Compare and Contrast Management vs. Leadership

Compare and Contrast Management vs. Leadership Free Online Research Papers There are many differences between management and leadership. Management relies on positional power, that is authority or status. It depends on the rules, structures and systems within an organisation, which surround a job. Leadership relies on personal power. This comes from the ability to develop strong and mutually rewarding relationships. It depends upon good interpersonal skills, positive personal characteristics and supportive behaviour. The key to leadership is influence. Leadership is a facet of good management but a leader does not necessarily have the positional power of a manager. The crux of this comparison between management and leadership is one of choice. People choose to follow and commit to a leader but a manager must be followed. We are emotional animals and the commitments we make based on our emotions are forcible. Management The manager’s primary commitment is to the employing organisation. His/her job is to manage members of the organisation in achieving that organisation’s goals using his/her positional power. Good management involves: Information Control (Keeping people informed about issues which affect them) Resources control (Allocated on the basis of business priority) An Appraisal system (Using performance indicators and objectives as the basis of appraisal) Job Seniority (Giving clear instructions for tasks) Specialist Expertise (Sharing expertise to help and develop others) Rewards and Punishment (Using rewards fairly and transparently based on objective criteria) Managing Access to People (on the basis of need and business priority) A manager needs formal positional power to be effective. Douglas McGregor (1960) described two ways in which employees may be viewed, Theory X and Theory Y. Theory X stipulates that employees are â€Å"motivated mainly by money, are lazy, uncooperative and have poor work habits.† This is the traditional view of direction and control by managers. Three of the main theories of management are: F.W. Taylor’s Scientific Management, (1856-1917), Henri Fayol’s Classical Organisation Theory (1841-1925), and The Hawthorne Experiment Approach (1924-1932), which gave rise to The Human Relations Movement. Scientific Management F.W. Taylor believed that the most efficient methods for completing a task and for the selection, development and motivation of employees could be scientifically determined. His theories were based on his studies of pig-iron production lines at the Bethlehem Steel Corporation, and centred on the increased productivity of a Dutch labourer by the name of Schmidt. By tailoring Schmidt’s work methods, Taylor was able to improve his output level. Schmidt was rewarded for the increased output by a 60% rise in wages. The theory was applied to the other steelworkers where there was a notable but erratic increase in output. (LJ Mullins, 2006). On the surface, Taylor’s theory of scientific management seemed successful. However, it was based on the theory that workers conform to the personality of Douglas McGregor’s Theory X. Clearly, employees are individuals, are not purely motivated by money and have a wide variety of needs. This fact is illustrated by Abraham Maslow’s ‘Five Tier Hierarchy of Needs’ (1954), in which he states: â€Å"an employee’s most powerful need is the one which has not yet been met.† Classical Organisational Theory Henry Fayol’s Classical Organisational theory attempted to identify principles of management that would apply to all organisations. He defined management as having five functions; â€Å"planning (examining the future and drawing up plans of actions), organising (building up the structure of the undertaking), commanding (maintaining activity among the personnel), co-ordinating (unifying and harmonizing activities and efforts) and controlling (seeing that everything occurs in conformity with policies and practices)†. His study showed the idea that the principles of organisational and administrative effectiveness depended on the positional power held and discouraged any ideas of rigidity. The theory was based upon the idea that human beings are driven by physiological needs and that they are rational, a mistaken assumption similar to that made by FW Taylor’s Scientific Management theory. Both theories seem to regard the organisation and its members not as individ uals, but as parts of the organisational machine. The Human Relations Movement The Human Relations Movement viewed people as driven by both economic and social needs. It attempted to approach the subject of organisational management psychologically. The theory was based upon increased productivity and employee satisfaction as a result of increased management concern for employee welfare and individual attention. Elton Mayo’s work on human behaviour at The Hawthorne Works of The Western Electric Company in Chicago (1924-1927) produced many conclusions in respect of human relations and motivation theory. These highlighted the need for group collaboration to be planned and developed, and understanding of the influence on the workplace of an employee’s personal circumstances. Though a huge step toward the Neo-human Relations Approach, which more deeply investigates human behaviour and its influences on organisational management, it still neglected to fully appreciate the individuality of employees within the organisation. Leadership Strength of leadership depends on strength of influence; how easily the support and commitment of others in achieving goals is gained. Influence is about people, not things, and develops through an awareness of people’s opinions and ideas. Leaders who possess positive influence recognise this and modify their behaviour in order to influence the progress of interactions between people by gaining their interest and commitment, and steering them toward accepting the leader’s needs and goals through individual choice. A leader’s identity does not depend upon their position within the organisation. Their sources of personal power come from: Widening their network (looking for mutual benefit or helping others selflessly), Possessing good negotiating skills (aiming for win/win outcomes) Having an ability to get people to communicate (by offering confidential support) Giving personal praise (on the basis of good performance) Involving others (Welcoming and utilising other’s ideas) Having knowledge and experience of the business (which is shared to help and encourage others). A leader needs personal power to lead effectively. Several studies which attempt to define leadership have been conducted. Notably: The Traits Approach (1930’s), Leadership as a Behavioural Category (Ohio State Leadership Studies, University of Michigan study, 1940’s), The Situational Approach, (Fiedler’s contingency approach, 1967) and The Functional Approach (associated with the work of John Adair, 1979). The Traits Approach The Traits Approach attempted to identify the qualities of great leaders on the basis that leaders are born, not made. The approach successfully identified that leaders are individuals and generally defy common stereotypes, and thus failed to compile a definitive list of leadership personality traits. Though there maybe some qualities with which leaders are born, they may not be realised without appropriate nurturing and training. A recent study of 500 business owners in the UK revealed that many gained leadership qualities sociologically. Kim Parish, chief executive of ILM said: â€Å"This study shows that many young people learn about leadership at a very early age. Activities often seen as childhood hobbies such as being a member of the Scouts or Guides, or playing on a school team actually furnish young people with skills such as team ethos, ambition, goal setting and many of the other qualities that we associate with good leadership.† (www.i-l-m.com, 04/04/07). Th e Traits Approach also neglects to take situation into account. Someone may be a great leader in some situations but not in others. Leadership as a Behavioural Category Unlike the Traits Approach, leadership as a Behavioural Category takes account of leadership behaviour in multiple situations. During the Ohio State Leadership Studies (1950’s), where the core of this approach was developed, two general types of leadership behaviour emerged; â€Å"initiating structure† (the schedule of activities, role defining) and â€Å"consideration† (Building respect and trust between members). (Fleishman, E.A. and Bass, 1974). The University of Michigan studies, which were also conducted in the 1950’s, identified 3 behavioural characteristics of effective leaders: â€Å"Task orientated† (planning and co-ordinating work and providing resources), â€Å"Relationship orientated† (a more considerate and caring approach to employees), and â€Å"Participative Leadership† (a more involved approach). Rensis Likert (1967) summarised the study, dividing supervisors into two categories: â€Å"Employee-centred†, and â€Å"production-centred†. Both the Ohio State Studies and The University of Michigan studies conclude that better performance and employee satisfaction were gained through a more personable participative approach. The Situational Approach Mary Follett describes this approach best in her book, The New State: Group Organization the Solution of Popular Government. She writes In neighbourhood groups where we have different alignments on different questions, there will be a tendency for those to lead at any particular moment who are most competent to lead in the particular matter in hand. Thus a mechanical leadership will give place to a vital leadership. Here in the neighbourhood group leaders are born (Follett, 1918, p. 223). A situation may give rise to a leader who may not be a leader in any other situation. Hersey and Blanchard (1969) based their approach to Situational Leadership on the ability of the leader to adapt four styles of leadership to the competency and motivation of the ‘follower’: Telling (Leader-led) Selling (Leader-led) Participating (Follower-led) Delegating (Follower-led) Telling is appropriate where the follower is of low competence and has a low commitment level. This style makes the objective clear and avoids any confusion as to what is expected on the part of the follower. Selling, where the follower is of mediocre competence and erratic commitment, involves an explanation of decisions by the leader in order to avoid any defiance on the part of the follower. Participating is used when the follower is of a high competence, but has erratic commitment, possibly due to insecurity. The key to this style is motivation, and more time is taken by the leader in encouraging and verbally praising the follower. Delegating is appropriate when dealing with a follower of high competence who is fully committed and can be trusted to accomplish the objective with little supervision. Fiedler’s theory suggests that group performance is dependent upon the personality of the leader and three other variables: group atmosphere, task structure and the leaderâ €™s power position. (Value based Management, 2007). He concluded that there is no single best way of leading and that the most effective style of leadership is dependent upon adaptability to all constraints. The Functional Approach John Adair’s work focused on leadership functions whilst satisfying the needs of the employee group in accomplishing the task, rather than personality traits. It logically follows previous thinking on motivation by Maslow, Herzberg and Fayol. In Adair’s â€Å"Action Centred Leadership† diagram, the three variables; â€Å"task needs, individual needs and team maintenance needsâ€Å" (originally identified by Henry Harris in the late 1940’s, Gosling,J, 2005), are integrated to mutual satisfaction in order to accomplish the job at hand. Adair’s â€Å"Action Centred Leadership† diagram clearly shows the need for leadership within management as ‘Achieving tasks’ is primarily a management function, whereas ‘Building the Team’ and ‘Developing Individuals’ draw mainly on leadership skills. Adair believed that good leadership was not inborn and was accessible to all through appropriate training. Conclusion Though leadership and management would appear to be separate notions, within a corporate environment one cannot be truly effective without the other. Management without leadership uses status and power to control the workforce and its resources. This power without leadership skills is overt and can often prompt resistance. It does not invoke voluntary loyalty and commitment. Management’s primary goal is to ensure that the task is accomplished. Leadership without management relies upon the trust and respect of the workforce through influence. It can inspire others to accomplish a task, but without management neglects to provide the necessary resources to do so. Management with leadership inspires the workforce to accomplish given tasks and provides them with the necessary resources to fulfil the requirements of those tasks. Therefore, I find that a combination of John Adair’s work surrounding management and leadership theory together with Fiedler’s ideas pre sented in his contingency theory are most valid in the workplace today. Managerial leadership must be flexible in its approach. It must have the capacity to adapt to varying situations, tasks and employees. It must be focused on the task at hand, but must invoke loyalty and commitment through influence. 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Compensation Is a Core Function of Human Resource Essay Example

