The Articles of Confederation

The Articles of Confederation did manage to successfully handle the new west erne lands which were acquired by America after the war. Following the war America gag Ned new lands and the government needed a system to divide and govern these new lands. Many of the larger colonies claimed to own these western lands due to their original charters.B t, in order for the Articles of Confederation to be ratified and to pay off the debt from the war, t he states needed to give up their land to the national government, so that it could be sold in order to pay off the country's debt. The large states did give up their lands to the central govern .NET (Document E). In order to govern these new lands the government needed to make new law s. One of the laws passed was the land ordinance of 1785. This new law divided up the land in the e new western territories into sections which could be sold to individual citizens.The money received from the people who bought this land helped to pay off the debt . The land ordinance al so promoted republican ideals by providing a school for each of the new territories that we re created. Providing a school in each town allowed all people to be educated which pro meted equality. The northwest ordinance of 1 787 was passed to set up government in these n ewe territories. The Northwest Ordinance stated the requirements for any of the new territories t o become a state. In order for one of the new territories to become a state they were required to r each a given population and create their own constitution.The Northwest Ordinance man aged to abolish slavery in the new states as well. Although the Articles of Confederation were e effective when it came to creating new states, they were not very effective at anything else. The Articles of Confederation were highly ineffective when handling commerce e. Under the Articles of Confederation it was difficult for the national government to cool elect taxes from states. When the central government atte mpted to place a tax on Rhode island d, they refused to pay the tax and claimed the national government did not have the right to tax them (Document A).It was reported that the national government was only able to collect one fourth of the taxes they requested from the states. The government only received very few taxes from the states because they could not force the states to pay the taxes, and states obviously did not Want to pay taxes that were not required. Not being able to collect taxes had many negate eve consequences for the government. The government was not able to pay soldiers who fought in t he revolutionary war because they didn't receive enough tax money from the states (Document t C).The government owed money to the soldiers who fought in the revolution but the could not afford to pay them. Financial problems also affected the farmers of Massachusetts. As a response to crop prices decreasing and the amount Of farm foreclosures increasing Daniel Shah yes led Shay's re bellion. Shay's rebellion was when the Massachusetts farmers refused to p ay taxes and resisted foreclosures. After America gained independence they were no longer trade Eng as much with Britain. (Document B) prior to the war Britain had been America's most lucubrate vive trading market.After the war America's population increased but the value of their ex ports to Britain did not. Generally when the population off nation increases the value of their ex ports increases because they are able to produce more and their population gives them more military power. Under the Articles of Confederation collecting taxes and trading became much h more difficult for America. America was not respected by other nations and struggled with foreign affairs under the Articles of Confederation.After the war America gained a large amount of Ian d in the west that Britain had previously restricted from them. However the Americans were not able to access all of their new land due to occupied British fort s in the west (Document D). The Americans wrote a letter to Britain requesting that the forts be vacated but the British refused. The British refused because they didn't think the Americans were strong enough to remove them Because the Articles of Confederation did not have the power to raise an army it was imp Seibel for America to force Britain out of their land.America also wished to gain access to the M sipping river in order to trade more efficiently. Unfortunately Spain controlled the Mississippi river and did not allow the Americans to use the river at all. America requested that Spain grant t them access to he river but they refused because they did not believe America was strong en ugh to resist (Document F). Due to the weakness of the Articles of Confederation Spain did not respect America enough to give them access to the river.America was unable to effect Tivoli deal with foreign affairs because their government was not respected other countries. The Articles of Confeder ation were unable to control the common people who o W ere given too much power. After the war America struggled to keep both wealthy elites and the common people loyal to the government. John Jay believed that the wealthy c redirectors of the action world begin to lose faith in the new government (document G). A cried tort is someone who lends money to someone else in order to be bayed back in full with inter est..A debtor is someone who owes money to others. In this situation the creditors are the w lately elites who helped find the war, and the debtor is the US government, who cannot afford to pay back the creditors in full. America cannot pay back its creditors because the Articles of Confederation were unable to collect enough taxes. The wealthy creditors began to lose faith in the government because they did not believe they would ever be bayed back. Losing support f the wealthy was devastating for America because they were needed to fund the nation.One A intermediaries claime d that the Articles of Confederation should be refused or fixed rather t Han replaced. An analogy was used which said if a building has a problem people do not tear d own the whole building, they fix the building (document H). He argued that the Articles of C infiltration had very few flaws and they could be fixed easily. However this was not the case. The Articles of Confederation had many small problems which weakened its effectiveness. T here was also one assistant problem which was the over Reliance on civic virtue.The Articles of Confederation c could only be effective if the states and the people demonstrated civic virtue and paired their optional taxes. However human are naturally not virtuous, but more interest De in their own self interests. For this reason the Articles Of Confederation were ineffective at con trolling the people. The Articles of Confederation were unable to control the people because of the e over reliance on civic virtue and the creditors loss of faith in the government. The Articles of Confederation were a highly ineffective first attempt at go verging the new United States.

Lemon Max

Market Analysis Dishwash market of Pakistan is a bar driven market. Vim’s major competitor is Max while the rest of the brands like Safoon, Anna Bar are very small in size. Price Price is very important for this category. In order to market share, competitors use price as a unique selling point (USP). Max is a price leader in dish wash market. Max and Vim are price tag parity and both are price premium. Vim is low grammage and high price although it is not a noticeable difference. Price comparison of Bars between Vim and Max according to SKUs are as follows.Max Bar| Vim Bar| Small Bar Pack (110 grams) cost Rs. 12| Small Bar Pack (110 grams) cost Rs. 12| Number of SKUs| Bar (200 grams) cost Rs. 22| Long Bar Pack (330 grams) cost Rs 32| Long Bar Pack (300 grams) cost Rs. 33| Product Portfolio Max Protfolio includes Max Bar, Azadi Dish Bar, Max Sourers, Max Liquid and Max Antibacterial. Max Bar is targeting urban area while Azadi dish bar is targeting rural area. Lemon Max Bar In troduction Lemon Max Bar is a quality washing bar. Lemon Max Bar is a with leadership among dish wash segment of FMCG in Pakistan.Lemon Max Bar is product of Colgate Palmolive which was launched in 1982 with scourer embedded tagline â€Å"Hara Kaam Maun Khara Nimbo Ki Taqat Say Bhara†. Lemon Max Bar Consumers Primary shoppers of Max Bar are women and housewives and secondary are men purchasing household items. Brand is used for dish washing at home with the essence of lemon in it. Many year of sale and consumption at home consumers have approved Max Bar is a high quality product with many benefits. Lemon Max Growth Period Max Bar with strong, lemon-like, grease cleansing action and name that gave impression of foreign brand.Brands pass through ups and down then got stabilized and become market leader in terms of sales and Brand name. In 1985,brand manager learnt that consumer perceive that scourer damaged the dishes then they launched max liquid to overcome this perception. A t the same time Unilever Pakistan ,the mega corporate giant of FMCG’s , launched its brand under the name of â€Å"Rin† in dishwashing segment of FMCG. The competition become aggressive in terms of promotion, retails distribution and event placement. But according to market experts, consumer used brand for cleaning their quality dishes utensils.Due to heavy advertisement and erroneous branding decision Rin brand got positioning problems , product colour confusion among the consumers. Taking advantage from that opportunity, revelry brand â€Å"Max Bar† makes aggressive movements by heavy promotions. Soon Mac brand takes the game by kicking Rin Brand out of market form distribution to media promotion and become market leader. In 2001, Rin brand repositioned himself and change to â€Å"vim† and entered in to the market . Competition again got fierce between max bar and Vim due to heavy marketing budget form unilever gain to pull the max bar from market.In th e end of 2004, Rin vanish from the market and max become the leader in the market. After that many brands emerge on the competition arena like Safoon and Aana bar ,raising competition with the Max bar with relatively low price. For tackling this Max Bar launched 200 gm and sachet in that brand to gain an edge in the competition. But still Max Bar got 60 percent of the market share. In 2011, Unilever has relaunched Vim in dishwashing category. Vim gives a fierce competition to Lemon Max and start gaining market share from lemon max and other small players in the market.Lemon Max Liquid Liquid dishwash is targeted at urban upper middle class home makers and here the users are home maids rather than home makers. It will be difficult to teach house maids to use the liquid efficiently. People perceived both the liquid brands same. Although, Vim is a concentrated gel while Max is a dilute liquid. Concentrated gels are used less as compare to dilute solution. Gels are more efficient in dis h wash. Max Liquid Bottle| Vim Liquid Bottle| 275 ml cost Rs. 65| 250 ml cost Rs. 115| 475 ml cost Rs. 95 rs| 500 ml cost Rs. 190| Distribution of Lemon MaxLemon Max distribution is very strong. They are available and visible in almost every store. TRENDS * Economic growth during the early part of the review period encouraged new trends in dining, with these continuing to spread at the end of the review period. There was for example strong growth in the number of restaurants in the country and also the widening use of feasts to celebrate weddings. The serving of meals became more elaborate, with consumers using a growing number of dishes. These trends continued to support growth in dishwashing at the end of the review period. COMPETITIVE LANDSCAPE Unilever was the leading player in dishwashing in 2010 with a value share of almost 18%. The company benefits from a strong advertising presence, with its Vim brand thus enjoying widespread awareness and loyalty. The company also benefits from the widespread availability of Vim, which is prominently displayed in most outlets that offer hand dishwashing. The company also offers the premium Persil brand in hand dishwashing, which appeals to many mid- and high-income consumers. PROSPECTS * Hand dishwashing is expected to benefit from economic growth and urbanisation in Pakistan during the forecast period.As consumers move to cities and experience higher disposable income levels, their habits are likely to change. A growing focus on hygiene will encourage many to trade up from bar detergents to hand dishwashing when washing dishes. Lemon Max Bar Product History: Lemon Max Bar is a quality is washing bar with leadership in dish wash segment in Pakistan. Lemon Max Bar is product of Colgate Palmolive, which was launched in 1982 with scourer embedded. Primary shoppers of Max Bar are women/housewives that use brand for cleaning their household dishes. The consumers have approved high quality standards and benefits offered by Max Bar.Max Bar with strong, lemon-like, grease cleansing action and name that gave impression of foreign brand. In 1985 the brand manager learnt that consumer perceive that scourer damaged the dishes then they launched max liquid unilever launched their Rin in this dishwashing segment. The competition become heat up but according to survey consumer used brand for their quality dishes utensils. Heavy promotion started between these two brands. Rin got positioning problems and product color confusion among the consumer taking advantage from that opportunity max take the game by heavy promotion and positioning of lemon power.In 2001, Rin was change to vim and gave a challenge to the max bar and again competition starts. At the end of 2004 Rin vanish from the market and max become the leader in the market. Advertising Strategy: An advertising strategy is a campaign developed to communicate ideas about products and services to potential consumers in the hopes of convincing them to buy t hose products and services. Execution: The overall creativity of the dishwasher bar is good and is highly acceptable in the Pakistan’s existing market people having different income level can purchase it and it is available in every departmental store with a reasonable price.The packaging is in green and yellow color with largely written MAX in the middle of the bar. The bar is not just limited to clean the utensils it also gives the fragrance of lemon. Creative idea: The company board made these question within them and find the solutions for right promotion and media the task is to choosing the media through which the customers and viewers perceive what the company to make them aware about the product and they have a brand loyalty about it after watching and using it. 1. Who is our audience? 2.Where are we now in the minds of our target audience? 3. Where are our competitors in the minds of our target audience? 4. Where do we want to be in the minds of our target audience? 5. What is the consumer promise or the big idea? 6. What is the supporting evidence? 7. What is the tone of voice of the ad? Strategy: Max's marketing strategy is a notable example of successful frontal attack. The brand was able to find a credible and sustainable differentiator against Vim. Max took the position of an Antibacterial dish wash bar to fight Vim.Max was Pakistan's first Anti-bacterial dish wash bar. As usual, the germs were at the receiving end. Max positioned itself as a dish wash bar that killed all the bacteria in the utensils. The positioning was very smart since Vim was positioned based on cleanliness. Max is innovative in creating awareness about the possibility of germs in utensils. There was also another smart idea from the brand. In theory, we often say that the differentiator should be relevant, sustainable and not easily copied by competitors. Communication Media:The characteristics of the target consumer need to be consider as an advertiser decides what med ia to use. The types of media categories from which advertisers of choose include the following: * Print—Primarily newspapers (both weekly and daily) and magazines. * Audio—FM and AM radio. * Video—Promotional videos, infomercials. * Outdoor advertising—Billboards, advertisements on public transportation (cabs, buses). USP of MAX is†¦ â€Å"Hara Kam Main Khara† In addition, the other one is â€Å"Ghulae Kam Zayada Chalae† AD Type:The Ad, which I presented, is the persuasive.

