstrable change in various areas (Social Responsibility: Bank of Cyprus 2015). Additionally, the company provides its employees and external stakeholders with accurate information. These stakeholders are always informed of the business processes and activities of the organization. The company has also been concentrating on the greatest actions to achieve the best results. The company also prioritizes all social responsibility initiatives. Different participants and stakeholders will collaborate to obtain the greatest results (Waldman, 2011).

CSR should be taken into account when implementing diverse external and internal business processes (Friedman, 1970). However, the company has not collaborated with several CSR specialists. The information provided to various parties is likewise insufficient. Some foreign participants may be unable to engage with the Bank of Cyprus in order to prioritize social responsibility and sustainability. These gaps show why a new CSR strategy can contribute to the bank's commercial and sustainability goals.

Formulation of a CSR Strategy

Current tactic

The Bank of Cyprus has been assisting the healthcare industry financially. This action has made it easy for more individuals to receive the best medical care. Additionally, the Bank of Cyprus distributes various resources to a substantial number of needy families and children. It has provided more individuals with financial and entrepreneurial capabilities. This type of assistance has continued to empower more individuals in various societies. The bank has been at the forefront of investing in many sports and education (Social Responsibility: Bank of Cyprus, 2015). It employs members of the local community. The practice has been crucial in preserving its cultural and corporate legacy. Additionally, the environment is handled seriously. The company participates in multiple environmental protection activities. 4 Additionally, it grows trees to make the local environment more sustainable. These practices can be utilized to create an effective CSR strategy.

Proposed CSR Methodology

The Bank of Cyprus must constantly prioritize its present CSR initiatives. First, the CSR leadership team can facilitate the company's focus on new CSR efforts. The first proposed strategy is a long-term one. The bank has been assisting those in need in the community. Therefore, the bank can establish a new center to aid more youngsters in need. This long-term objective will ensure that the company provides enough assistance to a vast number of citizens (Guiding Principles on Business and Human Rights 2011). In addition, it must collaborate with many specialists and social workers. Additionally, various volunteers should be encouraged to participate in the program. This plan will assure the company's accountability.

New environmental conservation initiatives will contribute to the Bank of Cyprus becoming a respected industry leader. This argument is based on the fact that an increasing number of nations and communities face a variety of environmental issues. 5 Corporations have the financial resources to assist diverse communities in achieving their best aspirations. The strategy will incorporate both long-term and short-term objectives. Organization for Economic Co-operation and Development (OECD), 2011. The institution can organize fresh programs to plant more trees in every town. In order to achieve the greatest results, participation from the general population is necessary.

In addition, the Bank of Cyprus should establish a robust CSR division to oversee the recommended sustainability policies. The collected data must be shared with all potential parties. The action will ensure that all individuals are aware of the bank's activities. The next step is to make observations and conclusions based on evidence. This strategy will enable the firm to engage with various experts, non-governmental organizations, community members, and legal employees (York 2009, p. 103). This proposal discusses why the company should concentrate on a variety of areas to fulfill its sustainability goals.

Security Concern

The Bank of Cyprus is a financial institution. Therefore, the bank's CSR strategy should include new efforts to ensure that a greater number of clients comprehend the significant security concerns related with money transfer and hacking. The bank can work with a variety of information technology (IT) specialists to ensure that every client uses the company's services with trust (Vogel 2010). The objective will also guarantee that more members of the community are aware of the most effective methods for protecting their credit cards and financial transactions. This should be a long-term objective because the financial sector faces several obstacles, such as fraud and hacking.

The aforementioned CSR strategies will serve the demands of numerous community members. Different issues, such as climate change, environmental degradation, inequality, and cybercrime, shall be mitigated as quickly as feasible. 6 In order to have a strong sense of direction, the company will also be essential to incorporate a variety of individuals and experts. Additionally, the planned CSR approach should be amended periodically to accommodate the changing needs of various community members (Vogel 2010).

Implementing the CSR Program Proposed

Collaboration

For the above CSR program, an effective implementation strategy will be used. Establishing a working group to map out the complete implementation process is the initial step. The committee will include of employees, the chief executive officer, the human resource (HR) manager, and external stakeholders. These individuals will contribute positively to the success of the program (Wheelen & Hunger 2010). The group will be encouraged to identify the gaps and problems that affect a significant number of people in the targeted neighborhoods. This information will ensure the competent implementation of the CSR program.

Integration with the Mission and Vision of the Firm

The CSR shall be implemented in accordance with the vision and goal of the Bank of Cyprus.

7 However, the process will ensure that the vision is revised so that it is sustainable. The new vision will increase the number of stakeholders who are aware of the company's efforts to promote the finest business practices. In addition, it will respond to the society's evolving requirements and social concerns. The strategy would educate more employees and stakeholders on the significance of various CSR activities. Teira (2007) says that "every business operation should be aimed at maximizing profits while simultaneously addressing the major social problems affecting various members of the community" (p. 519). The philosophy will be taken into account during the entire implementation phase.

Ethics and Conduct Codes

The method will emphasize certain rules of ethics and behaviour. Initially, the implemented CSR program will emphasize the highest ethical standards. Every plan will be designed to promote the community's well-being. Integrity, privacy, and welfare of various beneficiaries would be accorded the necessary regard (Falk & Szech 2013). The company will prioritize the most effective policies and regulations in order to comply with the law (Banerjee 2001, p. 498). In addition, the project will be viewed as an ethical commitment to promote the well-being of more members of the community. In order to address every sustainability issue, participants and stakeholders will be asked to adhere to the best norms of behavior (Teira 2007). They must maintain their accountability, ethics, and transparency. To achieve optimal results, information shall be shared equitably.

Integrated CSR Objectives and Decision-Making Structure

Throughout the CSR program, each stakeholder will be included. In addition, specialists and non-governmental organizations (NGOs) will be contacted in order to determine the appropriate activities that can improve the experiences of various community members (Banerjee 2001). Additionally, the decision-making process should be consistent with the company's CSR principles (Moore 2004). This strategy will ensure that the company realizes its business potential and maintains its integrity. 8

Every CSR program will have a leader responsible for overseeing the desired performances and objectives. He or she will be challenged to establish goals that are measurable and reachable. These objectives will serve as benchmarks for measuring the success of the programs. In order to attain the greatest outcomes, the programs will also be run by several individuals (O'Brien, 2011). Different stakeholders, including employees, the CEO, business departments, and the CSR manager, will participate in the practice. In order to achieve the greatest results, several specialists and NGOs will be participating.

Implementation Methodology

Training on CSR will be conducted before to and throughout the implementation process. This training exercise will equip a greater number of participants with the most effective abilities. These abilities will make it simpler for folks to concentrate on the defined CSR difficulties. Additionally, the public will be equipped with effective abilities to aid in the CSR implementation process. Social workers, teachers, medical professionals, and environmentalists will be among these members. In addition, government agencies will be involved to guarantee that the program is carried out in line with the law (Moore 2004). The CSR leader or manager will deal with problematic behaviour. 9

Additionally, the CSR leader will successfully communicate with various internal and external stakeholders. Additionally, the manager will ensure continuing partnership between the organization and the targeted communities (Falk & Szech 2013). During the implementation process, the CSR leadership team will be required to make precise decisions and address every issue behavior encountered (O'Brien, 2011). Additionally, the team will be required to conduct additional reviews to ensure that each objective is met (Falk & Szech 2013). Additionally, the team will be obligated to inform the public of its obligations. The move will attract a greater number of diverse professionals. Eventually, the method will ensure that diverse societal issues are addressed within the allotted time limit.

Bibliography

"Managerial Perceptions of Corporate Environmentalism: Interpretations from Industry and Strategic Implications for Organizations," Journal of Management Studies, vol. 38, no. 4, pp. 489-513, 2001, by S. Banerjee.

Why corporations go green: An ecological responsiveness model, by P. Bansal and K. Roth, Academy of Management Journal, vol. 43, no. 4, 2000, pp. 717-736.

Falk, A., and N. Szech. 2013. "Morals and Markets." Science, vol. 340, no.

Friedman, M. (1970). "The social responsibility of business is to increase profits," New York Times Magazine, volume 1, issue 1, pages 2-4.

2011. Web. Guiding Principles on Business and Human Rights.

Children and the Changing World of Advertising: JBE JBE, Moore, E. (2004), Journal of Business Ethics, vol. 52, no. 2, pp. 161-167.

G. O'Brien, "Marketing to Children: Accepting Responsibility," in Business Ethics, vol. 1, no. 2, pp. 1–4, 2011.

Porter, M., and C. Linder, "Green and Competitive: Breaking the Impasse," Harvard Business Review, vol. 1, no. 1, pp. 120-134, 1995.

Bank of Cyprus (2015). Internet.

"Milton Friedman, the statistical methodologist," History of Political Economy, vol. 39, no. 3, pp. 511-527, D. Teira, 2007.

2011 Website of the Organisation for Economic Co-operation and Development (OECD).

Vogel, D. (2010). The Private Regulation of Global Corporate Conduct: Achievements and Limitations. Business and Society, 49(1):68-87.

Moving forward with the concept of responsible leadership: three caveats to guide theory and research.

Wheelen, T., and Hunger, D. (2010). Concepts in Strategic Management and Business Policy. Upper Saddle River, NJ: Pearson Prentice Hall.

"Pragmatic Sustainability: Translating Environmental Ethics into Competitive Advantage," Journal of Business Ethics, vol. 85, no. 1, pp. 97-109, 2009.

Footnotes

Corporate social responsibility (CSR) is a notion that organizations employ to control and monitor their business models to ensure their sustainability. Change Theory (CT) is a framework for monitoring, planning, and conducting diverse actions that result in long-term social benefits. Non-governmental organizations are non-profit organizations. Typically, environmental protection initiatives are overseen by a variety of rules, laws, and ethical standards. The needs of numerous civilizations and changes in the natural environment motivate businesses to prioritize sustainability. Due to the current ubiquity of various information technologies, cybercrime has become a significant problem. The vision of the Bank of Cyprus is to ensure that its commercial operations continue to promote the well-being of every community. Observed ethical business practices have contributed to the growth and profitability of numerous organizations. A CSR leader is responsible for promoting numerous sustainability concerns and focusing on the most ethical business practices inside an organization.

[supanova question]

A company's success is contingent on its productivity, performance, and workers. As a result, every firm needs training to boost employee motivation, which is the most important condition for its growth. The XYZ firm is one of the top retail networks for the food sector. Despite its strong success, the organization has some personnel management issues that can be resolved through training. Analysis, planning, development, implementation, and assessment are the five steps of the training process, according to Blanchard and Thacker (2013). The first phase, also known as Training Need Analysis (TNA), will be explored in detail in this paper.

Initially, the Training Need Analysis is a methodical assessment of which company divisions require training. It involves multiple steps. The first is an investigation of organizational structure. According to Blanchard and Thacker (2013), it is a review of a company's goals, objectives, and strategy, as well as its processes and practices, to determine their impact on employee performance. Important considerations include who determined that a company requires training, why training is an effective answer to business difficulties, and the company's training history ("Needs analysis," 2015). In other words, the organizational analysis determines whether training aligns with the company's strategy, objectives, and goals, whether managers and employees are interested in training activities, and which training resources should be utilized. Examples of questions that may be posed during an organizational analysis include: "Can training help to achieve business goals?"; "How can managers and peers support training, and which types of employees should receive training?"; and "Does the organization have the budget for training?" (Noe, 2013). The responses to these questions will reveal the organization's strategy, i.e., whether the company believes that training can contribute to the attainment of its business goals and objectives. It will also demonstrate the roles of supervisors and peers in the training process, their attitude toward involvement in training activities, their support, and their willingness to offer trainees with knowledge on how to work more efficiently. This analysis can also illustrate a company's capacity to conduct a specific sort of training, whether generated internally or acquired externally. In organizations where training is anticipated to improve performance and employee motivation, the amount of money designated for training is significantly larger than in organizations where training plays no role (Noe, 2013). Consequently, organizational analysis assists in determining whether or not training is necessary and appropriate.

Next in the Training Need Analysis process is an operational or work/task analysis. It is an analysis of specific professions to determine the requirements necessary for the tasks and work to be performed (Blanchard & Thacker, 2013). The task analysis follows the organizational analysis. In this scenario, consideration should be given to the work activity conducted by employees, the requisite knowledge, skill, and personal competency, and the conditions under which work duties are accomplished. "Needs analysis," 2015; "Task analysis," 2015). Task analysis aids in ensuring that the anticipated training will be closely related to the work topic. Task analysis is comprised of four steps. The choosing of a job should be analyzed as the first step. The second phase is the establishment of a work list through employee interviews and manager observation. The third phase is a questionnaire in which employees and management respond to questions regarding the tasks. The final phase is the identification of essential knowledge, talents, and skills for the successful completion of each assignment. This information can also be gathered via questionnaires and interviews (Noe, 2013). Possible questions include, "What knowledge, abilities, and skills are crucial for successful performance of this task?", "How frequently is the task performed?", "For what tasks should employees be trained?", and "How challenging is the task?" Therefore, task analysis will assist in distinguishing between what people are actually doing and what they should be doing at work. In order to improve the efficacy of task analysis, special consideration should be given to the tasks required to meet the organization's goals and objectives (Noe, 2013). The answers to the aforementioned three questions will assist in identifying the necessary skills, knowledge, and abilities for a specific assignment. In addition, it can provide information about working circumstances, required tools, equipment, and other elements that affect task performance. Consequently, task analysis stresses the qualities required for people to execute their work. The performance of a corporation is enhanced when its personnel do their duties competently.

The final phase of Training Need Analysis is known as person analysis. It is the process of evaluating individuals on the job to discover if they possess the traits necessary to function at a high level (Blanchard & Thacker, 2013). In other words, person analysis analyzes whether performance issues are caused by a lack of skills, knowledge, or abilities; it defines who will provide the training, which types of employees require it, and whether they are prepared. Typically, a personal analysis is undertaken concurrently with a task analysis since it is easier to establish the causes of performance shortcomings when the tasks and work environment are understood. To conduct this type of analysis, it is necessary to consider the personal characteristics (their knowledge, skills, abilities, and relationships with coworkers), the input (the instructions that tell employees how, what, and when to perform), the output (performance standards), the consequences (types of incentives that employees receive for a good performance), and the feedback (the information that employees receive while performing their duties) (Noe, 2013). Interviews and questionnaires are the most prevalent methods for measuring all of these variables. Here are some possible questions: "Are all task instructions understandable? ”, “Do you have all the necessary resources to complete the task? How do you motivate and encourage your employees? ” It is well-known that ignorance is one of the primary causes of bad performance. Therefore, it is crucial to guarantee that staff are aware of and comprehend all instructions and have the appropriate tools and equipment to complete their duties. The response to the third question will reveal whether employees are pushed to work harder and rewarded for doing so. Managers will be able to assess whether training is necessary after getting responses.

The offered information can be utilized as an addendum to Blanchard and Thacker's TNA model (2013). According to the researchers' (2013) model, the first component is the incident that initiates the TNA. Organizational, operational, and individual analyses constitute the following step, referred to as input. The operational analysis yields information regarding predicted performance. The person analysis provides information regarding actual performance, or the present employee's level in a given workplace. The performance gap is identified by the difference between expected and actual performance, but only when actual performance is lower than predicted. The above information regarding all three steps in the TNA and how they may be conducted can facilitate the identification of the performance gap because it provides more detail on the TNA steps, and the potential results of these analyses can be used both for a reactive TNA (primary focus on the current performance problems) and a proactive TNA (primary focus is on the possible future performance problems).

