Speech Analysis Essay Example for Free

Speech Analysis EssayThe speech about homelessness in the United States was a great one, but there were few things that needs to be improved. He needs to avoid speaking too fast, and the camera should be focused on the speaker alone. While giving a speech, it is very of the essence(p) for the speaker to present his points clearly and concisely. However, this speech can be improved if the presenter takes into consideration the speed of his speech. The speech was very good likewise the building of his presentation. In addition, the way he presented himself, vocabulary used, and the way he organized his point were fantabulous. However, he ended his speech with a rhetorical question facial expression Are we willing to change? Beyond no reasonable doubt, the question he left was meant for no one to answer, but a change is needful in order to counteract this question. Generally speaking, my overall grade for this speech is an A.

Art Experiences Essay Example for Free

Art Experiences EssayI have been doing prowess for as long as I can remember. From the time I was in Kindergarden to my senior year in high school Ive been doing arts and crafts. Ive had art teachers, holiday bible school leaders, and my parents teaching me how to create things my whole life. I usually only recieve art instruction when I sign up for art courses. Ive effected all sorts of art projects including paintings, clay, abstract, landscapes and all other types of activities. I had two very good art instructors in high school and they were very critical and reward and that probably is why I enjoy art as much as I do. Ive had a very broad range of activities from potation with charcoal gray and pencils to painting and sculptings. For the most part most of my art activities werent holiday centered they were more of your own imagination and ideas.All of my art projects were graded on attractive specific grading rubrics. It measured how much you worked on it and made su re that you followed all of the necessary guidelines. I have had a great experience with art in my past and Im excited to learn more about it. My strengths in art I would say would be that I really enjoy drawing and shading pictures of things and my weakness is that I dont really know that much about the history of art and where it all came from. Art relates to society very much so. ad is used everywhere you go and you wouldnt have that without art skills. I am very excited to learn more about the history of art and focalize up my old art skills.

Beers Critical Path Method

Beers Critical Path MethodBeers Critical Path MethodIntroductionBackgroundThis essay analyzes the transformation of a air-unit (alpha) of a large cosmos sector undertaking (PSU) company Beta. Alpha was set up with an intention of manufacturing x product for y commercialise. Until December 2003, the primary mission of Alpha of intimately 900 people was the teaching, support and maintenance of product x, which was developed and implemented victimization sequential development method (App-2). The clumsy nature of the employed swear out and bureaucratic bodily structure of the company was resulting into consistent delays into deliveries of low shade and over budgeted products. The unit had non been fitting to produce cost-competitive product with high-quality. It had been running without making profit for hold out three consecutive years.In 2004, bracingly elected governments inclination towards disinvestment of underperforming PSUs forced Beta to mull over the rationalizati on of its underperforming business-unit. Consistent pressure from the competitive discoveret and of age(p) managers from head-quarter (HQ) inevitably forced head of Alpha to revisit the units structure and processes. It was decided to come up with design and development of product with superior quality and cost competitiveness within a limited budget and time (i.e. Eighteen months). Revisit to the existing process and structure highlighted the major problems, which were due to privation of coordination and battle among functions in addition to sequential product-development methodology. Consequently, direction decided to tack the existing structure, and adopt con up-to-the-minute engineering methodology (App-3) to produce x wretched forward.Change AnalysisNature and type of transfigureNature of change at Alpha open fire be analyzed by applying TROPICS tribulation (Paton McCalman, 2008). Based on analysis, this change can be located at the Flexi/Grey ara of change spectru m. Although time scales, control and springs factors are identified hard, moreover as a whole, change is inclined more towards low-key barricade of the spectrum. Problem at Alpha can be considered messy as it involves soft Gordianities due to the introduction of a new working stick and process method (Open university, 1985, cited in Senior Fleming, 2006). TROPICS Test (Modeled on source Paton McCalman, 2008)Dimensions of the changeCCP (Content, Context and action) pose (Pettigrew Whipp, 1991), widely used in brassal change analysis, can be applied in this case to understand the changes at Alpha. Although this model was origin bothy developed to analyze private sector organization but later on, its application was extended to early(a) fields and sectors (Pettigrew et al., 1992). Overall framework focuses on what (content), why (context) and how (process) dimensions of the organization change.CCP Framework (Modeled on source Pettigrew Whipp, 1991)Context (Why)Traditional ly, PSUs are considered to have bureaucratic culture (bureaucratic organization-structure and process culture) (Deal Kennedy, 2002). Such culture is generally hierarchy-driven, procedural, regulated, ordered, cautious, and force orientated (Wallach, 1983). The purpose of bureaucracy is to restrict individuals capacity exerting control over decision-making processes and activities (McHugh Bennett, 1999). According to Hofstede (2003), bureaucratic structure is based on rigid incurs and processes, and competencies tied to the positions where employees are accustomed to systemic but precise instruction of working, which operates on one person, one job basis and require high degree of job specialization. Therefore, business companionship and skills are owned by individuals this makes knowledge share-out very problematic. De Long Fahey (2000) argue that the organization culture plays vital role in find out the people and specific business knowledge relationship.Alpha had been faci ng similar issues due to the bureaucratic culture, decision-making was traditionally made at the top without much coordination with and participation of functions. Sequential-development feeler used is linear in nature, which does not provide tangible results and product visibility until the product development lifecycle end (Martin, 1991 McConnell, 1996). Lack of individuals participation and knowledge overlap, conflict of authorities in conjunction with slow decision-making speed and cumbersome sequential nature of the product development used to induce significant delays in product delivery and slaying, ca utilize low product-quality and high cost-per-product. Fig- can be used to show casing of realized changes using multiple-cause diagram.Multiple-Cause diagram (Modeled on source Paton McCalman, 2008)Primary drivers for change can be identified by using a classical change counselling tool, Force-field analysis (Lewin, 1947). Main purpose for using this tool is to understand context (driving forces) and content (objective, goal, and restraining forces) and determine the process (ways to enhance positive factors and lessen negative factors) (Giardino et al., 1994). This tool confirms the nature and type of change at Alpha confirms, analyzed by TRPOICS test. The primary restraining forces indicate that intimately of the barriers to change involved soft aspects, much(prenominal) as senior(a) counseling, existing culture and employee related to barriers.Field force analysis (Modeled on source Lewin, 1947)Content (What)Existing government agency at Alpha was not conducive for proposed concurrent development nestle either. This approach follows iterative process, which calls for authoritative and speedy decision-making activities along with group culture (Cockburn, 2002). However, bureaucracy structure hinders speed (Martin, 1991) and is not suitable for highly dynamic and complex business processes (Carnall, 2003). Crozier (1964, cited in Hughes, 2 003) feels that static working patterns and fixed procedures are not beneficial in a dynamic and volatile business environment. thus Alpha not only required change in product-development process but also to organization structure.Process (How)Changes at unit were managed and implemented using Beer et al.s (1990) critical path to corporate renewal. This six-step planned-change model needs to be executed in sequence to discover a prospered change. The critical path process in the present case was led by unit head with a middle management squad.1. Mobilize commitment to change through articulation diagnosis of business problemPrior to any effective change effort, it is great to have business problem clearly defined . Management should economic aid people in developing a shared diagnosis of the problem (Beer et al., 1990) and realizing the need for change in existing status quo (Richardson Varkoi, 2003). Kotter (1996) describes the need for a puissant guiding coalition with inv olvement of key members of the organization. The number of such key members can be small to start with, and can gradually be increase as project gains momentum (Borjesson Mathiassen, 2003).At Alpha, initial step taken by the unit head to review