Essay about Fair and Equitable Compensation - 1766 Words

In exchange for job performance and commitment, an employer offers rewards to employees. Adequate rewards and compensations potentially attract a quality work force, maintain the satisfaction of existing employees, keep quality employees from leaving, and motivate them in the workplace. According to research conducted by the Corporate Executive Board, the most important workplace attribute is compensation, (The Increasing Call for Work-Life Balance, 2009). Not only must wages be set high enough to motivate and attract good talent, they must also be equitable—that is, the wage must accurately reflect the value of the labor performed. Fair and equitable compensation is a crucial factor in the success of an organization. It is important†¦show more content†¦For job-based compensation, human resources must conduct a systematic job analysis. Each job must be carefully examined to list the necessary tasks and actions, identify skills and abilities required, and establish de sirable behaviors for successful completion of the job (Dessler, 2011). The traditional method of compensation is a base pay system. This base pay system is the one that most people are familiar with. A base pay system involves set pay levels (wage or salary) with regular increases. Increases can be given for a variety of reasons, but are typically given for promotions, merit increases, or cost of living increases. The Hay Group points out that there is less distinction today between merit increases and cost of living increases: Because of the low levels (3 to 4 percent) of salary budget funding, most merit raises are perceived as little more than cost of living increases. Employees have come to expect them (HayGroup, 2012). Determining base pay is directly linked to the organization’s compensation philosophy. Having a clear understanding of what role the position plays in the organization, including the complexity of the required responsibilities and tasks, is factored into the equation along with market data. Organizations that take the time to ensure they have factored in all of the following components will be more effective in managing their competitiveness externally as well as their consistency andShow MoreRelatedFair and Equitable Compensation Essay969 Words   |  4 PagesFair and Equitable Compensation MGMT 365 04/01/2012 MGMT 365 04/01/2012 Fair and Equitable Compensation Compensation is an important factor in the business world; both for employees and employers. Employees are trying to get what they feel they are worth. On the other side employers are trying to get quality workers at the best price they can; this is so they can increase their bottom line. Depending on which side you are on, the views of what is fair and equitable varies. The key is toRead MoreHuman Resource Practices With Business Goals1363 Words   |  6 Pagesbusiness goals with employee motives, a well-rounded compensation plan precedes attainment of these business goals(Martocchio 3). As can be seen by this statement, compensation is a major concern for all players in the business world today. As a matter of fact, if a company fails to properly manage their compensation package they will find themselves being left behind by the competition. In particular, what exactly does being left behind in compensation and benefits mean? It stands that other companiesRead MoreThe Determinan ts Of Employee Performance Essay877 Words   |  4 Pages(Hawaini, Gabriel and Viallet 2007). Employee Compensation is the same thing as employee reward. While employee reward is about how people are rewarded in accordance with their value to the organization, employee compensation according to Rynes, S. L., Gerhart, B., Minette, K. A., (2004). consist of pay and other economic and intangible benefits provided to the employees of an organization in return for the services rendered by them. Thus, compensation is the reward given to employees for utilizingRead MoreThe Business Of Amateur Sports1158 Words   |  5 Pagesmakes is that students are stakeholders in the college revenue success and should benefit. Marx claims if students were paid to play sports, The injustices of fake amateurism would be gone† (Rottenberg). Marx seems to believe that students deserve compensation beyond receiving an education and other stipends. Marx’s article is directed at college football and is narrow in stating his views. By exploring beyond a few sports, or select sports programs, his notion of paying students to play for collegeRead MoreLiterature Review : Employee Retention1187 Words   |  5 Pagesstrategies implemented to create more positive organizational climates for the purpose of retaining valuable employees include equitable remuneration that reflects performance, sufficiently challenging and interesting work, as well as opportunities for training and career dev elopment. There are seven main factors that can enhance employee retention. These factors are compensation and appreciation of the performed work, provision of challenging work, chances to be promoted a pleasant atmosphere withinRead MoreBenefits And Benefits Of Employee Benefits Essay1422 Words   |  6 PagesDoyle offers this, â€Å"Employee benefits are non-salary compensation that can vary from company to company. Benefits are indirect and non-cash payments within a compensation package. They are provided by organizations in addition to salary to create a competitive package for the potential employee.† (Doyle, 2016, para. 3). Essentially, this can be taken to mean that employee benefits may be in the form of monetary compensation or still compensation, but without monetary payment to the employee. ExamplesRead MoreJob Satisfaction in Criminal Justice1251 Words   |  5 Pageslong work hours, and lack of public and managerial support. Purpose of the Study: Research shows that the issues surrounding job satisfaction amongst law enforcement personnel establish a causal connection between resources, management style, compensation, and support. This is a complex issue for several reasons: limited funding from governmental agencies, unwillingness for some law enforcement personnel to answer questions that they perceive may prejudice management against them, and the inabilityRead MoreEquity Theory1421 Words   |  6 Pagesperceptions of fair/unfair distributions of resources within interpersonal relationships. Equity theory is considered as one of the justice theories; it was first developed in 1962 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment whichRead MoreThe New York Hotel And Motel Trades Council Essay1003 Words   |  5 Pagesand other related businesses represented under contract to this union. Employees who have a membership with this union enjoys new and fair representation under a very diverse organizational culture. The association provides incredible union contract for hotel workers in the environment guaranteeing excellent wages, benefits, working conditions, and standard of fair treatment. The pay policy gives employees entitlement to substantial paid time off, full-time employees receiving holidays, personal daysRead MoreThe Ethical Approach Of Bob Bowlsby1484 Words   |  6 Pages The ethical approach that Bob Bowlsby is utilizing in his argument is the justice approach. Bowlsby’s comment deals with fairness. His opinion is that it is not fair for football and male basketball student athletes to receive a salary while female and male student Olympic sport athletes who partake in swimming, wrestling, and lac rosse, for example, do not receive the same benefit (Strickland Moody, 2014, p. C-422). The justice approach is based on fairness, equity, and impartiality as it derives

kindergarten - 1034 Words

THESIS TITLE PROPOSAL TITLE: The Level of Mother Tongue-Based Reading Readiness of Kindergarten Pupils of Cabatuan East Central School SY 2013-2014 Proponent: OPIDO, Patson P. Statement of the Problem This study attempts to assess the level of reading readiness in the mother tongue of Kindergarten Pupils of Cabatuan East Central School SY 2013-2014. Specifically, this study attempts to give answer to: 1. What is the profile of the respondents in terms of: a. age b. gender c. mother tongue d. gross family income e. educational attainment of parents f. early childhood education g. availability of educational materials at home 2. What is the level of mother tongue based-reading readiness skills of the pupils in terms of:†¦show more content†¦But when the language of learning and the language of instruction do not match, learning difficulties are bound to follow. To discard the use of the L1 in favor of an unfamiliar language upon the children’s entry into grade school is tantamount to displacing or disconnecting their foundational knowledge from the learning process and concepts confined in the classroom. When this happens, learners lose interest in their studies, drop out of school, or lose sight of the long term goal of getting educated, thus becoming underachievers. The Philippines is a multicultural, multiregional, multiethnic, and multilingual nation. It has around 170 different native languages. Deploying all these languages as learning resources is a formidable task. However, the enormity of the problem is lessened by the fact that 15 of these languages are already spoken by 95 percent of our population (Nolasco, 2010). From the 15 dominant languages, 11 mother tongues will be used as sole languages of instruction. They are Cebuano, Iloko, Tagalog, Bikol, Hiligaynon, Waray, Kapampangan, Pangasinense, Maranao, Maguindanaon, and Tausug . These MTs were chosen because they are the most widely spoken languages in the country (Isagani Cruz, 2010). Paradigm of the Study INPUT PROCESS OUTPUT 1. F E E D B A C K METHODOLOGY Research Design This study is descriptive in nature. This study attempts to measure theShow MoreRelatedKindergarten Curriculum6037 Words   |  25 Pages K to 12 Curriculum Guide KINDERGARTEN January 31, 2012 K TO 12 – KINDERGARTEN I. INTRODUCTION â€Å"The first years of life are important because what happens in early childhood can matter in a lifetime.