Compensation Is a Core Function of Human Resource Essay Example Compensation Is a Core Function of Human Resource Essay Compensation Is a Core Function of Human Resource Essay Compensation is a core function of human resource management, one that has important direct or indirect implications for recruitment, appraisal, training, retention, and labour relations. At the centre of competency, cost, and productivity issues in government, pay for performance is a key methodology in the compensation field and a central component of contemporary civil service reform. This technique is a fitting topic for the anniversary symposium. Most organizations, in fact, say they recognize merit, and most personnel believe that remuneration should be tied to contribution. Managers see pay for performance as a basis of control, and employees embrace its intuitive appeal. It is not surprising, then, that public and private organizations claim to give great deference to merit, the civil service system is even named for it. Yet substantial discontinuity exists between rhetoric and reality, as business scholars point out that performance pay â€Å"may not be as desirable, as easy to implement, or as widely used as commonly believed† (Fisher schoenfelt, Shaw, 2006, p. 512). But the Public service experts such as Jonathan Bruel, IBM Centre for Business of Government, likewise find that it is â€Å"complex and deceptively difficult, both technically and politically† (Mosquera, 2008, August 18). Indeed, the managerial discretion promised by contingency compensation confronts agency missions lacking in simple profit maximization metrics, personnel who may be motivated as much by public interest as private gain, and legal provisions against political manipulation of employees. It is by no means clear that the benefits of developing such systems outweigh the costs. However, the concept of merit today is associated with commercial values and corporate-style performance pay. Although it takes many forms for most administrative, technical, and professional work, pay for performance typically seeks to use a portion of salary increases to award personal productivity. Seemingly consistent with well-known motivation theories and simple common sense, no one argues that people should not be paid for achievement incentive plans have grown in popularity in both the public and private sectors. It is the increasing diffusion of this approach to compensation that suggests the need for a re examination of merit pay for individual performance. This study assesses the practical experience, policy findings, and political realities of performance compensation in the federal government in contemporary history, followed by a discussion of its persistence. The analysis is informed by scholarly research, news media articles, government publications, and data from 15 unstructured, 30- to 50-minute telephone interviews in fall 2008. This small, diverse group of stakeholders offered insights into the promise, problems, and prospects of contingency compensation. Chosen on the basis of reputation and accessibility, it included representatives from news outlets, unions, nonprofits, consultancies public agencies, and academic. Practical Experience To summarize this section, pay clearly matters. But as experience demonstrates, it is difficult to link compensation policies to desired results; good intentions are not necessarily assumed in a political environment, and in any event are simply not enough. For example, President Barack Obama, while not rejecting the concept of contingency compensation, has indicated concern about troubled pay-for-performance systems and seeks to have a civil service bill that includes compensation reforms passed by the 2010 elections. For most agencies, it is a major administrative undertaking to implement performance pay, a task that includes the continuous re-evaluation of motivation and productivity, identification of additional levels of contribution that warrant recognition, and provision of incentives on an equitable and timely basis. As Bob Behn (2004) observes, who gets how much for what are insidiously complicated issues. Too good to be true, pay for performance might be â€Å"a wonderful theory . . . unfortunately details matter† (p. 2; also see U. S. Merit Systems Protection Board, 2006). Although that may not be a reason not to do it, dealing with performance compensation â€Å"is always unsatisfactory,† according to Mark Abramson (personal communication, December 2, 2008) of Leadership, Inc. ; not only is every agency’s situation different, but also the topic is complex and multifaceted. It is easy to see why, in light of the record, simpler, â€Å"set-it-and-forget-it† compensation programs historically have been widespread in the public and private spheres. Indeed, performance pay promoters- tellingly- have not sought to apply the technique to presidents, members of Congress, agency secretaries, or the uniformed services. Policy Findings Shortly this section, research findings demonstrate that to avoid crippling drawbacks, a set of strict policy prerequisites is needed to implement the methodology. Although organizations do not necessarily have to wait for perfect conditions, an honest assessment of their readiness and realistic understanding of pay-for-performance pitfalls is needed (Kerr, 2008). Even in favourable circumstances, incentive remuneration may not be successful because the detailed requirements are very demanding and often impractical. Metzenbaum (2006) reported that â€Å"an overwhelming body of research and experience suggests that promising rewards . . . seldom works when the rewards are linked to attainment of specific targets, progress relative to peers, progress relative to the past, or per unit of product† (p. ). Government agencies should use incentives sparingly and rely instead on â€Å"intrinsic motivators† such as goal setting and feedback. In fact, because those in public service have strong intrinsic motivations, there is reason to expect that a â€Å"market model may actually reduce performance† (Moynihan, 2008, p. 256). Politic al Reality It is difficult to overstate the attractiveness of pecuniary incentives in a political arena. When called into question by practical experience in the field and policy findings in research, stakeholders deny the undeniable and seize on performance pay as a solution to human resource problems. Success is not required, failure is overlooked, and new programs are inaugurated with little attention to agency histories or systematic studies. There are a lot of obstacles regarding performance and pay when we looked into the politic reality of certain country controlled by communism and dictators. The pay is based on revenue of a country not by the performance. Conclusion When unexamined cultural beliefs, well-meaning ideas, ideological goals, and political loyalty prevail, administrative values are overpowered and the ability to manage is thereby impaired. What accounts for the difficulty encountered by performance pay schemes is that the normative framework of contemporary civil service reform (one that takes an inaccurate, glorified view of corporate programs) is simply inappropriate for effective public human resource management (Bowman West, 2007; Riccucci Thompson, 2008). The distinction, stated differently, between pursuing objectives as a function of monetary exchange versus as a function of duty, between an obligation to personal gain versus public good, and between extrinsic versus intrinsic work motivation (Crenson, 1995, p. 90; Perry Hondeghem, 2008). The values of economic rationality inherent in performance pay systems, as David Dillman (2007, p. 892) observes, are inconsistent with the civil service ethos. In the end, government is a public service. The claim that â€Å"people tend to believe things they want to believe† offers a plausible explanation for why so many are so wrong for so long and seem unable to l earn from error. Some of the worst mistakes are not those that take people by surprise but rather those that were made with eyes wide open, a kind of â€Å"false consciousness† that dictates that what is preferred is inevitable. It follows that the more that performance compensation is discredited, the more that such testimony is ignored. Promoters convince themselves over and over again that the methodology will function properly. It is striking, for instance, how unaware some of its champions seem to be of criticisms levied against incentive pay. The legend dictates that no matter what empty, misguided pay-for-performance models should work.