In conclusion, Training Need Analysis is an integral aspect of the process that determines the training needs of a firm in order to increase employee performance and, consequently, productivity. This procedure includes three steps: organizational, operational, and individual analyses. Various techniques, including interviews, observations, questionnaires, and surveys, are utilized to conduct these analyses. After getting the results, there may be two potential next steps. Training is one of the most effective ways to improve employee performance, but only when performance shortcomings stem from employee ignorance. If workers comprehend the instructions but lack the necessary equipment and tools and work circumstances are poor, then training may not be the optimal option. Nonetheless, Training Need Analysis assists in identifying weaknesses in a company's plan, which diminishes its competitiveness. The successful analysis will assist in determining who requires training and what type of training is required.

References

Blanchard, P. N., and J. V. Thacker (2013). Systems, strategies, and procedures for effective training (5th ed.). New York, New York: Pearson

How to do a Needs Analysis to assess training needs. (2015). Web.

Noe, R. A. (2013). Employee development and training (6th ed.). McGraw-Hill Irwin, New York, New York

[supanova question]

Abstract

This research will be done to give a comprehensive examination of the workplace effects of employee layoffs. Various businesses have been negatively impacted by the manner in which employees have been laid off, putting them in a bind as to the most effective solution to the redundancy problem. The effects of layoffs are political, economic, environmental, and social. Interviews, questionnaires, and direct observation data will be statistically analyzed to assess the consequences and propose a workable solution.

Introduction

Problem statement

Unannounced staff layoffs produce dread, anxiety, and decreased workplace productivity. However, decreased hours through job sharing options give a sufficient alternative to layoffs for preserving a company's brand and fostering employee loyalty. This makes them feel secure and protected. Resulting in higher productivity, improved reputation, and market share expansion.

Literature Review

According to data from the 1990 wave of the Labour Market Activity Survey (LMAS) conducted by Statistics Canada, layoffs have a negative impact on employee performance. This theory's proponents concur that a degree of decreased employee productivity is noticed. Though a certain amount of fear tends to be beneficial for positive change, it has a negative impact on organizational decision-making, risk-taking, and heightened anxiety at all organizational levels. This negative impact on customer service and employee excitement has a long-term negative impact on productivity. This study utilized information from the 1990 wave of Statistics Canada's Labour Market Activity Survey (LMAS). It comprises data on a variety of criteria important to the layoff decision, including demographic characteristics, labor market involvement, employment, work patterns, and job characteristics. Since the sample for the LMAS (75,000) is drawn from the Labour Force Survey, the population is deemed to be representative of the civilian, non-institutionalized population, ages 16 to 69, who resided in the 10 provinces in January 1991.

According to this information, four groups were eliminated from the sample because they were deemed irrelevant to the study: (1) those who did not work in 1990 and therefore may have been experiencing permanent displacement; (2) those who had multiple jobs and therefore may have been laid off from one job and working in another; (3) those who had a part-time job, which may have been in the secondary labor market; and (4) those who were self-employed. Additional 3,323 persons who were omitted because they claimed a term of unemployment unrelated to work interruptions (e.g., a new entrant to the labor market) or a "non-layoff" reason for the job interruption were included (e.g., illness, accident, or pregnancy). The final sample includes 22,922 instances, including 9,554 union and 13,368 nonunion full-time employees.

Worksharing as a Substitute for Layoffs

According to Nixon, Hitt, and Jeong (2004), the work sharing system, which is handled by the federal government, is popular with the Canadian government. Employers, employees, and local trade unions favored the idea of an insurance payout for unemployment during an individual's time off due to job sharing (Chatrath, Ramchander and Song, 1995). Chatrath et al. (1995) found that 88 percent of respondents were satisfied with the policy. Although job sharing may marginally increase the cost of fringe benefits, this increase is likely to be more than compensated by cost reductions associated with hiring and training new employees following a demand hiatus. In addition, work sharing prevents an increase in average hourly labor expenses caused by the dismissal of lower-paid junior employees and the retention of higher-paid senior personnel.

Work sharing has other advantages. With more leisure time, employees are likely to profit from 90 percent retention of their weekly earnings. Additionally, this attracts employees who are not subject to layoffs. According to research data, there is broad support for the job sharing program among employees (Chatrath, Ramchander and Song, 1995). However, this is considered as a temporary answer to impending layoffs and not a lasting solution to work arrangements (Nixon, et al., 2004).

While job sharing programs are popular among employees at risk of layoffs, trade unions in Canada hold a variety of opinions. When it was established in 1982, the Canadian Labour Congress (CLC) considered the work sharing program as an impediment to policymakers' ability to make the correct judgments regarding unemployment rates and seniority levels by granting all employees the same job stability (Nixon, et al., 2004). Local groups responded to urgent concerns of its members, such as the catastrophic effects of layoffs, but national organizations had a more long-term perspective.

Nixon, et al. (2004), advocates of job sharing, assert that this method of avoiding layoffs results in a more equitable and balanced distribution of labor. This results in increased efficiency and creativity on the side of the employee. The general public, according to Reid, supports this strategy. According to a study on the impact of layoffs on firms, including employees, shareholders, communities, organization's management, and interaction with other firms, reputation and goodwill would be the same for announced and unannounced layoffs for competing and collaborating firms (Nixon, et al., 2005). (2004). This confirms the Institutional theory-based conclusion that organizations exhibit the same structure and behavior in response to events that hurt individual companies and firm-level organizations (DiMaggio and Powell, 1983). Montgomery (1995) contends that layoff decisions made by a company demonstrated a beneficial association. This confirms the need for employee unionization as a safeguard against corporation layoffs. According to the survey, ethnic bias played a significant influence, since ethnic groups had a greater likelihood of being laid off than non-ethnic groups. In spite of this, family responsibilities, seniority, and vocational requirements have become the most prevalent grounds for layoffs.

Variables, Research Question, and Hypotheses

In light of the aforementioned problem statement and literature review, numerous hypotheses abound. Key hypotheses consist of;

Hypotheses

Despite the labor sharing arrangement, there is a significant gain in staff productivity.

Alternatively, employee layoffs lead to decreased productivity.

Variables

The researcher examined both dependent factors and independent variables. Age of employees, gender, breach of contract, demographic factors, employment level, work pattern, and productivity were independent variables.

While dependent variables include staff count and productivity, According to the alternate theory, layoffs could lead to decreased productivity. This occurs in a workplace when there are fewer employees, longer work hours, and less time spent interacting with other employees. These include staff utilization, a greater pay, an increase in working hours and other advantages, lower productivity, employee engagement, and an improvement in the quality of work owing to specialization.

Nevertheless, if the null hypothesis is correct according to the research findings, company structure could be solidly maintained in light of the work sharing arrangement in which employees feel valued by the organization they have worked for, feel secure in their workplace, and experience a reduction in joblessness and the frustrations that accompany job loss.

Research Concerns

What could be the impact on employee productivity if they remain in the workplace? How may layoffs damage the reputation of an organization? How should a corporation explain impending layoffs to its employees? how should a cost-benefit analysis be performed on staff layoffs? What organizational effects does a decreased workforce have? What economic effects could greater workload and working hours have?

Proposed Methodology

The research approach includes gathering data from several institutions, conducting a poll on the productivity levels of various organizations facing layoffs and those having the option of job sharing, collecting demographic data, and analyzing the collected data.

The research will focus on General Motors, a company that has encountered numerous market uncertainties from multiple competitors, as well as harsh economic circumstances and an uncertain global economic situation. In addition, the motor giant has laid off a large number of employees and retained a smaller workforce.

Other data will be collected from a group of businesses that have implemented a work-sharing program for their employees. Essentially, the researcher will collect data from the two groups to determine their perspectives on layoffs and work-sharing arrangements. In addition, the researcher would examine the production levels of the two organizations to estimate the impact of layoffs on the remaining employees.

Collecting data from companies that have laid off employees and those that have implemented work sharing as a viable alternative, as well as data from government agencies and reputable research organizations, is the methodology used to conduct research on the effects of employee layoffs in the workplace. The survey will be conducted by administering a questionnaire to those laid off, those in the workplace, and the management of the affected company, conducting interviews with those in the managerial hierarchy, reviewing scholarly articles on the effects of layoffs on businesses, and making observations. Geographical dispersion of the enterprises involved, whether local or global, demographics of the laid off and those who continue at work, social and political repercussions, and environmental ramifications of laying off people vs work sharing alternatives.

The focus of the research will be on all levels of management and the personnel of the companies in question. It would discuss the communication procedures of limiting layoffs, their impact on the interactions of similar firms, their policies, and any other policies pertinent to the research topics. Given an institution's macro-cognitive foundations of reputation, an in-depth view of stakeholders who are interested in value outcome, collecting information from shareholders of various companies, and analyzing the reputation standing of the companies of choice, even though reputation is not an absolute measure (Rindova and Fombrun, 1999). However, this has an impact when compared to other businesses (Shrum and Wuthnow, 1988). A statistical correlation between the variables will be investigated; this correlation may be perfect, partial, or nonexistent. Consequently, by evaluating the correlation coefficient, r, which measures the strength of the relationship between the variables, the hypotheses will be confirmed or rejected. Determine the significance of r based on the degree of correlation in the parent population. In addition, the data will be subject to a population confidence test.

The characteristics of the population, the mean, mode, median, and standard deviation, the dispersion of the population and the skewness, the symmetry of the distribution and its kurtosis (peaking of the distribution), will assist us in doing a statistical analysis on the collected data. The standard deviation, an important measure of dispersion, will play a significant role in a statistical investigation of the consequences of layoffs on people in the workplace. The acquired data will then be simulated using cumulative proportional frequencies and cumulative probabilities, which are calculated using a cumulative probability distribution.

Ethical factors will be taken into account in the research, and sampling procedures will include stratified sampling, which will take into account the ages of individuals remaining at the workplace, occupation, and geographical region; hence, samples will be taken from each strata. Consequently, an accurate and proportional portrayal of the population engaged.

Due to the tiny sample size, the distribution would statistically follow a T distribution, which is symmetrical about zero. The degree of freedom will decide the curve, and tables will be used to generate the confidence range for the data. Consequently, the critical value of t for a percentage greater than 95% will come from a greater probability depicted as P (/T/t) =0.95 for the variable under consideration.

The data will be collected using tables, and statistical tools including graphs, charts, frequency charts, and histograms will be utilized to display the findings and offer the interpreted data as actionable information.

The statistical findings about the effects of layoffs on employees will lead to a conclusion. Thus, the theories will either be confirmed or invalidated.

Plan for Analyses Proposed

Data collected on employee layoffs and their effects on those still employed will be submitted to a variety of analyses in order to provide a solution as to whether work sharing or layoffs should be prioritized and how to efficiently implement the plan in light of corporate interests. Consequently, the decision based on the studied data, the influence it will have on the business interests of the impacted firms, their reputation and productivity, and their interactions with other firms with similar business interests will have a favorable effect on the decision. If the outcome is good, this decision could be appealing to both sides. The acquired facts, analysis, and conclusion will gradually alter the recommended options.

One of the study issues about employee layoffs could be whether or not the productivity of the remaining employees will grow. Examining statistical data collected from companies that have laid off employees can yield valid responses to this topic. The statistical study of this question will be based on comparisons with other businesses and government statistics. The data were then subjected to a test of goodness of fit and a significance test in order to reach a credible result.

What is the reputation of companies that lay off staff in response to current or anticipated financial difficulties? On the basis of the data obtained through tables and bar charts, the mean, standard deviation, and correlation coefficient will be generated for this query.

The level of production will be statistically assessed using the simplex approach, which is commonly employed by businesses to discover the best and most viable options to pursue by putting the problem in a standard mathematical manner. A quantitative statistical analysis using bar charts and line graphs will be performed on a questionnaire delivered to stakeholders. In order to assure accurate and trustworthy data, the data will be tested prior to being authorized for use, and re-interviews and questionnaires will be administered if the data lacks consistency.

The gathered data will be encoded mathematically, visually, and placed into tables, so facilitating its analysis. On the acquired data, descriptive statistics involving frequency tables, polygons, the central limit theorem, analysis of the normal curve, standard deviations, and significance tests will be performed.

Eventually, data about stakeholders will be a question that can be addressed statistically by applying the appropriate statistical test to the data.

What could be the relationship between enterprises with comparable activity and other firms' layoffs? This information will be statistically evaluated, and a correlation will be discovered.

The validity of the research and validity of

Introduction

Recent years have seen a rise in the significance of small firms to national economies as a result of their substantial contributions to gross domestic product (GDPs). Their significance is backed in part by their adaptability and versatility. Marketing is essential to their success, and it is the functional area of business that this article pulls upon to construct a study proposal to investigate the development of small firms from a marketing standpoint.

Marketing is the process of developing, communicating, and delivering a company's value to its customers (Fiore, Niehm, Hurst, Son, & Sadachar, 2013). The process of the marketing value chain involves the development of ideas from the stage of conception through the generation of customer value. This method involves the coordination of four marketing ideas for the majority of businesses: product, place, price, and promotion (Schmitt, 2013). The suggested study will conceive small enterprises in terms of how they meet the needs and satisfy the satisfaction of their customers. Consequently, this functional sector of business will always appeal to a company's tightly integrated endeavor to discover and awaken a customer's senses in order to sell its products or services.

Journals, books, industry papers, government publications, and reputable websites will be among the seminal pieces of literature extracted from various databases for use in the proposed research. This study relies on the works of Katona (2014), Blankson, Cowan, and Darley (2018) as foundational literature (among others). To gain a deeper grasp of the research topic, key theories from classical and neo-modern theories of marketing by world-renowned experts in the marketing area, such as Philip Kotler, would also be utilized.

The research will be conducted using a work-based framework predicated on the idea that without effective marketing, businesses will cease to exist and have no sales (Fuat, Giana, Nikhilesh, & Rohit, 2013). This idea relies on the premise that marketing helps firms find the quickest route between their brands and their customers. Through continual product development procedures, the same notion enables small enterprises to respond effectively to customer needs. This position is somewhat backed by Karatum (2017) and Shultz (2017), who argue that successful small firms do not manufacture one product and then move on to the next; rather, they stay the course and continue to modify their products to better meet the needs of their target consumers. Lastly, the work-based backdrop for this study is predicated on the belief that the notion of marketing would aid in identifying consumer requirements.

How to construct a research proposal, how to perform critical analysis, and how to conduct qualitative and quantitative reviews are a few of the concepts and theories that have been covered in class that will assist the researcher in doing this study. The financial and risk management ideas presented in class would also aid the researcher in comprehending the relationship between marketing and the financial performance of a corporation. Not only do the principles studied in school aid the researcher in understanding how to conduct the study, but also in establishing a connection between marketing concepts and the performance of small enterprises (Taneja & Toombs, 2014).

