The Importance of Safety and Security in Private Business Research Paper

The Importance of Safety and Security in Private Business - Research Paper Example Security concerns associated to criminalities and terrorism must be dealt in coordination and collaboration with police authorities and with the local government where a company is operating (Krieger & Meierrieks, 2008). Open collaboration with the police enforcement will augment business internal security problem by being updated on domestic security threats and by installing security cameras within the establishment to monitor the movement of customers within the company (Krieger & Meierrieks, 2008). Hiring security personnel will also help manage, monitor and prevent the potential security risks that may come in. Part of the corporate contingency would be to equip its human resources of knowledge on how to respond in case of terrorism or in the case of criminal intrusion within the vicinity (Krieger & Meierrieks, 2008). They should also be educated on how to be resilient and to be able to provide first aid medication in cases when staff is wounded or become the subject of a sad cr itical condition. As most companies use information technology for business competitive leveraging and to interact with customers or potential business partners, it’s essential that the management must have deep knowledge of the asymmetrical threat posed by cyber-attacks and the inherent vulnerabilities of cyberspace (from security risk) (Petrescu & Popescu, 2011). The company must have high-security measures for its web-based database and its IT experts must at all times be kept updated of threats posed by unscrupulous hackers. Considering the seriousness of cyber threats, imperative security measures and solutions must be comprehensively optimized in the use of information technology and be embedded also in a broad and sophisticated cyber security culture (Petrescu et.al., 2011). Companies must have contingent measures too for coherent information security policies in cooperation or collaboration with skilled public and private cyber security agents as a corporate

CAGB Report Essay Example for Free

CAGB Report Essay Introduction   Good morning. Today we will be discussing the topic of membership into the Chicory Association of Great Britain (CAGB). It has come to the attention of Sunshine PR that everyone serving on the CAGB committee has a farming background. Thus, each of you should realize that anyone desiring to join the CAGB must be given simple, yet detailed information. With that being said, Sunshine PR perceives membership into the CAGB as an opportunity for farmers to expand into large retail chains in the local area. Right now, these retail chains are dependent upon imported exotic vegetables. Yet, Sunshine PR has realized that local independent farmers can provide fresh vegetables that are home-grown to these businesses. Therefore, the company would like to brief you on the benefits of independent farmers acquiring membership you’re your establishment. While there is a budget of only â„“50,000 for a national PR campaign, Sunshine PR feels the money can be stretched. One way of doing so is to get local celebrities, rock stars, supermodels, and other professionals that are highly esteemed in the public’s eye to donate their time and efforts for this cause. Thus, the purpose of this presentation is to detail a PR campaign for the CAGB to acquire members who can provide fresh, home-grown vegetables to local UK retailers.   Outline   First, we begin with a brief outline of what will be addressed throughout this presentation. Sunshine PR will look at the Situation, Step-by-Step approach, Objectives, Message Strategies, Target Strategies, Implementation, and Evaluation. These items will be defined as this presentation continues. Sunshine PR will also discuss the various Stakeholders available. Therefore, this presentation will answer the following questions: Project management Where are we now? Where do we want to be? What are we doing to get there? Who do we need to talk to? How will we know we’ve arrived? Practicalities. This means the physical constraints, the facts, and the feasibility of this project. Approvals.   Therefore, we can now begin. Project management   Sunshine PR has been given this opportunity to run a PR campaign for CAGB. Our company is very thankful for this opportunity. Sunshine PR has been in business for many years. As a result, we have helped a variety of clients from a diverse background. However, Sunshine PR would like to benefit CAGB by helping the association raise awareness in regards to the importance of chicory in this area. Sunshine PR understands that the budget is only â„“50,000. Yet, we believe this amount is durable to get the point across. Therefore, the Situation being looked at is one in which local farmers need the opportunity to sell home-grown vegetables to local markets. By doing so, money remains at home versus the current situation of local retailers importing vegetables and thus, spending money elsewhere. Where are we now?   By money being spent elsewhere, our economy is losing opportunities to expand. Therefore, the CAGB needs to raise awareness about the benefits of local independent farmers becoming a CAGB member. Yet, membership should come with the understanding that ‘chicory is a bushy perennial herb with blue or lavender flowers’. It can be used in salads, as a coffee substitute, as a sweetener. Chicory can also be put in yogurt. [Picture of chicory taken from Microsoft clipart]   Thus, the opportunities for making profits in providing chicory to local retailers are endless. Consequently, Sunshine PR has come up with membership packages suitable for experienced, upcoming, and future independent British farmers that the CAGB can offer its members. These packages come in six levels of membership, similar to those packages found at the Chartered Institute of Public Relations website. These memberships include the following: Member MCAGB. This package offers several possibilities into full membership with the CAGB. Associate ACAGB. This package is open to those farmers with at least 3 years of farming experience or a CAGB approved qualification. Affiliate. This package is open to those farmers with lesser than 3 years of farming experience or those who are working in a related industry. Student. This package is open to those studying a CAGB approved qualification. Affiliate Studying. This package is open to those studying a farming qualification that is not CAGB approved. Fellow FCAGB. This package is awarded to those farmers who have made an outstanding contribution to the United Kingdom.   This brings us to the Step-by-Step approach. It answers the next question. Where do we want to be? With this PR campaign, the CAGB wants to be in the driver’s seat. This means that all farmers joining the CAGB will come on-board with the idea in mind of returning profits back to the local community. In order for this step to be successful we need to: Inform Address Evaluate Implement In order for the CAGB to get anywhere, it must first (a) Inform the general public of what the association is all about. Thus, the CAGB will be making the general public aware that the association plans to help local farmers deliver fresh, home-grown vegetables (in particular, chicory) to local retailers. In this approach, some of the local celebrities can be seen in a commercial drinking a cup of coffee that is made from home-grown chicory.   