Marketing Mix in Ports

Logistics Management Due Date: Word Count: Abstract This essay investigates the Port of Long Beach (POLL) with the aim of identifying the business and marketing environment and ascertaining its major marketing opportunities, threats, strengths and weaknesses.Based upon this internal and external environmental evaluation, the up's of the extended marketing mix are analyses in relation to Poll's current marketing strategy. Finally, suggestions on how Improvements to Poll's marketing strategy, with specific reference to the analysis of he extended marketing mix are proposed and the impacts of such suggestions are detailed. Research comprised of academic literature, Industry Journals, reports and websites In relation to the organization Itself and Its affiliates.What was found was that the Port of Long Beach's key marketing strategies were based upon environmental stewardship, community, Industry and government relations, Infrastructure and transportation, trade and commerce and organiza tional effectiveness. It was also recognized that the marketing strategy that POLL employ Is highly sophisticated, covering all facets of the extended marketing mix. Poll's facilitating effective delivery of service to their major customers, East Asia, which accounts for 90% of its throughput.POLL was analyses and segmented according the up's of the extended marketing mix. Its key marketing strategies included environmental stewardship, community, industry and government relations, infrastructure and transportation, trade and commerce organizational effectiveness. POLL have focused this strategy, in conjunction with partnerships on their customer base, primarily East Asia which accounts for 90% of trade and also consumers within its local hinterland. Finally, changes to Port of Long Beach's marketing strategy are put forth and also the potential impacts of such changes are detailed.Table of Contents Abstract Contents Price Process Evidence Introduction ii Table of iii Introduction 1 Task 1 1 Task 2 3 Product 4 4 Promotion 5 People 5 6 Physical 6 Task 3 7 Conclusion 8 References 10 The rise of globalization and subsequent increased freight volumes has required seaports to become customer-focus oriented, proactive and adaptive in a highly competitive freight market, encouraging trade facilitation both within the port wrought its logistics and supply chain and internationally (Cannon 2004), (Cannon 2008), (Strategic Plan 2009).It follows then that seaport marketing must also develop and adapt in order to create value and also customer satisfaction. This essay will investigate the Port of Long Beach's (POLL) overall business from a marketing perspective, profiling the industry, the markets within the industry, its customers, this evaluation, the up's of the extended marketing mix are analyses in relation to Poll's current marketing strategy. Finally, suggestions on how improvements to Poll's marketing strategy, with specific reference to the analysis of the extend ed marketing mix are proposed and the impacts of such suggestions are detailed.Task 1 Summaries key organizational and marketing information from your Assignment 1 Case Report, in order to provide the context for your response to Questions 2 and 3 below. Pollinator & Khakis (2011) suggests that When shippers are confident about the volumes of cargo they will need to move or they feel that transport is of too great strategic importance, they may decide to take the shipping risk themselves'. Whilst POLL do possess fully automated facilities, they do not do so in partnership with any major shipping lines.The absence of any major partnership agreements has left the door open for POLL to sign such agreements with Orient Overseas Container Line (COOL) and Mediterranean Shipping Co (MASC.), ensuring that the majority of all cargo owned by MASC., COOL and their alliance partners will now pass through Poll's terminals and not Poll's (Porter 2013). The impact of the partnerships has been imme diately reflected through a 10. 1 percent increase in container throughput in the second quarter of 2013, which simultaneously saw a 9. Percent decrease from POLL (Canada, California Ports Grow West Coast Market Share 2013).Newly developed on- dock rail facilities, gray chassis pool and Green Port Gateway have greatly improved the ports competitiveness and efficiency whilst allowing for greater network connectivity through to east U. S. As far as the Ohio River (Port of Long Beach), (UNCLAD 2013). Kettle, Brown, Burton, Deans & Armstrong (2013, p. 243) states ‘Business buyers are influenced heavily by factors in the current and expected economic environment'. This statement has never been more evident than in hipping following the Global Financial Crisis (SGF) in 2008/2009 and more recently the European debt sovereign crisis.Subsequent austerity measures have seen a shift in trade routes from Asia to Europe now heading to the west coast of the U. S. , placing POLL and POLL in primary position to receive increased volumes of cargo (UNCLAD 2012). POLL is aware of its impact on the environment and have answered with their award winning Green Port Policy, which seeks to reduce and eliminate the pollution generated by the port. POLL wish to not only be the busiest and most efficient port in North America, but also an environmental innovator and leader (Port of Long Beach 2013).Critically evaluate the marketing mix of your chosen organization, using relevant marketing theory. The advent of globalization and the subsequent increase in seaport competition has required seaports to differentiate their product through the provision of value-added services and continually evolving marketing strategies (Cannon 2004). Port of Long Beach's key marketing strategies were based upon environmental stewardship, community, industry and government relations, infrastructure and transportation, read and commerce and organizational effectiveness (Port of Long Beach 2013).PRODUCT The product of a port can be separated into its core product and its actual product (Kettle, Brown, Burton, Deans & Armstrong 2013). POLL seeks to create value and competitive advantage through its complex and highly integrated service offering, enabled through its cargo handling services and value-added services. POLL possess both dedicated container and bulk cargo terminals, with supply chain capabilities that allow network access as far as the Ohio River.Network connectivity is enabled pacifically through on-dock rail, across 10 piers and 80 berths that are serviced by 66 post-Panamas gantry cranes, allowing for efficient transshipment and storage of cargoes. Channel and berth depth have been deepened in order to accommodate many of the larger container vessels capable of carrying 13,000 TIES. POLL encourages trade facilitation through its harbor services, tug/towing, piloting, consulates, marine surveyors, U. S. Customs, freight forwarders, customer brokers, and shipping agents .Supporting services such as waste disposal, medical facilities, tortes and bunkering are also available. Additionally, POLL provides value-added services such as cold storage and bonded warehousing (Port of Long Beach 2013), (Strategic Plan 2009). PLACE Place of the product involves company logistics and marketing activities concerned with delivering the company's service. A ports location is imperative to its ability to attract and retain customers. POLL is situated in the heart of the most populous extensive hinterland access, allowing it to be served by 140 shipping lines with connections to 217 seaports.Poll's location and network connectivity allows for the shiest chance of frequency, reliability, profitability and relative convenience. High traffic volumes of its major competitor and harbor neighbor, POLL, results in increased traffic flows and congestion that would otherwise belong to POLL, however POLL is able to reduce this effect as five of Poll's container terminals are connected with on-dock rail facilities, that increase the efficiency of traffic flow and reach of the port past the immediate through to the extended hinterland in the east U.S. (Cannon 2008), (Kettle, Brown, Burton, Deans & Armstrong 2013) (Port of Long Beach 2013), Strategic Update 2009). PRICE Price is the amount of money the customer has to pay to obtain the product (Kettle, Brown, Burton, Deans & Armstrong 2013). It is difficult to compare port tariffs among ports accurately because of diversity in their systems and regulations, the existence of pricing by long-standing agreements and the influence of the exchange rate. This is indicative Poll's Tariff No. , which continually states that tariffs and charges are assessed in accordance with and based upon each and every of the limitations, agreements, covenants and conditions set forth'. POLL, however, does adopt a mix of efficiency pricing and relationship