The researcher's interest in entrepreneurship and small business management is the impetus for this study. The critical importance of small businesses to the economy and the increasing need to stay ahead of the competition are additional motivations for conducting this research. Despite the fact that small businesses are increasingly asserting their significance to economic development, entry barriers are typically low, thereby attracting competition in the field (Fiore et al., 2013). The researcher is aware that “staying ahead of the curve” requires an in-depth study of marketing methods that would boost the visibility of a business. The researcher is also attracted by the shifting nature of marketing in today's fast-paced technological world. In many global and local industries, for instance, the emergence and dissemination of social media has altered how marketers plan their plans. These developments raise the researchers' curiosity and enthusiasm for the current investigation.

The suggested research is significant because it will contribute to the expanding body of information around 21st-century marketing techniques. Those interested in learning how shifting customer tastes and market dynamics in the 21st century have affected how businesses run may find this book particularly interesting. Because the majority of existing material is generalized to appeal to all sorts of businesses, the findings of the suggested inquiry would also be valuable to practitioners who wish to comprehend how marketing techniques could be tailored to the specific dynamics of small firms. Therefore, the current study would aid practitioners in gaining a contextualized understanding of small business market dynamics. The study's purpose and objectives are listed below.

Purpose and Objectives

Existing research that seek to comprehend marketing dynamics are frequently diverse and scarce. Understanding what other researchers have published about the research topic is necessary to know how organizations might improve their competitive positions compared to their business functions. Therefore, one of the goals of this study will be to do a literature evaluation on small business marketing. By doing so, it would be useful to comprehend the effect marketing methods have on corporate performance. This analysis will illustrate the relationship between marketing and business performance by explaining how alterations to the marketing formula help or hinder the development of firms (Tribby, 2013). Consequently, determining the effect of marketing tactics for small enterprises will be a significant component of the proposed evaluation.

Obtaining the appropriate data is part of the process of comprehending the relationship between small business success and marketing tactics. To do so would necessitate the development of suitable data collection equipment to assist the researcher in gathering the required data for analysis. On the basis of this need, one of the research objectives would be to administer a questionnaire to small firms and analyze the results. This purpose would be tied to enhancing the performance of small firms and gaining an understanding of how marketing may assist in this regard. Consequently, one objective of the proposed study will be to determine the impact of marketing tactics on the growth of small businesses. These objectives will help the researcher demonstrate the growth of small enterprises from a marketing standpoint. The research's purpose and aims are listed below.

Research Objective

To study the small business development trend from a marketing standpoint.

Objectives of Study

The following are the paper's objectives:

To study relevant literature on small business marketing in the UK To determine the effect of small company marketing tactics Analyze the results of a questionnaire survey of small enterprises To evaluate the impact of marketing techniques on small business growth

Identification of Key Literature and Initial Review

Multiple types of literature will be required for the proposed investigation. In this portion of the proposal, eleven research sources that meet this requirement are identified. One paper by Raska, Keller, and Shaw (2014) will be useful to the researcher because it explains the fundamental marketing concepts underlying small business operations. Although the study has a strong academic focus, it will be essential in highlighting the key ideas and concepts of the field, hence giving the robust theoretical and conceptual models necessary to comprehend the marketing operations of small enterprises.

The journal article by Vladimir, Polyakov, and Romanov (2013) is also a good source of research material for the suggested study because it describes historical and current marketing trends, which will assist the researcher understand how small firms are responding to the same. For instance, the paper explores the mysteries surrounding evolving communication technologies in the corporate environment and discusses how marketing communication methods and concepts have evolved to provide organizations with a competitive advantage. The article also focuses intently on advertising and describes the advertising market's lifetime. Future marketing trends are also discussed in the piece, providing the researcher with a probable indication of where to focus the proposed study.

The essay by Osterland (2014) also describes the worldwide economic trends that have an impact on the operations of small firms. In contrast to Polyakov and Romanov (2013), the researcher demonstrates how legal trends in the industry would impact the operations of small firms. The article discusses Congress's efforts to limit the deductibility of advertising expenses and explains how such a move might affect the prices and marketability of a variety of goods and services. The essay investigates further the impact of policy changes on the marketing strategies of tiny states, with a particular focus on how they affect advertising plans and strategies.

Researchers have also identified that technology has a substantial impact on the growth of small firms. The paper by Alford and Page (2015), which is also a crucial reference for this research, emphasizes its significance and indicates that it is essential for the survival of small firms. The researchers reached this conclusion after examining 24 owner-managed enterprises in the United Kingdom (UK). In an effort to remain competitive in today's fast-paced world, the study also found that small businesses have a voracious desire for technology since they appreciate the marketing prospects it offers. In addition, the article's primary tenets illustrate that the same firms appreciate the flexibility that technology affords their operations and the enhanced market orientation it affords in comparison to traditional marketing techniques (Alford & Page, 2015). Although the study's findings are restricted to the niche sample, Alford and Page (2015) propose in their article a model that might be tested on other populations.

The research by Tanej and Toombs (2014) investigates the impact of technology on small business development by focusing on the impact of social media on firms. The paper indicates that social media has altered how organizations build and deliver customer messaging (Tanej & Toombs, 2014). It demonstrates that small businesses increasingly rely on social media to reach current and prospective consumers, as well as to strengthen their firms' viability, exposure, and sustainability. Tanej and Toombs (2014) investigated the role and significance of social media in small business development to develop these conclusions. The study was guided by four objectives: evaluating the most suitable social media platform for marketing small businesses, analyzing the advantages and disadvantages of using social media to market small businesses, determining how social media helps businesses differentiate their products and services, and assessing the need for small businesses to incorporate social media use into their business plans. This article is essential for comprehending the crucial role that social media plays in the success and growth of small businesses.

In their 2014 book titled "Social Media for Dummies," Hiam and VLeBooks elaborate on the need for small businesses to adopt this digital platform for marketing purposes. They say that firms can no longer avoid social media because marketing on this platform is no longer a choice but a requirement. The purpose of the book is to demonstrate how businesses may use social media to establish an effective marketing strategy to reach customers. How to adapt social media developments on Facebook, Twitter, Pinterest, and the like to better a marketing plan, as well as advice firms may employ to engage communities, are among the book's central ideas (through their marketing plans). In conclusion, the essay is helpful for comprehending how firms can utilize data to learn more about their targeted markets.

In addition to using technical platforms, such as social media, to improve the performance of businesses, Pophal (2015) offers a more in-depth approach to marketing by highlighting the necessity for businesses to assess the substance of the messages they deliver to clients. In an article, he outlines his ideas and encourages small businesses to capitalize on the importance of content marketing for their company (Pophal, 2015). Moreover, he emphasizes the need for firms to have a clear direction (or plan) that guides their social media marketing tactics. To emphasize the need for firms to implement this strategy, Pophal (2015) states that only 39 percent of the businesses he surveyed had a documented content marketing strategy.

The proceedings of the 1982 Academy of Marketing Science (AMS) conference provided a more comprehensive grasp of the marketing models and theories that might be utilized to comprehend the actions of small enterprises. The conference was conducted in Las Vegas, Nevada, and Kothari, Arnold, and the Academy of Marketing Science (2015) published the findings in a journal, which would serve as the primary source of data for the planned investigation. The conference explored several aspects of marketing research, such as industrial and international marketing. The primary advantage of its proceedings is that peers and marketing industry specialists attended (Kothari et al., 2015). Consequently, the results of the meeting are reliable and credible. The content presented in the publication has also been edited by prominent marketing researchers and practitioners.

Petruzzellis and Winer (2016) presented a similar set of marketing concepts from the 2015 academy of marketing science and indicated that practitioners and experts in the industry need to evaluate how classic marketing concepts function in the contemporary corporate climate. Because Alford and Page (2015) study changes in the marketing landscape and how they effect the performance of small firms, the findings of this book lay the groundwork for some of the viewpoints they emphasize. Similarly, Petruzzellis and Winer (2016) provide an update to the studies of Kothari et al. (2015), whose findings are based on old and classical marketing theories and principles. In general, Petruzzellis and Winer (2016) present new marketing ideas and principles that organizations should employ in the current business environment. In addition, they emphasize the importance of identifying the most efficient and effective marketing tactics to implement in the corporate environment.

The research conducted by Donnelly, Simmons, Armstrong, and Fearne (2015) supports the aforementioned points of view. It will be a vital resource for the proposed study because it alludes to the need to formulate marketing strategies using big data. The researchers placed significant emphasis on the need for small enterprises to utilize big data assessment approaches. Their analysis was based on data collected about how customers utilized loyalty cards in small retail establishments (Donnelly et al., 2015). The analysis was completed using a longitudinal case-based approach and included the views of customers from large retail businesses (such as Tesco). Generally, the researchers indicated the need to have precise and structured marketing plans for small businesses.

Beginning Professional Ethics

In an effort to streamline accounting methods, the Institute of Management Accountants published the Standards for Ethical Conduct for Management Accountants. Under this code of conduct, professional ethics in the practice of accounting are viewed in terms of the pillars of competence, secrecy, integrity, and objectivity (IMA, 1983).

Ethics-Related Factors

Accountants are entrusted with stating an organization's genuine financial condition and fostering an environment of trust, which is typically required in a market economy. The American Institute of Certified Public Accountants and other organizations have formulated a code of conduct and ethical guidelines applicable to all financial professionals, including accounting managers. Due to the danger of tampering with financial accounts, accounting managers must put aside their personal interests and act as guardians of organizational interests by expressing the truth, particularly about the financial status of the company. In addition, the hiring and training process must carefully adhere to accountability, ethical, and professional obligations (Leung and Cooper 1995, Schilt 1997, Dechow and Skinner 2000).

Importance of Professional Ethics

Despite the fact that managerial accounting deals with procedures having ethical consequences, vast accounting literature is filled with accounting practices with ethical implications. In such literature, the occurrence of unethical behaviors as a result of accounting practitioners' decisions takes various forms, ranging from managerial decisions such as production volume and cost reimbursement to accounting techniques such as cost allocation. Even performance appraisal and other tasks that place tremendous responsibility in the hands of accounting managers, which they tend to abuse, resulting in unethical activity, may be included in the scope of practice (Leung and Cooper 1995). Modern accounting managers are also burdened with great obligations, as they are accountable to the public, the organization, consumers, creditors, shareholders, the business community, and the government. While the majority of accounting literature focuses on the frequency of unethical actions, fewer authors emphasize the necessity for "tamper-proof" standards or ethical procedures (Revsine 1991). Consequently, the rising black marks and contaminated image in the practice of accounting have led to extremes of questioning the faith invested in accounting managers and disputing their impartiality while providing expert counsel. Clearly, Enron's demise further muddies the already murky waters, necessitating the need to prevent the rise of immoral trends (Naser and Pendlebury 1992).

Main Body

Ethical Difficulties Confronting the Profession

In managerial accounting research, several ethical difficulties have been emphasized. According to a study by Sayre, Rankin, and Fargher (1998) that examined the effect of promotion incentives on accounting managers' investment decisions, it was determined that accounting managers' investment decisions are driven by their own personal interests rather than the organization's or employers'. In a second study on overhead contract allocation, conducted by Rogerson (1992), it was found that corporations are incentivized to participate in wasteful behavior by padding the direct usage of labor on contracts with cost-based revenues. Similarly, multiple research findings (Waller, 1988; Chow, et al, 1988; Nouri, 1994; Stevens, 2002) have demonstrated that subordinate employees possess incentives that lead to a misrepresentation of production capabilities or human resource needs, particularly when the subordinate employee's information is used as the primary tool to evaluate his or her performance.

Moreover, a number of research findings imply that accounting managers employ accounting gimmicks and managerial judgments to manipulate financial records to their own advantage, such as remuneration maximization or performance enhancement (Healy and Whalen, 1999; Nelson et al, 2003). In addition, Dechow and Sloan (1991) investigated how accounting supervisors pursue their interests through managerial decisions (i.e. through research and development spending declarations).

Professional Accountancy Bodies and Responses to Challenges and Codes of Ethics Enforcement

The Institute of Internal Auditors (IIA), the American Institute of Certified Public Accountants (AICPA), the International Federation of Accountants (IFAC), and the Institute of Management Accountants (IMA) are some of the major professional accountancy organizations that strive to enforce the managerial accounting code of ethics. In addition, they aim to provide a solution to the ethical issues that unethical management accounting techniques pose. They employ multiple strategies, such as incorporating ethics and values in their work into their curriculum and tests and improving members' accountability to the professional accounting code of ethics. Similarly, they mandate that its members engage in ongoing professional development (IMA 1983, Conner 1986, Hamilton 2008). Due to the perception that accounting students lack motivation and the drive to get professional qualifications, these professional accounting organisations place a strong emphasis on the professional code of conduct (Fox 1997, Hamilton 2008, Dechow and Skinner 2000).

In addition to the establishment of professional organizations, the growing ethical problems in managerial accounting in the United States are partially addressed by several regulatory obligations. These statutory regulations emphasize ethical conduct in accounting work. For instance, Section 406 of the Sarbanes-Oxley Act of 2002 requires all accounting managers and senior executives to adhere to a professional code of ethics (Schneider and Sollenberger 2003). Similarly, the United States Federal Sentencing Guidelines contain a clause in which corporate fraud cases are heard and offenders are sentenced in order to teach them a lesson. The 2004 modification reinforced these requirements by mandating the designation of corporate codes of ethics to ensure their efficacy in preventing unethical conduct. This section was revised to specify that an ethics program's primary purpose is to prevent and detect unethical practices such as fraud. In accordance with the Gold standard for business certification, the AACSB stipulates that reasoning skills must be incorporated into the main learning objectives of a professional accounting curriculum. This also necessitates that the professional accounting accreditation standards stipulate that the learning outcomes for management accounting trainees must incorporate ethical accountancy practices and the ethical norms of the accounting profession (Schneider and Sollenberger 2003, Hamilton 2008).

Schneider and Sollenberger (2003) discuss the procedures that must be taken to address ethical issues and enforce the professional accounting code of ethics. They identify the types of individuals who should instruct accounting trainees on ethical behaviors. They suggested that using qualified ethicists in training is advantageous, but training resources are limited and should be enhanced. Dechow and Skinner both stressed the necessity of employing professional ethicists to combat this problem. This is due to the fact that accounting professionals believe they are unqualified to instruct ethical accounting methods in schools (Dechow and Skinner 2000).

The framework produced by the International Federation of Accountants in 2006 appeared to be a relief for the undertaught ethical issues in accountant training. This paradigm centered on ethics and values, including threats, ethical decision-making abilities, whistleblowing, earnings management, and conflicts of interest. According to Hamilton, "ethics should emphasize absolutes and the need for tenacity when pressure demands flexibility and compromise" (2008, p. 18). She advises using six accounting profession scandals to evaluate fraud in managerial accounting. Cases of earnings management study include Enron, Health South, Sunbeam, WorldCom, and Tyco. This exposes and challenges the trainees to critical thinking, allowing them to develop important abilities such as leadership, impartiality, critical thinking, and integrity in order to respond appropriately to ethical situations (Hamilton 2008).

Ethical Issues Facing Accounting Managers, Behavior Monitoring and the Impact on Businesses

The ethical challenges with which accounting managers are typically confronted stem from decision-making scenarios that are typically driven by personal or group interests rather than the organization's. Such difficulties focus around investment, cost allocation, production, and the evaluation of the accounting manager's judgment.