Next, CAGB needs to (b) Address. In this step, the general public should be made aware of all the jobs being lost by local retailers importing vegetables. By putting even one farmer out of business, that means plenty of local residents (who work on these farms) being put out of work. Not only that, it extracts from the distribution channels in which the vegetables can be delivered. For example, local distributors do not have to go overseas to pick the vegetables up. Also, the chances of the money being made from the sell and/or purchase of local products actually being spent locally increases.   Third, the CAGB should (c) Evaluate. In this step, an Evaluation of all the costs to the CAGB, its members, and the retailers should be examined. Costs to the CAGB have already been predetermined as â„“50,000 to run the PR campaign. However, the CAGB should note that hidden costs may exist as well. Hidden costs are those costs associated with something going wrong or an unpredictable event occurring. This means it is possible for costs to exceed â„“50,000. As a result, Sunshine PR will leave between â„“5,000 to â„“10,000 to account for potential costs beyond our control in the Miscellaneous Section of the budget. Thus, Market Research will play a key role in the implementation of this PR campaign. In order to find out who is interested in buying fresh vegetables, we need to probably pay consumers to take surveys. Not only that, we can find out what types of vegetables local retail chains want to sell by interviewing them. Information about Market Research possibilities can be found at the Communication Research website.   Fourth, after the full details of the budget have been decided (and Market Research has been analyzed), our company must get with the CAGB to discuss how to (d) Implement. In this stage, we must decide who will be a part of this campaign, all the types of media to use, who the target audience will be, when the project will begin, and how much to charge the farmers who decide to join one of the various levels of memberships. Of course, all of these things can be decided upon the acceptance of this proposal from Sunshine PR by the CAGB committee. Consequently, we can go to the next question. What are we doing to get there?   In order to get to the point where our local farmers are servicing the local retailers with fresh vegetables, the CAGB must first make the local farmers aware of its organization. Some of the ways to accomplish this goal include: Establishing public relations as a critical component of [CAGB] organizational success; Empowering current and future public relations professionals who represent a broad spectrum of diversity†¦ Building a community of leaders to serve the profession [CAGB members] and the Society [United Kingdom]; and Enhancing universal understanding [in particular, the United Kingdom areas] of, and appreciation for, the power and value of public relations, while adhering to the highest standards of ethics and excellence. As a result, some Objectives are needed. These objectives help us to understand the next question. Who do we need to talk to? The CAGB needs to talk to farmers. In addition to farmers, the CAGB needs to talk with local retailers, the general public, the media, banks, and so forth. Therefore, one of the main objectives is to determine who all the Stakeholders (as those just mentioned) are. As a result, the Stakeholders need to be broken down into manageable components. [Picture of farmer extracted from Microsoft Clipart] Thus, Sunshine PR has listed the Stakeholders into five parts: Public. The public includes the media and local community. Overseas. In the overseas part, we need to find out who the local retailers are importing to and then determine how we can undercut the prices the local retailers are paying for imported vegetables. Financial. In this section, we need to decide how the farmers who join the CAGB will be helped from a financial standpoint. Maybe set up partnerships with local banks for those farmers who become CAGB members is a good start. Government. Here, we want to inform our government of what is going on. Perhaps the government wants to get involved because by business staying at home, more money becomes available for taxation purposes as well. Commercial. In this section, we want to decide who the suppliers of the products will be, the wholesalers that exist, and the retailers available for this opportunity. No medium should be left unturned. Internal. In this section, we need to get CAGB members on board, management needs to be kept current on what is going on, and if any unions exist for the farmers, then we need to make sure the independent contracts are signed between the farmer and the local retailer so all details of what is to occur are known. In this manner, no surprises that will incur extra costs can result from a retailer telling a farmer they did not deliver all that was expected or from a farmer telling a retailer that they cheated them out of some money. This brings us to the next question. How will we know we’ve arrived? Well, we will know this from our Message Strategies and Targeting Strategies. First, we need to have two Message Strategies: (a) One is to understand that by local farmers selling chicory to local retailers, the partnerships will lead to more jobs and a better economy in the UK and (b) The other is to know that the PR campaign will raise total awareness of the fact that the CAGB will help independent farmers acquire business with local retail chains providing that the farmers choose to become a CAGB member.   Moreover, the PR campaign will help the general public to understand what the CAGB is and who the CAGB can help. In this aspect, the Targeting Strategy includes (a) Consumers—in this case the Consumers are the general public, the Suppliers are the farmers, and the Distributors are the local retail chains. In addition, (b) the Targeting Strategy includes the Media. Who is the media? Well, the media includes local television stations, newspapers, radio stations, billboards, and other methods of advertisements. Therefore, the Consumers should know that the products sold at local food retail chains will be fresh and home grown. Furthermore, the Media should know that the CAGB is trying to help farmers stay in business, local retail chains sell fresh products, and consumers eat fresh and healthy goods that come from home-grown vegetables. In a matter of speaking, this means CAGB will be helping those at home help themselves.   Significantly, CAGB can align its Strategies with Target Public Relations’ Objectives as presented by PRCA.   Target’s PR programme for SMEs had a number of defined objectives:   To sustain media coverage and Powergen’s reputation for ‘energy expertise’ amongst SMEs throughout the year—including during the summer period, when warm, sunny days mean the issue of energy consumption at work is of much less interest to both journalism and SMEs.   To build a relationship between Powergen and SMEs, capitalizing on the fact that no other energy supplier is talking directly to them.   To broaden the perception of energy to include ‘personal energy’ and positivity in line with Powergen’s overall brand objectives, led by the irreverent ‘Bob’ advertisements starring comedian Simon Day.   This brings us to possible practicalities or constraints. As a result, we need to discuss them. Practicalities.   