Swot Analysis Of A Manager Of A Fast Food Shop

Strengths –Years of experience working, managing and owning a fast food restaurant Good communication skills with customers Friendly attitude with customers and staff Being able to mentor staff as I have years of experience in this fieldWeaknesses –Health problems Fatigue I have to look after my family which includes young children personally sometimes causing me to work lessOpportunities –To franchise and own more fast food shops I’m close to staff which I think my competitors might lackThreats –My staff might not be motivated enough if I work less Less time working means that I will get less customer feedback and less time to communicate with them(B) Skills AuditMy key skills are communicating with customers and satisfying them. I also have leadership skills, which enable me to guide and motivate the staff to perform better and be nicer to customers. Years of experience also help me decide how to deal with different members of staff and how to mot ivate them.There are gaps in my skills such as my stress levels. I get stressed pretty  easily and fatigue catches up too in a few hours of work. I can sometimes tend to be short tempered which might affect my mood at times and cause others to misunderstand me. Also, expressing my emotions correctly can also be seen as a vital gap.(C) Evaluation of my Strengths and Weaknesses –Years of managing and owning a fast food restaurant certainly has its benefits. I know what customers like and what they might not like and the kind of service they like to be provided with. I tend to have good communication skills with both the customers and staff, which tend to be imperative too. Being friendly with the customers encourages them to come to my shop more often. I make sure me and my staff act friendly with them and provide them with the best possible service. I understand how to motivate my staff; each and everyone get motivated in different ways. I use my skills and experience to mot ivate staff and push them to work harder and provide better service. My staff may look up to me as a mentor and respect my years of hard work to be successful in this business.My weaknesses might make me work less. Working less at my shop will cease me from having opportunities to bond with customers and creating a good relationship with them. It will also affect how I would like to personally ensure that the food being served is of the best quality and the service provided is admirable. My low fatigue level might get me tired, inefficient and might cause me to be downcast at times. These might stand as problems and if I cant work more, it’ll be tough for me to expand my business. These weakness in the long run stand in my way to achieve my goals in the future.I would try to quickly try and address these problems so that they don’t affect my goals. I would try to work on my health. I would try and workout in the gym, jog and eat healthy so that my health becomes better over time and fatigue doesn’t come easily. Working out or jogging would also help me reduce my stress levels. This could also somehow make me more stressed out and tired in the short run but hopefully it should eventually make my health better overall in the long run.I could also appoint a dedicated and efficient manager for the time being to play my role in the shop till I recovered and returned to my full ability. Although the manager might not live up to fulfilling my specific tasks and might just be a letdown because I have to pay an extra employee, appointing one would certainly be worth a try for the short run.