Allocation of expenses – According to Sollenberger (2003, p. 4-19), managers have a tendency to allocate overhead costs to cost-based products if the product's pricing is partially based on cost and partially determined by the market. In a similar vein, Rogerson (1992) proved that organizations with cost-based revenue contracts are more prone to engage in unethical overhead cost allocation techniques. This is due to the fact that these businesses have the required incentives to engage in unethical business practices.

Moreover, Hilton et al. (2000, p. 375) stated that "cost-plus contracts incentivize the supplier of the good or service to seek as much reimbursement as possible and to allocate as much cost as possible to the product for which reimbursement is possible." This is exemplified by a producer who makes standard goods or products or fixed-price contracts for his commercial clients and specialized-almost-identical goods for a higher class of clientele under contracts with a higher price. This is done to enhance revenue by "shifting indirect costs away from fixed-price commercial customers and onto cost-plus contracts" (Horngren et al. 2002, p. 535). In terms of the company's ethical implications, it has been suggested that this strategy does not violate GAAP (Generally Accepted Accounting Principles) and that the company's ethical implications are rather hazy.

Investment and Self-Driven Interests – According to Sayre, Rankin, and Fargher [1998], the investment decisions of accounting managers serve the managers' personal interests rather than the organization's or employer's/ owner's. If participant performance is evaluated based on ROI, there may be ethical repercussions due to a conflict of interest (Schneider 1995). A return on investment that tends to put the company in a favorable position and reduces the participant's return on investment can easily be a cause of conflicting interests inside the organization (Schenider 1995).

According to Horngren et al. (2002, p. 410), if performance is defined by the return on investment, then accounting managers of divisions with 20% earnings are likely to be hesitant to engage in initiatives with 15% returns, as doing so is likely to reduce their average return on investment.

Zimmerman (2000, p. 190) adds, "Managers have an incentive to reject profitable projects whose ROIs are below the division's mean ROI because accepting these projects reduces the division's overall ROI." This is further backed by Kaplan and Atkinson's claim that measures that reduce the divisional rate on investment are likely to increase the "economic wealth of the corporation" (Kaplan and Atkinson 1998, p. 505). To illustrate their point further, Kaplan and Atkinson (1998, p. 505) use the example of an investment whose ROI lies between the current divisional ROI of 22% and the division's capital cost of 15%. They conclude that in such a case, the measure of the return on investment pushes the division manager towards investment refusal. This is due to the fact that although the ROI surpasses the cost of capital, it "reduces the divisional ROI" (Kaplan and Atkinson 1998, p. 505).

Overproduction- Overproduction in companies is fostered in part by the likelihood that accounting managers' actions will be influenced by profits manipulation strategies. The link between full (absorption) costing and variable costing is therefore contentious in this sense (Horngren et al. 2002). Variable costing has an advantage over full costing because proponents of variable costing argue that accounting managers can manipulate net income when using absorption costing. This is due to the simplicity with which unit costs can be cut by increasing production, as fixed overhead is a cost-based product. The consequence is a reduction in the cost of products sold, which generates an increase in net income (Horngren et al. 2002).

According to Zimmerman (2000, p. 496), accounting managers who are compensated based on total profits calculated by full costing can enhance reported profits by increasing output while maintaining sales levels. Major objections of full costing stem from the fact that it creates incentives that encourage overproduction on the part of the organization (Kaplan and Atkinson 1998). This is further reinforced by Horngren et al. (2002, p. 609), who state that "if a company uses the absorption costing method, a manager may be tempted to produce unneeded units in order to increase reported operating income." This profit manipulation gimmick is best explained by Kaplan and Atkinson (1998, p. 504), who cited an example in which the accounting manager of the division significantly increased production in the second and third quarters, causing excess production to accumulate as an inventory of finished goods. As a result of the increased production rate, the periodic costs were able to be absorbed into inventory.

Estimation of Equivalent Units – Estimation of equivalent units typically involves an estimate that influences the reported profit in some way. As illustrated in previous ethical dilemmas, if a subordinate employee's information is used as a primary asset for performance appraisal, the subordinate employee will have the required incentives to misrepresent the information. This is tested in the estimation of equivalent units by estimating the completion of the type of work that results in process inventory through a process costing situation. When an accounting manager overestimates the degree of completion, there is a chance that a cheaper cost may be reached. This is accomplished by distributing the costs over equivalent and more numerous units. This has the effect of lowering the cost of sold goods or services, resulting in an increase in profits (Corner 1986, Horngren et al.2002).

In a similar vein, Schneider and Sollenberger stated, "Estimating the stage of completion of the work in process is an area particularly susceptible to manipulation by production managers; managers may be motivated to overestimate the stage of completion." A higher estimate for the degree of completion of the work in process inventory results in a greater number of equivalent units of output for the period. This results in cheaper costs per equivalent unit (Schneider and Sollenberger 2003, p. 5-16). In a perspective almost identical to that of Schneider and Sollenberger, Hilton et al. argued that overestimation of degrees of completion and the ethical issue of estimation of equivalent units has ethical repercussions for accounting managers and organizations because it violates all ethical aspects of integrity and objectivity. This may jeopardize the operations of other participants in the investment business and harm the careers of management accountants (Hilton et al. 2000).

Conclusion

According to Nouri (1994), professional accountants should face disciplinary action to convey to trainees the consequences of unethical behavior. Using disciplinary procedures taken against accountants to demonstrate the repercussions of illicit behaviour to pupils. Similarly, Hamilton (2008) mentions WorldCom and Enron as examples of earlier ethical failures, among others. These failures, according to him, should serve as a lesson to eliminate unethical activities in managerial accounting.

List of Citations

Chow, C.W., J.C. Cooper, and W.S. Waller.

Enhancing Public Confidence in the Accounting Profession, by I.E. Conner, Journal of Accountancy, 17(3): 76-83, 1986

Accounting Horizons, 14(2): 235-51, Dechow, P., and Skinner, D.J., "Creative Accounting: Reconciling the Views of Accounting Academics, Practitioners, and Regulators," 2000.

Dechow, P. and Sloan, R.G.

Fox, J. (July 31, 1997), "Learn to Play the Earnings Game," Fortune.

(2008). "Blowing the Whistle without Paying the Piper," Business Week, 3 June, p.138. Hamilton, J.

Accounting Horizons, 13(4): 365-383, 1999. Healy, P.M., and Whalen, J.M., "A Review of the Earnings Management Literature and Its Implications for Standard Setting."

Hilton, R.W., M.W. Maher, and F.H. Selto (2000) published Cost Management: Strategies for Business Decisions. McGraw-Hill is the publisher of Irwin's books.

Horngren, C.T., G.L. Sundem, and W.O. Stratton. 2002. Introduction to Management Accounting. Prentice-Hall, Upper Saddle River.

Institute of Management Accountants, Montvale, NJ, 1983.

Advanced Management Accounting by R.S. Kaplan and A.A. Atkinson. Upper Saddle River: Prentice-Hall, 1998.

Leung, F., & Cooper, B. (1995). "Ethical Dilemmas in Accountancy Practice." Australian Accountant, May, pp.28-34.

Naser, K., and M. Pendlebury, "A Note on the Use of Creative Accounting," British Accounting Review, volume 24, pages 111-118, 1992.

Nelson, M.W., J.A. Elliott, and R.L. Tarpley, "How Are Earnings Managed? Examples from Auditors," Accounting Horizons, 17(Supplement), pages 17-35.

Nouri, H., "Using Organizational Commitment and Job Involvement to Predict Budgetary Slack: A Research Note," Accounting, Organizations and Society, 19(3), 1994, pp. 289-295.

1991. "The Selective Financial Misrepresentation Hypothesis," Accounting Horizons, December, pp. l6-27.

Rogerson, W.P., "Overhead Allocation and Incentives for Cost Minimization in Defense Procurement," The Accounting Review 67(4): 671-80 (1992).

Sayre, T.L., F.W. Rankin, and N.L. Fargher (1998), "The Effects of Promotion Incentives on Delegated Investment Decisions: A Note", Journal of Management Accounting Research, 10: 313-324.

"Is it Fraud or Just Slick Accounting?" by H.M. Schilt (1997). CEO Magazine, August. "Incidence of Accounting Irregularities: An Experiment to Compare Audit, Review, and Compilation Services," Journal of Accounting and Public Policy, 14(4): 293-310, 1995, by A. Schneider.

Managerial Accounting: Manufacturing and Service Applications. Tampa: Thomson Publishing Company, 2003. Schneider, A., and Sollenberger, H.

The Effects of Reputation and Ethics on Budgetary Slack. Journal of Management Accounting Research 14: 153-171 (2002). Stevens, D.E.

Accounting, Organizations and Society, 13(1): 87-98.690 Waller, W.S., "Slack in Participative Budgeting: The Joint Effect of a Truth-Inducing Pay Scheme and Risk Preferences," 1988.

Zimmerman, J.L., "Accounting for Decision Making and Control," Journal of Accounting and Economics, Vol. The company Irwin McGraw-Hill

[supanova question]

In every group, there are typically one or two leaders that stick out. Personally, I have had the opportunity to witness a variety of leadership styles and have recognized my preferences as a follower, as well as the ideal leadership attributes to replicate.

The definition of leadership is "the process by which a leader attempts to influence his or her followers to establish and achieve a goal or goals." It could be as easy as making a group decision or as difficult as developing a group culture. Leadership is an ongoing process in which a leader strives to attain one goal after another for the benefit of the entire group. A second definition of leadership is, "Leadership is the process by which a person influences others to achieve a goal and directs the organization in a way that makes it more cohesive and coherent." Leaders carry out this process by utilizing their leadership qualities, including their beliefs, values, ethics, character, knowledge, and abilities (Clark, 2008, para.3).

Numerous studies have been conducted on the issue of leadership. Our text by Yukl (2006) is a thorough compilation of leadership research. Various leadership approaches have been found. One is the characteristic approach, which is predicated on the notion that certain people are born leaders, blessed with unique traits that others lack. The behavior approach examines the actions of leaders, including their usual activity pattern and how they manage it. The power-influence strategy has a more leader-centric perspective in that power is not only utilized to manage subordinates, but also to influence peers, superiors, and even individuals outside the organization. According to the situational approach, leadership is influenced by contextual elements such as the qualities of followers, the nature of the task performed, the type of organization, and the external environment. Lastly, the integrated method encompasses multiple leadership variables and adds other leadership viewpoints (Yukl, 2006).

Blake and Mouton (1985) developed a grid to examine different types of leaders based on their locations on two axes: "concern for people" and "concern for task." Four categories of leaders were discovered using this matrix. The Authoritarian leader performs well on tasks but poorly on interpersonal relationships. There is little or no room for cooperation and collaboration, as he is driven to accomplish goals regardless of how they effect his subordinates. This type of leader adheres to a rigorous timetable and expects everyone to execute his commands without question. When things do not go as planned, he has a tendency to assign blame to others as opposed to focusing on what went wrong and investigating its cause and future prevention. Similar to the previously stated autocratic leader, he is intolerant of disagreement to his views, which makes it difficult for subordinates to participate and express their own thoughts to the group. The Team Leader achieves high task and relationship scores and is regarded as the ideal leader. He leads by example and strives to create a team atmosphere in which all members may contribute to the group's success while maximizing their individual potentials as team members and as individuals. Teams with such leaders are highly motivated and extremely productive. The Country Club Leader has a low task score and a high relationship score. He relies on awards to maintain discipline and motivate the team to achieve its objectives. Since he can be overly preoccupied with pleasing others, he would find it difficult to apply disciplinary actions against inefficient members who merit them. This incapacity stems from apprehension about damaging connections with these team members. The Impoverished Leader has low task and connection scores. This type of leader is regarded as the worst due to his incompetence. He employs a "delegate and disappear" method of management. Similar to a laissez-faire leader, he permits the team to do as it pleases and lacks commitment to either work completion or the preservation of harmonious relationships within the group (Blake & Mouton, 1985).

Blake and Mouton (1985) acknowledge that Team Leader is the most effective style of leadership; nevertheless, they also defend the significance of the other three types. There are circumstances that may require one of the other three options. By assuming the role of an impoverished leader, the team is challenged to develop independence. With an authoritarian boss, even unmotivated members develop a sense of discipline. Because this leader emphasizes "feel-good" methods, a country club leader is ideal for members with low self-esteem. A good leader would be able to determine which leadership style to employ in specific scenarios in order to obtain the best results.

Nonetheless, I continue to favor the Team Leader style of leadership. I believe this style of leadership will work well with me since I am receptive to others' perspectives and evaluate them objectively. I am aware that I do not have all the answers and would need my team's help to find solutions to some challenges. However, I am confident in my ability to make a final decision after carefully weighing my and the team's options. According to research by French, Simpson, and Harvey (2001), an effective leader also possesses "negative capability." "The fundamental image of leadership is built on knowledge and exhibited through action, work, and accomplishment. There is, however, an entirely different dimension of leadership based on ignorance, passivity, being acted upon, and loss of control over one's own circumstances." (2001, French, Simpson, and Harvey) I consider such a construct to mean having the humility to admit ignorance rather than putting on an air of omniscience.

Leadership can be separated from management in the workplace. Leadership is providing the organization with direction, having an overview, establishing standards, and making difficult decisions, whereas management focuses on establishing and administering processes (Harris, 2003). Leadership involves development, vision, and expansion. Management entails maintaining the status quo and ensuring that systems function (Harris, 2003, p.5)

A competent leader has a crystal-clear vision of where he wants to go and directs people in that direction. He collaborates with others on means to achieve their objectives rather than focusing authority on himself. In doing so, he empowers them with confidence in their abilities and inspires them to embrace opportunities and challenges. Because of his positive effect, everyone respects him and follows him in pursuing a common purpose for the organization's growth and development (Leithwood & Riehl,2003).

Clark (2008) describes a study conducted by Lamb and McKee (2004), which suggests that trust and confidence, as well as effective communication, are the most crucial elements of effective leadership. It has been demonstrated that having trust and confidence in a capable leader is a reliable predictor of employee satisfaction in an organization. These employees are confident that they are in good hands and are traveling aboard a ship captained by a competent captain. Such trust and confidence are gained through the organization's common use of efficient communication. This is demonstrated in three crucial areas. One is assisting personnel in comprehending the organization's general strategies. Helping employees understand how they may contribute to achieving the organization's aims and objectives is another element. Last but not least, effective communication must occur when informing employees about their group's performance in respect to corporate objectives.

Kouzes and Posner (1987) describe the procedures through which brilliant leaders might shine even more brightly. They recommend to leaders that they challenge the process and address its weak points. It is also essential that leaders inspire followers with a vision that can be simply grasped. Leaders serve as facilitators. They must be skilled in encouraging others to solve their own problems by providing them with the tools and techniques to do so. Furthermore, it cannot be emphasized enough that leaders must be role models, particularly when times are difficult. They should demonstrate a positive attitude and behavior that his followers can copy. Finally, leaders should encourage the hearts of their followers while keeping their pains to themselves.

As a result of the above studies, I have developed a conception of a good leader, which I aspire to attain on my life's journey. I will describe the attributes I believe a good leader should possess and assess my own capacity to possess these qualities.