E-Retail Industry – The Uk Internet Grocery Market

This study aims to understand the competitive environment of some of the main retailers within the UK market and to demonstrate the different elements of the e-environment that impact on the retailer's business and marketing strategy. Furthermore this study will assess the impact of many factors and constraints surrounding the e-retail industry and specifically the grocery sector of the retail industry. It is known globally that the UK has the most developed grocery e-tailing sector in the world and that is increasingly appearing specially after the failure of many business models which have adopted the internet for distributing and selling there products This study will exclude B2B sector and will focus on B2C sector in the retail market I will be focusing on the online grocery market and the main British players leading this market. I have selected this industry because recently, it has caused a noise globally, and many interested people are wondering whether this industry has reached the mature level or it is still growing or it is only a noise which will lose its importance later. The UK Grocery Market it is estimated that à ¯Ã‚ ¿Ã‚ ½105 billion of groceries are sold in Britain each year, (MINTEL Nov, 2002) , that shows a noticeable increase in sales over the period since 1999 until the end of 2002. The Total retail sales through specialist and non-specialist food retailers were worth some à ¯Ã‚ ¿Ã‚ ½90 billion in 1999 and many specialists predict this market to continue growing to reach 120 billion by 2005 (MINTEL, Nov. 2000) Within the food market itself, fruit and vegetables represent the largest market, with high demand within the sector for fresh produce. Convenience foods – fresh and frozen ready meals – are also highly demanded, as are products which generally fit well with the needs of the much maligned ‘cash rich and time poor' consumer. Key debates within the market surround the use of genetically modified (GM) produce, and this has helped to create niches in the retail market for suppliers of GM-free or organic ranges. The major supermarkets have been moving quickly into the organic sector, in which higher margins can be found. (Key Note) The UK grocery market is driven by economic factors, population structures, household size employment pattern and lifestyle patterns whose impact is shown below as macroeconomic factors: Economic factors – Although consumer expenditure is predicted to continue to grow by 12.6% to 2004, with personal disposable income expected to also grow steadily, it is unlikely that this will impact strongly on spending on food for in-home expenditure; As personal wealth has grown, spending on food has decreased as a proportion of total expenditure, with leisure activities, including eating out, taking most of the surplus. Some premium categories of food, such as organic produce, will benefit. As a result the focus of promotional strategy is moving away from price competitiveness towards other aspects of the retail offer. The population structure – Food expenditure and the overall market size is directly related to the size of the population but the long-term outlook for the British population is for very low growth, implying that the food retailing sector is likely to find domestic profits hard to grow. Household structure – Over the period 1999-2004, an increase of 830,000 (3.4%) (MINTEL, Nov 2000) household is anticipated. This is due to factors other than an increase in population; the growth is coming from one- and two-person households, due to rising divorce and separation rates, getting married later or not at all and the elderly living longer These trends disrupt the economic logic of the superstore model which is designed to offer large families convenient means to buy large volumes of food in one place, relatively infrequently, during the daytime, and to transport that shopping home by private car. Yet only 20% of adults have children under 16 living at home with them. All the major grocery retailers are competing to grow their share of this crucial segment of the population. Smaller households equate to more frequent shops for a few items at a time, often at unsociable hours, a considerably more expensive retailing proposition. Changing employment patterns and practices, with increasing frequency of part-time working, mean there are fewer families in which one partner has the time to shop at relative leisure during the day, and more for whom shopping is a shared duty, carried out whenever busy schedules will allow. In turn, time-pressured shoppers will often want to use a variety of shopping patterns according to circumstance, with retailers being required to offer more channels to market in order to compete. This cannot be done without cost implications. Changes in consumer tastes and lifestyles have an influence on grocery demand patterns. Healthy-food fashions and food-safety scares cause people to change what they eat, while there is a strong trend towards snacking and convenience eating – which involves an increasing proportion of food being bought through channels other than grocery retailers.(MINTEL) Internet adoption in the UK retail Sector Retailers generally begin on-line activities by providing information and interactive communication. Their site may develop into an electronic shop almost mirroring their offline activities A study by the department of trade and industry (DTI) called, ‘E-Commerce Impact Study: Retail Overview' (www.dti.gov.uk 29 July 2002) shows that: More than 75% of retailers are adopting e-business technologies, Nearly a quarter of retailers surveyed, and more than 56% of micro firms in the convenience store sector, have not thought about the benefits of the e-commerce. This report provides a detailed look at a number of key retail sector, and shows how UK retailers are getting to grip with e-commerce and that modern technologies are helping to change the way they do business. The report mentioned that: – 77% of companies are adopting e-commerce technologies – 71% of businesses use external e-mail – 53% of firms have a website More British food shoppers have converted to online grocery shopping than in any other country. However, Internet sales still represent a tiny, although growing, percentage of the overall UK grocery market. Most people use the Internet as a way of gathering information on products and making price comparisons before visiting their local store.(Key Note) Despite these statistics are showing quite positive numbers, some experts and specialists state that this field needs further research to determine the extent to which the web is likely to promote long term changes in the retail sector . Table 1 A classification of online retail activit 1 Food and consumables: Grocery, including supermarkets and hyper-markets 2 Convenience stores 3 Specialists food retailers, e.g. bakers and confectioners 4 Alcohol retailers, including off-licences 5 Clothing and accessories: Clothing retailers, including female, male and children 6 Footwear retailers, including fashion and work wear 7 Jewellery retailers, including accessories 8 Home: Furnishings retailers, including hard and soft furnishings and Textiles 9 Electrical goods, including brown and white goods and Computers 10 DIY, including gardening 11 Leisure and entertainment: Sports retailers, including sportswear and equipment 12 Toys retailers, including games, hobbies and crafts 13 Books, music, stationery and video retailers 14 News, including newsagents and CTNs 15 Health and beauty: Health and beauty, including chemists and opticians 16 Home shopping: Home shopping, including catalogues and mail order Directories 17 Mixed stores: Mixed stores, including department stores and variety retailers Source N.F. Doherty, F. Ellis-Chadwick and C.A. Hart. 1999 .Cyber retailing in the UK: the potential of the Internet as a retail channel Online Grocery UK Market In the UK online market there are four main grocery retailers dominating the market those are (Tesco, J Sainsbury, Asda, and Iceland.co.uk) According to the researchers the UK leads the world in online grocery shopping. â€Å"Chains like Tesco and Iceland have been much faster than their US counterparts in exploiting the immense potential of new virtual shopping markets.† They estimate that the online grocery market is already worth à ¯Ã‚ ¿Ã‚ ½200m a year and will reach à ¯Ã‚ ¿Ã‚ ½1bn within two years.(Guardian Friday February 4, 2000 ) The online grocery market is characterised by many of the features of the traditional grocery market. Big supermarkets have woken up to the Internet as a distribution channel and are gearing up to dominate the market. Smaller suppliers, using the Web as another side of their portfolio, are sure to lose out in this area. Smaller niche suppliers make up a large element of the market in terms of numbers of firms. In fact, there are so many companies, many of which operate on a very local delivery basis, that it is almost impossible to calculate their actual number. MARKET SIZE Online shopping grew 19 times faster than traditional brick-and-mortar retailing in December 2002, and increased a further five percent in January 2003 to represent six percent of all UK retail .(www.nua.com) Various reported predictions suggest the online grocery market will be worth around up to 10 % of 120 billion which is the predicted grocery market size by 2005 (MINTEL Nov, 2000) The current size of the UK online grocery market has been estimated to be worth à ¯Ã‚ ¿Ã‚ ½1.2bn. (Key Note 2001), while Tesco reported 446 million sales during 2003. Sainsbury's the second market leader announced annual sales of à ¯Ã‚ ¿Ã‚ ½110 million during 2002 (MINTEL Mar 2003) More than half the UK population will have bought something online by the end of 2003. Online shopping will represent 7% of all retail sales in the UK, accounting for à ¯Ã‚ ¿Ã‚ ½2 billion a month.(MINTEL Apr 2003) The total size of the UK grocery market has been estimated at à ¯Ã‚ ¿Ã‚ ½100bn per year. To support the market, the UK has 5.9 million online shoppers, growing to a predicted 8.5 million over the next 5 years à ¯Ã‚ ¿Ã‚ ½500m of turnover, that suggests that average spending per user in 2000 was in the region of à ¯Ã‚ ¿Ã‚ ½83 per head, suggesting that the Majority of users are not regular consumers of online services.(Key Note) Market size is difficult to determine, as figures for turnover from Internet sales are often included in total sales figures. Companies that are struggling to perform in the market may be taking a rather flexible view in how they present figures that may disappoint shareholders. However, Key Note's assessment is that the size of the true online market is currently à ¯Ã‚ ¿Ã‚ ½465m (lower than many estimates suggest). Within this, Tesco claims 64.5% of the market, Sainsbury's 9%, ASDA 7.5%, Iceland 4.7%, , with the balance held by a range of independents, small suppliers and niche companies. Table:2 The UK Online Grocery Market by Online Sales by Supermarket (à ¯Ã‚ ¿Ã‚ ½m and %), 2000 Online Sales (à ¯Ã‚ ¿Ã‚ ½m) % of Total Tesco 300 64.5 J Sainsbury 42 9.0 ASDA Wal-Mart 35 7.5 Iceland.co.uk 22 4.7 Others 66 14.2 Total 465 100.0 Source: Key Note Macro Environment To understand the macro-environment a technique called a PEST (Political, Economical, Socio-cultural, and Technological) analysis is usually undertaken. The PEST analysis identifies all external factors that affect the way a business can operate. What follows is a PEST for the E-grocery industry PEST ANALYSIS POLITICAL FACTORS The UK government sets itself as the target of making the UK the world's best place for e-commerce by developing public internet access and e-commerce awareness among UK businesses To trade in the UK there are 40 different laws that a company may be subject to (chaffey) Stephen Timms, e-commerce Minister, said: â€Å"The UK's retailers are making progress in adopting e-commerce and developing e-business solutions. But there clearly is room for improvement, and we cannot afford to be complacent. â€Å"E-business technologies offer a wealth of benefits. In order to exploit these we must help create the right culture throughout the business community so that UK firms of all sizes can seize the competitive advantage. â€Å"UK online for business is leading the way in getting business online, and the Government's aim to make the UK the best place in the world for e-commerce.†( http://www.gnn.gov.uk) The first Annual Report on the strategy was launched in September 2000. The UK strategy for online development is laid down in the UK Online Action Plan, which details 94 recommendations for action in 25 areas of priority. One specific goal is to develop the UK as the world's best environment for electronic trading by 2002. This, it is stated, will be achieved in four specific ways: * Encouraging competition in Internet access markets * Establishing a new regulatory framework for converging telecommunications and broadcasting markets * removing regulatory obstacles to electronic ways of working * Co-operating with international partners to develop a ‘global framework for e-commerce'. Oftel (Office of Telecommunications) is one of the tools for achieving this strategy, and, as such, has been charged with driving competition in the areas of dial-up access and delivering high-speed access routes to the Internet , specifically the encouragement of adoption of Broadband technology, and NPD (new product development) in the mobile-phone and fixed-wireless markets. Government strategy is to put as many UK consumers as possible online. Those responsible for driving this strategy are aware of consumer concerns about the Internet that must be addressed if the Government's objective is to be secured.(Key Note) ECONOMICAL FACTORS The innovation in information technology (IT) and new business practices facilitated by IT are forming a â€Å"new† economy, Electronic commerce and the IT innovations fuelling it are supposed to be fundamentally changing the logics of business practice, forming new social realities, and new business models. Traditional â€Å"old economy† firms and organizations are busy building bridges to the new economy. A stable rate of economic growth is one way in which the Government hopes to guarantee macro-economic stability, which can assist firms when assessing the risks associated with innovative practices. This, combined with the factors outlined below, has an influential effect on the rate of growth of the online grocery market. Low Cost of Internet Access One of the main drivers encouraging the use of Internet access and e-grocery in the UK is the relatively low cost of time spent online. The UK is the cheapest off-peak location in the world from which to surf the Internet, peak rates have has been dropped. This advantageous position benefits consumers, and the state of competition within the market is strong, with a large number of good quality Internet service providers (ISPs) available and eager to serve the public demand. Levels of Disposable Income The greater the levels of PDI consumers have, the more likely they are to be tempted towards higher margin products. Such high-margin products can make the difference between a profitable online transaction and a loss-making one. Table: 3 Index of Personal Disposable Income (1995=100 and %), 1995-2001 1995 1996 1997 1998 1999 2000 2001 Disposable Income index 100 106 113 116 122 127 132 % change Year-on-year – 6.0 6.6 2.7 5.2 4.1 3.9 Source:National Statistics Table 3 shows that levels of disposable income are rising, and have risen by 32% since 1995. The indications are that the upward trend will continue to apply, suggesting that this economic indicator will contribute to growth within the market in the short term. Rate of Change of Prices The change of prices gives a good sign of the stability of the economy. The UK has a low rate of inflation, and this is confirmed by an assessment of the RPI in Table 4 Table 4: Retail Price Index for All Items and Food(1995 =100 and %), 1995-2000 1995 1996 1997 1998 1999 2000 RPI (all items) 149.1 152.7 157.7 162.9 165.4 170.0 % change Year-on-year _ 2.4 3.3 3.3 1.5 2.8 RPI (food) 151.4 154.9 160.5 166.5 169.4 175.2 % change Year-on-year – 2.3 3.6 3.7 1.7 3.4 RPI – retail price index Source: National Statistics It can be seen from Table: 4 that the rate of change in the price of food between 1995 and 2000 has been roughly in line with the general rate of change in the RPI. Similarly European Currency and Simplification O European Trading Laws The advance of the European currency and the simplification of European trading laws will mean that Consumers will find it increasingly easy to trade with European retailers. The Internet offers International retailers a great opportunity to attack the UK marketplace. British shoppers are already prepared to go Euro to get what they want online. â€Å"Big brand names are in the best position to immediately exploit e-commerce but if they don't start moving soon the threat from foreign competition is real.