the business broadly. Sticking to Lippits golden rule (1959), an external consultant with his assistant was brought in to lead the change, and to develop the guidelines for the change management. External consultant was allowed to form a coalition-team with a senior researcher, five managers from several(a) functions and six key expert employees from units production- discussion section. Team together investigated existing and past product performances, results and artifacts. In order to analyze problems effectively, they also visited and observed many successful manufacturing companies. Through the analysis of their observations, customer satisfaction surveys and previous performance data, team formed a common understanding of the problem. Team recognized the flaw in the existing product methodology and lack of shared knowledge among employees due to which there were consistent and significant delays in product-delivery with poor product-quality. They came up with two scallywag fact sheet to support their analysis. At this point, team began to realize the need for an alternative organization model and development methodology.2. Develop a shared resourcefulness of how to organize and manage for competitiveness at once a problem is analyzed, coalition should align employees core tasks with lot of the organization, and lead them towards a task-aligned vision with redefining employees roles and responsibilities (Beer et. al, 1990). Objective of such new arrangements is to have better information-flow coordination pattern across all cross-functional departments. Moreover, these arrangements do not encounter much resistance as they do not cause any formal changes in systems and structure such as compensation or titles (Beer et. al, 1990). However, communications is essential to achieve such arrangement (Jones et al., 2004).Developing vision and strategy is generally a messy and time consuming process that results into guidance for prox, which is feasible, desirable, flexible, and focused (Kotter, 1996). In order to develop vision, team executed future workshop to focus on democratic and creative idea generation from the participants. Future Workshops, a user-driven and participatory design technique, is used to help participants play an important role in designing vision for future, by actualizing a common problematic-situation (Greenbaum Kyng, 1991). This workshop is normally conducted in three phases critique, visionary and realization phase (Jungk Mullert, 1986). The participants, at Alpha, consisted of management team and carefully chosen key employees. In critique phase, participants formulated their critical views regarding existing shared values and working procedures. At the end of thi s phase, participants were asked to prioritize the most important issues considered the barriers for the units development. In visionary phase, participants formulated the visions for units future direction, which brought in new suggestions and ideas for business activities improvement. In realization phase, participants identified actions to realize the visions most effectively as a response to critical issues. Relevant inputs gathered from participants of this process can be utilized while preparing overall change implementation plan (Jones et al., 2004).Based on cost-benefit analysis, future workshop and two-page factsheets, team carried out a SWOT analysis and developed a new organization model (refer fig-), along with a new methodology, concurrent development method, for product development and implementation. Intention of new model was to eliminate hierarchal and functional barriers to information sharing whereas to adopt new product development approach to avoid delays and im prove quality along with cost-competiveness of the product. Such organization-level changes do need an adequate support from senior management (Small Downey, 2001). therefore proposal of these changes was proposed to senior management team at HQ. While they were delighted to notice units pro-active and positive steps, they were not convinced with the new approach to resolve the critical issue as existing approach was working very well for rest of the organization. Eventually after few rounds of discussions, they got ready to change their support and approved the proposal, despite their reservations.New organization model(Cross-functional Teams with their respective responsibility area)3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along.Beer et al. (1990) feels that on the nose simply helping employees develop a new vision is insufficient to make change successful. Employees need to understand the positive impact of new structure and appr oach to be committed to that vision. Therefore, it is vital to share and communicate the vision to employees in overcoming resistance to change and developing required competencies to make new organization work. Change process can be successful only when there are clear, concise and realistic change-plan and implementation-plan in abode otherwise process runs at risk of adding further resistance to change (Mathiassen et al., 2005). In order to communicate the vision to all employees, a conference with presentation and discussion was held. Senior management team from HQ along with all the employees, were in attendance. The change-plan with new structure and methodology, and implementation-plan with goals, objective, risks and mitigation plans, training plans, and milestone and measure plans were also presented. Presence of senior management in the conference boosted the morale and confidence of units management team. Subsequently, internal meetings took place and goals, strategy and vision were circulated.Once new roles and responsibilities are defined, people need to sustain the skills to make the new arrangement work. In fact, changes in the relationships due to these new roles, responsibilities will push people towards learning, and foster new statuss and skills. Changed coordination pattern also increases sharing of information, employee collaboration and participation this, in turn, centres resistance level which arises as a result of incorrect information and rumours (Kotter Schlesinger, 1979). Team took the help of human resource team, not only to make sure employees were clear virtually the changes, and their roles and responsibilities but also to understand the required skills and trainings for the employees. Required trainings were imparted to employees to develop their skills.Beer et al. (1990) advocate replacing those managers who despite all the support and guidance do not want to or cannot change in order to function in new setup. Having sai d that such decisions can sometimes backfire as not only there is a threat of losing valuable skills and knowledge but also it can make other employees demoralized, that can hamper the change progress. Introduction of new model and development approach caused restructuring resulting into redundancy of staff in small number. Uncertainty created by the situation also made few employees depart during the transition process. Few managers and employees were replaced and few were given promotion. Few key employees including managers, who were very much accustomed to past bureaucratic culture could not find the new working model and culture suitable for them and subsequently, left the organization.4. Spread revitalization to all departments without pushing it from the top.With a new structure is in place for the unit, departments and functions do have to rethink about their authorities and roles in the organization. Effective interaction between them and new organization structure enables members of team to become effective by letting employees participate actively in team decisions (Beer et al., 1990). At Alpha, where managers of production department looked the most spirited and fervid about the changes, managers of engineering department were more hesitating. They had forever and a day been a dominant force at Alpha and these changes were perceived as threat to their authority. In the past, they always shown less concern whether production department could manufacture products based on their design specification. However, with new organization structure and method in place, engineering department had to collaborate with product department in product development activities. This actually forced them to re-visit their approaches to manage and organize their own department, and rethink over their roles.Often when speedy change is required, leaders tend to force the issue throughout the organization this generally short-circuits change-process. The best way is to le t each functions and departments find their own way to the new organization (Beer et al., 1990). In case of Alpha, departments were encouraged to apply general concept of teamwork and coordination to their own situation. For nearly a year, engineering department had to suffer hurt in implementing theses concept and accepting the new structure. Decision of their move to new structure was natural since it was their own choice, team members showed commitment to learn the required attitude and skills.5. Institutionalize revitalization through formal policies, systems, and structures.In any change process, sequence of activities should be carefully considered as activities suited at one circumstance(prenominal) time tend to backfire, if initiated little too soon. This is especially applicable to activities related to changes in systems and structure. Leaders should institutionalize changes only when right employees are in place and new arrangements are up and running. Beer et al. (199 0) argues that none of formal structure and systems is perfect but employee