Plato - Apology (Five Dialogues) Essay Example | Topics and Well Written Essays - 1250 words

Plato - Apology (Five Dialogues) - Essay Example Therefore, the form is not a mere idea of roundness in the mind. It exists independently from the basketball and individual thinking of it. It then follows that all round objects, including basketball, copy or participates in this form of roundness. To enhance our understanding of the difference between the properties of forms and those of material objects, there is need to examine the first two properties of forms. Forms are transcendent, that is, they do not exist in time and space. However, a material object, like a basketball, exists in time and space. The roundness of a form does not exist at any particular time or place, thus forms subsist in different ways. This is important as it explains the unchanging property of forms. The roundness property of a basketball will never change: it remains the same at all places and times of instantiation. The form of roundness in present in many spatial locations, and the property or roundness would remain even after the destruction of all r ound objects (192). The second property of forms is purity. Any material object, like a basketball, has various properties: elasticity, roundness, and others, which combine to make the individual basketball. A form is one of the many properties, existing individually apart from time and space. Roundness is purely roundness, without any mixture of properties. The differentiation factors between forms and material objects are pure and transcendent properties, as materials incorporate complex conglomeration of properties in time and space. According to Plato’s principle, humans believe that the reality of a thing dependents on its objectivity. This is because humans tend to distinguish reality and appearance. However, forms are more objective than material objectives, thus forms are more real than the material objects. One of the properties of the soul is eternity. Drawing from the unchanging property of forms, then it means that the soul never dies, nor does it ever begin. It t hen follows that the soul is immortal, and thus exists before and after the â€Å"birth† of the body. Question Two In the Apology, there are four charges against Socrates. First, Socrates faces accusation for studying things in the heavens and below the earth. Second, he tends to make the worst arguments into better arguments, thus persuading others to follow him and his beliefs. Third, he is guilty of corrupting young people, and fourth, he does not believe in the gods of the city. The charge against studying matters of the skies and the ground below contradicts Socrates position as an atheist. Matters of heavens and beneath the earth primarily focus on religious belief of individuals and the gods, thus countering Socrates’ position as an atheist. The basic definition of atheism is the lack of belief in deities. It thus follows that the first charge against Socrates contradicts his position as an atheist. The charge that Socrates turns the worst arguments into stronge r arguments identifies him with the Sophists. Sophists were a group of people with techniques of persuasion that enabled them to influence people to adopt their beliefs and points of view, despite their ignorance on the subject matter of the topic. Athenians accused Socrates of being a Sophist. The charges against corrupting the youth came from Meletus. According to him, Socrates was responsible for corrupting the minds of the youth in Athens.

Illegal Immigration, Mexican drug cartels, and terrorist organizations Research Paper

Illegal Immigration, Mexican drug cartels, and terrorist organizations - Research Paper Example The United States then takes strict measures to screen individuals from Mexico before they venture into her territory. This does not usually mean the loss of trust between the two countries but only a measure to protect territorial integrity. In most cases, culprits are not necessarily Mexicans but citizens of other countries exploiting the lax law enforcement in Mexico and using her as a passage route into the land of opportunity, the US. The US-Mexico border has one of the highest numbers of cross-border movements compared to all other international borders in the world, being second only to the US-Canada border. In this respect, the US federal government has formed two main agencies to control and deal with issues arising from cross-border movements between the two countries. The United States Border Patrol (CPB) is a component of the Department of Homeland Security within Customs and Border Protection responsible for admission into the United States people born in foreign lands. Following the September 11 terrorist attacks in 2003, the major role of the USBP became that of controlling the entry of weapons through the Mexican or the Canadian border. However, its original mission of prevention, detection, and arrest of illegal immigrants remains. These immigrants are people who get into the country through other routes other than the official 33 interior checkpoints along the Mexican border, including those involved in illegal trade (Andreas, 2003). The other federal government agency dealing with cross-border issues is the United States Immigration and Customs Enforcement Agency (ICE), which lies in the United States Department of Homeland Security. This agency is responsible for identifying and dealing with security weaknesses that affect national boundaries with other countries, the economy, transport and infrastructure. The main components of this agency are homeland security investigations, and enforcement and removal operations. Guiding