pricing, as each strategy is specifically applied to the type of customer and relationship. Efficiency pricing applies to customers requiring the lowest available prices. This pricing strategy is more applicable to short-term transactional based customers. Relationship pricing is offered to those that are either profitable in the long-term or have the clear potential to grow.Port charges encompass navigation, berth and cargo operational services, all of which are either based on size of ship, time in port or size/volume of cargo. Other business related costs include real estate, licensing and management services incurred from or by port-related services (Berry & Hydra 1996), (ESCAPE 2002), (Port of Long Beach 2013) PROMOTION Promoting a port is suggested as being a means of communicating with current and potential customers, with its purpose being to raise awareness of what the port offers and to influence customer attitudes and behavior towards the port (Bernard 1995), (Somers and De Wiled 1997).POLL seeks to promote itself through the development of a positive brand image, conveying network connectivity, sailing frequency, liability, service quality and professional management (Branch 1998), (Port of Long Beach 2013). POLL has formed partnerships with leading European and Asian shipping companies, each of which are part of shipping alliances that allows it to promote its services globally (Porter 2013). POLL further promotes itself through its website, annual reports and strategic plans, outlining its clear directive for the future, one that balance their role as a facilitator of international trade with our strong partnership.PEOPLE Cannon (2008) states ‘Establishing a relationship with a customer and building loyalty emperies two parts, the initial marketing to attract the right relationship over time so that the financial and other objectives of both parties are achieved. ‘ It follows then that marketing communications play an important role in customer relationship management. POLL have a clear focus on employing talented and motivated people, with the aim to empower them at all levels that encourages them to develop and enhance the relationship in order to maintain customers. Gumminess 1994), PROCESS Customers migrate to other service providers when the process is poorly managed and lets them down (Kettle, Brown, Burton, Deans & Armstrong 2013). In order to lessen the risk of losing competitive advantage, customer relationship management within ports has evolved into the development of partnerships. Decisions by POLL marketing and management are indicative of this evolution with the recent contractual arrangements with COOL and the subsequent development of Terminal Operating Shipping Lines (TOSS).Vertical integration allows COOL to exert market power through upstream or downstream integration, whilst POLL benefit from the resultant higher volumes of cargo and technologically advance cargo systems, improving service delivery (Bishop 2009) (Porter 2013). PHYSICAL EVIDENCE Services are mostly intangible. Thus the meaning of other tools and techniques used in marketing is important as customer tend to rely on physical cues to help them evaluate the product before they buy it (Kettle, Brown, Burton, Deans & Armstrong 2013) (Marketing Teacher 2013).POLL and the local government have both invested heavily in regards to the internal and external environments resulting in aesthetically pleasing views both inward and outward from the port. Restaurants, tourist shops, parks, bikes and public transport facilities lie directly adjacent and opposite POLL, increasing the ports community integration and acceptance. Such external projects, matched with modern, sophisticated internal infrastructure projects are becoming increasingly attractive to all stakeholders and customers, as POLL leads the way in efficiency and environmental stewardship, both domestically and internationally.How could your chosen organization improve their marketing mix in view of the evaluation you conducted an d the strategies you recommended in your Case Report? Whilst POLL have invested heavily in their own employees and long-term customers, it seems that they could do more in relation to the greater public. The greater public, whilst benefiting from increased trade volumes, efficiency, environmental standards and community-friendly amenities, are not utilized in their full capacity. Increasing public involvement within the port has many benefits and repercussions, should issues arise.Cannon (2008) propounds that port developments are hampered by community concerns and the need for environmental performance, which is mirrored by Giuliani & O'Brien (2008) who state that citizen concerns about ports environmental impacts shape public policy, which can lead to policy intervention and increased costs or loss of customers. Increased involvement allows the public to take a vested interest in the operations of the port, boosting public perception, thus allowing for greater public investment an d increased brand image, greatly reducing the potential for public backlash should negative publicity in regards to the port arises.The development fully automated facility in conjunction with private investors, MASC., COOL and their alliance partners, could discourage competing shipping lines, not involved in such alliances from investing in POLL, and in some instances lead to discriminatory treatment. Bishop (2009), states ‘Ports and ocean carriers may also get onto conflict because of resource scarcities, for instance when dedicated terminals are allocated to a single shipping line, hence pushing other carriers to operate via ports elsewhere'.POLL could adjust their strategy in relation to such firms by taking them from transactional based customer and developing customer relationships. Whilst this strategy may not be applicable to all smaller sized shippers, it is through the development of relationships with medium to larger sized shipping lines, not a part of shipping al liances, where POLL could increase market share whilst at the same time decrease POI-As competitive advantage. The U. S. Has replaced Europe in relations to exports, however the increased volumes can have both a positive and negative effect on hinterland connections with the rest of the U.S. The development of infrastructure and processes within the port are only as effective as its network connections with the hinterland. Ensuring network inevitably improve its perceived port efficiency to an Asian, global and domestic markets that demand it. Although rising cargo volumes can create congestion within the vast networks connecting POLL with its hinterland, an opportunity lies within to market to major injecting intermediate and multimedia firms.Forming alliances or partnerships with such firms could secure reliability through the supply chain into the future and in turn reduce costs to importers, increases perceived reliability in the Asian market and also increases appeal and potent ial for importers to utilities the facilities POLL has to offer. The promotion of high efficiency and reliability to the East Asian consumer base that accounts for 90 percent of Poll's container throughput could prove the difference in perceived competitive advantage, resulting in cargo volumes transferring from POLL to POLL. ConclusionThe Port of Long Beach and the way in which the extended marketing mix have shaped its marketing strategy has been analyses. POLL was found to be in a highly competitive environment, specifically due to the close proximity of its larger rival, POLL. In order to regain competitive ground, POLL have entered into partnerships through the signing off long-term lease with a major shipping line COOL and allowed further private investment from MASC., in order to achieve better economies of scale, improved operational efficiency and better asset utilization to sure up profitability.This matched with newly developed, environmentally sustainable infrastructure, will enhance its capability to capitalist on shifting trade routes from Asia to the U. S. Then the marketing strategy of POLL was analyses and segmented according the up's of the extended marketing mix. Its key marketing strategies included environmental stewardship, community, industry and government relations, infrastructure and transportation, trade and commerce organizational effectiveness.POLL have focused this strategy on their customer base, primarily East Asia which accounts for 90% of trade and also consumers within its local hinterland. The up's; product, place, price, rumination, people, process and physical evidence were individually analyses with specific reference to POLL and its stakeholders including its customer base and POI-A. Lastly, three suggestions as to how POLL could improve aspects of their marketing mix in view of the evaluation conducted are provided.

