The Current State of the Caribbean Is Better Explained Through Essay

The Current State of the Caribbean Is Better Explained Through Reference to Contemporary Rather Then Past Global Relations - Essay Example This report stresses that the very conspicuous feminist changes within the Caribbean would be noted in the visibility of Caribbean women in different occupational positions which were once reserved only for European people and the challenges to a transforming relationship between gender and global capitalism are also highlighted This paper makes a conclusion that globalization and its impact on the Caribbean thus seem to depend on several factors such as improved education that can highlight the particularities and specialties of the Caribbean region and bring out the features that would attract the world. Tourism would be a major reason for which businesses and industries would be willing to invest in the Caribbean and the region remains as an attractive tourist destination, making it a full blown participant in the global economy and the process of globalization. The importance of equal gender relations and the significance of comparative education have been discussed considering that women’s position in society and especially within the Caribbean society in this context could be very important in bringing out the changes in global relations. Caribbean society is changing with the changes of global economy and women’s relations may actually define how the Caribbean society projects itself to the world. The importance of education also should not be undermined as only a modern form of education within the Caribbean would help it to relate to a globalized changing and interlinked society.

Capital Budgeting Worksheet Essay Example for Free

Capital Budgeting Worksheet Essay Read the scenarios below and select one to review and analyze. Determine the proposal’s appropriateness and economic viability. For all scenarios, assume spending occurs on the first day of each year and benefits or savings occurs on the last day. Assume the discount rate or weighted average cost of capital is 10%. Ignore taxes and depreciation. Proposal A: New Factory A company wants to build a new factory for increased capacity. Using the net present value (NPV) method of capital budgeting, determine the proposal’s appropriateness and economic viability with the following information: †¢Building a new factory will increase capacity by 30%. †¢The current capacity is $10 million of sales with a 5% profit margin. †¢The factory costs $10 million to build. †¢The new capacity will meet the company’s needs for 10 years. †¢The factory is worth $14 million over 10 years. Proposal B: New Equipment A company wants to buy a labor-saving piece of equipment. Using the NPV method of capital budgeting, determine the proposal’s appropriateness and economic viability with the following information: †¢Labor content is 12% of sales, which are annually $10 million. †¢The new equipment will save 20% of labor annually. †¢The new equipment will last 5 years. †¢The new equipment will cost $200,000. Proposal C: New Advertising Program A company wants to invest in a new advertising program. Using the NPV method  of capital budgeting, determine the proposal’s appropriateness and economic viability with the following information: †¢The new program will increase current sales, $10 million, by 20%. †¢The new program will have a profit margin is 5% of sales. †¢The new program will have a 3-year effect. †¢The new program will cost the company $200,000 in the first year.

Identity Regulation as a Form of Organizational Control

Identity Regulation as a Form of Organizational Control Introduction I have decided to opted â€Å"Identity regulation in organisations is a form of control that needs to be acknowledged in order to encourage the emancipation of workers†. But before starting my assignment i would like to go through that what Organization is and what’s the real truth behind Organizational Behaviour. Organizations are inescapable features of modern social experience for all human beings. From the remotest village high in the Himalayan foothills to life in a lager metropolis, organizations impact on all aspect of human experience. Now we come to that what organizational behaviour actually is:- Organizational behaviour provides one of the mainstream approaches to the study of management and organizations. Its main sphere of interest is anything relevant to the design, management and effectiveness of an organization, together with the dynamic and interactive relationships that exist within them. Hawthorne studies This theory was directed by Elton Mayo during the late 1920s and early 1930s. These studies first highlighted the complexity of human behaviour in an organizational setting. This on turn led to recognition of the importance of the social context within which work occurred and of the ways in which groups become a significant influence on individual behaviour. Ref: organizational behaviour and management john martin third edition The Meaning of Organizational Behaviour Organizational behaviour is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most central, its concern with invidual and group patterns of behaviour makes it an essential element in dealing with the complex behaviour issues thrown up in the modern business world. Ref: (Financial times Mastering management series) First we are going to start with the Management as an integrating activity;- Management as an integrating activity Management is the cornerstone of organizational effectiveness, and is concerned with arrangement for the carrying out of organizational processes and the execution of work. According to Drucker, it is the management that enables the organization to contribute a needed result to society, the economy and the invidual. Ref:-management and organizational behaviour 5th edition â€Å"The fact is that management ultimately depend on an understanding of human nature.I suggets it goes much further than that. In the first place, good management depends upon the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent which provides the greatest challenge to managers. Ref: HRH The Duke of Edinburgh, Institute of Management Patron. The psychological contract One significant aspects of the relationship between the invidual and the organization is the concept of the psychological contract. This is not a written document, but implies a series of mutual expectations and satisfaction of needs arising from the people-organization relationship. It involves a process of giving and receiving by the invidual and by the organization. The psychological contract covers a range of expectations of rights and privileges, duties and obligations, which donot form part of a formal agreement but still have an important influence on people behaviour. Invidual`s Expectations Provide safe and hygienic working conditions Make every reasonable effort to provide job security Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work. Adopt equitable personnel policies and procedures. Treat member staff with respect. These expectations are notwithstanding any statutory requirement placed upon the organization. Instead they relate more to the idea of social responsibilities of management. The organization will also have implicit expectations of its member, for example:- To accept the ideology of the organization To work diligently in pursuit of organizational objectives Not to abuse goodwill shown by the management To uphold the image of the organization To show loyalty. The organization side of the psychological contract places emphasis on expectations, requirement and constraints which often differ from, and may be in conflict with ,an Invidual`s expectations. Ref:-Laurie j Mullins management and behaviour The case study below shows the true picture of the psychological contract and it s nature:- Case study: Disgruntled mice turn on fat cats Rhetoric about employee being vital corporate assets is sounding increasingly hollow writes John Plender. After years of downsizing, delaying and re-engineering, a punch-drunk British workforce hardly looks ready for a return to confrontational industrial relation. Yet the strike at British Airways, complete with management pressure and inter-union rivalry, raises question. Is this the first sign of a shift in power back to the workers as labour market condition tightens? And have managers become complacement in their attitudes to the workforce? The British Airways saga admittedly looks more of a throwback than a forward indicator. Most occupants of British boardrooms would vehemently reject charges of complacency or macho management. Yet there is evidence that business leaders are failing to carry employee with them as they continue to restructure. The standard rhetoric about `empowered` employee being vital corporate assets rings increasingly hollow. Consider recent data from International Survey Research (ISR), a leading consultant whose employee opinion survey covers 450 companies in 18 countries. Some finding in its survey, such as the free –fall in feelings of employment security throughout Europe, are predictable enough. Nor is it surprising that stakeholders-type economics like Switzerland, Norway and the Netherlands tend to have the the most contented workforces. The UK`S ignominious position- second only to Hungary at the bottom of the league for employee satisfaction- will no doubt be dismissed as British workers enjoying a moan. And the fact that UK management is judged less favourably by employee than managers are rated elsewhere will prompt a similar response. Yet when ISR`s work is looked at over a period of years, it is easily brushed aside. Take the progressive year-on-year collapse in the morale of the UK workforce since 1990. The trend is odd because it defies the logic of the economic cycle. Recovery has brought deterioration, not improvement. Also odd is the workforce’s view of management, at the depths of the recession earlier in the decade, UK employee, though generally dissatisfied, were still taking quite a favourable view of the managers compared with the rest of the Europe. Today, despite a marked increased in the rate of UK earning growth, disillusionment appears total. The clue with the ISR survey published at the end of 1995.This revealed that workers attitudes had suffered `the most prepitate decline` of any European country over the previous 10 years. Motivation and commitment to the company were lower than in