† (Jolanta Pilecka, E-commerce Marketing Manager, Hewlett-Packard). In future a number of important factors might affect the economic state of the UK and inevitably supermarkets. The first is the possible introduction of the Euro. The Euro has been introduced in various European countries, but most notably France. The introduction of the Euro in France has pushed up weekly shopping bills for the average French household by 10 per cent. Could the same be expected to happen in Britain should the Euro SOCIAL FACTORS To know the barriers to consumer online purchasing adoption it is useful to understand the different factors that affect the level of internet access. Value proposition ease, Security and fear of unknown are the main factors affecting the internet adoption (Chaffey) Over the period July to September 2002 an estimated 11.4 million households in the UK could access the internet from home, that amount 46 percent of all households. This is over twice the number three years earlier and is an increase of 7 percent from 39 percent reported in the third quarter of 2001. (www.nua.com ) Evidence suggests that household formation will continue to grow, but that the profile of home size as mentioned at the first of this paper will stay strongly biased towards homes with one or two people. Table 5: Changing Household Numbers in the UK (million and %), 2000 and 2005 2000 2005 Million % of Total Million % of Total One person 7.3 29.1 8.0 31.1 Two persons 8.9 35.5 9.0 35.0 Three persons 3.7 14.7 3.5 13.6 Four persons 3.5 13.9 3.5 13.6 Five or more persons 1.7 6.8 1.7 6.6 All households 25.1 100.0 25.7 100.0 Source:National Statistics An estimated 62 %of adult in the Great Britain have accessed the internet some time according to figures from the October 2002 national omnibus survey. This is equivalent to approximately 28.6 million adults in Britain having accessed the internet. In the month prior to the survey 52 per cent of adults had accessed the internet. Differences between the countries and regions of the UK Levels of access vary greatly between different parts of the UK. In October 2001 to September 2002 the proportion of households with access was lowest in Northern Ireland (30%), Wales (31%) and the West midlands (34%). It is noticeable that the proportions were highest in the East of England (52%), London (50%) and the South East (50%) were around half of households had access to the internet. Table:6 Households with home access to the Internet by Government Office Region & UK country: October 2000 to September 2001 and October 2001 to September 2002 Oct 2000 Oct 2001 to to Sep 2001 Sep 2002 Per cent North East 26 36 North West 35 41 Yorkshire and the Humber 32 39 East Midlands 40 46 West Midlands 35 34 East 40 52 London 46 50 South East 46 50 South West 38 41 England 39 44 Wales 27 31 Scotland 30 40 Northern Ireland 26 30 United Kingdom 37 43 Source: national statistics According to International Telecommunication Union (ITU) (www.itu.int ) it is shown that in the UK 36.62 per 100 own a PC Table 7: Internet Estimated PCs Hosts total 2002 Hosts per 10`000 inhab. 2002 Users (k) 2002 Users per 10`000 inhab. 2002 Total (k) 2002 Per100 Inhab. 2002 2`865`930 485.03 24`000.0 4`061.74 22,00 36.62 table 7 , shows that a large proportion of the UK population own a PC that makes accessing the internet easer than going to the work place or other places Legal and ethical concerns It is argued that people do not change as quickly as may be believed. They still do not like parting with personal details, especially to those that they do not trust. Firms that request data from consumers need to make supplying information optional and allow users to change and delete the information provided. Crucially, they need to convince consumers that they will treat all information confidentially. Firms that are recognised as ‘good citizens' and with a high reputation in this regard are well placed to ease the anxieties of consumers scared of fraudulent use of details. Smaller companies with an Internet-only presence will find it hard to build up this trust. TECHNOLOGICAL FACTORS E-retailing can be seen as an innovation in retailing that in turn is built around a technological innovation Many reports have summarized technological problems as: The complexity of the user interface bandwidth restrictions and access connection speeds and security concerns A wide range of new technologies have enabled companies to create better and more efficient relationships with consumers as e-retailers: – provide more information in the pre-shop experience; – increase the number of access points to meet customers needs; – offer a wider choice of products than can be held in-store; and, – improve the overall service provision, for example through better stock management. www.gnn.gov.uk Technological breakthroughs are some of the key drivers in building the right conditions for online grocery to thrive. The main technological factors influencing the market include: à ¯Ã‚ ¿Ã‚ ½ The expansion of broadband Internet à ¯Ã‚ ¿Ã‚ ½ The introduction and growth of DTV (digital television) à ¯Ã‚ ¿Ã‚ ½ M-commerce (mobile-commerce) and WAP (wireless application protocol) phones à ¯Ã‚ ¿Ã‚ ½ Automated reordering systems à ¯Ã‚ ¿Ã‚ ½ Systems offering defence against fraud à ¯Ã‚ ¿Ã‚ ½ Automated customer service. (Key Note 2001) Broadband Internet One of the problems many consumers have when dealing with the Internet is the speed of access. Many consumers connect using 56K modems, although the majority never achieve this speed, perhaps because they live a great distance from the central phone-exchange routes or because their phone lines are too old. Broadband connections can alleviate this problem. Broadband connections come in two basic types: digital subscriber line connections (DSL) and cable modem connections In the first quarter of 2001, the number of DSL lines grew by 90% in the UK This market is likely to experience high growth in the coming years.(www.itu.int) Digital Television Advancements in television are running parallel to other Internet-enabled technologies 4.4 million households had DTV in 2000, and the figure is now probably in excess of 5 million. Not all DTV services are fully Internet-enabled, but there are plans to achieve this. The growth rate in subscription to DTV services is believed to be higher than the rate of new subscribers to ISPs. It has been suggested that more than 45% of homes will have digital satellite TV by 2008 (generating revenues for the communications companies of à ¯Ã‚ ¿Ã‚ ½2.4bn per year). One of the major barriers to e-grocers is the high costs charged to the suppliers by the DTV companies. Tesco reported to have found Open Digital's charges too expensive to make a venture worthwhile, however, the majority of the large supermarkets are signing up to the service may have very severe consequences in the long term. M-Commerce and WAP Phones M-commerce for all markets in Europe is forecast to reach levels of around $38bn by 2004.(Key Note) with over half of European companies planning to offer some form of service via mobile phones (particularly in the banking and service sectors). Major multiples are increasingly active in the service sector, and their online successes in other areas could well spill over into m-commerce activities, Mobile communications company Ericsson has estimated that, by 2004, there will be more than 600 million people using mobile Internet services in Europe. In 2000, the market for subscriptions to mobile-phone services grew by 67% and by 84% in 2002 .(www.itu.int ) However, WAP phones, currently the only method of accessing Internet via a mobile, have been relatively slow to catch on in Europe and make up only 15% of overall handset sales globally. Automated Re-ordering Systems All the technologies so far discussed require a conscious effort on the behalf of the consumer. In the future, it is possible that automated re-ordering systems will mean that the retailer is automatically notified when products are being used up within the home and need replenishing. There are two enabling technologies currently under development that may make this less fictional and more everyday. Vendor managed inventory (VMI) is one of these technologies. Another enabling technology in the same area is radio frequency identification technology, also known as RFID. This improves on VMI by using radio waves to scan all products in the fridge at any one time. Those kinds of technologies build and grow up the relationship between the consumer and the supplier learns more about the consumer behaviour to satisfy his demand Also they can create a competitive advantage for the business Systems Offering Defence Against Fraud Concern over fraud continues to scare many consumers away from using the Internet as a route for purchasing items and services. Credit-card companies are already making changes to their services to ease these concerns, but longer-term solutions may be found in encryption technology. Technology is being developed that adds digital signatures to a purchaser's Web browser which may help fight fraud. Such services can only be developed and provided by strategic partnerships between online retailers and Web security corporations such as Inktomi, Ariba, Broadvision, Vignette and Verisign (all leaders in secure-payment processing solutions). INDUSTRY ENVIRONMENT Porter's 5 forces analysis Michael Porter's five forces is The model that widely used for competition analysis in business strategy formulation, states that an organisation exists within an industry. To succeed it must deal with the competitive forces that exist within that industry: (1) Entry of new competition. (2) Threat of substitute products. (3) Bargaining power of buyers. (4) Bargaining power of suppliers. (5) Rivalry amongst existing competitors. THE GROCERY E-TAILING MARRET As an industry in the early stages of its life cycle, the online grocery market is currently very fragmented, with a growing number of competitors. The reasons for this fragmentation lie in several factors: relatively low entry barriers, high transportation costs, the perish ability of grocery items, nontradable goods and services industry, and the ability to specialize in geographic regions and reap the benefits of economies of scale. Much like traditional bricks-and-mortar supermarkets, online grocers are highly localized except for a few that operate nationally or internationally by delivering only non-perishable goods. (Success factors) Barrier to entry Compared to building traditional supermarkets, the barriers to entry in the online grocery market are relatively low, since most online grocers are localized. Set-up costs include establishing the computer system, creating logistics and warehousing capabilities, building brand awareness, and having the necessary alliances with local grocers in place. Many online grocers have already established partnerships or alliances. Entry into the industry is currently relatively easy, because no one has inherent advantages. Innovation and competitive moves, which can be easily replicated, have not prevented new firms or substitutes from entering the market. However, entry barriers may rise in the future as consolidation likely occurs. Market such as groceries, barriers must be built on differentiation through brand recognition by achieving superior customer service and responsiveness. One attraction for the recent surge of Internet startups in the grocery business is that online grocers require less capital and have lower variable costs than bricks-and-mortar stores. Fixed costs are high, but the potential for big returns is great if a large sales volume can be generated. Exit barriers can be moderate to high, depending on the amount invested in logistics and warehousing, the Web site, computer systems, and marketing. PPOWER OF SUPPLIERS Retailers have high bargaining power when they purchase a large volume of goods from their suppliers. Unlike huge supermarket chains, the smaller online grocers typically possess a lower level of bargaining power than their suppliers. But traditional grocers that decide to branch out onto the Net have the advantage in this regard, buying in bulk and enjoying established relationships with suppliers and customers. This allows them to price their goods competitively, deterring new entrants or forcing inefficient incumbents out. POWER OF BUYERS The bargaining power of buyers or consumers is very high in this industry. With many substitutes and competitors to choose from, dissatisfied customers can simply switch to a competitor. Groceries are commodities, so consumers can be sure to purchase the exact same products elsewhere. THREAT OF SUBSTITUTE PRODUCTS The threat of substitutes is undoubtedly high for two reasons: Firstly, the products and services offered online to customers are extremely similar. So similar in fact that supermarket' often have to lower their prices to give them more appeal. Secondly although there is a certain degree of brand loyalty, it can't be relied on, as customer loyalties tend to change when they find they can obtain better value for money elsewhere. E-grocers understand that the threat of substitutes is high, and this then is the main reason for supermarkets branching out and pursuing a broader product line, as a means of calming the intense competition with their competitors. However, in pursuing broader product line grocers open themselves up for further competition from experienced players in other non food retail markets. RIVALRY AMONGST EXISTING COMPETITORS Competitors will do everything in their power to increase their market share. Supermarkets also have high fixed costs due to the sheer number of stores they have open. They must make a sufficient amount of sales to cover their costs and generate profit. As discussed earlier there are a variety of substitute products and services that are becoming increasingly difficult to differentiate thus custom is very much determined by price. This situation is further aggravated because switching costs are difficult to impose, as food is an everyday necessity, many customers will happily forget any loyalties if they really need to obtain it. Conclusion The environment in the online grocery industry is growing more and more competitive as new firms continue to enter. Grocers which established its online purchasing site first is gaining the benefits of the first-mover advantages such as Tesco.com E-grocery has become a considerable industry sector each main player in this industry is trying to create a competitive advantage to attract more numbers of spoiled customers trying to satisfy there demands. The UK e-environment is one of the best e-environments globally that ease the entrance to this industry and generate the potential for more and more customers to buy grocery on line. This industry sector is a quite new industry that makes the flow of information about its success and pitfall factors relatively not enough to know every factor influences this industry We can't say that e-grocery sector has reached the mature level since there are more and more numbers of customers and rivals are entering this sector.