† (Harvard, 2009) The Department of Education (DepEd) having been a strong advocate of early childhood education has implemented various programs for preschoolers for decades now. The Department further strengthens this through the inclusion of kindergarten in the K to 12 basic educationRead MoreDisadvantages Of Transitional Kindergarten1377 Words   |  6 PagesImagine two parents who have a child getting ready to go to kindergarten. They are very smart and seem completely prepared for this big milestone. There is only one problem, her child’s birthday does not meet the cutoff date. Now she is faced with the decision of where to educate her child. Does she put her child back in preschool? Should she homeschool her child until the next school year? This is an obstacle faced by many parents all over the country whose children do not meet the cutof f age forRead MoreHow Pre Kindergarten Programs Increase Literacy And Prepare Children For Kindergarten960 Words   |  4 PagesTitle How Pre-Kindergarten Programs Increase Literacy and Prepare Children for Kindergarten Justina Jefferson Walden University Tools for Doctoral Research (EDDD - 8003 - 2) Background/Introduction The problem that I would like to address is how pre-kindergarten programs increase literacy and prepare children for kindergarten. Researching this problem will allow me to explore early literacy programs and how they implement literacy programs that facilitate the developmentRead MoreConcept Of Kindergarten Readiness?3838 Words   |  16 PagesConcept of Kindergarten Readiness Kindergarten readiness is a term that one hears in preschools all over the country. It is of very high concern to parents and teachers alike. What is kindergarten readiness? Graue (2010) reminds us that â€Å"it has been generally accepted and reliably supported that kindergarten readiness is determined by more than age†. It is a broader concept of the skills necessary to make a smooth transition to the kindergarten classroom so that they can be successful (Wesley Read MoreThe Truths About Preschool And Kindergarten1704 Words   |  7 Pages The Truths About Preschool And Kindergarten In America and How it is Benefiting Our Kids Introduction In my research essay I will be researching and talking about the early childhood education in America. In addition to that I will talk about the benefits it is having on our children from what I have learned from my sources, and how teachers of early education are being equipped to handle these classroomsRead MoreKindergarten Vocabulary : A Literature Review1488 Words   |  6 PagesKindergarten Vocabulary: A Literature Review of Effective Instruction Introduction When students enter into the kindergarten classroom, they are greeted with a plethora of new knowledge that they may have previously not had exposure, such as phonics, phonemic awareness, fluency, comprehension, and vocabulary. Within these, vocabulary is often a major struggle for many children in kindergarten. 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Teachers do this through age-appropriate activities that encourage the children to learn more (Marzollo, 1987). In order for children to develop the necessary skills for success in life, they need to attend kindergarten. In full day kindergarten programs more time is available to develop the necessary social and academicRead MoreFriedrich Froebel, Founder of Kindergarten2058 Words   |  9 PagesFriedrich Froebel, Founder of Kindergarten Friedrich Froebel was a German educator of the nineteenth century who developed an Idealist philosophy of early childhood education. He established kindergarten and education for four and five-year-old children. Kindergarten is now a part of education worldwide. Friedrich Froebel was born in the small town of Oberwiessbach, Germany in 1782. His mother died when he was a baby. His father remarried, but Froebel never liked his stepmother. His feeling ofRead MoreMy First Day Of Kindergarten847 Words   |  4 PagesJust yesterday I walked through the gym doors of LC with my mom to meet my classmates for my first day of Kindergarten. I had no idea how it would feel, or what great memories would be made in those hallways that I would never forget. As I walked into my classroom, I met my teacher, Mrs. Goecker. She had very little tolerance for me when I refused help from a classmate one morning during spelling and vocab. This resulted in her sending me to the principal s office. That was a very scary experience

Kinh Do Bakery Free Essays

string(37) " and development of the corporation\." Executive summary This report was aimed at analyzing current issues in the organizational environment of KDC and providing recommendation for the company to improve its performance regarding environment. The analysis focuses on the external environment of KDC. Overall, KDC has a quite favorable external environment to a certain extent to make out the most of it. We will write a custom essay sample on Kinh Do Bakery or any similar topic only for you Order Now However, each of the factors in its external environment have good and bad effects on its outcome, realizing and understanding all of which can help the corporation to exploit the most from the environment and avoid mistakes reducing its achievements. External environment is divided into general and specific factors. In the general environment, economics is enduring massive fluctuations, making customers cut down expenditure and turn to economically efficient products. The political condition in Vietnam is stable, appropriating for applying in a long time. Whereas, the life styles of people are under a considerable change, they adopt time- saving meals, which is an opportunity for instant foods of KDC. Nevertheless, the instant foods are also proved not to be so good for health. Finally, beside a potential domestic market, which possesses an ideal population structure, as Vietnam joined in WTO, it comes a chance of extending KDC’s market into the world. In the specific environment, because of the significant drop in people’s income comparing to real value of commodity, the purchasing power of customers decreases. The widespread of fake and low quality goods turns out to be an opportunity for KDC as people trust in established organizations. Regard the potentiality of confectionery industry development in Vietnam, it is easy to understand the vast number of KDC’s rivalries in the market, and despite the leading role of KDC, the others have their own considerably outstanding strengths. KDC has a wide variety of suppliers both from domestic and abroad, which bring not only benefits but also disadvantages due to the differences in price and the distance to deliver. Finally, pressure groups always react in case of wrongdoings. With a view to solve the problems and exploit the market, KDC should cut down the price, diversify the products, build development and extend plans. They also should consider more about the responsiveness to the consumers and society I. Introduction KD is a big corporation which is the combination of many subsidiaries and each of which has the specialized production. However, when it comes to the brand name of KDC, people often associate it with the confectionary production, which is under implement of Kinh Do Bakery. Established in 1993, after 19 years of development, this company has become the leading one in the food industry. KDC is considered to be one of the well-known joint- stock company which is not only dominating in the market of Vietnam but also expanding to the international scope. In the recent years, though the economic recession has put a lot of pressure on the well-being of many companies, KDC still has the good performance and even make the incredibly high profit in the stock market of Vietnam. The annual report of KDC reveals that in 2011, the revenue increased by 32% and on average every SBU achieved the growth level of 2 digits. As food processing is the main production activities and also the base for the development of the whole group, the annual turnover from this section strikingly accounts for nearly 90% of the total revenue for the corporation. The customer that KDC targets at is the Vietnamese one especially children because normally, the confectionary good is more preferred by this group than the adults. Therefore, what the company is producing and providing to the market is of various kinds including candies, cakes, soft drinks, ice cream and other product made from milk. In addition, they have the desire for bringing their products to the world market to consolidate their position and get more profit. No matter what strategic goal that KDC aims at, they always consistently follow the mission of the company which providing customers with the safe, delicious and nutritious products and trying to meet the changing their needs to fulfill the dream of making life better day by day. By that way, KDC can maintain its long-established reputation in the food industry as well as sustainable and non-stop development in the future. II. External environment analysis of KDC 1. General environment like any other organizations KDC is affected by its general environment which includes economic, political , sociocultural, demographic, technological and global conditions. 2. 1 Economic conditions Recently, Vietnam’s economy has been undergoing massive fluctuations which have affected almost companies including KDC. First of all, the years ranging from 2008 up until now, the issues of escalating inflation and high interest rate have posed numerous threats to businesses (Tu 2011). It is undoubted that those components of the economy have changed spending behaviors of customers, who may cut down their expenditures on luxuries as well as become more critical about what to buy and how much to buy. This may be a real challenge for KDC since the corporation is well known for high quality and costly products. 2. 2 Political/ legal conditions There is no doubt that political and legal situation of each nation always exerts profound effects on its business performance. In terms of politics, it is widely accepted that political environment in Vietnam is relatively stable, which gives KDC an opportunity to apply its development policies in a longer time frame without having to follow various political institutions. Concerning legal aspect, Vietnam Government provides and enforces Business Law by which an organization operates. For instance, in May1st, 2012 the Tuotre. vn reported that Vietnam Government passed through the Law which required higher minimum salary. Consequently, KDC had to spend more on salary for its employees. Hence, legal environment in Vietnam not only brings about advantages to a confectionary producing firm like KD but also creates barriers to the expansion and development of the corporation. You read "Kinh Do Bakery" in category "Essay examples" 2. 3 Sociocultural conditions In recent years, Vietnam’s society and cultures have been experiencing considerable changes, which brings about the change in consumers’ life styles. One of which is adopting time saving meals instead of traditional ones, which is beneficial for instant foods industry- the major of KDC. This can be regarded as a big opportunity for all the businesses which manufacture instant food like KDC. Meanwhile, there is also another dominant trend in today’s society which to some extent may affect KDC. That is the shift in the Vietnamese perception in the importance of health in their lives. Thus, it is trendy now that more and more people put much emphasis on food hygene and safety when making choices of food. It means that they are tending to consume the products which are rooted in long-established and well-known brands. This is undeniably an obvious advantage to KDC which is by far top-of-mind company in Vietnam food industry. However, it is also posing challenges for KDC considering the confectionary sector. It is universally known that the products such as candies, cream cakes and so on are among the major causes of obesism, which may lead to cardiovascular diseases and other serious problems (Bang 2011). As a result, people in modern culture with educational improvements have been gradually changing their tastes to adjust to products which contain low fat and cholesterol intake. This would be a big issue for KDC which operates in the field of manufacturing products with high volume of sugar, milk and butter. This is a big challenge for KDC to innovate the ingredients in its products to meet these new requirements from its customers. 