the strife-torn days of the mid-1970s. The timing is significant because this was the first survey after the notorious British Gas Annual General Meeting at which the investment institute sanctioned a much increased pay-package for Mr.Cedric Brown-this when profits were substantially below their five years earlier, customer service was deteriorating and employee were being shed in larger numbers. The message is clear enough. Far from being a little local difficulty in the privatised utilities, the `fat cat` pay saga had a much wider demoralising impact which is still being felt. It does not follow that British workers are about to the picket lines en masse. As long as insecurity is endemic, and the main legislative reforms of the past 18 years remain intact, the union will not resume their former mantle. Nor does the government of Mr Tony Blair, a personal friend of BA chief Executive , Mr Bob Ayling, appear keen to take an active role in the dispute at BA. There is also a wide spread view that employee satisfactions a key performance indicator. Yet survey feels dimishing loyalty. In effect a contract which views the employee as assets and a cost has an innate tension. If it operate operates against the back ground of ever widening pay differentials between shop floor and board, or runs into the BA style of management, it may become untenable. There is a growing recognition among economist that trust is a valuable commodity. At national level- as in the stakeholder’s economics metioned earlier- it can enhance growth. When it exists between the various stakeholders in a business it reduces transaction costs and enhances competitive advantage. If British business wants to achieve the highest standards of quality in internationally tradable products and services on a sustainable basis, it badly needs to absorb this lesson. Source-Financial times, 12 July 1997. Critically Analysing the meaning of Work, Motivation and Commitment Work organizations can be understood not only as environments in which people produce work, but also â€Å"places where work produces people†. Hence, any discussion of what people want or need out of work (particularly paid employment) cannot be isolated from the context of that work environment. The experience of working in a particular organization can itself produce wants and needs in the worker. Unfortunately, the personality and the motivation theories described everywhere are based on much simpler models of human behaviour. These tend to view the person as possessing a certain set of psychological characteristics which are brought into work each day. The idea that these change through interaction with others in the organization is rarely touched on. Another aspect of the two-pronged approach to the analysis of Invidual`s behaviour by organizational psychological is a tendency to restrict the subject matter to more less quantifiable elements of behaviour and to those aspects of behaviour which are predictable and controllable from a managerial point of view. Ref: J martin Corbett Baritz,1960 and Hollway , 1991 and indeed, Thompson and McHugh (1990) argue that â€Å"the true paradigm of the organizational psychologist is that of ensuring `effective resource use`: supplying advice, recourses and training which are aimed at assisting organization in efficiency managing the conflict and resistance which is a predictable consequence of hierarchically organised production.† Ref: Baritz, L (1960) Servants of power, Middletown: Wesleyan University Press Hollway, W (1991) Work Psychology and Organizational Behaviour, London: sage Thompson, P. and McHugh, D. (1990) Work organizations: A Critical Introduction. London: Macmillan Employee Commitment: on becoming a torturer What kind of person becomes a torturer? For many people it would seem obvious that only psychopaths and cranks would wish to pursue such a career. Yet, torture is currently practised by one government in three and these governments experience little or difficulty in recruting torturers. Are there really sufficient numbers of sadist ready, able and willing to take on such a job, or are there other factors which contribute to the creation of a torturer? There is no hard evidence that torturers are psychopaths or sadist. On the contrary, there is evidence that such people are usually screened out during the selection and recruitment process. Thus, to some extent at least, torturers are selected and recruited from ordinary people: â€Å"A deranged person who receives gratification primilary from feeling of power or from personally inflicting pain on other is usually too unreliable to be counted on by authorities to follow orders†. Ref: J. Martin Corbett Based on the studies of torturers employed by the State during 1967-74 military dictatorship of Greece, the psychologist Haritos-Fatoutos argues that three situational factor foster the creation of a torturer, namely: training, incremental participation and socialisation, and economic and symbolic reward. Training The first phase of training involves group bonding and isolation from the outside world. In case of the torture, this is achieved by placing recruits in remote training camps and putting them through numerous initiation rites. Haritos- Fatoutos describe how the use of euphemism by the trainers helped Greek recruits reinterpret their behaviour. For example, â€Å"tea party† referred to a â€Å"beating with fists and â€Å"tea party with toast† described a â€Å"beating with heavy wooden clubs†. The use of such euphemistic language is , of course, common practice in organizations to put a gloss on unpleasant reality- from the Nazi Party’s â€Å"Final Solution† , through the CIA’s `executive action`, to the `downsizing ` and ` rationalisation` of contemporary business organizations. Training also requires the recruit to develop a world view that divides people into torturable and non-torturable. Through a programme of seminars the recruits comes to believe that the act of tortures is a defence of â€Å"good â€Å"values against the â€Å"bad† values. Recruits are trained to be loyal not only to the state but to the organization, which is semi-secret and will protect them. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. Incremental Socialisation Such a moral shift, or disengagement, is made easier by the gradual introduction of the recruits to the brutal act of torture. A typical process of incremental socialisation and desensitisation goes through the following chronological sequences: Recruits act as guards while other carry out torture. Recruits carry food to the prisoners in there cells Recruits fully participate fully in torture. Hence the recruits are pulled inexorably into the torturing process. Having gone through the first two steps in the socialisation process recruits find it very difficult to protest about the use of full torture as there have been corrupted by tacit acceptance of earlier (less extreme) examples of torture. Rewards Once fully socialised, obedient torturers benefit in both symbolic and economic ways. Training fosters in-group bias. The finding of numerous social psychological studies suggested that participation in strenuous initiation rites makes group membership more desirable. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. There are some more aspects which really effect of employee performance. Inter-group relations Individual’s allegiances to, and identification with, various social groups can have an important influences on their attitudes and behaviour. The notion of employee commitment can over-generalise the nature of such allegiances and hence overlook the fact that you can be committed to your work, to your collegues, to your department, to your occupation or to the company you work for. But these commitments will vary and will often conflict with each other. There are many groups within even the smallest of organizations. It is not only the varying degrees of commitment each group commands amongst its members that can have a significant impact on organizational functioning. The relations between these groups and the relative power each commands can be more curial in shaping organizational behaviour. Hence, a psychological analysis alone is insufficient to understand fully the complexities of inter-group relations. Organizational design and design The variety of ways in which organizational are structured and managed and how they change over time, provides the basis of much organizational behaviour research. Also it is the domain of almost all so-called â€Å"Management Gurus†. For instance, Salaman (1983) observes that â€Å"organizations are structure of control†. Given that organizational structures include management and worker organization, control and reward systems, and job design, they clearly involve political issues, as well as decisions and strategic choices. Despite this, much of the conventional organizational behaviour literature on organizational structure and design concentrates, somewhat uncritically, on information flows, work structure, job design and cultures as entities designed and controlled by a management elite. Ref:-Salaman, G (1983) Class and the Corporation. London: Fontana. Technology and organization Scarborough and Corbett (1992) describes technology and organization as â€Å"far from containing or controlling the technology process, the formal boundaries and managerial hierarchies of organization may themselves restructure by it†. Similarly, sole resources to a unilateral deskilling process (at a societal level), in which technology developed under capitalism inevitably leads to the deskilling and control of labour, does little to convey the uncertainties and interaction of the technology process, nor account for the key role played by Invidual`s and groups: Indeed, on occasion the transformational power of technological knowledge may escape the intentions of the powerful and undermines, and not simply reproduce, existing social and economic structures. To better understand technology and organization I think its good to go through this case study. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Case study: New technology and the Skolt Lapplanders Introduced in the early 1960s, the snowmobile was adopted by the Skolt Lapp people to replace reindeer sleds as a means of transportation. This technology brought easier access to trading posts, more sophisticated health care and a more varied diet and recreation. Yet, within a few years the introduction of this technology had made a profound impact on the Skolt Lapp community. The Skolt Lapp community, like many traditional communities, was organised around a patriarchal power structure, so that the old man held all the positions of status and authority. However, unlike the younger members of the community, these man lacked the muscular strength and dexterity to ride and maintain the heavy snowmobiles. Given that the new technology symbolised progress and the promise of economic prosperity to many Lapps, this result in a decline in the status of the elders relative to the younger, stronger men. Of even greater significance, and as the snowmobiles replaced the reindeer sled as the dominant means of transportation, this status shift was accompanied by the decline in the importance of the `elders` knowledge and wisdom concerning the care and use of reindeer herds. Such a shift was encouraged all the more by the rapid drops in calf births that resulted from the effects of the frightening noise of the snowmobiles` engines on pregnant reindeers. Indeed, within 3 years, a majority of the domesticated reindeers herd had returned to the wild. The impact of this should not be under-estimated as for generations; the reindeers had been of great symbolic and cultural significance of the Skolt Lapps. Most important of all, the Skolt Lapplanders quickly found themselves dependent on outside suppliers of imported petroleum and spare parts for the snowmobiles. Also, many of the physically ill Lapps became psychologically (and sometimes physically) dependent on the constant supply of non-introduction of the snowmobiles. Thus, an apparently neutral technology brought about significant (and largely irreversible) cultural changes to a community. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Egan, G. (1993) Quarantine. London: Legend Books Organizational Culture Culture as a concept has had a long and checked history. It has been used by the lay person as a word to indicate sophistication, as when we say that someone is very â€Å"Cultured†. It has been used by anthropologists to refer to the customs and rituals that societies develop over the course of their history. In the last decade or so it has been used by some organizational researchers and managers to indicate the climate and practices that organizations develop around their handling of people or to refer to the espoused values and credo of an organization. A deeper understanding of cultural issues in groups and organizations is necessary to decipher what goes on in them but, even more important, to identify what may be the priority issues for leaders and leadership. Organizational cultures are created in part by leaders, and one of the most decisive functions of leadership is the creation, the management, and sometimes evens the destruction of culture. Ref:-Edgar H. Schein (1997) Organizational Culture and Leadership. John Wiley sons, Inc. A cross- cultural comparison of work values Numerous motivation theorist outline the importance of certain characteristics of work and the work environment in promoting job satisfication. But to what extend do the motivation theories of Maslow, Herzbed, Mc Clelland, Hackman and Oldham, etc. reflect what motivates a particular, possibly unique, sample of the working population, namely the average â€Å"American employee†. Can we really generalise such theories to the global working population? Mainstream organisational behaviour textbooks certainly imply as much. But if we cannot generalise from the US experience there are obvious implications for the human resources management policies of multi- national corporations and for international post-merger management. Ref: Maslow, A. (1971) The further reaches of human Nature. New York: Viking Press. Herzbed, P.G. (1976) Non- hierarchical organization vol-2. Harmondsworth: Penguin. In 1989, Don Elizur and colleagues was to collect data by questionnaire from samples of managers and employee from a variety of countries. The average sample size was 285. The author owns UK sample comprised 148 respondents. The age range and gender mix of the samples were similar. The questionnaire was designed to represent the major perspectives outlined by basic theories of motivation. 24 items were selected and respondents were asked to indicate for each item the extent to which it is important. (using response categories ranging from â€Å"very unimportant† to â€Å"very important†). The items included the following. Job interest, to do work which is interesting to you. Achievements in work. Advancement, opportunities for promotion Self-esteem, that you are valued as a person Use of ability and knowledge in your work Job security, permanent job Autonomy, independence in work. Supervisor, a fair and considerate boss. Pay, the amount of money you receive Co-workers, fellow workers who are pleasant and agreeable. This selection of items is listed in tables. They also indicate the survey results from the US, the UK, Germany, the Netherlands, Taiwan, Korea, Hungary and China. The major similarities and difference between these work population samples can be more clearly comprehended by considering the rank order of the item based on the managerial distributions as represented in table. So we see, for example, that interesting work was considered to be the most important work values by respondents from the US, Germany, and the Netherlands. Yet the same items were considered to be much less important from the point of the Hungarian and Chinese respondents. Also, interesting cross-cultural disparities are in evidence for the last three items; good boss, good pay and friendly co-workers. Table: Rank ordering of work values for a sample of eight countries USA UK Germany Netherland Taiwan Korea Hungary China Interesting work 1 2 1 1 2 3 6 5 Achievements 2 6 7 2 1 1 2 1 Advancements 3 7 10 5 4 7 10 6 Self-esteem 4 5 9 9 3 9 7 3 Use abilities 5 4 6 6 8 4 5 2 Autonomy 6 9 5 4 7 10 9 4 Job security 7 8 4 8 5 2 8 10 Good boss 8 10 3 7 6 6 1 7 Good pay 9 3 8 10 10 8 4 9 Co-workers 10 1 2 3 9 5 3 8 Ref:- Elizur , D.,Borg, I., Hunt, R. and Beck, I. K. (1989) The structure of work values: A cross-cultural comparasion.`journal of Organizational Behaviour, 12,21-30 Conclusion It is a truism to claim that people are an organisational resource -indeed, for some organisations, they are the key resource, without which the organisation would be unable to deliver any meaningful product or service to its customers. Like any resource, however, people may be used wastefully: they may be employed at well below their potential, performing tasks which do not stretch their capabilities and which are ultimately alienating in their psychological impact on the employees involved. Alternatively, people may be managed and led in ways which inspire them to be highly motivated and to demonstrate long-term commitment to both their roles and the organisation which employs them. When this is achieved, the performance of its people becomes a major differentiator for the organisation and a source of long-term competitive strength. Identity Regulation as a Form of Organizational Control Identity Regulation as a Form of Organizational Control Introduction I have decided to opted â€Å"Identity regulation in organisations is a form of control that needs to be acknowledged in order to encourage the emancipation of workers†. But before starting my assignment i would like to go through that what Organization is and what’s the real truth behind Organizational Behaviour. Organizations are inescapable features of modern social experience for all human beings. From the remotest village high in the Himalayan foothills to life in a lager metropolis, organizations impact on all aspect of human experience. Now we come to that what organizational behaviour actually is:- Organizational behaviour provides one of the mainstream approaches to the study of management and organizations. Its main sphere of interest is anything relevant to the design, management and effectiveness of an organization, together with the dynamic and interactive relationships that exist within them. Hawthorne studies This theory was directed by Elton Mayo during the late 1920s and early 1930s. These studies first highlighted the complexity of human behaviour in an organizational setting. This on turn led to recognition of the importance of the social context within which work occurred and of the ways in which groups become a significant influence on individual behaviour. Ref: organizational behaviour and management john martin third edition The Meaning of Organizational Behaviour Organizational behaviour is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most central, its concern with invidual and group patterns of behaviour makes it an essential element in dealing with the complex behaviour issues thrown up in the modern business world. Ref: (Financial times Mastering management series) First we are going to start with the Management as an integrating activity;- Management as an integrating activity Management is the cornerstone of organizational effectiveness, and is concerned with arrangement for the carrying out of organizational processes and the execution of work. According to Drucker, it is the management that enables the organization to contribute a needed result to society, the economy and the invidual. Ref:-management and organizational behaviour 5th edition â€Å"The fact is that management ultimately depend on an understanding of human nature.I suggets it goes much further than that. In the first place, good management depends upon the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent which provides the greatest challenge to managers. Ref: HRH The Duke of Edinburgh, Institute of Management Patron. The psychological contract One significant aspects of the relationship between the invidual and the organization is the concept of the psychological contract. This is not a written document, but implies a series of mutual expectations and satisfaction of needs arising from the people-organization relationship. It involves a process of giving and receiving by the invidual and by the organization. The psychological contract covers a range of expectations of rights and privileges, duties and obligations, which donot form part of a formal agreement but still have an important influence on people behaviour. Invidual`s Expectations Provide safe and hygienic working conditions Make every reasonable effort to provide job security Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work. Adopt equitable