QSR Industry In India Essay Example for Free

QSR Industry In India Essay Executive Summary 4 ï‚ ¨ India is witnessing rapid urbanization of small towns and growth of mid-sized cities. This along with rising population in key metros and higher disposable incomes is fuelling growth in every industry. 35% of India‟s population will be in urban centres by 2020 totaling to 53 crores compared to the current urban population of 32 crores. ï‚ ¨ Consumer markets are being driven by the country‟s youth population. Be it college goers or the young working class, exposure to the international environment and culture, has created a demand for world-class products at affordable prices. ï‚ ¨ This has led to the rise of Quick Service Restaurants (QSRs) in India, the fastest growing segment in the eating out market. By 2012, there will be at least 2000 more QSR outlets across India. ï‚ ¨ With QSR giants like Starbucks and Dunkin‟ Donuts yet to foray in the market, there is a lot to look forward to. 5 Industry Overview 7% of the total restaurant market comprises of QSRs 6 ï‚ ¨ The Indian fast food market is growing at an annual rate of 25-30 per cent, Foreign fast food chains are Estimated Size of the Indian Restaurant Industry Organized Eating Out Market, Rs. 8600 Cr. Growth : 20% (20%) aggressively increasing their presence in the country. ï‚ ¨ The market is dominated by global brands like McDonalds, KFC and Dominos specially in the organized fast food segment. Growing trend of Unorganized Market, Rs.3 4400 Cr. (80%) Growth : 5-6% consumption of new cuisines and increasing brand awareness has led to the increase of global players. The new age Indian consumers have also played a QSR Market Rs.3000 Crores 7% significant role. ï‚ ¨ Organized modern formats like malls, multiplexes and Organized Restaurant Market (Except QSRs) Rs.5600 Crores 13% food courts have also become a favoured destination. Larger companies are teaming up with small franchisors to set-up their brand. ï‚ ¨ QSRs started with big metros, but are now building their presence in Tier 2 cities like Unorganized Restaurant Market Rs.34400 Crores 80% Pune, Ahmedabad, Chandigarh and Bangalore. Sources: www.nrai.org,, www.rncos.com Total Restaurant Industry Rs. 43000 Crore Market Segmentation 7 Restaurant Industry †¢Road-side location †¢No technical standards †¢No accounting standardization Unorganized Full-Service Restaurants QSRs Fine Dining Take-away Casual Dining Organized Home Delivery Eat-in Bars and Lounges †¢Accounting Transparency †¢Organized Supply Chain †¢Quality Control †¢Sourcing Norms †¢Multiple Outlets †¢Dominated by Global Players Kiosks/Carts Highest growth segment. Maximum Footfall due to increasing traffic at airports, railway stations, malls, multiplexes and supermarkets Growth Drivers 8 25% of population eats out at least twice a month and spends Rs.150-Rs.500 / meal Urbanization Youth Spending Expanding Middle Class 2% 11% Better logistics A younger and richer India is fuelling rapid growth in the eating-out segment 29% Affuent Upper Middle Class 300 million 29.5 % or 88.5 million Key consumption areas 2% 5% Total population of Gen Next (13-24 Age Group) Total population of Gen Next living in urban areas Household Distribution By Annual Income 1% Nuclear families Mall and Multiplex boom Clothing accessories, Food, Entertainment and durables Spending Power Rs.3000-40000 per month †¢ †¢ Lower Middle Class 86% 64% Bottom of the pyramid Urban youth behaviour †¢ †¢ 2010 2020 Sources: Marketing Whitebook 2011-12, Economic Times, MGI Socially active Hangs out at coffee shops and malls Prefers to be seen at the right places Expresses one‟s identity through choice of brands consumed Maintaining Consistency in product and quality of service are the biggest challenges faced by QSRs 9 Challenges Demand Side Supply Side Health and hygiene concerns among buyers Maintaining Quality of Service Acquiring Key Talent Building a costeffective supply chain QSR customers are very easy to sell to, but also very easy to lose Localization of Menu Managing high attrition rate amongst junior level employees Establishing a supply chain in a new region Beating local competition Standardization of product across outlets Low entry barriers Monitoring multiple outlets Reducing service time – efficient assembly line Talent Supply Chain Monitoring quality of products procured from third parties SWOT Analysis 10 STRENGTH OPPOTUNITIES †¢ Burgeoning middle class †¢ Risk-sharing in a franchise based model †¢ Abundance of cheap labour in India †¢ Increase in malls and Positive multiplexes †¢ Increasing youth spending †¢ Urbanization WEAKNESS THREATS †¢ Sourcing Talent †¢ Food Inflation †¢ Monitoring franchisees †¢ Product imitation †¢ Maintaining quality standards across outlets †¢ Understanding Indian tastes Internal Factors †¢ Price Competition †¢ Dependency on third parties †¢ Local Competition External Factors Negative Urban Youth Make Up The Prime Target Audience 11 Particulars Low Cost in terms of initial investment as well as operating cost Target Audience Profile Category Young Urban Professionals on the move Low Risk Key Features of a QSR Teenagers High Impulse products Students Best Retail Locations Multiplex audience Competitive Prices Shoppers Target Audience Behaviour Age group 16-35 Hygiene Taste conscious Location Cities and towns Social Class Middle and Upper Middle Class Lifecycle Dependent and Pre-Family* Brand conscious Westernized culture Seeking international standards Value seekers Experimental *based on Sagacity Lifestyle Model 12 Working of a QSR Brand Image, Ambience and Overall Experience are important intangible factors for QSR customers 13 ï‚ ¨ A QSR is meant to create instant interest in the mind of the consumer. It has to have ï‚ ¤ Intangible parameters that make a QSR successful Mass appeal Brand ï‚ ¤ ï‚ ¤ A unique experience ï‚ ¤ ï‚ ¨ A characteristic ambience A strong brand identity One cannot find Ronald at any other burger joint except McDonalds. ï‚ ¨ The service, which is the only human touch, plays a big role in creating a unique experience. A lot of time and resources are spent on training the staff ,as they represent the brand. KFC employees are expected to live up to their 3 F‟s to create to perfect environment – Fun, Friendly and Familiar. ï‚ ¨ In an effort to maintain the same experience across outlets, the service, interiors and menu items are standardized . Experience Ambience QSR Formats and Locations 14 QSR FORMATS LOCATIONS Malls Restaurants Tourist hubs Food Court Counters Corporate hubs Kiosks/Food Carts Take-away/Delivery Drive-ins Shopping Centers Multiplexes Airports/ Railway Stations Setting up a Franchise Outlet 15 Initial Qualification †¢ Application Review †¢ Background and Credit Check †¢ Assess training needs †¢ Signing of Franchise Disclosure Document †¢ Verify Assets Site Registration †¢ Franchisor sends site registration to brand for approval †¢ Franchisee remits funds Operation Plan Site Exploration and Securing Control †¢ Prospective franchisee makes an operation plan which is reviewed thoroughly Franchise Onboarding †¢ Franchisee arranges for Financing †¢ Hires a Team †¢ Franchisor provides Support and Training †¢ Builds Restaurant †¢ Supports in Grand Opening †¢ Determine Site Selection Strategy †¢ Identify focus areas †¢ Franchisor completes Action Plan for Trade Area †¢ Franchisee negotiates for the site and sends letter of intent Franchisor’s Role after the launch †¢ On-site Training is provided for every procedure. †¢ The Franchisor has an approved vendor list from where the ingredients can be sourced. †¢ They have an annual promotional and advertising plan that they implement with the support of the franchisees. †¢ Quality checks are conducted via Consumer Feedback, Food SafetyAudits and Standard Audits Managing Human Resources 16 ï‚ ¨ Acquisition When QSRs come to India, they find it difficult to get experienced talent for Human Resource Tree at at a typical QSR outlet strategic positions. There are very few people with relevant experience, Restaurant Manager especially in a global firm. Poaching employees from competitors would mean huge incentives and salary raises. Thus a lot of companies hire people in the same function but from a different industry. ï‚ ¨ First Asst. Manager Support training The franchisors offer support and training to the franchisees for effectively Trainee Manager running the small format franchise business. Training is conducted at 3 stages: ïÆ'Ëœ Induction ïÆ'Ëœ On-going ïÆ'Ëœ Refresher ï‚ ¨ Retention Trainee Floor Manager Out of 10000 emloyees, KFC has to replace 7000 employees each year. This means cost for fresh recruitments, training and relieving employees is very high. Dominos has increased salaries of store front employees by 20% and implemented an incentive plan in order to reduce attrition rate. Training Squad Crew Member Second Asst. Manager Marketing Strategies 17 ï  ± QSRs have to play on their strengths to create and communicate a brand promise. ï  ± The brand promise can be anything from fast service to low prices to healthy food. ï  ± Successful QSR chains have been able to take their brand promise very effectively to the masses. 1 †¢ A large burger chain targeted the value seeker community and created highest value for money as its brand promise. 2 †¢ India‟s largest Pizza chain targeted the customers who wanted fast service at their doorsteps. It created the brand promise of assured fast delivery and communicated it with its â€Å"30 mins or its free† campaigns 3 †¢ A large coffee shop chain wanted to position itself as not just a coffee shop but a place to hangout with friends and family. They marketed themselves with the tag line â€Å" A lot can happen over coffee† which clearly communicated that they wanted their customers to have a complete experience much beyond just coffee. Pricing Strategies 18 ï  ± Its important for QSRs to price their products carefully because of the stiff competition that they face. ï  ± The strategy is to price their products in such a way that the maximum number of customers can be retained and at the same time higher margins are abstracted from the customers who do not mind paying more for extra value. This is achieved by: DIFFERENTIAL PRICING Pricing the base product aggressively and keeping higher margins on the side orders This strategy is for the price conscious consumer who sees great value in the base product and can choose to not take the side orders At the same time it allows the QSR to charge the customer for whom price does not matter, much more through the high margin side orders Most QSRs keep fighter brands in their menu to remain competitive. VALUE PRICING Value combos allow the QSR to sell more no of high margin products with the low margin base products. Eg: QSRs try to sell more French fries and cold drinks through their value meals. Pizza chains sell more garlic bread and cold drinks through their value meals Growth Strategies of QSRs 19 A large burger chain in India has the highest foot fall amongst all countries, but the lowest average bill. Growth in India is achieved based on volumes, hence every QSR is looking to expand its presence . A coffee trading company who supplies coffee beans, started a retail business of coffee shops all over India. Forward Integration A casual restaurant chain diversified into food court stalls., thus entering the QSR market. Horizontal Diversification A coffee shop chain diversified its coffee shops business by establishing express outlets and coffee machines. Concentric Diversification A soft drink giant branched out to form a new company with Pizza and Fried Chicken chains in its umbrella. It sold off its stake, but is in a lifetime contract with the firm Lateral Diversification Menu Planning 20 Menu Selection is critical, especially when localizing in markets like India and China where traditions, religion and local taste are cannot be ignored. Enlisted below are some of the important factors: Size of outlets Target in terms of demographics Local taste preference †¢ QSRs do not keep the full menu at all outlets. †¢ Instead they include only a few high volume products at outlets with space limitations like food courts and express kiosks †¢ Depending upon the age group they are targeting, QSRs have to adjust their menus. †¢ QSRs targeting older age groups have to include healthier and more traditional food items in their menus where as QSRs targeting the youth can have more experimental and/or fast food items. †¢ Product adaptation according to customer preferences is really important for QSRs to succeed. †¢ International chains in India have to adjust their menus to include more vegetarian and spicy items. A Fried Chicken brand has the most extensive range of items in India amongst all its worldwide outlets †¢ Most QSR giants avoid using beef and pork due to cultural taboos. The 4 pronged approach to ensure standardization across all outlets 21 Standardized aspects of every outlet There are 4 important factors that enable standardization for a restaurant with multiple outlets: Training Equipment †¢Every new employee has to go through a specific pre-designed training program for that level of employment. Recipes Procurement of Products †¢The same machines are used by all outlets for making the  dishes. Standard recipes have to be followed by the chefs who receive thorough training for the same. †¢QSRs have centralized approved vendors from where they  procure and process raw materials. They also procure finished products like spices and condiments from the same vendor and distribute it. Case Study – Dominos India 22 60 9000+ 400 364 9000 Jubilant Foodworks Ltd. operates the 364 Dominos international markets outlets