2. 4 Demographic conditions As reported in the CIA World Factbook in 2011, Vietnam has an ideal population structure, consisting of more than 90% of youth and mature people within working age. This has contributed to creating a vibrant and potential market for KDC in private and food industry in general. Moreover, this striking pattern in age structure of the country also brings about a significant benefit for KDC, which does business in food manufacturing sector with high demand for labors. 2. 5 Technological conditions It is obvious that technology is a very active element filled with numerous opportunities and threats to enterprises. First of all, as widely accepted, the introduction of modern technology helps simplify a variety of complicated and time-consuming manufacturing processes, contributing to optimizing efficiency and improving profits for many firms. However, in Vietnam, it seems to be an immense challenge since there is a shortage of qualified staffs to meet the new requirements of knowledge economy such in-depth understanding of advancements in science and technology. In addition, our country also ranks behind many other countries in the world in the field of technological applications as well as transferring. According to the Report of the World Economic Forum (WEF) published in recent years concerning technology indicators, the order of our country is 92 out of 117 hile that of Thailand is 43. Hence, it can be concluded that this would an immense challenge for KDC to cope with technological issues today given the explosion of newly emerging technologies, which has and has been making existing ones become quickly obsolete and need innovating much more frequently than ever. 2. 6 Global conditions As reported in the VTC news, Vietnam has officially become a member of the World Trade Organization-WTO. This has marked an important turning point in the country’s development in all aspects. In terms of economy, joining the WTO has given domestic enterprises an opportunity to integrate into the global economy, expanding their scope of market. Nevertheless, it may also pose threats to many firms as it would attract more and more foreign investment into the country, creating harsh competition in domestic economy. KDC may also be put under this threat unless it could reinforce its outstanding position in customers’ mind. In addition, the opening of the country’s economy to the global one also means that our economy will be influenced by fluctuations in other economies. In recent years, the whole world has been suffering a long period of economic downturn, which has resulted in a dramatic decrease in purchasing power even in developed countries. Thus, not only KDC but also numerous enterprises all over the world would have to address this problem to gain an outstanding position in the gloomy picture of global economy. 2. Specific environment 3. 7 Customer According to Stephen P. Robbins and Mary Coulter, the specific environment is the external factors directly affecting managers’ decisions and actions and is of the most relevant components to the achievement of the organization’s goals (Robbins2009, p. 8). As specific environment is unique to each organization, it is worth analyzing the specific environment of KDC to find out its opportunities and threats. Customers seem to be first mentioned as an organization’s existence is for their demands. Consequently, this is the objective that organizations have to satisfy initially. Na turally, customers always want to buy goods at the lowest price and highest quality, which pushes organizations to race in the field of price and product’s quality pressure. It is quite challenging in the case of price pressure as the price of inputs is increasing faster over time whereas the income and purchasing power of consumers are limited. According to the Vietnam economic forum, in 2009, GDP of Vietnam decreased by 51 years in comparison with Indonesia, 95 years with Thailand and 158 years in comparison with Singapore (Le Khac 2012). In the article titled â€Å"Moi lo lon: gia ca tang cao thu nhap tang cham† (2007), the author also mentioned about the alarmingly increasing trend of necessary goods including food, which had strong negative impacts on the living standard of people with low income. Despite the increase of production cost, organizations still have to maintain their quality of goods because without it, consumers will reduce their purchase. Especially in the context of fake goods and low quality goods widely spread in the market, the challenge that KDC has to face is not easy. The article â€Å" sua kem chat luong, banh keo qua ‘dat’ tran lan† (2005) reveals that market control forces discovering successively increasingly cases of producing and delivering fake and low quality goods, included products faking KDC’s, which absolutely negatively affects the prestige of the company. However, the number of consumers trusting in KDC and buying its products always ranks first in comparison with other domestic confectionery companies, showing the advantage of it over the rivals, the total revenue of 4 other largest companies in term of confectionery which are Hai Ha, Huu Nghi, Biscafun and QNS is only equal to 73% of KDC’s (2012). One more problem that the company itself realized is that the bird flu, which affects the quality and price of eggs_ the major ingredients in making KDC’s products, raised the cost of production and reduced the sale of the products (2012). . 8 Competitors Although KDC is the largest confectionery company in Vietnam, it does not mean that it can eternally maintain the current position without caring about other less successful companies and other kinds of competitors. The main current rivalries of KDC are Hai Ha, Huu Nghi, Biscafun and QNS. While KDC focused on the high and medium grade products, others tend to pursue producin g the common grade products. And whereas KDC is the leader in the market share of moon cake, AFC and sweet biscuit, those 4 companies also ave their strong positions in other products: BBC lead in candy market, HHC lead in chew and Jelly market, Huu Nghi well-known for Tet jam and industrial salty bread, which also bring them great profit and still tremendously potential to exploit (2012), from the research, we realize that although the way KDC is following is highly profitable and still grow fast, it may be rather risky when the income of consumers is low and they cannot afford its products in the future, in that case, they can turn to other brands. It also exists the case of consumers changing their tastes, and demand more the products that KDC does not focus to, which can reduce sharply its sale revenue. Additionally, the confectionery industry is one of the most potential industries in Vietnam ( from 2008 to 2012 the production of confectionery increases by 114. 7% per year despite the depression  (2007), so the chance of new entrants coming to it and take parts of KDC market share is of high likelihood 3. 9 Suppliers Regardless of however potential the market is, without suppliers, a company cannot perform anything. Suppliers, defined as who provide not only materials and equipment but also financial and labor resource, play a crucial role on the well-being of companies. In the case of KDC, the suppliers of raw materials are determined by its vision and mission. As the quality of products is what factory puts the most emphasis on, KDC has a tendency to coordinating with the partners of high prestige supplying high quality and clearly-rooted materials. The main inputs such as sugar, eggs, flour, admixtures are taken from the domestic market while milk powder and chocolate are from the global one, particularly, France, Thailand, Australia, and New Zealand. It can be acknowledged as an opportunity of KDC because the materials in the internal market are always available and it just has to deal with negligible carrying cost. Whereas, the wider spread of supplier network over the world market enables KDC to be flexible in ensuring the inputs for production. Along with the opportunities, suppliers also pose a lot of threats to the company in different ways, the first of which is through prices. As announced in the annual report of KDC in 2011, due to the inflation, the firm suffers from dramatically increasing and unstable prices of material together with the rises in salary and utilities expense, which leads to a significant drop in total revenue of KDC. Moreover, as KDC imports some materials from the external market, they are the price takers. Therefore, they will encounter some problems because of the fluctuations in the world prices. Back to the domestic market, the changing prices of inputs, especially sugar is really a pending issue. Not only KDC but also many confectionery producing corporations also get exhausted with the discrepancy between the sugar price at the beginning and the end of the harvest. While the price of confectionery does not change by 10 % per year, the sugar price fluctuates by nearly 30% (Hung, cited in thesaigontimes. vn, 2012) What is more, company effectiveness of performance is reduced significantly by supply chain disruption especially in global sourcing. Rob Handfield (2011, p3) points out that the delay in supplying can cut down shareholder value by as much as 10% or even worse in ‘time-sensitive† environments where early market introduction is critical to success. KDC also gets part of its inputs from the external market through shipping so it is impossible to avoid the risk of supply chain disruption, which means a great deal of time and money wasted. 3. 