Conflict Process and Management

Conflict Process Managing Conflict Case Studies Organizational Conflict Nidhi S Kohli 123720 R L Aparna 123716 Manisha K 123717 Priyanka G 123726 Swetha Joshi 123734 Sri Lakshmi 123732 CONTENTS 1. INTRODUCTION 1. CONFLICT PROCESS i. Stephen. P. Robbins’s Classification ii. Ashwattapa’s Compilation 2. MANAGING CONFLICT * Conflict Resolution Techniques * Conflict Stimulation Techniques * Types of Conflict and Resolution 3. CASE STUDIES i.Maruti Suzuki – Manesar Plant * Introduction * Findings * Suggestion & Conclusions ii. Indian Health Care Organization * Introduction * Findings * Suggestion & Conclusions 4. BIBLIOGRAPHY Introduction Conflict Defined It is a process which begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about. Two main Schools of Thought * Traditional View A Belief that all conflicts are harmful and should be avoided. * Human Relations ViewBelief tha t conflict is natural and an inevitable outcome in any group. It is not only a positive force but is also necessary for a group to perform well. CONFLICT PROCESS (As proposed by Stephen Robbins) Stage 1: Potential Opposition or Incompatibility: * The first step in the conflict process is the presence of certain conditions that create opportunities for conflict to arise. * They need not lead directly to conflict, but one of them is necessary for conflict to arise. * These are the SOURCES of conflict. They can be broadly classified as: i. Communication Semantic difficulties, misunderstandings, and â€Å"noise† * Semantic difficulties arise as a result of difference in training, selective perception & inadequate information about others. * Potential to conflict arises in case of information overload or when information is too less. * Differing word connotations, jargon, insufficient exchange of information & noise in the communication channel are antecedent conditions to conflic t. * The filtering process as information is passed through different levels of organization offer potential opportunities for conflict to arise. i. Structure * Size and specialization of jobs The larger the group & more specialized its activities, the greater the likelihood of conflict. The potential of conflict is greatest when group members are younger & turnover is high. * Jurisdictional clarity/ambiguity The greater the jurisdictional ambiguity in precisely defining responsibility for actions, the greater the potential of conflict, as it increases inter-groups fighting for control of resources & territory. * Member/goal incompatibilityGroups within organizations have diverse goals. This diversity of goals among groups is a major source of conflict. * Leadership styles (close or participative) Tight & continuous observation with general control of other’s behaviors increases conflict potential. Also, research points out that participation & conflict are highly correlated, because participation encourages the promotion of differences. * Reward systems (win-lose) Conflict is created when one member’s gain is at another’s expense, especially in a group.But, if a group is dependent on another group, opposing forces are stimulated if one’s gain is at another’s expense. * Dependence/interdependence of groups iii. Personal Variables * Differing individual value systems: The most overlooked variable is social conflict, i. e. differing value systems. They are differences such as prejudices, disagreements over one’s contribution in the group and rewards one deserves and the likes. * Personality types: Having employees with different or opposing personality type, may lead to conflicts.Eg: Individuals who are dogmatic and highly authoritarian and who demonstrate low esteem may lead to potential conflict. Stage 2: Cognition and Personalization: If the conditions cited in stage 1 negatively affect something that one party cares about, then the potential for opposition or incompatibility becomes actualized in the second stage. The antecedent conditions can only lead to conflict when one or more of parties are affected by, and aware of, the conflict. As we noted in our definition of conflict, perception is required.Therefore, one or more of the parties must be aware of the existence of the antecedent conditions. However, because a conflict is perceived does not mean that it is personalized. Example: A may be aware that B and A are in serious disagreement†¦ but it may not make A tense or anxious, and it may have no effect whatsoever on A’s affection towards B. It is at the felt level, when individuals become emotionally involved, that parties experience anxiety, tension, frustration or hostility. IMPORTANCE OF STAGE 2:It is where conflict issues tend to be defined. It is the stage where the parties decide what the conflict is about. As a result this â€Å"sense making† is critical because t he way a conflict is defined goes a long way towards establishing the sort of outcomes that might settle it. Example: if I define our salary disagreement as a zero –sum situation –that is, if you get the increase in pay you want, there will be just that amount less for me- I am going to be far less willing to compromise than if I frame the conflict win- win situation (i. e. the dollar in the salary pool might be increased so that both of us could get the adds pay we want) ROLE OF EMOTIONS IN STAGE 2: Emotions play a major role in shaping perceptions. As they are classified into two: i) Negative emotions- to produce over simplification of issues, reduction in trust, and negative interpretations of the other party’s behavior. ii) Positive emotions- to increase the tendency to see potential relationships among the elements of problem, to take a broader view of the situation and to develop more innovative solutions. Stage 3: Intentions:Intentions are decisions to ac t in a given way in a conflict. Intentions intervene between people’s perception and emotions and their behaviour. The dimensions of intentions are: * Cooperativeness (the degree to which one party attempts to satisfy the other party’s concerns) * Assertiveness (the degree to which one party attempts to satisfy his or her own concerns) Using these two dimensions five conflict handling intentions can be identified. When concern for the self is low, they could be unassertive and if concern for the self is high, they could be very assertive.If the concern for others is low then they tend to be uncooperative and vice versa. 1) Competing: When one person seeks to satisfy his or her own interests regardless of the impact on the other parties to the conflict, he/she is competing. A competing style is high on assertiveness and low on cooperativeness. Competing style may be necessary when a quick, decisive action is required or when unpopular courses on important issues need to be implemented such as cost cutting and discipline a staff member. In addition this style may be required when â€Å"you know you are right† is an issue. ) Collaborating: A situation in which the parties to a conflict each desire to satisfy fully the concerns of all the parties. In collaborating, the intention of the parties is to solve the problem by clarifying differences rather than by accommodating various points of view. A collaborating style is high on both cooperation and assertion. The parties to a conflict view it as a problem solving situation. A problem solving approach requires the following conditions: * The parties to a conflict channel their energies in solving the problem rather than defeating each other. The goals, opinions, attitudes and feelings of all parties are accepted * The parties should realize that the conflict issue can make an effective contribution to the quality of human relationships if the issue is solved through a supporting and trusting cli mate. A critical concept is here that no blame is assigned to anyone and the issue is kept in focus. It is time consuming and may be costly when many individuals are involved. It can be used in following situations: * When there is a high level of trust When you don't want to have full responsibility * When you want others to also have â€Å"ownership† of solutions * When the people involved are willing to change their thinking as more information is found and new options are suggested 3) Avoiding:  A person may recognize that a conflict exists and want to withdraw from it or suppress it. Avoiding includes trying to just ignore a conflict and avoiding others with whom you disagree. Avoiding might take the form of postponing an issue for a better time or simply withdrawing from a threatening issue.An avoiding style may reflect a failure to address important issues and a tendency to remain neutral when there is a need to take position. It can be advisable in situations like: * When more information is needed to take a good decision * When you desire that people should cool down so that they regain their perspective after which tension may be handled properly and productively * When someone else can resolve the conflict more effectively 4) Accommodating: when one party seeks to appease an opponent, that party may be willing to place the opponent’s interests above his or her own.One party is willing to be self-sacrificing in order to maintain the relationship. This style is low in assertiveness and high in cooperativeness. A person who uses this style may be showing too little concern for personal goals as a result it may lead to lack of influence and recognition. The conflict is resolved without each party to a conflict presenting his or her own views. This style may be useful in following situations: * When maintaining harmony is more important * A conflict issue is more important to other person * Where relationships involved are more highly val ued then a conflict issue ) Compromising: A situation in which each party to a conflict is willing to give up something. Compromise is a common and practical approach to conflict management, in which two equally strong and persuasive parties attempt to work out a solution. It is an important style to settle complex issues in the short run. It can also be used as a backup mode when both collaboration and competition fail to work effectively in resolving the conflicts. Conclusion: Intentions provide general guidelines for parties in a conflict situation. They define each party’s purpose. Yet people intention is not fixed.During the course of conflict, they might change because of an emotional reaction to the behavior of other party. Stage IV: Behaviour: * The behaviour stage includes the statements, actions and reactions of conflicting parties. * This conflict behaviour is clear attempts to implement each party’s intention. * It is a dynamic process of interaction with a continuum. * Outcome maybe functional-improving group performance OR dysfunctional-hampering group performance. * When most people think of conflict situation they tend to focus on stage IV because this where conflict becomes visible.The behaviour stage includes the statements, actions and reasons made by the conflicting parties. These conflict behaviours are usually overt attempts to implement each party’s intentions, but they have stimulus quality that is separate from intentions. As a result of miscalculations or unskilled enactments, overt behaviour sometimes deviates from original intentions. * It helps to think of stage IV as a dynamic process of interaction. For Example: you make a demand on me, I respond by arguing, you threaten me, I threaten you back, and so on. * All conflicts exist somewhere along this continuum.At the lower part of the continuum, we have conflicts characterized by subtitle, indirect and highly controlled forms of tension, such as a student quest ioning in class a point the instructor has just made. Conflict intensities escalate as they move upward along the continuum rage. * The outcomes may be functional or dysfunctional. Functional -improving group performance. Dysfunctional -hampering group performance. For the most part, conflicts that reach the upper ranges of the continuum are almost always dysfunctional. Functional conflicts are typically confined to the lower range of the continuum.STAGE V: Outcomes: The action-reaction interplay between the conflicting parties results in consequences or outcomes. These outcomes may be: * Functional in that the conflict results in an improvement in the group’s performance, or * Dysfunctional in that it hinders group performance. Functional conflict: A functional conflict is a confrontation between groups that enhances and benefits the organization’s performance. * For example, two departments in a hospital may be in conflict over the most efficient and adaptive method of delivering health care to low-income rural families.Two departments agree on the goal but not on the means to achieve it. * Whatever the outcome, the low-income rural families probably will end up with better medical care once the conflict is settled. Without this type of conflict in organizations, there would be little commitment to change, and most groups would become stagnant. Functional conflict can lead to increased awareness of problems that need to be addressed, result in broader and more productive searches for solutions, and generally facilitate positive change, adaptation, and innovation.Dysfunctional conflict: A dysfunctional conflict is any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals. Management must seek to eliminate dysfunctional conflict. Beneficial conflicts can often turn into harmful ones. In most cases, the point at which functional conflict becomes dysfunctional is impossible to ide ntify precisely. The same level of stress and conflict that creates a healthy and positive movement toward goals in one group may prove extremely disruptive and dysfunctional in another group.A group’s tolerance for stress and conflict can also depend on the type of organization it serves. Auto manufacturers, professional sports teams, and crisis organizations such as police and fire departments would have different points where functional conflict becomes dysfunctional than would organizations such as universities, research and development firms, and motion-picture production firms. Conflict can be considered as functional or dysfunctional depending on its effects on the organizational performance. Conflict also affects relationships within and between groups in several ways.We will look first at changes that typically occur within conflicting groups and then at the changes that occur in the relations between such groups. Changes within Groups: Within groups engaged in confl ict, the following changes are often observed: 1. First, external threats such as conflict bring about increased group cohesiveness. As a result, groups engaged in conflict become more attractive and important to their own members. 2. Increased cohesiveness suggests that conformity to group norms becomes more important. This may take the form of blind acceptance of dysfunctional solutions to the conflict.This is referred to as the emphasis on loyalty. 3. Ongoing conflict also stimulates an emphasis on task performance. All efforts within each conflicting groups are directed towards meeting the challenge posed by other groups, and concerns about individual satisfaction lose importance. 4. A sense of urgency surrounds task performance; defeating the enemy becomes uppermost, and there is much less goofing off. 5. In addition, when a group is in conflict, otherwise reluctant members will often submit to autocratic leadership to manage crisis, perceiving participative decision making as slow and weak. . A group in such circumstances is also likely to place much more emphasis on standardized procedures and centralized control. Changes between Groups: In addition to these four changes within groups, four changes often occur in relations between conflicting groups: 1. Hostility often surfaces in the form of hardened â€Å"we-they attitudes†. Each group sees itself as virtuous and other groups as enemies. 2. During conflicts, the perceptions of each group’s members become distorted. Group members develop stronger opinions of the importance of their unit. The marketing group in a business organization may think, â€Å"Without us selling the product, there would be no money to pay anyone else’s salary†. * The production group, meanwhile, will say, â€Å"if we don’t make the product, there is nothing to sell. † 3. The final change between groups is decreased communication. This can be extremely dysfunctional. The decision-making p rocess can be disrupted, and the customers or others whom the organization serves can be affected. PROCESS OF CONFLICT (As Proposed by Ashwathappa) The process of conflict comprises of five stages: 1. Latent Conflict 2.Perceived Conflict 3. Felt Conflict 4. Manifest Conflict 5. Conflict Outcome 1. Latent Conflict: When two or more parties need each other to achieve desired objectives, there is potential for conflict. Other antecedents of conflict such as interdependence, different goals, etc, do not automatically create conflict. But when they exist, they make it possible. Latent conflict often arises when a change occurs. Conflict is likely to be caused by a budget cutback, a change in organizational direction, a change in personal goals or the assignment of a new project to an already overloaded team.Antecedents of conflict: * Incompatible personalities or value systems. * Overlapping or unclear job boundaries. * Competition for limited resources. * Inadequate communication. * Int erdependent tasks. * Organizational complexity (conflict tends to increase as the number of hierarchical layers and specialized tasks increase). * Unreasonable or unclear policies, standards or rules. * Unreasonable deadline or extreme time pressure. * Collective decision making (the greater the number of people participating in a decision, the greater the potential for conflict). * Decision making by consensus. Unmet expectations (employees who have unrealistic expectations about job assignment, pay or promotions are more prone to conflict). * Unresolved or suppressed conflict. 2. Perceived Conflict: This is the stage at which members become aware of a problem. Incompatibility of needs is perceived and tension begins as the parties begin to worry about what will happen. But no party feels that it is being overly threatened. 3. Felt Conflict: At this stage, parties become emotionally involved and begin to focus on differences of opinion and opposing interests- sharpening perceived c onflict.Internal tensions and frustration begin to crystallize around specific, defines issues, and people begin to build an emotional commitment to their position. 4. Manifest Conflict: At this stage, parties engage in actions that help achieve own objectives and thwart those of others. Conflict behaviours vary from the subtle, indirect and highly controlled forms of interference, to direct, aggressive, violent and uncontrolled struggle. At the organisational level, strikes or lock-outs are the result. 