Demonstrative communication Essay Example | Topics and Well Written Essays - 1000 words

Demonstrative communication - Essay Example Demonstrative communication consists of nonverbal and unwritten communications. It involves sending and receiving wordless messages and is mostly utilized to support verbal communication; although it can convey messages on its own. Facial expressions are the most regular among the entire nonverbal communication. Proper attire, a firm handshake and a pleasant behavior can â€Å"speak volumes† (Matsumoto et al, 2012) regarding the type of person someone is. It is the fact that demonstrative communication can be positive or negative, successful or unproductive. It relies on the way the sender sends the message and the way the message will be corresponded. Any form of association can be positive or negative as it is supported on communication method, whether it is personal life or professional one. As mentioned by Barbour, merely seven percent of communication is supported by words, Volume, tone and pitch of the voice makes 38 percent; and a complete 55 percent is supported facial expressions in addition to other non-verbal communication. One can enhance the possibility that others will understand him if he is aware of the proper as well as effective use of demonstrative communication. ... Eye contact is an extremely significant component of demonstrative communication as it can display thoughtfulness as well as sincerity, or the lack of respect. Poor eye contact can form communication obstacles, which damages the communication process. Demonstrative communication helps in self-expression. The way any individual person presents himself says a lot regarding his personality to others. For example, a business person â€Å"dresses in a smart suit to show he is successful and walks with confidence to show they are in charge. This allows them to command respect without overtly seeking it†. The tone of one’s voice has a significant part in the communication process. The tone within a message can be positive or negative. For example, if the sender of the message has a â€Å"very loud angry tone the message will perceived as negative†. On the other hand, if the sender has a composed and even tone, the message will be perceived by the receiver as being. Indi viduals use demonstrative communication on a daily basis without even being aware of it. Even though this form of communication can be positive, people should be cautious in the way they use demonstrative communication as it can be vague and can easily be misinterpreted. Gestures and facial expressions can represent different things to different individuals. It can be simple for somebody to misapprehend the individual that they do not know. For instance, if a person is talking to someone who has his arms folded, he can be considered as being defensive. However, this could also indicate that he is simply feeling comfortable. In a number of instances, demonstrative communication should not be completely relied on as there are no set rules

How US & European Union Sanctions Impact Russia Essay

How US & European Union Sanctions Impact Russia - Essay Example They majored on this sector because they had background information that Russia’s domestic budget relied heavily on the sales of this product. The result from terrible double sanctions together with sliding oil prices, in November 2014 the Russian economy decreased by 0.5 percent that was that decline experienced over the period of five years. To the Russian economy, some adverse effects were experienced because of these sanctions and drifting of oil prices (Cotella). As per the trading record, the value of the dollar against the Russian currency dropped by about 20 percent on December 26, 2014. The exchange market had reached 80 rubles for one US dollar. Since the year 1998, this was the highest recorded rate, and this ventured the country to a debt default after the disarray from the previous crisis. In the initial rise of the dollar price, seemed ineffective. The later staged its way and staged its biggest rally in the duration of 16 years, and this prompted to scramble so that they could meet the tax deadline. The Russian government wanted to put this into practice by forcing the exporters to convert their foreign exchange into Russian currency (Jones and Whitworth). The Russian central bank found itself in unexpected and vast scrambling rates, and this was targeting to rectification in giving a ruble a hand. Currency speculation and crushing blow were another meaning of the experienced higher rates. The potential spark of massive short covering was an anticipation of turnaround of the ruble to maintain the position that it was holding. The consumers and corporations also faced the tragedy of higher rates of interest when was a havoc (THE MONTH IN BRIEF: IS Oil Installations Attacked, Libyan Output Recovers And EU And US Prepare More Sanctions Against Russia). The combinations of sanctions and reduced oil prices lead to depression and rises. The Russian central bank said that in a the circumstance where crude oil averages 60 dollars per barrel on