personnel policies and procedures. Treat member staff with respect. These expectations are notwithstanding any statutory requirement placed upon the organization. Instead they relate more to the idea of social responsibilities of management. The organization will also have implicit expectations of its member, for example:- To accept the ideology of the organization To work diligently in pursuit of organizational objectives Not to abuse goodwill shown by the management To uphold the image of the organization To show loyalty. The organization side of the psychological contract places emphasis on expectations, requirement and constraints which often differ from, and may be in conflict with ,an Invidual`s expectations. Ref:-Laurie j Mullins management and behaviour The case study below shows the true picture of the psychological contract and it s nature:- Case study: Disgruntled mice turn on fat cats Rhetoric about employee being vital corporate assets is sounding increasingly hollow writes John Plender. After years of downsizing, delaying and re-engineering, a punch-drunk British workforce hardly looks ready for a return to confrontational industrial relation. Yet the strike at British Airways, complete with management pressure and inter-union rivalry, raises question. Is this the first sign of a shift in power back to the workers as labour market condition tightens? And have managers become complacement in their attitudes to the workforce? The British Airways saga admittedly looks more of a throwback than a forward indicator. Most occupants of British boardrooms would vehemently reject charges of complacency or macho management. Yet there is evidence that business leaders are failing to carry employee with them as they continue to restructure. The standard rhetoric about `empowered` employee being vital corporate assets rings increasingly hollow. Consider recent data from International Survey Research (ISR), a leading consultant whose employee opinion survey covers 450 companies in 18 countries. Some finding in its survey, such as the free –fall in feelings of employment security throughout Europe, are predictable enough. Nor is it surprising that stakeholders-type economics like Switzerland, Norway and the Netherlands tend to have the the most contented workforces. The UK`S ignominious position- second only to Hungary at the bottom of the league for employee satisfaction- will no doubt be dismissed as British workers enjoying a moan. And the fact that UK management is judged less favourably by employee than managers are rated elsewhere will prompt a similar response. Yet when ISR`s work is looked at over a period of years, it is easily brushed aside. Take the progressive year-on-year collapse in the morale of the UK workforce since 1990. The trend is odd because it defies the logic of the economic cycle. Recovery has brought deterioration, not improvement. Also odd is the workforce’s view of management, at the depths of the recession earlier in the decade, UK employee, though generally dissatisfied, were still taking quite a favourable view of the managers compared with the rest of the Europe. Today, despite a marked increased in the rate of UK earning growth, disillusionment appears total. The clue with the ISR survey published at the end of 1995.This revealed that workers attitudes had suffered `the most prepitate decline` of any European country over the previous 10 years. Motivation and commitment to the company were lower than in the strife-torn days of the mid-1970s. The timing is significant because this was the first survey after the notorious British Gas Annual General Meeting at which the investment institute sanctioned a much increased pay-package for Mr.Cedric Brown-this when profits were substantially below their five years earlier, customer service was deteriorating and employee were being shed in larger numbers. The message is clear enough. Far from being a little local difficulty in the privatised utilities, the `fat cat` pay saga had a much wider demoralising impact which is still being felt. It does not follow that British workers are about to the picket lines en masse. As long as insecurity is endemic, and the main legislative reforms of the past 18 years remain intact, the union will not resume their former mantle. Nor does the government of Mr Tony Blair, a personal friend of BA chief Executive , Mr Bob Ayling, appear keen to take an active role in the dispute at BA. There is also a wide spread view that employee satisfactions a key performance indicator. Yet survey feels dimishing loyalty. In effect a contract which views the employee as assets and a cost has an innate tension. If it operate operates against the back ground of ever widening pay differentials between shop floor and board, or runs into the BA style of management, it may become untenable. There is a growing recognition among economist that trust is a valuable commodity. At national level- as in the stakeholder’s economics metioned earlier- it can enhance growth. When it exists between the various stakeholders in a business it reduces transaction costs and enhances competitive advantage. If British business wants to achieve the highest standards of quality in internationally tradable products and services on a sustainable basis, it badly needs to absorb this lesson. Source-Financial times, 12 July 1997. Critically Analysing the meaning of Work, Motivation and Commitment Work organizations can be understood not only as environments in which people produce work, but also â€Å"places where work produces people†. Hence, any discussion of what people want or need out of work (particularly paid employment) cannot be isolated from the context of that work environment. The experience of working in a particular organization can itself produce wants and needs in the worker. Unfortunately, the personality and the motivation theories described everywhere are based on much simpler models of human behaviour. These tend to view the person as possessing a certain set of psychological characteristics which are brought into work each day. The idea that these change through interaction with others in the organization is rarely touched on. Another aspect of the two-pronged approach to the analysis of Invidual`s behaviour by organizational psychological is a tendency to restrict the subject matter to more less quantifiable elements of behaviour and to those aspects of behaviour which are predictable and controllable from a managerial point of view. Ref: J martin Corbett Baritz,1960 and Hollway , 1991 and indeed, Thompson and McHugh (1990) argue that â€Å"the true paradigm of the organizational psychologist is that of ensuring `effective resource use`: supplying advice, recourses and training which are aimed at assisting organization in efficiency managing the conflict and resistance which is a predictable consequence of hierarchically organised production.† Ref: Baritz, L (1960) Servants of power, Middletown: Wesleyan University Press Hollway, W (1991) Work Psychology and Organizational Behaviour, London: sage Thompson, P. and McHugh, D. (1990) Work organizations: A Critical Introduction. London: Macmillan Employee Commitment: on becoming a torturer What kind of person becomes a torturer? For many people it would seem obvious that only psychopaths and cranks would wish to pursue such a career. Yet, torture is currently practised by one government in three and these governments experience little or difficulty in recruting torturers. Are there really sufficient numbers of sadist ready, able and willing to take on such a job, or are there other factors which contribute to the creation of a torturer? There is no hard evidence that torturers are psychopaths or sadist. On the contrary, there is evidence that such people are usually screened out during the selection and recruitment process. Thus, to some extent at least, torturers are selected and recruited from ordinary people: â€Å"A deranged person who receives gratification primilary from feeling of power or from personally inflicting pain on other is usually too unreliable to be counted on by authorities to follow orders†. Ref: J. Martin Corbett Based on the studies of torturers employed by the State during 1967-74 military dictatorship of Greece, the psychologist Haritos-Fatoutos argues that three situational factor foster the creation of a torturer, namely: training, incremental participation and socialisation, and economic and symbolic reward. Training The first phase of training involves group bonding and isolation from the outside world. In case of the torture, this is achieved by placing recruits in remote training camps and putting them through numerous initiation rites. Haritos- Fatoutos describe how the use of euphemism by the trainers helped Greek recruits reinterpret their behaviour. For example, â€Å"tea party† referred to a â€Å"beating with fists and â€Å"tea party with toast† described a â€Å"beating with heavy wooden clubs†. The use of such euphemistic language is , of course, common practice in organizations to put a gloss on unpleasant reality- from the Nazi Party’s â€Å"Final Solution† , through the CIA’s `executive action`, to the `downsizing ` and ` rationalisation` of contemporary business organizations. Training also requires the recruit to develop a world view that divides people into torturable and non-torturable. Through a programme of seminars the recruits comes to believe that the act of tortures is a defence of â€Å"good â€Å"values against the â€Å"bad† values. Recruits are trained to be loyal not only to the state but to the organization, which is semi-secret and will protect them. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. Incremental Socialisation Such a moral shift, or disengagement, is made easier by the gradual introduction of the recruits to the brutal act of torture. A typical process of incremental socialisation and desensitisation goes through the following chronological sequences: Recruits act as guards while other carry out torture. Recruits carry food to the prisoners in there cells Recruits fully participate fully in torture. Hence the recruits are pulled inexorably into the torturing process. Having gone through the first two steps in the socialisation process recruits find it very difficult to protest about the use of full torture as there have been corrupted by tacit acceptance of earlier (less extreme) examples of torture. Rewards Once fully socialised, obedient torturers benefit in both symbolic and economic ways. Training fosters in-group bias. The finding of numerous social psychological studies suggested that participation in strenuous initiation rites makes group membership more desirable. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. There are some more aspects which really effect of employee performance. Inter-group relations Individual’s allegiances to, and identification with, various social groups can have an important influences on their attitudes and behaviour. The notion of employee commitment can over-generalise the nature of such allegiances and hence overlook the fact that you can be committed to your work, to your collegues, to your department, to your occupation or to the company you work for. But these commitments will vary and will often conflict with each other. There are many groups within even the smallest of organizations. It is not only the varying degrees of commitment each group commands amongst its members that can have a significant impact on organizational functioning. The relations between these groups and the relative power each commands can be more curial in shaping organizational behaviour. Hence, a psychological analysis alone is insufficient to understand fully the complexities of inter-group relations. Organizational design and design The variety of ways in which organizational are structured and managed and how they change over time, provides the basis of much organizational behaviour research. Also it is the domain of almost all so-called â€Å"Management Gurus†. For instance, Salaman (1983) observes that â€Å"organizations are structure of control†. Given that organizational structures include management and worker organization, control and reward systems, and job design, they clearly involve political issues, as well as decisions and strategic choices. Despite this, much of the conventional organizational behaviour literature on organizational structure and design concentrates, somewhat uncritically, on information flows, work structure, job design and cultures as entities designed and controlled by a management elite. Ref:-Salaman, G (1983) Class and the Corporation. London: Fontana. Technology and organization Scarborough and Corbett (1992) describes technology and organization as â€Å"far from containing or controlling the technology process, the formal boundaries and managerial hierarchies of organization may themselves restructure by it†. Similarly, sole resources to a unilateral deskilling process (at a societal level), in which technology developed under capitalism inevitably leads to the deskilling and control of labour, does little to convey the uncertainties and interaction of the technology process, nor account for the key role played by Invidual`s and groups: Indeed, on occasion the transformational power of technological knowledge may escape the intentions of the powerful and undermines, and not simply reproduce, existing social and economic structures. To better understand technology and organization I think its good to go through this case study. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Case study: New technology and the Skolt Lapplanders Introduced in the early 1960s, the snowmobile was adopted by the Skolt Lapp people to replace reindeer sleds as a means of transportation. This technology brought easier access to trading posts, more sophisticated health care and a more varied diet and recreation. Yet, within a few years the introduction of this technology had made a profound impact on the Skolt Lapp community. The Skolt Lapp community, like many traditional communities, was organised around a patriarchal power structure, so that the old man held all the positions of status and authority. However, unlike the younger members of the community, these man lacked the muscular strength and dexterity to ride and maintain the heavy snowmobiles. Given that the new technology symbolised progress and the promise of economic prosperity to many Lapps, this result in a decline in the status of the elders relative to the younger, stronger men. Of even greater significance, and as the snowmobiles replaced the reindeer sled as the dominant means of transportation, this status shift was accompanied by the decline in the importance of the `elders` knowledge and wisdom concerning the care and use of reindeer herds. Such a shift was encouraged all the more by the rapid drops in calf births that resulted from the effects of the frightening noise of the snowmobiles` engines on pregnant reindeers. Indeed, within 3 years, a majority of the domesticated reindeers herd had returned to the wild. The impact of this should not be under-estimated as for generations; the reindeers had been of great symbolic and cultural significance of the Skolt Lapps. Most important of all, the Skolt Lapplanders quickly found themselves dependent on outside suppliers of imported petroleum and spare parts for the snowmobiles. Also, many of the physically ill Lapps became psychologically (and sometimes physically) dependent on the constant supply of non-introduction of the snowmobiles. Thus, an apparently neutral technology brought about significant (and largely irreversible) cultural changes to a community. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Egan, G. (1993) Quarantine. London: Legend Books Organizational Culture Culture as a concept has had a long and checked history. It has been used by the lay person as a word to indicate sophistication, as when we say that someone is very â€Å"Cultured†. It has been used by anthropologists to refer to the customs and rituals that societies develop over the course of their history. In the last decade or so it has been used by some organizational researchers and managers to indicate the climate and practices that organizations develop around their handling of people or to refer to the espoused values and credo of an organization. A deeper understanding of cultural issues in groups and organizations is necessary to decipher what goes on in them but, even more important, to identify what may be the priority issues for leaders and leadership. Organizational cultures are created in part by leaders, and one of the most decisive functions of leadership is the creation, the management, and sometimes evens the destruction of culture. Ref:-Edgar H. Schein (1997) Organizational Culture and Leadership. John Wiley sons, Inc. A cross- cultural comparison of work values Numerous motivation theorist outline the importance of certain characteristics of work and the work environment in promoting job satisfication. But to what extend do the motivation theories of Maslow, Herzbed, Mc Clelland, Hackman and Oldham, etc. reflect what motivates a particular, possibly unique, sample of the working population, namely the average â€Å"American employee†. Can we really generalise such theories to the global working population? Mainstream organisational behaviour textbooks certainly imply as much. But if we cannot generalise from the US experience there are obvious implications for the human resources management policies of multi- national corporations and for international post-merger management. Ref: Maslow, A. (1971) The further reaches of human Nature. New York: Viking Press. Herzbed, P.G. (1976) Non- hierarchical organization vol-2. Harmondsworth: Penguin. In 1989, Don Elizur and colleagues was to collect data by questionnaire from samples of managers and employee from a variety of countries. The average sample size was 285. The author owns UK sample comprised 148 respondents. The age range and gender mix of the samples were similar. The questionnaire was designed to represent the major perspectives outlined by basic theories of motivation. 24 items were selected and respondents were asked to indicate for each item the extent to which it is important. (using response categories ranging from â€Å"very unimportant† to â€Å"very important†). The items included the following. Job interest, to do work which is interesting to you. Achievements in work. Advancement, opportunities for promotion Self-esteem, that you are valued as a person Use of ability and knowledge in your work Job security, permanent job Autonomy, independence in work. Supervisor, a fair and considerate boss. Pay, the amount of money you receive Co-workers, fellow workers who are pleasant and agreeable. This selection of items is listed in tables. They also indicate the survey results from the US, the UK, Germany, the Netherlands, Taiwan, Korea, Hungary and China. The major similarities and difference between these work population samples can be more clearly comprehended by considering the rank order of the item based on the managerial distributions as represented in table. So we see, for example, that interesting work was considered to be the most important work values by respondents from the US, Germany, and the Netherlands. Yet the same items were considered to be much less important from the point of the Hungarian and Chinese respondents. Also, interesting cross-cultural disparities are in evidence for the last three items; good boss, good pay and friendly co-workers. Table: Rank ordering of work values for a sample of eight countries USA UK Germany Netherland Taiwan Korea Hungary China Interesting work 1 2 1 1 2 3 6 5 Achievements 2 6 7 2 1 1 2 1 Advancements 3 7 10 5 4 7 10 6 Self-esteem 4 5 9 9 3 9 7 3 Use abilities 5 4 6 6 8 4 5 2 Autonomy 6 9 5 4 7 10 9 4 Job security 7 8 4 8 5 2 8 10 Good boss 8 10 3 7 6 6 1 7 Good pay 9 3 8 10 10 8 4 9 Co-workers 10 1 2 3 9 5 3 8 Ref:- Elizur , D.,Borg, I., Hunt, R. and Beck, I. K. (1989) The structure of work values: A cross-cultural comparasion.`journal of Organizational Behaviour, 12,21-30 Conclusion It is a truism to claim that people are an organisational resource -indeed, for some organisations, they are the key resource, without which the organisation would be unable to deliver any meaningful product or service to its customers. Like any resource, however, people may be used wastefully: they may be employed at well below their potential, performing tasks which do not stretch their capabilities and which are ultimately alienating in their psychological impact on the employees involved. Alternatively, people may be managed and led in ways which inspire them to be highly motivated and to demonstrate long-term commitment to both their roles and the organisation which employs them. When this is achieved, the performance of its people becomes a major differentiator for the organisation and a source of long-term competitive strength.

