Mitigation Analysis on Imposing a New Vacation Policy

In the verge of administrative challenges, the best organizational strategy to implement as a leader is the perspective on â€Å"delegation.†Ã‚   It is important to take note that the obligation of a leader mainly falls on the vortex of â€Å"conceptual skills† mixed with the forecasted value of human resource power.   In the case presented, given the fact that the main issue mainly lies on the scarcity or unavailability of information dissemination medium, the finest way to get through the dilemma is to dwell on the basic of communicating—snail mail would be a good option. Another alternative would be delegating the â€Å"message†Ã¢â‚¬â€the new vacation policy—to your subordinates. Take for example, in every state or country by which your company has scope onto, the power of local autonomy would serve you right.   As a matter of fact, it will be a lot easier to have the â€Å"regional† offices do the relay of message or idea, than to spend much on the expense of that purpose.   Further, with regard to the predicament on â€Å"language† inefficiency among your constituents, it would rather be best to have those â€Å"regional† office department heads to fix the problem—the regional directors must be critically filtered in such a way that they are able to understand both the international language and respective dialects of the region. Moreover, in the light of the â€Å"new policy,† to be able to get a glimpse of the feedback and recommendations of your subordinates, it is recommended that the leader calls for a general assembly for all the designated regional offices, and decentralize the power of â€Å"company† hearing or survey for each location (Stillman, 2004).   In such way, it will be cost-efficient, less hassle and beneficial for both the members and the leader for that instance. However, to be able to assess that the â€Å"plan† is effective and is proficient enough to be thoroughly implemented, the leader must consistently visit the respective regions to â€Å"personally† check on the employees and to give them an echelon of faith that the company is still highly respectable and professional in the keenest way possible (Ollman, 1999). Reference Ollman, B. (1999). Market Economy: Advantages and Disadvantages [Electronic Version]. Retrieved October 21, 2007 from http://www.nyu.edu/projects/ollman/docs/china_speech2.php. Stillman, R. J. (2004). Public Administration: Concepts and Cases (8th ed.). Massachusetts: Houghton Mifflin Company.      

Kate Winslet Essay

These past few years of highschool have had its ups and downs, but overall it’s been amazing. I’d like to thank my friends and family for always believing in me. Congratulations to the grads of 2013, see you all in 10 years! A discriminating reader may take pleasure in reading â€Å"The Destructors†, over an immature reader. A discriminating reader is a reader that takes deep pleasure in fiction that deals with life significantly, expects characters, plot and themes that are complex or realistic and that may challenge his or her beliefs and view of reality. This means that a discriminative reader would enjoy reading interpretive literature, like â€Å"The Destructors†. â€Å"The Destructors† will appeal to a discriminating reader because it deals with life problems and events that have happened, a deeper meaning and the theme and the story challenges beliefs and views of reality. â€Å"The Destructors† demonstrates life problems and events that have happened in history, this intrigues a discriminative reader into wanting to read the book or story. The story shows life problems, where there are gangs that are wanting to make trouble and let loose; just have freedoms and not let others or themselves have special treatment. An examples of this is when Old Misery offers then gang three packages of smarties and the it’s stood there â€Å"puzzled and perturbed by this action and tried to explain it away. ‘Bet someone dropped them and he picked ’em up,’. † They tried to think of all different reasons why Mr. Thomas would do this and they figured it was a bribe. This would make a discriminative reader keep reading, as the story is also set time is during the London blitz were bombs destroyed hundreds of house and places. Not only does a discriminative reader become interested by life problems and historical events, but also by the theme and deeper meaning. A discriminative reader, unlike an immature reader, can figure out the deeper meaning or theme of a story easily and doing this keeps them interested. The these is not usually easily present in a story that a discriminative reader would read because they would want to stay interested and try to figure it out as they read it by themselves. The theme of â€Å"The Destructors† is not innocence because the war has taken that away from them and replaced it with something the reader can make up and believe. The reader, being discriminative, expects the theme to be complex and realistic, and as the story continues the boys, Blackie and T. , have a conversation about the one thing T. wants to destroy. † ‘We’ll burn them [the notes/money], one by one’ and taking it in turns they held a note upwards and lit the top corner, so that the flame burnt slowly towards their fingers. The grey ask floated above them and fell on their heads like age. † This makes the readers think the they’re not to be innocence anymore by selfishness and rebelliousness, also the war has â€Å"aged† them by not giving them a childhood. From what has been said, a discriminating reader is able to figure out a deeper meaning by analyzing and expecting or guessing what the theme and meaning of the story is to be. Through doing so, they may challenge their beliefs and view of reality. As a discriminative reader reads a story, along the way they challenge their own beliefs as well as the authors belief. Whole doing this, they could perceive reality differently or challenge how or why reality was done this way. In particular, the discriminative reader may read,† ‘Of course I don’t hate him [Old Misery]’, I said. ‘There’d be no fun if I hated him. ‘ The last burning note illuminate his brooding face. ‘All this hate and love,’ he said, ‘it’s soft, it’s hooey. There’s only things, Blackie,’ he looked round the room crowded with unfamiliar shadows of half things, broken things, [and] former things. † A reader may see this and think do I really need this or that and challenge what they believe in and if something is right or wrong, better or worse. Overall, the discriminative reader loos at a story and challenges why they believe or don’t believe this and how come reality is this way. Discriminating readers can use many ways to look at a story and analyze it; they may take pleasure in to why the story deals with life problems and events in history, also the theme and or deeper meaning, as well as challenging beliefs and reality. â€Å"The Destructors† demonstrates all of these and that is why this story could be appealing to a discriminative reader.

Project Management Essay Example | Topics and Well Written Essays - 2000 words - 3

Project Management - Essay Example It is important to understand that there is a relationship between the three basic constraints of a project: time, cost, scope. Difficulty arises due to the fact that management of a project requires that the project's Scope, Schedule and Cost are managed simultaneously. A common mistake that project managers often make is that they don't realize the critical relationship between these three elements. Since a project schedule is closely connected to the delivery time and scope of project as will be discussed in the latter sections of this paper, a little variation in the scope can affect delivery and in turn affect the success of the project. This edging forward of scope to accommodate more requirements that were not included in the initial planning of the project while maintaining the same time frame for project delivery, is referred to as Scope Creep. Scope creep can stultify a project and if uncurbed, can prove to be fatal for the project. Scope creep is frequently viewed as one of the top reasons for project failures. This paper will discuss Scope creep in details and will also highlight the reasons why it occurs and what are how it endangers success of an IT project. Scope creep is generally defined as "the propensity for a project to extend beyond its initial boundaries". It is the unexpected or uncalled-for expansion in the size of a project. When the customer's expectations change so that the previously agreed upon set of deliverables is exceeded in features or functionality, the project is said to be suffering from what is referred to as "scope creep". Scope creep appears during the course of a project in different ways. It can occur through many minor changes, or it can take place because of a profound change in approach to the design of the project. Regardless of how it takes place, scope creep is damaging to the overall project budget and schedule. It lead to cost and schedule overruns due to increased project scope. The outcome of scope creep is most likely extra design charges due to additional design work. The scope creep can be categorized into two types given below, based on the users who initiate changes to project scope: 1. Business Scope Creep 2. Technology Scope Creep 2.1. Business Scope Creep Systems are configured to solve the business needs of a company. Due to continuous changes in market dynamics, the requirements that were previously defined at the start of project may change. Outsourced or built by in-house development team, in all IT projects, the project team is expected to gather requirements from the users and other key stakeholders of the system. This requirements analysis phase is characterized by meetings, interviews, and questionnaires with the client about the existing system and what is expected in terms of functionality from the new system. In most cases, it is often difficult for business users to imagine or foresee the new system till they see it functional and running. Only then are they able to come up with some requirements for the system and not before that. When the users see the new system for the first time, changes may be needed because any new applications will at first be unknown to users. Many a times, the user perspective is to always look for things

PepsiCo in 2007 Case Study Example | Topics and Well Written Essays - 1250 words

PepsiCo in 2007 - Case Study Example Natural resources essentially drop out of the competitive equation. Being born rich becomes much less an advantage than it used to be. Technology gets turned upside down. New product technologies become secondary; new process technologies become primary. PepsoCo obtains better terms from distributors and suppliers and promotes their products and services to consumers better than foreign firms because of common cultural heritage, ties, and language should be used for their greatest advantage. The main strength is new product development and product reformulation. Customers accept, reject, or alter propositions, perhaps through on-the-spot negotiations. Also, PepsiCo establishes close relations with distributors and follows aggressive acquisition strategy. The company relies on innovations and Product One strategy and strong leadership (Thompson et al 2008). For PepsiCo, Power One strategy is both a component and a determinant of the marketing mix. The company considers the life-style factors influencing product development. Urbanization, leisure, competition, discretionary income, travel, styles, tastes, automobiles, informality, and convenience have led to the emphasis on product form, readiness, packaging, combination, and selectio n convenience. For PepsiCo, product development refers to the conversion of ideas into successfully marketed products. It combines technical and marketing competence, and is concerned with strategies of programmed introduction of new products to markets as replacements for decaying ones. Since it carries out an important mission directed at corporate growth and advancement, product development should report to top management (Thompson et al 2008). Strong leadership and positive corporate culture support development and strategic growth of the company. Opportunities In implementing the product mix concept, companies are shifting away from being producing units, with set production capacities that merely broaden their line by adding similar items. They are becoming units that assess market opportunities against such criteria as rate of return on investment, and that change their facilities when the opportunities warrant it. This orientation demands a change from product rigidity to product flexibility. International expansion proposes great opportunities for PepsiCo (Thompson et al 2008). The idea is to establish effective management in multi-brand companies by developing a series of profit centers in which product executives assume responsibility for the total marketing effort for a line. This approach grows out of the inability of one executive to master the intricacies and details of marketing several dozens or hundreds of products. Product managers develop product ideas, nurture their brands, compete effectively within and outside the company , prepare budgets, work with marketing-research and advertising agencies, influence salesmen, wholesalers, and retailers, and generate sales, profits, and larger market shares. They understand and represent markets, customers, and consumers. "PepsiCo management believed international markets offered the company's greatest opportunity for growth since per capita consumption of snacks in the United States averaged 13.9 servings per month" (Gambler 2008). Weaknesses Both PepsiCo and distribution-channel members are faced with the problem of deciding the best combination

Assess the dangers for European TNCS wishing to focus entirely on Essay

Assess the dangers for European TNCS wishing to focus entirely on emerging markets for future business success - Essay Example In one way of saying, corporations are right in having such a perception. For example, in case of gambling, those who get straight into the game without paying adequate attention to rules and regulations as well as without studying tactics of other key players are more likely to incur huge losses. This theory holds true for transnational corporations as well. Nonetheless, investors who adopt proper measures to identify macroeconomic factors inherent to the emerging markets attain the capability to reach out to millions of customers and widen target customer base. A number of European transnational companies, such as, Vodafone and HSBC, have increased their stronghold in emerging countries such as, India and China, by simultaneously gaining access to cheap labour as well as a larger customer base. On the other hand, companies, such as, Ericson had failed to establish its presence due to strategic dysfunctions. Majority of these dysfunctions are consequences of various internal and external factors associated with emerging countries, which can prove to be immensely dangerous for European organizations, considering an expansion into these countries in order to achieve business growth (Henisz and Zelner, 2010). The relevance of this study lies in the fact that it highlights the relative risks and challenges in face of European transnational companies while considering an expansion into emerging economies. The most commonly understood definition of an emerging country is a low income economy with rapid growth, which utilizes economic liberalization as the primary stimulator for achieving further growth. Macroeconomic stabilization, revelation of administration monopolies to domestic and foreign competition and trade liberalization has in a combined way led to evolution of a new community in these countries, known as the middle

Cultural Competency in Medicine Case Study Example | Topics and Well Written Essays - 1250 words