10 Pressure groups. One more factor that a firm often has to bear in mind derives from pressure groups, which are the ones attempting to influence the actions of organization. Every organization has its own pressure groups and as for KDC, the 2 groups that have the role in regulating KDC’s performances are Environmental Protection Group and Customer Right Protection Group. The EPG takes investigation of the treatment to wastes from production activities of KDC to determine whether it does harm to environment or not. If there is any problem, they will reflect it through the medium to force the company to correct it or make some compensation. The CRPG monitors the action of KDC from the step of taking inputs to processing and packaging to ensure it is safe to the health of customers. As the social attitudes change so does the power of pressure groups. In 2008, KDC had been blamed for using milk powder that contains melamine- one toxic substance- to produce cakes. Under the pressure of media, KDC had to carry out a careful test to make sure that the production was absolutely reliable. ( Thao, cited in baomoi. com,2008) | | | | | III. Recommendations In term of specific environment, as confectionery demand is rather elastic due to its enormous number of close substitutes, the lower the price is, the higher the demand is, especially in these dark days of the economy. Hence, it is obvious that KDC should take a set of actions in terms of price to motivate consumers to purchase more such as reducing the price of products, or giving promotions when they buy a certain large amount. Such programs will not only raise the company’s revenue but also make its reputation much more well-known. The marketing work also should be taken into consideration since the current advertising campaign of KDC is not of high effectiveness. Thus to make the quality of its products known and then highly regarded by people, it should promote advertising and marketing strategy. As regard competition, to be more competitive to best exploit the market, it is thought that KDC should research and build development plans, diversifying its products and expanding to other markets, this will both helps KDC to avoid the case of lower revenue due to the change of consumers’ taste and bring about enormously larger revenue if successful. For the suppliers, the careful analysis over opportunities and threats that supplier chains bring about gives the implications for the company to direct its actions. As for KDC, to minimize the negative impacts of suppliers, it has to face 2 ill-minded questions. The first one is how to reduce the purchasing prices of inputs. To enjoy the low-cost sourcing, it is advised that KDC should make a periodical purchase with extreme amount of materials. By that way, KDC is benefit from the great negotiation power over its partners about the prices. Another question is how to manage the risks from tardy delivery progress. According to Handfield, the most critical action is to develop the supplies chain strategies to detect the problems, assess the negative impacts and also mitigate them. In the case of KDC, they should sign the strict contracts with its partners, forcing them to adhere to the contracts to ensure about the delivery progress. Moreover, it is better for KDC to make plans of frequently checking the materials left to be active in ensuring the inputs for manufacturing. Besides suppliers, KDC should pay attention to the pressure groups. The only way to get out of the impacts of them is doing things right. In particular, KDC is encouraged to give priority to the customer rights by providing the safe goods to consumers with appropriate prices. Moreover, it is necessary to develop a business plan of manufacturing parallel with protecting environment. It is the way KDC performs its social responsibility. Turning to external forces in the general environment, there is no denying that KDC should take these components into thorough consideration. Concerning opportunities, the firm should understand and take advantage of them to reinforce its competitive advantage over other competitors. For instance, in terms of demography, Vietnam seems to be a dynamic and potential market for confectionary products. Therefore, KDC should seek the ways to expand their scope of production as well as diversifying their items to meet new requirements from different customers. Turning to the issues that are generated by the general environment, the firm should stay alert and pay more attention to them if it does not want to be put under serious losses. Specifically, it is obvious that KDC should take into account the fluctuations in the open market as well as changes in the Government rules and regulations to respond quickly and make appropriate adjustments for its strategic management. IV. Conclusion To sum up, it is concluded with no doubt that KDC is doing an extremely good business, which brings about a strikingly high economic profit and also gets the KD’s brand name familiar with the customers in the domestic market as well as the global one. To attain this achievement, beside some internal factors of the company such as the good manager, skillful employees or great capital, the external environment of KDC also makes a significant contribution. The general factor, which include economic, demographic, technological, social, cultural, political/legal, global, though do not have the direct impacts on the performance of KDC, they still serve as the frame to set the standard for all business activities. On the contrary, KDC is influenced by four specific elements namely customers, suppliers, competitors and pressure groups. They act as the determinants of the success or failure of KDC. Hence, it is required for KDC to carefully understand the opportunities as well as threats that these factors pose on the company to have the right direction for development in the future. REFERENCE ‘Danh sach nha cung c? p nguyen li? u cho Kinh Do. ’ 2011 [online] Available at URL : . http://www. tuhaoviet. vn/index. php/tin-tuc/tieu-diem/199-dac-diem-cua-nganh-banh-keo-viet-nam#. ULFf_4c2aIU. KDC (Accessed on November 24,2012) Hung, 2012, ‘ Nien v? mia du? ng 2012/13 : cu? c chi? n gia c? ’ [online] Available at URL : http://www. thesaigontimes. vn/Home/kinhdoanh/dautu/84914/Nien-vu-mia-duong-2012/13-Cuoc-chien-gia-ca. html. ( Accessed on November 24, 2012) Thao, 2008, ‘ Kinh Do: s? a nguyen li? u khong ch? a melamine’ [online] Available at URL : http://www. baomoi. om/Kinh-Do-sua-nguyen-lieu-khong-chua-melamine/82/2048232. epi ( Accessed on November 25, 2012) Rob Handfield, 2011, ‘Reducing the impact of disruptions to supply chain’ Bang 2011, ‘11 sai l? m d? n d? n beo phi’ [online] Available at URL: http://www. eva. vn/suc-khoe/11-sai-lam-dan-den-beo-phi-c131a64320. html (Accessed on November 24 2012) CIA World Factbook 2012, ‘Vietnam Demographics profile 2012’. [online] Available at URL: http://www. indexmundi. com/vietnam/demographics_profile. html ( Accessed on November 25 2012) Dung 2012, ‘Ngh? d? nh s? 31/2012/ND-CP c? a Chinh ph? : Quy d? h m? c luong t? i thi? u chung’. [online] Available at URL: http://vanban. chinhphu. vn/portal/page/portal/chinhphu/hethongvanban? class_id=1_page=1mode=detaildocument_id=157436 (Accessed on November 2012) Khoi 2007, ‘Gia nh? p WTO: Ngay l? ch s? c? a Vi? t Nam’. [online]Available at URL: http://vtc. vn/10-12223/quoc-te/tin-tuc/gia-nhap-wto-ngay-lich-su-cua-viet-nam. htm (Accessed on November 25 2012) Tu 2011, ‘L? m phat va lai su? t tin d? ng’. [online]Available at URL: http://www. baomoi. com/Home/TaiChinh/doanhnhansaigon. vn/Lam-phat-va-lai-suat-tin-dung/7280942. pi (Accessed on November 25, 2012) ‘ Moi lo lon : gia ca tang cao thu nhap tang cham† [online] Available at URL : http://vietbao. vn/Kinh-te/Gia-ca-tang-cao-thu-nhap-tang-cham-Moi-lo-lon/55145690/88/ (Accessed on November 23, 2012) ‘Noi va lam: thu nhap vietnam gia ca quoc te’ [online] Available at URL  : http://vef. vn/2012-04-01-noi-va-lam-thu-nhap-viet-nam-gia-ca-quoc-te (Accessed on November 23, 2012) ‘Sua kem chat luong, banh keo qua ‘dat’ tran lan’ [ online] Available at URL: http://vietbao. vn/Kinh-te/Sua-kem-chat-luong-banh-keo-qua-dat-tran-lan/20438509/87/ (Accessed on November 22, 2012) So sanh cac doanh nghiep banh keo hang dau vietnam’ [online] Available at URL: http://gafin. vn/20120701021441520p0c36/so-sanh-cac-doanh-nghiep-banh-keo-hang-dau-viet-nam. htm (Accessed on November 23, 2012) ‘Banh keo kinh do/ gioi thieu’ [online] Available at URL: http://www. vinacorp. vn/stock/hose-kdc/banh-keo-kinh-do/gioi-thieu (Accessed on November 19, 2012) ‘Vietnam- thi truong banh keo tiem nang’ [online] Available at UR L: http://www. baomoi. com/Viet-Nam–thi-truong-banh-keo-tiem-nang/50/3279233. epi ( Accessed on November 22, 2012) How to cite Kinh Do Bakery, Essay examples

Control Mechanisms at Boeing free essay sample

Control Mechanisms at Boeing Controlling is an extremely important function of management. Manager’s use control to ensure that goals are met and to make the necessary changes if they are not. Several control mechanisms exist. Managers within companies use the mechanisms to achieve results. This paper will identify, compare, and contrast four of these control mechanisms as they relate to Boeing. It will determine the effectiveness of these control mechanisms, the positive and negative reactions within the company, and how these controls affect the four functions of management at Boeing. Four Control Mechanisms Control mechanisms, whatever their type, exist for the same reasons and same goals in mind: to increase employee production and performance, and to increase the sales, production, and profitability of a company. However, each control works in a different way to achieve these outcomes. Boeing uses many control mechanisms to regulate performance and increase production and profitability. We will write a custom essay sample on Control Mechanisms at Boeing or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Bureaucratic Bureaucratic controls use rules and regulations paired with close supervision to regulate performance. These control systems are designed to measure performance by setting standards, measuring progress and performance, comparing the performance to standards, and correcting mistakes while reinforcing successes (Bateman Snell, 2008). Boeing utilizes the bureaucratic control mechanism by monitoring the performance standards of the operations. Boeing and its competitor Airbus have been finding ways to expedite production and reduce cost. Boeing is working on speeding up production, and raising fuel efficiency of the 787 Dreamliner (Bateman Snell, 2008). Their airplanes are put through many tests to measure the production and efficiency against the standards. Concurrent Control According to Bateman and Snell (2008), concurrent control is a form of bureaucratic control that â€Å"takes place while plans are carried out† (Concurrent control, para. 1). The vision of Boeing was to increase customer knowledge, understand, anticipate, and responding to customers’ needs could be met in a timely manner. To meet these demands Boeing invests on the expansion of technical systems that assist in the integration of production. Boeing also cut cost by eliminating overhead on parts, and outsourcing. Production times have decreased while quality standards have increased (Boeing, 2011). Boeing uses concurrent controls to achieve these standards. Market Control Market controls differ from the bureaucratic controls in that market controls use economic forces and pricing mechanisms in controlling performance rather than performance standards (Bateman Snell, 2008). Boeing met with auto manufacturers to see how they could streamline the factories to make them more cost-efficient and more competitive in the airline market. The company overhauled factories and added individual parts bins that are more accessible and easier to manage. Boeing also reviewed auto maker assembly lines and matched those to increase production of planes by using moving lines (Bateman Snell, 2008). Boeing uses market controls to measure competitor performance and implement