Read 2 article which already given and write a short review or Essay

Read 2 article which already given and write a short review or reflection about them - Essay Example It is necessary to understand how each action taken by the current generation bears a consequence on the environment and in turn, how the changes affect not only them but also the future generations. This aspect of caring for the present as well as future and acting accordingly only constitutes sustainable development. The article, What is Sustainable development? Goals, Indicators, Values and Practice written by Robert W. Kates, Thomas M. Parris, and Anthony A. Leiserowitz focuses on this aspect. This paper by reflecting on the concept of sustainable development, featured in the article, will discuss how environment is being destructed by human activities and how sustainable development approaches could avert or even minimize the destructions, and thereby protect humans themselves. According to the authors, environmental impacts are one among the four themes which has raised the collective concerns of sizable sections of the population all over the world. â€Å"In the last half of the twentieth century, four key themes emerged from the collective concerns and aspirations of the worlds peoples: peace, freedom, development, and environment.† (Kates, Parris and Leiserowitz 2005). With peace and freedom actualizing in majority of the parts of the world in the post World War and Cold war periods, only the themes of development and environment is raising collective concerns. Development is taking place due to heightened economic activity, but ironically this development is indirectly impacting the environment. That is, development is happening or visible because of the increase in industrialization as well as increase in other materialistic things like automobiles. Among the many steps that countries take for economic development, most of them lead to Greenho use gases emissions (GHG) or particularly carbon emissions, one of the major causes of environment destruction. That is, starting from

Social Value in Business Essay Example | Topics and Well Written Essays - 500 words

Social Value in Business - Essay Example This paper outlines that the inferior methods and materials used for such huge promotion of goods turned the earth to a miserable planet, whereby leading the corporate sector to a disastrous future of unsettlement of business and accumulating loss of venture capital. In such a scenario, the concept of Social Value has to take the rein of the ethical chariot of global business. From this paper it is clear that companies now promote their classic style of involvement in socially oriented activities for their sustainability. Business giants across the globe now have identified that the core purpose of their work is not yet limited to making profit but also marginally focusing on the development of the human community. The new logical approach to business has paved the way for the introduction of many new schools of business thought; most basically, the two principles like corporate social responsibility (CSR) and creating social value (CSV) have been framed for the better approach of corporate entrepreneurs towards the society. While the CSR is a mandatory part of large organization under the guidelines of the government; Social Value creation is their intellectual investment in the long term profitability and sustainable growth of business. Under this new ethical mechanism, corporate structures have identified that creative approach to the promotion of a hea lthy social environment rewards them in the long-run with more popularity of the products and extended faith of stakeholders in every organization. Large companies like Coca-Cola and Dove Chemicals have already cut down their annual water consumption. Motor vehicle giants are on the run for fuel efficiency and lower levels of carbon emission. Johnson and Johnson has promoted improved healthcare policies and healthy time shift allocation to its employees for the assurance of a better and delivering workforce by minimizing the cost of hospital bills and post treatment.

Organizational politics Essay Example | Topics and Well Written Essays - 1000 words

Organizational politics - Essay Example Human temperament or characteristics are indeed the prime cause of all politics in any setup but there are certain core environmental factors for all human behavior and it would be mandatory to study and understand them in an effort to understand the reasons for organizational politics. This is also necessary given the central role that politics plays in any work environment. In this presentation it has suggested that power plays a critical role in the politics of an organization (McShane and Travaglione). At all levels the distribution of power is vital to the running of a company. While the types of power vested in a person or group is important in itself, the impact that this power has on the employees is our prime concern here. Power provides a person with the authority to allocate a resource (which is important if resources are scarce), to punish or reward people and to judge their performances. This in turn causes people to attempt build a better picture of themselves in the eyes of the people in whom power is vested. This can be done either by maligning coworkers or by creating circumstances where coworkers promote your image. The dynamics of interpersonal relationships between co workers and also the relationship of managers and team members comes into force in such cases. Ambition and drive which are subjective characters also come into play here. While such reasons present a dark image of ... In recent years in particular, there has been much effort to chanelize the power of politics and turn it into a useful tool for the running of organizations and this indeed is the way to go! Manuscript Explore the main reasons for political behavior in organizations "32% of managers believe it simply isn't possible to use office politics constructively because human nature is so appallingly selfish that people will always guard their turf and abuse their role power" Park, 2002 This quote accurately summarizes the main reasons for political behaviour in organizations. Human temperament or characteristics are indeed the prime cause of all politics in any setup! But then what is it that we call politics in organizations Politics in Organisations The use of power and influence for personal gains within an organizational set up is by far the bets definition of politics. It is distinctly different from nation-state politics in involving more interpersonal relationships (Provis 2002) and involves interplay of ethics morality and personal interest. It is also now increasingly being recognized as inevitable in organizations. The prime cause of politics is the distribution of power in an organization. A widely accepted model for the bases of power in an organization has been described by Foucault, (1980). He refers to several plausible sources of origin of and refers to them as Reward power, coercive Power, legitimate power, expert power. All these manifestations of power are found in any organization and while there is an ongoing debate on which power base is the best in terms of outcome, a functional consequence of any of them is know to be organizational politics. It is interesting to study the correlates of power and politics! Some primary and

Reeds Clothier Inc Essay Example | Topics and Well Written Essays - 1000 words

Reeds Clothier Inc - Essay Example Reed’s Clothier Inc. To see the actual situation of the firm, we can move forward and discuss Jim’s financial ratios. The first and most important ratio is the current ratio. This gives an idea of liquidity of the firm. It is not good not to be liquid or to be extremely liquidated. The best balanced sheet has a combination of fixed and current assets. Too many of receivables are not good although they may increase the value of assets but they indicate a weak receivable control system. The industry current ratio is 2.7, while for Jim’s company it is 2.01 (Calculated by dividing current assets with current liabilities) Quick ratio for the industry is 1.6. For Jim Reed’s company it is 1.4. 1 : 1 is the least acceptable ratio. Reed’s is lagging behind in both these ratios from industry standards. Another ratio that proves and shows that the Reed’s company is in bad financial shape is Receivable turnover. If this ratio is high, it indicates higher credit policy. If this rati o is low, it shows there are loopholes in receivables policy. The value for industry is 20.1 while this company has the ratio of 26.0. This once again indicates that due to lack of attention, the company finances are suffering. (White, Sondhi and Fried, 1997) Inventory turnover needs to be high as that indicates good sales against inventory. The figure for industry is 7 which is good. The exhibit 5 show that in case of Reed’s the sales are related to inventory, but with increasing stock the increase in sales is not correlation.

Ethical Dilemma Essay Example | Topics and Well Written Essays - 1500 words

Ethical Dilemma - Essay Example In order to carry out ethical teaching in class, the teachers might face ethical dilemmas often. Ethical dilemma is known to be the complex situation in which one might get when he has a mental conflict between moral essentials in which it is known that the choice of one may result in disobeying the other. They are also known as moral dilemmas and in these cases, societal and personal ethical guidelines may not provide any satisfactory outcome (Garber, 2008). Ethical dilemmas and moral situations can often arise in situations where one person can not take a moral decision and is bound to take a decision that does not fit in the ethical boundaries in one way or the other. Such situations may have many similarities and are at many times considered to be analogous (Carr, 1999). An experience I had that shows the similarities between the ethical dilemma and a moral situation is during my internship when I observed a situation in class where the teacher was in an ethical dilemma. The situ ation can be called as a moral situation and an ethical dilemma, as in both the cases, the teacher was bound to take a decision that did not fit into the moral principles and the professional ethics of education. In the situation, James was a classroom teacher of the ninth grade. His homework policy was that the homework would be given to take home on Friday and the students must bring it back and submit it on the following Thursday. He continuously emphasizes that it is the students’ choice to do it or not, but in case the homework is not completed and handed in on Friday, they will have to serve detention during one period of recess. Raoul was an excellent student in his class who always finished his work on time and correctly. He was a sensitive and dedicated student who strived hard to please the teacher. One Wednesday, Raoul gets sick and out of school, moreover the following day which was a Thursday, he forgot to bring his homework to class. This was the first time Raou l did not have his homework. James was sure that he had done his work and forgot to bring it. Raoul could get a day’s extension for being sick. And James also knew that the thought of serving detention was devastating for Raoul. However, James had to decide whether to follow the rule and have Raoul serve the detention, or make an exception based on the fact that Raoul has been sick and his routine is disrupted. This situation can very well be executed as a moral situation as well as an ethical dilemma. James is the teacher and he holds the responsibility in class to follow the professional ethics of education in which the teacher is supposed to apply the same rules for every student and avoid favoritism. On the other hand the professional ethics state that the teacher should understand each student and contribute in the best way possible towards his learning and his encouragement. James gets in ethical dilemma as he knows that taking a decision in regard of one ethical standa rd will violate the other. If James gives Raoul detention, he will discourage him and led his morale down, and if he gives him an excuse it will violate the professional ethics that he has set for his classroom (Robinson, 2005). In the similar way, the situation can also be called as a moral situation in which the teacher is bound by the moral principles of class and he is in moral dilemma. James is a teacher of ninth grade, who are teenage students and understand the situations of the class very well. If James gives an exception to Raoul, it will violate the moral conduct of the class in which the teacher owes a moral responsibility towards every child equally. Since Raoul has disobeyed the moral conduct of the class, James should give him the same punishment that all the students get,

Politics of Globalistation Essay Example | Topics and Well Written Essays - 1500 words

Politics of Globalistation - Essay Example As stated by Mark (25), the dominance of one state over others in terms of economic and socio-political power is known as hegemony. Since the end of Cold World War, the United States has played a significant role in globalisation as a hegemon. U.S’ hegemony was able to impose its rules on the international system, provide goods to the system such as an international economic, financial and commercial order as well as global security and political order (Higgott 148). In short, the United States was able to open up national borders to foreign influences like political, cultural, and economic; thus, promoting globalisation. For this reason, in a world no longer defined by U.S’ hegemony, globalisation would not sustain. Higgott (156) claims that hegemony is crucial in creating international institutions that supply public goods, to the international system. Such institutions include World Trade Organisation, World Bank, International Monetary Fund, The North Atlantic Treat y Organisation, and United Nations, among others. However, Mark (33) argues that the role played by these international institutions is not responsible for stability of the international economy. This is because once they start; they do not need any further controlling since they can survive on their own and other nations come to value and preserve them. However, the United States hegemony does not only set rules for other nations, but also creates international institutions that supply public goods (Bryane 21). According to Robinson (36), such public goods would not be provided unless there was a nation in the international system willing to pay the disproportionate cost to supply them. In the current international system, the United State is the only nation able to absorb the disproportionate cost and supply the public goods to the international community; thus, creating a stable international economy which has less conflicts and more open. However, even if the U.S’ disprop ortionately bears the costs alone, it stands to gain due to its dominant position in the international system. Cox (256) claims that, US hegemony has contributed largely to global security through its military force. Nevertheless, many nations claim that the U.S’ has caused a reduction in international security; hence, they view America as a threat and doubt its intentions. This has led to destabilisation of the international cooperation. However, according to Cox (261), US military hegemony does not weaken global security, but rather promotes international democracy and liberty leading to political stability. For instance, the American military has helped to protect Saudi Arabia from attacks in order to ensure free flow of oil to other nations. Moreover, the stability of U.S’ hegemony has helped to prevent countries such as Germany from developing their own nuclear weapons; thus, protecting Asia and other European nations from destructive security competition and arms races (Harry 43). Therefore, if United States withdraws from its dominant role in the world, globalisation would deteriorate drastically due to lack of international security. However, without protection of Middle East by the U.S’ military hegemony, the free flow of oil is likely to be interrupted by war, which would result in increased oil prices and affect the global economy. Thus, increased oil prices would force nations to use coal that can cause environmental catastrophes