Lilys life style in the sociiety and roxy eager to help her child

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Food, Inc Essay Example | Topics and Well Written Essays - 500 words

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Human Resources Functions Essay Human resources or personnel function fulfils a number of needs. It is responsible for the hiring and firing of employees, for staff training and development, and for dealing with matters relating to industrial relations. In this report I will be analysing each of the functions related to human resource and then take one of them and make an in depth analysis of it. Once I collect the information I need regarding the responsibilities of the human resources and how they should be carried out, my next step will be to compare them with a medium or large size company to see how they carrying out the responsibilities and what alterations they have made to suit their particular needs. To do this I have chosen Tesco. Below I will briefly look at the four functions of human resource and how they affect Tesco: 1. Human Resource Planning Human resource planning can be defined as: The activity of management which is aimed at coordinating the requirements for and the availability of the different types of employee In simplicity, this means to make sure that the organisation has the right number of employees and of the right quality. For the human resource to achieve their targets they need to have a good understating of the labour market in the local area. When planning human resources Tesco need to take into account the following factors: a) Local employment trends Local employment trends tells Tesco about the levels of employment in the area and gives them a general idea of the type of jobs people are getting and the type of jobs that there are a shortage in. b) Local skills shortages Local skills shortages is an important aspect to Tescos human resource because it informs them about the lack of people with certain qualities in the local area. This is important as it can be used to compare against the Tescos skills criteria for new employees. If they are looking for certain skills from people and theses are not available then they will either need to compromise or look elsewhere. Also, if they know the general skills of the people then when they advertising for a job, it will reduce the chance of them asking for qualities which are absent in the people, which might keep very suitable people from applying and few applicants might mean that further advertisements are needed, costing time and money to Tesco. c) Competition for employees There may be very few people with top qualities willing to work for a company like Tesco. It would be in the best interest of Tesco to seek and take theses enthusiasts on board. If they dont, then other similar retailers will recruit them and then they will become rivals to Tesco. Competition for employees may even be on the lower skills end where there may be a shortage for cashiers, for example. Tesco will need to provide suitable incentives to attract these key people. One simple way in which to attract the mass of people is to increase their wage. This is not always the case due to the financial constraints on a business. d) Availability of labour Availability of labour is an important factor for Tesco. They need to make sure that they are aware of the quantity and quality of workers available when recruiting. This understanding will allow them to make right decision when employing people. If there are very few suitable candidates then they will have to choose someone amongst those. However, if there are many people suitable for the job then they can carry on with their search until they come across some one who fulfils all the requirements. It is important for Tesco to know the availability of workers in their locality as this will enable them to prepare and make back up plans for when there is a shortage of suitable people willing to work for Tesco. Human resource planning also involves looking at how labour is organised within a business. The factors that Tesco must take into account are as follows: a) Labour turnover This is about forecasting supply of labour. It asks the question how many employees will we have in the future? It therefore means looking at internal and external sources of labour. When Tesco is looking at the total supply of labour in its organisation it is important for them to look at labour turnover. Below is an example of one of many ways of working out employee turnover: This is sometime called the percentage waste rate. It tells Tesco what percentage of workforce left in a year. There are also other indexes which deal with stability, which give a good idea of how long employees are staying with the organisation. If employees are not staying very long in certain departments of Tesco, then this can be pinpointed and investigated. b) Sickness and accident rates A high level of sickness absence will affect the supply of labour very badly. If genuine then Tesco can do very little in the short term. If they are bogus then moral within honest workers will be low and confidence in managers can sink. There are many ways in which the human resource team can monitor performance against: o Performance in the previous year o Trends in other organisations in the same industrial sector o National sickness absence figures Accident rates can be lowered and kept to a minimum if health and safety guidelines are followed properly. c) Age, skills and training This is also known as stock taking. It asks the question what is the quantity and quality of staff available in the organisation? It uses the following techniques: o Job analysis involves gathering information about all employees. It collects information regarding their duties and skills required to fulfil those duties. o Skills audit is a survey of the skills, qualifications and experience of all existing staff. o Performance review involves looking at the performance of all employees in order to: o identify potential staff o identify where staff have more training needs This information will give an idea to the rest of the company about the skills and training of their employees. Weakness can be tackled using these information and strengths can be built upon. d) Succession This really only applies to employees at supervisor/line manager level and above. Succession planning enables the organisation to ensure that staff with potential to fill top jobs are given extra training or wider experience so that when the time comes they will be able to fill those positions. Without this type of planning Tesco would see good employees leaving for better opportunities elsewhere. This will make it harder for Tesco to fill gaps at a later date. Conclusion on Human Resource Planning Humans are the most important resource to Tesco and they will need to make sure that they plan properly to ensure that they employee the best people who are best suited to the job. This will ensure they have an advantage over their rivals, as rivals can copy products but not staff. 2. Recruitment and Selection Tesco recruit staff for a number of reasons. Initial recruiting is needed when a new store opens and after that there will be a constant need for recruiting due to the changing needs of Tesco and the needs of he employees. o The growth of Tesco is usually seen with the opening of new stores. The opening of stores means that they need to recruit so that the employees can run the store. o Changing job roles within the business o Resignation, retirement, dismissal also means that recruitment needs to take place in order to replace these workers and keep the business running as before o Internal promotion means that new recruits are needed when existing employees are being promoted to higher positions, which leads to vacancies which can be filled by internal candidates. Promotion usually means that there are now gaps at the lower skill level in the store and this creates jobs for external candidates with less experience. Extra costs are always frowned upon by businesses and recruitment, if not properly done can cost a business a lot of money and time. This means that it is very important for a business to recruit accurately and this will mean that the recruiting team have a clear idea of what sort of person the business is looking for and what is expected from them. The team can save the business money and time by: o Preparing person specifications and job description which clearly outline what kind of person they are looking for and with what qualifications. The job description will clearly linked with what they are expected to do once recruited and what is expected of them. o Carefully planning how, when and where to advertise as this will save time and money for Tesco. Tesco need to weigh out the costs and benefits of different methods of advertising (e.g. using internet or the local newspaper), when the best time for advertising is (in the summer holidays or beginning of the school year) and where to advertise (e.g. in the stores or at the job centre). o Identifying the strengths and weakness of job applications, curriculum vitae and letters of application. The recruiting team will need to be very experienced at electing candidates. Their experience in recruiting will be reflected in the quality of candidates they recruit. o Short-listing candidates involves selecting a small number of applicants for the next stage. This may well be training or more tasks to lower the number of people for the next stage. This selecting will carry on until the right numbers of candidates are found with the desired quality. The recruiting team need to be able to distinguish easily the strong applicants from the weak as there may be hundreds of applicants. When recruiting every applicant deserves and expects the same opportunity as their rivals. There are many legal and ethnic responsibilities relating to equal opportunities which Tesco must uphold so that they dont break the government law and trust of the public. Below are a few acts passed by the government which will govern the recruiting method and process. o Equal Pay Act 1970, requires employers to pay same rate of pay to men and women if they are doing the same job. o Sex Discrimination Act 1975 states that employers may not discriminate on grounds of gender. This act makes it illegal to discriminate against a particular sex when: o Advertising to fill jobs available o Appointing employees for those jobs o Promoting staff into better jobs o Determining the terms and conditions of the ob o When offering employees opportunities for training and development There are Exceptions to this act where this act does not apply. However, these exceptions do not apply to Tesco and this means that the whole act is to be followed by Tesco. o Race Relations Act 1976 makes discrimination on grounds of race illegal in the same areas as the Sex Discrimination Act 1975, i.e. advertising jobs, appointing staff, promoting staff and providing staff benefits. Again there are exceptions which do not apply to Tesco which means the whole act is to be followed by Tesco. o Disability Discrimination Act 1995 updates the protection for disabled persons and places it onto a similar basis as for other forms of discrimination. Key aspects of the Act warn against discriminating when advertising jobs, appointing staff, promoting staff and providing staff benefits. It also states that reasonable steps must be taken to ensure that a disabled person can work on the premises. This act does not cover organisations employing fewer than 20 people. It is therefore correct to say that this act is to