5.Conflict Outcome: The conflict finally results in an outcome, which may be functional or dysfunctional. * Functional conflict refers to confrontation between two ideas, goals and parties that improve employees’ and the organisation’s performance. * Dysfunctional conflict is the negative side of functional conflict. * If the conflict is handled well, the result is functional conflict. * If the conflict is mishandled, the consequence is dysfunctional conflict. MANAGING CONFLICT 1. CONFLICT RESOLUTION TECHNIQUESProblem solving| Face-to-face meeting of conflicting parties to identify ;resolve conflict through open discussion| Super ordinate goals| Creating a shared goal that cannot be attained without the cooperation of each conflicting party| Expansion of resources| Expansion of resources can create a WIN-WIN situation| Avoidance| Withdrawal from, or suppression of the conflict| Smoothing| Playing down differences while emphasizing common interests between conflicting parties| Compromise| Each party to the conflict gives up something of value| Authoritative command| Management uses its formal authority to resolve the conflict, then communicates it to the conflicting parties| Altering human variables| Using behavioral change techniques, such as human relations training to alter attitudes ; behaviors that cause conflict| Altering structural variables| Changing formal organizational structure ; interaction of patterns of conflicting personalities thro ugh ob design, transfers, creating of coordinating positions etc| 2. CONFLICT STIMULATION TECHNIQUESCommunication| Using ambiguous or threatening messages to increase conflict levels| Bringing in outsiders| Adding employees to a group whose backgrounds, values attitudes or managerial styles differ from those of present members| Restructuring the organization| Realigning work groups, altering rules ; regulations, increasing interdependence, ; making similar structural changes to disrupt the status quo| Appointing a Devil’s Advocate| Designating a critic to purposely argue against majority positions held by the group. | TYPES OF CONFLICT ; RESOLUTION 1) INTRA – PERSONAL CONFLICT 2) INTER – PERSONAL CONFLICT 3) INTRA – GROUP CONFLICT 4) INTER – GROUP CONFLICT 1. INTRA – PERSONAL CONFLICT: Intra personal conflict refers to the discord that occurs within an individual.It is also called ‘Intra individual Conflict’ or ‘Intra psyc hic Conflict’ and is often studied by psychologists and personality theorists who are interested in the dynamics of personality and factors that pre-dispose people to inner conflicts. * Intra personal conflict can develop out of a person’s thoughts, ideas, emotions, values and pre-dispositions. This type of conflict is important because we encounter it on a daily basis and have to negotiate through it. * Though conflicts are usually viewed as negative, intra personal conflict has certain benefits. Healthy conflict provides an individual with the skills needed to develop better relationships, gain an understanding of oneself, increase resolution skills and avoid negative and damaging reactions.Intra personal conflict can be disruptive and stressful if we do not understand our own needs and desires. Therefore, it is important to understand our deep emotions and interests and stay in touch with ourselves. Causes of Intra personal Conflict: Intra personal conflict occurs w hen there is incompatibility or inconsistency among an individual’s cognitive elements. It implies that a new cognitive element is at variance with a prior explanation or expectation. Causes: * Difficulty in making a decision because of uncertainty. * Individual’s are pushed or pulled in opposite direction, i. e. , attractive or unattractive alternatives. * Simultaneous forces of about equal strength. A person is motivated to engage in two or more mutually exclusive situations. * When a person is required to perform a task that does not match his/her expertise, interests, goals and values. Intra personal conflict also arises from frustration, numerous roles which demand equal attention but is not always possible to devote, goals having both negative and positive aspects, cognitive dissonances, and neurotic tendencies. Conflict from Frustration: Frustration occurs when a motivated drive is blocked before a person reaches a desired goal. GOALS (Reduction of Drives ; fulf ills Deficiency) BARRIERS i. Overt ii. Covert DRIVE (Deficiency with Direction)NEED (Deficiency) ( DEFENCE MECHANISMS A. Aggression B. Withdrawal C. Fixation D. Compromise FRUSTRATION * An individual driven by an inner state of deficiency engages in some action to fulfill the deficiency. * But his/her attempts to reach the goal are checked by barriers which may be Overt (external) or Covert (internal). * The overt barriers may be social or non-social * The social barriers are those which are placed by others in the way of reaching one’s goal. * The non-social barriers include floods, power failures, etc. * The covert barriers are those which are inherent or within an individual. These last longer than the external barriers. The internal barriers include physical weakness, disabilities, personal limitations like lack of skill and intelligence, etc. * Blocked by these barriers, an individual becomes frustrated for being unable to reach his/her goal. * Frustration normally trigg ers defence mechanisms in the person. Defence mechanisms refer to unconscious processes that protect an individual from anxiety, stress, external threats, etc. * They do not alter the objective conditions of danger, but simply change the way a person perceives it. They involve an element of self-deception. * The frustrated individual adopts any of the four defence mechanisms: Aggression, Withdrawal, Fixation or Compromise. Aggression refers to the attack of the barriers, physically or symbolically. * Withdrawal refers to backing away from the barrier. * Fixation refers to the continuation of efforts to break the barrier. * Compromise refers to the search for a new goal. * Conflict occurs in all the defence mechanism situations. Goal Conflict: Goal conflict is more complex than conflict from frustration and occurs when the attainment of one goal excludes the possibility of attaining another. There are four major forms of goal conflict. They are: 1. Approach-Approach Conflict 2. Appro ach-Avoidance Conflict 3. Avoidance-Avoidance Conflict 4. Multiple Approach-Avoidance Conflict 1. Approach-Approach Conflict: This conflict arises when the individual is caught between two or more positive but mutually exclusive goals. * Approach-Approach conflict is hardly a conflict at all, because whichever choice the individual makes, he/she will attain a positively valued outcome. * Such a conflict is easily resolved by satisfying one goal first, then the other- Eg. Eating first and then sleeping. * Alternatively, this conflict is resolved by giving up on one of the goals. Obviously, Approach-Approach conflict does not generate much anxiety. Unfortunately, Approach-Approach conflict does not always end as stated. Often, when the choice is made, â€Å"decision regret† may occur. The option not chosen now becomes more attractive, simply because it was not chosen.Decision regret may lead decision makers to reconsider the positive aspects of the chosen option and give them m ore weight to justify and validate the decisions made. 2. Approach-Avoidance Conflict: * This conflict occurs when an individual is simultaneously attracted to and repelled by a single goal object. * If the motive to avoid the goal is stronger than the motive to approach it, the person will be caught where the strengths of the motives are roughly equal. * As the person moves towards or away from the goal, the relatively stronger motive takes over and brings the person back to the point where he/she vacillates. Generally, the Approach-Avoidance conflicts that are most pervasive and difficult to resolve take place in the following: i. Independence vs.Dependence: In times of stress, a person feels like resorting to the dependency characteristic of childhood, to have someone take care of a person and solve his/her problems. But he/she is taught to stand on his/her own feet which is a mark of maturity. ii. Co-operation vs. Competition: A person is taught to compete with others and make a success of one’s own efforts. At the same time, one is taught to co-operate and be helpful to others. iii. Impulsive Expression vs. Moral Standards: All societies place some degree of regulation upon impulse control. Sometimes. A person’s impulses may conflict most frequently with normal standards, and violation of these standards may generate strong feelings of guilt.The Approach-Avoidance conflict is most relevant to the study of Organizational behaviour. Generally, organisational goals have both positive and negative aspects for organizational participants, and hence, it may arouse a great deal of conflict within a person and can actually cause the person to vacillate anxiously at the point where approach equals avoidance. 3. Avoidance-Avoidance Conflict: * This conflict occurs when an individual is forced to choose between two mutually exclusive goals, each of which possesses unattarctive qualities. The net result is that a person is caught between two options. * Faced with an Avoidance-Avoidance conflict, most people will vacillate between the two options, without resolving the conflict. In the context of an organization, Avoidance-Avoidance conflict may be exemplified by a worker who is caught in the dilemma of bearing with the supervisor whom he detests most and quitting the organization and remaning jobless. Two kinds of behaviour are likely to be conspicuous in Avoidance-Avoidance conflicts. * The first is vacillation. As the growth of a goal increases, the closer a person gets to the goal. As the person approaches a negative goal, he/she finds it increasingly repelling. Consequently, the person tends to withdraw, but when a person does this, he/she comes closer to the negative goal and finds it in turn increasing the negative valence. * A second feature of this kind of conflict is an Attempt to Leave the conflict situation.Theoretically, a person might escape Avoidance-Avoidance conflict by running away from it altogether. But in pract ice, however, there are additional negative goals in the periphery of the situation and these prevent us from leaving. A person in Avoidance-Avoidance conflict may resort to other means to get relief from anxiety aroused by the conflict. 4. Multiple Approach-Avoidance Conflict: Often we are confronted with several possibilities for action, each having several desirable and undesirable features. A conflict of this type in which two alternatives- both involving positive and negative features- is referred to as a Double Approach-Avoidance Conflict or a Multiple Approach-Avoidance Conflict. Role Conflict: The final reason for intra-personal conflict is the need of an individual to play several roles simultaneously but finding time and resources inadequate to do so. * Role conflict is a type of social conflict caused from an individual being forced to take on separate and incompatible roles. * Role conflicts can occur individually, as in the case of one person being torn between separate roles for different organizations or groups, or within an organization, when an individual is asked to perform multiple roles in the same group. * Although all the roles which individuals bring into the organization are relevant to their behaviour in the study of Organizational behaviour, the organizational role is the most important. Cognitive Dissonance: * Cognitive Dissonance can lead to intra-personal conflict. Dissonance is the state of psychological discomfort or conflict created in people when they are faced with two or more goals or alternatives to a decision. * Although these alternatives occur together, they do not belong or fit together. * Cognitive Dissonance occurs when individuals recognize inconsistencies in their own thoughts and behaviours. * Such inconsistencies are stressful and uncomfortable, leading to intra-personal conflict. * Employees seek to remove inconsistencies by changing thoughts and behaviours, or by obtaining more information about the issue that is causing the dissonance. But cognitive dissonance, till it is removed, remains a source of conflict. Neurotic Tendencies: These are irrational personality mechanisms that an individual uses that create inner conflict. In turn, inner conflict often results in behaviours that lead to conflict with other people. * One example of neurotic action is the excessive use of tight organizational controls by neurotic managers, because they distrust people. Their excessive distrust and need to control, triggers conflict with others, especially subordinates who come to feel micromanaged and distrusted. * A common reaction to leaders with neurotic tendencies is either overt (open) or covert (hidden) aggression and hostility. Subordinates often try to settle the score and protect themselves from further abuse. These actions give the manager an even stronger sense of employee worthlessness. The manager’s hostility and attempts to control and punish become even more vigorous. STRATEGIES FOR R ESOLVING INTRA-PERSONAL CONFLICTS: Intra-personal conflict arises from frustration, competing roles, or goals having positive or negative aspects. 1. Conflict from Frustration: * To the extent that conflict from frustration results from blocked goal realization, removal of barriers (overt and covert) will help resolve this conflict. It is the manager’s responsibility to clear his employee’s path for advancement in his career. * Frustration is not always bad- it may contribute to improved performance.The frustrated individual may divert his attention from barriers, towards his job and try to show better results. * This is particularly true with an individual who has a self concept that includes confidence in being able to do a job well. But this is no consolation for a manager to ignore the frustration of an employee. If conflict from frustration is not resolved for long, the manager will be running the risk of losing the services of a competent and sincere employee. 2. Goal Conflict: Goal conflict has three main dimensions: approach-approach conflict, approach-avoidance conflict and avoidance-avoidance conflict. * Of the three, approach-approach conflict has the least impact on organisational behaviour.The manager’s involvement is not needed to resolve the conflict. It is best resolved by the employee himself/herself. The well known theory of Cognitive Dissonance helps the individual resolve the approach-approach conflict. The theory states that the person experiencing dissonance will be highly motivated to reduce or eliminate it and will actively avoid situations and information which would increase it. * Approach-avoidance conflict can be resolved by refusing to select either approach (positive aspect) or avoidance (negative aspect) choice. But an organizational member cannot avoid the conflict situation. He/she is forced to make a decision, and is therefore, exposed to conflict.This conflict too can be resolved in the same way as cognit ive dissonance: having decided either way (approach or avoidance), the individual may defend the decision. The manager has a responsibility to help the individual defend his/her choice. * Avoidance-avoidance conflict may be resolved by examining and solving the problems causing the conflict. An understanding of the reasons may help a person to overcome any prejudice he/she has developed against another person. Sound counseling from another person will be highly useful to the affected party. 3. Role Conflict: Role conflict can be resolved by minimizing the number of roles and fixing priorities for them. Once the priorities are determined, there must be no overlapping of roles. Much of the intra-personal conflicts in an organizational member can be resolved by developing compatibility between his/her personal and organizational goals. * A realization that he/she is working for the organisation and not for the managers will help him/her regain his/her balance and remain cool, irritants and hassles notwithstanding. The best solution for intra-personal conflict is to look to Hindu Philosophy and learn a valuable lesson from it. According to the philosophy, an individual is composed of three Gunas or psychogenic substances. They are: Sattwa, Rajas and Tamas. * Sattwa: It means Purity, Serenity, Poise, Calmness, Discrimination, Compassion, Clarity, Goodness, Altruism, Dispassion, Contentment, etc. , or together known as ILLUMINATION. Rajas: It means Love of Fame, Passion, Lust, Strife, Impatience, Jealousy, Pride, Display of Power, etc. , or together known as MOVEMENT. * Tamas: It means Anger, Pride, Ignorance, Stolidity, Offering Resistance, Inertia, forgetfulness, Confusion, Darkness, Brutality, etc. , or together known as OBSTRUCTION. It is essential that one should develop sattwic gunas in oneself, be it the manager or the managed. One can develop sattwic quality by reading holy scripts, regular prayers, moving with pious people, and leading a disciplined life. U nfortunately, modern organizations are filled with people who are imbedded with rajasic or tamasic qualities. Hence, the absence of harmonious industrial relations. 2. INTER- PERSONAL CONFLICT:Too often when a conflict occurs between supervisor-subordinate, employees-customers, coworkers, or even friends, there tends to be either a fight (personal attacks) or a flight (embarrassed silence or leaving) response. Neither is an effective way of handling interpersonal conflict. More appropriate for resolving conflict and preserving positive relationships would be to follow this process. 1. Allow time to cool off. 2. Analyze the situation. 