A competent leader decides what is best for his group, even if it requires making difficult choices. He is willing to sacrifice his personal comfort for the benefit of the majority. He seeks not his own glory but the success and welfare of the entire group. When things are rough and everyone looks to him for guidance, his mettle is put to the test. This may be a lofty goal, and I am a long way from achieving that, but I see myself as a work in progress in terms of putting the needs of others before my own.

A strong leader is proactive. He attempts to set a positive example for his followers and goes where no one else dares to tread. His encouragement is useful in empowering others. He increases the confidence and self-esteem of his members. Others find hope and inspiration from him. I am glad to assert that I am a positive person and have had a positive influence on others.

A competent leader is constantly willing to learn something new and is not arrogant enough to believe he is "made." Being human and fallible is a characteristic shared by all members of the group, and what more relatable attribute could there be? Group members will feel so important that they will share the responsibility of problem-solving with their leader. This humility, I feel, will endear me to my followers and make me a more effective leader.

Human Resource Development-related positions appear to be the most suitable fit for my qualifications. I will succeed as a New Employee Trainer. This position of leadership is expected to be taken seriously because the protégé's professional growth and development are at stake.

In conclusion, a successful leader has a distinct vision of how an institution should function. He has the information and skills necessary to get there, as well as a positive attitude and excellent emotional intelligence in dealing with people. He does not regard himself as central to the process of change, but rather shares his leadership with key individuals, such as his institution's members. His compassionate, considerate, and sensitive demeanor is geared toward the growth and development of the institution and its members. A person who aspires to be a leader would benefit greatly from having such a mindset and mentality. This includes me, and understanding this motivates me to always strive to become not only a better leader, but a better person overall.

References

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

Clark, D. (2008). Leadership Concepts in Hutter, A.D. (1982). Poetry in psychoanalysis: Hopkins, Rosetti, and Winnicott.

"Negative capability" is the cornerstone to creative leadership, according to French, Simpson, and Harvey (2001). Presented at the 2001 Symposium of the International Society for the Psychoanalytic Study of Organizations. Web.

A. Harris (2003). The opinions of teachers on effective school leadership. Vol. 9, No. 1 of Teachers and Teaching: theory and practice.

Kouzes, James M. & Posner, Barry Z. (1987). The Leadership Challenge. Web site: Jossey-Bass, Leadership, San Francisco.

Liethwood, K.A., and C. Riehl. 2003. What We Know About Effective School Leadership. NCSL.

Yukl, G., "Leadership in Organizations" (2006). Prentice-Hall.

[supanova question]

Introduction

This research analyzes the financial statements of Billabong International Limited, a well-known Australian design and apparel company, utilizing 2010 financial numbers and 2009 comparative figures. Using ratios from many areas, the company's financial position is evaluated. The results are included as an appendix to this report.

Ratios de rendement

Return on Investment

Return on equity is defined as the amount of retained income as a percentage of shareholders' equity (Kennon, 2011). The return on equity for Billabong has increased by 3.31 %. This indicates that the company is employing the capital raised by issuing shares on the market more efficiently.

Return on Investment

Return on assets aids analysts in determining a company's profitability relative to each dollar it has invested in its business activities (Kennon, 2011). In 2010, Billabong's return on assets grew by 2.42 percent compared to 2009. This increase in asset turnover indicates that the company is effectively utilizing its assets, despite the fact that its operation is extremely asset-intensive.

Gross Income Margin

This ratio provides an overview of the company's ability to generate profits from its sales after deducting production-related expenses (Gitman, 2008). Billabong's gross profit margin has decreased by 1.29 percentage points, indicating that the company's 2010 ability to produce goods at reduced costs is significantly impacted.

Profit Ratio

The net profit or profit margin provides an overview of a company's ability to create profits from its invested capital (Gitman, 2008). In 2010, Billabong's net profit margin decreased by 0.7% compared to 2009, indicating that the company has become marginally less efficient at earning profits per dollar spent in the business. A profit margin of 14.64 percent indicates that Billabong made $0.14 for every dollar invested.

Asset Effectiveness Asset Disposition

"Asset turnover ratio helps evaluate a company's efficiency in generating sales with its assets" (Gitman, 2008). Billabong's asset turnover ratio has increased by 20%, indicating that the company has been more effective at generating sufficient revenues to cover its asset costs. For the purpose of boosting this ratio, it is recommended that Billabong employ its assets effectively to raise its revenues, sell some of its assets, or a mix of both.

Days in Stock

Inventory turnover tells investors how long it takes a company to convert its inventory into completed items (Gitman, 2008). In 2009, Billabong required 133.48 days to turn its inventory into finished goods, whereas in 2010, the company required 108.33 days, a decrease of 25.15 days. This indicates that either Billabong has superior inventory management or lower inventory levels.

Periods Creditors

It is the average amount of time it takes a business to pay off its obligations (Kennon, 2011). In 2009, Billabong repaid their loan in 160.34 days; in 2010, that number decreased to 110.34 days. This demonstrates that the business now pays its payments to suppliers and vendors 50 days faster. This is a positive indicator that the corporation can retain its creditors for a longer period of time if necessary in the future.

Days Debtors

2010 saw a decline in the company's number of days of debtors. This suggests that the corporation is handling its receivables in a more efficient manner, as the collection of proceeds has been enhanced. In addition, it suggests that the company's receivables decreased dramatically in 2010. When compared to the company's sales, it can be seen that the company makes more cash sales than credit sales.

Liquidity Ratios

Present Ratio

"The current ratio assists investors in determining a company's ability to meet its financial obligations" (Bragg, 2010). In 2009, Billabong's current ratio was 2.48:1; in 2010, it improved to 3.38:1. The current ratio has improved as the company's ability to lower its liabilities has increased. This suggests that the corporation has sufficient liquidity to satisfy its short-term financial obligations without difficulty.

Rapid Ratio

The quick ratio also indicates the level of liquidity that a company has maintained, but inventories are subtracted from current assets when calculating the quick ratio (Kennon, 2011). In 2009, Billabong's quick ratio was 1.80:1, and in 2010, it was 2.48:1. This contrast paints a favorable picture of Billabong, since the company has greater current assets than current liabilities. Nonetheless, the current ratio reveals that the majority of the company's current assets consist of inventories.

Capital Structure Ratios

Equity to Debt Ratio

The debt to equity ratio provides a snapshot of the level of debt a company has taken on to finance its equity (Bragg, 2010). The 0.7% increase in Billabong's debt-to-equity ratio between 2009 and 2010 appears to be a negative trend. This suggests that the corporation has expanded its external borrowing slightly to suit its commercial needs.

debt to income ratio

The debt ratio illustrates the proportion of a company's total assets that are financed by debtors or creditors over a given time frame. A greater debt ratio indicates that the bulk of a company's assets are financed by investors' or creditors' funds (Gitman, 2008). In 2010, Billabong's debt ratio is 0.2% higher than it was in 2009, indicating that the company relies more on external financing for its assets.

Capital Ratio

The equity ratio indicates the level of leverage a company employs to finance its assets. It aids in estimating the proportion of assets financed by capital raised from investors as opposed to creditors (Gitman, 2008). In 2010, Billabong's equity ratio decreased from 0.55 percent in 2009 to 0.53 percent in 2010.

Rate of Interest Coverage

The interest coverage ratio illustrates a company's obligation to pay interest payments on the debt it has incurred. It is determined before interest and taxes are deducted from net profits (Bragg, 2010). The reduction in its interest coverage ratio from 9.07 in 2009 to 6.34 in 2010 was recorded. This is a reflection of the fact that the company generates less EBIT to fulfill its interest obligations. However, it indicates that the corporation enjoys a significant margin of safety in both the long and short term.

Ratios of Market Performance

Dividend Per Share

Dividend per share is the amount of money that shareholders of a company will get as a benefit of holding shares (Bragg, 2010). Billabong gave its shareholders 16% larger dividends in 2010 than in 2009. This indicates that the company has distributed more profits than in prior years, which has a favorable effect on the value of its shareholders.

Profit per share

Earnings per share is the amount of profit required to be allocated to shareholders, divided by the number of outstanding shares (Gitman, 2008). In 2009, Billabong earned 69.20 cents per share, which decreases to 58.80 in 2010. This indicates that the firm is inefficient at utilizing the cash it has raised by issuing shares and stock on the market, and that Billabong's investors are receiving smaller dividends as a result of their purchase of shares or stock.

Price Profit Ratio

The price-to-earnings ratio is the most common performance metric employed by investors and financiers. It establishes a connection between the price of a company's share of stock and the amount of earnings that must be distributed to shareholders (Gitman, 2008). The price-earnings ratio of Billabong fell from 10.05 in 2009 to 12.64 in 2010. This rising price-to-earnings ratio may be the result of investors' optimism on the company's capacity to sustain its current growth rate.

Recommendations

Based on the preceding corporate analysis, the following outcomes are possible:

Overall, the gross and net margin values indicate that the company's profitability position has deteriorated. However, the corporation has been able to create greater profits for its shareholders. Asset Efficiency: The overall asset efficiency of the organization has grown dramatically. Overall, the firm's liquidity position is robust. The company has a good leverage position as its leverage ratio is less than 1. Performance of the market based on market indicators compared to 2009. However, its shares continue to trade at a respectable multiple of their book value.

On the basis of the analysis, this report recommends that the company's stock remains attractive and that investors can anticipate increased returns on their investments. However, a word of caution must be issued to investors in light of the current economic climate, which necessitates a vigilant approach to investing in the stock market.

References

Bragg, S. (2010). Ratios and Formulas for Business: A Comprehensive Guide. John Wiley and Sons, New Jersey.

Gitman, L. (2008). The fundamentals of managerial finance. New Delhi: Dorling Kindersley Pvt. Ltd.

Kennon, J. (2011). Web. Return on Equity.

Appendix

Ratios de finances as of December 2010

Ratios of Profitabilité 2010 2009

Return on capital employed 15,50% 12,19%

Asset Turnover 12.72% 10.30%

Gross Profit Margin 53.30 percent 54.59 percent

Profit Margin 14.64 Percent 15.34%

Asset Effectiveness

Inventory Days: 108.36 133.48

Debtors Days 77.30 98.58

Days Payable 110.34 160.34

Liquidity Ratios

ratio current 3.30 to 2.48

Rapid ratio 2.48 to 1.80

Capital Structure Ratios

Equity to Debt Ratio 0.89 0.82

Debt Ratio 0.47 0.45

ratios of equity 0.53 0.55

Ratio of Interest Coverage 6.34 9.07

Ratio of Market Performance

Earnings per Share 58.30 69.20

Dividend per Share 0.52 0.36

Price-to-Earnings Ratio 12,64 10.05

[supanova question]

The budget and current account deficits of the United States

Budget and current account deficit information for the United States from 2005 to 2011.

Year The budget deficit (in billion U.S. dollars). Current account deficit (billions of dollars)

2005 318.59 175

2006 248.57 210

2007 160.96 190

2008 458.55 158

2009 1412.69 148

2010 1293.49 102

2011 1645.12 116

Budget and current account deficit changes over time

According to the above table, the United States budget deficit was relatively small between 2005 and 2007, but then surged beginning in 2008. From 2009 to 2011, the budget deficit was astronomically enormous. The United States current account deficit increased between 2005 and 2007, according to data on the current account deficit. From 2008 through 2010, the current account deficit decreased consistently, but climbed somewhat in 2011.

The connection between the budget deficit and the current account deficit

The majority of economists feel that budget deficits and current account deficits are closely related. This link can be comprehended by examining the following national income accounting identity:

The equation Y = C + S + T = C + I + G + X-M can be rewritten as:

(X-M) = (I-S) + (G-T)

This equation, known as the twin-deficit connection, suggests that a country's trade deficit (the gap between exports and imports) equals the difference between private sector investment and private sector saving plus the government deficit or surplus (the difference between government expenditure and revenues). Based on the assumption that the gap between private sector investment and saving remains constant over time, any change (positive or negative) in the magnitude of the budget deficit results in an increase (reduction) in the trade deficit.

This theory has the policy implication that a government can minimize its trade deficit by reducing its budget deficit. Numerous economic analysts say that a reduction in the budget deficit is both a necessary and sufficient condition for the trade imbalance to improve (Hossain & Chowdhury, 1998). The twin-deficit hypothesis can be regarded as an extreme case of the capital inflow hypothesis, which states that a growth in the government budget deficit leads to an influx of foreign capital, which in turn weakens the relationship between the budget deficit and the interest rate.

Within the framework of the open economy Mundell-Fleming model, this indicates that a rise in the budget deficit boosts capital inflows from abroad, which causes the real exchange rate to appreciate, hence causing a rise in the current account deficit. Although the preceding discussion indicates a direct relationship between budget deficit and current account deficit, the facts on the budget and current account deficits of the United States indicate otherwise.

When the fiscal/budget deficit is big, the current account deficit is low, and vice versa. This pattern is supported by the weak version of the capital inflow theory, which states that an exogenous rise in private investment can lead to an appreciation of the home currency and a deterioration in the current account as domestic goods become more expensive and exports decline.

This suggests that the current account deficit can be decreased by increasing private investment, although this may not necessarily have an effect on the budget deficit. Therefore, the absence of a relationship between the budget deficit and the current account deficit can be explained by private investment and saving (Reinert, Rajan, Glass & Davis, 2009).

Eliminating or reducing the current account deficit

A current account deficit is the result of imports exceeding exports. The government should undertake measures that promote exports and decrease imports in order to reduce the current account deficit. These policies can be categorized as either monetary or non-monetary.

Deflation caused by monetary policy

Deflation is the contraction of the economy's money supply. It causes a decrease in purchases, hence increasing exports. It will also result in a decline in income, reducing our propensity to import. The effectiveness of deflation in reducing a current account deficit is contingent on the price elasticity of demand for the relevant commodities.

Devaluation of the currency

Due to market dynamics, exchange rate depreciation causes a decline in the external value of one currency relative to another. It occurs naturally, or as a result of market factors. It lowers the cost of domestic goods while increasing the cost of imported goods (Makin, 2004). However, this only works if the currency of the trading partner does not depreciate. Similar to depreciation is the devaluation of the exchange rate, which, unlike depreciation, is performed intentionally by the monetary authority rather than by the forces of supply and demand in the market.

The monetary authority purposefully reduces the value of the domestic currency relative to foreign currencies by an official declaration. It is possible to hedge against the currency of one or more trading partners. Devaluation reduces the value of the home currency, making domestic goods less expensive and imported ones more costly (Kim & Roubini, 2008). Consequently, exports increase while imports drop.

Non-financial policies Import duties

In accordance with this policy, the government can apply taxes on specific imports. Taxes raise commodity prices by the amount of the tax imposed. In turn, this decreases demand for the commodities in question, resulting in a decline in imports. Due to the sluggish movement of the goods, the importer will sell and hence import less (Cavallo, 2005). However, the efficacy of this strategy is highly dependent on the price elasticity of demand for the relevant goods.

Non-tariff obstacles

Non-tariff barriers impede the physical circulation of commodities. It can function on multiple levels. Import quotas are used to limit the quantity of particular goods. Total bans are used to prohibit the importing of specific goods entirely. In voluntary export restraints (VER), the government persuades trading partners to reduce (or cease) the exportation of particular goods to the country.