One of the main constraints is how to regain the business that has already been lost to companies exporting vegetables to the United Kingdom. Within this constraint is the fact that comments often influence decisions. Therefore, what we say throughout this PR campaign will be under a microscope. In simple terms, this means we will be quoted. This issue was discussed in an article presented at the Institute for Public Relations  (IPR) website. In the article, Paine discussed,   In the media and in most news groups, the vast majority of what is said about a particular organization is neutral. But the unfettered and unfiltered nature of the blogosphere [media] brings more opinions and frequently more negative opinions. Remember to step back as far as you can and remain objective. Think like your target audience. Just because someone leaked a piece of information or got a name wrong is not reason to respond or get involved in a discussion. Yet, as mentioned earlier in this presentation, â„“50,000 is not much. Therefore, limited funding is another practicality. Still, a third practicality is getting independent farmers to realize that CAGB membership is important to them achieving a sustainable competitive future. However, it is important to know that this PR campaign may not be enough. Overbury wrote, ‘For many PR agencies and departments, the place they will look for that expertise and new media familiarity will be those just joining the profession’. Thus, we come to understand that it is possible to acquire new CAGB members and therefore, help them sell chicory to local retail chains. Approvals.   We need to implement the objectives and strategies discussed in this presentation for two reasons: (1) Job vacancies and (2) To connect. First, we can open up more jobs by helping farmers sell locally. This, in turn, betters the community. Second, we can connect people-to-people by helping them to develop relationships with one another. In this manner, culture does not get lost as it sometimes does when international companies come in with their goods and services. Also, it should be noted that email can be one of the main methods (social media) of both corresponding and obtaining approval as determined by PR Studies.   Also, it should be mentioned that the UK economy will face global turmoil and high oil prices in the upcoming year. Therefore, our economy is in for a bumpy ride, as pointed out by Giles. Remarkably, we can use this to our advantage to get local retail chains to contract with local farmers who are members of the CAGB. Not only that, the fact that oil prices have increased means that it is getting difficult to keep up with the currency exchange. As a result, inflation is possible, as The Economist discussed.   Therefore, getting Approvals for implementation of the items mentioned in this CAGB Report are very achievable.   Consequently, let me suggest that the campaign begin by us purchasing a list of consumers’ email addresses and sending out a bulk, but relevant email  detailing what we are trying to accomplish. We can then ask the consumers to answer the survey and send the email back to us for a free cup of coffee or something along those lines.   Conclusion   So, now this presentation comes to concludes. Please keep in mind that the main issues to be addressed in the PR campaign concerns us making the general public aware that they can purchase fresh vegetables if the local farmers are given the opportunity to sell to the local retail chains. Thus, the main goal is to get the independent local farmers to become members of the CAGB so that they can have the opportunity to sell their chicory and other vegetables to local retail chains. Remarkably, this will help the UK reduce the heavy reliance on imported exotic vegetables. As a result, by local farmers selling to local retail chains, the local economy will be able to create a sustainable competitive economy. Thus, in order for us to achieve a better future, let us narrow the bridge the gap between our consumers, our local farmers (suppliers), and our local retail chains (distributors). Thank you. Microsoft PowerPoint ¹. Public Relations: Theory Practice: Week 3 PR Campaign Planning, slds. 1-19. 2007. retrieved 27 November 2007, PRTAPWK03_-Planning_Models Microsoft PowerPoint ². Public Relations: Theory Practice: Week 4 Stakeholding Media Relations Consultancy practice, slds. 1-18. 2007. retrieved 27 November 2007, PRTAPWK03_-Planning_Models   Wikipedia, Chicory, Wikimedia Foundation, Inc, 2007, retrieved 27 November 2007, http://en.wikipedia.org/wiki/Chicory Wikipedia, Chicory. Chartered Institute of Public Relations (CIPR), Membership grades, CIPR, 2007, retrieved 27 November 2007, http://www.cipr.co.uk/membership/index.htm   CIPR, Membership grades. CommunicationResearch.org. Market Research, 2007, retrieved 27, November 2007, http://www.communicationresearch.org/search/ Public Relations Society of America (PRSA), Mission, PRSA, 2007, retrieved 27 November 2007, http://www.prsa.org/aboutUs/strategicPlanning.html?WT.ac=ABOUT_StratPlanningTopNav Microsoft PowerPoint ². Slide 17. Target Public Relations, Campaign: ‘Britain’s Most Energetic Boss’ B2B campaign, PRCA, September 2004-February 2005, retrieved 27 November 2007, http://www.prca.org.uk/assets/pdf/boss.pdf Target Public Relations, Objectives, p. 2. K.S. Paine, How to measure Social Media Relations, Institute for Public Relations, April 2007, retrieved 27 November 2007, http://www.instituteforpr.org/files/uploads/How_to_Measure_Blogs.pdf Paine, p. 7.   K Overbury, Behind the Spin: What happens when the â€Å"new media† isn’t new enough?, PublicSphere, 27 June 2006, pp. 1-2, retrieved 27 November 2007, http://publicsphere.typepad.com/behindthespin/2006/06/what_happens_wh.thml PR Studies, Only connect, 21 November 2007, retrieved 27 November 2007, http://prstudies.typepad.com/weblog/ C Giles, UK—Economy Trade: Warning given of ‘bumpy ride’ for economy, The Financial Times, 28 November 2007, retrieved 28 November 2007, http://www.ft.com/cms/s/0/48855d02-9d3e-11dc-af03-0000779fd2ac.html The Economist, Finance Economics: Countdown to lift-off, The Economist Newspaper Limited 2007, 2007, retrieved 28 November 2007, http://www.economist.com/finance/displaystory.cfm?story_id=10191717   M Varley, Relevance is â€Å"king† of DM, Centaur Communications Ltd, 27 November 2007, retrieved 28 November 2007, http://www.mad.co.uk/Logon/

The Spark :: essays research papers

The Spark Unfair taxes, extraneous patrols, and Britain’s monopoly on trade. These all incited the rebellion against Britain, but one thing before all of these also egged on the rebellion- the French and Indian War. The French and Indian War helped fuel the Revolution because the taxes that it caused, the limitations that were forced upon them with the treaty, and the way the colonists were treated by the British after the war. The French and Indian War left Britain in a huge war debt because of supply costs and the length of it (seven years, which is why it is also known as the Seven Years War). The British needed to pay it off no they laid heavy taxes onto the colonists. The colonists might have been okay with them if Britain asked them and let them have a say, but they did not so the colonist motto soon became â€Å"No taxation without representation.† It is the cause and effects of these first taxes that will start many conflicts and battles. When Proclamation of 1763 (the treaty of the French and Indian War) was signed Britain closed off the trans-Appalachian region, enclosing the colonists within the thirteen colonies. The British did this so the colonists would not start expanding territory, which would mean more soldiers to pay to protect them. The colonists did not like this one bit. If they were able to go out west, it would mean more land, more opportunity, and more land means more money so even the poor would have a shot at making money. The colonists expected to be treated as full-fledged British citizens, but of course, the British just treated them as inferiors. To the British, America was the worst place you could go, full of convicts and criminals.