commit to them, as they work in structure and learn about required interdependencies. If the implemented change becomes part of the culture of organization then it is considered successful (Senior Fleming, 2006). The units revitalization was successful as it enabled employees to change their views about their roles and responsibilities. They actually became convinced that change would bring a difference. This eventually resulted into a striking improvements in value added per employee, gross inventory per employee, scrap reduction, quality, and profits. To their credit, business unit was able to achieve all these without further control system, compensation or restructuring. However, eventually when opportunity came, there were few change were made in the formal organization. For example, vice death chair of operation was asked to leave organization and that position was eliminated altogether.6. Monitor an d adjust strategies in response to problems in the revitalization process.In order to sustain the benefits of changes and being able to adapt to dynamic competitive environment, an organization should know the effective use of continuous shared monitoring of the change process (Mathiassen et al., 2005). Keeping such measurement criteria provides multiple advantages, such as i) it keeps people, with direct involvement in the change-process, motivated ii) it gives management a sense of direction in which change-project is moving iii) it also depicts a relationship between achieved result and invested effort. Even after successful change implementation, it is essential to re-examine the original plan regularly and revise it with respect to current circumstances and situations (Senior Fleming, 2006). Stating clear objectives and process measurements criteria explicitly in the implementation plan was very helpful. Measurements were gathered at the end of pilot-study and appropriate pro cess benchmarking was set, after resemblance with previous internal and cross-industry data. In order to monitor revitalization, several mechanisms were put in place. Internal surveys and feedbacks were introduced to monitor attitude and behaviour patterns. A monitoring team was formed to keep regular watch over the processes and plan for new challenges. This team consisted of managers and key members of respective functional teams and human resource and finance teams.Outcomes and lessonsOutcomes engagement of critical path model in present case proved to be an effective way to evoke organization renewal without actually enforcing it. Beer et al.s (1990) intrust that employees resistance to changes can be managed effectively through task-alignment approach. This turned out to be a key success factor in case of Alpha. Once core task aligned with organizations vision, employees discovered that new structure and product-development method are more effective. They started willing to a ccept changes, which otherwise they may have resisted. borrowing of concurrent development method along with change in existing structure, improved not only speed of decision-making but also employee-participation and knowledge-sharing among functions and departments. This enabled company to reduce product-manufacturing and delivery time significantly this, consequently, improved product-quality and cost-competitiveness and therefore, the profit. The problems associated with the new development method and structure is now believed to have eased with increase in employees familiarization of new structure, and development approach. Despite all that, change-project at unit cannot be entirely considered successful.Beer assumes the approach of the changes through critical path model to be always top-bottom. However, the change-project in Alpha was initiated by unit head and carried out by his middle-management team with the help of an external consultant. One of the necessary steps was to gain approval and support from senior management teams of HQ, who was not roped in right from the word go. Negotiations with them caused notable delay in the implementation of the planned changes. The combined effect of not having senior management from HQ directly involved in the coalition, and resignations of senior researcher along with few key members of coalition while restructuring impacted the speed of the changes and its desired results. Although, change-project is claimed to be successful by the management team but absence significant key performance indicators at the beginning for measuring the success, raise question mark over their claim. In fact, this change-project would be considered a failure if measured against traditional performance indicators, such as cost (in budget) and time (on time).Present study raises a few reservations over the critical path model itself. Basic flaws with this model are the lack of provision for pilot-project, and feedback-loop (iterati on) at each stage. Pilot-project is considered to be very handy while implementing new process, which enables people to view new aspects of the process. This approach also gives an idea to people how process will work in actual and assists persuade others, particularly management, about the benefits of new process (Borjesson Mathiassen, 2003). At Alpha, pilot-project approach was employed effectively and it was successful, which convinced senior manager at HQ that the change-project was moving in right direction. Measurements gathered during pilot-project were also helpful in maintaining concentration and sustaining improvements. However, coalition did not realize the importance of feedback-loop at each stage, which caused uncertainty in employees mind, particular during restructuring. This resulted into departure of key employees, leaving long-term impact on the unit (Fodor Poor, 2009). Being effective only at organization-level changes, the model either not considered or overl ooked specific aspects of concurrent-development approach this gives rise to need for a more specific and tailored framework to manage such process-level changes.BibliographyFodor, P., Poor, J. (2009). The Impact of the Economic and fiscal Crisis on HRM and Knowledge-Management in Hungary and Slovakia Empirical Research 2008-2009. Acta Polytechnica Hungarica, 6 (3), 69-91.Nadler, D.A and Tushman, M.L. (1989).Organizational Frame Bending Principles for Managing Reorientation.The Academy of Management Executive,3 (3), 194-204Paton, R.A. and McCalman, J. (2008).Change management a guide to effective implementation, 3rded. capital of the United Kingdom sage-green state-supportedations.Lewin, K. (1947). Frontiers in group dynamics. Human relation, 1, 5-42.Senior, B., Fleming, J. (2006). Organizational Change, 3rded. London Prentice Hall.Kotter, J. (1996). Leading Change. Boston Harvard Business School Press.Lippit, R. (1959). Dimensions of the consultants job. Journal of Social Issue s, 15 (2), 5-11.Miles, M., Huberman, A. (1994). Qualitative info Analysis, 2nd ed. New York SAGE Publications.Richardson, I., Varkoi, T. (2003). Managing for Change when Implementing Software Process Improvement Initiatives. In European Software process Improvement Conference, EuroSPI 2003.Borjesson, A., Mathiassen, L. (2003). Making SPI Happen The example Distribution Effort. Online http//www.computer.org/plugins/dl/pdf/proceedings/hicss/2003/1874/09/187490328b.pdf?template=1loginState=1userData=anonymous-IP%253A%253A86.12.199.139 (Accessed on 07 Mar 2010)Small, A., Downey, E. (2001). Managing Change Some Important Aspects. Online http//downeysmall.com/pdf/iemc2001rp_web.pdf (Accessed on 06 Mar 2010)Mathiassen, L., Ngwenyama, O., Aaen, I. (2005). Managing Change in Software Process Improvement. IEEE Software. 22(6), 84-91Jones, J., Aguirre, D., Calderone, M. (2004). 10 Principles of Change Management. Online http//www.strategybusiness.com/ (accessed on 27 Dec 2009),Kotter, J., Sc hlesinger, L. (1979). Choosing Strategies for Change. Harvard Business Review 57(2), 106-114 (1979)Jungk, R. Mullert, N. (1996). Future Workshops How to Create desirable futures. London Institute for Social Inventions.Greenbaum J., Kyng M. (1991). Design at work Cooperative Design of Computer Systems. New Jersey Lawrence Earlbaum Associates.Beer M., Spector B. A., Spector B. (1990). The Critical Path to Corporate Renewal. Boston Harvard Business School Press.Pettigrew, A., and Whipp, R. (1991). Managing change for competitive success. Oxford. Blackwell.Hughes, O. (2003). Public management and administration. London Palgrave, Macmillan.Pettigrew A., Ferlie E., McKee L, (1992). Shaping Strategic Change The Case of the NHS in the 1980s. Public Money Management, 12(3), 27-31.Wallach, E. (1983). Individuals and organisations The cultural match. Training and Development Journal, 29-36.Deal T. E. and Kennedy, A. A. (1982).Corporate Cultures The Rites and Rituals of Corporate Life. Har mondsworth Penguin Books.McHugh, M. and Bennett, H. (1999). Introducing team working within a bureaucratic maze.Leadership and Organizational Development Journal. 20 (2), 81-93.Carnall, C. (2003). Managing change in organizations, 4th ed. UK Prentice-Hall.Cockburn, A. (2002). Agile software development. Boston Addison-Wesley.Hofstede, G. (2003). Cultures and organisationsSoftware of the mind. London Profile Books.De Long, D. W., Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-127.Martin, J. (1991). Rapid application development. New York Macmillan.McConnell, S. (1996). Rapid developmentTaming wild software schedules. Washington Microsoft Press.Giardino A. P., Giardino E. R., MacLaren C. F., Burg F. D. (1994). Managing change A case study of implementing change in a clinical evaluation system. Teaching and Learning in Medicine, 6 (3), 149 153.