3. State the problem to the other person. Some other strategies for resolving conflicts are: * LOSE – LOSE: In this lose-lose approach to conflict both the parties lose. This approach can take several forms. One very common approach is to compromise or take the middle ground in a dispute. A second form can be to pay off one of the parties in the conflict.These payments can take the form of bribes. A third approach can be to use an outside party or arbitrator to settle the dispute. A fourth approach can be to resolve the conflicts through the existing rules and law. It can sometime resolve the conflicts but the results are not always as desirable as win-lose and especially win-win approach. Lose-lose conflict is damaging and unhealthy to a relationship. Some people try to avoid conflict because they feel it's negative and will hurt someone's feelings. People like this will lose out because they don't give their honest opinion or feedback. They become too concerned with how other people feel at the expense of their own feelings. WIN – LOSE: A win-lose conflict means just that–win or lose. It's a type of conflict where just one person wins the argument while the other one feels bad. It's a game to those who view conflict as a battle to win at all times and at the expense of another person's loss. The win-lose app roach is often used in American business settings. The primary emphasis is on winning all you can, overstate your position, and make decisions quickly. In contrast to this, the Japanese approach to business focuses on team work, cooperation, saving face, avoiding confrontation, understating your position, informally letting others know the bottom line, and reaching areas of agreement.Though win lose strategy helps diffuse conflict, it may not be a permanent solution since the loser will tend to be bitter The following points make the strategy more clear: * There is a clear â€Å"we-they† distinction between the parties. * The parties see the issue from their own point of view. * The emphasis is on the solution rather than on the values, goals and objectives. * There is no planned sequence of activities. * WIN – WIN: It is the most desirable way of resolving conflicts. In this situation, the energies and struggles are directed to solve the problem rather than beating th e other party. The outcomes of this approach are so that both the parties are happy and results have benefits for both the parties.Although this is the difficult most strategy to solve the problems but this should be goal of the managers to resolve interpersonal conflict Interpersonal conflicts arise in every workplace. Supervisors may help reduce the number and severity of these conflicts by: * Emphasizing that employee must, despite their differences, treat each other with respect, dignity and fairness. * Eliminating a defensive climate in which employees judge and criticize each other, have hidden agendas and are close-minded to new ideas and changes. * Establishing a supportive climate where employees openly discuss and understand each other’s ideas and concerns, are willing to listen to each other, and focus on accomplishing their work and group goals. Providing training to employees on improving communication skills and settling differences effectively and on a timely b asis. WAYS OF RESOLVING INTERPERSONAL CONFLICTS: The Defusing Technique: The other person might be angry and may come to the situation armed with a number of arguments describing how you are to blame for his or her unhappiness. Your goal is to address the other’s anger –  and you do this by simply agreeing with the person. When you find some truth in the other point of view, it is difficult for the other person to maintain anger. Empathy: Try to put yourself into the shoes of the other person. See the world through their eyes.Empathy is an important listening technique which gives the other feedback that he or she is being heard. There are two forms of empathy. Thought Empathy  gives the message that you understand what the other is trying to say. You can do this in conversation by paraphrasing the words of the other person. * Exploration: Ask gentle, probing questions about what the other person is thinking and feeling. Encourage the other to talk fully about what is on his or her mind. For example, â€Å"Are there any other thoughts that you need to share with me? † * Using â€Å"I† Statements: Take responsibility for your own thoughts rather than attributing motives to the other person.This decreases the chance that the other person will become defensive. For example, â€Å"I feel pretty upset that this thing has come between us. † This statement is much more effective than saying, â€Å"You have made me feel very upset. † * Stroking: Find positive things to say about the other person, even if the other is angry with you. Show a respectful attitude. For example, â€Å"I genuinely respect you for having the courage to bring this problem to me. I admire your strength and your caring attitude. † 3. INTRA – GROUP CONFLICT: * Intra-group conflict refers to the incompatibility, Incongruence, or disagreement among the members of a group or its subgroups regarding goals, functions, or activities of the gro up. In Intra-group conflict the majority of the members of a group or its subgroups must be involved. Importance of groups: * First, groups are the building blocks of an organization. * Second, groups provide the primary mechanism for the attainment of organizational goals. * Third, groups provide psychological and other support to the individual members. The definition of a group should include the following: * A group must consist of two or more members. * A group must possess a stable structure; * The members should be interdependent. * The members should interact with each other. * The members should work toward the attainment of a common goal(s). Types of Groups: Groups can be broadly classified as formal or informal. 1.Formal Groups: These are further classified as follows: * Task/Functional Groups: Fiedler (1967) classified task groups into three types according to the nature of task interdependencies among group members in attaining their group objectives. * Interacting grou p * Coaching group * Counteracting group * Project Groups 2. Informal Groups: These are further classified as follows: * Interest Groups * Friendship Groups Effects of Intra-group Conflict: * Quality and quantity of team performance are considerably higher in competitive than cooperative conditions, * Heterogeneous members and consequent conflicts of interest and opinion produce better solutions to standardized sets of solutions. Affective conflict negatively influences group performance, group loyalty, work-group commitment, job satisfaction, and intent to stay in the present organization. Sources of Intra-group Conflict: * Leadership Style: * Situation A. * Situation B. * Situation C. * Universalistic approach and contingency approach, * i. e. , System IV for Likert and high concern for both production and people for Blake and Mouton) * Leadership can influence other variables, such as task structure, group composition, and size. * Task Structure * Routine (Simple, defined goals, procedures) * Non-routine (Complex) * Group Composition * Size * Cohesiveness and Group thinkingExternal Threats: 1. The external conflict needs to involve some threat. 2. The external conflict must affect the entire group and all its members equally and indiscriminately, and involve a solution. 3. The group needs to have been an ongoing one with some pre-existing cohesion or consensus, and to have a leadership that can authoritatively enforce cohesion (especially if all the members of the group do not feel the threat). 4. The group must be able to deal with the external conflict, and to provide emotional comfort and support to its members. Intervention: * Process * Team building * Structural * Change group membership * Changing the group size Altering the task * Changing the reward system * Modifying rules, procedures and appeal system. STRATEGIES FOR RESOLVING: 1. Invulnerability 2. Rationale 3. Morality 4. Stereotypes 5. Pressure 6. Self-Censorship 7. Unanimity 8. Mind guards 4. INTER – GROUP CONFLICT: Intergroup relations between two or more groups and their respective members are often necessary to complete the work required to operate a business. Many times, groups inter-relate to accomplish the organization's goals and objectives, and conflict can occur. Some conflict, called functional conflict, is considered positive, because it enhances performance and identifies weaknesses.Dysfunctional conflict, however, is confrontation or interaction between groups that harms the organization or hinders attainment of goals or objectives. Causes of Intergroup Conflict: * One of the most prominent reasons for intergroup conflict is simply the nature of the group. Other reasons may be work interdependence, goal variances, differences in perceptions, and the increased demand for specialists. * Also, individual members of a group often play a role in the initiation of group conflict. Any given group embodies various qualities, values, or unique traits that are created, followed, and even defended. * These clans can then distinguish â€Å"us† from â€Å"them. Members who violate important aspects of the group, and especially outsiders, who offend these ideals in some way, normally receive some type of corrective or defensive response. * Relationships between groups often reflect the opinions they hold of each other's characteristics. When groups share some interests and their directions seem parallel, each group may view the other positively; however, if the activities and goals of groups differ, they may view each other in a negative manner. * When trying to prevent or correct intergroup conflict, it is important to consider the history of relations between the groups in conflict. * History will repeat itself if left to its own devices. Limited resources and reward structures can foster intergroup conflict by making the differences in group goals more apparent.Resolving Inter-group conflict: The approaches available for resolving intra-personal and inter-personal conflicts can be used to solve inert-group disputes too. However, certain unique approaches are available for resolving inter-group conflict. They are: 1. Problem-solving: problem-solving is considered to be the most effective approach available as it emphasizes the attainment of the common interest of both conflicting parties. In the problem-solving strategy, attempts are made to find a solution that reconciles or integrates the need of both the parties. The two parties work together both to define the problem and to identify mutually satisfactory solutions.Moreover, there is open expression of feelings as well as exchange of task related information. 2. Organisation redesign: changing organisational structure is another approach for resolving conflict, particularly when the sources of conflict come from the coordination of work among different departments or divisions. One way of redesigning organisations is to reduce task inter dependence between groups and give each group clear responsibilities. Another way is to transfer or exchange members of conflicting groups. An appeal system may also be developed to eliminate the arbitrary use of power. 3. Super ordinate goals: appealing to super ordinate goals is another way of resolving conflict.The super ordinate goal is a common goal of both conflicting parties and the combined efforts of both parties will be needed to realize the goal. It takes precedence over other goals which may separate the conflicting parties. Survival of the organisation for example, can be a super ordinate goal. Creating awareness that the organisation’s survival will be jeopardized if conflicting groups do not work in unison and can have a salutary effect on disputing parties. 4. Expansion of resources: to the extent that scarce resources cause conflict, removing their scarcity will help resolve conflict. If Upgradation of one’s position has caused ripples elsewhere, some more jobs might be similarly upgraded.If increased budget allocation to one department has caused heart burn to the members of rival departments, the rival division’s allocation can also be correspondingly increased, and so on. 5. Avoidance: when the issue is trivial, avoidance strategy will be useful. In the avoidance strategy, the party or parties to the conflict may either withdraw from the conflict or conceal the incompatibility. In the first instance, one of the conflicting parties or both will withdraw from the conflicting situation. Where avoidance is not possible, concealing the fact by either or both conflicting parties that there is conflict may help defuse the conflict. 6. Smoothen: the process of playing down the differences between the individual and groups and highlighting their common interest is called smoothening.Finding and emphasizing similarities between conflicting parties, while playing down differences, can eventually lead the parties to realize that the two are not as f ar apart as was first believed. With shared viewpoints on some issue, the ability to work towards a smoothen can help reduce the intensity of the conflict and avoid an escalation of open hostility. However, smoothen is recommended as a stop gap measure to let people cool down and regain perspective. CASE STUDIES 1. Maruti Suzuki (Manesar) Company Profile: * MSIL – Maruti Suzuki India Ltd * It is a Japanese automobile company * Publicly listed automaker in India * First to mass produce and sell more than million cars The company's headquarters are located Kasturba Gandhi Marg in New Delhi. * Products: Maruti 800, Alto, Wagnor, Ritz, Swift, Dzire, Omni, Kizashi Evolution in India: * 2 phases pre-liberalization (1983-1996) * 2 phases post liberalization (1997-2001) * Employee number : 6,903 * Style of management : Japanese style * Captured and maintains 80% market share Reasons for choosing Maruti Manesar: * It is the most recent organizational conflict * Shows practical framewo rk of theory * Availability of proper and abundant information * It is a classic example of inter-group conflict Case Findings: * Management-Worker rift reasons: * WORKERS’ TAKE: Workers were paid lesser than counterparts in other locations * Workers were paid lesser than competitor’s workers in same position * Contract , permanent and seasonal workers were paid same wages * Working conditions – only 7 minutes tea break (both shifts) – Not allowed to attend nature’s call * The managers and supervisors resorted to use of derogatory and abusive behaviour constantly. * MANAGEMENTS APPROACH: * CEO Shinzo Nakanishi said he did not have any indication of such discontent. * workers did not attend the pre-shift meetings * Workers productivity was less, hence they were laid off Result: * Workers’ demands of wage hike not met immediately * First Step – AVOIDANCE * Second Step – De-recognition * Third Step – Fired workers * Plant a nd company’s productivity suffered almost 50% * Company’s goodwill marred Comparison between Theory and Practice: Summary & Conclusions: * It is a case of inter-group conflict It followed closed leadership style & is latent conflict * Discontent was brewing for over an year before the volcano erupted * The management should have been pro-active * Channels of communication must be strengthened * The workers should not have resorted to violence * Proper conflict resolution system should be put in effect and its presence communicated to all * Management should have empathized. * Management should alternate conflict resolution strategy as per situation 2. Indian Healthcare Organization (A Case Study on inter-personal and inter-group conflicts) Profile: * The Indian Healthcare Organization is situated in the Budgam district of Jammu and Kashmir. * The hospital is a non-profit one, formed in the year 1979. Reasons for choosing this case study: This case contains both, inter- personal & inter-group conflicts * Conflicts in a medical organisation will drastically affect the society * Through this case, we can get a clear understanding of the: * Conflict Process * Adult egos * WIN-WIN situation Situation: * One fine morning, the Indian Healthcare Organization was gearing up for its monthly meeting of the Chief Medical Officer (CMO), its other Medical and Para-medical officers. * Mr. Kumar, who is one of the paramedics in the hospital, had fixed a prior appointment in connection with discussing some problem with the CMO, Mr. Sharma, through the CMO’s personal assistant (PA). As he approached the PA’s room, a saw a Dr. Kapoor, one of the doctors in the hospital, talking to the PA. So he waited outside for sometime. * As the time of the meeting was approaching nearer, he went inside the PA’s room and reminded the PA of his appointment. At this Dr. Kapoor got very much irritated and annoyed for this interruption and shouted at him to leave the room, calling him an idiot. * Mr. Kumar was taken aback and felt crest fallen and started murmuring and came out of the room teary eyed. * Mr. Kumar reported the matter to his fellow paramedics who were standing outside in the corridor. All of them got infuriated and took it as an insult to the whole group. In this process, other doctors who had assembled there asked Dr. Kapoor about what has happened and learning of the whole situation, advised Mr. Kumar to forget the incident and seek a fresh appointment. * At this, a strong reaction came from the paramedics’ group and they started protesting and raising slogans. This protest eventually led to verbal as well as physical abuses between the two groups. * The CMO, Mr. Sharma came out of his Room after hearing the loud voices. Seeing the protests, he called Mr. Kumar and his group to his room to hear from them about the situation. * The group requested Dr. Sharma for immediate justice in the form of a written apology from Dr. Kapoor to Mr.Kumar, who for his no fault was badly insulted. At this, Dr. Sharma was shocked. * After this, Dr. Sharma also called Dr. Kapoor and his group members inside to hear their version and informs them about the APOLOGY demanded by the other group. They refused to do the same. * At this point Dr. Sharma was wondering how to conduct the monthly meeting. He started thinking as how to end this conflict between MEDICAL AND PARAMEDICAL GROUP. * MR. SHARMA decides to call MR. KUMAR and DR. KAPOOR together to sort out their problem. Result: * DR. KAPOOR and MR. KUMAR sit face to face in the presence of DR. SHARMA * They realize they are fighting over a petty issue They reconcile and communicate this to their respective groups who in turn mellow down. Comparison between Theory and Practice: Theory PUT into practice | Theory NOT put into Practice | * Dr. Sharma used Exploration technique. * DR. SHARMA also used problem solving and smoothing techniques of conflict resolution. * Bo th the parties compromised in the end and let go of â€Å"adult ego†. | * Since it is a case of conflicting personalities, STAGE IV (Behaviour) becomes STAGE I here. * Mr. Kumar did not approach the Redressal Forum. * Dr. Sharma approached both parties separately. * Both the groups did not follow protocol. | FINDINGS: It is an inter-personal conflict which blew up into an inter-group conflict * It is a WIN-WIN situation * It is also Felt conflict with parties becoming emotionally involved. * DR. SHARMA used the problem solving conflict resolution technique * The smoothing technique is also used SUGGESTIONS: * The PA should have acted in a more responsible manner * Dr. Kapoor should not have resorted to abusing Mr. Kumar * Mr. Kumar should not have involved his colleagues * Dr. Kapoor should also have refrained from group discussion * Dr. Sharma should not have met the parties separately MANAGING CONFLICT Actions to Avoid in Conflict Resolution: Do not avoid the conflict, hopi ng it will go away. * Do not meet separately with people in conflict. * Do not believe, for even a moment, the only people who are affected by the conflict are the participants. Actions to Undertake: * Ask each participant to describe specific actions they’d like to see the other party take * You, as the supervisor, must own some of the responsibilities * Understand if the situation needs further exploration * All participants discuss and commit * You expect the individuals to resolve the conflicts proactively as adults. * Assure both parties that you have every faith in their ability to resolve their differences BIBLIOGRAPHY Books: Websites:

Spatial Information and Occupational Roles

Drafting It Is the representation or a draft of an object or an area with specific measures. It Is armorial done with the lad of rulers, scales, compasses, etc, 7. Geographical information systems (GIS) geographical information, especially maps. Part C Use the internet and/or local newspapers to find and list five Jobs that require people with one or more of the abovementioned skills. List the complete Jobs (I. E. Where it is located, who it is for and what skill is required).Job number 1: Researcher in Forest Remote Sensing; Location: Vienna, Austria; Company: University of Natural Resources and Life Sciences (BOOKIE, Vienna); Skills: You possess a Master degree in Conscience, Geography, Natural Resource Management, Forestry, Agronomy or related field. You have significant practical experience in the use of optical remote sensing data. You are highly interested in scientific research questions and you are creative. You possess experience in digital image processing and have a good k nowledge in ERDA Imagine or similar software for digital image processing (e. . IDLE-Nevi). Job Number 2: GIS Officer; Location: Western Australia; Company: Dumpier Port Authority; Skills: tertiary or post graduate qualification in GIS or related field alongside a minimum of here years' experience with GIS applications and SERIES suite extensions, relational databases and various other data formatting applications. You will also have a sound knowledge of geodetic concepts and cartographic standards. Your demonstrated ability to problem solve and communicate with various stake holders and work autonomously with strict deadlines will be the key to success in this role.Job Number 3: Spatial Consultant; Location: Company: Western Australia; Spatial Solutions Pity Ltd; Skills: A high level of attention to detail, Team spirit – with a desire to contribute and elaborate, an ability to think laterally, excellent communication skills, a dedication to innovation, a GIS related qualific ation, an ability to manage expectations with a strong service orientation, excellent organizational and time management skills, the ability to work under pressure and coordinate workflow to meet deadlines.Job Number 4: Coastal Resource Management Officer (Philippines); Location: Philippines; Company: Australian Red Cross; The volunteer will need significant diving experience in order to view and map underwater systems. Through GIS they will collect crucial data about henchmen, potential impacts, existing stress and the area's physical geography which will identify vulnerable areas and support provincial decision making.The successful candidate will demonstrate: Experience in GIS and data management analysis certified and experience diver, tertiary, professional or technical qualifications in GIS or equivalent work experience, self-awareness, cultural sensitivity, flexibility and adaptability, resilience.Job Number 5: Land Surveyor; Location: Darwin; Company: Swift Worldwide Resourc es; Skills: looking for someone tit the following: Certificate, Associate or Bachelor degree qualification in Spatial Sciences, current manual drivers' license, able to work away from home for extended periods, motivated and able to work autonomously, fit, healthy and able to cope with challenging work and environmental conditions.

