Attachments are likely to be asymmetric

Infant Observation: Attachment Theory

Table of Contents

Abstract 1

Introduction.. 1

References. 3

 

Abstract

Introduction

            Attachment is the bond of tie between an individual and an attachment figure. Between two adults, attachment can be reciprocal and mutual, on the other hand, between a child and his or her parental or care giving figure, attachment are likely to be asymmetric. The attachment theory explained that the need for safety as well as protection that is paramount in infancy as well as childhood is considered as the basis of the said bond ( 1992).

             said that animals were, in the first place rendered social, and that they feel, as a consequence, uncomfortable when they separated from each other, on the other hand, they feel the other way around when they are together.  The said statement suggest that  may have been the first attachment theorist, but he just focused on the society instead of specific person in the life of an individual and comrades instead of figures ( 1999).  As a result, he became the first person that appreciated the degree where in human social nature may have been the product of strong, directional selection pressure.

            Attachment theory can be considered as the joint work of , by drawing important concepts from ethnology, cybernetics, information processing, developmental psychology as well as psychoanalysts.  is the one that formulated the basic tenets of the theory by revolutionizing the idea regarding the bond or tie of a child to his or her mother, as well as their disruption by their separation, deprivation as well as bereavement. On the other hand,  offers innovative methodology that had helped to made it possible to test some of the ideas of  in empirical ways but also helped to expand the theory that is responsible for some of the new direction of the subject. In addition,  focuses on explaining the existence of attachment figure as a secure base where in an infant can explore the world. Furthermore, she also formulated the concept regarding the maternal sensitivity to the infant signals as well as its role in the development of the infant-mother attachment patterns ( 1992).

             admired the theoretical vision of spent much of his career treading an in intellectual path that  had established first.  developed a grand theory regarding the personality development across the lifespan which is the lifespan. His interest towards the subject of cognitive, emotional as well as behavioral ties that connections of human began with an perceptive observation. He stated that across all human culture, and even several primate species, young and vulnerable infants tend to display a given sequence of reactions that follows after his or her separation from his or her stronger, older and often wiser caregivers. Instantaneously, after the separation, the infant more often protest vehemently, crying, screaming as well as throwing temper tantrums as they reach for their caregivers. According to , the said strong protest during the early phases of absence of the caregiver is an initial strategy that helps to encourage survival, especially in different species with the developmentally immature and highly dependent infants ( 1999). Furthermore, if the loud and persistent protests of the infant fail to retrieve their caregivers, they will soon enter the second stage, which is despair, where in their motor activity slow down and they fall silent. According to  despondency is considered as the logical second strategy that can be used in order to promote survival. Excessive movement for a long periods of time may result in different injuries and damage and their loud protest with movement are likely to draw predators, that’s why if the protest fail to retrieve their caregivers, the next best strategy for survival is to avoid actions that may result to the risk of self-inflicted harm or even predation ( 1999).

            After that stage, infants who are not yet reunited with their caregivers will enter the third and final stage, which is detachment. In this phase the infant begin to continue or resume his or her normal activity in the absence of a caregiver that will lead them to show manner of highly independent and self-reliant. According to the main function of detachment is to clear or remove away all the formed affectional relationship in order to give way with the new and potential caregivers ( 1999).

Ainsworth focuses on the security theory that stated that the infant and young children need to develop a secure dependence on their parents before launching out into unfamiliar situations. In her study about the evaluation of Adjustment Based Upon the Concept of Security, she stated that the familial security during the early stages is considered as of a dependent type that helps to form different basis from the individual that can work out gradually, forming new skills as well as interests in other fields. When the familial security is lacking, the individual is handicapped by the lack of what might call as secure base italics added from which to work ( 1992).

 

           

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Managing People and Organizations

Introduction

            This case study is focused on Leaches Sweets Limited – a manufacturer of high quality sweets. Leaches Sweets is a medium-sized, family owned, partially unionized and a highly successful confectionery producer. This case study is set in a single department in the factory where acute problems were experienced. This paper will be discussing the diagnosis of the participants of the problems experienced in the particular department. An analysis will be made as to whether the participants have pinpointed the causes of the problems, in addition to the researcher’s comprehension of the causes of the problems. At the end of the case study analysis, the researcher will be providing recommendations in improving the situation of the department.

