Joint venture paper Research Example | Topics and Well Written Essays - 2000 words

Joint venture - Research Paper Example One of the benefits of forming a joint venture therefore is to gain access to the new markets as two entities; one foreign and one domestic and as such foreign entity often bring in new technologies which can benefit the domestic entities due to technology transfer. In US, Joint ventures are mostly regulated by Partnership laws, Contract Act as well as commercial transaction laws. In order to successfully formulate a joint venture, it is really important to consider due diligence, business plan as well as the allocation of the income must be decided before formation of the joint venture contract. This report will present an analysis of the joint venture between NIKE and Adidas, the business potential and the international aspects of NIKE as well as performing a due diligence of the potential joint venture between the two. 1. Nike own and operate various retail stores, ecommerce, independent distributors as well as franchisers across the United States and World. Nike has one of the unique business models in place where it manufactures its products through its contract centers located across the world. This provides NIKE necessary cost advantage over its competitors. 2. Nike manufactures and sells branded footwear, apparel as well as equipment and different accessories. This range includes various brands offered across the world either supplied locally or through franchising. 3. Make its supply chain more competitive as well as efficient through strong operational discipline. NIKE’s supply chain is truly a global supply chain due to the fact that it involves different stakeholders at different points in the supply chain. Besides, these stakeholders are spread across the world. 4. Achieving strong cost advantage through adoptive lean manufacturing philosophy. NIKE has adapted a very unique manufacturing philosophy

Leadership assessmnet Essay Example | Topics and Well Written Essays - 1750 words

Leadership assessmnet - Essay Example However, in many occasions, the management has failed to achieve these needs, resulting to poor leadership. Through these poor leadership and relations to workers, organizations have not been able to work well towards their set objectives as workers are reluctant to respond as required by the management. Therefore, there is need for this problem to be eradicated for the realization of better performance and development of the organization. Various leaders have different styles of leadership that would help them to achieve their mandates as per the objectives of the organization. These styles of leadership are always based on the strategies developed by these leaders. Based on the approach these leaders may take for the effectiveness of their leadership style, it may have either positive or negative impact to the workers (Hoffman & Shipper, 2012). For instance, although our Chief Executive Officers always have good leadership styles as compared to bad leadership in his management, there are some of the negative impacts of these kinds of leadership styles that affect us negatively. One of the styles that affect us workers negatively is poor response to workers grievances. Within our working premises, workers are required to write an official letter to the Chief Executive Officer on issues that affect workers. This move is important for workers because we have the chance of delivering these letters to his office directly without following any channel but the manager hardly response to these grievances by claiming to have been in some official duties. In the process, we are unable to solve these grievances, hence, affects us negatively. In order for the organizational activities to run as planned, leaders need to ensure that they create good relations between themselves and the workers. Moreover, they must also ensure there are good relations among the workers themselves to enhance better coordination of the organizational