be followed closely by Tesco as their employees number thousands. However, Tesco only have to do what is reasonable. If modifications are very expensive then this would be deemed unreasonable. There is some government financial assistance available for modifications to buildings. To ensure that only suitable candidates are chosen and to make the selecting process easier and less time consuming, there are testing method and techniques available to the recruiting team. Aptitude tests It has become increasingly common for employers to expect job applicants to carry out tests to give a fuller picture of their ability to do the job applied for. They are appropriate or manual work where there is some skill involved and also for office work. These types of tests are appropriate for Tesco to use as they will allow them to find out more about the applicant before selecting and will allow the applicants to show their full potential. Psychometric tests These types of test assess the intelligence and personality of applicants. They are much more sophisticated then aptitude tests and Tesco must have properly trained staff to carry out and analyse the tests. The producers of such test argue that they are unbiased and that they can sow, for example, if a candidate would work well in a team. Human resources department must have good interviewing techniques and the interviews must adopt these methods and techniques when interviewing to ensure they reach out comes in the best interest of Tesco and its entire staff. Tesco must make sure that recruiters are aware of all the criteria for evaluating the recruitment process and must ensure that all the guidelines and methods are followed carefully. Many employers now use their employees in a flexible way so that they can get the most value form them. Tesco must understand the importance of recruiting and maintaining a flexible workforce if they are to remain competitive. There are different bases for recruiting people for a flexible workforce, and below I have mentioned a few: o Different modes of employment o Different terms and conditions Just as methods of working have changed, so have the terms and conditions under which people are employed. People may be employed full-time or part-time under a number of contractual arrangements. o Core employees are highly paid workers who offer firm-specific skills which are hard to acquire form anywhere else. Often such skills will have been acquired within the organisation itself. They provide functional flexibility because they do a range of tasks. Because they are so firm-specific they have high job security. o Part-time, temporary and contract labour Sometimes temporary staff are required for short periods of time either to replace employees who are absent or to help out in busy times. When labour is plentiful the short-term contract enables firms to meet present staffing needs without making a long-term contract. Tesco use this type of recruitment when there is a shortage of staff or when there s a busy period (e.g. Christmas) which demands more assistants in the shop floor. Conclusion on Recruitment and Selection Tesco must ensure that their recruiting team is the properly qualified as a good team will lead to good recruits. Tesco must ensure that they use the best and fair methods suited to their environment to select the right candidates. This will ensure the best people are working for them to create the top company. 3. Training and Development A general definition of training is: the acquisition of a body of knowledge and skills which can be applied to a particular job Training can be divided into two main categories: on the job training or off the job training. on the job training This means that the employees acquire their training or development in the workplace itself. An example of this in Tesco is when they recruit a school leaver who has little work experience. One of the supervisors will show the new recruit what they have to carry out and may show them how this is done. off the job training This means attending courses which may be in a collage or training centre away from the work place. This usually applies when there are insufficient facilities or people to train the trainees. Tesco may want its entire senior staff to have a high degree of understanding in health and safety and for this they may send their seniors to a course where they would acquire this knowledge from experts. Induction This is an introduction to the organisation for new employees. It is designed to familiarise new recruits with the organisation, its rules, facilities, policies and key staff. Usually an introductory pack containing the main details will be provided. In Tesco this would be carried out once a recruit starts working or when they are being promoted and new responsibilities are put on them. The induction is very important to both Tesco and their new employee. Tesco need to ensue that they give the best possible start to the recruit and the employee needs to be satisfied that this it is in their best interest to work for Tesco. Tesco will also get their first impression of their recruit so this stage is important for Tesco. Mentoring This can take a number of forms. It may involve an experienced member of staff supporting a new recruit through initial stages after joining the organisation. The aim is to give a new member of staff a point of contact where problems can be taken and advice given. The meetings are usually informal and supportive and the mentor is often someone at the same level in the organisation as the new recruit. Mentoring will allow the new member to pick up new ideas quickly and will be more beneficial for the company. Coaching Coaching is a term which is becoming increasingly used in association with training in business. It involves an expert helping employees to develop specific skills through explanation, practice and encouragement. Coaching is becoming popular as a means of developing the skills of senior managers. This is important as it targets employees at the higher end of the chart. Their success will be passed on to the juniors and this will mean that better managers will mean better staff. Apprenticeships Traditionally, an apprenticeship involved a trainee working for a period of time with a craftsperson in order to learn a trade. In-house raining This is where employers run courses inside their own organisation. Courses run in house will be ones where it is impractical and unrealistic to offer any other alternative an oblivious example would be the organisation induction programme. This type of training is very useful to Tesco because this means that they can easily gather all their employees and teach them new methods or make them aware of surrounding situations. This will give them advantage over rivals as it will mean that all their staff are always up-to date with the latest knowledge, skills and methods. External training Sometimes it is necessary to send staff to do courses elsewhere. This may be at a factory of a n equipment supplier (when an organisation buys new equipment the supplier will usually run training programmes at its own factory to get employees accustomed to using it). This type of training will make the employees more efficient as they wont be wasting valuable time on the shop floor trying to figure out what certain buttons on a machine do. Transferable skills These are skills that, once learnt, may be applied in many different situations. The key skills of Application of Number, Communication and Information Technology are transferable. This could be for example cashing up the till. Non-transferable skills These are narrow skills that are job specific; they apply only to a particular situation. This for example could be the procedure of dealing with out of date food. Conclusion on Training and Development Knowledge and skills of staff are vital to the success of Tesco. Therefore, they must ensure their employees are best trained and that they are always developing. 4. Performance Management A business needs to ensure that its employees are performing effectively. It will wish to: o Identify areas which are unsatisfactory o It may wish to find areas where employees need to be trained and developed o It may wish to encourage and reward good performance perhaps with performance-related pay in the form of bonuses or pay increases. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. A number of methods may be used to check performance the choice will depend upon the business in question. Performance reviews including appraisals An increasingly important way of getting feedback on employee performance is through appraisal. Appraisal may be closed, in which case the report remains confidential. More usually the process is open, in which case the appraisee takes an active part in the review process and discusses the results. The appraisal essentially looks at what an employees job is, how well it is being performed, and what action should be taken for the future. Self-appraisals Self-appraisals involves employees assessing themselves against a series of criteria. These results can then Peer evaluations This involves employees on the same level within the organisation assessing each other. This may mean that managers in different of Tesco observe each others and write a report. Target setting for individuals and groups All employees should know just whats expected of them on the job. When setting targets the Human Resources department for Tesco must make sure that their targets meet these criteria: o They should be specific. Every person doing a job should know exactly what he or she is expected to do. o They should be measurable. Tesco should have a touchstone against which performance can be measured. o They must be attainable. Unless the targets can be met, staff will consider them unfair and Tesco may find that their staff, resist working towards them. Measuring individual and group output/production Tesco employ staff in order to help the organisation sell the products and provide its customers with quality service. The efforts of the human resources managers will be towards improving the performance of employees and thereby enabling the organisation to achieve its objectives. Performance can be measured in a number of ways: o Performance through profit This may mean comparing its profit for different years or against its other stores. o Performance through quality Today, quality is a word used in all organisations, those providing services as well as those providing goods. This means that Tesco can use methods such as suggestion box for customers to praise customer service or to make complaints against staff. This will enable management to work with the employee in question or to reward them. o Performance through productivity In Tesco, sales representatives, for example, keep records of sales they make. Tesco can for example, compare two staff at the checkouts working the same shifts to see how fast they are serving the customers, by analysing how many customers they have served. They can use this to determine training needs. After setting these performances, the staff will be monitored and their results analysed. In order for Tesco to prosper amongst their rivals they must use the performance results as a way to find and solve problems. For example, the results may show that a particular employee or a group of employee lack certain aspects of knowledge in their jobs. Using this information Tesco can target these employees and send them on training programmes so that they are more developed. Motivation It may seem obvious that staff should be motivated; however, from the point of human resources