Little to None :: essays research papers

The job of the Chief Executive of the United States is to represent the people. The President is responsible for doing what is in the best interest for the citizens of the United States using facts, advice, and evidence and not through his/her own personal religious beliefs.   Ã‚  Ã‚  Ã‚  Ã‚  United States is the most religiously diverse country in the world, and it remains this way because its constitution has promised its citizens a freedom in which there is a separation between church and state. Since the President is the one person that represents all people in America, he/she should not be allowed to control our country based on his own faith and beliefs. The president’s job is to make decisions that will speak for the majority of the people, no matter what race or religious background they may be. The President has an obligation to take the advice and information he gets from advisors and other high officials, and use that knowledge in order to plan what is best for the country as a whole, even if it conflicts with personal religious beliefs. When religious beliefs are used to make policy decisions, one is imposing their religious belief upon others who might not agree, and ultimately is a violation of the first amendment that sets the sep aration of church and state.   Ã‚  Ã‚  Ã‚  Ã‚  There is one exception in which the President may use his own personal beliefs. When there is no information leaning towards the right thing to do, or the pros and cons of a certain situation are balanced, the President should be able to use his own morals and personal belief to make a final decision. This is not something that should happen on a regular basis, but when there is no other sources leading one to the right direction, the only choice left is to use one’s own morals, values, and beliefs to determine what direction might be best for the country as a whole.

Kfc Versus Mcdonald’s

INTRODUCTION 1. 1 Background KFC According to the information, â€Å"Kentucky Fried Chicken (KFC) is a chain of fast food restaurant based in Louisville, Kentucky, United States that selling Kentucky Fried Chicken around the world. † It had been rated at number 60 as the world most famous brand by BusinessWeek. For KFC, fried chickens was the food they primary focus to sells. â€Å"Their basic products included chicken pieces, salads, sandwiches, desserts and some roasted and grilled chicken cuisines too. † Besides that, the beef and pork based products also offered by KFC outside the USA.The first idea of KFC’s fried chicken actually is in 1930 but it was only founded in 1952 by Colonel Harland Sanders, who was born on September 9, 1980 in Indiana, America and he was the man who developed the secret recipe which blends of 11 herbs and spices for making Kentucky Fried Chicken and this secret recipe still used today. Nowadays, KFC has more than 15,000 outlets in 1 05 countries around the world. In 1973, the first KFC restaurant in Malaysia was opened at Jalan Tunku Abdul Rahman, Kuala Lumpur. In overall, KFC currently has 445 outlets in Malaysia and it had become the largest fast food chain in Malaysia.McDonald’s According to the information, McDonald’s is the world’s largest chain of fast food restaurant based in Des Plaines, Illinois in 1955 to today that selling hamburgers around the world and it had been rated at number 9 as the world most famous brand by BusinessWeek. â€Å"For McDonald’s, foods that primarily sells by them are hamburgers, cheeseburgers, chicken, French fries, breakfast items, soft drinks, shakes and desserts. † But nowadays, due to the changing of customers’ tastes, the restaurant menu which are included salads, smoothies and fruits have been expanded by McDonald’s company.The founder of McDonald’s is Ray Kroc although the first concept of McDonald’s was act ually introduced by sibling Dick and Mac McDonald and they built the first McDonald’s restaurant in 1940 in San Bernardino, California. In 1954, Mr. Ray Kroc acquired franchising rights from Dick and Mac McDonald and a McDonald’s franchise was opened on 15 April, 1955 and later bought out the McDonald’s share of the McDonald brothers. The McDonald’s Corporation was then founded in 1955 and it was expanded by Ray Kroc. Nowadays, McDonald’s has more than 31,000 outlets in 109 countries around the world.In 29 April 1982, the first McDonald’s restaurant in Malaysia was opened at Jalan Bukit Bintang, Kuala Lumpur. In overall, McDonald’s currently has 200 outlets and about 20 to 25 outlets are being expanded annually. 1. 2 Problem This report has been written to compare the customer service of fast food restaurants in Malaysia: KFC versus McDonald’s. Nowadays, increasing competitive challenges have been faced by the fast food restaur ants in Malaysia such as restaurants KFC and McDonald’s. In order to satisfy the customers at a fast food restaurant, excellent customer service should be provided to customers by the management and the staff.Because beside the food quality, the standardize customer service that provided by fast food restaurants is expected by the customers. Currently, customer service is one of the factors that determine the customer satisfaction and it will directly affect the business of their fast food restaurants. However, recently the fast food restaurants are lack of customer service. The standardization in franchising business format does not ensure the standardization of customer service within the fast food restaurants due to some outlets are not able to follow up the same standards for customer service in franchise system. . 3 Purposes The purposes of this report are firstly to investigate the customer satisfaction with the customer service that is provided by KFC versus McDonaldâ €™s and secondly, to find out why students from Tar College prefer McDonald’s than KFC. Lastly, is to find out what aspects of customer service that provided by KFC and McDonald’s affect their business. 1. 4 Methods 1. 4. 1 The Sample The sample size of 30 was randomly selected, between the age of 18 to 22 from different gender. They are all students from School of Business Studies (Banking and Finance), Tar College KL Main Campus. 1. 4. 2 Data Collection ) Survey 30 sets of questionnaires were distributed as a source of primary data at Tar College KL Main Campus. These questionnaires consisted of 8 questions which focused on the customer satisfaction with the customer service that is provided by KFC versus McDonald’s, the reasons why students from Tar College prefer McDonald’s than KFC and what aspects of customer service that provided by KFC and McDonald’s affect their business. A clean copy of the questionnaire can be found in Appendix A. b) Internet Search The source of secondary data is the information obtained from the internet research.Information was gathered on the customer service that is provided by KFC and McDonald’s from the Internet. Various websites of KFC and McDonald’s were browsed through for this research. 1. 5 Scope This report investigates the customer service that provided by KFC and McDonald’s only. Other fast food restaurants are not included in this report. It focuses on the customer satisfaction with the customer service that was provided by KFC versus McDonald’s, the reasons why students from Tar College preferred McDonald’s than KFC and what aspects of customer service that provided by KFC and McDonald’s affect their business.The survey questions were distributed on 28 May 2012 at Tar College and collected back after the respondents finished their survey and only had 30 Tar College KL Main Campus students of School of Business Studies (Banking and Finan ce) were surveyed for this report. 2. FINDINGS 2. 1 Findings from Survey / Questionnaire Pie Chart 1. 1 The chart shows the frequency of TARC students go to fast food restaurant. 30 respondents were surveyed. As shown in the pie chart 1. , there is a total of 12 respondents who were going to the fast food restaurant once every two weeks, which occupied 40% of the 30 respondents. There are also 8 respondents which equal to 27% of the 30 respondents are going to the fast food restaurant once a month. Besides this, there are 6 respondents, 20% of the 30 respondents go to fast food restaurant once a week. For the remaining 4 respondents, there are 3 respondents go to fast food restaurant less than once a month and only 1 respondent go to fast food restaurant for two or three times a week.This pie chart shows that, most of the TARC students are going to fast food restaurant once every two weeks as it occupied 40% of the 30 respondents and the least of the TARC students are going to fast food restaurant for two or three times a week as it only occupied 3% of the 30 respondents. Pie Chart 1. 