Starbucks International Expansion

Starbucks International Expansion International Business Management I. Introduction In General, when international companies consider going into overseas markets, they adapt some strategies of entry modes such as licensing, franchising, joint venture and MA. For example, ‘Pierre Cardin extended their foreign business through a pure licensing and Mcdonalds was able to become the largest fast-food retailer on earth by taking advantage of its unique franchising strategy. Hence, the wise mix of entry modes can be regarded as a core factor for multinational enterprises to advance into new outer markets. As you know, Starbucks Corporation (hereafter, Starbucks) is the largest coffee retailer in the world. It has succeeded in globally by carrying out wise collaborative strategies. Therefore, in this study, Starbucks international performance would be covered at first and it would be followed by further discussions; market issues aboutIndian entry and strategic comparison with the competitors ‘The Coffee Bean and Tea Leaf and ‘Hollys Coffee. II. Starbucks International Expansion Since Starbucks established its subsidiaries, â€Å"Starbucks Coffee international† in 1995[i], it has applied to flexible entry strategies; licensing and joint venture and whole ownership. While it is operating its US stores directly, Starbucks is largely running its cafà ©s outside US through joint venture and licensing with local retailers. In fiscal year of 2009, it has opened 3,439 licensed cafà ©s on earth representing 62 percents of entire stores. The main target of international business is Asia and Starbucks has operated 2,062 cafà ©s.[ii](Refer to Table.1) Besides, Starbucks is managing some overseas stores directly by acquiring local coffee retailers. In UK, Canada and some Asian market such as Thailand and Singapore, Starbucks owns 2,068 wholly-owned cafà ©s which account for 38 percents of entire overseas stores.[iii] A. Why Starbucks prefers direct investment to franchising and licensing? When Starbucks expanded its business outbound, â€Å"Coffee culture† has not existed in various countries including Asian nations. Therefore, it was imperative for Starbucks to spread coffee culture and Starbucks has implemented a marketing strategy called â€Å"Cult-duct†[1]. Hence, Starbucks thought that it was more appropriate for Starbucks to have taken advantage of direct investments; joint venture and wholly-owned companies rather than licensing and franchising so as not only to offer tangible products; coffee and cookies but also to deliver a fine coffee culture represented by urban and elegant image. Through this strategy, Starbucks effectively has managed to control its core competencies such as the high quality coffee, the quarterly employee training concerning customer service and store management know-how. B. Motivation of Joint Venture As mentioned above, the main target of Starbucks international is Asia and Starbucks has adapted joint venture as a main method for Asian market, although it has entered with licensing in several Asian regions including Middle East and Philippines. (Refer to table. 2) Above all, Starbucks could minimize risk of Asian operation by running businesses through joint venture with local retailers. At the beginning, since Starbucks did not hold both experience and expertise for Asian market, it is required for Starbucks to share local companies know-how and wide domestic networks to stably perform its Asian operation. Moreover, Starbucks has properly overcome the cultural gap with Asian nations and carried out the splendid market research. To demonstrate, local companies were involved in local staffing and analysis of regional customers taste and preference whereas Starbucks took responsibilities for employee training, coffee roasting and quality control. Besides, Starbucks could release localized products. For example, it is selling Korean traditional beverages such as ‘Sik-hye and ‘Sujungghwa in Insa-dong cafà © and offering sorts of Chinese traditional teas like â€Å"Oriental Beauty Tea† and â€Å"Fancy Black tea† in Taiwan. C. Motivation of Direct Operation Starbucks is also doing its international business with company-owned operation. . In UK, Canada and Australia, Starbucks did not have to worry about the huge gap of culture when it entered into these markets because they all belong to English language culture and there is no remarkable difference of organization culture. Whereas, Starbucks has finally acquired the entire equity of local manufacturers, Coffee Partners in Thailand and Bonstar in Singapore respectively, even if it initially entered those markets with the form of joint venture.[iv] These countries legitimately allowed the foreign capital to hold 100% equity of a company and Starbucks could not trust the marketing capabilities of these local retailers. D. A Key Growth Drive: Indian Entry In 2006, Starbucks decided to initiate its business in India and made a joint venture contract with the Indian local retailer, RPG Enterprises[v]. However, its offer was rejected by Indian government due to issues related to technique transition and strict regulation on ‘foreign retail companies'[vi]. To illustrate, Indian government did not allow direct control of foreign companies in Indian retail industry, even though foreign companies can possess up to 51% of equity. This is a big obstacle to Starbucks because strong control of business is the main principle of Starbucks overseas operation. In February 2009, Indian government made a decision to boost foreign investment owing to late contraction of FDI and then it has finally permitted outer retailers to own its business in case of holding 51% shares of a joint venture company.[vii] As a result, Starbucks reconsidered Indian entry and has begun a talk with ‘Jubiliant Group about the alliance.[viii] However, while Starbucks adheres to joint venture in the entry of India, competitors like Mcdonalds have already launched in India throug franchising and local brands â€Å"Barista† and â€Å"Coffee day† have been rapidly growing. In March 2010, the world largest PEF â€Å"KKR† also determined to invest 200 million US dollar in â€Å"Coffee Day† to compete with Starbucks.[ix] III. Comparison with the competitors A. The Coffee Bean Tea Leaf Some competitors of Starbucks have taken the different way in terms of international business. The representative example is â€Å"The Coffee Bean Tea Leaf† (hereafter, The Coffee Bean). The Coffee Bean has adapted franchising strategy for overseas expansion. As of 2008, The Coffee Bean has opened approximately 750 cafà ©s in 22 nations. Specifically, it has 288 cafà ©s under direct control while 444 cafà ©s are being operated by franchisees[x]. (Refer to Table. 3) When a company makes a licensing contract with licensor, it is able to use licensors patent, know-how, trade mark and technology. By comparison, franchising enables franchisee to get support from franchisor concerning operation and management, working principle and marketing. In other words, franchisor could be strongly involved in franchisees operation. 1. Motivation of Franchising The first reason that The Coffee Bean chose franchising is to expand its business into the outer market quickly. Since it began expanding far later than its competitors, it strived to take faster entry mode than FDI. By doing its international operation with franchising, The Coffee Bean could enter more than 20 countries including India without big trouble. In the meanwhile, Starbucks has struggled to enter India market by governmental and political intervention as we discussed above. Second, as mention above, while Starbucks wanted to provide customers with not only just coffee but also coffee culture at its foreign market entry, The Coffee Bean has more focused on the quality of coffee. As its strategy is to serve tasteful coffee to as many customers as it can, it is essential to motivate franchisee to serve more people. Franchising can provide high motivation to franchisees as they just need to pay fixed royalty. It means that more customers they serve customers, the more profit they can expect. The last reason is cost saving. If it had entered the overseas market as FDI, it would have born more cost such as rent and operating cost. By franchising, extra cost could be avoidable. 