Why a Graduate Degree Essay Example for Free

Why a Graduate Degree Essay When I started writing this paper I had hundreds of reasons why I am pursuing a graduate degree. My objective was to recognize which ones were more important and to find out what were the real reasons. As I sat in front of my piece of paper I came to realize the most important reasons as to why I want to purse my MBA. I graduated in 2001 from a school in Bolivia, South America. I moved to Virginia in January 2002 to start a new life. I began looking for a job related to my degree, Industrial Engineering, but the offers I received came nothing close to a job I desired. After months of searching I realized that it maybe because most companies don’t want to hire someone who graduated from a university they never heard of, especially one abroad. It is then when I realized that I needed something to be more competitive in the labor market, so the solution was to enroll myself in a graduate program. Another reason is because of a disadvantage in my major. My major does not provide specific knowledge in specific areas, but basic knowledge in different areas. I want a major that specializes in one specific area, such as Management Technology. I am young and have a lot of spare time. I am 26 years old and I think it is time for me to establish my career. I am not content with my current job and I want to develop a career that is going to take me farther. I am 100% certain that a MBA is going to take me where I want to go. Financial security is something that for me right now is not a major issue because I am single and have no children; but one day I do want to build a family and when that day comes I want to be financially stable. Pursuing a graduate degree will help and be an important factor to my financial security in life. I also want to pursue a MBA for personal satisfaction. I have always believed that knowledge is something that makes you a better person for the society. I also want my mom to be proud, she worked hard to put me through college and now it is my turn to show her and my family I can do this on my own and I can do it right.