Background of the Case Study

            The problem of the case study was focused on one department of Leaches Sweets Limited in the management of their people and their organization. Accordingly, the problems in the department were apparent in their high level of labour turnover as they had about six new managers in eight years. In addition, the production of the company has fallen below the targets based on work study standards and there have been high levels of scrap. It must be noted that the said department experiencing acute problems is known to be the worst in the factory. Its problems had a variety of features associated with bad “attitude”, “atmosphere” and “culture”. Also, employees had very negative outlooks towards their job. Employees had few decision-making responsibilities, low motivation, low job satisfaction and received little information on their performance. Lastly, there were also interpersonal problems between the employees in the production and packing rooms, as well as between the two supervisors and amongst operators. Not to mention that there has also been numerous dissatisfactions associated to grading and payment levels.

Analysis of the Case Study

            The company has recognized that there really is a problem in the department (HB). Certain personalities in the organization have recognized this problem such as the shop floor employees, chargehands, supervisors, the department manager and even the senior manager himself. However, these personalities have been arguing as to who is to be blamed in the problem. Many shop floor employees point their fingers on supervision and management saying that they lack technical and planning expertise, in addition to their low considerations for subordinates. On the other hand, the production supervisor believes that the solution for this problem to fire “troublemakers” referring to employees who have blamed his supervision as the cause of the problem. On a different note, the department manager suggested that a senior supervisor must be introduced in the system in order to resolve the conflicts between the production and packing supervisors, as well as to support the pressure that seems to be pushing the whole production process. Aside from these solutions provided by the production supervisor and the department manager, the factory manager believed that the core of the problem lies in how their work is organized and managed and recommended that in order to solve the problem, there must be a realization for this root cause.

            The researcher has assessed that there is something very wrong in the department. As to the causes of the problems, shop floor employees and the factory manager have been right that supervision and management have some flaws that ultimately led to the disorganization of the said department. This disorganization has been very apparent in the interpersonal problems between shop floor employees, between supervisors and between operators. In addition, the production supervisor seems to be only concentrating on the production process which is definitely wrong because the success of any organization in its efficiency is rooted to the overall strategy of the firm and this strategy must be in lined with the overall processes that the firm may undergo.

            It must be noted that the suggestion of the production supervisor to solve the problem of the department, that is: to fire employees who have gone against him and blamed his supervision for the disorganization of the department, is rather subjective and inconsiderate. The production supervisor seems to be acting way offhand and unreasonable because, to be an effective leader, he should also consider his own mistakes and try to open and hear the concerns of his subordinates. The department manager may be right in his suggestion to introduce a senior manager to settle once and for all the conflicts in the said department. However, one must take note that this senior manager should not favor sides and would decide as a logical and effective leader wherein the criteria for decision making should be aligned with what will be good for the company and not for his or her own interests.

Discussion

            In the case of Leaches Sweets Limited, the department (HB) lacks the effectiveness due to the management of their organization and their employees. According to Salimian, organizations achieves superior results through clarifying their strategy, streamlining their design (i.e. processes, systems and structure), at the same time encouraging employees’ contributions in the organization. Firms must realize that their employees are the organization’s most important asset, especially manufacturing firms where labor is very extensive. Employees must be empowered with sufficient training, resources and information in order to manage their work and contribute to the business in significant ways. In addition, work must be designed in a way that employees own responsibility for full and meaningful process or segment of work.

            A fast and evolving world such as we have today necessitates a continuous innovation in managing people and organizations as well. A clear comprehension of an organization’s functional and environmental individuality is a requirement to assigning its efficiency. Organizational design is said to be at the heart of the organizational process in addition, organizations function best as they are appropriately matched to their environments.

Management is all about the development and improvement of the efficiency and effectiveness of the organization. In broader terms, management is measured by performance in achieving goals using such standards that are based on the management’s past achievements and future expectations. As a result, take note that efficiency and effectiveness is always a dependent condition subject on the very nature of the goals of the organization which can vary from one organization to another.

Almost all organizations are always and constantly assessing the efficiency and effectiveness of their programs and performances. However, Leaches Sweets Limited has employees who undeniably are not satisfied with their jobs. Apparently, shop floor employees are very bored with always doing the same jobs. In addition, they claim that their efforts in their jobs should be rewarded with financial recognition.

             It must be noted that low job satisfaction leads to low employee motivation which further leads to lesser productivity. The researcher has assessed that this is the root cause of the problem: very low employee job satisfaction. There have been significant researches claiming that conversely, employee job satisfaction can boost organizational efficiency and productivity.