2. Disadvantage of franchising One remarkable problem which franchisor could face is that it can lose control of operation. As franchisor doesnt have authority on operating, it might be difficult to keep high quality of service and exerts a bad influence on its brand and image. For example, the coffee bean was uncovered by Korea Food and Drug Administration because it had used unsuitable ingredient. In addition to this, it did not implement a regular staff heath inspection program. The incident damaged the companys image and it can be referred to as a typical example of the disadvantage. B. Hollys Coffee Hollys Coffee is a well-known Korean coffee retailer founded in 1998 and it has developed into one of the domestic competitors of foreign coffee retailers such as Starbucks and The Coffee Bean Tea Leaf in Korea. Since 1998, Hollys Coffee has steadily increased its stores and the number of them has amounted to more than 200 recently. Not satisfied with the huge success in Korean domestic market, Hollys Coffee decided to go abroad and opened stores in Malaysia and Los Angeles in US in 2007. A few months ago, in December 2009, Hollys Coffee launched the third international store in Peru, one of the coffee bean-producing nations. Hollys Coffee announced it would achieve two goals in Peru; operating eight stores and sales up to 7 billion Korean won within a year. In order to realize these goals, Hollys Coffee entered into the Peru through ‘master franchising method that allows individuals or corporations to buy the rights to sub-franchise within some specific countries.[xi] The company usually adapts master franchising method so as to minimize risk when it enters the country where its brand is seldom familiar to the local community as well as it is difficult to attract investments. In Peru, There are a lot of its own domestic coffee retailers and Hollys Coffee is rarely well-known to local people. Thus, it is very important to make Peruvians aware of its brand and Hollys Coffee might be exposed to the financial risk linked with heavy marketing expenditure such as bra nd promotion and advertisement in the course of spreading its brand. There are two entry strategies of Hollys Coffee in Peru one is to introduce products that have Korean own characteristic, another is to differentiate with other coffee brands by focusing on side menus like waffle or patisserie. The Point is that it is hard to make certain whether these strategies are effective enough in Peruvian coffee market or not. Since it is tough to control operation when a company takes franchising, it appears to be difficult to introduce Korean traditional teas and foods properly. IV. Conclusion We have discussed about several entry modes regarding international business. We have looked into Starbucks choice, The Coffee beans strategy as well as Hollys Coffees one. Before completing our study, we would like to discuss two points of contention. Firstly, should Starbucks stick to FDI for India? As discussed above, it has struggled from red tapes. In the end, they still cannot enter Indian market whereas its competitors have expanded their business in India. Secondly, was it a good idea for Hollys Coffee to take franchising entry mode along with a strategy of providing Korean traditional beverages? Since it is not well known and not familiar with local environment, it is understandable not to take FDI entry mode. However, doesnt it seem to go well with two ill-assorted strategies? All entry modes have advantages and disadvantages. Hence, it is absolutely important to apply an entry mode appropriately according to each business format. However, it could be dangerous to enter every region with the single entry mode even though it is the same industry. Both the problem that Starbucks faced in India and the pitfall Hollys Coffee is likely to face can explain how risky it is. Therefore, even though a company wants to expand its identical business abroad, it is recommended to take different entry modes in accordance with each nations regulations, culture, politics, economic and social environment. V. Appendix The composition of retailers of Starbucks (2009.9) Entry mode Total U.S % in US Overseas % in overseas Company Owned 8,832 6,764 61% 2,068 38% Licensed Stores (Joint Venture) 7,803 4,364 39% 3,439 62% Total 16,635 11,128 100% 5,507 100% The Major Overseas Performance of Starbucks (Non- North America) Strategy Region Year Nation Local Partner # of stores Joint Venture Asia 1996 Japan Sazaby Inc. 875 1998 Taiwan President Chain Store 222 2000 S.Korea Shinsegae Department store 288 2000 China Cayman Holdings 283 2002 Mei-xin International 2005 Coffee Concepts 2004 Malaysia Berjaya Group 118 Europe 2002 Spain Sigla, S.A 76 2002 Greece Marinopoulos Bros. 69 2003 Switzerland Marinopoulos Bros. 47 2003 Austria Marinopoulos Bros. N/A 2003 Cyprus Marinopoulos Bros. N/A 2004 France Sigla, S.A 52 2007 Romania Marinopoulos Bros. N/A 2008 Czech AmRest N/A 2008 Portugal Grupo VIPS N/A Direct Operation Asia 2000 Thailand Coffee Partners 131 2002 Australia Local Entrepreneur 23 2004 Singapore Bonstar 64 2005 China Qingdao American Starbucks 191 2006 Mei Da Coffee Europe 1996 UK Seattle Coffee 666 2004 Germany KarlstadtQulle 144 Licensing Asia 1997 Philippines Rustan 160 1998 New Zealand Restaurant Brand 42 2002 Indonesia PT Mitra Adiperkasa 74 Middle East 1999 Kuwait M.H. Alshaya 62 1999 Lebanon M.H. Alshaya N/A 2000 U.A.E M.H. Alshaya 91 2000 Qatar M.H. Alshaya N/A 2000 Saudi Arabia M.H. Alshaya 68 2000 Bahrain M.H. Alshaya N/A 2002 Oman M.H. Alshaya N/A 2005 Jordan M.H. Alshaya N/A Europe 2003 Turkey M.H. Alshaya 123 2006 UK N/A 46 2007 Russia M.H. Alshaya N/A The Coffee Bean and Tea Leafs International Expansion (2008) Year 2002 2003 2004 2005 2006 2007 2008 Company-Owned 177 191 217 241 270 288 278 Franchise 46 68 87 137 230 347 444 Total 223 259 304 378 500 625 722 VI. Reference n Starbucks timeline-Asia, Starbucks Corporation, 2009. n Starbucks timeline-EMEA, Starbucks Corporation, 2009. n Starbucks timeline-China, Starbucks Corporation, 2009. n Annual Report of 2009 (Form 10-K), Starbucks Corporation, 2009 n Starbucks India Strategy Looks Promising, Seeking alpha, Oct 2, 2006. n Starbucks Delays Entry of India, Vccircle, Jul 21, 2007 n ì  ¸Ã« â€ž, ì™ ¸Ãª µ ­Ã¬  ¸ ì § Ã¬  â€˜Ã­Ë† ¬Ã¬Å¾  ê ·Å"ì  Å"완화, Yonhap news, Feb 12, 2009 n Starbucks brews a fresh strategy for India entry, The Economic Times, Jan 29, 2010 n KKR in $200m Indian Coffee shop deal, Financial Times, Mar 17, 2010 n Company Growth, The Coffee Bean and Tea Leaf (http://coffeebean.com/franchise/company.html) n What is a master franchising? (http://www.allbusiness.com/buying-exiting-businesses/franchising-franchises/2975165-1.html) [1] Cult-duct : A compound is formed from â€Å"culture† and â€Å"product†. It stands for selling a product with the companies culture and social values. Starbucks is a typical example of this. [i] Starbucks timeline-Asia, Starbucks Corporation, 2009 [ii] Annual Report of 2009 (Form 10-K) pp.4, Starbucks Corporation, 2009 [iii] Annual Report of 2009 (Form 10-K) pp.3, Starbucks Corporation, 2009 [iv] Starbucks timeline-Asia, Starbucks Corporation, 2009 [v] Starbucks India Strategy Looks Promising, Seeking alpha, Oct 2, 2006. [vi] Starbucks Delays Entry of India, Vccircle, Jul 21, 2007 [vii] ì  ¸Ã« â€ž, ì™ ¸Ãª µ ­Ã¬  ¸ ì § Ã¬  â€˜Ã­Ë† ¬Ã¬Å¾  ê ·Å"ì  Å"완화, Yonhap news, Feb 12, 2009 [viii] Starbucks brews a fresh strategy for India entry, The Economic Times, Jan 29, 2010 [ix] KKR in $200m Indian Coffee shop deal, Financial Times, Mar 17, 2010 [x] Company Growth, The Coffee Bean and Tea Leaf (http://coffeebean.com/franchise/company.html) [xi] What is a master franchising? (http://www.allbusiness.com/buying-exiting-businesses/franchising-franchises/2975165-1.html)