management this is only true if motivation leads to improvements in the work. Over the years a number of management theories have been put forward in an attempt to explain the nature of motivation and suggest ways in which it may be improved. Frederick Taylors principles of scientific management Taylors belief was that complex tasks should be broken into separate operations so that little could go wrong. Each operation would be performed by a separate employee. The whole job could then be completed in a series of stages by a number of employees working together. This theory can be seen if one aspect of Tesco is looked in to detail. For example, when a delivery comes one employee doesnt unload the truck, check them off, and put them on the shelves. This process of getting goods from the truck on to the shop floor is done by a number of employees working in team so that once one stage is completed the second can be tackled by another set of employees. This way each set of employees knows exactly what they are required to do and chance of something going wrong is decreased. Fredrick Herzbergs two factor theory Herzbergs theories, produced in the 1950s, concern job design and satisfaction. From numerous interviews with accountants and engineers he concluded that two sets of factors are important. o Hygiene factors, which include reasonable pay, satisfactory conditions of work and benefits such as sick pay. o Motivators, which include responsibility, challenge and self-improvement. Hertzberg believed that properly designed jobs provide satisfaction and personal development for the employee. The workers become motivated, perform well and are less likely to be absent. To Tesco this theory is very important. They have taken advice from such theory and adapted their policies where possible to suit their employees. Tesco pay competitive rates, their working conditions are of top quality and they have many benefits. These are a result of understanding this theory and implementing them so that they get the desired results that all companies want. Abraham Maslows hierarch of needs Maslow developed his Theory of Human Motivation in 1943. He believed that motivation comes from a desire to satisfy needs. He placed these in a hierarchy with the basic needs at the bottom of the pyramid and higher needs at the top. In practice Maslow accepted that a variety of needs will exist at the same time, but suggested that once lower needs are satisfied then higher needs become the strongest motivators. Maslows theory has the same basis of Fredrick Herzbergss two factor theory because they both argue that what satisfies a person is the hygiene factors and the Motivators. Fredrick just says that a combination of these two factors leads to better performance where are Maslow goes further to say that they come in a set order where once basic needs are satisfied, higher, more complicated desires will be sought. Both Maslow and Fredrick speak of the same requirements in their theory. Evidence of both these theories can be seen in the day to day running of one of the Tesco stores. One such examples is the promotion of senior managers to managerial positions. In this instance the desire of the employee in question has been fulfilled and soon their desire will advance and they may start looking for further responsibility. Douglas McGregors Theory X and Y. In his book , The Human Side of Enterprise, he put forward two extreme views about the way in which organisations manage their employees. He called theses Theory X and Theory Y. Theory X states that all employees are lazy unambitious and dislike extra responsibilities. They will always resist change of any kind and are totally uninterested in the future success or otherwise of their employer. They are not interested in how the organisation works and prefer to be told what to do. Theory Y is exactly the opposite. Employees are interested in their work and want to be asked for their opinions on how to improve things. They want to be given more responsibilities and will naturally work hard without having to be told what to do all the time. They are also prepared to accept change because they understand it is in everyones best interest to move with the times. In practice theses views are extreme ends of the scale and Tesco like most other organisations falls between the two. They have both employees who have the characteristics of theory X as well as employees with characteristics of theory Y. Naturally the more characteristics an employee holds of theory Y the more likely that that person will be promoted to higher, more responsible positions as its in the best interest for Tesco to make theroy Y employees managers key workers. One reason is that theory Y employees are more likely to have better attendance and punctuality rates because they are self motivating, and this is a great advantage to Tesco and will help Tesco move further. McGregors theories are similar to Muslows and Fredrick Herzbergs. They are all closely related because they all base their theories on the same principle of desire. All their theories show that if a person desires for something and the condition is right then they will work towards it with all their effort. For example, if their s a managerial position and they have the ability to grasp that position then they will, but only if they have the desire to take such responsibility. If however, the conditions are right but the desire is absent then they may not try for such a position or may be promoted with no desire which could lead to chaos. On the other hand, if there is an employee with the desire and no opening is in sight then he/she may decide that the best option for them is to move to another company. Therefore, Tesco endeavours to provide eager, hardworking employees the benefits and promotions they rightly deserve. Relationship between Training Development and Performance Management Before Tesco can give its staff advance training it needs to know what they lack. It will be very expensive for Tesco to give training to its entire staff regarding all the different aspects of the company. Therefore Tesco needs a way of knowing what their staffs lack knowledge in and which staff or group of staff in particular. As I have mentioned earlier there are many different ways of finding out the training is needs and there is a variety of training programs to suit the needs of the employees. Tesco will set training according to the needs which arise from the performance reviews. Once training is given another performance review will be done to asses its success and further training may be suggested. This cycle of training and reviews will always be part of any company due to advances in technology and constant changes in employees and the attitude of society. The training methods Tesco decide to use and they way in which they review performance will be according to the way in which the person in charge understands and evaluates the A business needs to ensure that its employees are performing effectively. It will wish to: o Identify areas which are unsatisfactory o It may wish to find areas where employees need to be trained and developed o It may wish to encourage and reward good performance perhaps with performance-related pay in the form of bonuses or pay increases. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. Conclusion on Performance Management Tesco must ensure that performance of staff are at their very best. They must use suitable methods to find weakness in staff and improve. T succeed they must make certain that the correct attitude is always emanating from their employees and that they are ready for change. Quality of information collected from recruitment documents When Tesco are recruiting people they have set procedures to deal with application forms and there are several key recruitment documents that are used by them to evaluate the quality of the person applying. Before any candidate is given the an interview they must pass the selection process. When Tesco are advertising for a recruit they will provide the person with a job description. A job description lists the main tasks required in a job. The person flicking through the newspaper for example, will decide if the tasks suit them and they will then apply if they do. Along with the Job description, Tesco will also provide what is known as a person specification. This sets out the qualities of an ideal candidate whereas a job description defines the duties and responsibilities of the job. The best-known method of drawing up person specification is based upon seven separate groups of characteristic: 1. Physique, health and appearance 2. Attainments 3. General intelligence 4. Special Aptitudes 5. Interests 6. Disposition 7. Circumstances This specification clearly sets out the description of the ideal candidate and applicants can be easily measured against this. This makes the job of the interviewer much easier and will ensure that Tesco are recruiting the right people for the right job. One a person has seen the advertisement and they want to work at Tesco, there are many ways they can apply. Below I will list them and analyse the advantages and disadvantages of each: The curriculum vitae (CV) This is the most common way in which applicants let Tesco know that they are interested to work in Tesco. CVs are very useful to Tesco as they advantages Provides an overview of the applicant Easy to produce Taught at school Can be used in the selection process Can be used to compare against requirements disadvantages May not provide vital information Not everybody has easy access to computers The letter of application This is simply a letter asking for the job and explaining why they are suitable it. Human Resources department staff may need to read hundreds of application letters so it is in the applicants interests to pay attention to doing it properly. advantages o Can be used in the sorting process o Provides an overview of the applicant disadvantages o The person taught to write letters well at school will stand out even though their other qualities might no be so good o The letter may miss out information, which is important, and conversely is likely to dwell on factors, which make them look a more attractive applicant. The application Form This is a far more commonly used method of selection. Consultants devote hours to designing a new and better forms which will extract even more accurate information from people. advantages o Specific requirements from the job and person specification can be compared with the application form o Questions, which might otherwise not be answered in CVs or letters, can be asked. o The form can act as a framework for the interviewer, making the interview easier to conduct. o Forms can be kept of all short listed candidates and drawn on them again if another vacancy arises. o The form for the successful applicant will become a very useful part of his/hers personal records. disadvantages o Costly to design and produce. The effects of I.C.T on recruitment documents The advance of I.C.T means that companies like Tecso use their web site to advertise jobs. They also have online application forms that will appeal to a wider range of audience. Their website also facilitates for C.Vs to be sent directly to Tesco. The new ways of capturing information is a great advantage to Tesco. They receive application forms and C.Vs within minutes, which saves them time and money. However initial costs of setting up the websites are very high, but the Human Resources Department doesnt have to worry about this because Tesco will have a website whether the Human Resource department want to use it or not.