            In understanding employee satisfaction, has provided several elements that have to be considered:

• The job itself – refers to the characteristics, variety, training and decision making authority;
• Supervisor relationship – refers to respect, recognition, feedback and fair assessments;
• Management beliefs – refers to information sharing, mast, expressed value of employees;
• Future opportunities – refers to career advancement and job security;
• Work environment – refers to physical workplace and available resources;
• Pay benefits and rewards – refers to compensation and reward systems;
• Co-worker relationships – refers to teamwork, communication and collaboration;

The researcher recommends that the firm must measure the above cited elements in order to gain access to information on the attitudes and behavior of their employees. As for Leaches Sweets Limited, this includes all their employees but especially those personalities involved in the problem of the department (HB) – shop floor employees, production and packing supervisors and the operators. In return, this can offer valuable input into the human resource planning process with considerations to compensation and rewards, employee involvement, education and training, employee performance and recognition and employee morale and well-being.

The management of employee satisfaction actually means taking action on employee priorities. In addition, the monitoring of employee satisfaction is a good investment because it can lead to effective human resource planning and management.

            Rewards have always been considered to be one of the major factors that contributes to employee motivation. As it is the company’s aim to reduce deficiencies in the production processes, it is suggested that the firm must reward employees who meet that goal. The very notion of measuring efficiency and effectiveness has been based on the perception of organizations as production systems which basically transforms multiple inputs, i.e. resources, into multiple outputs, i.e. good and services, through organization, management and technology.

            The researcher would now like to clarify the concept of employee motivation in terms of organizational effectiveness.

            Motivation has been defined by psychologists as something that “gives impetus to our behavior by arousing, sustaining and directing it toward the attainment of goals”. On a similar note, defines motivation as “the process of satisfying internal needs through actions and behaviors” which is concerned with a composite of mental and physical drives, missed with the environment that makes people behave the way they do. On the other hand,  sees motivation as a “psychological force”, similar to a physical force – a vector quantity having both magnitude and direction. Motivation, is the amount of effort that one desires to use in a given direction toward the goal.

            As mentioned earlier, rewards or incentives have often been used by many companies to motivate employees. Yet, in the case of Leaches Sweets Limited, their shop floor employees are complaining that they are not given financial recognition for their greater efforts. As a result, they are not motivated to do their best in their jobs, giving a very low quality for the company’s products. In addition, they are not satisfied with their jobs; they do not love their jobs and they get easily bored by it.

            The researcher suggests that the company must do something about this problem. The researcher recommends that Leaches Sweets Limited provide the incentives that their employees desire in order to achieve organizational effectiveness and efficiency. However, the company must take note that although incentives or money may work for other people, others may not be motivated by such. Hence, Leaches Sweets Limited must bear in mind to critically examine what works best for each employee in motivating them in their work.

            Aside from the above mentioned recommendations, the researcher would also like to recommend that the company review their management system. The researcher suggests that Leaches Sweets Limited change their management to the so-called participative management. Extensive employee participation are said to improve organizational effectiveness. In addition, employees of the said company are accordingly had very little decision making responsibilities.

            Advocates of employee participation, i.e., management consultants, industrial organizational psychologists and managers as well, have claimed that many employees actually wish to be more involved in the decision making process and become actively engaged in their work. Employees desire and have the ability, knowledge and expertise to assume greater responsibility in the workplace and can make considerable contributions to their organizations.  Furthermore, employees seek to fulfill many of their psychological needs through their work. Participative management stimulates employee enthusiasm and willingness to carry out decisions in which they have been engaged to. In view of that, encouraging employee participation in companies actually satisfies the inner needs of employees which serves as a motivating tool which results to increased productivity and effectiveness for the organization.

            It is has been reported that the practice of involving employees in the decision making process of the organization has several advantages for the individual employee as well as the entire organization. The advantages of participative management are accordingly, the following:

• An increase in employee satisfaction;
• Higher employee morale and motivation;
• Better and enhanced organizational effectiveness and performance;
• Greater acceptance of employees for organizational change.

Employees need to know fundamental know-how and a comprehensive knowledge of a company’s operations before they can understand how their individual efforts can affect the overall efficiency of the organization. Empowered employees are the core of an innovative culture. The researcher recommends that employees should feel free to contribute their ideas and improvements that they feel will make a difference. notes that the “do as I say, don’t ask questions” management style no longer is successful.