Our Town Analysis Essays -- essays research papers

Our Town is a play that takes place near the turn of the century in the small rural town of Grover’s Corners, New Hampshire. The playwright, Thornton Wilder is trying to convey the importance of the little, often unnoticed things in life. Throughout the first two acts he builds a scenario, which allows the third act to show that we as humans often run through life oblivious to what is actually happening. Wilder attempts to show life as something that we take for granted. We do not realize the true value of living until we are dead and gone. The through-line of the action seems to be attention to the details of life. Wilder builds up a plot that pays attention to great details of living. In the first act when Mrs. Gibbs and Mrs. Webb are stringing beans and passing the time, the reader continues on, not thinking that importance lies in the scene. As the play comes to an end, the reason for that scene becomes evident: the most trivial occurrence can be the most meaningful moment. We as humans, however, do not realize the greatness of these little points until it is too late. Near the end of the story, the deceased townspeople are stationed on chairs downstage, to imitate graves. They are still able to talk, yet only in a lackadaisical tone. They provide the audience, at the end, with a sense of guilt or loss. The fact that the people of Grover’s Corners did not realize the importance of life until it was gone, makes the audience feel as if they should be...

Culture Art and Technology Essay

Among figures of religion, Mahatma Gandhi, Mohammed, and Siddhartha Gautama are some of the prominent individuals who have shared before the world their religious experiences with respect to their own religion. Hinduism, Islam, and Buddhism have all received a great amount of fundamental advancement from the ideas and actions of these important individuals. Not only did they help shape the very religion they are attached to—they established it like no other. Yet even though their beliefs and characters are particularly unique from one another being human examples of the tradition in which they are a part of, they still hold one common strand—they all had religious experiences that were influenced by their family ties, geographical location and cultural background to name a few. Through the course of the years, history tells us that the raids later evolved into a struggle motivated by religious grounding— believers against non-believers. This indicates the idea that the spiritual experiences and conquests of Mohammed hold a central position in defining the religious practices of Muslims. While Gandhi espouses peaceful and non-violent methods in attaining the causes of Hinduism, Mohammed and Islam’s concept of jihad adopts the idea that religion itself can be the primary reason for engaging in violent measures in order to further the goal of Islam. Nevertheless, the fact remains that Mohammed’s role in the development of Islam as an established religion in many countries separated by geographical boundaries is crucial inasmuch as it cannot be denied. The same holds true for Siddhartha Gautama whose reputation in the religion of Buddhism is greatly acknowledged as essential both by believers and academic scholars. As Herman Hesse suggests, Siddhartha espouses the idea that, for one to know one’s quest in life, it is imperative to find the source from within and not from without, like a â€Å"flowing river† that attracts â€Å"a deep love for this flowing water† (Hesse 100). Introspection, or an inner contemplation, is one of the main precepts being pushed forward by Siddhartha which further suggests the idea that each individual must take time to isolate one’s self from others in order to be able to focus and to introspect. This idea can be rooted from one of Siddhartha’s life-transforming moments. The religious experience of Siddhartha began after his encounter with a sick man, a poor man, a beggar and a corpse that revealed unto him the idea that humanity is filled with sorrow brought about by the sufferings in life . Being isolated away from the outside world after being confined within his home for almost the entire duration of his early years, Siddhartha began to realize the deeper side of life after the experience. He decided to leave behind his previous lifestyle and pursued, instead, a life of intense asceticism. However, Siddhartha realized that to live one’s life is to neither live in excessive abundance of wealth and material possessions nor in extreme plainness after overhearing a teacher discussing music. In the end, he pursed the Middle Way, or the way of life that takes the middle path instead of the extremes . These aspects hold the key to understanding the Buddhists’ primary religious experience which is significantly felt, at least in modern times, in the social context of teaching others the way of living life in the Middle Path through a life of internal contemplation or personal reflection. As Siddhartha dedicated his life to pursuing the Middle Path after his yogic meditations, followers of the Buddhist religion later on adopted this method as one of the cornerstones or identities of their group. This suggests the idea that the religious experience of Buddhists in general is strongly tied to a personal level as its most basic foundation. Manifested through yogic meditations, Buddhist monks of today incorporate in their daily lives these principles . Moreover, it can be observed that Islam calls for a life that is centered on Allah while Hinduism, as exemplified by the life of Gandhi, calls for a life that should be dedicated towards the lives of others . It is religious imperative in Islam that Muslims should direct their lives towards revering Allah in every thought and action and that, correspondingly, the religious experience of every Muslim should all the more reflect their strong attachment to Allah (Boyd 69). As Mohammed himself is the foremost Muslim who has been able to fully actualize this thought, it remained an integral part in the lives of the millions of Muslims all around the world. This incorporates the idea that the religious experience of a single individual—the prophet Mohammed—has greatly affected the succeeding generations that came to follow the same path. While Islam essentially requires the primordial importance of Allah, Hinduism has been closely attached to the sense that it is a religion that is centered on others. The same holds true for Buddhism although the religion reflects reverence to â€Å"the Awakened One† or Buddha and that Hinduism itself has its own versions of celestial entities or â€Å"Devas† as well as the concept of â€Å"Brahman† which refers to the greater Self or God. These things constitute the belief that, although Hinduism, Buddhism, and Islam have parallel ideas of higher beings or divine entities, it appears that Islamic treatment for a higher being supersedes those of the other two. This can be rooted out from the fact that the scriptures of Islam and its religious followers and believers put Allah above everything else while Hinduism and Buddhism, through their yogic meditations, allow or give due importance to the self as well. This is not to say that Islam as a religion does not give due importance to its believers. It only entails the idea that Islam treats man as a being that should be placed under Allah and that Hinduism and Buddhism illustrate a rather more salient consideration for the welfare of man. Mahatma Gandhi, for example, showed his concern for others by teaching the poor exploited peasants in the region of Champaran in Bihar about the satyagraha, inquiring about their sufferings, educating them to fight for their rights and at the same time to carry out their obligations to the nation as a whole . Siddhartha, on the other hand, lived his forty-five years traveling along the country, finding sustenance on the alms given by other people after teaching the people the means that will liberate humanity from worldly sufferings . Moreover, one of the notable religious experiences of both Gandhi and Siddhartha is pegged on the idea that they both waged a â€Å"battle† in terms of forwarding their beliefs in the context of their religion. While Gandhi strived for peaceful measures—passive resistance, for example—in order to achieve his aim for a peaceful world with equality among religions and Siddhartha pushed his ideologies of liberating humanity from the worldly sufferings they experience through teaching them the Four Noble Truths and the Eightfold Path, Mohammed took a rather different approach. The fact that Mohammed engaged in jihad or in battles through the â€Å"sword† reveals the idea that Mohammed will take up arms in defending the religion against aggressors or in forwarding Islamic tenets. Thus, it can be argued that the religious experience of Mohammed, or at least the part in which he waged battles in his religious life, is distinctively different from those of Gandhi and Siddhartha. The differences in the religious experiences among the three can be largely seen on their corresponding actions and exploits during their existence and the resulting consequences it created on their religions. This also affects these religions view on disasters. Jihad is indubitably a central part of Islam; Yogic meditations play a significant role in Buddhism and Hinduism with former embracing the Middle Path and the latter guiding the lives of its believers through its sacred texts. The Qur’an greatly emphasizes the idea that Allah should be above everything else; Hinduism seeks to treat everyone and every other religion their due recognition in the sense that to each is his own truth or, at the most, God; and Buddhism’s goal is to free human beings from suffering and the cycle of rebirth and make them know the â€Å"truth†. Conclusion The religious experiences of Mahatma Gandhi, Siddhartha Gautama, and Mohammed all have a great bearing on the religions they belong to. These individuals have a large sum of contributions not only to the expansion of the reaches of Hinduism, Buddhism, and Islam but on the very central precepts of these religions. Although each of them has their own specific religious experiences and beliefs, and that while it may be true that each of them forwards distinctive approaches in meeting their religious goals, they all nevertheless share the parallel idea that religion is a significant section of their lives. In essence, however, their respective cultural background, geographical location, and family ties among many others have strongly shaped their religious experiences which, as a consequence, influenced their religion. Above all these, by comparing and contrasting the lives of Mohammed, Siddhartha and Gandhi, one is able to better understand some of the main—and oftentimes subtle—differences between these religions view on disasters in life. References: Aly, A. â€Å"The Life of the Prophet Muhammad†. 1999. (October 3, 1999): AT&T Knowledge Ventures. April 2008. . Borman, William. â€Å"Life, the Chief Value: Wrong Aims and Methods, and False Views. † Boyd, Stephen Blake. â€Å"Malcolm X’s Religious Pilgrimage: From Black Separatism to a Universal Way. † Redeeming Men: Religion and Masculinities. Ed. Stephen Blake Boyd. Louisville, Ky: Westminster John Knox Press, 1996. 69. Gandhi and Non-Violence. Albany, N. Y. : State University of New York Press, 1986. 200. Gandhi, Mahatma. An Autobiography: The Story of My Experiments with Truth. Long Island, N. Y. : Buccaneer Books Inc, 2007. Hesse, Hermann. Siddhartha. New York: Bantam Classics, 1981. Levine, Marvin. â€Å"The Story of Siddhartha. † The Positive Psychology of Buddhism and Yoga: Paths to a Mature Happiness: With a Special Application to Handling Anger. Mahwah, N. J. : Lawrence Erlbaum Associates, Inc. , 2000. 12. â€Å"Life of Siddhartha Gautama†. 2002. Human Ecology. April 2008. . Mahatma Gandhi: His Life in Pictures. New Delhi: The Central Electric Press, 1954. Neusner, Jacob, and Tamara Sonn. â€Å"Jihad (Islam). † Comparing Religions through Law: Judaism and Islam. New York: Routledge, 2002. 203. â€Å"Some Thoughts on the Power of Focused, Principled Hatred. † Imperial Hubris: Why the West Is Losing the War on Terror. Washington, D. C. : Brassey’s Books, 2004. 6. Swenson, Don. â€Å"The Dilemma of Delimitation: The Study of Ethos. † Society, Spirituality, and the Sacred: A Social Scientific Introduction. Peterborough, Ont. , Canada: New York Broadview Press, 1999. 255. Yob, Iris M. â€Å"Growing up Buddhist. † Keys to Interfaith Parenting. Hauppauge, N. Y. : Barron’s, 1998. 79.