2 The chart shows the fast food restaurants that TARC students prefer to go. 30 respondents are being selected for a survey of either KFC or McDonald’s they will prefer to go. As shown in the pie chart 1. 2, there are 26 respondents which occupied a large portion of 87% among the 30 respondents are prefer to go to McDonald’s.Whereas the remaining of 4 respondents which only occupied a small portion of 13% among the 30 respondents is prefer to go to KFC. There are large portions of TARC students prefer to go to McDonald’s rather than KFC. These may be affected by the customer services, prices and the set menu provided by the McDonald’s are better than KFC. Bar Chart 1. 1 The chart shows the customer satisfaction with the customer service that is provided by KFC versus McDonald’s. 30 respondents were surveyed. As shown in the bar chart 1. 1, there is a total of 17 respondents who satisfied with the customer service that is provided by KFC.Whereas there is a total of 13 respondents who are not satisfed with the customer that is provided by KFC. On the other hand, there is a total of 26 respondents who are satisfied with customer service that is provided by McDonald’s and the other 4 respondents are not satisfied with customer service that is provided by McDonald’s. This bar chart shows that, customer service provided by McDonald’s are more satisfied by the respondents. KFCMcDonald’s Poor AverageGoodPoorAverageGood My food order was correct and complete1161311316 Waiting time after ordering food12631209 Staff are patient when taking orders32431254Communication skills421511910 Telephone services skills72032226 Staff are friendly and polite520531710 Sauces.. untenils.. 714931710 Table 1. 1 Bar Chart 1. 2 Bar Chart 1. 3 Bar chart 1. 2 and 1. 3 shows that, for KFC and McDonald’s, we focus on seve n interesting customer services which were responded well from our 30 respondents in TAR College through the questionnaire survey which included whether the food was correct and complete, waiting time after ordering food, staffs are patient when taking food, communication skills, telephone service skills, staff are friendly and polite, and availability of sauces, tissues, and utensils.According to the survey, the questions were focused on the customer services for both KFC and McDonald’s. From the respondents view, we found that the consumers are more satisfied with the ordering service in McDonald’s compared to KFC. Ordering service is important to maintain the business because if the food order was wrong and incomplete, this may cause consumer resentful with the service that provide by the fast food restaurant.Next, the waiting time after service play an important role in the fast food restaurant and this is the reason why consumers like to have their meal in fast fo od restaurant because usually most of them are students or workers who are in the hurry so they need to get their meal in the shortest time. Based on the respondent view, the waiting time after ordering food in McDonald’s is faster and shorter than KFC, this show that respondents are more preferred to have their meal in McDonald’s.Moreover, the attitude of the staff when taking order from the consumer will affect the reputation of the restaurant. Due to the survey, staff from McDonald’s are more patient when taking order than staff from KFC. In addition, Malaysia was a multi-racial country, so the communication skills are important when communicate with their customer. The respondents from survey feel that communication skills of McDonald’s are better than KFC since the McDonald’s can speaks in multiple languages. Nowadays, apart from drive hrough and having meal in restaurant, most of the fast food restaurants are provided telephone service for co nsumer to ordering food. For the staff who responsible to the telephone service, they need to answering the phone with the polite attitude and the speed of the staff speaking was important to ensure that the customer can listen clearly and understand. According the result of survey, respondents are more likely to use the telephone service of McDonald’s compared to KFC. Furthermore, friendly and polite staffs are according to the staffs who work in a fast food restaurants such as McDonald’s and KFC.This refers to their respond on how to serve their customer, a staff should be able to respond well such as the way they welcome their customers, taking order and answer customer question. When a staff from a particular fast food restaurant such as McDonald’s and KFC performs nicely and in a courteous behavior, this leads to frequent visit of the customers to the particular fast food restaurant. As a result from survey, we found that respondents are more preffered to M cDonald’s customer service compared to KFC.Lastly, the avaibility of sauces, tissue and utensils also act an important role in a fast food restaurants because some of the customer would like to have some sauces to favor their food and they may need some tissue after taking meal. Refer to the survey, most of the respondents are more satisfied with the facilities of the McDonald’s compared to KFC. In short, the customer services of the McDonalds are more prefered by customers if compared to KFC. Bar Chart 1. 4 The chart shows the methods that are suitable for KFC and McDonald’s to improve their customer services. 0 respondents were based on their opinion and preferences to respond how to improve the customer services for KFC and McDonald’s. Based on the survey, 17 out of 30 respondents had been choose to train the staff to be polite always for KFC and 8 respondents for McDonald’s. On the other hand, 15 of respondents had responded to train their staf f to use language to promote a good customer services and 16 respondents had choose it for McDonald’s. 9 respondents had responded to train their staff to deal with customers complaints for KFC and 8 respondents for McDonald’s.There are 20 respondents had choose to increase the speed of services for both KFC and McDonald’s. 8 respondents responded that communicate more with customer are suitable in to improve customer services for KFC and 9 respondents for McDonalds. KFC and McDonald’s both have 11 respondents respond on upgrade the staff appearance and image. Upgrade of delivery services for KFC have 12 respondents and for McDonald’s have 13 respondents. 8 respondents had responded that KFC need to upgrade their telephone services and 15 respondents responded that McDonald’s need to do so to improve their customer services.It is highly likely most of the respondents responded that the KFC and McDonald’s need to increase the speed of services because it was probably due to the staff served the staff slowly and the waiting time is long. For KFC, there are very least respondents unsatisfied with the telephone services skills and for McDonald’s there are only 8 respondents unsatisfied with the staff manners and attitude. As a conclusion, KFC and McDonald’s and should focus more on the speed of their services and the staff appearance and image so that it can help to improve their services. . 