As the firm relies on meeting specific objectives and aims, these aims must be principal in the minds of all their employees. Consistent and regular measuring and tracking of employee and company performance associated with those aims facilitates an assurance that employees are focused on what matters most. The researcher also suggests there is encouragement for employees to propose ideas for enhanced effectiveness. Also, the smallest of improvements by companies must also be rewarded. The researcher suggests that supervisors of Leaches Sweets Limited be necessitated to attend special courses on managerial field to be able to write business plans for their departments and be held accountable for the productivity which have resulted from their business plans.

Conclusions

            Increasing efficiency and effectiveness in the organization has been associated to increase productivity which paves way for cost savings and growth. Organizations today are faced with a dynamic and turbulent environment that necessitates firms to be flexible and respond right away to the changing business needs. A lot of companies have adopted a decentralized, team-based and distributed structure in response to the ever-changing business environment. Companies must realize that to increase effectiveness may lead to several advantages such as an increase in productivity, a decrease in costs, expansion of volume and improvements in organizational payoffs to owners, managers, employees, customers and society.

It is foreseen that many companies will be experiencing a considerable downturn in their businesses due to the economic conditions of today. Thus, it will demand managers to review their business strategies in terms of the firm’s organization, processes, procedures, as well as actions in order to make sure that there is maximum level of efficiency and effectiveness in the organization. This organizational effectiveness and efficiency necessitates the following in order to be a complete success.

            First, companies need to have quality employees with a passion for their work and a level of satisfaction which will lead to a low turnover. Second, organizations must have a communication strategy in order to be effective and efficient; otherwise, there will be disorganization within the company. Third, the company must have clear practices, policies and decisions, as well as an environment which accepts change and innovation. Fourth, the company must have an effective management of human resources, i.e. increased information sharing, extensive training, financial and non-financial rewards for its employees and extensive feedback. Fifth, the company must have organizational strategies that are closely associated with the origination’s goals and reviews. Sixth, the company must also have numerous opportunities for the advancement and growth of their employees. Seventh, there must also be high levels of trust in the organization in order to minimize unnecessary bureaucratic control and administrative expenditures. Eight, there must be consistency and congruency between the organization’s words and actions. Ninth, the organization must also have an effective board of directors in order to achieve efficiency and effectiveness. Finally, the company must also have an emphasis on ethics, the environment and sustainability.

            High effectiveness and efficiency also necessitates the following: (1) work done by teams organized around processes, (2) teams empowered to make decisions in order for management to be decentralized, (3) empowered employees and management with high levels of skills and advanced training, (4) rewards and recognition for team performance, (5) cooperation among teams, between employees and management, (6) focus on customers, quality and continuous improvement and advancements, and (7) flexible technologies.

            However, it must be noted that today, especially under very tough competition, organizations will not be able to survive if they cannot meet greater efficiencies and effectiveness within their organizations. By using the most up-to-date concepts and techniques, organizations will be able to get their work done faster and more efficiently which allows organizations to provide greater services which naturally leads to the expansions of the businesses.

In conclusion, this paper has examined the case of Leaches Sweets Limited. This paper has assessed that the main problem of the department (HB) can be attributed to the supervision and management which has resulted to employees having low job satisfaction and low motivation. It must be noted that the researcher agrees to the diagnosis of the problem by the shop floor employees – that the management and supervision is to blame, in addition to the idea that a senior manager must be introduced to resolve the issues between the employees of the said department.

This paper has focused on employee satisfaction and recommended ways on improving the situation of the said department with acute problems through changing the management system of Leaches Sweets Limited into participative management which will enable the employees to voice out their ideas and be more involved in the decision making process of the organization.

In addition, the researcher believes that aside from changing the management system of the company, the company must also adopt a rewards system which will offer incentives or financial recognition for every work done by their employees so as to increase job satisfaction.

 

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Case Study: Reader’s Digest

Introduction

            Reader’s Digest Association, Inc. is the publisher of Reader’s Digest, a popular general-interest magazine which is being read around the world. Over the years, the company became successful and ventured into other businesses such as books, music, videos, TV movies, and special-interest magazines. However, the company was not able to sustain its growth. Internal weaknesses as well as changes in the business environment caused the company to stagnate. This paper examines the macro-environment and industry environment of Reader’s Digest as it venture in China and Hong Kong.