Cultural Competency in Medicine - Case Study Example The University of Nalanda, built in the 4th century, was also one of the greatest achievements of ancient India. Ayurveda, the system of traditional medicine, has its origins in India. Today there are 28 states and 7 Union territories in the country. The Government of India has introduced various health programs and policies. But most of the development indicators paint a grim picture, especially of the remote rural parts, where access to proper health care is still a major challenge. Rural poor often resort to alternative medicines and home remedies, which are cheaper than visiting qualified and trained health professionals. Religious beliefs and superstitions also add to their reluctance. Among many others, diabetes is one of the fastest growing health problems in India. Estimates show that India is home to around 40 million diabetics. This number gives India the dubious distinction of being home to the largest number of diabetics in any one country. The high rate of prevalence of complications is disturbing. The picture becomes all the more gloomy with reports that many patients already have these complications at the time of diagnosis. It is a widely accepted fact that more than 35-40% of people show the presence of some diabetes related complications at the time of diagnosis. India has a distinct need for a comprehensive diabetes care program. ... Most of the health budget is focused around immunization, providing clean drinking water and sanitation to the majority of the people. The government does not seem to have the finances to undertake any major program for non communicable diseases in general and diabetes in particular. Studies show that diabetic foot syndrome, which is a common yet preventable complication of diabetes, is even more neglected aspect of the disease in India. Peripheral sensory neuropathy, improper footwear, lack of patient knowledge about foot care and uncontrolled diabetes are some of the factors contributing to this syndrome. In India, footwear practices vary widely. Apart from a significant proportion of people walking barefoot outdoors, a majority of Indians walk barefoot indoors. While visiting religious shrines, people always go barefoot. In a tropical country like India, where the pavements or asphalt roads become very hot, and the rural pathways are uneven and dusty, walking barefoot can lead to injury. Furthermore, use of footwear like Hawaian chappal, which has a rubber sole supported by a strap in the first inter-digital space, but no back strap, exposes the feet to injury. Shoes, when worn by either sex, are often pointed and thus further expose the foot to injury. Also, the practice of not wearing socks, particularly in Indian females can result in a hyperkeratotic and fissured heel or a callosity of the first interdigital space or injury to the great toe. Overview of the case Murali, 60, has migrated to the US recently from the southern part of India. He has spent most part of his life working as a postman in a remote Indian village. Ever since his wife died two years back, he has been having constant health problems. With no proper medical facilities in

Review of the Article Development Opportunity Essay

Review of the Article Development Opportunity - Essay Example The article gives some guidelines in toning down what is necessary in learning and development (L & D) programs. An approach called RAM is suggested. R stands for relevance, which asks, â€Å"What is it for? Why are we doing it? Has the work changed? Has the business changed?†. A stands for alignment, which asks consults the stakeholders who will benefit from it. Lastly, M stands for measurement, which looks into the impact and value of the L & D (Scott, 2010). Since options to save up on L & D expenses have been cut short, online training services have been made available by a few groups where employees can log on to the company’s learning management server and choose a program they believe will help them in an area they need training for. Such service conducts an impact and learning study to monitor how they improved from the training. When people want to learn more to improve themselves, the article said they should not be controlled but instead given freedom and opp ortunity to do so. Social learning is one option. People can work across the company to network, â€Å"share knowledge and experience, collaborate and learn for their benefit and that of the company (Butler as mentioned in Scott, 2010, p. 25). Learning from colleagues could be an effective way of improving skills and experience while keeping company costs down. Leaders may also avail of outside training first and then cascade their new knowledge and skills from the training down to their employees. It is one way of imparting the culture of the organization to its people. In any case, the training expert should keep in mind the goals of the training – to improve the business and not only the people, so it yields a return on investment. L & D should focus more on practical strategies and not just theories. Review of Related Literature The global financial crisis has turned some companies to scrimp on their budgets just keep them afloat in these difficult times. Many people hav e lost their jobs as a result of the budget cuts. For employees left to work to help their companies rise above the economic crunch, training and development are ensured in the expectation that it will contribute towards the betterment of not only the individual employee but of the whole organization as well. Employee development has been identified as key to improving overall organizational effectiveness. Jones and Washington (2003) have defined it as: â€Å"Employee development refers to an integrated set of planned programs, provided over a period of time, to help assure that all individuals have the competence necessary to perform to their fullest potential in support of the organization’s goals† ( 344). Like what the article indicated, nowadays, people have more access to learning. More and more training courses are developed and offered in schools and online for people who want to go further in what they know to gain skills and knowledge in their

Guns,germs and steel by justin diamond Essay Example | Topics and Well Written Essays - 750 words

Guns,germs and steel by justin diamond - Essay Example The above inquiry is referred to as the Yali’s question (13). Yali seems so energetic and charismatic to get the answers on why New Guinea at that time was still governed by Australia and were still living in the Stone Age yet independence was in the air, the last passage (13).In the second paragraph (14), Diamond explains to Yali about the colonization of New Guinea over the course of a million years. The white man had arrived and imposed central government on the people and bought all their valuable material goods â€Å"cargo†, second passage (14).This made them look â€Å"primitive† as the Whites enjoyed a higher standard of living yet they worked so hard but achieved nothing in return. The last paragraph argues that some societies will still remain poor as evidenced by the huge disparities in the separate lifestyle of the two groups of people where one acquires wealth while the other struggles to provide to the already wealthy (14, 15).In the third paragraph, Diamond also adds that Yali’s question is not only concerned with the New Guineans but it extends and relates to the modern world (15). Secondly, technological and political differences as of A.D 1500 were the paramount cause of modern world inequalities. Empires with modern weapons were able to conquer or exterminate societies with weapons of stone and wood, passage two (16).Different levels of development in different continents from 11,000 B.C to A.D 1500 were what led to technological and political inequalities. While many Native Americans remained hunters and gatherers, most of Eurasia, America and Sub-Saharan Africa progressively developed agriculture, metallurgy and complex political systems. (16).In support to this argument, the day to day communication between overwhelmed people is what established the contemporary continents through invasions, scourges and mass killings .For instance case studying Africa and their history toward independence clearly

Organizational Plan for Dr. McDougalls Right Food Asian Entres Essay

Organizational Plan for Dr. McDougalls Right Food Asian Entres - Essay Example Further, a McKinsey 7-S Assessment would be applied, as required. For Dr. McDougall’s Right Food, the management team is comprised of the founder, Dr. John McDougall as chairman of the board of directors; Karen Alden, the CEO and board member; a Vice President and Operations Manager with expertise in natural foods production; a Finance Manager who takes care of accounting and finance; and a Human Resources Manager who takes care the administrative and personnel resources’ needs for the organization. All of the management team are members of the board of directors. The success of the team lies with Karen Alden, reported to have extensive expertise in the areas of strategic planning and marketing (Full Circle Fund, 2011, par. 1). Under the governance of Dr. John McDougall, known as an expert in healthy eating, his qualifications, as noted are â€Å"one of the founders of natural, or organic, wellness and is a board-certified internist. He is also a best-selling author who has been writing about the effects and benefits of good nutrition to health† (Grocery.com, N.D., par. 2). The rest of the team address production, finance and human resources requirements, as needed. The elements of the McKinsey 7S model are: strategy, structure, systems, shared values, style, staff, and skills (Mind Tools, 2011). Applying this model in Dr. McDougall’s Right Foods Asian Entrà ©e, the following are revealed: Strategy: To produce and market Asian Entrees entirely on all natural ingredients to be targeted to health conscious people who are always on the go. Despite its premium price strategy, an extensive promotional campaign would assist to enhance product awareness to consumers and therefore, it would be available in all major supermarkets and groceries. Structure: The management team is structured as a lean and flat structure with limited members

Enginering Science Essay Example | Topics and Well Written Essays - 1000 words

Enginering Science - Essay Example A. Shear Diagram: B. Moment Diagram: C. Maximum Bending Moment = 80 kN.m 2. A simply supported beam of length 10M has a concentrated load of 30kN 3m from the left hand end and another concentrated load of 50kN 3m from the right hand end. P1 a. Draw the shear force diagram. b. Draw the bending moment diagram c. Determine the maximum bending moment in the beam. d. Determine the maximum shear force. A. Shear Diagram: B. Moment Diagram: C. Maximum Bending Moment = 132 kN.m D. Maximum Shear Force = 44 kN 3. The maximum bending moment a beam can sustain is 175 x 10 6 Nmm. If the maximum stress in tension or compression is 165 N/mm2 suggest an appropriate section beam from the table in the appendix P2 Given: M = 175 x 10 6 Nmm f = 165 N/mm2 Solution: Section Modulus, Z = M / f Z = 175 x 10 6 / 165 = 1060606.061 mm3 = 1060.61 cm3 The lightest section with Z > 1060.61 is the I beam 406 x 178 with Z = 1186 cm3 4. A steel column is required to support a load with a slenderness ratio of less than 100. If the column is fixed at both ends and is 3m long, suggest a suitable section from the table in the appendix. P2 Effective length factor, k = 0.5 for fixed columns L = 300 cm Since kL/r

William Hazlitt Essay Example for Free

William Hazlitt Essay Money isn’t everything, but for English writer William Hazlitt that saying couldn’t be farther from the truth. The essay he has chosen to write is a list of contradictions given to show the reader why the true purpose in life is money. Hazlitt conveys his thoughts on money to persuade others that money is everything. To persuade his reader he uses specific syntax, tone and diction to convey this message. William Hazlitt begins his passage with stating â€Å"literally and truly, one cannot get on well in the world without money† (1). By starting the essay like this his stance whether or not money is everything is clear. As the passage develops you find that he is trying to persuade people who think money isn’t everything by belittling this with statements like â€Å"to be a burden to your relations† (39-40) to make the reader second guess them self. Also by him addressing â€Å"yourself† (45) in the passage he is directing it at a particular person or group of people. By doing these things he creates an informal essay with little detail. Hazlitt expresses a contemptuous tone throughout the essay. In his essay he compares having no money to â€Å"laborious employment† (16) and â€Å"thrown into†¦ a gaol,† (33) these are all situations that a majority of people dislike or do don’t want out of life. He uses this to persuade readers into his way of thinking. Hazlitt uses one huge compound sentence combining many contradictions. This compound sentence takes up lines 2-47 which is the majority of this passage; overwhelming readers by also adding intricate diction like â€Å"gaol† (33) â€Å"acquirements† (8) all to enhance his point by still using an informal tone. In conclusion William Hazlitt attempts to persuade his non-believer readers about the advantages of money and why it is truly everything. Whether it is by burdening your family or â€Å"sitting at a desk† (17) is condemns the reader and uses negative connotations. This strikes a reader and shows reasons why money is truly everything.