Global Financing and Exchange Rate

Global Financing and Exchange Rate Mechanisms March 07, 2009 Global Financing and Exchange Rate Mechanisms Hard currencies are a currency, usually from a highly industrialized country, that is widely accepted around the world as a form of payment for goods and services. A hard currency is expected to remain relatively stable through a short period of time, and to be highly liquid in the forex market (Investopedia, 2009). The forex market is the largest, most liquid market in the world with an average traded value that exceeds $1. 9 trillion per day and includes all of the currencies in the world. There is no central marketplace for currency exchange; trade is conducted over the counter. The forex market is open 24 hours a day, five days a week, and currencies are traded worldwide among the major financial centers of London, New York, Tokyo, Zurich, Frankfurt, Hong Kong, Singapore, Paris and Sydney (Investopedia, 2009). Another criterion for a hard currency is that the currency must come from a politically and economically stable country. The U. S. dollar and the British pound are good examples of hard currencies (Investopedia, 2009). Soft currency is another name for â€Å"weak currency†. The values of soft currencies fluctuate often, and other countries do not want to hold these currencies due to political or economic uncertainty within the country with the soft currency. Currencies from most developing countries are considered to be soft currencies. Often, governments from these developing countries will set unrealistically high exchange rates, pegging their currency to a currency such as the U. S. dollar (Investopedia, 2009). Hard Currency is used in global financing operations by developed nations. Hard currency is easily traded and bartered throughout the world. Using hard currency ensures that there is an even playing field for all parties in the transaction. Hard currency is important in managing risks because â€Å"a company can counter an imminent devaluation by speeding up collections of receivables, postponing bill paying, and converting cash into hard currency† (Feist, Helly, & Lu, 1999) . Another way that hard currency manages risks is by utilizing or adopting it, it is least likely to be a factor in the loss of funds. World organizations which invest internationally face the prospect of uncertainty in the returns after they convert the foreign gains back to their own currency. Unlike the past when most U. S. investors ignored international investing alternatives, investors today must recognize and understand exchange rate risk, which can be defined as the variability in returns on securities caused by currency fluctuations. Exchange rate risk is sometimes called currency risk. This risk is true for the nations also. For example if a currency is free-floating, its exchange rate is allowed to vary against that of other currencies. Exchange rates for such currencies are likely to change almost constantly as quoted on financial markets, mainly by banks, around the world. This can lead to lot of speculation and also losses especially for weak economies. Moreover investors generally prefer hard currencies to soft currencies at times of increased inflation (or more precisely increased inflation differentials between countries), at times of heightened political or military risk, or when they feel that one or more government-imposed exchange rates are unrealistic. In some cases, an economy may choose to abandon local currency altogether and adopt a hard currency as legal tender. Examples include the adoption in Ecuador and Panama of the US dollar, and the adoption in Kosovo and Montenegro of first the German mark and later the euro. â€Å"Countries open to capital flows can adopt a wide range of arrangements, from free floating to a variety of crawling pegs with broad bands around them (under which the central exchange rate is frequently and marginally adjusted), as well as very hard pegs sustained by policy commitments such as currency boards, dollarization (or, more generally, the adoption of another foreign currency as legal tender), or membership in a currency union† (Finance & Development, 2001). Hard pegs are defined as â€Å"In economics, a policy in which the authorities insist on some permanent, precise guarantee of the value of the local currency to some other thing: a unit measure of gold, the US dollar, the euro, or the pound. Historically, the US dollar had a hard peg to gold from 1946 to 1971, while other currencies in the developed world had a hard peg to the US dollar. Since 1971, most of the world's money is in floating currency (whose relative value is set by the free market)† (Urban Dictionary). A floating currency is â€Å"A currency whose value is set by the currency markets; money whose exchange rate relative to other currencies is determined mainly or entirely by unrestricted trading in the currency. Most currencies are dirty float |dirty floats, which means that the government issuing them attempts to manage their traded value in some way; or else hard peg |hard pegs, in which the value is tied to something specific. When a currency is floating, then its value may rise because the county is running a trade surplus, or it is running a capital account surplus. Floating currencies are not fiat money, although they are often confused for each other† (Urban Dictionary). In some cases the US dollar is considered fiat money because it is deemed â€Å"money that (a) derives its value entirely from the mandate of the government, and (b) cannot be freely traded. Fiat money is not the same thing as floating currency, because if a floating currency is intrinsically worthless then its lack of worth will be reflected in the forex markets. Fiat money, on the other hand, does not require a disciplined monetary of fiscal policy on the part of the issuing authorities; exchange rates are fixed by decree, which means the state also controls supplies of hard (foreign) currency† (Urban Dictionary). â€Å"Times change, and a currency that is considered weak at one time may become stronger, and perceived as a hard currency later on. For example, the pound sterling was considered structurally weak and liable to depreciate (in real terms) for much of the post World War II period; now it is considered to have re-established fiscal and monetary soundness and to be strong. The U. S. dollar (USD) has been considered a strong currency in recent years, and importantly a safe-haven in times of international tension or war, but the USA has large fiscal and trade deficits and an unresolved problem that many Asian currencies are pegged to the dollar and therefore do not appreciate as their trade surpluses with the USA grow; some commentators believe that these considerations imply that the U. S. dollar will now enter a period of weakness, especially that there are signs that China may be relaxing the rate at which the yuan is pegged to the dollar† (Answers, 2007). Soft Currency is used in global operations by underdeveloped or unstable nations. Soft currency is also used as local currency like the Mexican peso. Soft currency is important in managing risks because it is a warning for companies to take proactive measures to reduce currency exchange losses. Soft pegs may lead speculation, which can be costly in industrialized countries, but are frequently harmful to emerging market countries, as in Latin America (Mexico and Ecuador), East Asia (Thailand, Korea, and Indonesia) and Turkey. The breakdown of soft pegs in emerging market countries is as damaging as it is because their debt structure is generally short term and is denominated in foreign currency. Thus a successful speculative attack leads to a sharp deterioration in balance sheets, which in turn leads to a financial crisis. Hard pegs may be desirable, particularly in countries whose political and monetary institutions are especially weak; they can used to stabilize the economy. However, hard pegs will not be successful in promoting a healthy economy unless government policies create the right institutional environment. Thus Pegging has typically been a way to substantiate the value of a local currency against the world's convertible currencies and to stabilize the exchange rate. References Investopedia, (http://www. investopedia. com/terms/s/softcurrency. asp) Feist, William R. , Heely, James A. , & Lu, Min H. (1999). Managing A Global Enterprise. , Greenwood Publishing Group. International Financial Management by Madhu vij Finance & Development, (http://www. imf. org/external/pubs/ft/fandd/2001/06/fischer. htm) Urban Dictionary, (http://www. urbandictionary. com/define. php? term=hard%20peg)

Jean Chretien essays

Jean Chretien essays Jean Chrtien's greatest asset as Canada's twentieth prime minister is his long years of experience in Parliament and Cabinet. In government or in opposition, he has served with six prime ministers, held twelve ministerial positions and sat in Parliament for a total of twenty-seven years. When it comes to the game of politics, no one knows better the players and the strategies. The eighteenth child of a paper mill machinist, Joseph Jacques Jean Chrtien was born in Shawinigan, Quebec in 1934, sharing with Canada's first prime minister, Sir John A. Macdonald, the same birthday of January 11. Although his academic achievements were modest, Chrtien's parents were determined to give him good education and he was sent to the classical college in Trois-Rivires. After graduating, he attended Laval University, where he studied law. He was called to the Bar in 1958 and set up his law practice in the working-class district of Shawinigan North. Chrtien had demonstrated an interest in p olitics from a young age. His father was a Liberal organizer and by the age of fifteen, Chrtien was helping to distribute pamphlets and attending political rallies. At Laval he joined the campus Liberal Club. Quebec Liberals were an endangered species in the 1950s; the Union Nationale had dominated Quebec politics for more than a decade, and in 1957, the Conservatives won federally. Nevertheless, Chrtien persevered, campaigning for Liberal candidates in both provincial and federal elections. By 1960, he was principal organizer for Jean Lesage, leader of the provincial Liberal party, in the election that made him Quebec Premier that year. In 1963, Chrtien was asked to run as the Liberal candidate for St-Maurice-Laflche in the federal election. The incumbent was a Crditiste who had won the previous election with a margin of 10 000 votes, nine months earlier. In a hard-fought campa...

Forgiveness Essays

Forgiveness Essays Forgiveness Essay Forgiveness Essay Forgiveness Author: Institution: Forgiveness : The issue of being treated unjustly reminds me of one occasion where I had to denounce my pride and embrace the aspect of forgiveness. Indeed, I moved through the states of forgiveness as identified by Enright and his colleagues. As such, I uncovered my anger and examined the unjust act and my feelings about it. I realized that revenge would not solve the situation but would alleviate it instead. I, therefore, decided to forgive since I was willing to turn my back on the unjust act and look forward to the future. My situation can be defined by Enright and Rique (2005), through what they term as discovery and release. Conversely, I have also been in a situation where I asked for forgiveness after committing an unjust act to my friend, Michael. At first, I did not realize the implications of action on him. Michael took it upon himself to confront me and express his feelings about the ordeal. At this point, I felt consumed by a guilt conscience and acknowledged the need to seek forgiveness from him. The process involved acknowledging that I had made a mistake, and offering an apology as the remedy. Even though reluctant, he accepted my apology. The minor fallout between Michael and I served to reinforce our friendship (Maltby, Day Barber, 2005). People are bound to have disagreements in the workplace. In such an environment, the staff is composed of people with different social, cultural, and religious views (Aquino, Grover Goldman, 2003). In case conflict arises from such differences, forgiveness serves as the proper means of restoring accord in the workplace. Through forgiveness, employees are able to understand how to relate with each other. It also serves to build employee relationship and trust. References Aquino, K., Grover, S. L., Goldman, B., Folger, R. (2003). When push doesn’t come to shove: Interpersonal forgiveness in workplace relationships. Journal of Management Inquiry, 12(3), 209-216. Enright, R., Rique, J. (2005). Enright Forgiveness Inventory: The Measurement tool of choice in forgiveness research. Retrieved from mindgarden.com/products/efins.htm Maltby, J., Day, L., Barber, L. (2005). Forgiveness and happiness. The differing contexts of forgiveness using the distinction between hedonic and eudaimonic happiness. Journal of Happiness Studies, 6(1), 1-13. Retrieved from http://dx.doi.org/10.1007/s10902-004-0924-9