Market Foreign Management

Market Foreign ManagementMarket Foreign Management1.0 designThe different types of accounting inlet humours, to penetrate a remote food grocery store, arise payable to globalisation. The latter has drastically changed the carriage military control conduct at external level. owe to advances in transportation, engineering and communications, nowadays practically every business of any size poop supply or distribute goods, services, or intellectual property. However, when companies fortune with international grocery storeplaces, it is complicated as the companies must be prepargond to surmount differences in currency issues, language problems, cultural norms, and legal and regulatory regimes. Only the largest companies give way the capital and knowledge to everywherecome these complications on their profess. Many early(a) businesses simply do non devote the means to efficiently and affordably deal with all those variables in foreign jurisdictions, without a wearner i n the host country.Foreign market incoming stylus has been defined by Root (1987) as an institutional administration that makes possible the entry of a fellowships products, technology, human skills, management, or other resources into a foreign country. thither argon a freehanded variety of different entry modes that outhouse generally be categorised into export entry modes, requireual entry modes and investment entry modes. A mark is also made among equity establish and non-equity based foreign market entry modes. Entry modes vary considerably in terms of not only cost incurred by firms but also benefits and disadvantages standd to firms.In chapter 1, the study bequeath be introduced and where definition of Modes of Entry will be given. In chapter 2 the Literature Review, the factors affecting the choice of entry will be explained. Furthermore there will be the description to each type of foreign entry mode and its theoretical advantages and disadvantages. Then in chap ter 3 will proceed with the analytical and findings in each entry modes will be illustrated through a real case study. The recent case of firm going abroad will not be taken in the analysis with the purpose of acquiring enough reading to evaluate each entry modes undertake in the case study learnly Mc Donalds Franchising entry mode, Toyota articulatio jeopardy in United State, Nokia Greenfield investment in Hungary, and Nike export entry mode. In Chapter 4, there will conclusion and recommendation of this study.2.0 LITERATURE REVIEW2.1 Choice of entry modeFirms all everywhere the world be internationalizing in highly increasing speed, and thus the selection of a proper entry mode in a foreign market whitethorn have signifi brush asidet and far reaching consequences on a firms success and survival.In the selections of a suitable entry method, firms be significantly influenced by situational factors and key dimensions. The influencing factors include various factors such as country jeopardy, socio-cultural distance, firm specific factors, goernment regulations, and international experience. The key dimensions differentiating market entry modes are the varying levels of management control, barriers to entry, commercial and political risks, equity investment, rapidity, level of resources allegiance to the foreign market, and flexibility that each mode posses and also the evaluation of competitors entry methods.Driscoll analyzed the feature of speechs of export, contractual and investment entry modes through the five aspects namely control dissemination risk resource commitment flexibility and deliverership. Driscoll explained each of the characteristics as follows Control refers to that extent of a firm in governs the ware process, co-ordinate activities, logistical and merchandise and so on. Dissemination risk refers to the extent to which a firms know-how will be expropriated by a contractual partner. Resource commitment refers to the financial , physical and human resources that firms commit to a host market. Flexibility assesses that whether a firm can change the entry modes quickly and with low cost in the face of evolving circumstances. Ownership refers to the extent of a firms equity participation in an entry mode.In Erramilli Rao (1993), it is suggested that to conceptualize a firms sought after level of different mode characteristics without considering its actual entry mode used, the efficacy of mode choice models would be improved. Based on this advice, Driscoll (1995) introduced a dynamic mode choice framework as shown in table 2 above. He believes that a diverse range of situational influences that could bear on a firms desire for real characteristic of mode choice. Some factors would influence a firm to choose a desired entry mode. He also considers the gap amid desired model and actual angiotensin-converting enzyme and takes alternative mode characteristics into account when a firm chooses foreign market entry mode. Driscolls study emphasises that there is no optimal foreign market entry modes under all conditions. Therefore, a firm cannot just consider an institutionalizing mode it needs to consider the characteristics of modes, the firm factors, environmental factors and other factors when it chooses entry mode.2.2 Descriptions of the different modes of Foreign market entry2.2.1. Export Entry ModesExport mode is the most common strategy to use when move into international markets. Exporting is the shipment of products, manufactured in the interior(prenominal) market or a third country, across national borders to fulfill foreign orders. Shipments may go directly to the end user, to a distributor or to a wholesaler. Exporting is mainly used in initial entry and gradually evolves towards foreign-based trading trading operations. Export entry modes are different from contractual entry modes and investment entry modes in a way that they are directly related to manufacturing. Exp ort can be divided into direct and indirect export depending on the number and type of intermediaries.2.2.1.1 Direct exportation (sell to buyers)Direct exporting means that the firm has its own department of export which sells the products via an intermediary in the foreign economy namely direct agent and direct distributor. This way of exporting provides more control over the international operations than indirect exporting. Hence, this alternative often increases the gross revenue potential and also the profit. There is as well a higher risk problematical and more financial and human investments are needed.There are differences between distributors and agents. The basis of an agents selling is commissions, while the distributors income is a margin between the prices the distributor buys the product for and the final price to the wholesalers or retailers. In contrast to agents the distributors usually maintain the product range. The agents also do not position the products, and d o not hold payments while the distributors do both and as well as provide customers with after sales services. Using agents or distributors to introduce the products to a foreign market will have the advantages that they have knowledge about the market, custom, and have established business contacts.Advantages of Direct ExportAccess to the topical anaesthetic market experience and contacts to potential customers.Shorter distribution cosmic string( compared to indirect exporting) More control over marketing mix ( especially with agents)Local selling support and services obtainableDisadvantages of Direct ExportLittle control over market price because of tariffs and lack of distribution control ( especially with distributors)Some investment in sales organisation required (contact from home base with distributor or agents)Cultural difference, providing communications problems and information filtering ( transaction cost occur)Possible trade restrictions2.2.1.2. Indirect exporting (s ell to intermediaries)Indirect exporting is when the exporting manufactures are victimization independent organisations that are located in the foreign country. The sale in indirect exporting is give care a domestic sale, and the fraternity is not authentically involved in the global marketing, since the foreign company itself takes the products abroad.Indirect export is often the fastest way for a company to get its products into a foreign market since customer relationships and marketing systems are already established. Through indirect export, it is the third political party who will cover the whole transactions. This approach for exporting is useful for companies with limited international expansion objectives and if the sales are primarily viewed as a way of disposing stay production, or as marginal. The types of indirect export are as followsExport management companiesExport trading companiesExport broker agentsAdvantages of Indirect exportexpressage resources and investm ent requiredHigh point of market diversification is possible as the company utilize the internationalization of an experienced exporter.Minimal risk ( market and political)NO export experience requiredDisadvantages of Indirect exportNo control over marketing mix elements other than productAn additional domestic member in the distribution chain may add costs, leaving smaller profit to producerLack of contact with market ( no market knowledge acquired)Limited product experience( based on commercial selling)2.2.2 Contractual Entry ModesContractual entry modes are long term non-equity alliance between the company that wants to internalise and the company in target country for entry mode. There are many types of contractual entry mode namely practiced discernments, Service contracts, managements, contract manufacture, Co-production keepments and others. The most use contractual entry modes are Licensing, Franchising and Turnkey switchs which is going to be explained below.2.2.2.1 Li censingLicensing concerns a product castigates or the method of production marketing the product rights. These rights are usually protected by a patent or some other intellectual right. Licensing is when the exporter, the licensor, sells the right to manufacture or sell its products or services, on a certain market area, to the foreign party (the licensee). Based on the agreement, the exporter receives a integritytime fee, a royalty or both. The royalty can vary, often between 0.125 and 15 per cent of the sales revenue. In other words in a licensing agreement, the licensor offers propriety assets to the licensee. The latter is in the foreign market and has to pay royalty fees or made a lump sum payment to the licensor for assets like e.g. trademark, technology, patents and know-how. Licensing agreements content is usually quite complex, wide and periodic.Other than the intellectual property rights, the licensing contract might also include turning-in unprotected know-how. In this licensing contract, the licensor is committed to give all the information to the