their own cost saving strategies. Clan Control Clan control goes beyond the use of bureaucratic and market controls and gives employees the power to make decisions and give suggestions while encourages correct and ethical behavior. The corporate management team at Boeing implemented into the hiring policy the importance of employees working together. The company encourages employees to share ideas and knowledge (Boeing, 2011). Boeing recognizes the need for employee input at all levels within the organization. Effect of Control Mechanisms The effectiveness of these mechanisms depends on how well they companies implement and monitor them. Employees may have both positive and negative reactions to the control mechanisms used. Control mechanisms will not only have an effect on the performance of the company and the emotions of employees, but also will affect each of the four functions of management. Effectiveness The bureaucratic mechanisms used by Boeing are productive and successful. Implementing tools such as employee incentive programs has a positive effect on the 160,000 people Boeing employs around the world. Exploring ideas for employees to contribute to the success of Boeing has boosted morale. The Mighty Students (2011) website state that the market control mechanisms that Boeing has put into place help Boeing strategize ways to capitalize on opportunities in the market and respond to market threats. Boeing also uses these tools to monitor competitor performance, enabling them to respond quickly changes in performance. The clan control mechanism encourages employees to participate with new ideas for the company and promotes innovative ideas that can help the company advance. Clan control also encourages team effort where everyone works together to achieve company goals. Boeing uses the concurrent control mechanism successfully to concentrate on customer satisfaction. Using concurrent controls to upgrade technology, Boeing achieved above average customer service in a timely manner while cutting costs of production. Positive and Negative Reactions Controls can have both positive and negative reactions. On the positive side an effective control system will amplify potential benefits and curtail dysfunctional behaviors (Bateman Snell, 2008). Boeing’s management has a control system that keeps the lines of communication open between employees and management. Establishing valid performance standards where the system incorporates all measures of performance creates positive reactions to the control mechanisms. Control mechanisms can also create negative reactions and lead to dysfunctional behavior. For control systems to work, management needs to keep in mind how their employees will react. Three responses to control exist: rigid bureaucratic behavior, tactical behavior, and resistance (Bateman Snell, 2008). Control systems are in place to uncover negative behaviors or actions that take place in an organization. Employees may think that their job is uncertain because of such controls. Affect on Management Functions The four functions of management can be seen at Boeing. Boeing goes through planning, organizing, leading, and controlling with all projects that they implement. Control mechanisms influence the planning function for new projects. According to Bateman and Snell (2008), â€Å"planning lays out a framework for the future and, in this sense, provides a blueprint for control. Control systems, in turn, regulate the allocation and use of resources and, in so doing, facilitate the process of the next phases of planning† (Chapter 16, p. 574). Through the effectiveness of the controls at Boeing future project planning will be more precise. Through the use of market controls, Boeing can apply cost saving measures from one project and apply them when planning future projects. Bureaucratic controls enable Boeing to leverage the knowledge of time it takes to meet the regulations to establish proper time-lines into new projects. The control mechanisms also affect how Boeing organizes resources. For instance, market controls affect how Boeing organizes their monetary resource among their different budgets. Leading is also affected. Managers can use the control mechanisms in place to encourage their employees to reach goals and achieve company standards. Conclusion Control mechanisms help companies monitor success, attain goals, and implement necessary changes. Several control mechanisms exist. Boeing has implemented control mechanisms successfully within their company.

Organizational Culture and Change Management Essay Sample free essay sample

Abstraction Change is an inevitable happening. Culture is something familiar that makes people peculiarly in an organisation feel slightly unafraid. The trouble comes in seeking to accommodate alteration and civilization particularly in the event of amalgamations and acquisitions or organisations. Too frequently. the human factor is underestimated. Because of this. what benefits that are supposed to be brought by the amalgamation falls apart. Experts say that the key to successful alteration direction lies in fixing an already â€Å"change capable† environment even before something like a amalgamation happens. Communication. premeditation and a system that promotes diverseness and tolerance are advanced as valuable patterns in successful organisational and cultural change/integration direction. Organizational Culture and Change There is a cliche that says there are two things in life that are inevitable: alteration and revenue enhancements. In the organisational scene. while both can be major concerns. there is nil more complex and more ambitious than covering with alteration. We will write a custom essay sample on Organizational Culture and Change Management Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Change is something that most companies. groups and organisations experience and undergo at some point. It could be through a alteration of leading. a amalgamation or merely new societal and forces issues that come with the times. For many. alteration can do rather a period of turbulence and even unease. So much so that it is non unusual that opposition to such alteration may be found from people in an organisation. There is a inquiry here of whether such opposition is fueled by personal positions on how the organisation runs things or is it a affair of misdirection and underestimate of the importance of proper cultural integrating? Should this go an issue of civilization. how can an organization’s leader assist his crew weather the alterations in a peaceable and non-threatening manner? Surveies of civilizations within an organisation came to the bow in the 1980’s ( Aaltio A ; Mills. 2002. p. 3 ) . The so sensed growing of a â€Å"internationalization† and development of multi-cultural work forces called for a direction attack that was more subjective with a position of sensitiveness to cultural differences as opposed to what were once nonsubjective direction patterns. Among these new displacements in direction emerged the impression of â€Å"mini cultures† within an organisation as proposed by â€Å"organizational pedagogues and practicians seeking more comprehensive ways of understanding organisational behaviour and management† ( p. 4 ) . The recognized definition of corporate and organisational civilization is † a set of values and beliefs and scheme that are understood and shared by members of an organisation. † ( Recardo A ; Jolly. 1997 ) It dictates what is deemed â€Å"acceptable† from subjects runing from topics of conversation to how the group is run. It can besides be considered as the â€Å"driving force† behind the behaviours. work ethic. methods and productiveness demonstrated by the members of the workforce/organization. It is besides treated as the beginning of â€Å"tried and tested† methods in covering with both internal and external issues. struggles and achievement of organisational aims ( Nahavandi A ; Malekzadeh. 1993. p. 10 ) One illustration is the repute of the Delaware house W. L. Gore and Associates in 1993. Manufacturing merchandises runing from wire and overseas telegrams to medical supplies and cloths. the company has been known for its informal organisational civilization. There is virtually no hierarchy and formal rubrics. Creativity and invention are extremely encouraged and position symbols are considered unneeded and even estranging. For a new director to demo up for work with something that can be perceived as a â€Å"status symbol† is considered â€Å"highly inappropriate† ( p. 10 ) Organizational civilization is driven by many different factors such as leading and direction manner. client demands. organisational size and so on. There are nevertheless eight major dimensions by which organisational civilization may be distinguished. These are communicating. preparation and development. criterions and awarding of wagess. determination devising. hazard taking. planning. teamwork. and assessment and execution of direction patterns. ( Recardo A ; Jolly. 1997 ) Communication refers to the manner direction and the organization’s work force communicate. What method of communicating is most applied? One on one negotiations or memo poster? Do the members and direction portion thoughts and decide struggles in â€Å"bull sessions† or are issues and concerns more officially addressed and structured in meetings? When it comes to forces developing. the management’s committedness and attempts to supply the forces with chances for growing and development through farther instruction and preparation influence the organization’s civilization. Wagess are besides portion of the civilization as members are oriented and move along the criterions of productiveness and engagement that would deserve promotion for them. How the organisation decides on issues and buttockss hazards and subsequent action are besides dictated by the group’s civilization. Even the encouragement and disheartenment of hazards and advanced thoughts are governed by civilization. The same goes with how programs are mapped and executed every bit good as how degrees of success accomplished by squads and direction are judged. All these things are covered in the kingdom of organisational civilization. All the day-to-day things that people expect and are imbued with in their every twenty-four hours at work are all portion of their organization’s civilization. It is hence apprehensible how some members of an organisation may experience threatened and even resistant to the attack of alteration. Take for case the entry and Ascension of adult females in what may be viewed as a male-dominated corporate hierarchy. In 2005. the National Center for Educational Statistics pegged adult females in America as busying more than half the seats in the nation’s college schoolrooms and gaining more than half the MBAs ( Jandeska A ; Kraimer. 