Can Rapers Be Good Role Models

Im a teen whose influenced by rap, rap myself because love it and I breathe hip-hop but I dont smoke pot I dont have guns dont sell drugs I dont go out and try to kill people because know whats right to do and whats wrong to do heroes a perfect example ill Haynes a rapper but he tells kids to stay in school he was a straight a student in school yeah Hess really stupid right and amine yeah he Was a drop out and a attic but he tells kids now not to get involved with that stuff he tells kids to stay in school USIA does not influence you in a bad way just describes how you feel at times and IP hop and raps good for that because it come out and says how its feeling. Is the response of a boy interviewed about the topic. Teen that view rappers as their heroes, chose them because they can related to them, many who grow up in bad neighborhoods and with out a mother or father, are the ones that can related to OPAC, Amine and Baggy Smalls.Others who just had their mommas, related to Ill Wayne and know about that mother love. Rappers eventually have to make songs at times about partying and drinking, but thats just to sell record, the true fans of those rappers know better than to live that thats the massage being send by their role models. I myself am a fan of rap music.Amine and Tuba Shaker, have been role models to me yet I dont drink, smoke, are involve in gangs or neither am I having sex, those are just stereo types people make about music, When view this artist as role models, I look at what they really stand for and what they try to do with their music, those who use them as an excuse to the negative decisions they decide to take shouldnt blame it in a person, instead they should blame it on their self.

Strategic Thinking and CSR Essay Example | Topics and Well Written Essays - 1500 words

Strategic Thinking and CSR - Essay Example Strategic thinking gives leaders an opportunity to explore different ways of doing business that add value to the company. Strategic thinking requires thinking 'outside the box' and considering non-traditional ways of doing business. According to the Centre for Applied Research strategic thinking includes exploring the following: Corporate Social Responsibility (CSR) requires adding a key element to Strategic Thinking. CSR requires the business to look at the realm of social responsibility. CSR is the integration of a business into society. This integration requires that the company take a look at its 'neighbourhood' and create and maintain a relationship that benefits both society and the business. The business has to look for opportunities to be a good citizen. CSR is all about building positive relationships within the community. These positive relationships can take the form of relationships with universities, ethical research, product safety, recycling, education and job training, safe working conditions, etc(HBR, 2006) An example of Corporate Social Responsibility is Malden Mills. On December 11 of 1995 a factory in Massachusetts burned to the ground. Malden Mills employed about 3000 people from the local community and when the mill burnt down many thought their jobs were gone as well. Aaron Feuerstein was the owner of Malden Mills at the time and was faced with a monumental decision. What next Most would try to recoup costs and leave the community with 3000 unemployed people. Feuerstein chose the unthinkable route of keeping all 3000 people on the payroll while the mill was rebuilt. Aaron Feuerstein answered the 'why' question by replying "The fundamental difference is that I consider our workers an asset, not an expense."(Boulay, 1996) Feuerstein considered his investment in human capital as his most important investment. He was quoted as saying "I have a responsibility to the worker, both blue collar and white collar. I have an equal responsibility to the community. It would have been unconscio nable to put 3,000 people on the streets and deliver a death blow to the cities of Lawrence and Methuen. Maybe on paper our company is worth less to Wall Street, but I can tell you its worth more. We're doing fine.'"(Boulay, 1996). It is clear that Feuerstein felt that it was Malden Mill's corporate responsibility to care for its human capital as well as its structural capital (the mill). Feuerstein kept his 3000 employees on the payroll with full benefits for three months while the factory was rebuilt. A business that does not position itself as a contributing member of a community stands to lose in the long run. An example of a company not being socially responsible would be a food store in a small community. This

Strategic Management Essay Example | Topics and Well Written Essays - 1250 words - 3

Strategic Management - Essay Example Toyota Motor Corporation Toyota Motor Corporation is a company that is leading globally in manufacturing and sales, in the automobile industry. Its main aim is to make better cars and be able to contribute to the society at large. Toyota Motor Corporations is committed to considering the customer first by manufacturing vehicles that are of high quality and those that are of affordable price (Toyota Motor Corporation, 2009). Toyota Motor Corporations believe in a bigger and brighter automobile future. Their main objective is to try and understand the customers’ needs and be able to provide services and products according to these desires. Therefore, Toyota motor corporations is endeavored to pursue the right way forward, to be able to further their growth and make each stakeholder happy and satisfied(Toyota Motors Corporation, 2009). Internal analysis and SWOT Toyota Motor Corporation is termed as the largest manufacturing company of cars by production and sales in the automobi le industry (Schmitt, 2010). It is also the largest manufacturing company in the US, and it is currently operating under five principles, which include; challenge, Kaizen, GenchiGenbutsu, respect, and teamwork (Toyota way, 2001). Despite all these, the Toyota Corporation is faced with strengths, weaknesses, threats, and tries to create opportunities to better their company, like any other in the world. Some of the strengths in the motor corporation include; being able to develop vehicles through innovative technology, and this has been achieved through putting more emphasis on the technological development, healthy corporate environment in which people are able to work and be taught at the same time. This is generalized as working together (Toyota Motor Corporation, 2009). Another strength, is that of tight integration of its group companies and this has helped them to contribute a lot on the economic growth of the nation, and are able to be the pioneers of the creation of a domesti c automobile industry, they are also able to penetrate through the well-known markets including; (Japan, north America and US) (Toyota Motor Corporation, 2009). Apart from the strengths, Toyota Motor Corporation is experiencing some weaknesses within its industry and these include; criticism over large scale recall in 2005, the company was blamed for producing low quality products that lacked innovations. This criticism encouraged them to focus more on designing more innovative cars so as to cater for the customers’ needs. They have gone ahead to make the latest models of primus and hybrid cars, keeping in mind the customers’ satisfaction (Takahashi, 2010). According to Armstrong and Kotler (2002), to be able to manufacture products that are of high quality with stable prices without putting pressure on the competitors will earn the company, a customer’s loyalty, and this is evident in Toyota Motor Corporation. Toyota Motor Corporation is also faced with the wea kness of foreign importation by the Japanese industry, and the company has strived to conquer this problem by producing low priced products in exchange of high quality products (Toyota Motor Corporation, 2009). Toyota Motor Corporation is also faced with the problem of global inefficiency; this means that it is only offering its brands to Japan and US while other competitors offer their brands globally. Therefore, to be able to curb this problem the Toyota Motor Corpo

Historical topics since 1500s Assignment Example | Topics and Well Written Essays - 2500 words