licensee about the operation. There are many types of licensing arrangements. In a licensing arrangement, the core is patents and know-how, which can be completed by trademarks, models, copyrights and marketing and managements know-how.Licensing contract is divided into three main types of licensingProduct licensing, the idea of licensing is to agree on usage, manufacturing or marketing right of the whole product, a partial product, a serving or a product improvement,Method licensing, the method licensing agreement turns in the right to use a certain manufacturing method or a part of it and also possibly the right to use model protection. Representation licensing agreement is usually done within two companies that are concentrated on project deliveries, in this case the contract will relate to for example projecting systems, sharing manufacturing and marketing procedures. Advantages of licensingThe abi lity to enter several foreign markets simultaneously by using several licensees or one licensee with access to a regional market, for example the European Union.Enter market with high trade barriers.It is a non-equity mode, thence licensor make profit quickly without big investments. The firm does not have to bear the ontogeny costs and risks associated with opening a foreign market.Licensing also saves marketing and distribution costs, which are left for the licensee. Licensing also enables the licensor to get insight of licensees market knowledge, business relations and cost advantages.The licensor decreases the exposure to economic and political instabilities in the foreign country.Can be used by inexperienced companies in international businessAvoid the cost to customer of shipping large immense products to foreign marketsDisadvantages of licensingThere is a risk that the licensee may become a competitor once the term of the agreement concludes, by using the licensors technol ogy and taking their customers.Not every company can use this entry model unless in possess certain type of intellectual property right or the name of the company is of enough interest to the other party. The licensors income from royalties is not as very much as would be pull togethered when manufacturing and marketing the product themselves. There is another risk that the licensee will underreport sales in order to lower the royalty payment2.2.2.2 FRANCHISING Franchising is a form of licensing, which is most often used as market entry modes for services such as fast foods, business to-consumer services and business-to-business services. Franchising is somewhat like licensing where the franchiser gives the franchisee right to use trademarks, know-how and trade name for royalty. Franchising does not only cover products (like licensing) but it usually contains the entire business operation including products, suppliers, technological know-how, and even the look of the business The normal time for a franchisee agreement is 10 years and the arrangement may or may not include operation manuals, marketing plan and training and flavor monitoring.The idea of the franchising chain is that all parties use a uniform model in order to make the customer of a franchising chain may feel that he is transaction with franchisors company itself. In fact, regarding to the law, the customer is dealing with independents companies that have even have different owners. Franchising agreement usually includes training and offers management services, as the operations are done in accordance with the franchisors directions. Franchising has especially spread to areas, where certain selling style, name and the quality of service are crucial.Franchisee has different customs on the payments to the franchisor. Normally when a company joins the franchising chain it pays a one-time joining fee. As the operation goes on, the franchisee pays continues service fess that usually are based on th e sales volumes of the franchisee company. (Koch 2001).Advantages of franchisingSame as licensing aboveLike with licensing, the franchisor gain topical anaesthetic knowledge of the market place and in this case the domestic franchisee is highly doThe fast expansion to a foreign market with low capital expenditures, standardised marketing, motivated franchisees and taking of low political risk. Disadvantages of franchisingSame as in licensing above, Since franchising requires more capital initially, it is more suitable to large and well-established companies with good brand roles. So small firm get often problem to use this entry modesHome country franchisor does not have daily operational control of foreign store. There is a risk that franchisees may not perform at desired quality level. more responsibilities ,more complicated and greater commitment to foreign firm than licensing or exports2.2.2.3 Turnkey projectIn fuck projects, the contractor agrees to handle every detail of t he project for a foreign client, including the training of operating personnel. At completion of the contract, the foreign client is handed the key to a industrial plant that is ready for full operation. Hence we get the term turnkey. The company, who make the turnkey project, works afield to build a facility for a local clubby company or agency of a state, province or municipality. This is actually a means of exporting process technology to another country. Typically these projects are large public sector project such as urban transit stations, commercial airport and telecommunications infrastructure.Sometimes a turnkey project such as an urban transit system takes the form of a built-operate- slay or a built-own-operate-transfer project. A sophisticated type of counter trade, in which the builder operates and may also own a public sector project for a specified period of years before turning it over to the government.Advantages of Turnkey ProjectsThey are a way of earning great economic returns from the know-how required to assemble and run a technologically complex process, for example contractor must train and grow owner to operate facilityTurnkey projects may also make sense in a country where the political and economic environment is such that a longer-term investment might expose the firm to unacceptable political and/or economic risk.Less risky than conventional FDIDisadvantagesThe firm that enters into a turnkey deal will have no long-term interest in the foreign country. The firm that enters into a turnkey project may create a competitor. If the firms process technology is a source of free-enterprise(a) advantage, then selling this technology through a turnkey project is also selling competitive advantage to potential and/or actual competitors.2.2.3 Investment Entry ModesInvestment entry modes are about acquiring ownership in a company that is located in the foreign market. In other word, the activities within this category involve ownership of production units or other facilities in the overseas market, based on some sort of equity investment. Several companies want to have ownership in some or all of their international ventures. This can be achieved by joint ventures (equity based), acquisitions, green-field investment.A joint venture is a contractual arrangement whereby a separate entity is created to carry on trade or business on its own, separate from the core business of the participants. A joint venture occurs when new organizations are created, jointly have by both partners. At least one of these partners must be from another country than the rest and the location of the company must be outside of at least one partys home country.Typically, a company forming a joint venture will often partner with one of its customers, vendors, distributors, or even one of its competitors. These businesses agree to exchange resources, share risks, and divide rewards from a joint enterprise, which is usually physically located in one of the partners jurisdictions. The contributions of joint venture partners often differ. The local joint venture partner will frequently supply physical space, channels of distribution, sources of supply, and on-the ground knowledge and information. The other partner usually provides cash, key marketing personnel, certain operating personnel, and intellectual property rights.Joint venture is an equity entry mode. Ownership of the venture may be 50% for each party, or may be other proportions with one party holding the majority share. In order to make a joint venture rest successful on a long-term-basis, there must be willingness and careful advance planning from both parties to renegotiate the venture terms as soon as possible. When nonuple partners participate in the joint venture, the venture maybe called a consortium.Advantages of a Joint ventureJoint venture makes faster access to foreign markets. The local partner to the joint venture may have already established itself i n the marketplace and often will have already obtained, or have access to, government contacts, lines of credit, regulatory approvals, scarce supplies and utilities, qualified employees, and cultural knowledge. Upon formation of the Joint venture, the non-resident partner has access to the local partners pre-established ties to the local market.When the development costs and/or risks of opening a foreign market are high, a firm might gain by sharing these costs and/or risks with a local partner. In many countries, political considerations make joint ventures the only feasible entry mode.The reputation of the resident partner gives the joint venturecredibility in the local marketplace, especially with existing key suppliers and customers.Disadvantages of Joint ventureShared ownership can lead to conflicts and battles for control if goals and objectives differ or change over time.Joint venture can foreclose other opportunities for entry into a foreign marketplace.It can be difficult f or a joint venture to independently obtain financing, particularly debt financing. That is, in part, because Joint venture are usually finite in their duration and lack permanence. Thus, the parents of a joint venture should look either to adequately capitalise the entity up front or to guarantee loans made to the joint venture.Another potential disadvantage of joint venture a firm that enters into a joint venture risks giving control of its technology to its partner and there is the possibility you might wind up turning your own joint venture partner into a competitor. However, this danger can be ameliorated by non-competition, non-solicitation, and confidentiality provisions in the joint venture agreement.strategic alliance is when the mutual coordination of strategic planning and management that enable two or more organisations to align their long term goals to the benefit of each organisation and generally the organisations remain independent. Strategic alliances are cooperat ive relationships on different levels in the organisation. Licensing, joint ventures, research and development partnerships are just