in India, pursuant to a Master Franchise Agreement International, which operate Dominos pizza delivery stores and the associated trademarks in the operation of stores in India, Nepal, Bangladesh and Sri Lanka. The pizza million pizzas sold each year employees in India Dominos provides them with the exclusive right to develop and outlets worldwide outlets in India with stores in Sri Lanka are operated by their subfranchisee, DP Lanka. It is the largest Pizza chain in India, way ahead of its immediate competitor Pizza Hut with 50% of market share in the Indian Pizza market and 70% market share in the home delivery market. Source: dominos.com, dominos.co.in, reuters.com Case Study – Dominos India 23 Particulars Market share in the Indian Pizza market – 50% Market share in the home delivery segment –70% Sales Per Day Per Outlet Rs.56600 80% of their sales come from the Pizza segment, and EBIDTA margin (9M FY2011) 18% the remaining is attributed to beverages and side items. Same Store Sales Growth (9M 38.7% 80% of sales come from home delivery and 20% from 65% FY2011) Market Share OTC sales. Sales Break-up: Cuisine-wise 4% Sales Break-up: Segment-wise 20% 16% Pizzas Home Delivery Beverages Over-the-Counter Others 80% 80% Source: indiainfoline.com, dominos.co.in Critical Success Factors of Dominos India 24 Critical Success Factors 1. Delivery-oriented model reduces cost 2. Dominos has a vertically integrated supply chain. (as seen below) 3. Franchising model Supply Chain of Dominos Regional warehouse Raw Material Supplier (Approved vendor) Regional Centralized Facilities for processing raw material like dough – 4 centres across India Refrigerated trucks carry the finished items to retail outlets Retail Outlets Items are prepared based on orders and sent to end consumer 25 Key Players‟ Profiles Key Player Profiles 26 Name Cuisine Parent Company/ Master Franchisee Origin Location Formats Outlets Expansion Plans in India McDonalds Burgers Hard Castle Restaurants Pvt. Ltd USA PAN-India Dine-In, Food Courts, Drive-in 210 To add 20-25 outlets by 2013 KFC Fried Chicken Devyani International Ltd. USA PAN-India Dine-In, Food Courts 110 500 outlets by 2015 Chicking Fried Chicken Mirah Group UAE South Zone Dine-In 14 Bangs Fried Chicken Fried Chicken Bangs India India South Zone Dine-In, Food Courts 7 100 outlets by FY2011 Pizza Hut Pizzas Devyani International Ltd. USA PAN-India Dine-In 171 300+ outlets by 2015 Dominos Pizzas Jubilant Foodworks USA PAN-India Dine-In, Delivery , Food Courts 364 To add 70 outlets in 2011 Papa Johns Pizzas Om Pizzas Eats USA West Zone Dine-In 25 Pizza Corner Pizzas Global Franchise Architects India South Zone Dine-In, Delivery 50 US Pizza Pizzas United Restaurants Ltd. India PAN-India Dine-In, Delivery 77 Smokin‟ Joes Pizzas Smokin‟ Joes Pizza Pvt. Ltd. India PAN-India Dine-In, Delivery 52 Garcia‟s Pizzas Garcias Famous Pizza India West Zone Dine-in, Delivery 20 To add 20 outlets Slice of Italy Pizzas Green House Hestoft Foods Pvt. Ltd. India North Zone Dine-In, Delivery 16 Key Player Profiles 27 Name Cuisine Parent Company/ Master Franchisee Origin Location Formats Outlets in India Expansion Plans in India Barista Coffee Shop Barista Coffee Company Ltd. India PAN-India Espresso bars, High end cafes 230 Costa Coffee Coffee Shop Devyani International Ltd. England PAN-India Cafes 75 300 outlets by 2014 CCD Coffee Shop Amalgamated Bean Coffee Trading Co. India PAN-India Cafes, Mall Airport kiosks, Office outlets 1090 To add 200+_ outlets by 2014 Gloria Jean‟s Coffee Shop Citymax Hospitality Australia Metros Cafes 15 40 outlets by 2012 Kent‟s Fast Food Burgers Kents Fast Food India North Zone Dine-In 15 Subway Submarine Sandwiches Subway Systems India Pvt. Ltd. USA PAN-India Dine-In, Food Courts 200 250 outlets by end of 2011 Tacobell Tex-Mex Yum Restaurants USA Bangalore Dine-In 3 100 outlets by 2015 Falafel Veg. Hummus House Lebanese Mirah Group India Mumbai Dine-In, Kiosks 8 100 outlets by 2011 Wimpy Burgers Famous Brands Ltd. UK Delhi Dine-In 3 Yo! China Asian Moods Hospitality Pvt. Ltd Delhi, India PAN-India Dine-In, Kiosks 80+ Key Player Profiles 28 Name Cuisine Parent Company/ Master Franchisee Origin Location Formats Outlets Expansion Plans in India Dosa Plaza South Indian Prem Sagar Dosa Plaza Pvt. Ltd. Mumbai, India PAN-India Dine-In, Food Court 35 Jumboking Vadapav Jumboking Foods pvt.ltd. Mumbai, India West Zone Express, Restaurant Takeaway 43 250 outlets by 2011-12 Kaati Zone Mughlai East West Ethnic Foods Pvt. Ltd. Bangalore , India South Zone Dine-In 15 Mast Kalandar Indian Spring Leaf Retail Pvt. Ltd. Bangalore , India South Zone Dine-In 21 Nirula‟s MultiCuisine Nirula‟s Corner House Pvt. Ltd. Delhi, India North Zone Dine-In, Kiosks 80+ To add 50 outlets by 2012 Kailash Parbat MultiCuisine Kailash Parbat Restaurants Pvt. Ltd. Mumbai, India PAN-India Food Court Stalls 15+ Comesum MultiCuisine RK Group Delhi, India PAN-India Dine-In, Delivery 11 Haldiram‟s MultiCuisine Haldiram Snacks Pvt. Ltd. Delhi, India North Zone Dine-In 18 Bikano Chat Cafe MultiCuisine Bikanervala Foods Pvt. Ltd. Delhi, India North Zone Restaurant, Institutional Tuck Shops, Food Cart 68 Sagar Ratna MultiCuisine Sagar Ratna Hotels Pvt. Ltd. Delhi, India North Zone Dine-In, Food Court 53 Tibbs Frankie Frankie J.Tibbs Co. Mumbai, India West Zone Kiosks 20+ Key Players‟ Segmentation 29 Segmentation based on Size of the Chain Local Chain Jumboking National Chain International Chain Segmentation based on Cuisine Pizzas Burgers Sandwiches Coffee Shops Indian Specialty Cuisine Dominos McDonalds CCD Comesum Jumboking Pizza Hut KFC Barista Sagar Ratna Yo!China Pizza Corner Wimpy Costa Coffee Kailash Parbat Tabobell Papa Johns Subway Gloria Jeans Mast Kalandar Falafel Pizza Hut Smokin Joes Kents Fast Food Kaati Zone Tibbs Frankie Barista Pizza Corner Garcia‟s Haldirams Haldiram‟s Cafà © Coffee Day Papa Johns Slice of Italy Nirulas Sagar Ratna Tibbs Frankie Tacobell US Pizza Bikano Chat Cafe Comesum McDonalds Nirulas Dosa Plaza KFC Mast Kalandar Kailash Parbat Subway Kaati Zone Yo! China Wimpy Garcia‟s Smokin‟ Joes Dominos Falafel‟s US Pizza Bang‟s Fried Chicken Bikano Chat Cafà © Costa Coffee Kents Fast Food Gloria Jeans Geographical Segmentation 30 PAN-India : International Cuisine McDonalds* NORTH ZONE Nirula‟s Haldiram‟s Bikano Chat Cafà © Slice of Italy Kent‟s Fast Food Sagar Ratna Wimpy PAN-India : Coffee Shops Gloria Jean* KFC* Costa Coffee* Subway* Barista Pizza Hut* Cafà © Coffee Day Dominos* US Pizza Smokin‟ Joes WEST ZONE Papa Johns* Garcia‟s Falafel Jumbo King PAN-India : Indian and Specialty Cuisine Dosa Plaza Comesum 65% of Dominos‟ revenues are contributed by the top 7 cities out of 70 cities it is present in. 50% of their outlets are in Maharashtra, New Delhi and Karnataka SOUTH ZONE Pizza Corner* Chicking* Tacobell* Kaati Zone Bangs Fried Chicken Mast Kalandar *International Brands Kailash Parbat Yo! China Tibbs Frankie Key Players‟ Positioning 31 PAN-India Ethnic Cuisine Ethnic Cuisine PAN-India Pizza Hut Dominos Comesum* Dosa Plaza* Kailash Parbat* Yo! China* Cafà © Coffee Day* Barista* Gloria Jeans Costa Coffee Sagar Ratna* Haldiram‟s* Mast Kalandar* Jumbo king* Kaati Zone* Bikano Chat Cafà ©* Nirula‟s* Zonal Tacobell Falafel Pizza Corner Papa Johns US Pizza* Smokin Joes* Slice of Italy* Garcias* McDonalds KFC Wimpy Subway International Cuisine Chicking Bang‟s Fried Chicken* Kent‟s Fast Food* Tibb‟s Frankie*International Cuisine Zonal *Indian originated chains Dominos and Cafà © Coffee Day are the largest QSRs in India in terms of reach and number of outlets 32 No. Of Outlets v/s Geographical Spread of Pizza Chains Pizza Chain Outlets Spread Origin Indian 52 PAN-India Indian 50 South Zone International 25 West Zone International 20 West Zone Indian Slice of Italy 16 North Zone Indian Chain Outlets Cities 1090 120 PAN-India Indian 364 87 PAN-India International McDonalds 210 45 PAN-India International Pizza Hut 171 34 PAN-India International Barista 230 30 PAN-India Indian Subway No. of Outlets PAN-India Dominos 115 77 Cafà © Coffee Day No. of Cities 65 International Garcias 15 PAN-India Papa Johns No. Of Outlets v/s No. of Cities of top brands in India 171 Pizza Corner 15 International Smokin Joes 5 10 Geographical Spread PAN-India US Pizza 0 364 Pizza Hut No. of Outlets Dominos 200 26 PAN-India International KFC 110 21 PAN-India International Spread Origin 33 Trends and Future Prospects Big brands – Small cities – Small formats 34 Locations Large chains expanding to smaller cities Domestic chains setting up in big cities Formats Cuisines Technology Express Outlets Basic street Foods entering organized market – Vadapav, Ice Gola Online ordering systems Smart Carts/Kiosks Regional cuisines– Kebab Lucknow Wale, Malwaneez IVR system for placing order and making payment via Credit Card Kiosks have managed to attract huge footfalls at sales points. Even big chains are now customizing their outlets to smaller models like „express‟ and „stand-ins‟ Integration of concepts – so Mcdonalds serves coffee and CCD serves sandwiches Menu diversification by introducing Indian flavours – Chicken TandooriSub at Subway Investors are queuing up to get a big slice of the pie 35 ï‚ ¨ With the number of QSRs growing at 30% per year, the industry is attracting investors‟ interest, especially after the IPO of Jubilant Foodworks, the master franchise of Dominos Pizza in India ï‚ ¨ ICICI Venture acquired 10% stake i.e. $55 Million in Devyani International who is the franchisee of KFC, Pizza Hut and Costa Coffee in India ï‚ ¨ Also Mast Kalandar, a Bangalore-based QSR chain, secured a second round of investment from Helion Venture Partners, Footprint Ventures and Salarpuria Group. ï‚ ¨ Chinese cuisine QSR Yo! China received funding of $5.5 Million from Matrix partners ï‚ ¨ Accel Partners invested in Bangalore-based fast food chain Kaati Zone. Source: vccircle.com QSR giants Dunkin Donuts and Starbucks set to foray into the Indian market 36 ï‚ ¨ ï‚ ¨ ï‚ ¨ Dunkin’ Donuts- Jubilant FoodWorks is to develop, sub-franchise, and operate more than 500 Dunkin‟ Donuts restaurants throughout India over the next 15 years. The first Dunkin‟ Donuts locations are expected to open by early 2012. The Agreement marks the largest international store development commitment in Dunkin‟ Donuts‟ history. Starbucks – Tata Coffee is to bring Starbucks , the world‟s largest coffee chain to India through a Joint Venture Quiznos – The US-based subway restaurant chain has signed a master franchise agreement with Arjun Valluri for setting up outlets in Southern India. Source: www.dunkindonuts.com, www.trak.in, U.S. Franchise Trade Mission Participants Profile, April 10-15 2011 Sources 37 Research firms ï‚ ¨ Technopak ï‚ ¨ IBEF ï‚ ¨ Marketing Whitebook 2010-11, 2011-12 ï‚ ¨ Mckinsey Global Institute ï‚ ¨ www.rncos.com ï‚ ¨ www.nrai.org Company Websites ï‚ ¨ www.yum.com ï‚ ¨ www.mcdonaldsindia.com ï‚ ¨ www.dominos.co.in Other websites ï‚ ¨ Hospitalitybizindia.com ï‚ ¨ Indiaretailing.com ï‚ ¨ Franchiseindia.com Newspapers ï‚ ¨ Deccan Herald ï‚ ¨ Economic Times ï‚ ¨ Business Standard ï‚ ¨ DNA 38 About D‟Essence Our Services 39 D‟Essence Hospitality is Boutique Management Consulting firm based in Mumbai which provides specialty consulting services for the entire spectrum of the hospitality industry with a special focus on hotel operators, builders and investors ï  ± Feasibility Studies ï‚ ¤ Management Model Viability ï‚ ¤ Technical Viability Economic and Financial Model Viability ï‚ ¤ ï‚ ¨ Market Viability Business Model Viability Exit Strategy Viability Site Analysis We have vast experience in project planning site selection. In many cases it has been seen that planners architects normally look into a project from design and land-use perspectives. But we do detailed site and market analysis to determine the viability of the project from financial and investment standpoint. ï‚ ¨ India Entry Strategy We help our clients to develop suitable market entry strategies through analyzing entry barriers (ease), geographical factors, incumbents‟ resistance and routs to market. ï‚ ¨ Management Contracts Branded operators have very stringent clauses in the contracts. To deal with them needs deep understanding of the domain and effects of each clause on the profit margins. D‟Essence Hospitality Services makes full use of its expertise in understanding the management contracts and negotiating it for best acceptable terms. Our Services 40 ï‚ ¨ Key Recruitments D‟Essence Hospitality is dedicated to becoming India‟s leading executive search firm exclusively serving the Hospitality Industry. Our search team enables you to recruit for executive level management, divisional managers, general managers, culinary, finance, sales and marketing, food and beverage, engineering professionals who will all, directly affect and drive the profitability of your organization ï‚ ¨ Acquisitions From our years of experience, we advise our clients on which assets to buy and when to buy and based on our recommendations they devise strategies for buying assets. We also provide assistance to our clients to develop assets disposal strategies in order to maximize project performance ï‚ ¨ Business Model and Business Plan We assist our clients in the business planning process and then prepare a plan based on the available resources and their business objectives. Our Business Planning services include feasibility studies, business formation plans, strategic plans, new product plans, marketing and promotional plans, etc. ï‚ ¨ Fund Raising ï‚ ¨ Mentoring ï‚ ¨ Growth Strategy THANKYOU D‟Essence Consulting 303, Aar Pee Center, 11th Road, Gufic Compound, MIDC, Andheri (E) Mumbai- 400093 Tel +91 22 28347425 www.dessencehospitality.com