Historical topics since 1500s - Assignment Example They were devoted, loyal and keen followers of the law. The force was created by Sultan Murad in 1383 (Rice, 1999). Devshirme. This was a Turkish term referring to blood tax. During this period, the Ottoman empire sent the military to abduct young guys. They were then converted to Islam. The ablest were trained for military and civil war. The age of the recruit was from 7 to 10 years (Menage, 1966). Mamluks. This is an Arabic word meaning property. It may also mean the slave of the king or white slave. It is, therefore, an Arabic designation of slaves. This dynasty lasted from 1250-1517. Mamluks had a special status in relation to the ordinary slaves and were considered to be real lords with status above freeborn Muslims. Oyo. This was a Yoruba kingdom or kingdom. It covered parts of Benin and Nigeria. In modern day, it is an inland state in southwestern Nigeria, and its capital is at Ibadan. It is the 14th largest state. It contains a number of natural features, and the climate is equatorial with relatively high humidity. Marco Polo. This was a Venetian merchant .his travels are recorded in livres des Merveilles. he was born in Venice hence Venetian nationality. He was born in 1254 and died in 1324. His book was highly publicized and introduced Europeans to Central Asia and China (Polo, 1854). Battle of Lepanto . This was a battle between Islamists and Christians. This fight took place in 1571 on 7th October. It was a naval engagement and it was between the Christians and the ottoman. The Islam were defeated at the end and more than 50000 casualties were reported. Enclosure. An enclosure is an area that is sealed off. Economic history defines compound as the process which ends traditional rights such as mowing meadows for hay. The appropriation of land can be done through a fence or other methods such as enclosing through a stone wall or such. St. Petersburg. This is the second largest

Discuss the windows 2000 Emergency Repair Process Essay - 1

Discuss the windows 2000 Emergency Repair Process - Essay Example The Emergency Repair Process can accomplish a number of tasks, it has the ability to repair and inspect the startup environment, it can swap the system volume boot sector, it can replace and verify system files, and replace the registry if it is badly corrupted or missing. For the successful use of the Emergency Repair Process it is necessary that you have an Emergency Repair Disk or an ERD. It is suggested that the Emergency Repair Disk is created after you install and customize your Windows operating system. This disk can be created using the ‘Backup’ utility from the System Tools. The Emergency Repair Disk can be used to fix a damaged MBR, a damaged boot sector, and replace or repair a damaged or missing NT Loader or NTLDR and ntdetect.com files. It is possible that the Emergency Repair Process can try to locate the Windows installation and then start fixing your system, incase you do not have the Emergency Repair Disk, however it is not always possible. The Emergency Process is generally used when you are unable to start your computer using the Last Known Good Configuration or the Windows 2000 Safe Mode. The successful completion of the Emergency Repair Process will repair your system and your computer will automatically restart itself and your system will start functioning as

Ultra Orthodox versus Secular Jews among the Israeli Term Paper

Ultra Orthodox versus Secular Jews among the Israeli - Term Paper Example The world view also comprises of the knowledge of what is held to be true and what is considered false by the individual or society. The world view also includes the ethics held. This therefore means that people with different world views will have different thoughts and attitudes about a given subject. This can be a potential cause of conflict in a multicultural setting. An example of a community that has diverse world views is the Israeli community. The different world views present in the Israeli society means that there are many attitudes that are held in the society towards issues such as sexuality and intimacy. The different world views present in the Israeli society include the ultra orthodox Israeli Jews and the secular community. The two communities are different in the way that they interpret the world around them, and how they carry on their day to day activities. The fundamental difference between the two groups can be seen in their religious beliefs. The differences in r eligions mean that the two groups will have different codes of behavior and ethics. The differences however extend to the values that they hold in regards to different aspects of life. This means that the two groups have different world views when it comes to their views on intimacy and sexuality. The ultra orthodox community in the Israeli culture for example is very strict on matters of sexuality and intimacy. The boys and the girls are not allowed to mingle freely. They are instead expected to attend separate schools. Interaction between the two sexes is discouraged. In regards to intimacy and marriage, the norm in the society is that the man is introduced to the woman for the purposes of marriage. Intimacy between the sexes is reserved for the purposes of procreation. In this society, there is a rule that specifies that all male ejaculations should be vaginally contained. This is reflected in the big families that are characteristic of the community. Marriages are also expected to take place at a young age. Other than that, all forms of intimacy between the men and the women are discouraged. In all sectors of life, the men and the women remain segregated. The ultra orthodox community does not encourage awareness of one’s sexuality for the community. This is reflected in the restrictions that are placed in access of information from the internet and from the mobile phones. The women are generally looked upon as the lesser sex and some of the ultra orthodox publications even have a policy of not publishing pictures of women. Women are expected to maintain a decent style of dressing which is characterized by long skirts or dresses, high necklines that do not expose their bodies and the married women are expected to cover their head. All forms of intimacy and contact before marriage are forbidden which often prevents the people from forming positive and intimate relationships. In this society, intimacy is accepted in the confines of the marriage institu tion. And most people get into marriage without any prior knowledge or experience in matters of intimacy and sexuality (‘The Status of Jewish and Palestinian woman in Israel’). The views that are held by the orthodox on intimacy and sexuality can be attributed to the ideals that they hold on their religious practices. The ideals of the community are based on the teaching of the torah. They therefore do not

Managing non-profit organizations Research Paper - 1

Managing non-profit organizations - Research Paper Example In a nonprofit organization the output is the fulfillment of the community’s needs without any profit and trained staff members. Management of a nonprofit organization is also different. It includes four steps; planning, developing, operating and evaluating (Kotler). Each step in turn includes other tasks. While planning, one has to plan for three different things; strategy, resources and programs. Staff members carry out strategic planning to find out the overall purpose (mission) and direction (vision and goals) for the nonprofit, in addition to the methods (values, approaches and programs) for the nonprofit to work toward the purpose and direction. The strategic planning course offers input to all other major tasks in the organization, especially program planning and resource planning. Thus, if strategic planning is not done well, the entire organization can be unfavorably influenced. During program planning, the marketing investigation (or â€Å"inbound marketing†) activities are performed to recognize, for example, precise society requirements for the nonprofit to meet, what conclusions are desira ble to meet those needs, what explicit groups of customers to provide, and how to serve them to accomplish those outcomes. Program planning makes available input to many other functions, such as resource planning (regarding staff, funds, and people), financial management, advertising and promotions, and also fundraising. Many problems commonly connected with fundraising and promotions are really the result of poor program planning. Planners (McNamara). Typically, resources include people, financial support, amenities, equipment, supplies, and even certain policies and procedures. Budgets usually are developed that contain listings of resources that are needed, along with the predictable costs to get hold of and support the use of those resources. Resource planning straightforwardly influences the superiority of all operating

Ultra Orthodox versus Secular Jews among the Israeli Term Paper

Ultra Orthodox versus Secular Jews among the Israeli - Term Paper Example The world view also comprises of the knowledge of what is held to be true and what is considered false by the individual or society. The world view also includes the ethics held. This therefore means that people with different world views will have different thoughts and attitudes about a given subject. This can be a potential cause of conflict in a multicultural setting. An example of a community that has diverse world views is the Israeli community. The different world views present in the Israeli society means that there are many attitudes that are held in the society towards issues such as sexuality and intimacy. The different world views present in the Israeli society include the ultra orthodox Israeli Jews and the secular community. The two communities are different in the way that they interpret the world around them, and how they carry on their day to day activities. The fundamental difference between the two groups can be seen in their religious beliefs. The differences in r eligions mean that the two groups will have different codes of behavior and ethics. The differences however extend to the values that they hold in regards to different aspects of life. This means that the two groups have different world views when it comes to their views on intimacy and sexuality. The ultra orthodox community in the Israeli culture for example is very strict on matters of sexuality and intimacy. The boys and the girls are not allowed to mingle freely. They are instead expected to attend separate schools. Interaction between the two sexes is discouraged. In regards to intimacy and marriage, the norm in the society is that the man is introduced to the woman for the purposes of marriage. Intimacy between the sexes is reserved for the purposes of procreation. In this society, there is a rule that specifies that all male ejaculations should be vaginally contained. This is reflected in the big families that are characteristic of the community. Marriages are also expected to take place at a young age. Other than that, all forms of intimacy between the men and the women are discouraged. In all sectors of life, the men and the women remain segregated. The ultra orthodox community does not encourage awareness of one’s sexuality for the community. This is reflected in the restrictions that are placed in access of information from the internet and from the mobile phones. The women are generally looked upon as the lesser sex and some of the ultra orthodox publications even have a policy of not publishing pictures of women. Women are expected to maintain a decent style of dressing which is characterized by long skirts or dresses, high necklines that do not expose their bodies and the married women are expected to cover their head. All forms of intimacy and contact before marriage are forbidden which often prevents the people from forming positive and intimate relationships. In this society, intimacy is accepted in the confines of the marriage institu tion. And most people get into marriage without any prior knowledge or experience in matters of intimacy and sexuality (‘The Status of Jewish and Palestinian woman in Israel’). The views that are held by the orthodox on intimacy and sexuality can be attributed to the ideals that they hold on their religious practices. The ideals of the community are based on the teaching of the torah. They therefore do not