Regency Grand Hotel Bangkok

In the earner set-up. He employees were expected to follow the orders of their managers without questioning them. Initiatives to solve problems at personal level were discouraged and it led to lack of innovation and risk-averse behavior. Eventually, the hotel staff got accustomed to the style of management over the past fifteen years, and it made the work go smoothly with minimal number of conflicts. The practice reduced the bureaucratic governance that was embedded in the past management.The employees were now able to get involved In decision making, creature, and innovation. Interaction with top management was also encouraged. Backer's policy however did not improve the performance of the organization, he spent a great deal of time solving employee problems, there was an increase in the number of complaints by customers and an increase in mistakes made by the employees. The performance of the organization therefore deteriorated. However, the recent sale of the hotel to a new Americ an group Introduced an altogether new style of administration to the employees.The management style of the new GM was entirely opposite to what the staff was familiar to, and it caused problems bringing the hotel's performance and reputation down the drain. Symptoms & Causes of Deterioration of Performance: Symptoms & Causes of Deterioration of Performance, Cultural factors, Communication factors, Staff performance: 1 . Personality and organizational fit 2. Job design and role ambiguity 3. Espoused and enacted values Power hierarchy &: decision making process 4. Stress 5. Absenteeism, 6. High staff turnover and 7.Job satisfaction Major Issues In the case Major issues in the case Organizational change inadequately managed. The differences in the newly merged workforce with dissimilar profiles had not been addressed. Following this, Becker did not employ a communication strategy that supported the dissimilarity between management and employees and their different cultures. I en unc lear calicles making process Ana power annularly. Lack AT proper analysis of the chances of success of the strategy of empowerment. Lack of proper coordination within the management team, when trying to implement the empowerment strategy.The Hotel also faced the challenge of social emotional conflicts among employees. Contingencies of power such as source of power were not clearly outlined. These issues resulted in high levels of stress, absenteeism and remover. An overview of the problems occurred Junior and senior managers feel losing power because of the practice of empowerment. Most of the managers waste time on dealing with minor issues. The general manager John Becker is sick of giving minor decision instructions to his subordinates.Motivation Motivation Motivation is a fundamental aspect of improving the quality of performance of the work force. The Regency Hotel management aimed at developing motivation among employees. However the employees were not motivated. Increased fru stration, stress, Job dissatisfaction and high turnover were some of the factors that immemorial employees. Encouraging innovativeness and creativity among employees is an essential component of a successful organization. The free environment provided by the organization was not effectively utilized by the employees.The performance of the organization depreciated as a result. Motivated staff Improved performance of organization Empowerment Empowerment refers to increasing the spiritual, political, social or economic strength of the individuals. It often involves the empowerment developing confidence in their capacities. In some situations empowerment could motivate employees. The problem n the hotel is the measurement of a major or a minor issue. There is not a definition or standard states what a major issue is. Actually employee needs to know what he/ she can touch and what he/she cannot.Conflict comes when the management disagrees with the employees' view. For example, a guest go es to the front-counter people and asks for a room upgrade. The front-counter boy thinks he could do that without approval from his superiority the front-counter manager may think it is a big issue because it would affect the profit of the business. What the front-counter boy has done may annoy the front-counter manager. Issues ; Consequences After Empowerment Empowerment can be described as People having the skills and the self-belief to proactively deal with issues and make the most of the opportunities available to them. UT soon after the execution of empowerment Becker realism that things are not going according to his expectation because staff of regency grant don't know what is empowerment? Because they use to work as per their manager order in the previous management they are not allowed to innovate & generate anything new ,Ana were Electorates Day teen sensor managers Ana rater all tens teen note want o take risk and get punished by the management but general manger back in America was working in a empowered environment where staff has a power of decision making & can take minor decision on their own . Classically it's a cultural difference between management and staff, where people+ from Thailand believe in team work and management is from America who believes in individuality they believe that they can do anything unaccompanied which was the first issue. Outcomes Of The Failure Of Empowerment Due to failure of empowerment hotel regency grand was losing its profit, client's and tutus in Bangkok as well as it's intangible assets like market value and quality standards began to decline.Becker thought that empowerment will help his hotel to earn more profit and guest satisfaction but his strategies backfired on the hotel reputation, resulting in the decline of the overall Performance of the hotel. It was for the first time that there were an increase in number of guest complaints both verbally and in written. Guest started complaining about the services provided to them and above all disgrace in the news paper as one of the Sais's nightmare hotel. Criticism about service standards of the hotel, Staffs were also not happy takes it to the inequity among the employees.Back biting among employees was commonly seen now and good working atmosphere was harshly strained. Lack of team spirits among the employees now they were against each other when mistakes were made by any employee. Unclear power hierarchy Unclear power hierarchy Another major issue encountered at the Regency Grand Hotel which affected the organizational culture was the problem of unclear power hierarchies which lead to staff not understanding their role clearly in the decision making process. Employees were given empowerment but this proved to be problematic as staff were unable to discern between what constituted a major or minor problem.Staff found that in many cases when they did make a decision it was later overturned by supervisors. One part of the process of empowe rment is impact. â€Å"Empowered employees view themselves as active participants in the organization; that is, their decisions and actions have an influence on the company's success† (Ms Shame, 2008, p. 185). Becker introduced empowerment but this part of the process was distorted as the employees felt that their decisions were not valued and often overturned. Additionally, Becker stated he would not tolerate the same mistake twice.Staff now found it easier to revert back to their old ways of passing all problems over to their supervisors. This was directly counteractive to the plan of â€Å"allocating more decision-making authority to front line employees† (Machines, 2008, p. 192). This further reduced the effect of empowerment. Job Design and Role