Islamic Architecture in India

Islamic Architecture in India Introduction India is vast in culture and traditions, nature, religions, languages rich with historical monuments with vernacular architectures. Taj Mahal is one such wonderous monument structures built by ShahJahan as tomb in memory of his adored wife, Mumtaj Mahal. Taj Mahal is renowned for its glorious Indo-Islamic architectural presence in style, shape, color, location of the monument and material used to construct it. It is one of the eighth wonder of worlds famous monuments and appreciated by its visitors interests for their insight into its culture, time and history of the monument. Therefore, Taj Mahal architecture can be renowned as the largest model combination of the derivative of Byzantine, Persian, Indian and Islamic architecture. The Indo-Islamic architecture takes live in form with the slave dynasty in India. It is credited to Mughal dynasty in Pakistan and India, the field of arts and architecture who gave special care to raise historical monuments in India. The earliest monuments what we find in India are the recycled material of the existing Jain, Buddha and Hindu monuments. The Islamic architecture was then fostered by the Delhi Sultanate and achieved excellence by the Mughal contributions. The Background of Islamic Architecture in India The Persian dynasties dating back to 500 BCE has seen many Islamic faith dynasties. Throughout the ruling dynasties, Persia (modern Iran) has modeled as center for many art, architecture, poetry and philosophy. Persia is well known for its trade since pre-historic times. The Silk Route acts as bridge between distant lands for trade, religious and material culture. The business also spread to main lands of central Asia, including Armenia, Georgia, and India. Persia has also seen developmental fronts in architecture which spread many Asian countries as did business too. The climate, the influence of people, available material, religious purpose and peripheral cultures, and patrons also played a important role in the development of architecture (Mehraby).The magnificent architectural buildings take inspiration from the landscape, snow-capped mountains, valleys, and wide shining plains which conceived and accomplished novel ideas for building artifacts while mountains serve both physical and mental sources of inspirations in Iranian architecture.Thus, Beauty is regarded divine for ancient Persian civilizations. The Architectural Intentions of the Taj Mahal Taj Mahal traces its architecture as rooted with Islamic conjectures. Though the Persian or the Islamic civilization was not the first to concentrate their architecture on religious themes, it was a strong feature among Byzantine architects. The Byzantine Architecture records the religious buildings and their designs as achievements of the Byzantine Empire. The most remarkable example at Constantinople is Hagia Sophia, a Christian church at Constantinople (the present Istanbul) is a massive and ornamental church represents the glory of the Byzantine Empire. The architectural intentions also note the power factor in Islamic architecture. The Islamic dynasties believe in spreading Islam and glorify to God by articulating through mosques, unmatching historical monuments and palaces of excellent beauty. To achieve this, they desire and acquire power to patronage architecture. The Islamic architecture spread as far as Egypt and North Africa, Spain, and Persia. Then, they developed their unique style by combining the arts of the Byzantines, the Copts, the Romans, and the Sassanids. This unique style specializes in fusing the native design elements with imported ones. Taj Mahal suffices this stance. The memories of Mumtaj Mahal are spread all over the world symbolizing his love for her. The uniqueness of this monument is its dome structure which is feature of Byzantine architecture. The abstract designs are noteworthy of Persian architecture, the floral designs and painting goes to Safavid style, the location of the building is also an important factor which totally reiterates the presence of chief Persian architecture. Communicating spirituality is yet another perspective attributed to Islamic Architecture. This perspective has been practiced among sages, philosophers, poets, and spiritual masters of Islamic countries. The disciple of proliferating Islamic law through the pursuit of knowledge, reflections on reality of nature beyond appearance, disciplined prayer is also reflected on their architecture. The stone flowers of the Taj Mahal gives a picture of realism fascinating the visitor with their grace and colorful freshness, (Okado and Joshi). The Taj Mahals mention to paradise can be seen in the motif of flowers carved on the funerary chambers of the mausoleum, as well as on the plinths of the inner iwan, where flowers and roses symbolize the Kingdom of Allah, (Bin and Rasdi). The Byzantines architecture also followed similar organizing principles. Whereas the Christian religious worship place and its design corresponds to the religion. Therefore, symbolism also played a significant role in the evolution of the form of the monuments. During the Byzantine period the Church itself became a symbol of the faith. The master piece of Indo-Islamic Architectural style, the beauty of the Taj Mahal, inspires numerous artists from all over the world. To this, Okada and Joshi (1993) relates to the four canals to the four rivers of Paradise referred in the Holy Quran. The symbolic nature of the garden and the canals at Taj Mahal is considered the funereal nature of the monument and the Quran inscription located on the southern entrance wall of the main Gate gives undeniable credibility to the comparison of the Taj Mahal with the Garden of Paradise, this inscription says: (It will be said to the pious): O (you) the one in (complete) rest and satisfaction! Come back to your Lord, well-pleased (yourself) and well-pleasing unto him! Enter you, then, among My honored slaves, And enter you My Paradise! The Holy Quran, Surah Al-Fajr: 89:27-30 Therefore, it is notable to see the students of Islamic architecture enduring Taj Mahal as an incomparable monument in Persian origin. The Architecture, Structure of Taj Mahal The Byzantine and Islamic architecture share a common style of architecture, the dome. The Dome of the Rock in Jerusalem is in response to the Islamic architecture which shows the influence of Byzantine architecture imparted as the dome style passed on to the Islamic architecture. It is also known as Persian dome. Today, it is called the Onion Dome. This architecture advancement of the use of dome is accredited formed a new style in global architecture. The most celebrated example is the Taj Mahal (A.D. 1630) built by Mughal Dynasty in India. But, this is not new to Indian architecture. The well known Buddhist Stupa at Sanchi, India 4th to 1st century BCE is a commemorative monument associated with preserving sacred relics. Not only these, the Mauryan kingdom (c. 321-185 BCE) in India also fortify their cities with Stupas, Viharas, and temples were constructed, (Kumar). The Taj Mahal consists of sixteen chambers, eight chambers each on two levels that contain the octagonal funerary chamber overcome by a surbased inner dome. The funerary chamber consists of the tombs of Mumtaj Mahal and Shah Jahan together, adorned by a baluster of delicately perforated marble and studded with semiprecious stones, (Okado and Joshi). Persians focused their efforts on reviewing their architecture in barrel vaulting, crenallated roofs, conical squinches, big bricks, oval arches and different designed brick work or now and again platerworks over bricks. Though the architecture is traced to 3000 years, the design elements of Persian architecture like high-arched portal set within a recess, columns with bracket capitals, columned porch or talar, a dome on four arches, a vast ovoid arch in the entrance, a four iwan courtyard, early towers reaching up toward the sky, an interior court and pool, an angled entrance and extensive decorations display their distinctive structural designs, (Mehraby). The Structure The intended tomb is made of large white marble structure standing on a square plinth beam consisting of a symmetrical building with an iwan (arch-shaped doorway) presented with a large dome and finial at the top. Franà §ois Bernier noted how the centre of every arch is adorned with white marble slabs whereon are inscribed large Arabian characters in black marble. This structure styling reflects Persian architecture. The base is multi-chambered cube with chamfered corners creating an unequal octagon of approximately 55 meters on all the four long sides. On each of these sides, a massive pishtaq, or a vaulted archway, frames the iwan with two similarly shaped, arched balconies stacked on either side forming a symmetrical shape on all sides of the building. There are four minarets frame the tomb and the main chamber houses the false graves of Mumtaz Mahal and Shah Jahan. The actual graves are located at a lower level. The top of the dome is fancily decorated with a lotus design. The columned bases open through the roof of the tomb and provide light to the interior. Tall decorative spires (guldastas) extend from edges of base walls, and provide visual emphasis to the height of the dome. The dome and chattris are topped by a gilded finial, which mixes traditional Persian and Hindu decorative elements, (Wiki). Even the tenure of Byzantine architecture, the discovery of pendentives and dome on pendentives changed the expertise for constructing churches and eased the procedure during the Byzantine period. The bronze make of moon and its horns pointing upwards, the heavenward in trident shape clearly indicates the mixing of Persian and Hindu decorations. The symbolic meaning can be derived as Hindu symbol of Shiva. The minarets are 40 meters tall; each minaret dividing into three equal parts by two working balconies surmounted by a chattri that mirrors the design of a lotus design topped by a gilded finial, (Wiki). The subsequent Islamic architecture in India signifies in the form of Mosques and tombs facade beautification is the main form. The evolution of the dome style as called the basic cube and hemisphere terminology in past architecture was later brought into excellence at some stage in the Mughal Period. The experts say that Taj Mahal replicates Humayuns tomb before the blueprint for Taj Mahal was formed. The best examples for the Indo-Islamic Architecture are the Gol Gumbaz at Bijapur, Agra Fort, Buland Darwaza, Qutab Minar and Safdarjang Tomb. Hambly (1964) writes the architecture of Taj Mahal to be of Safavid style in his Cities of Mughal India which accounts the amazing factors of Mughal dynasty. Safavid is yet another dynasty which ruled Persia during 1499-1722 B.C.E. Safavid has great deal of finest works of metal art works like arms, armor, candle stand, helmets, drinking vessels, and wine bowls. Ruggiero notes the events during the Safavids, networks of caravansaries were constructed to facilitate transportation and promote trade since Persia was business center for many countries then, (Hambly). The calligraphy on the large pishtaq is definite work of Safavid. Anon says, the Mughal emperor Shah Jahan conferred Amanat Khan title for his work for his dazzling virtuosity. This inscription from the Quran can be found underneath the interior dome are the inscription, Written by the insignificant being, Amanat Khan Shirazi.. Not only this, the calligraphy found on the marble grave is attended in detail and delicate. Historical, Societal and Cultural Importance of Islamic Architecture Haider (2002) studies the Islamic architecture along the fourfold phenomenon activity of societal implications namely, the dwelling imperative, the functional imperative, the constructive imperative and aesthetic imperative; these principles also project our images, expectations, definitions, and critique of Islamic architecture. Functional importance of any building under this architecture marks as symbolic or a marker or an icon or a monument fundamental to uphold the longing remembrances and therefore, indicate meaning of a society. If we can cross these societal manifestations against the architectural intentions, a more focused and prolific discussion can be formed. Our study on Taj Mahal is one such productive result of these crossing. If we can view Islam as religion and as historical observable fact of power and patronage and inclined to seek the aesthetic imperative and symbolic expression in architecture, the focus is more likely on Taj Mahal. Conclusion The Mughal courts established in Pakistan and India were occupied by poets and calligraphy artists from Persia who took flight from their very little home country to fortune earning in India. The constructions what we see of Mughal dynasty is the work of these Iranians who were the special guidance of the Mughal Empire who gave attention for very detail to raise monuments for the public to praise the Islamic architecture. The Islamic architecture holds its generosity in various monuments found mostly in India. They portray their love for art and inturn to God. Their thrust to spread the fame is notable. We see every dynasty or the empire have their own set of values, cultures and traditions. These impacts are also well noticeable in their architectures. Therefore, the Islamic architecture is symbolic of the architecture they produce. Work Cited Books Amina Okada and M.C. Joshi. (1993). Taj Mahal. Abbeville press Guido Ruggiero. (2002). A companion to the worlds of the Renaissance. Wiley-Blackwell Roger Savory. (2008). Iran Under the Safavids. Cambridge University Press Franà §ois Bernier (1996). Travels in the Mogul Empire 1656-1668. Asian Educational Service Raj Kumar. (2003). Essays on Indian art and architecture: History and culture series. Discovery publishing house Journal Mohamad Tajuddin Bin and Haji Mohamad Rasdi. (2008). Reconstructing the idea of Islamic architecture: restructuring the academic framework and design approach within the perspective of the Sunnah. The Journal of Architecture, 13:3(6). pp 297 315. Online Sources Mehraby, Rahman. http://www.destinationiran.com/Architecture.htm Okado and Joshi. http://www.islamicart.com/library/empires/india/taj_mahal.html Bin and Rasdi. http://www.islamicart.com/library/empires/india/taj_mahal.htmlAnon. The Taj Mahal. Islamic architecture. Islamic Arts and Architecture Organization. Accessed on 25 Nov 2009. http://www.islamicart.com/library/empires/india/taj_mahal.html. General Information about Iranian Architecture. Accessed on 25 Nov 2009. http://www.destinationiran.com/Architecture.htm Introduction of Islamic architecture to India. Accessed on 27 Nov 2009 http://www.india9.com/i9show/Taj-Mahal-19777.htm Byzantine Architecture. Accessed on 25 Nov 2009. http://library.thinkquest.org/C005594/Medieval/byzantine.htm http://en.wikipedia.org/wiki/Indian_architecture