Organisations culture Essay Example for Free

Organisations culture Essay 1.Executive summary In this paper I look at how organisations develop culture and how this culture can be created, manipulated and changed my management. I also look at what other factors can change and affect a companies culture. The paper will take the following format. A definition of culture and the problems associated with its definition. I then look at how organisationl culture develops, with an explanation of the levels of cultural analysis, a look at the various different types of culture, and the role of the leader/manager in creating the organisations culture. How culture can be changed and the skills and actions needed by management to successfully implement a cultural change. I then finish with a conclusion. 2.Defining organisational culture What is organisational culture? This it has been found, is not an easy question to answer. The concept of culture has its roots in anthropology, the study of human affairs. In this context, culture has been used to designate two different things. A tribe or a social group is studied as a culture that produces and may have cultural artefacts. The second use of the term refers to aspects within a given culture, such as customs, rituals, knowledge and so on. (Sackman, S, 1991). In the context of organisational culture it is largely the second approach that is studied. Although people may not be aware consciously of culture, it still has a persuasive influence over their behaviour and actions. (Mullins, L, 2002). This statement explains that although we may not have the knowledge that we belong to a certain cultural group it will still have an impact on our behaviour and in an organisational sense, our working lives. The culture concept began to affect organisational thinking in the late 1970s and early 1980s. Although is it evident in ideas from a number of earlier writers, for example Bernard (1938) and Jacques (1952). If we look at a number of different of organisations it is clear to see that things are done differently. This idea applies to all organisations, even in similar companies that are operating in the same industry. Tesco provides  much the same service as Sainsburys, but on close inspection we would be able to see the differences in which the two companies operate. It is more difficult however to describe how things are done differently, or why the company feels different. A major problem with the concept of culture is the degree to which individuals, organisations or entire communities display characteristics which are consistent within it. (Martin, J, 2001). Do all British people display characteristics that are consistent with British culture? It is clear that although there are many similarities in the behaviour of people within a defined culture, that individual differences provide some variety. The same must also be assumed in the context of organisational culture. Another problem with finding a definition for organisational culture is the sheer number of definitions that already exist. Kroeber and Kluckhorn list more than 250 definitions of culture, that include components such as ideas, concepts, ideologies values, attitudes, goals, norms, learned behaviours, symbols, rites, rituals, customs, myths, habits or artefacts such as tools and other material representations. (Sackman, S, 1991). This inevitably leads to confusion amongst researchers as to a universal definition of organisational culture. The term the way we do things around here (Deal and Kennedy, 1988) is often accepted as an operational definition of organisational culture. However this offers little in terms of the content of culture. Kilman et al. (1985) suggests culture is the reflects the ideologies, shared philosophies, values beliefs, assumptions, attitudes, expectations, and norms of an organisation 3.Levels of culture Now we have looked at a definition of organisational culture we should look deeper into what develops and makes up an organisations culture. According to Schein (1985), organisational culture is made up of three levels. Visible organisational structures and processes (Hard to decipher) Strategies, goals, philosophies (Espoused justification) Unconscious, taken for granted beliefs, habits of perception, thought thought and feeling (Ultimate source of values and action) The Levels of Organizational Culture, Schein, E (1985) Artefacts These form the surface level of culture. They include all the things that a person sees, hears and has contact with. In an organisation it would be the architecture of the environment such as the management hierarchy, its technology, its creations and products and its style in terms of manners of address both up and down the hierarchy, dress codes and formal procedures. Schein identifies the most important point of this level being that artefacts are easy to identify but hard to decipher. Two organisations may well have the same system in operation but they can mean different things in terms of the culture of the organisation. Schein puts his point into an example by saying both the Egyptians and Mayas built large pyramids, but they were tombs in one culture and temples in the other. This point is contradicted by Gagliardi (1990) who says ones own response to physical artefacts such as buildings and other office layouts can lead to the identification of major images and root metaphors that reflect the deepest levels of culture. This is supported by my own experience. I have worked in a supermarket, an  organisation with a tall management hierarchy. Many of the artefacts of the organisation gave the impression of a very formal culture. A strict uniformed dress code was in place, with management wearing different colours from subordinates, and formal forms of address being used. The company was also largely bureaucratic with countless forms to be filled out a large numbers of standard procedures in place. One person however may look at a very informal organisation and class it as inefficient and unproductive, while another may class it as innovative and free from unnecessary bureaucracy, this depends on the individuals previous preconceptions about the artefacts that are present. Values Values are usually one persons beliefs about a given situation. If a manager believes that at a certain time of the year his/her company should run at a lower capacity due to demand etc. This is attributed to his personal values. Only once these values are acted on, successfully implemented and accepted by the organisation do they become transformed into underlying assumptions. From a marketing perspective, some of these values may remain conscious and may be explicitly stated in a companys mission statement as the dominant values of the organisation (Deal and Kennedy, 1982). Only values that are concrete that can be physically and socially validated, they are confirmed by the groups experiences, go through his transformation process. Underlying assumptions If a solution to a problem works frequently then it is often accepted as a rule for solving the given problem. The power of culture comes forth because these assumptions are shared within the group and are therefore mutually reinforced. These assumptions can often cause problems when someone new, with a different set of underlying assumptions from a previous culture, joins the organisation. As humans we like stability. Any decision which challenges or questions an underlying assumption, such as changing a costing method, or a method of production, will likely lead to anxiety and defensiveness within the organisation. A skill required by managers wishing to change aspects of an organisations culture is to recognise this connection, to get to the deeper levels of culture, and to deal with the anxiety that results when these assumptions are changed. The three stages are linked constantly together. Basic assumptions are treated as the essence- what culture really is; and values and behaviours are treated as observed manifestations of the culture essence. (Mullins, 2002). We are able to see now how culture is developed in term of values being acted upon and accepted by the organisation, these values being transformed into underlying assumptions and the artefacts of the organisation being formed by the interpretation of these underlying assumptions. 4.Types of organisational culture Handy (1993) identifies four types of organisational culture. Power culture Power cultures revolve around a focal person or small group, this person or group has absolute power throughout the entire organisation. It is often found in small entrepreneurial companies, and relies largely on trust and communication. It is normally non-bureaucratic with few formal procedures. The success of the organisation depends largely on the skill of the focal person or group. Role culture Role cultures are often largely bureaucratic, it is often described as a small number of senior managers resting on the strong pillars of the various functions of the organisation. Each person has a specified role within a function of the organisation which in turn has a specified role within  organisation as a whole. These roles are expected to be adhered to and it is rare for an individual or function to deviate into different areas of the business. Predictability and stability are two main themes within this type of culture. This type of culture often develops in large companies with large numbers of staff and a tall management hierarchy. Companies with this type of culture tend to have steady objectives and operate in largely predictive markets. Again this relates back my own experience as this type of culture is largely prevalent in supermarket chains. Task culture Task cultures recognise the objectives and goals of the organisation as being paramount. Handy describes this as a net or matrix culture. Power is often shared by a team of experts who are highly manoeuvrable to suit the needs of the organisation. It largely found in team or project based organisations such as consultancy firms or engineers. Person Culture Person cultures are largely individual orientated. Any structure is solely suited to aid the individuals within the organisation. There is no specific power structure with individuals having complete power over their own operations. Examples of this would be barristers chambers, architects, business consultants, individuals that have come together to share resources such as office space and admin support. Some people are more suited to different types of cultures than others. Where one person will be happy working in an organisation with a task culture, he/she may feel constricted and undervalued in a role culture environment. Another person may be the opposite and may feel secure within a largely role orientated company. An important skill for managers is being able firstly to identify the type of culture his/her organisation is operating in and then to hire the correct people for that culture, this helps in reducing any anxiety caused by  changes to underlying assumptions previously discussed. There are many other models of the types of organisational culture available to the researcher. Writings by Deal and Kennedy on the generic cultures, Ouchis type Z companies, and several more. The focus of this paper however is on the development and change of culture and this will be explored in the following sections. 