few of the alliances possible when exploring new markets. In other words, strategic alliances can be described as a partnership between businesses with the purpose of achieving common goals while minimising risk, maximising leverage and benefiting from those facets of their operations that complement each others. A strategic alliance might be entered into for a one-off activity, or it might focus on just one part of a business, or its objective might be new products jointly developed for a particular market.Generally, each company involved in the strategic alliance will benefit by working together. The arrangement they enter into may not be as formal as a joint venture agreement. Alliances are usually accomplished with a written contract, often with agreed termination points, and do not result in the foundation of an independent business organisation. The objective of a strategic alliance is to gain a competitive advantage to a companys strategic position. Strategic alliances have increased a great deal since globalisation became an opportunity for companies.There are different types of strategic alliances1) Marketing alliances where the companies jointly market products that are complementary produced by one or both of the firms.2) A promotional alliance refers to the collaboration where one firm agrees to join in promotion for the other firms products.3) Logistics alliance is one more type of cooperation where one company offers, to another company, distribution services for their products.4) Collaborations between businesses arise when the firms do not for example have the capacity or the financial means to develop new technologies.Advantages of Strategic allianceIncreased leverageStrategic alliances allow you to gain greater results from your companys core strengthsRisk sharingA strategic alliance with an international compa ny will help to offset your market exposure and allow you to jointly exploit new opportunities.Opportunities for growthStrategic alliances can create the means by which small companies can grow. By marrying your companys product to somebody elses distribution, or your RD to a partners production skills, you may be able to expand your business overseas more quickly and more cheaply than by other means.Greater responsivenessBy allowing you to focus on developing your core strengths, strategic alliances provide the ability to respond more quickly to change and opportunity.Disadvantages of strategic allianceHigh commitment time, money, peopleDifficulty of identifying a compatible partner voltage for conflict between the partnersA small company risks being subsumed by a larger partnerStrategic priorities change over time semipolitical risk in the country where the strategic alliance is basedIf the relationship breaks down, the cost/ownership of market information, market intelligence an d jointly developed products can be an issue.2.2.3.3 Wholly owned subsidiariesA company will use a wholly owned subsidiary when the company wants to have 100 share ownership. This is a very expensive mode where the firm has to do everything itself with the companys financial and human resources. Thus, more it is the large multi national corporations that could select this entry mode rather than small and medium sized enterprises. A wholly owned subsidiary could be divided in two separate ship canal Greenfield investment and Acquisitions.2.2.3.3.1Greenfield InvestmentGreenfield investment is a mode of entry where the firm starts from scratch in the new market and opens up own stores while using their expertise. It involves the transfer of assets, management talent, and proprietary technology and manufacturing know-how. It requires the skill to operate and manage in another culture with different business practices, labour forces and government regulations. The degree of risk varies according to the political and economic conditions in the host country. Despite these risks many companies prefer to use this mode of entry because of its total control over strategy, operation and profits.Advantages of Greenfield investmentA wholly owned subsidiary gives a firm the tight control over operations in different countries that are necessary for engaging in global strategic coordination (i.e., using profits from one country to support competitive attacks in another). A wholly owned subsidiary maybe required if a firm is trying to realize location and experience curve economies.Local production lessens transport/import-related costs, taxes fees.Availability of goods can be guaranteed, delays may be eliminated.More uniform quality of product or service.Local production says that the firm is willing to adapt products services to the local customer requirementsDisadvantages of Greenfield investmentHigher risk exposure namely political risk and economic riskHeavier pre-deci sion information gathering research evaluationCountry-of-origin effects can be lost by manufacturing elsewhere.Establishing a wholly owned subsidiary is generally the most costly method of serving a foreign market. 2.2.3.3.2 AcquisitionsAcquisition is a very expensive mode of entry where the company acquirers or buys an already existing company in the foreign market. Acquisition is one way of entering a market by buying an already existing brand instead of trying to compete and launch the companys products on the market and thereby lowering the chance of a profitable product. Acquisition is a risky alternative though, because the culture of the corporation is hard to transfer to the acquired firm. Most important, it is a very expensive alternative and both great profit and great losses could be the end product of this entry mode.Advantages of AcquisitionsThey are quick to executeAcquisitions enable firms to preempt their competitorsManagers may believe acquisitions are less risky than green-field ventures Disadvantages of AcquisitionsThe acquiring firms often overpay for the assets of the acquired firmThere may be a clash between the cultures of the acquiring and acquired firmAttempts to realize synergies by integrating the operations of the acquired and acquiring entities often run into roadblocks and take much longer than forecastThere is inadequate pre-acquisition screening 3.0ANALYSIS AND FINDINGSCase study 1 McDonalds used franchising as foreign entry modeIn 1940, the first restaurant was opened by the McDonald brothers, Dick and Macin San Bernardino and California. Then Ray Kroc, a Chicago based salesman with a flair for marketing, became involved that the business really started to grow. He realised that Mc Donalds, could be successful by using franchising, and could be exploited throughout the United States and beyond. Its first franchising was in Canada in 1967. In 2001, McDonalds served over 16 billion customers, equivalent to a lunch and dinner fo r every man, woman and child in the world. McDonalds global sales were over $38bn, making it by far the largest food service company in the world. McDonalds success on rapid growth and expansion is due to franchising that are based on selling quality products cheaply and quickly around the world. In 2002, around 70% of McDonalds are franchises.Mc Donalds ownership advantage to go abroad is its brand name. The exceptional growth of Mc Donalds is largely credited to the creation of its strong brand name identity. With the purpose of protecting its brand name, Mc Donalds used radio and press advertisement to provide specific messages across the world emphasising on the quality of product ingredients. In addition to that Mc Donalds carry out massive investment in sponsorship which is also a central part of the image building process, for example Football World cup and Olympic Games.The franchise agreement is that McDonalds, the franchisor, grants the right to sell McDonalds branded good s to someone w

An organisation climate analysis

An organisation climate analysisIn this chapter, we will mention the inquiry background which included a clear brief of agreement climate, employee appointee, problem statement, look objective, and research question and signifi erectt of the research.Research BackgroundThe scheme ClimateOrganization climate usually do not have a clear definition and is simply explained as a learning that any employee in an system feels, understood and sh ard (Kouzes, 1993). It is weather that a naval divisionicular organization is having, reflecting how its system deal with the members. This is aroundthing that is difficult to be measured because it is senses or feels of employee perception toward the organization which is cannot be evaluated using tools. The combination of the perceptions reflects the actual work place of the organization.Organization climate is grave for the junior employees to observe and adapt. Their observation and perceptions ar usually is the divulge reflection of the truth than senior employees. This is because senior employees perceptions are affected by many factors in the organization. A decreed organization climate that make up ones mind by the executives could be a motivation for employees, resulting effective and efficiency in productivity.Organization climate is determined by factors from both internal and external environment. interior environment refers to the factors that affect the perception of the employees which occur within the organization and external environment factors are occur from outside the organization which is difficult to predict and control. In our study, we focus in the internal environment rather than external environment.Background of Banking Indus set about in MalaysiaThe banking industry had gone through constant transformation oer years in keeping up the changing needs of economy. Service flavor is one of the cardinal elements to the industry evolved trend (Brown and Kleiner, 2010). Today, excellent service quality had become a crucial factor for a business survival in the present banking industry. This is because the service quality is directly influencing the competitive advantages and corporate profitability. Thus, the mass banks in Malaysia is ongoing their focus in improvement of their service quality.Nowadays, to achieve the prior competitive advantages in the banking industry, the banks must increasing their demand on providing a better service quality, lower interest rate for loan and greater beneficial for the customers. The banks need to embrace changing and response pro-actively in order to sustain its competitive advantage.In the past decade, Malaysia banking industry had been transformed significantly and undertaking the effort of restructuring, placing the monetary celestial sphere to a in the altogether and stronger foundation (Adbullah, Andrew and Boo, 2010). It had successfully integrate many business process and redeployed the resources to support the growth of new areas, increased the flexibility of the financial institutions, resulting in new business opportunity.Besides that, the banking and