UK Grocery Retailing Industry Macro Influences And Tesco Marketing Essay

UK Grocery Retailing Industry Macro Influences And Tesco Marketing Essay The global retail industry has metamorphosed more in the last seven decades than it has in the last seven centuries. History tells us that the retail business depends on the economic and disposable income levels of the populace that moves from the centres of economic deprivation to the industrialised and prosperous environments. The evolution of the retail industry in the United Kingdom bears testimony to this phenomenon. The last few decades have seen heterogeneous expansion in food retailing in the UK, including the materialisation of innovative shop formats, superior logistics, capital outlays in new technology, sophistication of supply chain processes, and the continuous growth of supermarket chains (Nicholson-Lord, 2004). This report takes up the food retail sector, with particular reference to the strategies followed by Tesco, for examination and analysis. Supermarkets reflect, in the United Kingdom as elsewhere, the reality of contemporary economic life and have an enormous and urbane influence over the grocery supply chain (Defra, 2006). The supermarket industry is lucritive and could be said to be profiteering at consumers expense, however recent investigations into the industry by the competition commision show that this is not the case the industry is currently broadly competitive and that, overall, excessive prices are not being charged, nor excessive profits earned. (Defra, 2006). The sector has changed and adapted over time from solely selling groceries to offering a wide range of products under one roof. With technologcal improvement and the internet being used by the many, operations have also moved online allowing customers to shop for anything from bread and milk to car insurance and telephones from their computer. This structured report deals with: the key macro factors in the evolution of UK supermarkets; the current attractiveness of the supermarket sector, and; Tescos growth strategy. 2. Key Macro Factors in the Evolution of UK Supermarkets The retail business in British cities, till the 1960s, had a hierarchical arrangement and focused on the central commercial districts. It was balanced by a comparatively minor number of town or district centres, offering a strapping convenience-goods merchandising function, and a secondary array of comparison wares for particular city centres (Bromley Thomas, 1993). The next stage of transformation from the mid-1960s onwards: increasing prosperity and disposable incomes; rising levels of vehicle ownership; urbanisation; increased levels of female participation in employment, has driven new patterns of consumer behaviour and increased demand for specialised and sophisticated ranges of goods and services (Bowlby, 2001). This transformation has been instrumental in changing the character of the urban retail landscape (Bromley Thomas, 1993). Political and Legal The supermarket sector is under constant political watch since restriction of competition and accusations of being an oligopolistic market arose. Investigations carried out by the Competition Commission resulted in the adoption of a Code of Practice, which has now been in operation for some years. The sector is also under governmental pressure to increase its employment levels, particularly because employment in the supermarket sector has not kept pace with growth (Emerging, 2010). Economic Supermarket operations are under pressure because of the ongoing economic downturn. High unemployment levels, along with stagnation in consumer incomes, has affected consumer spending. Supermarkets are responding with better offers through renegotiation of supplier prices and improvement of operational efficiencies (Tesco, 2009). Social Social and demographic changes play a major role in supermarket operations. For example, the ageing population, along with an increasing number of female workers, single parents and divorcees, is reducing the frequency of meals prepared at home. Increasing consumer focus on health is leading to greater stocking of organic foods and Fairtrade marked products (De Chatel Hunt, 2003). Technological Most supermarkets now have an online presence to market their products and have set up efficient, well designed e-commerce websites. Supermarkets use modern technology in a number of other areas e.g. electronic shelf labelling, customer data management and supply chain management (Tesco, 2009). Environmental Although supermarkets are very popular, they are scrutinised for increased fossil fuel consumption due to goods transportation and changing shopping patterns, requiring customers to drive to supermarkets. Also the introduction of reduced usage of plastic bags in supermarkets, Marks Spencer was a leader in reducing the plastic bags used by its consumers; a five pence levy was placed on each carrier bag in a bid to curb usage. Other supermarkets although not charging customers to use the bags withdrew from the shop floor and customers had to ask if they needed the bags. Tesco introduced a clubcard scheme offering customers clubcard points to customers who do not use plastic bags. 3. Current Market Position of UK Supermarkets It needs to be noted that the retail business has evolved from an industrial to a post-industrial stage. More than 2.1 million people, approximately comprising about 10 per cent of the labour force, were working in retail distribution by 1992 (Employment Gazette  November 1992), and the biggest retailers are now among the major companies (Lowe Crewe 1991). Competitive Rivalry The supermarket sector witnesses intense rivalry between market participants. Supermarkets have grown at the expense of specialist food shops (e.g. grocers, green grocers, dairies, butchers and fishmongers) by offering wider product ranges and lower prices under one roof(keynote 2007). The constant monitoring of market share, price wars, innovative shopping formats, promotions and loyalty schemes not only demonstrate the rivalry present but also the struggle each supermarket faces for customer footfalls. With the four main supermarkets having such a large market share, the UK supermarket industry could be said to be operating as an oligopoly. However as shown by the competition commission and the Office of Fair Trading, there is no anti-competitive behaviour taking place. In realty prices would be lower for consumers in a perfectly competitive market rather than the oligopolistic market that is currently in the UK, however unless there is clear evidence of price-fixing or cartels it would be highly unlikely government will intervene and take action to stop the big four supermarkets growing further. Bargaining Power of Buyers The power of buyers can be interpreted in different ways. At first glance, they appear to be powerful because they have a wide range of products to choose from, and can switch from one supermarket to another. In antithesis, customers have lost the flexibility, home grown service, and range of produce that was available with traditional providers. Consumers may be loyal to their local supermarket, but by no policy or guidelines consumers are technically free to shop at any supermarket. The government through the OFT ensure that a fair price is being charged to consumers. The consumer could be said to have immense power as with the industry being so competitive and incentives always being used customers are benefiting. Also the wide use of the Internet now allows customers to check prices and compare products online before purchasing, whether they purchase in store or online. But they could be said to have very little power as they cannot negotiate, the prices are set by the supermarket and cannot be changed by the buyer. Bargaining Power of Suppliers? The power of supermarket suppliers Suppliers power is the most talked about force within the supermarket industry. UK supermarkets have immense purchasing power due to their dominant size and can demand products at the price and quality they require. The problem facing suppliers is because there are so many suppliers if one fails to meet the requirements of the supermarket then the supermarket can go to another supplier and get what they want. This gives them relatively little or no bargaining power with the supermarkets. The supplier code of practice has been put in place by the government to stop such bad practice by retailers however its viability is yet to be seen. Many smaller suppliers are still saying that they are being bullied by the large supermarkets price and other conditions. But as with any business transaction, the seller wants to achive the highest possible price and the buyer wants to keep costs as low as possible, the interests of bother parties will be different. Threat of New Entrants The threat from new entrants is comparatively weak because of the immense financial investments required to effectively enter the UK supermarket and superstore segment. It is difficult for entrants to invest the capital required for space, assets, and extremely sophisticated supply chains. Other barriers include existing market shares, scale economies, product differentiation and customer knowledge expertise built by existing players. However with supermarkets requiring planning permission for every new store there are areas in the country in which smaller independents which are wearket to get access and launch or continue their business. With the government offering many grants and tax relief for small businesses it could be said that the market is still a free market to operate in. But by being a free market and open economy it also allows large multinationals enter the uk supermarket industry through mergers and acquisitions as that of Wal-Mart purchasing Asda in 1999. By government not intervening it has allowed Asda to compete much more in the industry without the funding it would lag behind its rivals substantially. This has also been the case with the merger of Safeway and Morrisons. By not intervening the government has allowed the market to be less monopolistic as their would have only been two large players, Tesco and Sainsburys. Threat of Substitute Products/Services The threat from substitutes is weak because of evolved consumer buying habits and the enormous convenience provided by supermarkets. This was recently illustrated by the failure of Aldi and Lidl who tried to take advantage of the economic recession by introducing new and more economical shopping formats. The threat of substitutes could be said to be irelavent as there is no substitute as everybody needs food, however substitutes such as smaller specialist food retailers could be seen as a substitute. With government emphasis on healthy eating, the large supermarkets have started to label their foods nutritional value in much more depth. This oculd be seen as indirect intervention and government may have actually hindered smaller food retailers who had found a niche in the market, and also therefore reduced the threat of substitutes. But with some products the price inelasticity or luxury means that customers are willing to pay more for the product, for example organic produce from farmers markets. However with more and more emphasis on healthy eating being made on all forms of media by the government, the green grocers, butchers and other smaller units may be seeing an increase in sales due to the freshness of their produce. Customers from supermarkets may prefer to purchase food from these smaller retailers as they know the quality may exceed what they would normally purchase and will be healthier. Clearly customers are willing to pay more where they Summary Whilst the industry may appear to be attractive, because of the growth and profitability being achieved by market participants, it is characterised by enormous competition and very high entry barriers. Organisations trying to enter the market need to have high capital reserves, a consistent strategy, and the willingness to grow by acquisition, as well as through organic means. In conclusion the supermarket industry can be shaped and restrained by government intervention but by allowing the industry to continue as a free market, everyone is seen to benefit, whether it be consumers getting the best possible price, making suppliers livelihoods, or the economy as whole growing. 4. Tesco: Strategy and Growth Tesco has a deep-rooted and constant strategy for growth, which has allowed the strengthening of its core UK business and growth into fresh markets. The underlying principle of the strategy, laid down in 1997, was to enlarge the span of the business to allow the delivery of a sturdy and protracted long-term growth (Quick facts, 2009). This can be achieved by pursuing current Tesco customers and encouraging them into purchasing from its other domestic businesses, including financial services, non-food and telecommunications (Quick facts, 2009). They are currently ranked 4th in global retail sales and operate in 13 countries in 2008 (Delloite 2009). The objectives of this five pronged strategy are (a) to be a successful global retailer, (b) to grow the core UK business, (c) to be equally robust in food and non-food segments (d) to scale up retailing services like Tesco Personal Finance and (e) to place community at the centre of its strategy (Tesco plc, 2009). In being a successful global retailer, Tesco has long practiced the commonly used glocal practices which encompass the ground realities of the local environment with the global best business practices. Being close to the consumers enables quick reaction times, especially in the current downturn, to the local changes as they happen in its markets across the world (Tesco plc, 2009). Dunnhumby, the consumer research entity that enabled Tescos Clubcard loyalty scheme, has brought about a deep understanding of the consumers wants. This was developed through many years of research in customer insight skills and buying patterns. (Tesco Group, 2010). Market Penetration During the last recession, Value lines was launched in the country to provide the cheapest grocery products, inclusive of discounters. Keeping quality in mind, Tesco made the biggest change to their product range by launching 500 new items as part of their Discount Brands (Tesco plc, 2009). The unique efficiency saving plan called Step Change has already delivered  £540 million of productivity and other changes. These have been ploughed back primarily into efficiency projects that encompass the entire business from stores and depots to the office (Tesco plc, 2009). Examples of such improvements include reducing energy consumption in stores, eliminating 52,000 store deliveries by means of larger-fill transportation, leading to added savings of 12 million road miles. Also, the introduction of new self checkout technology for stores, as well as introducing pioneering technology to allow electronic check-in of bread and milk depot deliveries leading to a sizeable removal of paperwork and administration (Tesco plc, 2009). Tescos offer of five pence of a litre of fuel in their petrol stations, this a form of market penetration in an aim to get more customers through the doors in its supermarket operations, while giving them a discount on fuel. This strategy employed by Tesco could be seen as successful as the promotion is offered regularly on a short term basis, also competitor Sainsburys also do the promotion on a regular basis. Diversification The non-food market remains an essential component of Tescos long-term strategy, since it encompasses a market similar to that in size of food, and provides a vast opportunity. Empirical data strongly suggests that the consumer will buy, even in poor economic conditions, when they see value. By products being sourced globally, consolidating freight volumes and investing in buying hubs,Tesco are able to exploit economies of scale to ensure customers receive the best possible price.(Tesco plc, 2009). The global purchasing office based in Hong Kong is accountable for buying 100,000 non-food products for the entire Group and, wherever possible, the purchases are sourced directly through factories without involving agents. This sourcing team last year shipped 72,000 containers from 54 ports. The sourcing hubs based largely in Asia and Europe ensure that the goods are delivered from ethical sources, on time, and in the best price and quality (Tesco plc, 2009). Product Development The Tesco website has around 1.5 million hits per week and Tesco Direct, which is controlled within tesco.com, is effortlessly accessible to customers via the internet and their catalogues (Tesco plc, 2009). The strategic retailing services comprise of tesco.com, online shopping channels, Tesco Direct, telecoms, and Tesco Personal Finance. All financial products are obtainable online and over 50% of customers choose to purchase in this manner (Tesco plc, 2009).Tesco has targeted profitability growth in the services division from approximately  £400 million in 2007/08 to  £1 billion over the next few years (Tesco plc, 2009). High quality practices for supply chain and customer relationship management, used in conjunction with Point of Sale (POS) software, has enabled Tesco to manage a paradigm shift in its core retail business. This has enabled Tesco to reach out to its exsisting customers in order for them to utilise the other retail services available. A critical cornerstone of Tescos strategy is to strategically position the community at the core of its operations. The Group has taken a leadership role in its efforts towards climate change and environmental responsibility, and has set ambitious targets to reduce emissions in its own buildings and distribution networks (Tesco plc, 2009). Market Development Tesco is now the first UK retail major to exhibit the full carbon footprint of all its own-label milk ranges, excluding organic milk, and has vowed to footprint 500 products by the year end. Reassuringly, research has now established that 50% of shoppers surveyed now realise the proper meaning of carbon footprint, as against only 32% of shoppers surveyed in the previous year (Smithers, 2009). Extensive scrutiny of sales and loyalty card data has enabled Tesco to select the main items for economy conscious buyers. This has enabled prices to be reduced on important consumption goods, in order to assist customers in the difficult economic conditions as well as beating competitor prices (Tesco plc, 2009). In response to the threat posed last year from the fast-expanding discount stores, including Aldi, Tesco reacted quicker than competitors in taking a stance. The launch of the Discount Brands at Tesco scheme presented price deflation, rather than expecting customers to downgrade, in contrast to competitors. The initiatives main aim was to retain the current market share held by Tesco and prevent these discount stores from acquiring further market share. Tesco was the first major player in the online grocery market (Mintel, 2010), giving it the first mover advantage. This has allowed Tesco to build up a strong customer base as at one point, it was the only UK supermarket to offer onlne groceries. Their share is steadily declining as their competitors are also offering customers the ease of shopping online by having an online presense. Although it operates transacional websites for three countries many of its sales are generated in the UK. It began trading with food only but in only three years of operation it expanded and launched the non-food section, Tesco Direct. From 2004 2008, Tesco.com sales as a percentage of all uk revenue has grown from 2.6% to 5.0, this is shown in Appendix Tescos online division has been so successful that two stores have had to be opened just to service online demand (Mintel, 2010) 5. Conclusion Supermarkets and superstores are an undisputable part of the geographical contours and the economic foundation of UK society. Such supermarkets, comprising of Tesco, Sainsburys, ASDA, Waitrose and Morrison, provide approximately 80 % of the foods consumed by UK residents and play an important role in the determination of consumer choice across the country. The growth of supermarkets, much of which has occurred during the last few decades has been driven by the rapid and far reaching transformation of UK society, characterised by increasing prosperity and disposable incomes, rising levels of vehicle ownership, urbanisation, increased levels of female participation in employment has driven new patterns of consumer behaviour and increased demand for specialised and sophisticated range of goods and services (Bowlby, 2001). This transformation has been instrumental in changing the character of the urban retail landscape. Tesco, the clear leader of the UK supermarket sector, and otherwise an eminent example of British commercial and retailing skills, has constantly adopted a fundamental and steadfast strategy for growth, which has reaulted in the constant strengthening and expansion of its core UK business and helped it to grow into new markets. The primary principle of its strategy, which is now being followed for more than a decade, lies in enlarging business span iin order to allow for delivery of robust and and continuous growth. Recent years are also witnessing much improved corporate citizenship in the supermarket sector, with regard to the purposeful and determined support for health and organic foods and sustained efforts to reduce fossil fuel consumption and greenhouse emissions. Appendices Appendix 1 (Tesco Group, 2009) Five year summary IFRS 2005 20061 2007 2008 2009 53 weeks Financial statistics Group sales (including VAT) ( £m) 36,957 43,137 46,611 51,773 59,426 Revenue (excluding VAT) ( £m) UK 27,146 29,990 32,665 34,8586 38,191 Rest of Europe 3,818 5,095 5,559 6,872 8,862 Asia 2,902 4,369 4,417 5,552 7,068 US 166 206 Total Group 33,866 39,454 42,641 47,298 54,327 Operating profit2  ( £m) UK 1,556 1,788 2,083 2,1646 2,540 Rest of Europe 243 263 324 400 479 Asia 153 229 241 294 343 US (67)6 (156) Total Group 1,952 2,280 2,648 2,791 3,206 Operating profit margin2 UK 5.7% 6.0% 6.4% 6.2%6 6.7% Rest of Europe 6.4% 5.2% 5.8% 5.8% 5.4% Asia 5.3% 5.2% 5.5% 5.3% 4.9% US n/a6 n/a Total Group 5.8% 5.8% 6.2% 5.9% 5.9% Share of results of joint ventures and associates3  ( £m) 74 82 106 75 110 Profit on sale of investment in associates 25 Net finance costs3  ( £m) (132) (127) (126) (63) (362) Profit before tax ( £m) 1,894 2,235 2,653 2,803 2,954 Taxation3  ( £m) (541) (649) (772) (673) (788) Minority interests ( £m) (3) (6) (7) (6) (5) (Loss)/profit for the period from discontinued operation4  ( £m) (6) (10) 18 Profit for the financial year attributable to equity holders of the parent ( £m) 1,344 1,570 1,892 2,124 2,161 Underlying profit before tax5  ( £m) 1,925 2,277 2,545 2,846 3,128 Enterprise value7  ( £m) 27,910 30,841 40,469 37,656 35,907 Basic earnings per share8 17.52p 20.20p 23.61p 26.95p 27.50p Diluted earnings per share8 17.30p 19.92p 23.31p 26.61p 27.31p Dividend per share9 7.56p 8.63p 9.64p 10.90p 11.96p Return on shareholders funds10 23.2% 24.9% 26.7% 25.1% 23.9% Return on capital employed11 11.8% 12.7% 12.6%16 12.9%17 13.0%20 Group statistics Number of stores 2,334 2,672 3,263 3,751 4,332 Total sales area 000 sq ft12 49,135 55,215 68,189 76,338 88,451 Average employees 335,750 368,213 413,061 444,127 468,508 Average full-time equivalent employees 242,980 273,024 318,283 345,737 364,015 UK retail statistics Number of stores 1,780 1,898 1,988 2,11518 2,28221 Total sales area 000 sq ft12 24,207 25,919 27,785 29,54918 31,28521 Average store size (sales area sq ft)13 31,677 32,816 34,209 35,05518 35,21521 Average full-time equivalent employees 163,006 175,459 184,461 193,917 194,420 UK retail productivity ( £) Revenue per employee14 166,534 170,923 177,084 179,840 196,436 Profit per employee14 9,564 10,190 11,292 10,81419 13,065 Weekly sales per sq ft15 23.89 25.06 25.48 25.43 26.21 1. Results for the year ended 25 February 2006 include 52 weeks for the UK and ROI and 14 months for the majority of the remaining International businesses. 2. Operating profit includes integration costs and profit/(loss) arising on sale of fixed assets. Operating margin is based upon revenue excluding VAT. 3. Share of results of joint ventures and associates is stated net of the interest and tax of the Groups joint ventures and associates. The Groups charges for interest and tax have been reduced by these amounts. 4. Consists of the net result of the Taiwanese business which was sold during 2006/7. 5. IFRS underlying profit excludes IAS 32 and IAS 39 Financial Instruments Fair value remeasurements, the IAS 19 Income Statement charge, which is replaced by the normal cash contributions for pensions, IAS 17 Leases impact of annual uplifts in rent and rent-free periods and IFRS 3 Amortisation charge from intangible assets arising on acquisition. For further details of this measure,  see accounting policies. 6. Results have been restated to reflect the US as a separate segment. 7. Market capitalisation plus net debt. 8. Basic and diluted earnings per share are on a continuing operations basis. 9. Dividend per share relating to the interim and proposed final dividend. 10. Profit before tax divided by average shareholders funds. 11. The numerator is profit before interest, less tax. The denominator is the calculated average of net assets plus net debt plus dividend creditor less net assets held for sale. 12. Store sizes exclude lobby and restaurant areas. 13. Average store size excludes Express and One Stop stores. 14. Based on average number of full-time equivalent employees in the UK, revenue exclusive of VAT and operating profit. 15. Based on weighted average sales area and sales excluding property development. 16. Excludes one-off gain from Pensions A-Day, with this one-off gain ROCE was 13.6%. 17. Using a normalised tax rate before start-up costs in the US and Tesco Direct and excluding the impact of foreign exchange in equity and our acquisition of a majority share of Dobbies. 18. Excluding 53 US stores and 22 Dobbies stores. 19. Excluding start-up costs in the US and Tesco Direct and adjusting average number of full-time equivalent employees in the UK to exclude US and Tesco Direct employees profit per employee would be  £11,317. 20. Excluding acquisition of TPF and Homever, and India start-up costs, and after adjusting for assets held for sale. Calculated on a 52 week basis, ROCE for 2008/9 is 12.8%. 21. Excluding 24 Dobbies stores. Appendix 2 (Tesco Group, 2009) Quick facts Staff worldwide 468,508 Staff in the UK 286,394 Stores worldwide 4,308 Total stores in the UK 2,282 By format 177 Extra 10 Homeplus 448 Superstore 174 Metro 961 Express 512 OneStop Number of markets 14 Which markets China, Czech Republic,  Hungary, India, Japan, Malaysia, Poland, Republic of Ireland, Slovakia, South Korea, Thailand, Turkey, UK, USA Facts correct May 2009 Appendix 3 (Tesco Group, 2010)