explain what Prometheus means by freedom and why he values it :: essays research papers

Prometheus says that â€Å"to be free, a man must be free of his brothers.† By reference to the story, explain what Prometheus means by freedom and why he values it. In what significant ways is freedom non-existent in the society from which he escapes – and what are the consequences of that lack of freedom?   Ã‚  Ã‚  Ã‚  Ã‚  In Ayn Rand’s Anthem, Prometheus says that â€Å"to be free, a man must be free of his brothers.† Freedom is a concept totally forbidden in the society in Anthem. Prometheus is given consequences for acting free. The society sees anything different as being a transgression. Maybe, since Prometheus was taller than normal, He thought of things differently. What does Prometheus mean by the word â€Å"freedom?† He means being an individual, and relying on oneself to think and do. He sees freedom as a great thing but knows it is a transgression. He asks himself and wonders why, even though it is a transgression to think by ones self. Freedom as Prometheus sees it, is like when he creates his invention by himself, or when he talks to the â€Å"Golden One† and they exchange names for eachother. When he runs away to the unchartered forest he feels happy and doesn’t know what to do when he wakes up that first day. In Ayn Rand’s Anthem freedom is non existent. People’s actions must involve the society. People are not allowed to think for themselves. To act on your own would be a great transgression. Equality, secretly, works on his invention, knowing, of course, that if caught he and his invention would be destroyed. Freedom in this society is, although forbidden, is like being an individual. This is what Prometheus likes about the â€Å"Golden One,† the fact that she is like an individual. The lack of freedom in this society causes Prometheus to do what he does. It gives Prometheus problems, for example, throughout his life he was treated differently b/c he was tall. In this society being tall was a transgression b/c it was different and they didn’t like that. The consequences of being different were great. He is punished for working on his invention, not b/c it was a bad idea, but b/c the members of the Council of Scholars thought that he had â€Å"dared †¦ to think that his mind held greater wisdom than the minds of his brothers.