Creating Sustainable Workplace Essay Example for Free

Creating Sustainable Workplace Essay Thinking more broadly about sustainability (see above), reflect on your personal life. How sustainable is your life style? What can you do to make it more sustainable? Write your responses to these questions. Based on the aforementioned definitions and descriptions of sustainability, it is important to put emphasis personal sustainability for it is the aspect that lacks attention. As for my own assessment of my personal sustainability, my life is quite on the right track. I practiced habits that promote health and wellness. However, I admit that I have some lapses in my behavior that I need to improve. I tend to push myself in doing things without thinking the consequences in my health. I spend some time working and studying until the morning which I know is very unhealthy. I also like fast food and eating out for it is convenient for me, which I know have negative impacts on my health and on the environment that eating organic. I need to change some of my attitudes and behavior in order to attain personal sustainability. I need to set limits and improve my time management skills to effectively manage my life. Assignment #3: Observe practices of sustainability at your internship location. Interview 2 people and ask them what the organization does to promote sustainability. What practices do you see and hear that support sustainability? Think broadly here; providing livable wages is as much a sustainable practice as recycling! Discuss what you saw and heard in your interviews that tell you how well the organization is supporting sustainability practices. What thoughts do you have for what the can do to enhance its practices? The company I am working as an intern promotes sustainable practices and inculcates them to their employees as part of their corporate social responsibility. The company provides appropriate and proper wages on their employees as well as medical benefits. Also, the work hours are convenient to promote personal sustainability. As part of their corporate social responsibility, they practice waste segregation to help the environment. They also try as much as possible to minimize their wastes or garbage in the office. For example, the used papers are used as scratch papers to take notes. This is done to help reduce pollutants and to promote environmental sustainability.

Variable of Organization Culture and Characteristics

Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction. In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further. References Ali J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager: Work Values and Orientations Journal of Business Ethics , 60: 63-73 DOI 10.1007A10551-005-2626-6 Armstrong, M. (2000), Performance Management: Key Strategies and Practical Guidances, Kogan Page, London. Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422. Bacon, D. (1989), à ¢Ã¢â€š ¬Ã…“Businesss Role in War on Drugs, Nations Business, January, p.5. Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance: A managerial perspective, Management Research News, Vol. 22 Iss: 6, pp.1- 12 Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance: a new dimension for HRM Volume: 46 Number: 2 pp: 284-309 Barney B. Jay (1986) , à ¢Ã¢â€š ¬Ã…“Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?,The Academy of Management Review, Vol. 11, No. 3 , pp. 656-665 Becker E. Thomas, Billings S. Robert, Eveleth M. Daniel and Gilbert L. Nicole (1996),Foci and bases of employees commitment: implications for job performance. Academy of Management Journal, Vol. 39, No 2,464-482. Bijlsma, K. and Koopma, K. (2003), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Introduction: trust within organizations, Personnel Review, Vol. 33 No. 5, pp. 600-4. Blumberg, M., Pringle, C. C. (1982), à ¢Ã¢â€š ¬Ã…“The missing opportunity in organizational research: Some implications for the theory of work performance. Academy Of Management Review,7: 560-569. Boeker Warren (1997), à ¢Ã¢â€š ¬Ã…“The Influence of Managerial Characteristics and Organizational Growth, the Academy of Management Journal, Vol. 40, No. 1, pp. 152-170. Chatman A. Jennifer Jehn A. Karen (1994). Assessing the relationship between industry characteristics and organizational culture: how different can you be?. Academy of management Journal 1995. Vol. 37, No. 3, 522-553 Chen Feng Yi and Tjosvold Dean, Participative Leadership by American and Chinese Managers in China: The Role of Relationships,Journal of Management Studies 43:8 December 2006 0022-2380 Denison r. Daniel Mishra K. Aneil (1995). Toward a theory of organizational culture and effectiveness. Organization science. Vol. 6, No. 2, March-April 1995. Dirks, K. and Ferrin, D. (2002), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Trust in leadership: meta-analytic findings and implications for research and practice, Journal of Applied Psychology, Vol. 87 No. 4, pp. 611-28. Fassin Yves and Buelens Mark, à ¢Ã¢â€š ¬Ã…“The hypocrisy-sincerity continuum in corporate communication and decision-making: a model of corporate social responsibility and business ethics practices, Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Gent And Vlerick Leuven Gent Management School, Reep 1, 9000 Gent, Belgium. Gershenfeld Cutcher(1988), à ¢Ã¢â€š ¬Ã…“Industrial Relations and Economic Performance, Working Paper, School of Labor and Indus trial Relations, Michigan State University.. Gillespie, N. and Mann, L. (2004), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Transformational leadership and shared values: the building blocks of trust, Journal of Managerial Psychology,Vol. 19 No. 6, pp. 588-607. Glinow Ann Von Mary, Huo Paul Y., Lowe Kevin (1999),Leadership across the Pacific Ocean: a tri-national comparison,International Business Review, 8(1), 1-15. Gordan G. George DiTomaso (1992), Predicting corporate performance from organizational culture, Journal of Management Studies. Volume 29, Issue 6, pages 783-798. Gupta K. Anil and Govindarajan .V (1984), à ¢Ã¢â€š ¬Ã…“Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation, The Academy of Management Journal, Vol. 27, No. 1,pp. 25-41. Ilias Azleen, Rahman Abd Rahida, Abd Razak Zulkeflee Mohd (2008) à ¢Ã¢â€š ¬Ã…“Service Quality and Student Satisfaction: A Case Study at Private Higher Education Institutions, International business research, Vol. 1, No 3. Ilozer Dozie Ben, Love E.D Peter. Treloar Graham (2002), The Impact of Work Settings On Organizational Performance measures in built FacilitiesVolume 20, pp 61-68. Jaikumar, R, à ¢Ã¢â€š ¬Ã…“Post industrial manufacturing. Harvard Business Review, 64(6). 1986; pp.69-76. Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, professional commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92 Kim Soonhe (2002), à ¢Ã¢â€š ¬Ã…“Participative management and job satisfaction: lessons for management leadership. Public Administration Review. Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658 Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63 Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research. Paswan K. Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback-seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19  · Number 1, 3-12. Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19 Schein Edger H (1984). Coming to a new awareness of organizational culture. Slogan management Review. Vol 25, Issue: 2, Publisher: Samfundslitteratur, Pages: 3-16 Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119. Sheridan E. John (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056. Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers: a resource of the firm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261. Standing, G. (1997), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Globalisation, labour flexibility and insecurity: the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37. Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London. Weick KE (1987), à ¢Ã¢â€š ¬Ã…“Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue: 2, Pages: 112-127. Variable of Organization Culture and Characteristics Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. 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