Emily Brontes Wuthering Heights Essay -- Emily Bronte Wuthering Heigh

Emily Bronte's Wuthering Heights 1) The story takes place in the early XIXth century. There are two characters in this extract : Mr Lockwood and Catherine Linton. Mr Lockwood is the first narrator of this novel, he was one of Mr Heathcliff's tenants. At the beginning of the story , there were three characters : Heathcliff, a foundling, his sister Catherine and his brother Hindley. Catherine fell in love with Heathcliff, but was married with Edgar Linton. So, the second character we meet here is Catherine Linton, Edgar Linton's daughter. This extract belongs to the end of the novel. Catherine comes back to the farm Wuthering Heights, she tries to get in the house trough the window. Mr Lockwood, which had read Catherine's diary, does not recognize her. 2) In this text, Mr Lockwood is in his bed room at Wuthering Heights, he is alone and he had to stay in the farm because of the snow. He is disturbed by the gusty wind and the incessant move of the fir-bough. So he tries to stop this teasing noise, opening the window and seizing the branch. When his fingers grabbed the branch, another cold hand caught his. Then the context makes the text become an ambiguous experience and we can say that this extract is set between sanity and madness to some extents. First of all, we will see that this text relates an ambiguous experience. The atmosphere is gloomy : Mr Lockwood is alone in an isolated farm, everithing is dark around him and there are many teasing noises. So we can say that the atmosphere is quite nightmarish. Mr Lockwood had found Catherine Linton's diary, and he had read it. So he knows the passion between Catherine Linton and Mr Heathcliff, the owner of Wuthering Heights. The first contact between... ...ieve that what he is living is a hallucination, a product of his imagination because nothing seems to be real. Maybe that the excessive feelings mentionned are caused by Mr Lockwood's imagination ; for the reader, the atmosphere is not very threatening. As in many pre-Romantic novel, the nightmarish atmosphere, symbolised by the darkness, the moor, the winter, is the source of imagination and also of fear : imagination and extreme feelings like fear are linked together. We could make a link between this novel from Emily Bront and the short stories by Edgar Allan Poe, like in The Raven for example. Indeed, Poe wrote his short stories in the same period as Emily Bront. In The Raven, the power of imagination, the supranatural and the unreal have also a great place, and we could note, as in Wuthering Heights, that the feelings expressed are often excessive.