insurance sector had provide employment to over 123, 000 Malaysia citizens. The service from the sector had benefits many industry development and encouraging development of small business. Such consumers lending had increase from RM 134 jillion to RM 343 billion season loan disbursed to small and medium enterprise. The domestic banking institution is expanding, building their strong position in the local country.According to Abdullah et al (2010), at that place are several trends in Malaysia banking sector. First of all, the trend is the changes in global economy configuration. This trend illustrate the rapid expanding in economy of many develop country had created many business opportunity for global banking sectors. The raise in India, China and South East Asia economies have increase Asias global role. The increment in countries o utput had boost up the economy in Asia and as a collectively region, Asia play about 40% of global and one-fourth of the world trade. This is an consecrate tremendous business opportunity for Malaysia as a part of this dynamic growing region.Secondly, the trend is the current industry is shaping towards the integration of economic and financial regions. The merger and acquisition of many domestic bank with foreign bank had help the domestic bank emerge into a new market, generating a better profit and help the local bank industry expand their target market. The investment among Asias economics is increasing the financial activities. These activities involved merger and acquisition which call for fund as capital rising. Thus, financial institutions of the related region are becoming the primary source for them to obtain funds.Thirdly, the trend is the Asia region is moving towards financial integration in helping on the development of financial sector. Many financial institutions were restructuring, improving their financial system in order to attract the investors. The new services or strategies that launch were private equity, structured products, Islamic finance, hedge funds and etc.In developed countries such as America and atomic number 63 countries, their financial institutions are sustain fully managed by their strong organization in terms of strong economic background, beneficial policies, better living tired and etc. Malaysia, unlikely the developed countries, which is a developing country is unable to gain total control over external environment, thitherfore Malaysia have to verify on better control in internal environment.Trends of Employee EngagementEmployee plight can be defined as the commitment that an employee has towards the organization, attracted and inspired by the whole kit and caboodle (Rudledge, 2005). Engaged employees will put their organization in the counterbalance place to be concerned, physically and emotionally willing to play their role as part of their organization or sometimes exceeding their duty call to contribute their effort (Seigts and Crim, 2006). They will evaluate every possible alternative to maximize the benefits of their alliance. In year 2008, Macey and Schneider presented a framework for understanding the elements of employee engagement, illustrating that conditions of the workplace have both a direct and indirect impact on engagement.However, employee engagement required a two-way relationship among employer and employees. Employer is responsible in building clear roles for employees to take part and also figured the best ways to motivate the employees to be sedulous. The starting line way is to remove roadblock of employees to be engaged. This roadblock refers to those barriers such as lack of confidence, negative perceptions towards the company, demotivated factors and differents.The second way is creating an engaged culture that beliefs and values are wired spread along the or ganization. The culture can be effective only when everyone is understood and agreed upon. The third way is to set a priggish reward system that is allowing the employees to perceive what they will get as the return from the engagement. Reward is a best way to serve as a cause factor.When employer getting along with employee, he or she should communicating rather than announcing or listening rather than surveying and paying attention rather than getting attention. Thus, engagement is implemented through persuading rather than enforcing.Besides employer, employees should also play their part to be engaged in organization. They have to set their mindset that they willing to contribute towards the organization without any complaints. They have to observe what reasons that made the employee to be engaged.According to Nitin, (2007), he outlined that the levels of employee engagement can be categorized into engaged, not engaged and actively disengaged. Engaged employees form a bond bet wixt themselves and the organization, driving it to move forwards. Not engaged employees satisfied in what they have contributed. Although they are unhappy with the organization but they will not complain about that. They are putting in time but not contributing passion in their work. The last is actively disengaged. They are not only unhappy but also trying to influence others perception and denied others accomplishments.These three categories reflect the current organization climate of a company. Many organization trying to seek a way to influence their employees become engaged, result in creating a positive organization climate. In the other hands, if not engaged employees do not being pay attention, they will slowly become actively disengaged which will result in negative impact of organization climate.Problem StatementEmployee engagement has long been a concern of organization climate of its construct to engagement in organisational behavioural. In engagement, people employ an d express themselves physically, cognitively, and emotionally during role performances.Employee engagement is very important to determine the future of the organization. Employee is a vital resource for near all organization and high performing employee is the organizations important asset. This mean when skill employee had started to leave the organization, it is an indication that the organization is in trouble. Nowadays, it is hard to having organization climate in an organization. There are few antecedent variables that will influence organizational climate toward banking industry such as leadership, communication, honorarium, decision fashioning and organization design. found on the study, it revealed that older workers ages between 55 years old to 64 years old have been more loyal to their employers with a median of 9.3 years, while workers ages 25 to 34 have a median tenure of only 2.9 years. That means there is precisely possible to expect younger workers to spend thei r careers in one organization. They are more likely to resign in the particular organization if they get a better and attractive offer in other organization (Taylor, 2006).There is no one will sacrifice and perspiration in one organization without compensation, however, there is a complementary executive compensation strategy that employers should pursue, and it usually involves cash bonuses, stock awards, and deferred compensation plans. Any or all of these may be refined in a manner which are better positions the employer to seek judicial enforcement of loyalty covenants and provides for benefit forfeitures and claw-backs when disloyalty prevails.The lack of awareness regarding significant of employee commitment has caused the high turnover and uncomfortable among the employees. As you can see, some banks which are making huge profits and which have introduced performance appraisal systems do not give any rewards to the lowest category of workers whereas in the high category they continue to give them huge bonuses (Solomon, 2010). As a result,National Union of Bank Employees (NUBE) members began to wearing of protest badges and slogans demanding a 30% pay increase. So, there is very hard to keep employee loyalty since there are some indistinct factors that influence the loyalty of employee.Nowadays, perhaps that the importance of employee engagement has been over hearted by the banking industry and the industry is more emphasize on looking the new employees and not retain the existing skill employees. However, the replacement can actually cost a company anywhere from 35% to 50% of an hourly workers salary. Based on the research run by loyalty research centre, for a skilful or professional worker, the cost can go as high as 125% of that workers salary. According to the loyalty research centre, most of the managers do not realize that how expensive to lose a good worker, those who do their jobs sanitary and productive. For anything less than a loyal, produ ctive worker will cost a company which is why performance goal setting and review are so important for weeding out the bad ones or for providing additional training and support to those who can be developed or rehabilitated. Employee turnover is extremely costly to companies with large numbers of employees. In the banking industry, employee turnover can also mean the loss of valuable customer relationships. Hence, it is good to keep the employee rather than recruit new employee.Employee engagement is growing as more important construct, driving and influencing important factors of a business. On the other words, whether the business able to survive in the market is affecting by the employee engagement. Unfortunately, many companies struggle with measuring and improving engagement levels in their organization. Therefore, it is important for companies to have a strong understanding of engagement in order for them to be successful in improving the level of engagement. This study will l ook at best practices that companies can use to measure and use engagement entropy as their advantages.Overall, the purpose of this study is to find out where the lacuna is and to try and find what corrective measures can be taken to reserve this undesirable trend. The engagement levels of the entry level employees were observed. Besides that, various factors considered, and thereafter the attempt to overlay the problem of reducing the turnover level was undertaken.Research ObjectivesGeneral ObjectiveThe primary objective of this study is to examine the relationship of organization climate towards employee engagement in banking industry.Specific ObjectiveTo examine the impact and relationship of organization climate which are the leadership, communication, compensation, decision making and organization design towards employee engagement.Research Questions coif all these question will give more understanding of the dimensions in organizational climate underlying the foundation of e mployee engagement in banking industry.Does the leadership significantly effect on employee engagement?Does the communication significantly effect on employee engagement?Does the compensation significantly effect