Globalization of business operations and industries Essay

Globalization of business operations and industries has created a new challenge for organization penetrating in international markets. Several factors require management when firms focus on diversifying its product/service offering in international markets. Especially limiting the viewpoint to human resource requires managing the workplace diversity, employee selection mechanism, cultural differences, and managing the intercultural communication requires assessing the capabilities of organization to address these issues. International market business operations present the companies with acquiring new set of skills and transformation in human resource policy in order to perform the services with flexibility that doest not hinder in goals achievement. Workplace diversity management is the essential and important issue that needs to be address by an organization entering in international markets. Since diverse workforce consist of people belonging to different culture, races, having different ethnic background, a different way of learning; thus providing different ideas merging in organization. This enables organization to utilize and focus on enlarge business challenges in different business markets. Strategic HRM policy structure gives flexibility to organization for changing its focused principle in consideration of market needs; such as cultural dimensional factors identified by Hofstede on various dimensions helps identify the factors to be addressed by organization based on the market needs. Cultural differences have strong implications for organization expanding in international markets. Therefore, organization needs to give autonomy and flexibility to employees that will serve organizational purposes in international markets by leveraging the HRM policies. This can be done by regulating the rewards and compensation package structure for employees who will need to be relocating in different workplace locations due to their skills required to penetrate and serve in international markets. In relation to managing cultural differences, organization must define a comprehensive and decentralized decision making structure through defining the hierarchy management channel in its policy for international markets. Since few activities of firm remain limited in centralized location, so in order to comprehend the objective proper decision making style will enable accuracy and timeliness of activities. Decentralization of decision making structure will reduce the possible delay in decision making due to multi-level hierarchy structure of an organization and will also result in better assessment of any situation due to diverse workforce. Communication between departments and stakeholders is highly significant when concerning the international operations of an organization. Effectiveness of organizational culture for performing international operations is based on the communication style related to information processing, decision convey ability, surpassing the imperative information related to business decision making, and matters related to managing intercultural communication barrier. Ambiguous and unstructured problems require managing the barriers to improve the interdepartmental sharing of information for goals accomplishment. This issue can be addressed by initiating equal employment opportunity program for international business which would limit the selective culture growth of organization and encourage workplace diverse. Frame of reference affects the cross-cultural communication due to selective visionary capabilities of employees to foresee the potential growth possibilities. Therefore organization must initiate a formalized recruitment program focusing on viewing various individual dimensions in its SHRM policy structure to normalize the responses towards reducing frame of reference. Stereotypical response by employees increases the biasness that affects the communication at international level increasing the chances of intergroup conflict affecting the effective goals accomplishment of organization. In association to this, chances of misunderstanding increases when firm do not address discrimination issue in its HRM policy to manage international operations functionality. Impartiality of decisions thus contributes towards progressive growth pertaining to employee contribution. At international level, cognitive dissonance is also a big challenge for firms to manage as ambiguity in information sharing leads towards strong misunderstanding among departments which may be depicted in actions leading towards wrong objectives setting. Company must address the corporate culture issue and coordination mechanism in its HRM policy to reduce the impact of cognitive dissonance on organizational goals accomplishment. Sony Corporation has developed a communication structure identified in its HRM policy to increase the effectiveness of communication among its employees in regional offices and production sites located in China. Employees are given combined training sessions, and encouraged to participate in workshops which increases the communication among employees belonging to different cultures and understand their potential issues that may arise due to operations in international markets. Human resource ethical issue also has implication for firms either they operate locally or in international markets. Employee privacy, job safety, health standard, workplace environment and condition, legislation for employees’ rights protection are essential duties for senior management to address in strategic HR policy. This although may create certain challenges to address by management but provide job satisfaction to employees; policies amendment concerning addressing the ethical issues differ of country basis due to differing working demand and obligations by country law. However, an organization can standardize the procedure and policies giving protection to employees as its ethical responsibility. SHRM policy can emphasize on employee welfare concept that aimed at addressing the factors leading to increased employee living standard; consequently, employee involvement in work increases and firm’s penetration power in international markets also strengthen due to direct participation of employees in organizational objectives achievement.

Nature of Human Being and reason for beingg

From the Catholic's point of view, if we look at the bible basing room the Old Testament, we have committed sin from the day Adam and Eve bit the apple and this perhaps as always an excuse of humans when they commit mistakes. If we consider science on human evolution, they would say that we were once came from the family of ape, this also affects the perception towards the behavior of human beings because they perceived humans as higher level of the animal kingdom and again have the tendency to commit mistakes. But going deeper, do we really are born to make mistakes?Or in order to achieve perfections we needed to learn sessions by going through the mistakes. For me, the nature of human being and how he exist Is affected by a lot of factors, say by environment, circumstances, upbringing , beliefs etc. We sometimes make decisions not thoroughly think of but because of what we feel or sometimes how other will perceived It as right or wrong. This is because: our behaviors are affected b y the norms set by the environment where we are living or somehow affected by culture that was inculcated in our minds from the day we were born or even when we were still in the womb of our mother.This somehow defines the right and wrong of our action, each human being has his own definition of how we see righteousness and what seems to be not right in our perspectives. We are naturally Influenced by the surroundings but at the end of the day we always see goodness In every human, we always believed that whatever the actions or even mistakes committed, we don't completely removed the idea that somehow there is kindness or goodness in the heart of every human being. I guess, the nature of human being is not imperfectly perfect but we tend to dream of having almost close to perfect life.Contentment and satisfaction is always a challenging word for us. Linking this to genuine happiness adds more heaviness to the word, because, It gives us freedom to choose our own happiness and yet In choosing, we consider circumstances, families, other factors that might impact the happiness we want to have for our own lives. True to the saying, that no man is an island, which man cannot live alone, he needs to be with somebody to show his affection, emotion and love in either way.And this drives us also to do goodness, because we believe hat there is somebody, who can accept us, our faith directs us to do goodness and always reasons for everything we do, and somehow, sometimes being human we tend to forget this, because we perceived that we do not have a choice. But in reality we do, if we do have choices as human being, we have the freedom to think, how to act. The nature of human being for me is the same for each and every one but it only differs when influential factors sets in especially the culture that affects all our situations and ways of thinking.Reasons of Being: For me being is the reasons of existence. But how do we define reasons of being? Why humans do exists? In my own point of view, we were not born out of nowhere. Culture, religion, science environment may happened to affect our existence. We mimic sometimes other personalities or idols that we see or we believed reflect how we want to live our lives. And somehow this gives us directions of our being. Our reasons of being are unending process, it is like a cycle, when we almost are done to end something, and then it gives us another open door to begin on something.A child is born, his path sometimes is being mapped out already by his parents, but the moment he sees his environment, he began to explore things on his own and do things from one way to another until he accomplish something and explore on another thing. We do not seem to be satisfied with having Just any reason for living but we want to find deeper meaning of our existence. We tend to look for our purpose in the society, in humanity or in our day to day existence. The reason for being is because we want to see the meaning of life, we want to know where will it take us and how far can we affect others by our existence.In conclusion The nature of human being is naturally with flaws, we are not perfect but this should not be an excuse for stopping us to be a good person. Committing mistakes will lead us to learning and accept that we are human beings, and like a child we are a work in progress in becoming a better individual, or be the best of what we can be. I happened to read a book â€Å"the Purpose driven life† written by Rick Warren, it is about t the Journey of knowing God's purpose for your life and gives us understanding of the big picture ? how all the pieces of your life fit together.The reason of existence of eyeing is based on how or what we believe that drives us to what we do or we want to have in life. But personally, being a catholic I believed that my reason of being is because I have a purpose to serve God through my interactions with other human beings. To return the favor to othe rs by showing goodness and kindness, and exerting effort to live what the God has wanted us to be. My reason of being is to know the meaning of life and how to experience it. I believe that my life here on earth is Just a preparation of the beginning of my new life when I have the opportunity to see God face to face.