Income and Population Age Structure Essay -- Economics Income GNP Essa

Income and Population Age Structure A) Relationship between per capita GNP and population growth GNP is the value of all final goods and services produced in an economy over a period of one year. Thus per capita GNP is the division of value of goods and services available to each person in a country, i.e. it is the per head income in a country. And population growth is the rate, by which population grows in an economy. From the above drawn diagrams it can be said that the higher the population growth rate the lower the per capita GNP and vice versa. This is due to the fact that if the population increases at a faster rate the GNP will spread over a large number of people thus reducing the value of the Gross National Product per head. Similarly if the population grows at a slower rate the GNP is spread over fewer numbers of people thus increasing the value of the Gross National Product per head. To further illustrate this we can take into consideration countries like Jordan which has a relatively high population growth rate of a 4.9 and a per capita GNP of onl... Income and Population Age Structure Essay -- Economics Income GNP Essa Income and Population Age Structure A) Relationship between per capita GNP and population growth GNP is the value of all final goods and services produced in an economy over a period of one year. Thus per capita GNP is the division of value of goods and services available to each person in a country, i.e. it is the per head income in a country. And population growth is the rate, by which population grows in an economy. From the above drawn diagrams it can be said that the higher the population growth rate the lower the per capita GNP and vice versa. This is due to the fact that if the population increases at a faster rate the GNP will spread over a large number of people thus reducing the value of the Gross National Product per head. Similarly if the population grows at a slower rate the GNP is spread over fewer numbers of people thus increasing the value of the Gross National Product per head. To further illustrate this we can take into consideration countries like Jordan which has a relatively high population growth rate of a 4.9 and a per capita GNP of onl...

Finding Hercules in Much Ado About Nothing :: Much Ado About Nothing Essays

William Shakespeare, one of the greatest writers of all time, uses Hercules as a persona of excellence throughout his play, "Much Ado About Nothing".   Hercules, in Greek mythology, is a hero known for his strength, courage and legendary adventures.   This gives the impression that Shakespeare liked the tales of Hercules.      In order for us to understand what he meant by using Hercules' name and amount of background would need to be known. The first time Shakespeare uses Hercules name is with his character Benedick.   This takes place in Act two, Scene One: Benedick:  Ã‚   "...I would not marry her though she were endowed with all that Adam had left him before he transgress'd.   She would have made Hercules have turn'd spit, yea, and have cleft his club to make the fire too."   Shakespeare uses this to connect with the one of the tales of Hercules.   When a centaur (part man and horse) by the name of Nessus captured Deianeira, Hercules shot the centaur with a poisoned arrow.   With the centaur's dying breath he gave Deianeira a vial of his poisoned blood telling her she could use it to rekindle Hercules' love for her if it ever faded.   Hercules fell in love and married Deianeira (Hercules second wife).   One day when she felt that his love was fading, she made him a robe that was dipped in the blood of the centaur.   When Hercules received the gift from his wife he was overjoyed and put it on, almost immediately his skin started to burn and he caught on fire.   The club that is mentioned is Hercules' weapon.   Benedick says Beatrice would harm him, even if he used a weapon, he wouldn't be able to stop her, even though she may not mean any harm. Shortly after Benedick spoke of Hercules, Don Pedro mentions his name but for good use instead of the unhappy end of Hercules. Don Pedro:  Ã‚   "...I will in the interim undertake one of Hercules' labours, which is, to bring Signior Benedick and the Lady Beatrice into a mountain of affection th' one with th' other.   I would fain have it a match, and I doubt not but to fashion it if you three will but minister such assistance as I shall give you direction.