on employee engagement?Does the decision making significantly effect on employee engagement?Does the organization design significantly effect on employee engagement?Does the organization climate associate with employee engagement?Hypotheses of the considerH1 There is significant positive relationship between leadership and employee engagement.H2 There is significant positive relationship between communication and employee engagement.H3 There is significant positive relationship between compensation and employee engagement.H4 There is significant positive relationship between decision making and employee engagement.H5 There is significant positive relationship between organizational design and employee engagement.H6 There is significant positive relationship between organiz ational climate and employee engagementSignificance of the StudyThe main importance and parting of this research is to improve the awareness and knowledge about employee engagement in private corporate, which is commercial bank. First, this research enables banks allocate in Malaysia to further study on employee engagement with factors that will lead to the loyalty of their employees. By conducting this research, it will recommend the banks effective ways of employee engagement in banking industry.Organizational performance and retention can have a greater impact on an organizations profitability. Therefore, the managers of the particular banks will find out what resources and benefits are most desired by employees and lead to propitiation and loyalty in that organization by considering on the five dimensions of organization climate of this research and hence make the employer to retain the talented employees.There is hardly possible for corporate researcher to do such study on org anizational climate and its influence towards employee engagement in banking industry, so we decided to do such research in order to help the corporate researchers and higher education institution to have better understanding on it as well as serve as a base for the future research towards banking industry. Other than banking industry, it also helps to improve higher education institution interests and concern in employee engagement in other industry.Then, our research studied on employee engagement is also very significant for government that who act as a policy maker. It enables government to uses the research to as the guidelines to amend the policy if necessary to enhance the employee engagement in the banking industry. For example, the current compensation benefit is likely unfair to the employee. Therefore, the government could amend the current policy to be more better, which that the employee will feel more satisfy to it.Chapter LayoutThis paper is organized into 5 chapters namely introduction, literature review, research methodology, information analysis and discussions, conclusion and import.Chapter 1 IntroductionIn this chapter, we will explain the background of our study and clarify the research problems. Then, we will outline our research objectives and questions that to be answer by our result of research. The significant of study explain who will be benefit after reading our project.Chapter 2 Literature revueThis chapter aims to review the critical points of published and unpublished information on the basis of secondary data on the topic. A summary is a recap of the important information of the source in a clear and logical manner. The aid of theoretical framework and theoretical model will be discuss in this chapter, enables a more understandable problem in this research.Chapter 3 MethodologyThis chapter encompasses the process of data gathering procedures. This chapter also will discuss the sampling design, data collection methods, samplin g design, operational definitions of constructs, measurements scales, and method of data analysis.Chapter 4 Data AnalysisThis chapter provides the understanding on how data is being analyzed and how the survey data relate to the research questions. This chapter provides the analysis of the related hypotheses.Chapter 5 Discussions, Conclusion and ImplicationThis chapter provides the linkage of all chapters. Also there will be discussions, conclusion and implication of this study. This chapter also will cover the statistical analysis, discussion and limitation of the study. Finally, recommendations and conclusion will be done for the whole research project.1.8 ConclusionIn first chapter, we introduce our topic starting with research background, developed our research problem statements, objectives of our study and also the research question. From the information gathered, we developed the hypothesis of our study.

Willa Cather’s A Lost Lady - Captain Daniel Forrester Essay -- Willa

Willa Cathers A Lost Lady - Captain Daniel ForresterIn Willa Cathers A Lost Lady, Captain Daniel Forrester is a gardener at heart. His lifetime is spent encouraging growth, whether of railroads, personal lives or flowers. His philosophy is to dream because a thing that is dreamed of in the way I mean is already an accomplished fact (44). Close friends described the Captain as clearly looking like pictures of Grover Cleveland. His clumsy dignity covered a deep nature, and a conscience that had never been juggled with (39). Because of his clear conscience Captain Forrester became a rich soil for many around him to take root in. As this soil, he could everlastingly be in the background and many never noticed how important he was until he was missed. Once the Captains career outside his theme ended he truly opens up to the peacefulness of nature, including his flowers, which eventually illustrate the phases of his life. The location of the Forresters homes gives a hint towards Captain Forresters dreams throughout his life. They had seasonal homes, spending winter in Denver and Colorado Springs,-left Sweet pee soon after Thanksgiving and did not return until the first of May (23). Of deuce-ace places they stayed during the year, two of them had optimistic names, encouraging ideas of eternal springs, which would be wonderful places for gardening. During the summer at Sweet Water, The wild roses were wide open and brilliant, the blue-eyed grass was in purple flower, and the silvery milkweed was just coming on (10). This picture of wild blooms is a reflection of Mrs. Forrester enjoying summertime, complimented with her barrenness of winter. Niel who enjoyed Mrs. Forrester staying on in Sweet Water throughout the winter noticed The frosty air had brought no colour to her cheeks,-her skin had evermore the fragrant, crystalline whiteness of white lilacs (26). This picture of Mrs. Forrester displays a reverberation of the nature around her. That same day as Niel ga ve Mrs. Forrester a ride home, The poplars looked very tall and straight, pinched up and severe in their winter distress (28). Throughout A Lost Lady Mrs. Forrester reacts to the seasons as a rose does. With the Captain around he quietly gives her the support she needs, reacting to all of her seasonal needs, always supplying an endless supply of sweet or spring water. The Capta... ...tain gone could it be nailn thatIt was Mrs. Forrester herself who had changed. Since her husbands death she seemed to have become another woman. For historic period Niel and his uncle, the Dalzells and all her friends, had thought of the Captain as a drag upon his wife a care that drained her and dimmed her and kept her from being all that she might be. But without him, she was like a ship without ballast, driven hither and tither by every wind. She was flighty and perverse. She seemed to have lost her faculty of discrimination her power of advantageously and graciously keeping everyone in his pro per place. (130) Mrs. Forrester was the rose of her husband, who carefully tended her. Without his leadership she slowly became a memory of a rose garden who eventually iron its self into a briar rose patch. From before the couple met Captain Forrester thought as a gardener, applying his technique throughout his life. He grew the railroads and his fortunes until he could no longer and then he appreciated his organic companions, which kept him company through the twilight of his life. Throughout A Lost Lady it is easy to see who is the beautiful flower many admire, and who keeps it lively.

Essay --

Toni Morrisons The Bluest Eye set in post-WWI, Lorain, Ohio, narrates the lives surrounding Pecola Breedlove, a young black girl who wishes to be beautiful. Influenced greatly by her relationship with her mother, Pauline, Pecola adapts to a solid ground of unworthiness and unattainable expectations beauty. Their mother/daughter relationship is just one of many examples throughout the fiction further pinpoint its related themes of self worth and ugliness, both physically and noeticly. An analysis of the relationship in the midst of Pauline and Pecola Breedlovestheir contributions and conflictsis used to highlight the theme of which the fountain is trying to express.A relationship, such as one between a mother and daughter, should be the last thing to be described as hateful, disconnected, or troubledonly in the case of Pauline and Pecola Breedlove, it was just that. The two were as distant as could be achieved while living under the same roof, adults do not talk to usthey give us directions. They issue orders without providing information (10). Pecola was merely a maid in her own house, expected to mold the daily chores whilst her mother was at work. The distance was a creation of Paulines, even long before the birth of her children. Several unfortunate events in Paulines life locomote her to immerse herself in a fictitious world where she strove to be part of the most beautiful race aroundwhite. Pauline frequently visited picture shows that portray only white actors and actresses (not uncommon for the 1930s). White men taking such good care of they woman, and they all dressed up in big keen houses with the bathtubs right in the same room with the toilet. Them pictures gave me a lot of pleasure, but it made coming home hard, and lo... ...y allowed her to believe that she was finally beautiful.In summation, the relationship between Pauline and Pecola Breedlove in Toni Morrisons The Bluest Eye is filled with angst, hate, and disapproval. As one of the most prominent relationships in the novel, it is simple to determine the influence Pauline had over Pecola. Pecolas mental prevail overfall, caused by her mothers constant neglect, highlights the theme of nature of beauty. It is this subjective beauty that the novel focuses on. Pecola Breedloves constant alienation and ridicule from the people around her slowly broke her down further. Her lack of Pauline as a mother figure and the reflection of her mothers own self-hatred, spirals Pecola into insanity. From Toni Morrison, it can be gathered that beauty, mentally and physically, is carefully critiqued in the world and is the basis for judgment of others.