 

PEST Analysis

Political

A China

• Discussing political issues and sensitive topics must be avoided by Reader’s Digest in China (T).
• The company’s operation is also subject to Chinese environmental regulations and protection (T).
• The Chinese government places some restrictions in international trade. Consumer protection is also an important aspect in operating in China and Hong Kong as well as contract enforcement (T).
• The business environment in China is different from the United States, as private companies compete with many state-run enterprises (T)

B. Hong Kong

• Although Hong Kong’s regulations and policies are less restricted than China’s, Hong Kong is still under the Chinese Government (T).

Economic

A. China

• The Chinese economy is experiencing a decline (T).
• The income of the Chinese consumer is declining as well as the purchasing power (T).
• High unemployment affects the economy and more companies are closing down causing an increase in the number of lay-offs (T).
• Inflation rates are rising (T).
• The costs of operating in China is also on the rise 9T).
• Financial policies and regulations are different from the United States. Reader’s Digest will be subjected to a difficult process of borrowing money from Chinese banks (T).

B. Hong Kong

• Hong Kong is still the leading business hub in Asia (O).
• Hong Kong is affected by the Global Economic Crisis (T).

Socio-demographic

A. China

• The educational sphere in China continues to improve (O).
• Literacy is also rising (O).
• Chinese are increasing their English literacy enabling them to appreciate English magazines such as Reader’s Digest (O).
• The need to translate English contents is still there, but more and more readers are becoming able to understand and speak English (O).

B. Hong Kong

• In Hong Kong, readers are not attracted by the design and the contents of Reader’s Digest (T).
• Hong Kong readers are looking for magazines (or published materials) that are fast-paced and that will keep them updated (T).
• Reader’s Digest continues to attract mature readers but younger readers are not interested (O).

Technological

A. China

• The company is using the Internet to reach readers and to market Reader’s Digest (O).
• The Internet is quickly becoming an important ingredient in the business of Reader’s Digest (O).
• The company uses a website, which can attract the younger crowd (O).
• Internet is a convenient way for the company to reach readers as computer usage in China is increasing and Hong Kong sits at the center of technological developments in Asia (O).
• More and more Chinese readers are becoming tech-savvy (O).

B. Hong Kong

• Computer and Internet users are looking for quickly updated information and visually attractive contents (O).
• The website is also popular as it offers information free of charge and the contents are easy to share (O).
• E-books (Electronic Books) are becoming popular among consumers (T).
• The company also make use of technologies in its business operations such as Enterprise Resource Planning System (ERPS) (O).

Porter’s Five Forces (Both China and Hong Kong)

Threat of New Entrants (Weak)

• New companies will find it difficult to enter the publishing industry in China.
• Large companies such as Reader’s Digest have an advantage as they have access of distribution.
• These companies have extensive database regarding the customers and the industry, things that new companies lack.
• There is also a low chance of entering the Chinese publishing market for new companies as the Chinese government imposes tight restrictions on the mass media.
• Large existing companies also have the advantage of economies of scale. In addition, brand identity is important in the publishing sector.
• New publishers will find it difficult to penetrate the publishing industry as readers tend to be loyal to their chosen brands.

Power of Sellers/Suppliers (Weak)

• Achieving economies of scale entails that publishing houses impose demands on their suppliers.
• Publishing houses purchase products from suppliers at extremely low prices. Distributors are paid lowly.
• Reader’s Digest has a high command over its sellers and suppliers because of its massive readership and high market value.

Power of Buyers (Strong)

• Buyers have a high power because of the presence of substitutes.
• As there are  more media and formats to choose from, publishing houses such as Reader’s Digest need to offer incentive to consumers to retain them.

Threat of Substitutes (Strong)

• Reader’s Digest continues to lose market shares, as consumers are becoming more interested in other media and formats.
• The internet offer the widest database of data and information. Sales continue to drop as consumers favor the Internet as a source of information which are free of charge.

Industry Rivalry (Medium)

• Industry growth rate is low because people prefer online reading.
• Reader’s Digest fails to attract younger readers because it is perceived as an old style magazine.

Conclusion

            From the discussion above, I can say that Reader’s Digest is in a difficult situation right now. Its entrance to China and Hong Kong provides both threats and opportunities.         