Answer the questions Assignment Example | Topics and Well Written Essays - 1000 words - 3

Answer the questions - Assignment Example This is because of the ease it presents to the organizations when carrying out the market survey. It is important to note that ethical considerations should be considered during the survey. The level of accuracy of the information from the survey is useful to the organizations as it is used for decision making process. The nature of information required is also an important factor that determines the approach to be used during the market research. This is considering that some of the information may be sensitive and it may require the organization to make immediate changes. The cost involved in carrying out the market research is also a factor that determines the approach that should be taken when carrying out a market research. Focus group is also an approach that is commonly used in the market research. The use of focus groups involves initiating a discussion among a group of people in order to obtain their views regarding a particular issue of concern in the market. The use of focus group may however be ineffective as it is only limited to a group of people. However, it can provide market information within a short period of time. A personal interview is also an approach that is used for the purposes of carrying out a market research. Personal interview may involve a one on one interview with the customers in the market. Open ended and unstructured questions are commonly used during the personal interviews. The disadvantage of the method is that it takes a lot of time and cost to collect information. The method is not effective when dealing with a l arge group of people. A high level of accuracy is however required regardless of the approach that is taken during the market research. The information should be analyzed in a professional manner in order to facilitate decision making process. Most of the people make their decisions based on their emotions. Most of the organizations have discovered the power of emotions during

The Effect of Technology on Business Essay Example | Topics and Well Written Essays - 500 words

The Effect of Technology on Business - Essay Example Distant people can communicate easier through e-mails, text messages as lots of people carry internet enabled phones around (Aswathappa, 2006, p.296). Through technological communication distant people get in touch in a competent manner. However, it is arguable that this form of communication has led to individuals losing their human touch. Global and national commerce has been made more feasible through technology (Aswathappa, 2006, p.751-61). People can transact all over the world at ease as opposed to when there was no technology. A good example is how emails can reach other individuals in seconds as opposed to when letters were sent and took long to be delivered. Technology has, consequently, made the world a small village; thus, convenient for business persons. The information age has also seen businesses embrace technological innovations such fax machines, telephone amongst others (Aswathappa, 2006, p.652). Businesses, therefore, become more flexible and efficient and most businesses that embrace the same survive and prosper. This form of technology also increases the pace in which business is conducted, complex business are also possible as novel means of manipulating, cataloging and processing information is possible (Aswathappa, 2006, p.553). Conclusively, it is evident that technology has a huge effect on the commerce world. The business world today is clearly not the one that existed when technology was lacking. The internet, computers and other technological innovations have made business world easier and more

Trade Show Promotional Ideas Essay Example | Topics and Well Written Essays - 500 words

Trade Show Promotional Ideas - Essay Example For our advertising campaign we have started off with some teasers saying "What's a safer way of safe crib bumper" leaving our audiences wandering what is that which is lacking in their already possessed bumper. The rest of the phrase creates a sense of consciousness and anxiousness as to what is the teaser referring too. Further more to promote our product we have taken the help of another medium that is banners which inform the audience about the website and phone number to buy the product, yet the product itself has not been disclosed and an element of surprise still remains and they do the work of a poster and teaser as well. Now for the date of launch we have prepared another set of posters that reveal the identity of the product and of course the product as a whole. A catchy slogan, "Is your child breathing enough oxygen" has been used to attract the audiences and the slogan carries in it a message of exclusivity and is promoting the masses to adopt what suits them the most.

Construction and Purpose of Chumash Tomol Coursework

Construction and Purpose of Chumash Tomol - Coursework Example The dimensions of the Chumash Indians’ canoe aimed at depth and speed with a minimum of materials. The resulting vessel was fully sea-worthy and it impressed even the early Spanish explorers. It could be used for fishing, transportation, and commerce around the islands. It was so efficient that some of the mission padres ordered construction to continue.The Chumash were a North American maritime culture, originally based on the mainland and Channel Islands on both sides of the Santa Barbara Channel in California. Even though the culture of Chumash living in the area today is not fully defined by maritime activities, the area is particularly rich in marine resources, and the Chumash used at least three kinds of boats to exploit them.At the time, cultural devastation was so rapid that canoe building was a dying art by the mid-nineteenth century. Fortunately, Fernando Librado, a Ventureno Chumash and one of the last members of the Brotherhood-of-the-Canoe, lived to the age of 111 , and even more fortunately, that ubiquitous ethnographer, J.P. Harrington2, discovered him. The two collaborated in constructing a replica of the plank canoe, which was exhibited for the first time during the Panama-California Exposition in San Diego on January 1, 1915.If Harrington had not taken detailed notes at the time, the elaborate art of canoe building would have been lost forever. As it was, it was moribund for fifty years until the vast collection of Harrington material became available. The editors sifted through box loads of Harrington's data in compiling the present volume, only those who have worked with these multilingual, cryptic and digressive notes can fully appreciate such a task.The book begins with a synoptic introduction. Precise instructions on plank canoe building follow, augmented by chapters on the tule balsa and the dugout canoe. There is an additional section on the uses of the canoe, one on myths and stories concerning the canoe, and another on the above mentioned Brotherhood-of-the-Canoe, the editors modestly attribute authorship of these chapters to Fernando or Harrington and Fernando. They conclude with an extensive bibliography and a set of photographs.The data on the construction of the canoe was tested by an actual construction of an actual canoe from driftwood under the sponsorship of the American Revolution Bicentennial Committee of Santa Barbara. The canoe builders were Chumash descendants, and the resulting craft, named the Helek, has been to see many times.

Casestudy of banks R us Case Study Example | Topics and Well Written Essays - 1000 words

Casestudy of banks R us - Case Study Example Strategic performance directly influences strategic goals; hence, it is even more critical to an organization’s success. On the other hand, operational performance management is defined as the alignment of all business units / functions of an organization to accomplish core business aims of an organization. Organizational performance is measured against standard rates of effectiveness, productivity, efficiency, regulatory compliance and other such indicators. Banks R Us had primarily focused on deposits, withdrawals, and loan facilities by creating brand loyalty. It thrived by providing a low fee as well as a highly personalized realm of banking services. Nonetheless, the low profit margins prevented large-scale growth for the bank. However, with escalated financial competition and emergence of Internet banking, the strategic performance of Banks R Us deteriorated. This is evidenced by a downfall in market share and operating profits. Thus, new strategic goals and plans are be ing established in order to enhance strategic performance once again. The new strategic goals are two-fold: to widen the current customer base by provision of a variety of financial products and to reduce transaction costs for all customer segments. Strategic goals can be accomplished through successful strategic performance. The success of strategic performance lies entirely upon improvement in operational performance. ... As more and more customers are provided customized services, the inflow of cash to the bank is expected to increase. In addition, the introduction of Internet banking as currently servicing 80% customers is unprofitable; hence, strategic performance is poor and needs improvement in this area too. Moreover, strategic performance needs to be focused on changing the previous image of Banks R Us as a transactions processor of cheques and deposits to a novel image of an excellent financial advisor. The basic contention is to make the bank as attractive as possible to existing customers as well as potential customers. The bank lacks ‘good advertising, good location, and word of mouth’ as quoted by general manager of operations, Pamela Andrews. Therefore, strategic performance should take the marketing aspect of banking into account. Banks R Us needs to transform the perspective of customers of not being a ‘logical source for products like managed funds, superannuation fu nds, insurance and financial advice’. Operational performance should involve advertising through various channels, employment of financial product specialists and provision of advisory services to build customer confidence and alter the previously held image. Industry data has revealed the existence of two market segments. The first are interested in the lowest priced personalized services of standard financial products such as savings, loans and withdrawals. Market statistics suggest that Banks R Us’ strategic performance is appreciable in this segment; however, slowly they need to encourage these customers towards Internet banking for reaping even greater profits. The other market segment comprises of customers interested in purchasing all kinds of

Financial Risk Management Assignment Example | Topics and Well Written Essays - 3500 words

Financial Risk Management - Assignment Example The banking and financial institutions of a country are responsible for the development and progress of different sectors in the economy. They mobilize household savings and lend it to the potential investors in a country. Investments made in the business corporations help them to expand and generate more employment opportunities in a country. Thus, financial institutions and banks play a pivotal rule in the progress of a nation (Saunders and Cornett, 2011). Figure 1: Classical Banking Model (Source: PPT) Figure 1 above depicts the simplest version of banking model in an economy. However the primary task of these institutions also constitute in offering loans to only the worthy borrowers. Rise in the threshold of bad debts result in acute loss of all the related economic entities. Thus, controlling credit, interest and operational risk is one of the most important tasks conducted by all financial institutions. However, the actual framework of banking system in an economy is more comp lex, this takes into account the market securities and banking risks involved in lending operations (ECB, 2011). Figure 2: Securitization Model of Banking (Source: PPT) Figure 3: Optimization Model (Source: PPT) Risks and Challenges to the Banking Institutions The modern banking and financial institutions have faced several challenges and risks in its process. One of the primary challenges is to introduce mobile banking as regular mode in all banking activities. They have executed several operations to stimulate growth in an economy, sustaining profit levels in an environment with low interest rates etc. They have taken active measures to enhance capital quality and improve capital surplus. Modern banks have tried their best to enrich customer relationship along with restoring public confidence regarding industry. In the recent years the managers of the financial institutions are giving high importance in risk managements. In 1970’s large sums of loans were offered by the fin ancial institutions to different business enterprises in the Eastern bloc, Latin American and less developed economies, but in 1980’s it was found that many borrowers were unable to pay back their loans in time. Government in many economies have introduced the tool of Sovereign Debt Ceiling. By this rule, the borrowers are forced to be defaulters even though they comprise strong credit rating. The global financial instability is increasing with time. Financial crisis in most of the developed and developing economies have increased the credit risks faced by the banking and financial institutions. Many developed economies are suffering from huge debts and failed projects are demanding implicit bail outs from the government. Figure 4: Emerging Market Risks (Source: IMF, 2011) The above cob wed model explains the increased market risks faced by banking and non banking financial institutions in the modern era. Banks and financial institutions deal with different currencies in diff erent economies thus they are often exposed to exchange rate fluctuation risks. They also suffer from high price volatility risks. Interest rate risks faced by the commercial banks are of different types. Repairing risks are also known as the maturity risks, these are the risks that arise due to the inverse relationships between bond prices and interest rates in the market. Basis risks are the ones that arise due t