2005 ) . More than half of today’s American work force including those in what were once male dominated industries is made up of adult females. Despite this nevertheless. adult females by and large still earn less than work forces. Merely a really few adult females will most likely range top direction position and see the same professional and extrinsic success as enjoyed by their male opposite numbers. ( p. 1 ) Are adult females viewed as possible menaces that should hence be boxed out or are organisations merely traveling on the sensed laterality of the male sex that make them better leaders? While there are many theories advanced as to the causes of this peculiar province of personal businesss. there is a relentless belief that there is a â€Å"male-oriented† organisational civilization that hinders women’s advancement in the dominance towards leading. This â€Å"male† civilization may be distinguished by an organization’s penchant for â€Å"hierarchical authorization. independency. bossy leading. and top-down communication† ( Bajdo A ; Dickson. 2001 ) Surveies besides observe that in contrast to the more â€Å"independent† male-dominated and shaped organisational civilizations. those chiefly influenced by adult females are more â€Å"team oriented† and tended to stress interpersonal relationships and power sharing among the members of their organisation. ( Bajdo A ; Dickson. 2001 ) There are two ways by which an organization’s leading can impact an organization’s civilization. The first is in the choice of the organization’s cultural way every bit good as its saving. Opposing this is the more hard undertaking of pull offing the organisation in times of alteration that call for a re-assessment and displacement in the existing civilization. The latter undertaking is one which most new directors find disputing. An organisation whose members have grown used to working independently with really minimum supervising may happen it hard to accept and set to a new leading that is more bossy and involved. â€Å"Imbedded in the civilization or individuality of an organisation are guidelines that are used by members of the organisation as expressions for reading and behavior† ( Poole. 1998 ) . In the state of affairs of a more involved leader taking over a squad that has become accustomed to working on their ain. the leader’s actions may be perceived as tampering or critical of the team’s capablenesss to carry through their undertaking. Organizational and corporate amalgamations are even more hard to pull off and decide as amalgamations non merely affect the differences between a leader and a group’s bing civilization but besides a possible struggle between two bing and â€Å"proven† civilizations. On the popular telecasting show â€Å"Survivor† ( 2000 ) contestants are divided into two folks. Both folks are allotted clip to construct their cantonments. signifier confederations and schemes with other members of the same folk. Tribal members recognize and align precedences and work together towards a coal whether it’s to vote a individual off first. how to acquire the better of the rival folk. and who will be working together to make the â€Å"final three. † Both tribes Begin to develop a â€Å"culture† of their ain. Are they the blithe folk who strongly resents being told what to make or â€Å"micro-managed† by the bossiest member in their group preferring merely to speak about amusing and entertaining things? Or will they be a extremely organized folk organizing sub-groups determined by accomplishment. leading and possible part to the camp’s nutriment under the supervising of an elected or dominant tribe leader? What is common among both folks is the apprehensiveness at the inevitable folk switches and amalgamations. Here. truenesss will be tested and confederations. schemes. established cantonment environment and hierarchies will either be proven and validated or challenged and dashed to spots. Corporate and organisational amalgamations reached its extremum of popularity in the â€Å"merger mania† of the 1970’s and 80’s ( Nahavandi A ; Malekzadeh. 1993. p. 1 ) . While most amalgamations are made with the primary end of net income devising on a firm’s â€Å"dismantling and merchandising of assets† ( p. 1 ) . some were strategic moves in footings of merchandise and market development. resource consolidation every bit good as the decrease of rival Numberss in a specific industry. Whatever the motive. amalgamations bring with it new people. policies. leading. and cultures that must be integrated carefully with the already bing system. In the same manner. the menaces and inevitable opposition from civilizations within the old system must besides be anticipated and addressed by direction peculiarly those who are new. Most of the clip. it is the civilization of the geting organisation that prevails against the one being acquired. This will find cardinal factors such as liberty. hierarchy and study devising of the members of the acquired organisation. As with the instance of â€Å"Survivor. † the â€Å"acquiring group† is translated to be the stronger and more significant folk in footings of Numberss and strengths in winning challenges. The minority. in order to last. will hold to larn to accommodate and take steps to either signifier confederations with members of the dominant bulk. In corporate and organisational amalgamations. whether the bing civilization of the acquired group is centralized or decentralized. it is normally the geting organization’s determinations. policies and civilization that will be the guiding step â€Å"regardless of what is best for the overall organization† ( Nahavandi A ; Malekzadeh. 1993. p. 50 ) . Buono ( 1992 ) states that it is common a belief among human resource ( HR ) practicians that the success or failure of amalgamations and acquisitions are extremely dependent on the relationships and group kineticss formed on both the interpersonal and intergroup degrees following the amalgamation. The consequence of amalgamations on an organization’s members is both important and variable. Besides the inevitable structural and cultural alterations. members of either organisation peculiarly the one being acquired may convey emphasis and feelings of being threatened in footings of new group and policy accommodations every bit good as possible loss of employment. These concerns may significantly impact the productiveness every bit good as the private lives of the persons concerned ( Walter. 2004. p. 104 ) . For the persons involved. these feelings can take to a sense of loss. psychosomatic troubles. and matrimonial every bit good as personal strife. Yet. what is frequently overlooked is that M/As non merely interrupt the lives of persons but necessarily destabilise the organisations involved every bit good. Inter-firm consolidations frequently precipitate lowered employee committedness and productiveness. increased dissatisfaction. high turnover. leading and power battles. and a general rise in dysfunctional behaviours such as sabotage ( Buono 1992 ) . An illustration of this is the bead in gross revenues experienced by pharmaceutical company Wellcome in 1998 after jobs surfaced in the manner their amalgamation was handled after being bought up by pharmaceutical maker giant Glaxo in 1995. â€Å"In any instance. large amalgamations are riotous and can hit morale. Wellcome’s gross revenues are said to hold been affected by jobs originating from the amalgamation of the two gross revenues forces. † ( â€Å"Patent Problems Give a. † 1996. p. 69 ) In 2002. the English newspaper Birmingham Post published a survey undertaken by accounting house Deloitte A ; Touche that named â€Å"poorly executed amalgamations and acquisitions† as the primary ground for the bead in public presentation and productiveness of about 57 % of the concerns in the United Kingdom ( â€Å"Why Amalgamations Cause Such. † 2002. p. 26 ) . A specializer in reorganisation services for Deloitte and Touche. Andrew Peters gives the undermentioned advice to concerns sing amalgamations and acquisitions: â€Å"Any main executive about to ship on a ‘bet the business’ trade needs to inquire whether his or her concern has the appetency and capableness to successfully incorporate what it has bought† ( â€Å"Why Amalgamations Cause Such. † 2002. p. 26 ) . He farther adds that excessively few concerns truly give this inquiry careful attending and idea. Peters besides says that despite the employment and advise of â€Å"highly qualified and experienced advisers† in managing amalgamations. there are still many more abstract facets that make integrating more of a â€Å"hit-and-miss matter. † that could do jobs in the integrating procedure. Peters goes on to urge that concerns come ining into amalgamations give due diligence in be aftering the direction and integrating of their several concern ( p. 26 ) . Walter ( 2004 ) urges that a treatment of the corporate civilization of both the parent and acquired houses be carefully looked into get downing with the pre-merge and acquisition meetings. He stresses that whatever benefits may be brought by the meeting and acquisition procedure ( M A ; A ) are straight linked with successful human interactions. He farther states that it is critical to find whether the most important alterations and possible opposition are â€Å"functional. societal. or rooted in other causes that need to be clearly established in the pre M A ; A stage† ( p. 104 ) . Such step will let senior directors to find and map out possible integrating attacks every bit good as determine possible spreads and jobs when the amalgamation pushes through. There are three of import things that must be kept in head by the transacting parties in finding integrating attacks harmonizing to Walter. These are â€Å"the extent of the cultural spread. the chief intent of the merger/acquisition. and the operating environment of the acquired house or amalgamation spouse. † Walter cautiousnesss that should in the pre-M A ; A phase treatments reveal a cultural spread that is excessively broad. it may be wiser and more prudent to reconsider the dealing. ( p. 104 ) One illustration of the hazards of late planning and underestimate of cultural integrating is the failed amalgamation and acquisition between Hewlett Packard and Apollo Systems in the 1980’s. When engineering elephantine Hewlett-Packard acquired Apollo Systems in 1989. it was a move applauded by industry critics and assessors mentioning the â€Å"perfect fit† of merchandises. concern schemes and consumer bases. It was heralded to be a ‘win-win-win† state of affairs for stockholders. clients and employees. Yet two old ages subsequently. the merged company suffered jobs and merchandise holds brought by troubles in incorporating two entirely different corporate civilizations in add-on to their geographical and physical distance of about 3. 000 stat mis. Feelingss between HP and Apollo forces besides mounted following the surrender surrender of Apollo system’s CEO Thomas Vanderslice and SVP-CFO Richard Bond. With direction and integrating in HP’s custodies. they put out a directive that merely added to the struggle and misgiving between the HP and Apollo forces. † . . . of the 500 headquarters-based employees at the Apollo division. about 150 people hold places that are non usually needed in a merchandise division. HP will seek to put these persons elsewhere within the company. Those who can’t be placed will go forth the company with a lower limit of three months’ salary and other rupture benefits† ( Hewlett-Packard. 