Ambiguity Job Design and Role Ambiguity Employees were uncertain of the types of issues that were to be considered â€Å"Minor† and â€Å"Major†. Without clarification, they continued to refer problems to man agement.Jobs that have ambiguous demands, Jobs that have too many demands, and Jobs that do not allow the employee to participate in work related echelons are Kelly to anneal attempts at stressful performance, tenured frustrating higher order needs† (Behr, Walsh ; Table, 1976, 42). This frustration results in reduced effort and motivation. They go further to state that â€Å"Effort toward quality is related to role ambiguity in that concern with the quality of one's work is not maintained if it is unclear what constitutes task success†(Behr et al, 1974, 46).Supervisors were unsure and reversed employee decisions to refer them on to higher evils of management. Role Conflict: The front-line staff were expected to experiment and be creative in dealing with situations at work, but were only allowed to make a mistake once. This resulted in reduced learning capacity as employees began behaving defensively in order to avoid reprimands for errors. Reduced Job Satisfaction: Incr ease in customer complaints, increase in absenteeism and employee turnover. Intra-organizational relationships suffered as trust was lost and fear reigned.Poor reviews due to declining levels of customer service. Role Ambiguity Role ambiguity Role ambiguity was another issue for the Hotel. Role ambiguity can be defined as a lack of information needed to perform the role (Pearce, 1981; Cooper et al. , 2001). This issue can lead to many problems. â€Å"Employees who experience role ambiguity tend to perform at lower levels than employees who have a clear understanding of Job requirements and what is expected of them. Likewise, role ambiguity is reflected in employees' uncertainty concerning appropriate actions in commonly occurring Job situations.It explicitly results when employees are not clear concerning the amount of authority they have and when they do not know others' Job reference expectations Job design According to the Job characteristics model, employees are more motivated and satisfied when Jobs have higher levels of characteristics. People have different skills, it is important to put the right person into the right position. A few employees of the hotel were transferred to other positions when the acquisition was done.They might not have the abilities to complete the full range of the new work. Recommendations Recommendations for introduction into the Regency Grand Hotel In addition to the exercise, relaxation techniques and learning and development solutions, it is commended that Employee Assistance Programs be introduced to the Hotel, this program offers employees a service whereby challenging situations can be discussed with counselors and psychologists who can provide tools that will embed coping mechanisms (Traveler and Protocol, 2005).Recommended stress reducing strategies Physical activities Relaxation techniques Learning and development solutions Employee assistance program O The remedy for the situations that have evolved within the hotel is to clearly define each person's role and make them aware of the importance their part plays in the overall operation of the hotel. Ensure employees are aware AT tenet irresponsibleness Ayatollah to Attlee want Is a major Ana melon problem and make it clear to members of staff who has the power to make decisions at each level, would also be of great assistance.For example if a problem arises at the front counter with a customer which would incur a minimal cost to the organization this could be handled by reception staff with little impact on the supervisor and within a much faster time frame causing less inconvenience to already disgruntled customers. This could be achieved by removal of the ‘same mistake twice rule' that Becker introduced. In this way employees would truly feel empowered to make decisions that would have an impact on the organization thereby feeling that they were an important part in the hierarchy that exists in the hotel.Address Managerial / Supervisory l evel employees' concerns at losing power. Reward them for encouragement and development of front-line team results. Conclusion The majority of problems experienced during the acquisition of the Regency Hotel may have been avoided or at least reduced dramatically through effective communication strategies, incorporating a comprehensive feedback loop to ensure understanding of changes and new requirements on an organizational level as well as individual level for all employees.Cultural, personal and organizational aspects should be taken into account; and changes to Job design and Job roles should be made clear to ensure successful adoption of the new system. At this stage, the Regency hotel is in a state of flux, with reduction in staff retention, profit and reputation. Effective change management strategies as outlined in this presentation should now be introduced to assist the employees to build a new Organizational Culture and incorporate the Empowerment strategy.

Sm Swot Analysis

EXECUTIVE SUMMARY TELENOR it is a multinational corporation of Norway. Norwegian telecommunication was Established in 1884. with the passage of time it introduces three more telecommunication corporations. In 1995 it changed its name to telenor. It has its telecommunication network in about 12 countries. Has a very leading and strong position in its markets, which are multidimensional and international. Its strengths are its methods of innovation, its good will social responsibilities, and its wide market. Weaknesses are weak services in Asian countries, lack of diversification. It availed the opportunity of easy load and credit sharing, introduces mobile tv for the first time, gives the service of location recognition. Threats are its local and international rivals. Its main threat in Asia countries lies in difference in culture. Swot Analysis The study of internal and external environment is an important part of the strategic planning process. Environment has two factors i. e. external and internal. environmental factors internal to the firm are Strengths [S] or weaknesses [W]. External factors are classified as Opportunities [O] Threats [T]. So the analysis of these four factors is abbreviated, called SWOT ANALYSIS. â€Å"What is good in the present is Satisfactory, good in the future is an Opportunity; bad in the present is a Fault and bad in the future is a Threat. This was called the SOFT analysis†. ? The SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. ? S WOT Analysis is a simple but powerful framework for analyzing one's company's Strengths and Weaknesses, and the Opportunities and Threats one face. SWOT Analysis is a tool for auditing an organization and its environment. It is the first stage of planning and let marketers to focus on key issues . ? INTERNAL ANALYSIS In this we study the capabilities of organization. This can be done by examining and analyzing organization's strengths and weaknesses. ? EXTERNAL ANALYSIS It is actually the study of external environment of organization. In it we identify those keys which bring opportunities for your organization and those points which create threats or obstacles to our performance. SWOT ANALYSIS FRAMEWORK: Environmental Analysis | | | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   | | | |Internal Analysis  Ã‚  Ã‚   | |  Ã‚  Ã‚  External Analysis | | | |/   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / | | | |Strengths  Ã‚  Ã‚  Weaknesses  Ã‚  Ã‚   | |  Ã‚  Ã‚  Opportunities  Ã‚  Ã‚  Threats | | | || | | | |SWOT Matrix | | | Here a question arises that â€Å"What are