Importance of teamwork

Importance of teamwork 1. Introduction As organisations continue to strive towards competitive advantage and increasingly high performance standards, collaboration and team-oriented project management are increasingly providing the flexibility and innovative potential necessary to excel. Yet in spite of the dynamic characteristics of teams in practice, many organisations fail to recognise the core determinants of a team-oriented framework, instead grouping employees into non-linked, non-dependent, individually-driven models. This group-based approach is distinct from team-specific initiatives and fails to meet the rigorous determinants of dynamism and effectiveness necessary in the modern marketplace. The following sections will draw distinctions between teamwork and group work, highlighting the opportunities associated with team-driven performance. Further, several theoretical models of teamwork will be introduced, demonstrating underlying benefits of optimised team management and goal setting. Through this discussion, a framework of organisational implications will be introduced, focusing on team-generated performance and the importance of effective team outcomes in meeting organisational goals. 2. The Teamwork Paradigm In spite of their seeming interoperability, Fritz (2014:1) emphasises that the terms ‘team’ and ‘group’ hold practical distinctions when represented in the context of enterprise management. A group, in theory, represents three or more individuals who, although aligned according to similar objectives or a similar unit assignment, work and perform independently of each other to achieve organisational goals (Fritz, 2014:1). Alternatively, the definition of a team involves an alliance of three or more individuals who collaborate and work interdependently to achieve a mutual goal or objective over the course of a given project, focus, or agenda (Fritz, 2014:1). Accordingly, it is the structural segmentation of responsibilities (independent or collective) that differentiates between these two terms, creating opportunities for managers to apply appropriate solutions to resolve variable and complex organisational problems. Whilst employees may initially begin their organisational tenure as a member of a working group, it is ultimately the priority and high level objective of the leadership to stimulate functional team-working, actualising tangible, high-performing outcomes from a participative environment that are capable of supporting a broader organisational vision and agenda. Whilst group-based projects and group work solutions have been prescribed throughout a variety of educational, enterprise, and social scenarios, the distinction between individual and collaborative roles within the group work concept results in a variety of outcomes. Kwon et al. (2014:185), for example, suggest that the degree and level of collaboration is a highly variable framework, one which is defined according to the complexity of the project, the characteristics of the team itself, and the overarching objectives of the leadership. Yet, more importantly, the researchers demonstrate systematically that the roots of effective teamwork are based upon a process of competent and sustained collaboration, evading a variety of pitfalls, limitations, and challenges that arise from the individualised roots that largely characterise the group-work paradigm (Kwon et al., 2014:196). It is the ability for leaders to not only inspire employee engagement in a common goal or agenda, but collaboration within a heterogeneous, multi-functional, interdependent team that ultimately creates the necessary opportunities for maximising efficiency and stimulating higher performance outcomes over time (Hogel and Proserpio, 2004:1160). As team members continue to evolve beyond the pitfalls of group-based membership and individualised working priorities, the characteristics and capabilities of the team itself begin to emerge, providing pathways to new capabilities and programme development as members actively pursue mutual and shared goals and outcomes. 2.1 Belbin’s Team Role Theory As employees and managers strive to identify their optimal place and responsibilities within a given team-working scenario, roles and behaviours play a critical role in shaping performance outcomes and actualising group objectives. Belbin (2011:24) defines a team role as a ‘pattern of behaviour characteristic of the way in which one team member interacts with another where his performance serves to facilitate the progress of the team as a whole’. For managers, this theory has distinct implications, as through identification of particular characteristics, strengths, and skill sets amongst individual team members, team performance outcomes can be predicted with relative accuracy (Business, 2011:966). Within Belbin’s (2011:24) model of team roles, Batenburg et al. (2013:903) recognise that there are three dominant role categories including action-oriented, people oriented, and thinking/problem solving-oriented under which eight distinct role behaviours can be grouped: implementer, completer/finisher, shaper, coordinator, team worker, resource investigator, monitor evaluator, and plant. Figure 1: Team Role Theory Model (Source: Batenburg et al., 2013:903) Whilst the foundations of Belbin’s (2011:24) role theory were predicated upon a tenuous balance between role assignments and team performance, Batenburg et al. (2013:904) contest that the behavioural foundations of this theory undermine considerations of skill, intellect, and experience, failing to accurately predict team-specific outcomes. Alternatively, Prichard and Stanton (1999:664) propose that the role theory framework can be used in a more pro-active, learning-oriented manner in order to assist team members in becoming aware of skills needed for successful team work, identifying capabilities which may be absent from the team at any given time, and implement avoidance strategies to resist behaviour that may not be conducive to successful team-working. 2.2 Theory X and Y Amongst the early origins of team-oriented theory, McGregor (1957:166) introduced theory X and Y as a means of explaining how individuals are motivated according to two, diametrically opposed theories (James, 64-5). The following is a brief summation of each theory as outlined by McGregor (1957:166-7): Theory X Management is responsible for organising elements of a productive enterprise Without active intervention by management, individuals would be passive and resistant to organisational needs. The average worker is indolent and works as little as possible Workers lack ambition, dislike responsibility, and prefer to be led Individuals are self-centred and indifferent to organisational needs Workers are resistant to change Workers are gullible and not inherently bright Theory Y Management is responsible for organising the elements of a productive enterprise People are not passive or resistant to organisational needs. Workers have evolved as a result of experience in the organisation Motivation, development, and responsibility are all present in individuals and can be activated Essence of management is to arrange organisational conditions and methods to allow individuals to achieve their own goals and direct individual efforts towards organisational objectives. Purpose of management is to create opportunities, release potential, remove obstacles, encourage growth, and provide guidance. The tension between these two theories is significant, as McGregor (1957:169) outlines distinctive managerial initiatives and purposes which are either control and outcome-oriented (Theory X), or are supportive, guiding, and inspirational (Theory Y). When applied to teamwork and problem-oriented scenarios, this theory as described by DalFono and Merlone (2010:424) indicates an intrinsic pursuit of equity in efforts and organisational performance, whereby inequities may potentially lead to less effort and resistance to participation. Without managerial influence, the desire for employees to excel beyond their teammates’ performance levels (e.g. due to variable skill levels, lack of similar experience, etc.) is reduced to an internal tension, the foundations of Theory X. Yet, whereby managers offer inspirational support, contribute to employee development and self-efficacy, and create a balanced framework on which to base decisions and activate effort, DalFono and Merlone (2010:424) agree with McGregor (1957:169) that motivation and performance can be strategically enhanced. 2.3 The Hawthorne Effect First described in factory operations at General Electric, the Hawthorne Effect is a ‘phenomenon whereby individual or group performance is influenced by human behaviour factors’ (Lewis et al., 2007:40). A form of summative potential, this effect represents a group/team-activated improvement in team performance which prioritises a foundation of human resource-oriented management rather than more scientific, output-based agendas (Lewis et al., 2007:40). By recognising that teamwork is a function of social interactions including both formal and informal groups and interdependencies, the Hawthorne Effect idealises humanistic pathways by which managers are able to position, affect, and sustain meaningful performance changes in organisational teams (Lewis et al., 2007:40). This effect further explains the value which the very concept of ‘teamwork’ can have on improving and sustaining organisational performance from a motivational and participation-based standpoint. As employees strive to achieve desired performance outcomes under managerial scrutiny, Patel et al. (2012:214-5) argue that justice, as a facilitative mechanism, has a direct impact on organisational identification and perception, shaping the thoughts, feelings, and actions of individuals. When positioned in social scenarios, such justice-based effects are magnified, as identity itself is rooted to the role and position within the group, affecting an individual’s feeling of self-worth (Patel et al., 2012:215). Under likely conditions of team heterogeneity, Tore-Ruiz and Aragon-Correa (2013:555) propose that team members with higher individual performance assume an important, informative role in regards to team activity and potential. Yet, within the justice-based vein of Patel et al. (2012:214) and the overarching scrutiny of the Hawthorne effect (Lewis et al., 2007:40), there is a direct correlation between scrutiny and status and performance, an effect which is inherently magnified within the teamwork setting. Whilst group work may allow individuals to operate according to independent and individualised motivations and behaviours, continuity and predictability in team performance is critical to pursuing a broader spectrum objective, orienting members towards optimal behavioural outcomes. 3. Implications and Impacts For organisational leaders, team roles, characteristics, and values represent a critical opportunity for not only achieving organisational objectives, but for targeting specific strategic goals and priorities that can result in significant developmental growth. Van De Water and Rozier (2008:499) emphasise that the underlying value of the Belbin (2011:24) model is predicated upon managerial interventions, applying pragmatic and skills-driven techniques to team composition, role assignment, and role assumption. Yet for organisations, the realisation of such idealised outcomes is oftentimes overshadowed by various dimensions of behavioural and individual interference including personality, mental abilities, values and motivations, experience, and learning practices (Van De Water and Rozier, 2008:499-500). In order to improve upon dysfunctional and ineffective team conditions, researchers such as Dietz et al. (2014:908) have undertaken to assess the roots of teamwork in practice, describing constructive and behavioural traits that yield desirable working outcomes. Through their outcome-based assessment of nursing practice and hospital administration, the researchers reveal that structural dimensions including training, communication and HRM are used to affect work process outcomes, optimising team performance and achieving desirable organisational outcomes (Dietz et al., 2014:914). One of the challenges in empirical research as evidenced by Dietz et al. (2014:914) is that situational variability and distinctive behavioural values and agendas can significantly undermine the relative effectiveness of team-based actions and organisational performance outcomes. Gressgard and Hansen (2015:167) contend that ‘learning from failures requires sharing of information and knowledge about error experiences’; however, the researchers also recognise that such ‘holistic’ organisational learning does not always manifest by chance and must be supported by leader interventions and directional supports. This form of functional knowledge exchange represents a core component of leader involvement and activism in the organisation that not only allows for intra-unit knowledge exchange, but cross-unit knowledge transfer and absorption (Gressgard and Hansen, 2015:170). Both of the Dietz et al. (2014:914) and the Gressgard and Hansen (2015:170) studies idealise team-driven environments which, although situational in practice, are characterised by several high value traits and characteristics that can be further extrapolated and explicated: Strong Leadership: Strong, effective leadership involves not only relinquishing control of team functions and decision making to the various members, but supporting key functions such as knowledge exchange through purposeful interventions and goal setting. Direction and Vision: Effective teams benefit from a strong, purposeful vision that is capable of both directing behaviours and moderating individual values and priorities. Whilst leaders maintain responsibility for perpetuating this vision over time, it is the broader, big picture agenda of the organisation which ultimately defines and sustains the vision in practice. Interdependencies and Partnerships: In order to activate shared knowledge and maximise the benefits of heterogeneous teams, interdependencies must be built into the working dynamics, creating opportunities for members to activate new understandings and competencies within the context of the broader organisational objectives. Roles, Responsibilities, and Agendas: Focusing on the distinct, yet interwoven roles of individual team members, it becomes critical for effective teams to not only assign process-oriented tasks to members of the team, but to ensure that there is sufficient clarity and directional support to guide and sustain such processes. The pursuit of effective team-working is driven by both organisational needs and employee engagement, foundations which support, direct, and sustain goal setting and agenda-specific orientation over time. Deering et al. (2011:90-1) describe several key steps for actualising such goal-oriented outcomes, focusing on leaders as a directional force that supports team composition and role assignment, allowing teams to develop functional situational awareness (shared mental model), mutual support (cross-monitoring, cross functionality), and effective communication. Through the introduction of simulated training scenarios within a real world organisational context, Deerring et al. (2011:94-5) demonstrate how effective team-working can not only be trained, but can be solidified according to key organisational objectives, establishing foundational rules and guidelines that can then be extended over the course of the working processes. Such initiatives build upon what Laal (2013:1427) view as a necessary framework of collaborative learning which is ‘based upon consensus building through cooperation by group members’. Whilst less collaborative setting involving groups may ultimately allow individuals to pursue learning and knowledge on their own, the roots of collaborative learning are driven by commonalities and goal setting that can magnify the overall effectiveness of the team-working process over time (Laal et al., 2013:1428). Whilst training and learning in the workplace are largely holistic functions of daily operations, leaders can stimulate more directional objectives by identifying and defining specific goals and expectations that can support team performance and enhance effectiveness over time. At the core of teamwork orchestration are two leading priorities: to achieve consistent, high performing outcomes and/or to innovate or develop beyond the current state of organisational performance. Hogel and Proserpio (2004:1154) propose that team member proximity (both physical and cognitive) and role assumption play a significant role in the achievement of desirable collaborative processes. Whilst the researchers focus on the relationships between team-members across co-located, virtual teams, the evidence relating to proximity supports and coordination resources is indicative of the building blocks required for effective and high performing teamwork. Specifically, Hogel and Proserpio (2004:1160) describe the role of intermediary actors (e.g. managers) as a form of cross-location communication support system, creating communication bridges for co-located employees seeking to maintain their distinctive roles within a distributed, yet goal-oriented team. The evidence, although specific to a particular form of modern enterprise, demonstrates that regardless of status or role assignments, teamwork and the actualisation of effective outcomes in real world practice, is predicated upon effective communication and sustained interpersonal relationships that, by virtue of their group focus, are distinct from more traditional group-work and group-based assignments. The distinction between group and teamwork is important for managers to recognise, as collaborative foundations and interdependencies are unlikely evolve out of group-based activities, particularly due to the outcome-oriented priorities which inhibit more participative and collective agenda setting (Bedwell et al. 2012:128). In order to improve collaborative outcomes and organisational performance, Bedwell et al. (2012:134) recognise that collaboration requires participation in joint activities, a shared or common goal, reciprocity and support, the ability to evolve, and participation by two or more social entities. Whilst the roots of collaboration are largely intuitive, the effects of such team-driven performance on organisational practices can be directly linked to improved performance and positive enterprise outcomes. Hayne and Free (2014:309) model such team-driven performance improvements within the context of risk management and organisational monitoring. By diversifying the responsibility for risk identification and assessment in daily operations across a cross-functional team, the researchers demonstrate that not only does performance improve over time, but risks and vulnerabilities are systematically reduced, providing opportunities for new working processes and more efficient resource distribution (Hayne and Frere, 2014:325). In spite of the positive interpretation of teamwork modelled by Bedwell et al. (2012:134) and further highlighted by Hayne and Frere (2014:325), the actualisation of an effective, functional team is not a simple process, and may ultimately result in significant hurdles and organisational inconsistencies. Kwon et al. (2014:185) describe complications within the ‘interprofessional collaborative process’ that emerge from deficiencies within individual ‘collaborators’, creating hurdles and mitigating the benefits of team-working. One of the most significant hurdles identified through empirical testing and surveying was inadequate or missing socio-emotional interaction between the team members, inhibiting trust and ultimately resulting in challenges for group regulation and team participation (Kwon et al., 2014:196). Such findings indicate that for teams to move beyond the individualised hurdles affecting collaboration and mitigating participation, there must be sufficient motivation, a functional gap that establishes leader interventions and organisational vision as conduits that allow teams to evolve and achieve higher states of performance. 4. Summary Whilst the concept of ‘group’ in any team is a relative given, the concept of ‘team’ is fundamentally non-interchangeable with that of ‘group’. In spite of the fact that the distinction is relatively simplistic (individual work versus collaboration), in organisational practice, actualising an effective team is much more difficult than simply assigning individuals into groups. The multi-dimensional variables impacting upon team performance, role assignment, and member behaviour are of significant importance as managers seek to evaluate and target high performing team outcomes. From personal affiliation and value-based alignment within the organisation to collaborative learning and team-driven capacity building, the factors that influence team effectiveness are a critical consideration. In spite of long-lived, industry-leading theories such as the team role theory, Theory X Y, or the Hawthorne Effect, it is difficult to establish a consensus in regards to the roots of effective team membership, and by default, effective team-working. Individuals can be effective members of groups and fulfil their role according to their own underlying agendas; however, in order for organisations to truly activate performance and maximise their potential, a more functional, dynamic team environment is necessary. It is through the layered engagement of multi-dimensional skill sets and competencies that managers are not only able to maximise the effectiveness and efficiency of their teams, but are able to identify collaborative strengths and collective advantages that might otherwise remain obscured by individual priorities and actions. References Batenburg, R., Van Walbeek, W.V., Der Maur, W.I. (2013) ‘Belbin Role Diversity and Team Performance: Is There a Relationship?’ Journal of Management Development, Vol. 32, No. 8, pp. 901-913. Bedwell, W.L., Wildman, J.L., DiazGranados, D., Salazar, M., Kramer, W.S., Salas, E. (2012) ‘Collaboration at Work: An Integrative Multilevel Conceptualization.’ Human Resource Management Review, Vol. 22, pp. 128-145. Belbin, R.M. (2011) Team Roles at Work. Oxford: Butterworth-Heinmann, 2nd Edition. Business. (2011) Business: The Ultimate Resource. London: AC Black Publishers, 3rd Edition. Dal Forno, A., Merlone, U. (2010) ‘Effort Dynamics in Supervised Work Groups.’ Journal of Economic Behavior and Organization, Vol. 75, pp. 413-425. Deering, S., Johnston, L.C., Colacchio, K. (2011) ‘Multidisciplinary Teamwork and Communication Training.’ Seminars in Perinatology, pp. 89-96. Diez, A.S., Pronovost, P.J., Mendez-Tellez, P.A., Wyskiel, R., Marsteller, J.A., Thompson, D.A., Rosen, M.A. (2014) ‘A Systematic Review of Teamwork in the Intensive Care Unit: What Do We Know About Teamwork, Team Tasks, and Improvement Strategies?’ Journal of Critical Care, Vol. 29, pp. 908-914. Fritz, R. (2014) ‘Differences Between Group Work and Team Work.’ Chron, Small Business, Available At: http://smallbusiness.chron.com/differences-between-group-work-team-work-11004.html . Accessed 6th October, 2014. Greerssgard, L.J., Hansen, K. (2015) ‘Knowledge Exchange and Learning from Failures in Distributed Environments: The Role of Contractor Relationship Management and Work Characteristics.’ Reliability Engineering and System Safety, Vol. 133, pp. 167-175. Hayne, C., Free, C. (2014) ‘Hybridized Professional Groups and Institutional Work: COSO and the Rise of Enterprise Risk Management.’ Accounting, Organizations and Society, Vol. 39, pp. 309-330. Hoegl, M., Proserpio, L. (2004) ‘Team Member Proximity and Teamwork in Innovative Projects.’ Research Policy, Vol. 33, pp. 1153-1165. James, D. (1999) Introduction to Team and Personal Development. London: Chartered Institute of Bankers. Kwon, K., Liu, Y.H., Johnson, L.S.P. (2014) ‘Group Regulation and Social-Emotional Interactions Observed in Computer Supported Collaborative Learning: Comparison Between Good vs Poor Collaborators.’ Computers and Education, Vol. 78, pp. 185-200. Laal, M., Naseri, A.S., Laal, M., Kermanshahi, Z.K. (2013) ‘What Do We Achieve from Learning in Collaboration?’ Procedia—Social and Behavioral Sciences, Vol. 93, pp. 1427-1432. Lewis, P.S., Goodman, S., Fandt, P., Michlitsch, J. (2007) Management: Challenges for Tomorrow’s Leaders. Mason, OH: Thomson/South-Western, 5th Edition. McGregor, D.M. (1957) ‘The Human Side of Enterprise.’ Management Review, pp. 41-49. Patel, C., Budhwar, P., Varma, A. (2012) ‘Overall Justice, Work Group Identification and Work Outcomes: Test of Moderated Mediation Process.’ Journal of World Business, Vol. 47, pp. 213-222. Prichard, J.S., Stanton, N.A. (1999) ‘Testing Belbin’s Team Role Theory of Effective Groups.’ The Journal of Management Development, Vol. 18, No. 8, pp. 652-665. Torre-Ruiz, J.M.D., Aragon-Correa, J.A. (2013) ‘Interdependence Between Best Team Members and their Teammates.’ International Journal of Manpower, Vol. 34, No. 5, pp. 552-567. Van de Water, H., Ahaus, K., Rozier, R. (2008) ‘Team Roles, Team Balance, and Performance.’ Journal of Management Development, Vol. 27, No. 5, pp. 499-512.