5. Factors affecting the development of culture The role of the founder Organisations do not form accidentally or spontaneously. They are created because one or more individuals perceive that the coordinated and concerted action of a number of people can accomplish something that an individual cannot (Frost,p et al. 1991) At the beginning of an organisations life the founder often has complete control over the organisation. He/she will make most of not all of the important decisions over all areas of the organisations operations. Because they had the original idea, founders will typically have their own notion, based on their own cultural history and personality of how to get the idea fulfilled. (Schein, 1985). Since the founder started the group it is natural to assume that he/she also impose their thoughts, values and assumptions on the group. As new members enter the group the founders assumption will be changed and modified to suit the new organisation, but will always have the biggest impact on what becomes the organisational culture. This has large implications for the future of the organisation. If the company was founded by an informal, easy going type of person then this is the type of organisational culture that is likely to develop. Similarly if the organisation is founded by a formal, autocratic person, the company will likely develop this kind of organisational culture. This will continue to form the organisations culture and have a large influence on the actions of the company even if new leaders are brought in to the organisation. The assumptions of the founder will already be deep routed and form the basis of  the culture. Size Size affects an organisation because of the formality that is often required in larger companies. A large company with many levels of management and a large number of functions or even businesses cannot realistically operate on an informal level. This has implications for the culture of the organisation. Technology If the company uses highly technological systems and procedures in its operations ie pharmaceuticals, the cultural emphasis will be on the technical skills of its employees. A company in the service sector may have a cultural slant towards customer service. Goals and objectives What the organisation wants to achieve will also affect culture. An organisation that wishes to become a market leader may inherit cultural values that reflect that attitude, i.e. company image focused, or have a heavy marketing orientation. Environment There are many environmental factors that can affect an organisations culture, stakeholders, competitors, government etc. etc. How a company chooses to interact with each of these environmental forces will determine how the organisations culture develops. People The preferred style of work amongst both senior management and employees has a large effect on the organisations culture. If senior management attempt to implement a culture that is unacceptable to employees a reaction will  follow, industrial action, low motivation, poor productivity etc. Likewise if employees attempt to force management into following their own culture then a negative reaction will also result. i.e. relocation or the replacement of workers. (Section taken from Martin, J, Organizational Behaviour, 2001) Senior management need to realise the factors that affect an organisations culture and attempt to you analyse the likely impact major business decisions may have. Failure to do may have negative consequences for the culture and hence the success of the company. 6.Cultural change, the role of management There is some considerable debate as to whether changing something as deep-seated as corporate culture is possible Writers with this view usually focus on the deeper levels of culture, the underlying assumptions. Turner (1986) supports this view by suggesting that it would not be possible to manipulate it accurately because it becomes such an integral part of the organisations fabric. Because these are taken for granted assumptions about organisational life, members cannot envision any other way of operating. Those advocating corporate culture usually focus on the surface elements of culture, the artefacts. These are more easily changed than the deeper routed assumptions. Some writers have argued that unless the deeper assumptions are changed that the company will revert back to old ways of operating. Despite these arguments there is wide consensus that cultural change should only be attempted as a last resort and after other avenues have been sought. (Cummings, Worley, 1993) A primary task of management is to control the activity of employees to best serve defined organizational interests. They can achieve this control using formalized rules (bureaucratic mechanisms), economic rewards and sanctions or values and norms about how the work is to be done (clan or cultural  mechanisms) (Wilkins and Ouchi, 1983; cited by Sinclair, A, 1993). This statement reflects the common view that organisational culture needs to be aligned with organisational strategy if the company is to be successful. Many companies have now realised the importance of developing strategies harmonious with the organisations culture. Sometimes however culture needs to be changed, if circumstances require an organisation to follow a particular strategic route or a significant change affects the organisation i.e. market forces, government action, rapid growth etc. then the culture will have to be adjusted to suit the strategy and external environment. Managers require many skills in order to successfully change an organisations culture. It is a lengthy process that is full of danger. Staff need to be reassured and convinced that the new culture will work, otherwise defence mechanisms and the problems discussed earlier may begin show. The following guidelines to changing culture have been cited in (Cummings, T, Worley, C, Organization development and change, 1993) 1.Clear strategic vision- the firm needs to have a clear view of its operational strategy if culture is to be changed. Managers need to know where the company is now and where it is planning on going. 2.Top-management commitment- cultural change must be managed from the top of the organisation. Senior managers need to be committed to the new culture. They must have the staying to see the changes through. 3.Symbolic leadership- executives must communicate the new culture through their own actions. Their behaviour needs to symbolise the behaviours and actions that are being sought in the entire organisation. In an example given in the text, the CEO of Dana Corporation Rene McPherson threw the companies multi-volume policy manuals into a waste paper basket during a meeting and replaced them with a one page set of principles. 4.Supporting organisational change- the culture change must also be supported by changes in the organisational structure and operations, the artefacts as have already been discussed. They can get people aware of the behaviours required in the new culture for the organisation to be successful. 5.Selection and socialization of newcomers and termination of deviants. One of the most important methods in changing an organisations culture is hiring the right people. This is particularly prominent in management positions where the manager has influence over the behaviour of subordinates. 6.Ethical and legal sensibility- sometimes when culture change happens some employees feel they are being hard done by, maybe due to a change in roles, due a promise made during the transition that has been fulfilled. This may lead to legal battles and or resignations from the company. These steps demonstrate some of the ways that managers can influence and successfully change an organisations culture. There is of course no universal solution to changing or influencing culture, all companies are different and individual approaches are more than likely necessary for cultural change to be successful. An example of cultural change is given in (Martin, J, Organizational Behaviour, 2001). In this case study of a motor car dealership in the UK, the newly appointed managing director wanted to change the company culture. The existing culture was largely autocratic with instructions coming down the hierarchy and staff carrying out these instructions. She wanted to change the culture so that the company has a more had team based approach with decision making at team level and initiative being used at all levels of the organisation. To do this she had to use drastic tactics such as showing staff a video of disappointed customers and even accepting a loss in revenue while the changes were being made. Along with this approach she introduced many changed such as more staff training, revision of pay schemes, continuous improvement groups, multi-functional teams etc. After three years the culture change was deemed complete and she could turn her hand to the future of the company. This case study highlights the often drastic measures and level of commitment that is required by managers to introduce a culture change to an organisation. 7.Conclusion It is relatively clear that organisational culture exists and that it plays a huge part in an organisations actions and the behaviour of its employees. Very few writers now argue with this point. I have discussed how culture develops in an organisation and the different levels and types of culture that emerge. Referring back to the second part of the original question, we have seen how managers can influence and attempt to change an organisations culture and the various problems that are encountered in this process. Although there are debates as to whether an organisations culture can or cannot be changed it would seem that there is a mid-point between the two arguments. There are examples of successful culture changes and I have given one in the text. It is clear that if properly organised and implemented a cultural change can be achieved. However we cannot assume that the culture has been changed all together. If the underlying assumptions are as strong as Schein and other writers claim then these will always affect the company culture in some shape or form. If the new culture is not carefully controlled could reappear. To conclude I would say, although cultural can be changed to suit the environment and organisational strategy, that managers should be cautious take into account the underlying principles that govern the organisational culture. 8.References Martin, J, (2001), Organizational Behaviour, 2nd edn, Thomson Learning Mullins, L, (2002), Management and Organisational Behaviour, 2nd edn, Financial Times, Prentice Hall Schein, E, (1992), Organizational Culture and Leadership, 2nd edn, Jossey-Bass Inc. Cummings, T and Worley, C, (1993), Organization Development and Change, 5th edn , West Publishing Company Sackman, S, (1991), Cultural knowledge in Organizations Exploring the Collective Mind, Sage Publications Frost, P et al. (1991), Reframing Organizational Culture, Sage Publications Sinclair, A, (1993), Approaches to organisational culture and ethics, Journal of Business Ethics, Dordrecht: Jan 1993. Vol. 12, Iss. 1; pg. 63, 11 pgs Wilson, A (2001), Understanding organisational culture and the implications for corporatemarketing, European Journal of Marketing, Bradford, Vol. 35, Iss. 3/4; pg. 353

Study on Development of Education in the UAE

Study on Development of Education in the UAE UAE social development is heading in the right direction. Education and its development is one agenda that top the lists of UAE government, be it development of primary, secondary, and higher education. The attempt of this paper thus, is to trace the theme of development of education in UAE. The methodology undertaken focuses on the primary and secondary resources as defined. Structurally this paper is organized to brief the purpose of the research, followed by subject matter issue, the research questions and literature review, as a step to reach an analysis to the core subject matter in relating to the discussion and finally its conclusion. . Introduction Knowledge as one basis of human life is an important aspect. But how does one acquire knowledge? We can readily agree that education is one factor of it Education in the contemporary context is very vital. A lot of talks in recent time among global leaders and educationist also have gone at length to emphasize the need of education as one basis of human life and growth. Debate surrounding the development of education in many nations around the globe also is one heated theme. As we take a leap towards knowledge economy, the need and requirement of education cannot be sided apart. As human, we have the capability to learn. However, in that regard education also plays a bigger role in the society to impart the learning process. This is where we can begin our arguments encompassing the subject matter and the theme in general encompassing education and its developments. Summing it all up, education and the role that it plays in the society today is very crucial. However, factor surrounding the same is that proper facilities and infrastructure also have to be met with as far as fostering quality education is concerned. The state machinery also requires a through look into the matter of such great importance to facilitate a process that is meaningful and feasible to expand the realms of education and its reach among people. Purpose and objective of the research The purpose and objective of this research in particular is to take an analytical look into the theme encompassing education and it developmental phase in the society today. Together with it, reason behind the study also is to have a better understanding on the theme of education primarily as one factor to take an in-depth analysis that limits itself to the development of education in UAE. Thus, to simply the objective and purpose of this research, it would be prudent that the following is