Export marketing

The government is able to enact measures that promote the export of domestic goods. Export-promotion strategies consist of export processing zones (EPZ), manufacturing under bond programs (MUB), and export promoting councils (EPC).

China's funding of the twin U.S. deficits

China finances the United States' twin deficits.

The U.S. twin deficits are caused by the Chinese and Japanese Central Banks' efforts to actively depreciate their currencies by intervening in the currency market and purchasing large quantities of U.S. bonds in order to boost exports to the U.S. and thus promote the growth of their respective economies (Worrall, O'Shea, & Chung, 2006). Both the Bank of Japan (BOJ) and the Bank of China (BOC) have sufficient foreign reserves (particularly U.S. dollars) to purchase overseas assets (especially US Treasury Bonds).

This surplus in foreign reserves is a result of large trade surpluses with their major trading partners, such as the United States and the European Union, and capital inflows that are primarily influenced by FDI due to the comparative advantage of both countries (cheap labor force in China and technological expertise in Japan, respectively) (Johann, 2005, p. 13). China's central bank finances the U.S.'s twin deficits by accepting relatively low interest rates for their funding and by providing the U.S. government with comparatively inexpensive money and goods to stimulate consumption of their goods (Iley & Lewis, 2007, p. 3-4).

The U.S. benefits from massive trade deficits, while China finances the gap.

Although China promised a shift from a fixed to a flexible exchange rate regime in 2005, the RMB has been rigidly tied to the dollar since 2008 in an effort to boost Chinese exports during the global recession. China has remained a leader in purchasing U.S. government securities despite mounting concerns about the dollar's declining value and significance. It is assumed that the dollar comprises around 65 percent of the portfolio.

China's holdings of U.S. Treasuries fluctuated between $684.1, $938.3, and $906.8 billion between 2008 and 2010. (Bartholomew, 2010). The fact that China's policy of rigorously managing the value of the RMB depends on its holdings of U.S. treasuries explains why China continues to buy dollars. Regarding issues involving the exchange rate between the currencies of these two trading partners, this provides China the upper hand.

By maintaining a significant trade deficit with China financing it, the United States only gains to the extent that the country's low interest rates attract global and domestic investors (Gwartney, Stroup, Sobel & MacPherson, 2008, p. 664). In turn, an increase in investment boosts the nation's economic growth.

On the other hand, China also gains considerably from financing the United States' twin deficits and from the country's enormous trade imbalances. A big trade deficit indicates that the United States is a net buyer of Chinese goods, which stimulates Chinese exports and economic growth (Bartholomew, 2010, p. 24). If the United States lowered its trade deficit, China's exports and economic growth would suffer.

China's monetary policy

China's monetary policy since 2005

Prior to 2005, the Chinese currency regime was a fixed nominal exchange rate regime in which the renminbi was linked to the U.S. dollar for a decade (Calomiris, 2007). In July 2005, the Chinese monetary authorities announced a move from a fixed system to a variable exchange rate system governed by the forces of supply and demand in the market. Additionally, the renminbi would be pegged to a basket of currencies rather than only the U.S. dollar (Goldstein & Lardy, 2009). Consequently, China's current currency regime is a flexible exchange rate regime.

The positives and negatives of a flexible currency regime

The transition from a single-pegged exchange regime to a basket of currencies as a reference is advantageous for China because it increases the RMB exchange rate's genuine stability. Due to the growing economic interconnectedness of industrialized nations as a result of greater trade and investment, there is a high degree of dependence between one nation and its trading partners (Ling, Zekai & Wei, 2007). Consequently, the depreciation or appreciation of one currency in the basket would have an effect on the other currencies.

The average fluctuation of a basket of currencies is lower than the average fluctuation of a single currency, such as the U.S. dollar, to which the domestic currency is tied. Considering the significant share of U.S. treasuries in China's foreign asset reserves, a basket of currencies minimizes China's reliance on the U.S. dollar, hence reducing the risk associated with international reserve asset management.

A basket of currencies also assures that the RMB is neither undervalued nor overvalued. This minimizes tensions between China and its most important commercial partners, such as the United States. There has been a significant dispute between the United States and China on the value of the Chinese RMB, with the United States alleging that China undervalues its currency to make its commodities cheaper for foreigners and more expensive for Chinese consumers. This undervaluation of the Chinese RMB is viewed as the primary reason for China's substantial trade surplus and America's substantial trade deficit.

In addition to the basket-currency peg, China declared the transition to a freely floating currency regime. The primary benefit of a freely floating exchange rate regime is that the monetary independence associated with the regime can mitigate the impact of external shocks (Argy & Grauwe, 1990). Among the downsides of flexible exchange rate regimes is the possibility of exchange rate volatility (Anderton, 2000).

Eliminating currency rate risk is advantageous for foreign investors and trade, hence fostering economic expansion. Exchange rate risk prompts businesses to adopt a wait-and-see approach to non-reversible investment, so delaying investment choices. Second, a floating exchange rate regime prevents countries from importing beneficial monetary policy from their trading partners, as is the case with a fixed exchange rate regime concerning a currency with a desirable inflation and growth record (Walden & Thoms, 2007).

Bibliography

Anderton, A. (2000). Economics. Pearson Education India, New Delhi.

Argy, V., & Grauwe, P. (1990). Choosing a currency exchange rate regime: a difficulty for smaller industrial nations. International Monetary Fund, Washington, D.C..

C. Bartholomew (2010). Report of the U.S.-China Economic and Security Review Commission to Congress. Washington, District of Columbia: DIANE Publishing.

Calomiris, C. (2007). Financial change in China is at a crossroads. The Columbia University Press of West Sussex.

Cavallo, M. (2005). Understanding the Twin Deficits: New Methodologies and Outcomes FRBSF Economic Letter, 05-16, 1-3.

Goldstein, M., & Lardy, N. (2009). The future of China's foreign exchange policy. Peterson Institute, Washington, D.C..

MacPherson, D., Gwartney, J., Stroup, R., Sobel, R., & Sobel, R. (2008). Economics: public and private choice Ohio: Cengage Learning, Mason

Hossain, M. A., and A. Chowdhury (1998). Macroeconomics of open economies for emerging nations. Edward Elgar Publishing, Northampton, Massachusetts

Iley, R., and M. Lewis (2007). Examining the US deficit's sources, remedies, and global imbalances Edward Elgar Publishing, Northampton, Massachusetts

Johann, R. (2005). Determinants of a currency exchange rate: an investigation of exchange rate drivers using the euro-dollar connection as an example. Norderstedt: GRIN Verlag.

Kim, S., & Roubini, N. (2008). Twin deficit or divergence of twins? Fiscal policy, current account, and the real exchange rate in the United States. Journal of International Economics, vol. 74, pp. 362-383.

Ling, J., Zekai, H., & Wei, W. (2007). The consistency of the RMB exchange rate and the completion of the existing exchange rate mechanism. Management Science and Engineering, volume 1, number 1, pages 51-65.

Makin, A. J. (2004). Current account, fiscal policy, and the assessment of medium-term income. Contemporary Economic Policy, volume 22, pages 309-317.

Reinert, K., Rajan, R., Glass, A., & Davis, L. (2009). Princeton, NJ: Princeton University Press. The Princeton Encyclopaedia of the World Economy: I-W.

M. Walden and P. Thoms (2007). Battleground: Business, Greenwood Publishing Group, Westport, CT.

Worrall, J., P. O'Shea, & I. Chung (2006). From Wall Street to the Great Wall: investment strategies in China. Hoboken, New Jersey: John Wiley & Sons

[supanova question]

Malaria is a major cause of ailment, resulting in approximately 243 million incidents of clinical malaria and claiming 863 thousand lives (World malaria report, 2009).Most of these cases occur in Sub-Saharan Africa and prevalence is high among children(WHO,2010). The World Health Organisation (WHO) advocates the use of indoor residual spraying (IRS) or insecticidal treated nets (ITNs) for vector control, immediate diagnosis and treatment of clinical malaria and Intermittent Preventive Treatment in pregnancy (IPTp) for pregnant women in high malaria area. The treatment involves administration of at least 2 dosages of sulphadoxine-pyrimethamine (SP) during the last two trimesters of pregnancy((WHO, 2010a)

Plasmodium parasites give rise to Malaria. Infected Anopheles mosquitoes are the vectors that disperse these parasites by means of bites, especially during the night. The severity of spread depends on aspects associated to the vector, the parasite, the human host, and the environment. Plasmodium falciparum, vivax, malariae and ovale are the common types of parasites occurring in humans. Out of these Plasmodium falciparum and vivax are the most common and plasmodium falciparum is the most fatal (WHO, 2014).

Malaria is common in Sub-Saharan Africa because of poverty and climatic conditions which are favourable for both the anopheles mosquito and the malarial parasites to multiply (Sachs&Malaney, 2002).

TANZANIA

The United Republic of Tanzania includes both the Mainland and Zanzibar and has a population of 37.4 million (WHO, 2012) of which 90% of the population is at risk of getting malaria as mapped by Mapping Malaria Risk in Africa (MARA) (Le Sueur et al, 1998) The country is on number three after Nigeria and the Democratic Republic of Congo in terms of risk of stable malaria (5MARA-lite software).

Malaria threatens the health and financial wellbeing of Tanzania with 120,000 deaths annually of which 70,000 are children under five years .The yearly incidence rate is 400’500/1,000 people and is twice as much for children below five years(Ministry of Health,2003). Malaria accounts for the loss of productivity in 15-56 age groups and is a hindrance to the learning capacity of people between 5 ‘ 25 years of age (WHO, 2002) .It also deters foreign investment.

Tanzania is among impoverished countries with a GDP of 280 USD (2004) and 36% of the population living below the poverty datum line (National Bureau of Statistics, 2003). Malaria accounts for 3.4% of the GDP annually and every $2.14 of $11 budgeted for every person for health per annum is spent on malaria(Ministry of finance Tanzania,2001).The expenditure is proportioned to 75%, 20% and 5% by households, government and development partners respectively(Jewett et al,2000). At household level, 30 percent of the expenses are used for anti-malaria drugs and 50% for mosquito nets, insecticides, coils, and other prevention measures (Ministry of finance Tanzania, 2001).

MULTILEVEL FRAMEWORK APPROACH

It promotes understanding of how health determinants at different levels operate and how they are interrelated. These levels are at either individual, household, community, national/provincial or international .It also helps to understand the factors underlying the impact or success of policies and programmes designed to address these problems((WHO, 2010b) .This knowledge can be applied to shape and inform health policies and interventions at different levels.Overally,it helps individuals to understand that health is not merely a medical issue but there are more social issues involved.

INDIVIDUAL BIOLOGICAL DETERMINANTS

Age

The younger you are the more vulnerable you are to malaria. This has been shown in children less than five years of age in several studies done in different countries with high prevalence of malaria.48 independent studies revealed that malaria is the main cause of death in children less than five years in Africa including Tanzania. They deduced that the occurrence of parasites among children was more than twice the cause of mortalities((Breman et al., 2004)

In the period 1982 to 1989 deaths in children under five years old rose from 31 to 55 per 1,000 with a parasite prevalence range of 18% to 95%.From 1990 to 1999, mortality cases in children below five years grew from 8 per 1000 to 44 per 1,000 over an array of prevalence of 0’95 %.( Snow et al., 2004). Van Geertruyden and others reviewed 117 studies which showed that the perinatal mortality rate (PMR) was 61.1 per 1,000 infants and 25.8 per 1,000 infants in malaria prone and non-malaria prone nations respectively(van Geertruyden et al.,2004).Likewise, the foetal mortality rate was more pronounced in malaria-prevalent countries.

Sex

The literature on the occurrence of malaria among males and female is inconsistent and it varies according to where you get the information, either from the health facility or from the community. For instance, a study in Thailand established that the male to female proportion of malaria incidence was 6:0 in a clinic and 1:0 in the community (Vlassoff&Bonilla, 1994). Overally, sex seems not to be directly linked to malaria susceptibility apart from pregnancy, so male and females are equally susceptible to malaria.

Pregnancy

In malaria afflicted zones, expectant mothers have reduced resistance to malaria especially during the first 2 pregnancies. This is attributed to increased clinical episodes, pregnancy related anaemia, morbidity and death (WHO, 2002). The sequestration of parasites in the placenta results in babies being underweight at birth, undesirable effects on lactation, higher incidents of miscarriage and stillbirth (Sharp&Harvey, 1980).Pregnant women are more vulnerable to malaria than non-pregnant women.

Immunity

The extent to which resistance to malaria is attained by individuals living in malaria endemic areas varies according to the level of exposure and genetically determined immune response (Trape & Rogier, 1996). In regions of high constant spread of malaria, the frequency of clinical malaria reaches its pinnacle during the first five years of age, and then reduces drastically as efficient immune reactions develop(Sachs&Malaney,2002;Trape&Rogier,1996) Where malaria prevalence is less , the peak age occurs later in childhood . In low-infection or malaria prone areas, susceptibility to malaria remains the same in all ages because protective immunity is never acquired (Sharp&Hervey, 1980; Kleinschmidt&Sharp; 2001). Resistance is not permanent and is lost when there is no repeated exposure to infections.

Co-infection with HIV increases the degree and severity of malaria infection. Despite initial studies suggesting no association between malaria and HIV infection, there is emerging evidence of an important relation, particularly in pregnant women. HIV infection may interfere with pregnancy-specific immunity acquired during first and second pregnancies and increases the chance of parasitaemia and placental malaria (Skeketee, 1996; Verhoeff, 1999). There is also a growing body of evidence that non-pregnant HIV-positive individuals are more vulnerable to malaria infection and to severe disease than those without HIV infection and that this susceptibility is related to the degree of immunosuppression (French, 2001; Grimwade, 2003; Shaffer, 1990; Whitworth; 2000).

Genetics

Genetic makeup has an influence on the level of immunity an individual develops to counter malaria infection. The Fulani ethnic group for example, has less parasitaemia and malaria ailment and more malaria antibody titres than other equally vulnerable groups living in the same region (Modiano et al,; 1999; Riley et al,; 1992). In malaria- endemic areas, there is a high occurrence of genes that cause red-cell irregularities like sickle-cell disease and glucose-6-phosphate dehydrogenase deficiency. However they offer a selective benefit of protection against malaria mortality (Aidoo et al, 2002). HLA B53 and MHC antigens have been associated with defence against severe illness and reduced vulnerability to malaria fever respectively (Hill et al,; 1991).

INDIVIDUAL SOCIAL DETERMINANTS

Health seeking behaviour

Factors such as culture norms, society, literacy level, educational attainment shape a person’s health seeking habits. In the case of the Bondei people who are situated in north-eastern part of Tanzania, mothers and cohabiting relatives are often the first to observe a possible illness in children. They also determine whether the ailment warrants medical or traditional treatment. Fathers as the sponsors have the final say in determining the treatment choice. (Oberlander and Elverdan, 2000). This shows how health seeking behaviour can be influenced by the people around you and culture. Women in general tend to visit the hospital more often; the only problem is when they don’t have the means in terms of finance or approval from the husbands. Men tend to seek treatment when they are in a critical stage, mainly because of their ego. Pregnant women and children are given first preference and they tend to go the hospitals more often.