Generational Differences in the Workforce

Generational Differences in the Workforce Workforce in todays organisations fall into four broad categories and it has been well established that individuals growing up in different times has affected their values, behaviours and viewpoints. These generational differences present a significant challenge for current organisations. This topic of Generational differences at work place has been immensely researched over the past decade. There has been a spawning number of consulting reports, magazine articles, academic literature produced and replicated in-order to conclude these differences in perceived and actual values between four generations of workforce (Lyons, Urick, Kuron, Schweitzer, 2015). Costanza Finkelstein (2015) reported that the evidence presented in majority of research about this topic is controversial and lacks the depth and rigor (Costanza Finkelstein, 2015). An appraisal of vast majority of systematic and critical reviews provide documented evidence that the perceived differences across the generations might exist, but do these generational cohorts actually have different wishes in a work context or is it perceived commonly held biases that needs to be investigated empirically (Lyons et al., 2015). This question has been addressed in a research conducted by (Lester, Standifer, Schultz, Windsor, 2012) in the article titled as Actual Verses Perceived Generational Differences at Work; An empirical Examination. (Lester et al., 2012) have discussed generational differences in detail, with emphasis on why the nature of these values may lead to the generational misconceptions and its impact on the workplaces. This study thus provides an articulate discussion about the perceived and actual differences in the organisations with multigenerational workforce and its impact on workplace. This summary briefing will share the salient features of the article by (Lester et al., 2012) and will provide the insight of this research paper concluding with application of the key concepts to my current workplace. Literature Review Generational cohort theory established by Inglehart (1997) merely states that the behaviour and values of the generations born in the same era are shaped by the internal and external events of that era. The generations who are affected by the comparable issues, impacted by the same events and share similar experiences are likely to have similar underlying work values. According to (Lester et al., 2012) currently there are four different generational cohorts in the American workforce; Traditionalists, Boomers, Generation X and Generation X based on the era they were born. This board categorization has been reasoned throughout the literature, traditionalist include individuals born prior to 1946, boomers between 1946 and 1964, Generation X between 1965 and 1981 and Generation Y between 1981 and 2000. Literature suggests that these generational cohorts possess a unique set of distinctive and unique characteristics that distinguish their workplace tendencies (Hill Stephens, 2003). This study only includes three generational cohorts due to the reason Traditionalists (65 years of age) is commonly viewed as the benchmark age for the retirement (Lester et al., 2012). Boomers This generational cohort is viewed as consensus seekers, who are competitive micromanagers and possess a moderate level of disrespect for authority. Preference of Face-to-face interaction and conventional mail are other characteristics of this generational cohort, additionally they are presumed to open in using online tools are resources in their work (Reynolds et al., 2008, cited in Lester et al., 2012, p. 342). Generation X This generational cohort is viewed as sceptical individuals who prefer relatively informal work climate with weaker work ethics. They crave autonomy, challenge authority and believe in work-life balance, where personal activity takes priority. Additionally, they prefer technology based interactions in comparison to face -to-face meetings and value direct feedback form the leaders (Twenge., 2010; Reynolds et al., 2008, cited in Lester et al., 2012, p342). Generation X This generational cohort is viewed as technology driven, multitasking individuals who prefer working with peers in a team oriented work environment. They strongly value fast paced technological interactions and regard work-life balance important and where engagement with friends and family take priority over work commitments (Sessa et al., 2007; Steele Gordon, 2006; Crumpacker Crumpacker, 2007; Myers Sadaghiani, 2010, cited in Lester et al., 2012, p342). The literature review suggested although there are many assumptions and perceptions for each of the generational cohort but very little empirical evidence exists to substantiate these differences (Twenge, 2010). Lester et al. (2012) selected 15 specific aspects of ones work context; and the reasoning was based on the generational cohort theory. They also expected greatest actual disparity in generational preferences with respect to technology; e-mail communication; social media; technology; formal authority and fun-at-work. On the basis of generational cohort theory, the generations are likely to differ across generational lines in technological means of communication. This is rational on the basis that Boomers generation grew up without the significant exposure to the technology compared to Generation X. The other end of the spectrum is Generation Y who have been exposed to digital world throughout their entire lives; would be expected to place highest value on technology (Lester et al., 2012). The generational theory also suggests that when Boomers entered workforce communicating was predominantly by phone, face-to-face and through traditional mail; by the time Generation X cohort joined employment early use of internet and email had arrived. However, the communication for Generation X has been drastically changed by social media like (Facebook, Twitter Texting etc.). Another area of difference between the generation cohorts will be the preference regarding work culture due to ones view of formal authority and its association with leadership (Crampton Hodge, 2007., cited in Lester et al.,2012). On the other hand, perceived differences in what generational cohorts desire in their work context are expected in far greater number. Firstly, from the attribution theory perspective that proposes in order to understand the cause of our or someone else human behaviour, individuals have tendency to link these traits to internal or external causes rather than assuming the behaviours are random in nature (Bell, 2008). Due to this reason it will not be surprising to see generational cohorts have different perception of work values across with respect to each generation lines (Buss, 1978). According to Lester et al (2012) generational stereotyping is another reason for expected perceptual differences across three generational cohorts in the study. Immense research in the area of negative and positive stereotyping exit in literature. No statistical significant differences exist yet age stereotyping exist in all organisations with multigenerational workforce. Literature suggests older employees are more likely to contemplate they have stronger work ethics then younger employees of an organisation and younger employees are likely to think they are better at multi-tasking and creativity compared to older employees (Blauth, McDaniel, Perrin, Perrin, 2011). Additionally, authors suggest that in expecting generational value differences regarding technology, views of authority, communication and work culture, these actual value differences will influence perceived generational differences (Lester et al., 2012, p344). Hypothesis 1 Actual generational differences exist regarding the extent to which technology, face-to-face communication, e-mail communication, social media, formal authority and fun-at-work are valued (Lester et al., 2012, p 344). Hypothesis 2 There are more perceived value differences between generations than actual value differences (Lester et al., 2012, p 344). Methods This study was conducted in United States from a Midwestern organisation. The sample size was 466, with a response received form 263 employees. Female participants formed 84% of the workforce with 16% being male. Participants ranged from 17 to 65 years of age with 4 % having a graduate degree, 30% with bachelors degree, 19% 2-year associate degree, 30% had attend some college and 17% reported of having completed high school. The data was gathered though online survey using a 6-point Likert-type scale (Lester et al., 2012). Measures Participants were placed in the four generational categories on the basis of their age where 62 categorised as Generation Y, 102 Boomers and 99 Generation Y respectively. Three or four participants fell into Traditionalist but were included into Boomers category due to their small number (Lester et al., 2012). Participants were asked about the how they personally valued already selected 15 different items (table 1) that could represent their work content I Value and then they were asked to rate the same items based on the extent to which they believed each if the three generations valued the items (Lester et al., 2012). Table 1 (15 specific aspects of ones work context and I value measure grouping Table 1. I Value Measure Groupings Engagement Nature of Job Technology Structure Teamwork Autonomy Technology Formal authority Face-to-face communication Security E-mail communication Structure Participation Professional Social media Continuous learning Flexible Fun at work Recognition (Lester et al., 2012, p346). Results Multivariate statistical analysis was conducted to test the relationship between generational designation and 15 I Value items. Control variables of gender, educational level, ethnicity and generational design were entered as fixed factors and 15 I Value items were entered as dependent variables. Table 2. Hypothesis 1: Actual Differences Between Generations on I Value Items Mean Value Generation Y Generation X Boomers Differencea Interpretation E-mail communication 4.90 4.19 0.71** Generation Y reports valuing it more than Boomers report valuing it Social media 3.90 2.74 1.16*** Generation Y reports valuing it more than Generation X reports valuing it 3.90 2.40 1.50*** Generation Y reports valuing it more than Boomers report valuing it Fun at work 5.48 4.79 0.69** Generation Y reports valuing it more than Generation X reports valuing it 5.48 4.82 0.66** Generation Y reports valuing it more than Boomers report valuing it Continuous learning 5.33 4.82 0.51* Generation Y reports valuing it more than Boomers report valuing it Professionalism 5.06 5.43 0.38* Boomers report valuing it more than Generation X reports valuing it a. The values represent absolute difference mean scores. *p à ¢Ã¢â‚¬ °Ã‚ ¤ .05. **p à ¢Ã¢â‚¬ °Ã‚ ¤ .01. ***p à ¢Ã¢â‚¬ °Ã‚ ¤ .001 (Lester et al., 2012, p347). References Bell, E. E. (2008). Exploring employee perception of the work environment along generational lines. Performance Improvement, 47(9), 35-45. Blauth, C., McDaniel, J., Perrin, C., Perrin, P. (2011). Age-based stereotypes: Silent killer of collaboration and productivity. No. M01360). Tampa: AchieveGlobal. Buss, A. R. (1978). Causes and reasons in attribution theory: A conceptual critique. Journal of Personality and Social Psychology, 36(11), 1311. Costanza, D. P., Finkelstein, L. M. (2015). Generationally based differences in the workplace: Is there a there there? Industrial and Organizational Psychology, 8(03), 308-323. Hill, R. P., Stephens, D. L. (2003). The compassionate organization in the 21st century. Organizational Dynamics, 32(4), 331-341. Lester, S. W., Standifer, R. L., Schultz, N. J., Windsor, J. M. (2012). Actual versus perceived generational differences at work an empirical examination. Journal of Leadership Organizational Studies, 19(3), 341-354. Lyons, S., Urick, M., Kuron, L., Schweitzer, L. (2015). Generational Differences in the Workplace: There Is Complexity Beyond the Stereotypes. Industrial and Organizational Psychology, 8(03), 346-356. Twenge, J. M. (2010). A review of the empirical evidence on generational differences in work attitudes. Journal of Business and Psychology, 25(2), 201-210.