also highlighted: To have a better and deeper understanding on the topic of Development of Education in UAE in recent time. To emphasize on the study and research encompassing how education machinery works in UAE. To understand the educational system and infrastructure in UAE, when it matter to primary, secondary and higher education process and its development. To know about the different aims and objectives of Education policy and the machinery of educational development phase in UAE in the contemporary context. Most important objective was the experience and learning objective that can be garnered by doing a thorough research on the subject matter, which we are of the opinion provides a basis for a better and deeper understanding on how the development of education in UAE is taking shape in recent times, which would otherwise have not been possible without undertaking this project. Subject matter issue The subject matter issue of this work limits itself on Development of Education in UAE. In that reasoning, we feel that there is no lack of issue to be identified. For example, UNESCO also have highlighted in the recent report that dates back to 2000 on the prospects and necessary change required to strengthen the UAE economy and to build a future of bright minds and solid leadership in the country. Not surprisingly, the report states that the UAE have taken a great and formidable stride as far as development of education in the society are concerned. In that respect the development of education in UAE also have made substantial progress to facilitate a foundation for basic education in the society and is machinery towards the ambitious goals of providing education for all. (WorldEducationFurum, 2000) From this analysis in parts, we can identify as where to reflect the basis of our subject matter issue. There is no doubt that education processes in UAE is heading in the rights direction. However, how far such progression is, or when it matter to the reality surrounding the development of education in UAE is still subjected to debate, which this paper and the attempt made herein is to identify the pros and cons of the development of education in UAE today, and in particular how the educational machinery in the state works. Research Questions Following the subject matter issue as briefed above, the research question that arises in that regard are detailed as follows:- What are the educational machinery and its developmental processes in UAE? What role did the UAE government played in the development of education in UAE? What are the measures undertaken by UAE government in making the education practices in UAE at par with global standards? What are the goals and objectives of the new organizational framework for the development of education in UAE? In that regard, how has the ministry of education and youth affair in UAE contributed to the ambitious goals of education and its development in the society? What are the roles played by private and public educational undertaking in contributing to the development of education in UAE? Finally, do the UAE and the society at large have proper educational facilities and infrastructure to be at par with global education standards that strives for quality, assessments, feasible learning environment of the student community from the primary level of education until the higher education level? Methodology To gather information about this project on the theme of Development of Education in UAE much of it has been gathered through electronic sources relevant to the subject matter that relates to the UAE and in particular to educational forums that discusses the topic. Literature reviews and study in that regard also is one crucial methodology undertaken to reach an understanding as far as education, the value attached to it and most importantly the development stage in the contemporary society today. Simply, the methodology undertaken for the study of this research is differentiated between primary and secondary methodology. Primary Research Methodology: Electronic sources that assisted in gathering information relevant to the subject matter analysis can be accorded as one primary methodology, which has been vital for in enabling the research to focus on the core of the subject matter. In those aspects, resource acquired includes news articles and reports. Together wit it, the questionnaire developed for the purpose of the subject matter is also one aspect of the primary research and methodology. Apart from it, forum for educational discussion such as the UNESCO reports that limits itself to UAE and its educational phase is also one aspects of the primary methodology. Overall, it can be sum up that the primary resource and information gathering in that capacity is to justify the facts that are salient to the subject matter, which to a great extent news reports have been feasible for the analysis overall. Secondary Research Methodology: For other secondary information, literature review related to the theme of the subject matter has been beneficial enough to provide a clear understanding as far as the subject matter concerns. Literature review also provided a basis to lay emphasis to the crucial issue surrounding educations and its processes in general, which further assisted to limit the analysis in crucial arena that reflects to UAE and educational development in that regard. Literature Review To begin with in this note, we are of the opinion that education is one significant factor and there are several noble goals attached to it. Above all, Plato, one of the most renowned Greek thinkers also asserts that the direction in which education starts a man will determine his future life. (Plato, 1996) This quote in particular gives a precise and clear impression as to why education is of valuable importance. When we begin to ponder on these thoughts and to limit our analysis on educational and its developments, we see that many nations around the globe today also stresses that education and its foundation in the society today is significant as a measure undertaken to strengthen the foundation of the nation and its future. As the contemporary society takes a leap and bound as far as growth and development is concerned, education and its developmental phase also find a place of representation in that regard. Many renowned personalities and leaders also have emphasized the fact that education is one tool of empowerment and a powerful tool indeed. To begin with in that regard, scholars also are of the opinion that schooling is unavoidably a moral enterprise, and its impact in that regard also is both intrinsic and extrinsic. (Pandey, 2005, p. 1). Driving home from this point in contention, we fully agree that educational facilities and learning environment that are fostered through schooling have a powerful impact on the morality of human and their behavior. This salient factor of education is the basis of analysis when we reflect from a social and cultural context. Together with it, many educationist who advocates the values of education also relates to the fact that education as one basis of it all in the cultural and societal realms provides a formidable foundation to learning, especially when it matter to embodied the aspects of self-esteem, community services, multicultural educations, civic education, etc to name but a few. (Pandey, 2005, p. 2) Hence, from this part of the analysis, we can derive as to where education finds its place of representation in the society today. It is not surprising that policy makers also take a great measure to address the value of education. That is why we see reason enough that measure and initiation undertaken for the development of education readily register with the society and policy makers who are aware that the value of education in the society also marked the foundation of empowerment of individuals and as well as the future of the society. The Development of Education in UAE As far as UAE goes, one important point to relate to the theme of the subject matter can be related to the latest reports available with Arabianbusiness.com in which it is highlighted that the president of UAE, Sheikh Khalifa bin Zayed Al Nahyan, also stresses the need of the hour is to formulate policies for the effective development of educational processes, which tops the Agenda of the government. (Attwood, 2010) In that essence we can emphasize as to where the basis of education and its development in UAE is progressing. As we are aware, the foundation of education system in UAE is already there. Take for example the fact that investment taken by UAE government and policy makers as far as education is concerned is impressive, either when it matter to the structure that gives importance to primary education, secondary education and higher, plus technical education, where the foundation of infrastructural needs and system machinery are all being met out. (UAEInteract) Together with it, what we can further augment the fact of educational development in UAE also can be related to the social development aspects of education in UAE. What the news reports highlighted is that since the foundation of the state of UAE way back in 1971, the UAE government have emphasized to showered greater importance and interest in the development of education in the society, especially the development of education system in the country. (UAEInteract, Investment in UAE education sector on the rise, 2010) Hence, on the basis of this report, we can relate as to where the development course of education in UAE is heading. The foundation and roots of educational system in UAE have been there since the emergence of the state way back in 1971. However, recent measure undertaken by the government to initiate programs such as free and compulsory education for all is also a positive step of the development phase, which showed in the way of the literacy rate that have shot up from 53.5% in 1989 to 79% in 2000. (ArabianCampus.com) Furthermore, the education system in UAE in particular also is structuralized to meet the standards of global education. Add to it, the basis of the educational system in UAE also is to meet the requirement of the society for comprehensive education starting from the primary level till the secondary level, as well as university education. What is crucial to note is that educational sector in UAE have blossomed tremendously as a measure to reach individuals in the society and their needs for formal education. (ArabianCampus.com) Discussion When we lay emphasis to the analysis above, we can drive home the idea that the development phase of education and its process also have taken a new leaf of life in the contemporary context. In that respects, discussion that follows also reflects the opinion of public in UAE as per the survey carried out by GulfNews.com surrounding the theme Money vs. education, which is interpreted below. As per the reports available with Gulf News relates, many readers in the survey undertaken viewed their opinion that education provide a foundation to be financially sound as well as to be educated. (Khan, 2009) Some other readers who participated in the survey also are of the opinion that money and education are both important. Yet the greatest response that has been reached among participants in the survey is that education is very important and most respondents are in favor of education as a factor to means to earn money. The adage knowledge is power also represents the responses of respondent. (Khan, 2009) Conclusion This study has been crucial to understand the salient aspects surrounding education, especially the matter of the theme that relates to Development of Education in UAE. Thus, what we can conclude is that education is very vital in today contemporary context. The measure undertaken by UAE government to facilitate formal education in the society and necessary actions undertaken to invest in the development of education is impressive. As we have highlighted above, measure undertaken by UAE government in context of educations, be it providing free and formal education, setting up infrastructure for educational purposes, investing and attracting investment in the private educational sector overall reflects what we can conclude as the development stage that have reached its pinnacle. Yet there is every reason to belief that a lot of development in other fronts is also required to be undertaken. Hence, setting the standards of education that emphasize on meeting the objective to be at par with global educational system is also crucial, given that today education emphasize on a global arena and plays a pivotal role for employment and empowerment.