Education versus Knowledge

If someone is educated it doesn’t mean he or she is knowledgeable. Education is attained and knowledge is acquired. Someone might have tertiary education but might not have knowledge on malarial disease. Bates and others went on to explain that if an individual has knowledge on malaria transmission, its clinical features and the appropriate use of the drugs then they are able seek appropriate prevention measures and treatment( (Bates et al., 2004). Adult literacy rate in Tanzania from 15 years of age and above is at 72, 9 and for women alone it’s at 67, according to World Bank in 2009.Majority attend primary education and a few attend secondary and tertiary education. Due to poverty, majority of the parents cannot afford to pay fees so most girls drop out to get married. (UNESCO, 2009).Most women in Tanzania despite being uneducated, have the knowledge on appropriate preventative measures. Some mothers in a community in Ethiopia with limited educational background were able to make a marked decline in mortality rate among children below 5 years of age when they were given information about appropriate anti malarial drugs(Kidane&Morrow,2000). Nevertheless if you are educated you generally make informed and better decisions. There is also some evidence that educated parents are more likely to seek formal treatment when their child gets malaria symptoms, which will reduce the risk of progression to severe disease (Filmer, 2001)

HOUSEHOLD SOCIAL DETERMINANTS.

Household size

Use of ITNs is one of the control measures in the prevention of malarial transmission especially in children. Tanzania is one of the poor countries and majority of the people especially in the rural areas cannot afford the nets. This is worsened if there are many children living in the same house which means a few will benefit and it’s usually the parents. As mentioned earlier, children are more vulnerable to malaria and without the nets the vulnerability is increased. Data from household surveys conducted in 30 malarious African countries between 1998 and early 2002 showed that only Guinea Bissau met the 60% target coverage with ITNs defined for Africa in the Abuja Summit on Roll Back Malaria in 2000(Monasch et al, 2004).In 23 countries, Tanzania included ITN use for children under five years old was at or less than 5%, with an overall median use of 2%(Monasch et al, 2004). It is interesting to note that in some communities with high ITN use rate, reason was that they had a small household size with two or less under fives sharing their parents’ bed (Ordinioha, 2007). Having many children in a house result in many of them sleeping on the floor without ITNs and smaller families are more likely to afford ITNs.Another element noted was that large household size tend to be overcrowded and this result in higher concentrations of carbon dioxide and other chemicals which attract mosquitoes and the probability of mosquitoes infecting more than one person during the same night is also higher(Ghebreyesus,et al,;2000).In conclusion a larger household size increase vulnerability to malaria.

Socioeconomic status

Malaria is strongly associated with poverty as parasite prevalence is known to be higher in poorer populations in rural areas (WHO, 2012). People with low socioeconomic status are at a greater risk of malaria infection, 58% of the cases occur in the poorest which is 20% of the world’s population .Besides being at a greater risk they also receive the worst care and endures the severest economic consequences from their illness(Breman,et al,2004).There is a strong relationship between wealth and treatment-seeking behaviour at household level, with children from richer families being more likely to seek medical care and appropriate treatment(Filmer et al,2001).Ownership of bed nets is more common among wealthy households and is closely linked to socioeconomic status(Hanson et al,2000). Several studies in Gambia, Congo and Cote d’Ivoire have shown the relationship between socioeconomic status and risk of malaria transmission. In the Gambia, Clarke and colleagues(Clarke et al,2001) found that the prevalence of malaria declined significantly with increasing wealth, from 51% in the children in the poorer families to 33% in the wealthier households. In the Congo,Tshikuka and others(Tshikuka et al.1996) found that malaria prevalence was higher in two low socioeconomic status area(77 and 69% versus 34%).In Cote d’Ivoire,Henry etal.(Henry et al,2003) found that age standardised annual malaria incidence rates were higher in low socioeconomic status communities(0.8 and 0.9 versus 0.6).

Gender

The term ‘gender’ refers to the different behaviour, roles, expectation, and responsibilities all women and men learn in the context of their own societies. Women and men of different ages, marital status, and socioeconomic status have different vulnerabilities influenced by a complex interaction of social, economic, and institutional factors. Gender can therefore affect disease exposure as well as treatment-seeking behaviour and adherence to treatment (Bates et al, 2004). Stereotyped gender roles can also influence how women and men are treated by the health-care system during diagnosis and treatment processes and therefore their vulnerability to progressing to severe disease((Bates et al., 2004).

Gender disparities in social norms like men in India sitting outside in the evenings or occupations such as male loggers in Thailand can cause increased exposure to malaria (Vlassoff&Bonilla, 1994).Most women in Tanzania are prepared to invest in preventative measures such as mosquito nets than men but they don’t have the finances or decision making power to do so. They lack control over household resources and this hinders their ability to seek malaria prevention control measures and treatment.(Lampietti et al,;1999;Livingstone,2003) .Women are also primary care givers to malaria afflicted relatives and children and this has a huge impact on their livelihoods, they end up not having time to take care of themselves or seek treatment .They also have high chances of getting malaria because it can be transmitted from the sick relative to them(Tolhurst &Nyonater,2002). This combination of factors tends to make women more vulnerable than men to the consequences of malaria (Bonilla&Rodriguez, 1993).

COMMUNITY SOCIAL DETERMINANTS

Access to quality health services

Health service weaknesses contribute to high costs in many countries, and include low coverage, user charges, and poor quality of care. Solutions lie in expanded access to high quality, carefully supervised preventive and curative health services (Breman et al, 2004). In the rural areas of Tanzania there is poor quality of health services which includes the inaccurate diagnosis of malaria, lack of skilled health workers and unnecessary use of antimalarial drugs. Vulnerability to malaria in these areas is very high with poor health outcome .It is widely recognized that accurate laboratory-based diagnosis of malaria is central to guiding proper clinical decisions and reducing the use of unnecessary antimalarial drugs (WHO 2004;Wongsrichanalai et al., 2007). Despite this fact, the quality of malaria diagnosis at health care facilities in rural Tanzania is generally poor due to limited skill of laboratory personnel and a lack of essential supplies (Ishengoma et al., 2010). Therefore malaria treatment in most remote areas is based on clinical judgement. According to NMCP, up to early 2009, 83% of health facilities in Tanzania had no laboratory diagnostic capacity for malaria in terms skilled labour force and equipment. Patients were at risk of inaccurate malaria microscopic diagnosis and hence misdiagnosis (Wongsrichanalai et al, 2007)

Urban-rural differences:

People living in urban areas are on average 10 times less likely to receive an infective bite than their rural counterparts (Hay et al. 2000; Robert et al. 2003; Trape et al. 1992) .Malaria transmission in the urban area of Dar es Salaam, capital city of Tanzania, is less intensive than in peri-urban and rural areas. This is illustrated by significantly lower percentages of school children infected with malaria parasites (mainly P. falciparum) and living in the urban areas (2’10%) compared with those living in the peri-urban and rural areas ,40% and 70%, respectively.( JICA, unpublished data). The number of breeding sites for malaria vectors in urban areas is reduced because of well-structured drainage networks during malaria control programs (Utzinger etal, 2002; Knudsen etal, 1972).This has protective effect on urban dwellers. Another difference is the dissemination of information about malaria to people in rural and urban areas. A large proportion of the rural population in Tanzania have limited access to information about the signs and symptoms of malaria, risk groups, need for immediate malaria treatment, and malaria prevention techniques (Robert et al, 2003). Thus there is an urgent need for the intensification of communication on malaria in the rural areas. All these factors result in increased vulnerability of malaria in rural population.

Lack of trained health personnel

Another challenge is the human resource crisis in the health sector in Tanzania. It is estimated that currently there is a 65% gap, which means that only 35% of qualified staff are available (Makundi et al, 2005), if we compare the available personnel and Ministry of Health minimum required standards (Ministry of health, 1999) .Tanzania has the lowest ratio of health personnel per capita in sub-Saharan Africa (Oystein et al, 2005).There is urgent need for training and recruitment of skilled personnel. This situation was worsened by the burden of HIV/AIDS which claimed lives of some health workers and also doubling of duties of the few trained health workers available. In some rural health facilities especially the remote areas of Tanzania there are no qualified staff, simply because workers prefer working in urban areas where there is good infrastructure. Another explanation could be lack of motivation in terms of incentives to lure them to rural areas. At district level, malaria control programmes are under district health officers who also have other duties, so in situations of other health crisis, malaria interventions are given low priority (Makundi et al, 2007).Overally, lack of trained health personnel in Tanzania has had a negative impact on the health outcome of the population.

Quality or type of housing

It has long been established that the transmission of many vector-borne diseases is facilitated by house designs that favour mosquito entry(Webb,1985;Kumar et al,2004) and that housing improvements and screening have made substantial contributions to the control and elimination of malaria vectors in many richer countries(Lindsay et al,2002). Therefore, understanding house risk factors that are associated with reduction of indoor mosquito bites and disease transmission in different settings is crucial for disease vector control and elimination. Several studies have identified and documented various house characteristics associated with mosquito entry. Presence of eave gaps, lack of a ceiling and lack of screening over windows and doors proved to be the major contributors to mosquito entry (Lindsay&Snow, 1988). Furthermore, it has been shown in a randomised control trial that blocking all potential house entry points for mosquitoes substantially reduces vector densities and entomological inoculation rates (EIR) (Kirby et al,2009).

A recent study in Northern Tanzania had findings which were consistent with the above studies. It showed a strong association between type of housing and malaria transmission. Houses made of mud walls and grass roots had an increased risk of mosquito bites indoors, such houses created a favourable environment of the resting mosquitoes. Another thing is that they have crevices used by mosquitoes to enter unlike cement walls and metal roofs. Smaller houses with relatively low numbers of windows, doors and rooms were associated with high densities of mosquitoes. It was assumed that smaller houses are likely to concentrate more human odours, which would attract high number of mosquitoes (Lwetoijera et al, 2013).

NATIONAL SOCIAL DETERMINANTS

Poverty

Malaria is a major cause of poverty and slows economic growth by up to 1’3% per year in endemic countries (Sachs&Malaney, 2002).A nation of low GDP and widespread poverty has limited resources for malaria prevention. Spraying programs have proved effective in lessening the disease’s impact however they require resources to implement. Death rates also rise because drug treatment costs money. Individuals incur debt quickly when dealing with medical costs, drug fees, and multiple family members being repeatedly infected with the disease. When the work force is continually on medical leave and government is drained of resources attempting to combat the disease, an economy will suffer. That is why it has been difficult to eliminate malaria in Tanzania because all the prevention programs require millions of dollars to be effective and yet the country is one of the poorest with low GDP. The burden of malaria is greatest especially among the poor, given the vicious circle of poverty and ill health (Sachs&Malaney, 2002).

Policies

Policies on social determinants of health are important because they help to reduce health inequities. With policies in place it is possible to(i) identify programmes which target disadvantaged populations ,for example under fives or pregnant women;(ii)close gaps between the poor and the rich people and( iii)address the social gradient across the whole population( WHO,2010).

Health Policies

The National Malaria Control Program (NMCP) in Tanzania proposes policies and guidelines to the Ministry of Health and Social Welfare through the Malaria Advisory Committee (NMAC) (Ministry of Health, 1999). Policy of decentralization of malaria interventions to district levels has not been effective due to weak health systems and limited capacity (Makundi et al, 2007). The process of decentralization was meant for districts to have more power in decision making in terms of malaria programmes so as improve the quality of health service in the community and also decrease the burden of malaria in the rural population. Morbidity and mortality due to malaria in the communities of Tanzania remains high because of poor interventions.

Another health policy was use of effective control tools such as ITNs as part of the NMCP strategic plan. Emphasis was on children under 5 and pregnant women since they were the most vulnerable groups. However, coverage has so far been low, which indicated that less than 15% of households were using ITNs(Tanzania National Bureau of Statistics(TNBS),2005).This figure is low which shows that majority of the population are not using ITNs as one of the major control programs so vulnerability to malaria remains high especially to the riskier groups.

Education policies

Another strategy to mitigate against malaria burden in Tanzania was establishment of training centres to address the burden of malaria. Centre for Enhancement of Effective Malaria Interventions (CEEMI) was established in 2001 to strengthen the capacity for malaria control through training by providing needed skills for identifying and solving malaria control problems. So far, the CEEMI has undertaken a number of training sessions involving district health officers as focal persons for control activities(Ijumba&Kitua,2004).It is important to note that the CEEMI has undertaken malaria seminars to sensitize members of parliament in Tanzania to increase advocacy for malaria control initiatives by policy makers, thereby increasing financial resources from the national budget that target malaria activities(Makundi et al,2007).This will improve the health outcome of the population in terms of more trained health personnel, more knowledge and increased awareness of policy makers.

Drug policies

Introduction of artemisinin-based combination therapy (ACT) is another challenge facing Tanzania. Tanzania introduced ACTs in November 2006. One key issue is the cost of ACTs, which are 20 times higher than the cost of conventional therapies ($2.44 per adult dose). The monthly income in a study in a rural area in Tanzania was $13(Jewett et al, 2000). This finding shows that the amount spent on malaria treatment is 10% of the total household income (Tanzania National Bureau of Statistics, 2000/2001).This means that the poor are at a greater disadvantage as they can’t afford the drug. Other conventional drugs e.g. Sulphadoxine pyrimethamine (SP) have 20-60% resistance to malaria and this has never been observed in ACT (Breman et al, 2004).It has been highlighted by many investigators that the cost effectiveness of ACT can be appreciated over a certain time period of 5, 10 or 15 years.Besides being expensive there are also other issues regarding shortages of ACT which are high demand and limited production. This shortage was reported by the World Health Organization in 2004, and Knuming Pharmaceuticals in Yunnan, People’s Republic of China, the only supplier of artemether, indicated that it could not produce enough of this drug to cope with the increasing demand (Makundi et al, 2007).It is best to ensure that ACT is available and affordable with the help of the government before advocating a policy because poor people will end up being disadvantaged.

Politics

Politics in Tanzania manipulates allocation of resources to suit particular interests. This allocation depends on who is in power and what are his/her interests. Resources are never allocated according to priority. During elections many promises are made and health facilities are built in many constituencies to suit the needs of the electorate. There is no coordination between construction activities and recruitment of qualified personnel .This result in districts being forced to distribute the existing limited human resource to new facilities. Workers are therefore overburdened and some facilities will end up functioning with unqualified or inadequate health personnel. Policy makers should work with researchers who have authentic data to support their decisions and avoid mere promises merely to impress people. Correct and timely information must be available to all participants, including communities, the media, and political leaders, to avoid distortion of information in the implementation of interventions. A certain level of diplomacy is required in handling the politics of disease control programs (Makundi et al, 2007).

Media

Media can increase vulnerability to malaria of certain populations if not controlled. For example, there is aggressive advertising on the use of ITNs in Tanzania which may give a misconception that the use of ITNs is 100% effective. It should be clearly indicated that other strategies are equally important (Makundi et al, 2007).Data from the Tanzania Demographic and Health Survey in 2005 indicate that coverage of ITNs is 14% in rural areas and 47% in urban areas (National Bureau of Statistics, 2005).The use of ITNs should be emphasized, but the same emphasis should be made for other PMC strategies including indoor residual spraying (IRS).