1989 ) . ( Legare. 1998 ) With its impulse lost. Apollo finally lost its prima place to Sun Microsystems. Executives from Hewlett Packard were forced to profess that they had underestimated the troubles and effects of incorporating two really different organisations and civilizations ( Legare. 1998 ) . In her article â€Å"The Change-Capable Organization. † ( 2003 ) direction writer and president of the McLagan International Patricia McLagan says that transforming an organisation to be â€Å"change-capable† is every bit simple as using frontward believing and promoting a civilization of invention and trust. McLagan cites several qualities that were common among companies who had an â€Å"inbuilt capacity for alteration. † These are a nexus between the present and future. active support for betterment and alteration. diverseness in squads. advanced thought and attacks. shelter discovery. the integrating of engineering and a deep trust in and among its members ( McLagan. 2003 ) . McLagan farther suggests that alternatively of furthering divisions and restrictions in sidelong communicating among groups. companies should set up environments that encourage the sharing of thoughts and uninterrupted acquisition. This would do sense as there are many different sentiments and ways of believing on issues that an organisation may confront. Such environment will besides do it easier and more fluid for the debut and integrating of new people and thoughts into the organisation. Management plays a cardinal function in the passage and integrating of organisational civilizations. Surveies show that unlike civilizations do non needfully ensue in negative environments. Breu ( 2001 ) posits that a leading manner that promotes tolerance of cultural foibles will be echoed down the line in the organization’s membership/workforce. Such will cut down the potency for struggles and further an environment supportive of alteration ( Breu. 2001. p. 28 ) . Schweiger. Csiszar. and Napier ( 1993 ) back up the thought that alternatively of implementing alteration. human resource contrivers and alteration directors should advance a civilization of credence of differences. They posit that while the thought of â€Å"novation† and development of a new combined civilization may look nice. it will meet troubles merely because it requires people to accommodate and alter. The less intervention direction does the better the opportunities for accommodation and tolerance among the merged civilizations. They besides suggest that directors tasked with commanding passages and alterations act as take a more proactive attack in pointing and circulating information about the amalgamation and its possible deductions to the work force. Making so will significantly cut down the emphasis already being experienced by the affected organisation members/employees who more frequently than non. hold to trust on outside beginnings for information about the amalgamation therefore emphasizing themselves out even more on uncorroborated and frequently bad information ( Schweiger. Csiszar A ; Napier. 1993 ) . Management adviser and writer Ronald Sims ( 2002 ) states that while it is good pattern for directors to maintain an oculus on the touchable elements of their organisation such as policies. construction. engineerings and economic sciences. it will be even better if they besides pay close attending on the more abstract steps of organisational success ( p. 221 ) . These intangibles include squad kineticss. working relationships. leading manners. communicating and single personalities within a squad. Directors who are more cognizant the internal qualities of their organisation will happen it easier to judge possible troubles at the happening of alteration and accordingly be able to map out appropriate schemes to turn to these ( pp. 222 ) . Decision The key to most successful companies and organisations lie in its people. One may use the most modern methods of direction and buy the most technologically advanced equipment. Without the cooperation and attempts of people in the work force nevertheless. these will wholly be for naught. The thoughts and advice cited in the many books. surveies and articles the research worker have consulted for this paper can be simplified in one sentence: neer underestimate the importance of consciousness and planning in managing alteration. people and corporate/organizational civilization. One can non fault employees or members of a group to acquire used to a certain manner or norm. It is nevertheless the director or group leader’s occupation to believe of the possibilities that may come the organization’s manner. In most of the instances cited. the major defect encountered is when directors try to turn to the job of civilization and forces integrating after the merge has been done. Good leaders must be able to expect alteration in all its signifiers be it through the major structural alterations that come with amalgamations or alterations in the market and environment in which the company/ organisation maps. It is besides common and the research worker believes reasonable advice to advance a work environment that exercises tolerance of single and cultural differences instead than wholly impose new constructs and attitudes on an already immune and wary organisation. The thought therefore is that alternatively of anticipating and enforcing complete â€Å"change. † it might be better and even more realistic to travel for accommodation and via media between the differing cultures/organizations. The opposition encountered in incorporate organisations is both inevitable and should be expected. Besides the uncomfortableness at lost acquaintance. there are other stressors such as different policies and criterions to be adhered to. menace of retrenchment. and possible interpersonal struggles among the incorporate workers. Geting companies must be reminded that it is the people at the organisation they are seeking to purchase into that have made it what it is. Due regard and attending to their demands and concerns are non merely proper. but besides indispensable for a successful integrating of forces. Directors and human resource forces must be able to expect and set in topographic point orientation and organisational duologue to assist workers do informed accommodations every bit good as afford them the chance to straight clear up any concerns they may hold. Cultures and alteration are really complex and frequently hard to accommodate. However with premeditation. good planning and leading. consciousness and due diligence in paying attending to worker’s/organizational member concerns. accommodation is non impossible to accomplish. Mentions Aaltio. I. A ; Mills. A. J. ( Eds. ) . ( 2002 ) .Gender. Identity. and the Culture of Organizations. London: Routledge. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=108200426 Bajdo. L. M. . A ; Dickson. M. W. ( 2001 ) . Percepts of Organizational Culture and Women’s Advancement in Organizations: A Cross-cultural Examination. 399+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5000948956 Breu. K. ( 2001 ) . The Role and Relevance of Management Cultures in the Organizational Transformation Process.International Studies of Management A ; Organization. 31( 2 ) . 28. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001041615 Buono. A. F. ( 1992 ) . Intervening in the Middle: Coping Schemes in Amalgamations and Acquisitions.Human Resource Planning. 15( 2 ) . 19+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5000163641 Burnett. M. ( Producer ) . ( 2000 ) .Survivor. Los Angeles. California: CBS Boradcasting Inc. . Jandeska. K. E. . A ; Kraimer. M. L. ( 2005 ) . Women’s Percepts of Organizational Culture. Work Attitudes and Role-Modeling Behaviors.Journal of Managerial Issues. 17( 4 ) . 461+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5011758609 Legare. T. L. ( 1998 ) . The Human Side of Mergers and Acquisitions: Understanding and Managing Human Resource Integration Issues.Human Resource Planning. 21( 1 ) . 32+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001349767 Mclagan. P. ( 2001. October ) . Claim Your Change Power.T A ; D.55. 58. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5002425015 Mclagan. P. A. ( 2002. December ) . Success with Change.T A ; D.56. 44+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5002507270 Mclagan. P. A. ( 2003. January ) . The Change-Capable Organization.T A ; D.57. 50+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5002512351 Nahavandi. A. . A ; Malekzadeh. A. R. ( 1993 ) .Organizational Culture in the Management of Amalgamations. Westport. Connecticut: Quorum Books. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=27225611 Patent Problems Give a Headache to Glaxo. ( 1996. March 7 ) .The Daily Mail ( London. England ). p. 69. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5003232399 Poole. P. P. ( 1998 ) . Wordss and Deeds of Organizational Change.Journal of Managerial Issues. 10( 1 ) . 45+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001333462 Recardo. R. . A ; Jolly. J. ( 1997 ) . Organizational Culture and Teams.SAMAdvanced Management Journal. 62( 2 ) . 4+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5001526066 Schweiger. D. M. . Csiszar. E. N. . A ; Napier. N. K. ( 1993 ) . Implementing International Mergers and Acquisitions.Human Resource Planning. 16( 1 ) . 53+ . Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5000256369 Sims. R. R. ( Ed. ) . ( 2002 ) .Changing the Way We Manage Change. Westport. Connecticut: Quorum Books. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=101319837 Walter. I. ( 2004 ) .Amalgamations and Acquisitions in Banking and Finance: What Works. What Fails. and Why. New York: Oxford University Press. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=106208352 Why Amalgamations Cause Such Headaches. ( 2002. March 15 ) .The Birmingham Post ( England ). p. 26. Retrieved November 25. 2007. from Questia database: hypertext transfer protocol: //www. questia. com/PM. qst? a=o A ; d=5006342307

Media in the Ivory Coast