strengths, weaknesses, opportunities and threats? STRENGTHS: A firm's strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage. Examples of such strengths include: †¢ A new innovative product or service. †¢ Strong brand names. †¢ Good reputation among customers. †¢ Cost advantages from proprietary know-how. Exclusive access to high grade natural resources. †¢ Favorable access to distribution networks. †¢ Location of your business. †¢ Quality processes and procedures. †¢ Patents. †¢ Special market expertise. †¢ Any other aspect of business that adds value to product or services. Weaknesses: The absence of certain strengths may be viewed as a weakness. For example, each of the following may be considered w eaknesses: †¢ Poor quality products or services. †¢ A weak brand name. †¢ Poor reputation among customers. †¢ High cost structure. †¢ Lack of access to the best natural resources. †¢ Lack of access to key distribution channels. †¢ Location of your business. Undifferentiated products or services. †¢ Lack of patent protection. †¢ Lack of marketing expertise. In some cases, a weakness may be the flip side of strength. Take the case in which a firm has a large amount of manufacturing capacity. While this capacity may be considered a strength that competitors do not share, it also may be a considered a weakness if the large investment in manufacturing capacity prevents the firm from reacting quickly to changes in the strategic environment. Opportunities: The external environmental analysis may reveal certain new opportunities for profit and growth. Some examples of such opportunities include: †¢ A developing market. Moving into new market s for improved profits. †¢ A market vacated by ineffective competitor. †¢ An unfulfilled customer need. †¢ Arrival of new technologies. †¢ Loosening of regulations. †¢ Removal of international trade barriers. Threats: Changes in the external environmental also may present threats to the firm. Some examples of such threats include: †¢ Consumer tastes changes or shifts away from the firm's products. †¢ Substitute products. †¢ New regulations. †¢ increased trade barriers. †¢ A new competitor in your home market. †¢ Price wars with competitors. †¢ Competitor's superior access to channels of distribution. †¢ Innovative products or services by competitor. THE SWOT MATRIX: To develop strategies that take into account the SWOT profile, a matrix of these factors can be constructed. The SWOT matrix (also known as a TOWS Matrix) is shown below: SWOT / TOWS MATRIX: |   |Strengths |Weaknesses | | |S-O strategies |W-O strategies | |Opportunities | | | | |S-T strategies |W-T strategies | |Threats | | | †¢ S-O strategies pursue opportunities that are a good fit to the company's strengths. †¢ W-O strategies overcome weaknesses to pursue opportunities. S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats. †¢ W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats. REASON FOR CHOOSING TELENOR ? Telenor is a Multinational corporation having a great scope and a wide range to be discussed. ? Its growth rate in the telecommunication world is very impressive. ? We can study both of its markets i. e. National and Internati onal. ? Being a student of MBA we should select a company for discussion which completely satisfies the topics required by the project. So is there in it. History of Telenor THE INTRODUCTION OF THE TELEPHONE: The years of 1855 to 1920 was a pioneering period in the history of Norwegian telecommunications. During two generations, the Norwegian society experienced the introduction of three new means of communications: the telegraph in the years of 1850, the telephone around 1880 and wireless telegraphy – radiotelegraphy – at the turn of the century. NORWEGIAN TELECOM TO TELENOR: In 1994, Norwegian Telecom was established as a public corporation. One year later, it changed its name to Telenor. In December 2000, Telenor was partly privatized and listed on the stock exchange. INTERNATIONAL DEVELOPMENT: Telenor has undergone momentous change as a group – from being a strong, national operator with significant international holdings to becoming an international, world-class provider of mobile communications services. MANUAL TELEPHONY TO AUTOMATIC NMT: Manual mobile telephony services were introduced in Norway in 1966, as a forerunner to the automatic Nordic Automatic Mobile Telephone (NMT) system, which appeared in 1981. Its digital successor, Global System for Mobile (GSM), was introduced in 1993, and third generation mobile network, Universal Mobile Telecommunication System (UMTS), was launched for commercial use in 2004. Introduction to telenor Products: Telenor is Telecommunication Company of Norway. It provides its services in field of communication in form of following three products: 1. Mobile Operations(Connections) 2. Fixed Line 3. Broadcast Rivals: Telenor is a multinational company. It is well spread all over the world. Rivals of telenor in different countries are: Pakistan: Bangladesh:Malaysia: Thailand: MobilinkAktelMaxis AIS UfoneBanglalinkCelcomTrue move WaridCitycellThai Mobile PaktelTeletalk Instaphone zong Norway:Denmark:Sweden: NetComTDC MobilTeliaSonera ChessTeliaSoneraTele2 Tele2Tele2â€Å"3† VenteloHi3G Hungary:Montenegro:Serbia:Ulkrain:Russia: T-MobileT-MobileMTSUMCMTS VodafoneLifeMegafon Beeline Markets & Operators: Telenor has merged into three business areas. Telenor’s mobile operations are covering 12 countries and 3 regions. Its company name is different in different countries. The markets of Telenor in different countries in percentage with other rivals are as follows: Telenor is the leading provider of fixed-line telecommunications services in Norway, with a strong position in the growing broadband market throughout Norway, Sweden and Denmark. Telenor is the leading provider of television and broadcasting services to consumers and enterprises in the Nordic region, measured by subscribers and revenues. Vision: Vision of telenor is to be the leading telecommunication company of world. Goal: Telenor's primary goal is to create greater value for our shareholders, customers, employees and partners, and for society in general. Telenor strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace. Mission Statement: â€Å"Helping people to Communicate† Telenor Management Philosophy Telenor considers good corporate governance to be an essential tool for achieving their vision, value creation and strategic goals, complying with their values and for maintaining good corporate culture. Furthermore, good corporate governance is imperative for credibility and for access to capital. Telenor corporate governance includes openness and transparency towards the company's owners, the Corporate Assembly, the Board and Group Management, as well as other interested parties such as the Group's employees, customers, suppliers, creditors, public authorities and society in general. Responsible Corporate Culture to Secure Value Creation: Rules and procedures provide Telenor with a sound platform for good corporate governance and for the further development of a positive, responsible and healthy corporate culture. The Group Management is responsible for ensuring the existence of internal rules, procedures and structures that can efficiently secure value creation for all stakeholders and where authority and responsibilities are clearly set out and mutually understood. Rules and Regulations: Telenor is subject to Norwegian rules and regulations in countries in which the Group conducts business. Telenor's shares are listed on the Oslo Stock Exchange. As an issuer of shares, the company must comply with the Norwegian rules and regulations. Being a multinational company it also follows the law of country, it is