Statue of Isis essays

Statue of Isis essays Ancient Egyptian culture, throughout its many ups and downs, was consistently fixated around two features of their ethos: their pharaohs and their religion. In actuality these two aspects go hand in hand, as the pharaoh was typically believed to be a living god. These ideals stood the test of time throughout the dynastic Egyptian kingdoms period of influence, an era spanning from approximately 3000BCE until 30BCE . It was during the later part of this reign that the Statue of Isis, a funerary work that demonstrates the intransience of these principles, was believed to have been created. Created during the Late Periods Twenty-sixth Dynasty (664-525BCE) out of the material greywacke, this work has been preserved by the Egyptian Museum in Cairo as yet another testament to the culture and style of Egyptian art . One can deduct this through both visual examinations and investigating the pieces significance as an Egyptian sculpture. For that reason, through a formal analysis of the s tatue as well as a look at the background of the statue and its time period, the Statue of Isis relation to the ideals of Egyptian mythology and the entitlement of the pharaohs will become unmistakable. The Statue of Isis contains several elements that work together to portray a self-contained image of the mother goddess, Isis. The work is said to be self-contained because it is very solid and compact, with Isis sitting firmly against the back of her seat with her hands and legs resting closely to her seat as well. At dimensions of 89 x 21 x 46 cm, this closed form figure was sculpted in such a fashion that it is easy to imagine the entire unchiseled block of greywacke from which the sculpture was originally fashioned. Moreover, the statues texture is extremely smooth and polished almost to the point of being reflective, which is surprising considering greywacke is one of the more coarse mediums with which to cre...

Using the Spanish Word Tamao

Using the Spanish Word Tamao Tamaà ±o is the most common Spanish word for size. Here are some examples of its use as a noun. Note that it is sometimes more natural to translate sentences containing tamaà ±o by referring to the sizes themselves rather than using the word size. No sà © el tamaà ±o de tu ropa. (I dont know your clothing size.)  ¿De quà © tamaà ±o debe ser el cuestionario? (How long should the questionnaire be?) El tamaà ±o del cerebro del bebà © es sà ³lo un 25 por ciento del que tendrà © cuando sea adulto. (The size of a babys brain is only 25 percent of what it will be when shes an adult.) Quiero enviar un archivo adjunto de gran tamaà ±o. (I want to send a large attached file.) Puedes obtener un descuento en un tatuaje de cualquier tamaà ±o. (You can get a discount on a tattoo of any size.) El artista italiano crea esculturas de madera a tamaà ±o natural. (The Italian artist creates life-size wood sculptures. Tamaà ±o real could have been used here with the same meaning.) Los mamà ­feros de tamaà ±o medio pueden ser los ms propensos a extinguirse. (Medium-sized mammals can be the ones with the greatest tendency to go extinct.) El tiempo de hornear depende del tamaà ±o del pan. (The baking time depends on the size of the bread loaf.) Con el tamaà ±o familiar, obtendrs 166 lavados para todo tipo de ropa. (With the family size, youll get 166 washer loads for every type of clothing.) Voy a comprar un servidor de impresià ³n de tamaà ±o de bolsillo. (Im going to buy a pocket-size print server.) Tamaà ±o can also function as an adjective to mean such a large, such a or something similar. Note that while tamaà ±o as a noun is masculine, tamaà ±o as a adjective must match the gender and number of the noun that follows. My madre dijo tamaà ±as palabras en una de esas ocasiones. (My mother said such big words on one of those occasions.)  ¿Cà ³mo es posible que un nià ±o de siete aà ±os sea capaz de tamaà ±a aventura? (How is it possible that a 7-year-old be capable of such an adventure?) Los libros hacen tamaà ±a diferencia en las vidas del nuestros hijos. (Books make such a big difference in the lives of our children.) Es tamaà ±o insulto para la inteligencia. (Its such an insult to the intelligence.) Etymology Tamaà ±o comes from the Latin tam magnos, meaning so large. Synonyms Although not as versatile as tamaà ±o, talla is frequently used for size, especially when talking about clothing or body size: Normalmente las tallas americanas son ms grandes que las europeas. (Normally the American sizes run larger than the European ones.) Other words that sometimes translate as size include altura (height), ancho (width), capacidad (capacity), dimensià ³n (dimension), medida (measurement) and volumen (volume). Sources Sample sentences were derived from sources that include ElOrigenDelHombre.com, Sabrosia.com Prezi.com, Cultura Inquieta, MuyInteresante.es, GroupOn.es, Jasnet de Barcelona and ElPlural.com.

Action Plan for E-Adminstration of Abu Dhabi Police Research Paper

Action Plan for E-Adminstration of Abu Dhabi Police - Research Paper Example The current state of affairs suggests that the development and implementation are in its initial phase and there is a lot to be achieved in terms of fully utilizing the power of e-administration in order to become more efficient in carrying out the routine tasks. Other departments in other countries have been able to deploy the e-administration on a holistic basis imparting the latest tools and techniques to not only manage the workload effectively but also to ensure that the core objective of the department is fulfilled in more efficient manner. It’s because of this reason that the latest systems and procedures have been deployed to take the fingerprints and as well as keep a database of the criminals along with their full particulars including pictures and previous record. This allows them to track down the criminals in the more effective manner besides ensuring that the workload is managed in the most appropriate manner. Authorities such as Metropolitan Office UK have implemented the computer forensic and other systems to better manage the workload of the police in order to perform their core objectives in more effective manner. Police authorities in the UK have also developed different databases related with nature of a crime. The Police National Computer is one of the earliest initiatives in this direction to develop a set of interconnected databases. (inbrief.co.uk). This, however, is still lacking at UAE as the e-administration implementation efforts have mostly been focused on the deployment of resources for performing only administrative related tasks. The major milestones to be achieved in the future will, therefore, be involved in imparting the training to the Police Officers to fully utilize the system and take advantage of how it can actually help them to overcome the traditional weaknesses of the manual system.  Ã‚  

Maintaining the Music Business while Introducing iPhone and Apple TV Essay

Maintaining the Music Business while Introducing iPhone and Apple TV - Essay Example Maintaining the Music Business while Introducing iPhone and Apple TV Apple also faces challenge in maintaining its core competencies relationship building, marketing, innovation, and brand management - as it moves on controlling the broader range of products and oversees wider markets. Wider customer base and new rivals brings on much variety of strengths and strategies. The entertainment and technology in itself are constantly updating. It is even uncertain that the Apple could bring on innovative design campaign for its brand reputation or launch new products or give out technological breakthroughs that will attract wider enjoyers. Moreover, the company’s products rather than depending upon the internally developed software and hardware depends on the ability to safe the media contents. Apple’s growth and success balancing stakeholder demands has even been facing problems. At times managing the clashing expectations of suppliers, partners, customers, investors, legal/governmental entities, and others put greater amount of stress on Apple's management team. Moreover the company is dependent upon its vision, Job’s charisma, relationship-building skill and mass communication put the Apple in to at risk in case of improper succession planning and the likewise non-proficiencies. An appropriate set of goals written and strived for would help ensure that Apple Computer remain updated with its current position in the market or otherwise. Apple success strategy also ensures steps are taken for copyrights infringement. http://www.apple.com/legal/trademark/claimsofcopyright.html A healthy way to obtain customer satisfaction and ensure constant growth for the company would be to make use of following dimensions: Dimensions for Success Financial Performance Measures: Cash Ratio - ( Cash Input over Cash Output comparison) Sales Ratio - (sales per 100 customers) N.P Ratio - (Net Profit on sales) Gearing Ratio - (Long Term Debt to Shareholders Equity) Stock Turnover Ratio - (Inventory to Cost of Goods Sold) Creditor turnover - ( Creditors to Cost of Goods Sold) Debtor turnover - (Debtors to Accounts Receivable) P.E Ratio - (Market Price to Earnings Per Share) MPS - (Market Price per Share) Non-Financial Performance Measures/ (strength and weakness analysis through inte rnal factors) Product life Cycle (stages through which a product moves) Labor Turnover (refers to movement of employees in and out) Analysis of stock-outs (out of stock events) Complaints re manuals