The Consequences of World War I Essay Example | Topics and Well Written Essays - 1250 words

The Consequences of World War I - Essay Example Although that might not get you a very high grade on a history test, many modern scholars perceive WWII as a continuation of WWI, just after a short reprieve. The First World War is often remembered as one of the bloodiest of wars fought; bloodier than what was experienced during the American Civil War. In fact, it is fair to say that no one is Europe, Asia, and the United States, nor the rest of the world, believed that this war would be so destructive, caused so much death, or last so long (Keylor 1). The events of WWI and those that occurred directly after led to consequences that changed the societal structures, national economies, and, ultimately, led to the start of WWII 20 years later. History Prior to WWI the United States had not been involved in any wars since the turn of the century. Things in Europe were going quite differently. The assassination of Archduke Franz Ferdinand, nephew of the Austrian Emperor, along with his wife while vacationing had outraged the Austrians. Serbia was held responsible. However, while waiting to be certain that they had the support and backing of Germany, gave the Serbians time to guarantee the backing and support of Russia. War was declared, approximately a month later, in July of 1914. The Central Powers included Germany, Austrio-Hungary, and Turkey opposing the Allies, which included Russia, France, Serbia, Great Britain, Japan, Belgium, and later the United States (Keylor 1). Trench warfare began. However, it was not long before troops and financing began to dwindle. It was not until 1917 that the United States entered and declared war on Germany. This was a direct reaction to the German’s sinking the British Ship the Lusitania, which killed a number of American passengers, and a telegram sent by Germany offering Untied States lands to Mexico if they would join them in opposing the United States. The war would rage throughout until 1919. In total, More than 9 million sailors, soldiers, and pilots were killed, 5 million civilians were caught in the crossfire of war, and then another 7 million men returned home injured and/or permanently disabled. There were also huge costs involved in the length of the world, billions of dollars spent across the 28 different countries (Mintz 1). Discussion The consequences of WWI saw the United States begin to rise as dominate economic and political power in the world, mostly because many of the nations of Europe were so depleted. For Europeans the consequences were quite harsh. The political, economic, and social orders of European society, in some cases, came â€Å"crashing down.† It saw the fall of the Ottoman Empire, Germany, Austrio-Hungary, and Russian empires (Keylor 1). New nations were emerging as borders began to change, ethnic tensions were heightening, and an inability to recover from the losses suffered due to the war. As a response many leaders sought to establish a â€Å"new international system† that would help repair damage in Europe and lead to a more productive future for all of the nations. Delegates from these nations met in Paris, France in 1919 to discuss the â€Å"Treaty of Versailles.† However, the major powers, in the treaty discussions were left to Britain, France, Italy, and the United States. It was during this time that the â€Å"league of Nations† was established which would ideally aid in preventing other armed warfare in the future. Although, Germany felt slighted by the treaty, but did not lose territory and therefore signed the treaty. Also, many felt that the Germans were responsible for the majority of WWI, and therefore cost them dearly. Ultimately, the United State

Comparing poems. william blake the little black boy and john agard Essay

Comparing poems. william blake the little black boy and john agard half-caste - Essay Example ### ########################################################################### ###!###"#######$###ï ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½&######(###)###*###ï ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½Ã¯ ¿ ½##ï ¿ ½Ã¯ ¿ ½# ###[###########b###ï ¿ ½##b#####D#e#f#a#u#l#t########$#a$#1$#*$#A$##/#B*#OJ##QJ##CJ##mH #sH #PJ##nHï ¿ ½#^J##aJ##_Hï ¿ ½#tHï ¿ ½####################B#A@ï ¿ ½Ã¯ ¿ ½#B#####A#b#s#a#t#z#-#S#t#a#n#d#a#r#d#s#c#h#r#i#f#t#a#r#t#############B#ï ¿ ½#ï ¿ ½Ã¯ ¿ ½#B#####A#b#s#a#t#z#-#S#t#a#n#d#a#r#d#s#c#h#r#i#f#t#a#r#t#####H#ï ¿ ½#ï ¿ ½##H#####W#W#-#A#b#s#a#t#z#-#S#t#a#n#d#a#r#d#s#c#h#r#i#f#t#a#r#t#####J#ï ¿ ½#ï ¿ ½##J#####W#W#-#A#b#s#a#t#z#-#S#t#a#n#d#a#r#d#s#c#h#r#i#f#t#a#r#t#1#####L#ï ¿ ½#ï ¿ ½!#L#####W#W#-#A#b#s#a#t#z#-#S#t#a#n#d#a#r#d#s#c#h#r#i#f#t#a#r#t#1#1#####N#ï ¿ ½#ï ¿ ½1#N#####W#W#-#A#b#s#a#t#z#-#S#t#a#n#d#a#r#d#s#c#h#r#i#f#t#a#r#t#1#1#1#####6#U#ï ¿ ½A#6### #I#n#t#e#r#n#e#t#

Synthesis of Isopentyl Acetate Via Fischer Esterification Essay Example for Free

Synthesis of Isopentyl Acetate Via Fischer Esterification Essay Isopentyl acetate, banana oil, is a naturally occurring compound that has a very distinct and recognizable odor. It is most commonly found in bananas but also can be found in other organisms. The purpose of this lab was to synthesize the ester isopentyl acetate via an acid catalyzed esterification (Fischer Esterification) of acetic acid with isopentyl alcohol. Emil Fischer and Arthur Speier were the pioneers of this reaction referred to as Fischer Esterification. The reaction is characterized by the combining of an alcohol and an acid (with an acid catalyst) to yield and ester plus water. In order to accomplish the reaction, the reactants were refluxed for an hour to yield the product. The advantages of using this particular esterification process is that is fairly simple to set up and recreate, as long as the proper acidic conditions are present. Experimental Section: The first step in this experiment was to set up a ring stand which will hold the glassware while the reflux process is occurring. After the ring stand was set up, a heating mantle was placed underneath the round-bottom flask and two rubber hoses were attached to the condensing tube. Now that the instruments were set up, the reagents were ready to be weighed and then added. Approximately 5 ml of isopentyl alcohol was added to a 10 ml graduated cylinder. Next, a 25 ml round bottom flask was placed on a cork ring and then tared on the balance. The alcohol was then added to the flask and the mass was recorded in a notebook. 7 ml of acetic acid was then added to the 10 ml graduated cylinder and then transferred to the 25 ml round bottom flask which already contained the alcohol. Approximately 1 ml of concentrated H2SO4 was added to the 25 ml round bottom flask and the mixture was swirled. Finally, a boiling chip was added to the round bottom flask and the reflux procedure was ready to commence. Water was then circulated through the condenser and the reaction was refluxed for an hour. After an hour went by, the reaction was removed from the mantel, while the condenser still circulated with water, and the mixture was allowed to cool to room temperature. Once cooled, the mixture was then transferred to a separatory funnel using the funnel while avoiding adding the boiling chip. 10 ml of water was then added to the mixture. The mixture was gently shaken and the phases were allowed to separate. The funnel was then unstopped and the lower aqueous phase was drained into a beaker. 5 ml of 5% aqueous NaHCO3 was added and then shaken gently. A great deal of caution was taken into consideration because of the production of carbon dioxide gas which caused pressure to develop inside the funnel. The pressure needed to be released so the funnel was vented frequently. The phases were allowed to separate and the lower aqueous phases was drained into the beaker. After draining, 5 ml of saturated NaCl was added to the funnel and then shaken gently. Once again, the phases were allowed to separate and the lower aqueous phase was drained into a beaker. An ester product was produced and was transferred into a 25 ml Erlenmeyer flask. This organic product was then dried over anhydrous Na2SO4 to trap small amounts of water in its crystal lattices thus removing it from the product. Finally the ester was decanted, so that the drying agent was excluded from the final product. Results and Discussion: Fischer esterification is the primary way of synthesizing this ester. The reactants involved in this reaction are isopentyl alcohol and acetic acid. Fischer esterification is the nucleophilic addition of isopentyl alcohol to the carbonyl group of the protonated acetic acid. Nucleophilic addition is followed by elimination of a proton. An unstable tetrahedral intermediate forms. This intermediate undergoes dehydration and reforms the carbonyl group. Reformation of the carbonyl group forms the isopentyl acetate. The driving force behind the mechanism of this reaction is the acidic environment. Conclusion: Fischer esterification is a very simple and useful method that anyone with a slight knowledge of chemistry could accomplish. It is widely utilized throughout the world of chemistry and can be used to produce many products, including isopentyl acetate.