in. Corporate Assembly Members: Pursuant to Norwegian law, Telenor has a Corporate Assembly and a Board of Directors. Organization Map of Telenor: [pic] Strategic Plan Telenor's main strategy is to focus on subscriber growth in mobile operations and to increase overall profitability by combining Group industrialization with local drive and responsiveness. Further, to develop leading position in the Nordic region with a broad range of communication services. This strategy implies the following focus areas: To strengthen position as an international mobile operator: Telenor intend to continue to strengthen mobile industrialization mobile operations by obtaining control over selected mobile companies. Control is essential to benefit from cross-borders synergies, such as scale in procurement, to develop new services and implement best practices, to improve operational efficiency and to increase overall profitability. They intend to manage their non-strategic investments as financial investments and try to exit from international mobile operations where they cannot obtain control over time. To strengthen position in the Nordic region: Telenor intend to continue to streamline their mobile and fixed line operations in the Nordic region by exploiting the benefits resulting from economies of scale and cross-border synergies. To be the leading provider of communications services in Norway: Being the leader in a broad range of services in both the residential and business markets in Norway, Telenor seek to improve profit performance in the mobile and fixed areas by introducing new services and through a wide range of cost-cutting initiatives. To continue to be the leading distributor of TV services to consumers in the Nordic region: Telenor will continue to develop new opportunities to strengthen their strategic position as a leading distributor of subscription-based television in the Nordic region. They focus on attracting new subscribers and increasing revenue per user by providing attractive content and new interactive services . SWOT ANALYSIS OF TELENOR STRENGTHS OF TELENOR: Telenor is a multinational company. It has its branches in 12 different countries and mostly holds the market of many countries. Telenor’s strength lies in its management tacts and the fact that it is spreading it market all over the world. Some of the strengths of telenor are: METHOD OF INNOVATION: Most of the innovation in telecommunications today doesn’t happen in laboratories. It happens and evolves in a highly dynamic interplay between user demands and technological advances. Telenor does innovations in the manner explained above and succeed most of time in as it is the best way one can move forward according to its environment. GOODWILL THROUGH SOCIAL RESPONSIBILITY: Telenor currently has a good understanding of how its activities, products and services can impact on the environment. Telenor are committed to preventing or minimizing those impacts. The following act of telenor create goodwill among the government and people in sense that they know their responsibility towards the environment and are try to make the environment free of pollution. MARKET: Telenor is providing services in 12 countries across the world in Europe and Asia. Telenor users in the world are more than 147 million people. Telenor is increasing the local competitiveness of mobile operations by taking advantage of global joint competence and scale. RECYCLING OF MOBILE PHONES: Mobile phone recycling is a key area. Telenor recycles tens of thousands of mobile phones through its recycling programmes in Hungary, Serbia and Norway. Telenor are currently working on a permanent recycling programme that will encompass all of markets. POWERING BASE STATIONS BY RENEWABLE ENERGY: Telenor is currently testing hydrogen, wind and solar energy as power sources for base stations. A promising result is that these renewable energy sources produce more energy than is required to power the base stations. This excess electricity can be used to benefit local communities in the future. To achieve this, Telenor will depend on strong partnerships with energy providers. Telenor’s renewable energy effort is an investment that will ensure network stability in a future where the supply of electricity may be unreliable and expensive. Weaknesses: SERVICES: In Pakistan service of Telenor is not up to the mark. Telenor does not provide coverage at all areas of Pakistan. Signals of Telenor in many areas are weak. Rates of Telenor are very high if packages are not activated. Packages like djuice makes sms very cheap but increases call rates. NO DIVERSIFICATION: Telenor no doubt is developing day by day and progressing but it is dealing in just one type of business that is telecommunication. Its rivalry is increasing fast still Telenor is not diversifying toward other business. OPPORTUNITIES: EASY LOAD: Telenor introduced easy load as well as sharing of credit. This was first time introduced in Pakistan that a person can load credit of only Rs. 10 or more than that without buying a card of Rs. 100. As before this, there was only the system of pre paid cards. So it became easy and convenient for all to load credit of how much they want. MOBILE TV: Introduces mobile tv first. No network other than telenor felt the need and importance of it. It was an innovation and attracted people a lot. â€Å"The development has revealed that this was the right way to go. Norway is one of the world's leading nations, when it comes to developing mobile services. This is not least due to the cooperation between mobile operators and service providers† sa ys, director of the External Service Market Department . PAYMENT OF BILLS: In Bangladesh, people without a bank account can now pay their electricity bills safely and conveniently through a new solution based on mobile communication. They don’t even need their own mobile phone. In Draymen, Norway, homecare nurses can do their office work on a mobile PDA, allowing half an hour of extra time for their patients every day. THREATS: CENTRAL ASIA: It was a tough task and a very challenging step for Telenor Corporation to start its network in Central ASIA because in these areas making the minds of people for buying a product is a tough task. Here people always refer the customized and local products In Asian countries the basic needs of the people are not fulfilled so they cannot afford a mobile. So it is a challenging task to motivate them to use mobile . CULTURE: The change between the cultures makes the greatest resistance. People do not trust the new especially western companies and also don’t accept their ways and strategies of businesses. COMPETITION WITH LOCAL MARKET: . Competition in a foreign country with local companies is a great threat as a single wrong step of not only the organization itself but the country can affect the whole business. ENVIRONMENT: The fluctuating and unstable situations i. e. political, economical, social situations of countries especially in central Asia really effect the growth, position, investment and profit level and service quality and availability. CONCLUSION Telenor is a telecommunication company having fewer weaknesses because of its well organized managerial structure and a better study of local markets. Despite of having so many threats Telenor came with very attractive packages and captured the attention of youngsters, shift of young generation was due to affordable rates, relaxation in Short Message Service, Easy Load Facility and GPRS Facility all at a same time. Telenor faced a lot of challenges during last years but survived due to strategic planning and better distribution of sales and services. REFERENCES 1. Internet a. Telenor. com b. Wikipedia c. Ask. com d. google. com 2. Books a. Management Griffin ———————– Telenor ASA Jon Fredrik Baksaas President & CEO Other Business Group Communications Hilde M. Tonne Executive Vice President Strategy Group HR Bjorn Magnus Kopperud Executive Vice President Nordic Morten Karlsen Sorby Executive Vice President Asia Arve Johansen Senior Executive Vice President Central/East Europe Jan Edvard Thygesen Executive Vice President Legal Global Coordination Ragnar Kors? th Executive Vice President Chief Financial Officer Trond O. Westlie Executive Vice President