Media in the Ivory Coast Free Online Research Papers Part 1: Country Background The Rà ©publique de Cà ´te dIvoire, also known as the Ivory Coast, is a country in West Africa bordering Liberia and Guinea to the west, Mali and Burkina Faso to the north, Ghana to the east, and the Gulf of Guinea to the south. The location now known as the Ivory Coast was made a protectorate of France during the era of imperialism by a treaty in the 1840’s, and became a French colony in 1893. The country gained its independence in 1960, at which point it was led by Fà ©lix Houphouà «t-Boigny until 1993. During these years, the country was closely tied with its’ West African neighbors economically and politically, but also maintained trade with the Western world, furthering the nations economic development. However, since the end of Houphouà «t-Boigny’s rule the countries stability has been in serious decline, brought on by a number of coups vying for power. Following the takeover by two militia groups in 1999 and 2001 that served to replace the preexisting political powers, the country has been subject to a civil war since 2002. Today, the government is identified as a republic with strong executive power embodied by the president, President Gbagbo. The nation’s current state of unrest has greatly hampered its economic development and social and political stability, and the violent state of the country poses a serious threat for those wishing to do business with the Ivory Coast. Part 2: Country Profile Population: According to UN census data in 2005, Cà ´te dIvoire has a population of 17.1 million individuals. According to data in 2003, 43.6% of the population is female. The largest city in the country is Abidjan, which is the center for most of the countries economic activity and host to over twenty percent of the nation’s total population. However, the capital city is Yamoussoukro, which has less than 300,000 inhabitants. Language: French is the official language of the Ivory Coast, although there are additionally over ten native languages spoken. Each native language represents the first language of less than fifteen percent of the population, expressing a wide range in culture. However, most individuals in the country speak more than one language. Religion: 63% of the country subscribes to a variety of localized African religions. Islam is the most widespread singular religion, hosting 25% of the population. Approximately 12% of the population reports being Christian. Economic Industries: The economy of the Ivory Coast functions primarily on agricultural exports, representing nearly a third of the gross domestic product. The primary exports of the nation are cocoa beans, coffee, cotton, palm oil, and bananas. The economy is currently severely threatened by the violent state of the nation, which discourages foreign traders thereby limiting exportation. An additional 20% of the GDP is comprised by industrial services, including food and beverage manufacturing, wood products, oil refining, automotive assembly, and textile production. The labor force accounts for the remainder of the economy, with over 60% of the population providing physical labor to support the large agricultural industries. Income: The gross national income was estimated at only $840 U.S.D. per capita according to World Bank data in 2006. Additionally, a significant portion of the population, approximately 37%, is below the poverty line, and 13% of the population suffers from unemployment. The GNP of the country was approximately $15.3 billion in 2005, just below Cameroon, Iraq, and Latvia, placing it in the top third of the world’s countries. Life Expectancy: Men have a life expectancy of only 45 years, with women expected to live only marginally longer, with an average life expectancy of 47 years. This suggests a lack of medical resources and social services. Literacy: The literacy rate is just over fifty percent, indicating a lack of educational opportunities. Part 3: Media Investigation Publications: The Ivory Coast has nine primary daily publications. Of the nine, one is state-owned, one is owned by the ruling party, one is run by the opposition, and the other six are privately funded. It is important to note that Notre Voie, the paper that is funded by the ruling party, has the largest daily circulation. Television: Television service is provided by Radiodiffusion Television Ivoirenne, or RTI, which is state-run. There are no private TV stations, although rebel groups have gained the ability use state-owned TV facilities in certain areas for their own broadcasts. Radio: Radio is the Ivory Coast’s most popular medium for media. There are a total of only seven radio stations that are broadcasted throughout the majority of the country. While the majority of stations are state-owned and run by RTI, there are also non-commercial radio stations that are run more locally by church groups as well as by UN peacekeepers. News Agency: The Agence Ivoirenne de Presse, which is the equivalent of the United States’ Associate Press and is required to regulate the legitimacy of the news being produced, is state-owned, suggesting possible censorship and government biases. Internet/ Telephones: Two Internet service providers: Africaonline and Aviso, with only 1.5% of the population estimated to be Internet users as of 2005. Only 328,000 main line telephones in 2003, although at the time there were over one million cellular phone users. Today there are over four million cell phone users. Part 4: Media Analysis The Ivory Coast was ranked 98th on the most recent list put out by the international World Press Index. This free press index ranking is up 41 places from the previous year. This rise in ranking was particularly shocking to me, especially considering many of the testimonies of journalists I encountered during my investigation. For example, the Paris-based group Reporters Without Borders recently described the Ivory Coast as â€Å"one of Africa’s most dangerous countries for both local and foreign media,† which is largely based on the threat of violent actions from both rebel and state-run military forces. This testimony is evidenced by occurrences such as that in 2004, at which point the government used media under its’ control, specifically the RTI, to enable them in their struggle against rebel forces. The close ties between media and the government is further solidified by the fact that in 2006, members of the Young Patriots militia, who are loyal to Pre sident Gbagbo, invaded RTI headquarters in order to gain more control over the output of information in the media. Although these events occurred several years ago, as recently as 2007 the local UN peacekeepers expressed reports of a â€Å"growing number of inflammatory articles in the press,† providing propaganda for the groups in power. The UN peacekeepers also reported an increasing number of violent attacks on publications. This information does not seem to validate any indications of positive steps towards the production of unbiased media. Based on my investigation of the nation known as the Ivory Coast, it is clear that there is a close link between government forces and the media. Not only are the radio, television, and newspapers state-run, but even peacekeepers have had to take a claim in the media in order to gain any semblance of an effective voice within the community. In 2005, the peacekeepers were able to launch their own radio station in Abidjan, although it did not have broad enough range to reach the entire nation. Even church groups have had to succumb to the media game being played by the government, opting to fund their own radio stations in order to provide some sense of hope for citizens in opposition of the forces in charge. In dissecting the media in Cà ´te dIvoire, I tried to keep an open-mind before passing judgment on the state of affairs. I was initially impressed by the website of the Ivory Coast’s largest circulating newspaper, Notre Voie. The website provided a variety of local articles in English, which I hoped would prove to present an unbiased form of media. However, once I discovered that Notre Voie was state-owned, I began to recognize a pattern in the nature of articles presented; none of the articles provided any opposition to President Gbagbo, nor did they even address the current state of disarray caused by the ongoing civil war. In fact, the themes of the news stories were very localized, and tried to put a positive slant on what was occurring throughout the country. Overall, I think the shape of the media in the Ivory Coast is a product of a variety of influences. The ongoing state of political unrest as caused political parties to enlist propaganda as a strategy for increasing support. This sort of output from the media has served to further the division between groups, causing it to be deemed â€Å"hate media,† and has recently been present in a large number of African nations such as Rwanda who have struggled with similar issues with infrastructure. It seems to me that these unsteady political circumstances translate to corruption within the media, with no authorities working to ensure an unbiased presentation of the news because state-run media sources receive pressure from parties in power to present a specific point of view. Additionally, I believe that the widespread poverty throughout the country further inhibits the local freedom of press. My findings of limited internet access and low literacy rates suggest a lack of social mobility that may correlate with people’s inability to demand truth from local media forces. It is clear that the powers in charge have not accepted the responsibility to place value on a high standard of media, and therefore it is the role of the citizens to pursue such freedoms. Because local citizens have not been able to express these wishes, perhaps it is at this point that Western influences must intervene. Although Western influence has been hampered in the Ivory Coast by civil war, our global awareness of the situation in the country provides grounds for intervention. 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A Case Study of A War Or Military Conflict Essay

A Case Study of A War Or Military Conflict - Essay Example The Middle East also continues to be characterized by authoritarian regimes that have an uneasy relationship with the West and the culture of modernization that it purportedly represents. Mirjam E. Sorli, Nils Petter Gleditsch, and Havard Strand report in their article â€Å"Why Is There so Much Conflict in the Middle East?† that resource abundance can be as significant a factor in causes of conflict as resource scarcity. They mention that high resource states can witness a slow growth in their economy as compared to resource-poor states1. Research like the rentier state theory has also found that resource-abundant states develop authoritarian power structures2. The Iraq – Kuwait conflict is an interesting case study that can be studied in the light of the concerns stated above. Iraq invaded Kuwait on August 2, 1990, declaring Kuwait to be Iraq's nineteenth province. Andrew T. Parasiliti in an article titled â€Å"The Causes and Timing of Iraq's Wars: A Power Cycle Assessment† states that it was from the 1970s that Iraq started to assert itself in the Middle East. Its power peaked in the 1980s and then fell into a relative decline as compared to S audi Arabia and Kuwait which gained in power. At the time of its decision to invade Kuwait, Parasiliti estimates that Iraq was conscious of her decline as well as her thwarted ambitions for Arab leadership. Parasiliti contends that contrary to perceived opinions about Iraq emerging more powerful after the Iraq – Iran War, the Iraqi regime was conscious of its gradual decline in regional politics. The war against Iran was initiated by Saddam Hussein partly because revolutionary Iran infringed in Iraq's domestic affairs by supporting Islamic and Kurdish groups that opposed the regime of Saddam Hussein.