GLOBAL SOCIAL DETERMINANTS

Migration /Travellers

One of the factors contributing to the increasing burden of malaria is human migration into Tanzania. Malaria transmission has been shown also to be related to human population movement from low risk areas to high risk areas and vice versa. Reports of the malaria burden in Tanzania are increasing and are originating from places thought to be free of malaria, such as the southern and northern highlands (Makundi et al, 2004).Some factors that cause people to move most often, such as environmental deterioration, economic problems, and natural disasters, greatly affect the poor. Understanding and identifying the influence of population movements can improve prevention and control programs.( (Makundi et al., 2007)

Human population movement (HPM) from higher transmission areas result in reintroduction of malaria in malaria-free zones, thereby undermining elimination efforts (Cohen et al, 2012). In non-elimination settings, its best to understand the parasite pattern, the origin of the imported infections and the hot spots of transmission in order to plan effective control measures (Wesolowski et al,2012).In addition to all these problems,HPM has contributed a lot in spreading the drug resistant parasite strains(Lynch&Roper.2011;Roper et al,2004). Strategic control and elimination plans should therefore be built on a strong evidence base including information on HPM and likely parasite movement volumes and routes (Wesolowski et al, 2012). Moreover, identifying key demographic groups most likely to carry infections can provide useful information for tailored and targeted intervention and surveillance efforts (Cotter et al, 2013).

Global financing aid

Tanzania is one of the poorest countries as mentioned earlier on and relies on donor funding. It is worth noting that for some years in Tanzania, there has been a growing global and national political commitment to mitigate against the burden of malaria stimulated by the Roll Back Malaria Partnership and the Global Fund to fight acquired immunodeficiency syndrome (AIDS), tuberculosis (TB), and malaria( ).This has improved majority of the people’s health outcome. Giving an example of how malaria control programmes were financed in Zanzibar, popular resort area in Tanzania in trying to help eliminate malaria. Morbidity and mortality in Zanzibar was reduced by 75% in 2009 compared to 2000-2004.This drop was as a result of scale-up of ITNs,IRS and ACT from 2004 with the help of PMI,USAID,UNICEF,WHO,Global Fund and World bank. They donated half a million ITNs during 2007-2009 enough to replace old nets for the entire population at risk, implemented IRS for several rounds protecting 90% of the population and also delivered ACT. Detailed funding information was not provided but expenditure on malaria in 2009 was US$ 450 000 mainly funded by PMI and UNICEF(World malaria report.2010).The only problem comes when they pull out or when they decide to give priority to other programmes like HIV/AIDS interventions. This is a huge problem when it comes to Tanzania because it relies on donor funding and this affects the health outcome of the poor because they rely on the government which is already poor.

CONCLUSION

Tanzania has high morbidity and mortality rates caused by malaria. Effective preventative control measures have been set up by the National Malaria Control Programme (NMCP) in trying to mitigate the burden.However, there are many challenges facing the country in terms of implementation and intervention of the programs. Given the renewed global and national commitment efforts to fight malaria, there is still hope for Tanzania to eliminate Malaria.

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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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Ronnie is a girl that lives in New York, together with her mother and little brother.

She hasn’t had any contact with her dad for the last three years. This summer, everything will be different. Together with her little brother, Ronnie will spend the summer in Wilmington, North Caroline, by her dad.

At the start of the summer, Ronnie is a rebellious girl who is being annoyed that she is being forced to spend the summer with her father. She ignores everybody.

On her first day in Wilmington, Ronnie decided to go to the beach. While walking on the beach, Will, a handsome beach volleyball player, ran into her. She was not into him. But he’s into her, and he’s not giving up. He tried to make her being into him.

While walking on the beach, Ronnie found endangered turtle eggs laying on the sand. Ronnie tried to protect them so the turtle eggs won’t be eaten by the raccoons. Ronnie fell asleep on the beach. Will later sees her sleeping on the beach protecting the turtle eggs, and decided to sleep next to her on the beach. At this point, they were falling in love with each other.

Later on, Ronnie found out that her dad has cancer. He had kept it a secret to everybody.

When the church burned down, Ronnie’s brother and her dad tried to repair the church window. They were working on it the whole summer, but the dad couldn’t finish the job because of his sickness. He was too sick to finish the job. That’s when Will decided to help the family and finished the job together with Ronnie’s brother.

When Ronnie’s mother arrived to pick up Ronnie and her little brother, Ronnie’s thoughts about her dad had totally changed. Ronnie has fought for her dad the whole summer and now decided to stay with him. Besides that, she had fallen in love with Will.

The book ends when Ronnie’s dad passed out because of the cancer. During the funeral Ronnie played a song on the piano that her father had written for her. He had never finished the song so Ronnie did finish it for him.

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Learning Theory Behaviorism (Teori Pembelajaran Behaviorisme) a level english language essay help

2.0 Teori Pembelajaran Behaviorisme

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

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

2.1 Teori Behaviorisme menurut J.B Watson

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

2.1.1 Implikasi Teori Pembelajaran J.B Watson

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

2.2 Teori Behaviorisme menurut Thorndike

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

2.1.2 Implikasi Teori Pembelajaran Thorndike

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

2.3 Teori Pembelajaran Behaviorisme Ivan Pavlov

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

2.4 Teori Pembelajaran Behaviorisme B.F Skinner

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

2.4.1 Implikasi Teori Pembelajaran B.F Skinner

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

2.5 Kelebihan teori pembelajaran behaviorisme

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

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

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

2.6 Kelemahan Teori Behaviorisme

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

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

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

2.7 Implikasi teori pembelajaran behaviorisme

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

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

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

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

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Research design college admissions essay help

2.7 RESEARCH DESIGN USED :

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

2.8 DATA COLLECTION METHODS :

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

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

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

Financial Accounts books.

2.9 LIMITATIONS :,

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

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

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

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

2.10 RESEARCH MEASURE TOOLS :

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

2.11 ANALYSIS OF DATA :

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

2.12 OVER VIEW OF THE CHAPTER :

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

CHAPTER 1 : INTRODUCTION

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

CHAPTER 2 : DESIGN OF THE STUDY

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

CHA,PTER 3 : PROFILE OF THE COMPANY

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

CHAP,TER 4 : DATA ANALYSIS AND INTERPRETATION

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

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

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

Chapter:-3

PROFILE OF THE ORGANIZATION

COMPANY PROFILE

RAKSHITAS PVT.LTD.

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

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

Mission

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

Products

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

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

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

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

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

PENGENDALIAN DAN PERILAKU ORGANISASI

PERILAKU ORGANISASI

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

Definisi Organisasi

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

Teori Perilaku Organisasi (Theory of Organization Behaviour)

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

1. Teori jenjang kebutuhan

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

2. Teori motivasi pencapaian

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

TEORI ORGANISASI

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

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

1. Teori Organisasi yang Berorientasi ke Dalam

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

2. Teori Organisasi yang Berorientasi ke Luar

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

– Organisasi system umum terbuka

– Organisasi system manajemen

TIPE ORGANISASI

Ada tiga jenis atau tipe organisasi, yaitu :

1. Organisasi Fungsional

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

2. Organisasi Divisi

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

3. Organisasi Matriks

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

Teori Kemungkinan (Contingency Theory)

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

1. Pendekatan tradisional

Pendekatan ini menekankan pada perencanaan, pendekatan dan pengendalian.

2. Pendekatan system

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

3. Pendekatan perilaku

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

PERILAKU MANAJEMEN

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

Konsep Fundamental

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

Persepsi Tujuan

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

Organisasi Informal

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

Motivasi

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

Keselarasan Tujuan (Goal Congruence)

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

Kerjasama dan Konflik

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

Iklim Organisasi (Organizational Climate)

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

‘

Tipe Pengendalian

Pelaku pengendalian Sumber arah pengendalian Macam ‘ macam Pengendalian

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

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

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

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

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

‘

Variasi dalam Pengendalian

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

1. Besar keleluasaan manajemen

2. Besar interdependensi

3. Rentang waktu pelaksanaan

FUNGSI KONTROLER

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

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

b. Mempersiapkan pengembalian pajak.

c. Mempersiapkan dan melakukan analisa terhadap laporan prestasi keuangan.

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

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

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

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

Hubungan dengan Organisasi Lini

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

Kontroler Divisi

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

– Laporan akuntansi dan keuangan

– Pengetahuan mengenai operasi divisi

– Sasaran dan pelaksanaan kepatuhan terhadap kebijakan

– Kontribusi manajemen

– Pengetahuan terhadap akuntansi

– Kejujuran dan profesionalisme

– Kemauan bekerjasama

– Organisasi dan staf

– Inisiatif dan semangat

‘

HUBUNGAN LINI-STAF

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

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

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

HUBUNGAN MANAJER DIVISI ‘ KONTROLER

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

1. System akuntansi yang seragam dan terpusat

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

(Pertumbuhan penjualan serta besar laba penjualan)

3. Pembagian laba antara kontroler dan manajer

SISTEM AKUNTANSI

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

SASARAN ‘ SASARAN DIVISI

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

1. Kemungkinan pematenan produk

2. Besar laba atas investasi yang diinginkan

3. Besar laba industry bersangkutan

4. Besar laba investasi bersangkutan

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Business notes: Creative problem solving my assignment essay help london

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 cheap mba definition 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 essay help service

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 common app essay help

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 easy essay help

Abstract: The purpose for this research paper is to address the adolescent pregnant teen & father and the effects a pregnancy has on both of their lives during and after her pregnancy. How the teens need the support of the family, community, church, and the school system. I will also address the teen father mostly disregarded in any aspect of the teen’s pregnancy and how this affects him, and how both teens need support in our society. How we can address the social problem of teen pregnancy from all avenues.

‘Three issues that have an impact on the pregnant adolescent are discussed education, identity development, and maternal support’ (Turnage & Pharris, 2013). My research focuses on adolescent pregnant teen women 19 years old and younger. It will also reflect the problems of the teen pregnant adolescents journeying thru the process of becoming a teen mother, finishing high school, developing her own identity and the maternal support she gets from her mother during her transition from pregnant teen to motherhood.

‘Several issues that differently influence the pregnant teen is individually based on the female’s chronological age’ (Turnage & Pharris, 2013). ‘For the pregnant adolescent, her pregnancy supersedes high school graduation as the benchmark for her being viewed as an adult’ (Turnage & Pharris, 2013). ‘Failure to graduate high school is associated with poor social and educational outcomes for teen mothers and their children’ (Turnage & Pharris, 2013).

‘While the pregnant adolescent is defining who she is as a person she experiences a transition to the new identity of mother’ (Turnage & Pharris, 2013). ‘During her pregnancy the adolescent’s mother is seen as the primary source of support that contributes to a positive self-image and can assist her in the adapting to the role of parent’ (Turnage & Pharris, 2013).

My research paper will also show how important it is to support the teen during and after pregnancy. It addresses the need for the teen mothers to finish high school, and find her identity. How important it is to have the support system of her mother and family to achieve all of these things. Without these support systems, the pregnant adolescent could end up in poverty, no social skills, homeless and a host of other social problems for her and her baby.

Addressed and examined is teen motherhood and its long-term mental and physical health of the teen mother’ (Patel & Sen, 2012). They used a (PCS) health survey known as SF-12 NLSY79 a study that compared two major comparisons groups of which only teens who experienced teen pregnancy and girls who did not experience teen pregnancy. On average the survey for teen mothers was on average 50.89.

The study to access the health outcome of ‘two major comparison groups, which consisted of women who were only experienced teen pregnancy & women who were having unprotected sexual relation as a teen but did not become pregnant ‘ (Patel & Sen, 2012). Estimated is that teen mothers are more likely to have poor health later in life in the study of all the comparison groups.

Along with support, they desperately need help taking care of an infant as a teen; they need a support system to take notice of how they are managing their health & well-being so that they can be a successful teen parent. In addition, being a teen parent can affect the mother’s mentally as the pressure of being new teen mom can be stressful.

The teen mothers who marry after they give birth to their children statistics state that 30 % of them will not remain in their marriages into their 40’s. This result comes from teen adolescents in a single parent home raising their child. This can put a strain on the teen adolescent because she will financially have to seek support from her family or enter into the welfare system and suffer mental health issues.

‘Adolescent teen mothers identify social support with, parenting and emotional support primary emanating from family members, particularly their own mothers, as well as from the father of the baby (Savio Beers & Lee, 2009)’. ‘Older sisters may play an important role in the support network for adolescent mothers, the supportive sister relationships decrease depressive and anxiety-related symptoms in adolescent mothers (Savio Beers & Lee, 2009).

‘For some adolescent parents, participation in a religious community programs may provide the significant social support and serve as a protective factor’ (Savio Beers & Lee, 2009). This directly stresses the point that without the support of family, community, and church with the support of the father the adolescent teen mother can suffer mental issues, poverty issues, and marriage problems.

We addressed the many issues that teen mothers have to face, so now I would like to address the teen father in our society. What are their concerns on becoming a teen father, and how do they view their role as father where their masculinity is concerned? While most of the research done on teen pregnancy and parenting mainly focusing on the mother, the father is invisible.

Interviewed were 26 young teen fathers in the mid-western American towns. The in depth survey of three themes of gender discord focused on teen father narratives, which took on responsibility, sex, being a man, this is the direct viewpoint of the invisible teen father. What they feel about getting a teen girl pregnant and what responsibility they take in the pregnancy if any. How they relate to getting a teen pregnant and how that affects his identity as a man and their masculinity.

‘Gendered assumptions regarding pregnancy and contraception’specifically that women are in charge of preventing pregnancy and they have the belief that male sexuality is uncontrollable; and that use of love and intimacy talk (Weber, J. B., 2013). The teen fathers that took the questionnaire did not blame themselves for getting the teen girl pregnant. They see the teen’s pregnancy as her problem.

Studies suggest that teen fathers are more likely to be of a minority race. He has a mother who had a baby as a teen; his parents have a minimal education. His parents do not have high expectations of him finishing school; all of these factors result in the likelihood that makes him a candidate to becoming a teenage father. ‘The research states that the teen fathers go to school fewer years less than non-teenage fathers (Fletcher & Wolfe, 2011).

‘Evidence shows that men who have children before marriage leave school earlier and have worse labor markets outcomes’ (Fletcher & Wolfe, 2011). ‘Data was used only on young men who reported a pregnancy as an adolescent’ (Fletcher & Wolfe, 2011). It affects his completion of high school.

It also affects his ability to take care of the teen mother & baby, which causes him to drop out of school early. Statistically, ‘teen fathers work more hours and earn more money following the birth of a child then his non-parent counterparts’ (Fletcher & Wolfe, 2011). Teen fatherhood results in the teen father getting married early or co-habitation with the teen mother.

In conclusion, teen pregnancy is a social problem in the United States both teens will have to suffer in their education, grow up before their time, take on adult responsibilities, and suffer financial problems to take care of the child. Which ultimately falls on the parents of the teens, society or the welfare system in which the teen mother becomes a social statistic or shall I say a number.

Teen pregnancy as of 2014 have been on the decline in the United States and increased in other states, however a positive support system for both teens is minimal at best. Socially as communities, churches and government we have to take an active role in education of abstaining from sex, talking to the teens about sex, and protecting themselves against pregnancy.

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Reconnaissance attacks in IPv6 networks compare and contrast 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 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) 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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