Learn the Pros and Cons of Ethanol and Its Production

Learn the Pros and Cons of Ethanol and Its Production Ethanol is simply another name for alcoholthe liquid made from the fermentation of sugars by yeasts. Ethanol  is also called  ethyl alcohol  or  grain  alcohol  and is abbreviated as EtOH. In the context of alternative fuels, the term refers to an alcohol-based fuel that is blended with gasoline to produce a fuel with a higher octane rating and fewer harmful emissions than unblended gasoline.  The chemical formula for ethanol is CH3CH2OH. Essentially, ethanol is ethane with a hydrogen molecule replaced by a  hydroxyl radical,OHwhich is bonded to a  carbon atom. Ethanol Is Made from Grains or Other Plants No matter what it is used for, ethanol is produced by processing  grains such as corn, barley, and wheat. The grain is first milled, then fermented with yeast in order to transform the grains starches into alcohol. A distillation process then increases the ethanol concentrations, such as when a liquor distiller refines whiskey or gin through a distilling process. In the process, waste grain is produced, which is usually sold as livestock feed. Another by-product, the carbon dioxide produced,   can be used in other industrial applications.  Another form of ethanol, sometimes called bioethanol, can be made from many types of trees and grasses, although the fermentation and distilling process is more difficult. The United States produces close to 15 billion gallons of ethanol a year, mostly in states close to large-scale corn growing centers. The top producing states are, in order,   Iowa, Nebraska,   Illinois, Minnesota, Indiana, South Dakota, Kansas, Wisconsin, Ohio and North Dakota. Iowa is by far the largest producer of ethanol, producing more than 4 billion gallons a year.   Experiments are underway on the possibility of using sweet sourgum as a source of fuel ethanol, which can be grown with only about 22% of the irrigation water required for corn. This may make sourgum a viable choice for regions with water shortages.   Blending Ethanol with Gasoline Blends of at least 85 percent ethanol are considered alternative fuels under the Energy Policy Act of 1992. E85, a blend of 85 percent ethanol and 15 percent gasoline, is used in flexible fuel vehicles  (FlexFuel), which are now offered by most major auto manufacturers. Flexible fuel vehicles can run on gasoline, E85, or any combination of the two. Blends with more ethanol, such as E95, are also premium alternative fuels. Blends with lower concentrations of ethanol, such as E10 (10 percent ethanol and 90 percent gasoline), are sometimes used to increase octane and improve emissions quality but are not considered alternative fuels. A good percentage of all gasoline sold now is E10, containing 10 percent ethanol.   Environmental Effects A blended fuel like E85 produces less carbon dioxide, the single most important greenhouse gas responsible for climate change. In addition, fewer volatile organic compounds are emitted by E85.   Ethanol  is not without its environmental risks, however, because when burned in internal combustion engines, it produces significantly more formaldehyde and other compounds that can increase ground levels of ozone.   Economic Benefits and Drawbacks Ethanol production supports farmers by offering subsidies to grow corn for ethanol, thereby creating domestic jobs. And because ethanol is produced domestically, from locally grown crops,   it reduces U.S. dependence on foreign oil and increases the nation’s energy independence On the flip side, growing corn and other plants for ethanol production requires a lot of farmland, monopolizing fertile soil which instead could be used to grow food that might feed the worlds hungry. Corn production is especially needy in terms of  synthetic fertilizer and  herbicide,  and it frequently leads to  nutrient  and  sediment pollution. According to some experts, the production of corn-based ethanol as an alternative fuel  may end up requiring  more energy than the fuel can generate, especially when counting the high energy costs of synthetic fertilizer production.   The corn industry is a powerful lobby in the U.S., and critics argue that corn-growing subsidies are no longer aiding smaller family farms, but are now mostly of benefit to the corporate farming industry. They argue that these subsidies have outlived their usefulness and perhaps should be spent on efforts that more directly affect the public welfare.   But in a world of dwindling fossil fuel supplies, ethanol is an important renewable alternative which most experts agree has virtues that outweigh its drawbacks.

How to Use Apostrophes - Proofread My Papers Academic Blog

How to Use Apostrophes - Proofread My Papers Academic Blog How to Use Apostrophes There are two main ways to use apostrophes: to indicate possession or in contractions. You might think that this is a minor issue of punctuation, but correct use of apostrophes helps ensure your written work is clear. Indicating Possession Apostrophes are how we indicate in writing that something belongs to someone or something else. For example, if we were writing about a car owned by Nigel we would add an apostrophe and an â€Å"s† like this: After breaking down on the freeway, Nigel’s car needed extensive repairs. The same rule applies when describing a quality possessed by or element of something: The car’s top speed was 210 km/h. The exception to this rule is possessive pronouns (such as â€Å"its,† â€Å"his† and â€Å"her†), which do not require an apostrophe. So, for example, the pronoun â€Å"it† becomes â€Å"its† when indicating possession: Nigel loved his car: its top speed was 210 km/h. It’s worth noting that words which already end with an â€Å"s† can be modified with either just an apostrophe or an â€Å"-’s†: Angus’ grammar was always perfect. Angus’s grammar was always perfect. Both of the above are acceptable; just remember to aim for consistency throughout your work. Indicating Contractions A contraction is an abbreviated version of two words. We use an apostrophe in contractions to indicate missing letters: Do not → Don’t I have → I’ve You are → You’re Another common contraction is to add an â€Å"-’s† to a word when it’s followed by â€Å"is† or â€Å"has†: David is running late → David’s running late His car has broken down → His car’s broken down It’s important to remember here that â€Å"it is† and â€Å"it has† become â€Å"it’s†. An apostrophe should therefore only be added in â€Å"it’s† when used as a contraction rather than a possessive. Its also worth noting that contractions are generally not considered appropriate in formal writing. Plural Nouns Not every word ending in an â€Å"s† requires an apostrophe. When pluralizing a word, for instance, you don’t need to include an apostrophe before the â€Å"s.† As such the plural of â€Å"dinosaur† is â€Å"dinosaurs† (not â€Å"dinosaur’s†). Likewise, the plural of â€Å"banana† is â€Å"bananas† (not â€Å"banana’s†). Hopefully this has clarified a few things about how and when to use apostrophes. But since it can be easy to overlook a misplaced apostrophe, it’s always a good idea to have a professional double-check your work.