2 Findings from the internet From our secondary research, we found that the customer service provided by McDonald’s is better than KFC. Due to the good customer service provided by McDonald’s, many customers prefer McDonald’s to KFC. For KFC, we found that there is a declining service standards. A lots of complaint about KFC. Our research shows that, many customers end up with disappointed with the customer service provided by KFC after they visit it. Many customers complainted that the staff a re impatient when taking their orders and poor manners.One of the examples is â€Å"on 6 February, 2012 an serious incident was happened at KFC i-city, Shah Alam Malaysia. The KFC’s staff was fighting and hitting their customer. † Customers are paid to eat at KFC, no one deserve to be treated like that. Besides that, the food that customers orders was not correct. For example, â€Å"a customer ordered a bucket meal: 5 grilled and 5 original but when he opened the bucket, his half-grilled half-original recipe order was replaced by an all-grilled bucket. † These all indicated the bad customer service from KFC so customers less prefers go to KFC than McDonald’s.In contrast, McDonald’s less likely to have these kinds of problems. McDonald’s always provide good service based on standardization in franchising business format to their customers. So customers will prefers go to McDonald’s than KFC. 3. CONCLUSION In conclusion, most of the res pondents are prefer McDonald’s instead of KFC. As mentioned above, the reasons that respondents prefer McDonald’s from a brief view are the customer services provided such as staff attitude, communication skills, telephone service skills, availability of utensils is better than KFC as McDonald’s is compare with KFC.Based on our research, it is shown that both McDonald’s and KFC have their own customer services such as Drive-Thru services, delivery services, telephone services, staff attitude and others which can attracting customers. Both fast food restaurants are always maintained and improve their quality and services provided which can make sure their services are preferred and satisfied by everyone. This can maintain their old customers and also attracted some new customers. Most of the TARC students are prefer to go McDonald’s by referring the questionnaires.According to our research, KFC should improve their customer services until they can a chieve the similar popularity level just like McDonald’s, so that they could be the preferable fast food restaurant. Furthermore, customers can always give some opinion, suggestions or comments on their homepage or through the comment box to make sure that both McDonald’s and KFC understand the needs of the customers. Both McDonald’s and KFC also can improve their quality of products and customer services so that customers can satisfy with the services provided. 4. RECOMMENDATIONSAccording to the conclusion, we are recommend that the customer services for both fast food restaurants, McDonald’s and KFC which were not satisfied by customers should be improved to achieve a higher level or more preferable and satisfied by customers. For McDonald’s, we are recommend that the communication skill of the staff should improve by training their staff to use language that promotes good customer services based on the respondents view. The McDonald’s sta ff should not talk too fast or too slow to the customers so that the customers can hear clearly what they talking about.Moreover, McDonald’s should communicate more with their customers such as distribute a survey and request a feedback. Through this method, McDonald’s can know the needs and the satisfaction of their customers about their products and services so that they can improve their products and services. Furthermore, McDonald’s can upgrade their delivery services such as delivery within 15minutes and maintain the food freshness. The delivery staff must drive carefully to avoid accident so that the customers can trust on them.Lastly, McDonald’s also can upgrade their telephone service skills. When the customers call for the delivery, the staff must explain clearly to the customers about their menu and double confirm with the menu order by the customers. McDonald’s also can provide more type of language for the customers so that they can cho ose the language they know. Besides that, for KFC, the respondents have gives some opinions and comments which the KFC’s staff needs to increase the speed of services to ensure that the customers no need to wait and queue for a long time to get the food.The KFC’s staff also needs to be polite when serving their customers. The KFC can conduct a programme which the main objective is to train their staff to be polite when serving customers to avoid their staff argue with the customers. This can decrease the complaints from the customers. When they receive complaint from customers, they need to know how to deal with the customers promptly. So, KFC may give the empowerment to their staff and give training to their staff how to make decision when dealing the complaint from customers.Lastly, KFC need to upgrade their staff’s appearance and image. For example, KFC can set up guidelines for their staff how to improve their image and appearance. If the staff looks tidy an d clean, customers will be more confident to buy their products. On the other hand, the customers will never buy their products if their staff looks messy and dirty. Therefore, we suggest that the recommendations mentioned above might be encouraged more customers to buy their products and be more satisfy when buying their products as well as both McDonald’s and KFC improved their customer services.

Shakespeares New Year and Christmas Quotes

Shakespeare's New Year and Christmas Quotes New Year Celebrations hardly feature in Shakespeare’s works and he only mentions Christmas three times. Explaining the lack of New Year quotes is easy enough, but why did Shakespeare dodge Christmas in his writing? Shakespeare New Year Quotes New Year barely features in Shakespeare’s plays simply because it wasn’t until 1752 that the Gregorian calendar was adopted in Britain. In Elizabethan England, the year changed after Lady Day on 25 March. For Shakespeare, the New Year celebrations of the modern world would have seemed bizarre because in his own time New Year’s Day was nothing more than the eighth day of Christmas. However, it was still customary in the court of Elizabeth I to exchange gifts at New Year, as this quote from Merry Wives of Windsor demonstrates (but note the distinct lack of celebratory tone): Have I lived to be carried in a basket, like abarrow of butcher’s offal, and to be thrown in theThames? Well, if I be served such another trick,I’ll have my brains ta’en out and buttered, and givethem to a dog for a new-year’s gift†¦Merry Wives of Windsor (Act 3, Scene 5) Shakespeare Christmas Quotes So that explains the lack of New Year celebration; but why are there so few Shakespeare Christmas quotes? Perhaps he was â€Å"a bit of a Scrooge!† Joking aside, the â€Å"Scrooge† factor is actually very important. In Shakespeare’s time, Christmas simply wasn’t celebrated in the same way as it is today. It was 200 years after the death of Shakespeare that Christmas was popularized in England, thanks to Queen Victoria and Prince Albert importing many of the German Christmas traditions. Our modern conception of Christmas is immortalized in Charles Dickens’ A Christmas Carol, from the same period. So, in many ways,  Shakespeare was â€Å"a bit of a Scrooge!† Here are the three times Shakespeare did mention Christmas in his plays: At Christmas I no more desire a roseThan wish a snow in May’s new-fangled mirth;Love’s Labours Lost (Act 1, Scene 1) I see the trick on’t: here was a consent,Knowing aforehand of our merriment,To dash it like a Christmas comedy:Some carry-tale, some please-man, some slight zany,Love’s Labours Lost (Act Five, Scene 2) SLY. Marry, I will; let them play it. Is not a comonty a Christmas gambold or a tumbling-trick?PAGE. No, my good lord, it is more pleasing stuff.The Taming of the Shrew (Intro, scene 2) Did you notice how downbeat these Shakespeare Christmas quotes are? That’s because, in Elizabethan England, Easter was the main Christian festival. Christmas was a less-important 12-day festival known for pageants put on at the Royal Court and by churches for townspeople. In the quotes above, Shakespeare does not hide his dislike of pageant acting: In Love’s Labours Lost, Berowne guesses that a wooing strategy has failed and that the ladies are now ridiculing the men. The ridicule is compared to a Christmas play: â€Å"dash it like a Christmas comedy.†In The Taming of the Shrew, Sly disregards the action as a Christmas â€Å"gambold†, a word meaning a frolic or light entertainment. Page suggests that it will be better than that awful acting you see at Christmas. Overlooking New Year and Christmas The lack of New Year and Christmas celebration may seem strange to the modern reader, and one must look at the calendar and religious conventions of Elizabethan England to contextualize this absence. None of Shakespeare’s plays are set at Christmas, not even Twelfth Night, which is commonly considered to be a Christmas play. It is widely believed that the play’s title was written for a performance on the twelfth day of Christmas at the royal court. But a reference in the title to the timing of the performance is where the Christmas references of this play end. It actually has nothing to do with Christmas.