Performance appraisal system of milma Essay

1.1Introduction to the study In the business world. Investment is made in machinery, equipments and services. Quite naturally time and money is spent ensuring that they provide what their suppliers claim. In other words, the performance is constantly appraised against the results expected. When it comes to one of the most expensive resources companies invest in, namely people, the job appraising performance against results is often carried out with the same objectivity. Each individual has a role to play and management has to ensure that individuals objective translate to overall corporate objective of the organization. The process of HRD helps the employees to acquire and or develop technical, managerial and behavioral knowledge, skills and abilities and moulds the values, beliefs and attitudes necessary to perform present and future roles. The process of performance appraisal helps the employee and the management to know the level of employee’s performance compared to the standard/ pre- determined level. Performance appraisal is essential to understand and improve the employee’s performance through HRD. It was viewed that performance appraisal was useful to decide upon employee promotion/transfer, salary determination. However, the recent developments in human resource management indicate that performance appraisal is the basis for employee development. Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. â€Å"People are our most valuable asset† is a clichà ©, which no member of any senior management team would disagree with. Yet, the reality for many organizations is that their people remain undervalued, under trained and underutilized. Performance Appraisal is the process of assessing the performance and progress of an employee or a group of employees on a given job and his /  their potential for future development. It consists of all formal procedures used in the working organizations to evaluate personalities, contributions and potentials of employees. HRM practices mostly depend upon strategy adapted by the company. Similarly, performance appraisal practices also depend on the strategy. Traditional technique of performance appraisal is appropriate for the stability and sustainable growth strategy. Similarly, appraisal by superior is appropriate for these strategies. Modern performance appraisal technique is sustainable for growth strategies like expansion, diversification, joint venture, merger and acquisitions. These strategies helps the company to meet competition, built competencies, acquire strength, enhance market share, innovate and create new, market, new product and new technologies. Performance appraisal was formerly used for the purpose of evaluating the employee’s performance and controlling the performance against the set standard. This technique was used to control the employee ignoring the human aspect. However, with the emergence of human resource concept, organizations are using this technique to analyze employee’s performance and to further improve or develop it. Thus, this technique is used as an enabling and motivating tool to improve the performance. 1.3 RESEARCH PROBLEM The problem selected for research is to make an in depth study of performance appraisal system of MILMA at THRISSUR. Performance appraised is the systematic description of an employee’s job relevant strength and weakness. It is aimed at knowing how the employees feel about the system that is prevailing in the firm, their suggestions if any for making system effective and to know whether it satisfies the need of company and employee. Thus the main problem behind is to make the performance appraisal an effective tool to improve employees work level and their productivity 1.4 TITTLE OF STUDY The study entitled â€Å" a study on performance appraisal system at supervisory level of Milma in Thrissur 1.4 SCOPE OF THE STUDY In every business organization, the most important asset is its employees in  all level. The performance appraisal is a systematic process consisting of number of steps to be followed for evaluating an employee’s strength and weakness. It is a systematic and objective description of an employee’s strength and weakness in terms of job. The appraisal is continuous and ongoing process where the evaluation is arranged periodically according to definite plan. This study would provide valuable suggestion to management. The presented study related to the survey including the office staff of various departments. 1.5 SIGNIFICANCE OF THE STUDY Performance appraisal have been considered as the most significance as indispensible tool for an organization. For an organization, information it provides is highly useful in making decisions regarding various personnel aspect such as promotion and merit increases. Performance measure also link information gathering and decision making processes, which provides a basis for judging the effectiveness of personnel sub divisions such as recruiting, selection, training and compensation. Accurate information plays a vital role in the organization as a whole. They help in finding out weakness in the primary area. Formal performance appraisal plans are designed to meet three needs of the organization and other two of individual namely: They provide systematic judgments to back up salary increase, transfers demotion or termination They are the means of telling a subordinate how he is doing and suggesting needed change in his behavior attitude skill or job knowledge. They let him know where h e stands. Superior uses them as basis for coaching and counseling the individual 1.6 OBJECTIVE OF STUDY To study the performance appraisal system in MILMA DIARY THRISSUR To know the employees awareness of performance appraisal system To know the satisfaction level of employees with current performance appraisal system To suggest measures for improving current system 1.7 RESAERCH METHODOLOGY RESEARCH DESIGN Research design gives the outline of a research work that involves planning  for data and analyzing the collected data. The research design is the conceptual structure within which research is conducted. There are 2 type of research design Exploratory research designs Conclusive research design Descriptive research design Causal research design Tools and techniques The tools and technique involve various accounting technique and statistical tools like percentage, which are used as a device to analyze and interpret the performance appraisal of Milma. Graphs, tables figures, pie and bar diagram are used as it helps in presenting facts and figures in simple and easy way so as to get a clear idea. DATA COLLECTION Primary data Secondary data Primary data: the primary data was collected through personal interview and questionnaire given to the staff at supervisory level. Each individual employee in the sample was separately interviewed and asked to fill the questionnaire Secondary data: Data, which are not originally collected but rather obtained from published or unpublished. Secondary data used in study are project reports and records. Questionnaire Construction Questionnaires were constructed based on the following types: †¢ Open ended questions †¢ Close ended questions †¢ Multiple choice questions Sampling method Survey is used as a sampling method. Out of total employees, 50 employees are selected as samples. And data was collected through questionnaire method. FIELD OF STUDY: Milma at Thrissur DURATION OF STUDY: Three week 1.8 LIMITATION OF STUDY: Employees were reluctant to reveal their problem freely before students Personal bias and prejudice of the respondent could have affected the result of study Most of the respondents seem to be very busy with their jobs and are not interested in answering the questionnaire CHAPTER – II PROFILES 2.1 INDUSTRY PROFILE MILK INDUSTRY Milk and milk based industries plays an important role in the world. Internationalization remains a key focus for almost all of the world’s leading dairy farm. The entire world’s largest dairy farm operates in more than one country and some of them are truly international with the activities in every part of the world. The availability of milk and milk product, in the modern world is blend of the centuries old knowledge of traditional milk product with the application of modern science and technology. Diary is a place where handling of milk and milk product is done. WORLD SCENARIO HISTORY OF INTERNATIONAL DIARY FEDERATION The internal diary federation, with its head quarter brissels, was established in 1903 and consists of 32 member countries throughout the  world. UNICEF has been the motivating force for establishing diary industry in many under developed countries. One of these in India, where large processing plant have been set up to process locally produced milk or to reconstitute milk from donated or purchased milk fat and powder. Domestic milk production has increased in India and a part of the pasteurized milk is provided free to children in the larger cities through UNICEF. The first co-operative artificial breeding association was organized in Denmark in 1936. There are now many such association which helped the diary industries. After 1950, diary industry faced a wide range of development throughout the world. INDIAN SCENARIO ORIGIN OF THE INDUSTRY Indian diary sector has come a long way during the past independence era of acute milk shortage and depended on foreign aid in the form of milk powder to meet the growing milk demand. India’s milk production in 1950-1951 was low as million tones. The diary sector in India has shown remarkable development in past decades and India has shown now become one of the largest producer of milk and the value added milk product in the world. Today Company has emerged as the second largest milk producer in the world currently there are over 275 diary plants and 83 milk products factories in co-operative, public and private sector. The world famous ‘Anand Milk Union Limited’ popularly known as Amul was established in 1946 and the National Dairy Development Board was set up in 1965. Kerala Cooperative Marketing Milk Federation (KCMMF) popularly known as Milma was established in April 1980. Diary co-operative accounts major share of processed liquid milk marketed in the country. Milk is processed and marketed by 170 milk producers’ co-operative unions, which federated into 15 state Co-operative milk marketing federation. By the end of the third phase of operation flood programme about 72700 dairy co-operative societies with 93 million farmer member where organization. The company has at present one lakh organized primary village diary co-operative with an aggregate membership of 1.1 crore producers. The co-operative milk procurement crossed 20-millon kg/day in 2004-05. Over the years, brand created by cooperatives have become synonymous with quality and value. In Kerala there are 3243 dairy  co-operative includding2404 Anand pattern society functioning under KCMMF. Milam represents more than 7.63 lakh diary framers who have organized 2404 Anand pattern diary cooperative diary societies. It also represents 10 diaries, handling 9.96 lakh liters milk/ day chilling plant, 2 cattle plant, a milk powder plant, an established training center and 5000 distribution outlets. OPERATION FLOOD The dairy program called operation flood was launched in 1970 under the aegis of NDDB. NDDB. Functional as technical consultant and the rest while Indian diary co-operation as the funding agency as the ideology followed by the operation flood was the remuneration linking of rural milk producing centered with the demand centers so as to build up a viable dairy industry. STATE SCENARIO OPERATION FLOOD IN KERALA The operation flood in Kerala was included in the second phase of operation flood (1981-87) the 8th southern district from Trivandrum to Thrissur were included in the area of the project which has a total outlay of Rs. 99 crores. The uncovered northern area from Palakad to Kasargod was thus brought under the co-operative umbrella with the inspection of north Kerala Dairy Project. KERALA CO-OPERATIVE MILK MARKETING FEDERATION LIMITED (KCMMF) The Kerala Co-operative Milk Marketing Federation (KCMMF) popularly called ‘Milma’ was established in April 1980 as a part of operation flood 2nd program, with head office at Thiruvananthapuram. It was started under the indo Swiss project. The project was launched in 1963 based on a bilateral agreement execute between the Swiss Confederation and the Government of India. The project was made great strides in the improvement of livestock farming in the state. One of them is the development of Swiss brown a cross bread suited for the state condition. The project is now Kerala livestock board. Its main motive was to implement the operation flood program started by NDDB in Kerala. KCMMF has played a major role in the development of dairying in the state. It has a strong presence in the market. With an  ever-increasing demand for the entire product manufactured by KCMMF, it is necessary that efforts be taken to fill in the gaps arising out of inadequate supply. The KCMMF is a three-tier system with the primary milk co-operative societies at village level, regional milk producers union at middle level and an apex body at the state level. At present there are three regional co-operative unions operating. They are: 1. Trivandrum regional Co-operative Milk Producers Union limited (TRCMPU) 2. Ernakulum Regional Co-operative Milk Producers Union Limited (ERCMPU) 3. Malabar Regional Co-operative Milk Marketing Producers Union Limited (MRCMPU) 2.2 ORGANISATIONAL PROFILE Brand household name, ‘MILMA’ stands for milk and a whole variety of milk products, which enjoy the confidence of each Keralite, for their unmatched quality and standard. The name also signifies the vast organization Kerala Co-operative Milk Marketing Federation (KCMMF) with it units of procurement, processing and sale spread over all the villages and towns of the state, giving employment and prosperity to a large number of small and marginal farmers including women and the landless, processing employees and sellers. KCMMF was established in 1980 with its Head Office at Thiruvananthapuram for the successful implementation of the dairy programme ‘Operation Flood’ under NDDB. Over the years, MILMA has developed a long-term health perspective about the people of the state, who suffer from life style diseases including diabetes and obesity, albeit economic prosperity. So, MILMA has attuned its products to ensure balanced nutrition as well as reduced cost of healthcare and also launched new beverages other than milk products. Founded because of the great democratic principle ‘of the People, by the People and for the People’, the dominant concern of MILMA is to render true service to society while ensuring that it does not incur losses. Organizational study is conducted in the Kerala Co-operative milk marketing federation popularly known as Milma at Thrissur diary is under the control of ERCMPU ltd Edapilly. This regional union was registered 12/09/1985 and is an ISO: 9001:2000 certified company. The company aims in the socio-economic progress of dairy farmer by procuring  their milk at most remunerative price around the year and by ensuring consumer Satisfaction through prompt satisfaction of prompt supply of pasteurized milk products. Now 142 APCOS are functioning and milk from these societies are collected twice per day by diary around the year. By providing input facilities such as veterinary services, cattle feed supply, insemination facilities, support for folder department activities and manpower training on scientific aspect of clean milk providing to dairy farmers. The capacity of Thrissur plant is 60000liter/day. Every day they procure 34000-liter milk from primary society twice per day by milk routs. In this unit, they produce ghee, buttermilk and milk. Thrissur dairy have seven departments. Among this, one is handled directly from the head office. The departments are Procurement and input section Marketing Engineering Quality control Production Accounts Procurement and administration For procuring milk from primary society, vehicles are used on basis of contract with the owners. Three-tier system is followed for this purpose. If any one of them could not meet the requirement, then it is given to the third party. In each department one assistant manager is been appointed. The name Milma represents 2568 primary milk co-operative societies 7.5 lakh farmer members 3 regional co-operative milk producers union 11 dairies capable of handling 9- 90 lakh liters of milk per day 13 milk chilling centers 2 cattle feed plant with cumulative capacity of 600 MT per day One milk powder plant of 10 MT/ day A well established training centers 5200 retail outlets Over 32000 people working directly or indirectly for the functions of Milma  apart from these Milma serve millions of consumer day in and day out. OBJECTIVES To channelize marketable surplus milk from rural area to urban deficit area to maximize the return to the producer and provide quality milk and milk products to the consumer. To carry out activities for promoting production, procurement, processing and marketing of milk and milk products for the economic development of farming community To build up a viable diary industry in the state To provide constant market and stable price to the diary farmers for their producers. MILMA NETWORKS The motto of co-operative â€Å"of the people, by the people, and for the people† is the three-tier structure followed by the organization. At the village level, they have the village milk co-operatives societies, which have the local milk producers as its members. The village co-operative unit at the regional level form regional co-operative milk producer unions. These unions are federated at the state level to form state federated namely Kerala Co-operative Milk Marketing Federation (KCMMF). MILMA’S ASSOCIATES Milma is in constant touch with other organization in this sector. It is namely through this tremendous change that Milam grew from a small diary co-operative to the position it holds today. CHIEF ASSOCIATES ARE: National diary development board NDDB under Dr. Kurien’s guidance set up KCMMF in 1980. Ever since they, there has been a very close co-operation between NDDB and the federation. NDDB are the originator of the operation flood programme and have been funding agent for the operation flood project in Kerala. AMUL The diary co-operative of Gujarat have been the inspiration of the  development of such a vast network of diary co-operative in Kerala. Among the co-operative in Gujarat, the kaira district co-operative milk producer union (AMUL) is the first in this sector. Its cooperative is called â€Å"Anand Pattern Co-operative Societies† following the illustrious lineage of AMUL. GOVERNMENT OF KERALA The phenomenal success of dairy co-operatives in Kerala could not have been achieved without the foundation of animal husbandry activities, led by animal husbandry department and Kerala livestock department development board of the government of Kerala. ORGANISATIONAL CHART DIARY MANAGER P & A P& I ACCOUNTS MARKETING ENGINEERING PRODUCTION QUALITY CONTROL Junior Assistant A/c officer Assistant Technical TS dairy Dairy Supervisor PO Marketing Supervisor Chemist Officer Junior Senior Junior Marketing Junior Plant Lab Assistant Supervisor Supervisor Organizer Assistant Operator Technician Junior Junior Marketing Technician Plant attender Lab Supervisor Assistant Assistant Assistant Attender Attender FUNCTIONAL AREAS OF KCMMF KCMMF HEAD OFFICE Provides staff management functions to support its units and regional milk unions. KCMMF head office has a well established marketing, quality control, production , finance, HRD. MARKETING Brand management Lean flush management Bulk trading of surplus products Institutional supply contracts Co-ordinate promotional activities Packaging and product development Procurement and consumer pricing PURCHASE Centralized purchase of dairy consumables. Purchase of raw materials for cattle feed plants Purchase function of KCMMF head office QUALITY CONTROL Render technical and legal assistance to primary dairy co-operatives and regional milk unions. Liaison and maintain quality of milk and milk products as per the standards Liaison with statutory authorities for bringing in suitable amendments in statutes Attend to consumer complaints on quality problem FINANCE Financial management of KCMMF and its units. Liaison with financial institutions for availing loan for creation of infrastructure. Liaison with government for availing government financial assistance Long term repayment and scheduling of loans Capital management scheme for primary co-operative societies. Recommend remunerations of APCOS employees. HUMAN RESOURCE DEVELPOEMENT Milma family has 2098 skilled, efficient and qualified personnel and has an excellent labour relationship. Take active role in farming personnel policies and service rules. Finalize long-term wage settlement, bonus etc. CHAPTER III LITERATURE REVIEW LITERATURE REVIEW Rationale of performance appraisal Performance appraisals are one of the most important requirements for successful business and human resource policy (Kressler, 2003). Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions are essential to effective to human resource management (Pulakos, 2003). The ability to conduct performance appraisals relies on the ability to assess an employee’s performance in a fair and accurate manner. Evaluating employee performance is a difficult task. . Once the supervisor understands the nature of the job and the sources of information, the information needs to be collected in a systematic way, provided as feedback, and integrated into the organization’s performance management process for use in making compensation, job placement, and training decisions and assignments (London, 2003). After a review of literature, a performance appraisal model will be described in detail. The model discussed is an example of a performance appraisal system that can be implemented in a large institution of higher education, within the Student Affairs division. The model can be applied to tope level, middle-level and lower level employees. Evaluation instruments (forms) are provided to assist you with implementation the appraisal system. Introduction to performance appraisal Performance evaluations have been conducted since the times of Aristotle (Landy, Zedeck, Cleveland, 1983). The earliest formal employee performance evaluation program is thought to have originated in the United States military establishment shortly after the birth of the republic (Lopez, 1968). The measurement of an employee’s performance allows for rational administrative decisions at the individual employee level. It also provides for the raw data for the evaluation of the effectiveness of such personnel- system components and processes as recruiting policies, training programs, selection rules, promotional strategies, and reward allocations (Landy, Zedeck, Cleveland, 1983). In addition, it provides the foundation for behaviorally based employee counseling. In the counseling setting, performance information provides the vehicle for increasing satisfaction, commitment, and motivation of the employee. Performance measurement allows the organization to tell the employee something about their rates of growth, their competencies, and their potentials. There is little disagreement that if well done, performance measurements and feedback can play a valuable role in effecting the grand compromise between the needs of the individual and the needs of the organization (Landy, Zedeck, Cleveland, 1983). Performance appraisals should focus on three objectives: Purpose of performance appraisal system Performance, not personalities; valid, concrete, relevant issues, rather than subjective emotions and feelings; reaching agreement on what the employee is going to improve in his performance and what you are going to do (McKirchy, 1998). Both the supervisor and employee should recognize that a strong relationship exists between training and performance evaluation (Barr, 1993). Each employee should be allowed to participate in periodic sessions to review performance and clarify expectations. Both the supervisor and the employee should recognize these sessions as constructive occasions for two-way communication. Sessions should be scheduled ahead of time in a comfortable setting and should include opportunities for self-assessment as well as supervisor feedback. These sessions will be particularly important for new employees who will benefit from early identification of performance problems. Once these observations have been shared, the supervisor and employee should develop a mutual understanding about areas for improvement,  problems that need to be corrected, and additional responsibilities that might be undertaken. When the goals are identified, a plan for their achievement should be developed. The plan may call for resources or support from other staff members in order to meet desired outcomes. In some cases, the plan might involve additional training. The supervisor should keep in contact with the employee to assure the training experiences are producing desired impact (Barr, 1993). A portion of the process should be devoted to an examination of potential opportunities to pursue advancement of acceptance of more complex responsibilities. The employee development goals should be recognized as legitimate, and plans should be made to re ach the goals through developmental experiences or education (Barr, 1993). Encouraging development is not only a supervisor’s professional responsibility, but it also motivates an employee to pursue additional commitments. In addition, the pursuit of these objectives will also improve the prospect that current employees will be qualified as candidates when positions become available. This approach not only motivates current performance but also assists the recruitment of current employees as qualified candidates for future positions (Barr, 1993). How to arrive? Reasons why need to be done Benefits of productive performance appraisals. – Employee learns of his or her own strengths in addition to weaknesses. – New goals and objectives are agreed upon. – Employee is an active participant in the evaluation process. – The relationship between supervisor and employees is taken to an adult-to-adult level. – Work teams may be restructured for maximum efficiency. – Employee renews his or her interest in being a part o f the organization now and in the future. – Training needs are identified. – Time is devoted to discussing quality of work without regard to money issues. – Supervisor becomes more comfortable in reviewing the performance of employees. – Employees feel that they are taken seriously as individuals and that the supervisor is truly concerned about their needs and goals. (Randi, Toler, Sachs, 1992). Pitfalls to Avoid performance appraisal When conducting performance appraisals on any level, it is important to keep in mind the common pitfalls to avoid. These pitfalls may include but are not limited to : 1. Bias/prejudice. Race, religion, education, family background, age and/or sex. 2. Trait assessment. Too much attention to characteristics that have nothing to do with job and are difficult to measure. 3. Over-emphasis on favorable or unfavorable performance of one or two task, which could lead to an unbalanced evaluation of the overall contribution. 4. Relying on impression rather than on facts. 5. Holding the employees responsible for factors beyond his/her control. 6. Failure to provide each employee with an opportunity for advance preparation (Maddux 1993 LEGAL IMPLICATIONS Any performance appraisal system used to make employment decisions about a member of a protected class (i.e. Based on age, race, religion, gender, or national origin) must be a valid system (an accurate measure of performance associated with job requirements). Otherwise, it can be challenged in the courts based on Title VII of the 1964 Civil Rights Act, the Civil Rights Act of 1991 and the Age Discrimination in Employment Act of 1975 (London, 2003). Uniform Guidelines on Employee Selection 1978 is the controlling federal law in the area of performance appraisals. The Equal Employment Opportunity Commission (EEOC) requires that any measurement used to differentiate between employees must be valid and fairly administered. The Americans with Disabilities Act (ADA) suggests that performance appraisals for people with disabilities for people with disabilities will not be conducted any differently than those for other employees. Another important aspect to consider is the employee’s right to privacy. Employees must have complete access to their personnel files, but others should have controlled access. The records should be accurate, relevant, and current. Rewards Effective reward systems are often hard to establish when creating performance appraisals. The question of how specific the reward, when the  reward should be given, and how to reward group efforts can be a tricky subject to master. Our advice on this is to keep it simple. It is important to have an established reward system. However, rewards can be as simple as more autonomy on the job, praise for progress, additional professional development funding, and vacation time. The important aspect to remember when establishing reward systems is to be consistent. If two employees are being evaluated in the same way, their reward opportunities should reflect their evaluation outcomes. THEORITICAL FRAMEWORK Meaning Performance appraisal system is a method of evaluating the behavior of employees in the work spot normally including both the qualitative and quantitative and qualitative aspect of job performance. Performance here refers to the degree of accomplishment of the task that makes up an individual’s job. It indicates how well an individual is fulfilling the job demand. Some of the important features of performance appraisal may be captured thus Performance appraisal is the systematic description of employee’s job relevant strength and weakness. The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement Appraisals are arranged periodically according to a definite plan. Performance appraisal is not job evaluation. Performance appraisal refers to how well someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and therefore what range of pay should be assigned to the job. Performance appraisal is a continuous process in every large-scale organization. NEED FOR PEORFORMANCE APPRAISAL Performance appraisal is needed in order to: Provide information about the performance ranks basing on which decision regarding salary fixation, confirmation, promotion, transfer and demotion are taken. Provide feedback information about the level of achievement and behavior of subordinate. The information helps to review the performance of subordinates, rectifying performance deficiencies and to set new standards of work, if necessary. Provide information, which helps to counsel the  subordinates. To prevent grievances and in disciplinary activities. WHO WILL APPRAISE 360-degree performance appraisal: the appraiser may be any person who has thorough knowledge about the job content, contents to be appraised standards of content, and who observers the employee while performing a job. Typical appraisers are supervisors, peers, subordinates, employees themselves, user of service Consultant. Performance appraised by all these parties is called 360-degree performance appraisal. Supervisors include superiors of the employee, other supervisors having knowledge about the work of the employee and department head or manager. General practice is that immediate superiors appraise the performance, which in turn is reviewed by the departmental head/manager. This is because supervisors are responsible for managing their subordinates and they have the opportunity to observe, direct and control the subordinates continuously. On the negative side, immediate supervisors may emphasize certain aspect of employee performance to the neglect of others. In addition, managers, have been manipulate evaluation to justify their decision on pay increase and promotions. Peers appraisal may be reliable if the work group is stable over a reasonably long period and performs tasks that require interaction. However, little research has been conducted to determine how peers establish standard for evaluating others or the overall effect of peer appraisal on the group’s attitude. Subordinates: the concept of having superior rated by subordinates is being used in most of the organizations especially in developed countries. Such a  navel method can be useful in other organizational setting too provided the relationship between superior and subordinates are cordial. Subordinates rating in such cases can be quite useful in identifying competent superiors. Self-appraisal: if individuals understand the objective they are expected and the standards by which they are to be evaluated, they are largely in the best position to appraise their own performance. In addition, since employee development means self-development, employees who appraise their own performance may become highly motivated. User of services, customers: The customers or user of services can better judge Employee’s performance in service organization relating to behavior, promptness, speed in doing the job and accuracy. Consultant: sometimes consultant may be engaged for appraisal when employees or employer do not trust supervisor appraisal and management does not trust self appraisal or peer appraisal or subordinates appraisal. In this situation, consultants are trained and they observe the employee at work for sufficiently long time for the purpose of appraisal. METHODS OF PERFORMNACE APPRASIAL With the evolution and development of appraisal system a number of methods and techniques of performance appraisal have been developed. Some of them are TRAIT METHOD Trait method to performance appraisal measures the extent to which employees possess trait or characteristics like dependability, creativity, initiative, dynamism, ability to motivate and leadership. Trait method is based on job description and job specification. Graphic rating scale: graphic rating scale compares individual performance to absolute standards. In this method, judgments about performance are recorded on a scale. This is oldest and widely used technique. One of reason for the popularity of the rating scale is its simplicity, which permits many employees to be quickly evaluated. Such scales have relatively low design cost and high in case of administration. The major drawback to these is their subjectivity and low reliability Ranking method: Under this method, employees are ranked from  best to worst on some characteristics. The rater first finds the employee with the highest performance and the employee with the lowest performance in that particular job category and rates the former as best and the later as the poorest. One important limitation of the ranking method is that the size of the difference between individual is not well defined. Paired comparison method: this method is relatively simple. Under this method, appraiser ranks the employee by comparing one employee with all other employees in the group, one at a time. Forced distribution method: forced distribution method is developed to prevent the rater from rating too high or too low. Under this method, the rater after assigning points to the performance of each employee has to distribute his rating in a pattern to confirm to normal frequency distribution. This method eliminates central tendency and leniency biases. Essay or free form appraisal: this method requires the manager to write a short essay describing each employee’s performance during the rating period. This format emphasizes evaluation of overall performance, based on strength and weakness of employee performance, rather than specific job dimensions. The time involved in writing separate essay about each employee can be formidable. Group appraisal: under this method, a group of appraisers appraises an employee. This group consists of the immediate supervisors of the employee, to other supervisors who have close contact with the employees work, manager or head of the department and consultants. The group appraises the performance of the employee, compared the actual with the standards of performance, find out deviations, discusses the reason therefore, suggest ways for improvements of performance, prepare action plans, study the need for change in the job analysis and standards and recommends change if necessary. Confidential report: assessing the employee’s performance confidentially is a traditional method of performance appraisal. Under this method, superior appraises the performance of the subordinates based on his observation, judgment and intuitions. The superior keeps his judgment and report confidentially. In other words, the superior are not allow the employee to know his report and performance. BEHAVIOURAL METHODS While trait measures various characteristics, behavioral methods measures employee behavioral skill on a continuum. Behavioral checklist method: a  checklist is designed with the list of statements that describe the behavior essential for employee performance. The appraiser checks whether the appraise possess them or not. Employee’s performance is rated based on the behavioral skills that the employee possesses to the total statements. Critical incident method: employee are rated discontinuously, i.e. once in a year or six months under the earlier methods. The performance rated may not reflect real and overall performance as the rater would be serious about the appraisal about two or three weeks before the appraisal. Hence, a continuous appraisal method, i.e. critical incident method was developed. Under this method, the supervisor continuously records the critical incident of the employee performance or behavior relating to all characteristics in a specially designed notebook. The critical incident method has the advantage of being objective because the rater considers the record of the performance rather than the subjective point of opinion. Behaviorally anchored rating scale (BARS): the BARS method combines elements of the traditional rating scale and critical incident methods. Using BARS, job behavior from critical incidents- effective and ineffective behaviors are described more objectively. This method employs individuals who are familiar with a particular job to identify its major components. They then rank and validate specific behaviors for each of the components. Behavior observation scale (BOS): the appraiser, under this method, measure how frequently each of the behavior has been observed. Appraiser plays the role of observer rather than a judge and provides the feedback to the appraise continuously. Assessment centre: in this approach, individual from various departments are brought together to spend two or three days, working on an individual or group assignment similar to ones they would have been handling when promoted. Observers rank the performance of each participant in order of merit. RESULT METHODS Organizations of contemporary period evaluate employee performance based on accomplishments they achieve rather than based on the behavioral factors/traits. Employee accomplishments include sale turnover, number of units produced, and number of customers served, number of complaints settled and the like. Productivity measures: under the productivity measures of performance appraisal, employees are appraised based on the ratio of output  they turned out to the input they used. The balanced scorecard: it brings the linkage among financial, customer, processes and learning. Learning and people management contribute to the enhancement of internal processes. Internal processes are critical for enhancing customer satisfaction and loyalty. The balanced scorecard can be used to appraise employee performance. The following recommendations ensure the successful application of balanced scorecard to performance management. Human resource accounting: human resource accounting deals with cost and contribution of human resource to the organization. Cost of the employee includes cost of work force planning, training, development, wages etc. employee contribution is the money value of employee service, which can be measured by labour productivity, or value added by human resource. Management by objectives: MBO is a process whereby the superior and subordinate manager of an organization jointly identifies its common goals, define each individual’s major areas of responsibility in terms of results expected of him, and use these measures of guides for operating the unit and assessing the contribution of its members. SYSTEMS OF PERFORMANCE APPRAISAL Establish performance standards Communicate standards/ expectations to employee. Measure actual performance by following the instructions. Adjust the actual performance due to the environmental influence Compare the adjusted performance with that of others and previous Compare the actual performance with standards and find out deviations, if any. Communicate the actual performance to the employee concerned. Suggest changes in job analysis and standards, if necessary. Follow – up performance appraisal report. USES OFPERFORMANCE APPRIASAL Performance appraisal has several uses. The important among them are: Performance improvement: performance feedback allows the employees, manager and personnel specialist to intervene with appropriate actions to improve performance Compensation adjustment: A performance evaluation helps decision-makers determine who should receive pay raises. Many firms grant  part or all of their pay increases and bonuses based upon merit, which is determined mostly through performance appraisal. Placement decisions: promotions, transfers and demotions are usually are based on past or anticipated performance. Often promotions are reward for past performance. Training and development needs: poor performance may indicate the need for retraining. Likewise, good performance may indicate untapped potential that should be developed. Career planning and development: performance feedbacks guide career decision about specific career paths one should investigate. Staffing process deficiencies: good or bad performance implies strength and weakness in the personnel departments staffing procedure. Informational inaccuracies: poor performance may indicate error in job analysis information, human resource plans, or other part of personnel management information system. Reliance on accurate information may led to inappropriate hiring, training, or counseling decisions. Job design errors: poor performance may be a symptom of ill- conceived job design. Appraisals help diagnose these errors. PROBLEMS OF PERFORMANCE APPRAISAL The major problem of performance appraisal is- 1. Rating biases Halo effect The error of central tendency The leniency and strictness The recency effect 2. Failure of the superiors in conducting performance appraisal nad post performance appraisal interviews 3. Most part of the appraisal is based on subjectivity 4. Les reliability and validity of the performance appraisal techniques 5. Negative rating affect interpersonal relations and industrial relation system 6. Influence of external environmental factors and uncontrollable internal factors 7. Feedback and post appraisal interview may have a setback on production 8. Relationship between appraisal rates and performance after promotions was not significant 9. Absence of inter –rater reliability