Chinas Take Over Of Hong Kong History Essay

Chinas Take Over Of Hong Kong History Essay The peoples of Republic of china took over Hong Kong in 1997.China had promised to keep a capitalist economy in Hong Kong for 50 years. Still, many Hong Kong business people (and their families) have migrated to other nation such as Canada and Australia. Discuss the impact of this situation on Chinas Political and Social environment. Introduction Hong Kong is a Special Administrative Region (SAR) of the Peoples Republic of China (PRC) and maintains a high degree of autonomy except in matters of defense and foreign affairs. It has well-established institutions that support the rule of law and a vigorous civil society. The Basic Law, the SARs constitution, was approved by the PRC in 1990. It provides for the protection of fundamental rights and calls for progress toward universal suffrage and further democratization after a 10-year period, starting with Hong Kongs July 1, 1997, reversion to Chinese sovereignty. The Chief Executive is chosen by an 800-person selection committee composed of individuals who are either directly elected, indirectly elected, or appointed. The Chief Executive supervises a cabinet of principal officers whom he appoints. The power of the Legislative Council (legislature) is significantly circumscribed by the Basic Law. The legislature is composed of 24 directly elected members representing geographic districts, 30 indirectly elected members representing functional (occupational) constituencies, and 6 members elected indirectly by an election committee. It was the economic and social forces unleashed in 1979 in Chinas open door policy and Hong Kongs response to them that may ultimately determine their fate. Given the disparity in the level of economic development and the differences in the economic system between Hong Kong and the mainland, there are obvious benefits to greater integration and this entails making the border more permeable. Managing the permeability of the border has to become an integral part of all economic and social policies within Hong Kong as the two matters will have implications for each other. The period prior to 1949 was one where there was perfect permeability and standards of living were similar between Hong Kong and the mainland. The period between 1949 and 1979 was one where there was essentially no or very limited permeability and standards of living were therefore permitted to diverge between the mainland and Hong Kong. In both periods the government was able to pursue a laissez faire system without any fundamental inconsistency. This is no longer the case with the opening of China. Summary China Take over in a Hong Kong in 1997, there was a carnival atmosphere. In another, a somber rally and March followed by a candlelight vigil. Its clear that one year before China takes control; the people of Hong Kong are divided in their feelings. A period of more than 150 years of British colonial rule ends at midnight on June 30, 1997 when Hong Kong and its 6,000,000 people will be handed over to China. Despite a warning that they will not be allowed to enter China, seven elected Hong Kong officials vowed to go ahead with a trip to Beijing. They will be carrying a 50,000 signature petition protesting Chinas plans to replace the legislature with an appointed body. We are afraid that our free lifestyles, the rule of law, will not be preserved after 1997, pro democracy legislator Emily Lau told the cheering, clapping crowd. Governor Chris Patten urged Hong Kong residents to standup for their freedoms. . Nominal GDP, Per Capita GDP and Foreign exchange rates were all on the increasing side. Due to high exports between 1994-1997 and imports their trade balance has been at a surplus causing their nominal GDP to increase through out the years. Nominal GDP million US$ 1994 130,808, in 1995 139,238 and in 1997 173,045. From 1994-1997 Hong Kongs foreign currency reserves increased exponentially from $49.3 billion in 1994 to $92.8 billion in 1997. The reason for this increase is primarily due to a very well managed trade balance. The interest rate environment in Hong Kong provided an excellent backdrop for the equity markets. MIGRATION IN HONGKONG The peoples of Republic of china took over Hong Kong in 1997 and promised to keep a capitalist economy in Hong Kong for 50 years. However, many Hong Kong people have migrated to other countries. From 1984 to 1997, due to the uncertainty of the transition back to China, thousands of well-educated and wealthy Hong Kong citizens moved to countries such as Australia, Canada, and the United States, where they obtained permanent residency status or citizenship. 1 CAUSE OF MIGRATION .Difference in economy system in china and hong kong China is a communist country where socialist economy system holds while the people of hong kong followed capitalist economy . Fear in the stability of government People of Hong kong where worried regarding stability of government so they migrated to other nations. Competition in market Due to the implementation of capitalist economy in Hong kong many big and reputed companies headed towards hong kong and thus the competition of the market became tough. Thus it was very difficult for some business people to continue their business effectively. Corruption is a major problem:- Corruption in Chinese government was one of the major cause that people of hong kong was afraid of. They were not satisfied with the policy of Chinese government where corruption exists. Unsecure future The business people thought that their future was not secure as the government had implemented the law for only for 50 years and so it might happened that their next generation might have to struggle and face the socialist economy. The working class worried that 1997 might usher in chaos and the middle class fears the loss of property and freedom. Freedom of migration Hong Kong residents being free to move in and out of the territory, and they do not have to declare the purpose of their movements to the authorities. This freedom of movement, much valued by the local population, has been enshrined in the Sino-British Joint Declaration about the future of Hong Kong beyond 1997.There was no rule of giving any reasons for the migration to any authority PEST Analysis: . 1. POLITICAL ANALYSIS Prior to July 1, 1997, Hong Kong was a British dependent territory. A British-appointed governor, representing the British crown, headed the Hong Kong government and exercised authority over civil and military matters. An Executive Council advised the governor on all important matters and a 60-member Legislative Council (known as Legco) enacted laws and oversaw the budget. With the territorys transfer to China in 1997, leadership passed from the last British governor, Chris Patten, to a Chinese chief executive, Tung Chee-hwa A The British control of Hong Kong began in 1842, when China was forced to cede Hong Kong Island to Britain after the First Opium War. In 1984 Britain and China signed the Sino-British Joint Declaration, which stipulated that Hong Kong return to Chinese rule in 1997 as the Hong Kong Special Administrative Region (SAR) of China . China is in a state of transition now. Being a socialist country, it has carefully changed its political system in recent years, while dramatic changes have taken place in its economic system. In 1979, China started its open policy and economic reform. The Chinese government persisted on carrying out the political guideline of developing economy and enriching Chinese The Joint Declaration and a Chinese law called the Basic Law, which followed in 1990, provide for the SAR to operate with a high degree of economic autonomy for 50 years beyond 1997 B people. Legal System The governments efforts to promote rule of law are significant and ongoing. After the Cultural Revolution, Chinas leaders aimed to develop a legal system to restrain abuses of official authority and revolutionary excesses. In 1982, the National Peoples Congress adopted a new state constitution that emphasized the rule of law under which even party leaders are theoretically held accountable C. 2. ECONOMICAL ANALYSIS Hong Kongs prosperous economy is reflected in the lifestyle of its people. They have one of the highest standards of living in all of Asia, and it is more than 30 times higher than Chinas average standard of living. In 2006 Hong Kongs per capita gross domestic product (GDP) was $27,679.20, although much of the wealth is concentrated into relatively few hands D. Foreign Investment Chinas investment climate has changed dramatically in a quarter-century of reform. In the early 1980s, China restricted foreign investments to export-oriented operations and required foreign investors to form joint-venture partnerships with Chinese firms. Foreign direct investment (FDI) grew quickly during the 1980s, but slowed in late 1989 in the aftermath of Tiananmen. However, the Chinese Governments emphasis on guiding FDI into manufacturing has led to market saturation in some industries, while leaving Chinas services sectors underdeveloped. China is now one of the leading FDI recipients in the world, receiving over $80 billion in 2007 according to the Chinese Ministry of Commerce E. FOREIGN RELATIONS Since its establishment, the Peoples Republic has worked vigorously to win international support for its position that it is the sole legitimate government of all China, including Hong Kong, Macau, and Taiwan. In the early 1970s, Beijing was recognized diplomatically by most world powers. Beijing assumed the China seat in the United Nations in 1971 and has since become increasingly active in multilateral organizations. Japan established diplomatic relations with China in 1972, and the United States did so in 1979. As of March 2008, the number of countries that had diplomatic relations with Beijing had risen to 171, while 23 maintained diplomatic relations with Taiwan F. Hong Kongs greatest growth and development occurred after the Communist takeover of China in 1949, when the commercial and shipping functions of Guangzhou and Shanghai shifted to Hong Kong.. Hong Kong served as Chinas window to the world during the Chinese administration of Mao Zedong. After Maos death in 1976, Hong Kongs role as a banker to China, and as its supplier of information, technology, and capital, intensified G. The Impact of Chinas Entry into WTO on Car Industry China is successful in attracting foreign investment. of income tax. On the other hand, the Chinese car industry has been protected by special policies that limit foreign investment. According to the current Chinese policy on motor industry, Ford will establish a joint venture with 50% share with Chang An Automobile Company in Sichuan Province. Chang An Automobile Company is the 3rd largest car manufacturer in China, which has the experience of car-making for more than 20 years. 3. SOCIAL CULTURAL ANALYSIS China is a multinational country, with a population composed of a large number of ethnic and linguistic groups. The Han (Chinese), the largest group, outnumber the minority groups or minority nationalities in every province or autonomous region except Tibet and Xinjiang. The Han, therefore, form the great homogeneous mass of the Chinese people, sharing the same culture, the same traditions, and the same written language. For this reason, the general basis for classifying the countrys population is largely linguistic rather than ethnic. Some 55 minority groups are spread over approximately three-fifths of the countrys total area. Where these minority groups are found in large numbers, they have been given some semblance of autonomy and self-government; autonomous regions of several types have been established on the basis of the geographic distribution of nationalities. H Education is free and compulsory for all children from the age of 6 to 15, and adult literacy is over 90 percent.. The Hong Kong Academy of Performing Arts offers courses in dance, music, theater, and technical arts. There are also more than a dozen technical institutes, technical colleges, and teacher-training colleges, which have large numbers of part-time students I. RECOMMENDATIONS China has experienced a stable political system (which is considered totalitarian) with rapid economic growth for more than 10 years, but some political risks still exist. The Chinese government is still insisting on its communist and totalitarian policy, there is no guarantee that China will continue to its open policy and maintain the rapid GNP increase. China also has an unsatisfied human right record; corruption exists in some economical activities in China, all these will be obstacles to foreign investment. Although the legal system of China is adequate to protect foreign investment, the violation of laws by some local authorities will be a potential risk to our investment. Entry Time and procedure Although the car industry is declining in the US and Europe, it is still a suitable time for Ford Motor Company to invest in China. As the 2nd largest car manufacturer in the world, Ford had been waiting patiently to enter the Chinese Market for more than 20 year. Some other world-famous car manufacturers (such as Volkswagen, General Motor, Toyota, etc.) had already started their business years ago, but we do not consider that it is too late to enter the Chinese family car market. Ford has been producing its Transit van in China for many years. The productivity and sales are not as good as expected because of the high cost (price) and limited production. . CONCLUSION Its my first pleasure to do something special kind of project related to Business Environment. With the help of this project I able to learn few special things that was really fantastic and completely unknowing before completion of this project. This experience was really outstanding . This essay applies a historical-institution approach to assess the impact of this situation on Chinas legal and political institutions. In each case historical and institutional trends are described, and the effects of legality on these trends are examined. The topics include changes in economic structure and the rate of growth of GDP, formal legal institutions and legal behavior of the Chinese people, and the forces toward the development of democratic political institutions.