           

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Assignment – Wal-Mart’s IT Execution And Supply Chain

 

Identify & describe a major decision making situation that has recently occurred 

Focus on Wal-Mart organization, presence of Wal-Mart’s company and marketing decision situations as these decisions refer to expansion and rationalization activities as changing size of Wal-Mart’s portfolio can be achieved on a site basis such as the organic based growth of the Wal-Mart marketing process. There have been expansion decisions surrounding retail’s existing markets, the expanding through major to minor nodes of retail activity and the organization’s decisions result in roll-out of network through process of opening some other retail stores outside UK. The latter decisions are planned and budgeted for years being opposed to mergers and acquisitions that often occur in location based manner at Wal-Mart. The making of global markets, deciding globally on markets as well as operations such as information technology and supply chain based retailing decisions, the Wal-Mart effect is in control of the process.

In addition, Wal-Mart rolls out IT based systems and supply chain ways, this can involve Wal-Mart’s location decision making in lieu to Wal-Mart portfolios based on retailing decisions and concerns thus, deciding to utilize cost initiative upon directing its marketers to divert money proportionate to their share of sales to Wal-Mart marketing programs (Simmons 2000; Yeates 2000). The location decision making as one of the recently occurred decision making situation of Wal-Mart this can be in support to the launching of certain aggressive push in order to have marketers divert on Wal-Mart’s marketing budgets and consumer media decisions placing in retailer’s growing as well as budget thus, deciding to apply in store marketing programs through a push upon clearing brands that is not performing well into shelves being added leverage. Wal-Mart store has always represented only minuscule share of goods available to the consumer. The rapid rise of specialty retailers seemed to indicate that consumers were looking for more choice and more depth in each merchandise category rather than the convenience of one-stop shopping for wide variety of goods. Wal-Mart's subsequent performance demonstrated that the American retailing landscape still had a place, and indeed sizeable one, for an enlarged version of the old variety store.

Wal-Mart IT and supply chain concentration has occurred and resulted in other retailers controlling proportion of UK retail sales, even if significant variation between retail sectors are unclear at times (Gomez-Insausti 2000). Widespread development of innovative Wal-Mart formats and the reconfiguration of decision process of the known Wal-Mart activity in place with other retailers for example, challenging mall operations and front line retailers in the UK (Simmons 2000; Yeates 2000) and the prevailing of Wal-Mart’s IT systems, advocating global market strategies and Wal-Mart effect (Michalak 2000; Evans 2000). Application centering on location decisions, one of decisive factor in determining Wal-Mart success as well as failure also, the decision to carry out long term global marketing under operational and strategic implications of Wal-Mart stores.  

 

Identify & describe the information that was available

The availability and use of decision support tools by Wal-Mart’s operating and managing store portfolios with duly emphasis that are placed on varied use and role of location analysis techniques, data and technologies within strategic decision making activities. The presence of new strategic system, strategic based decisions to Wal-Mart’s marketing strategy. Moreover, Wal-Mart is not really doing anything, other retailers have not and Wal-Mart’s aggressive push is just one indication of the growing importance of shopper marketing, from the degree to which manufacturers comply with Wal-Mart’s requests will have much to do with the strength of Wal-Mart’s brands with stable of leading brands that consumers likely would leave store to buy, considerably have power to fend off raids on its consumer marketing budget than marketers of second based brands (Boyle 2003: 46).

During early days of the year 1960s, several retail applications of IT were at first limited to a small number of financial and inventory management tasks, slowly expanding to incorporate other aspects of the business process. IT deployment became the integration of Wal-Mart systems for reliable tagging and automatic identification of such products as well as recording devices trough electronic cash registers, credit card and check readers. The supermarket industry ceased to be the innovation leader, and the big discounters, led by Wal-Mart driving its diffusion along their supply chain (Boyle 2003: 46). Supermarket chains have less incentive and less opportunity to innovate outside supermarket led industry. Unlike general merchandisers, Wal-Mart stores faced little, highly concentrated group of certain domestic suppliers such as found in food and health care industries that had basis for competing Wal-Mart stores.

 

Identify & describe the information that was not available in making the decision

For one, the unavailability of scale change to network of stores and have strategic implications, in relatively small marketplace, way of accelerating growth and or decline for number of retail organizations, reflected in the increasing levels of corporate concentration and emergence of global retailers. Merger and acquisition activity in which Wal-Mart disposes of unwanted outlets brought about by the merger/acquisition. Competition among supermarket chains was quite limited, not only was Wal-Mart power to shape supplier markets into greater means compared to the grocery sector, but Wal-Mart’s have more incentive to innovate because of intense competition in UK’s general merchandise retailing sector. Unavailable information technology and supply chain grounds as ideal for planning and management of locational assets throughout location decision creating and maintaining Wal-Mart profitability.

Aside, the non presence of pulling out of retail orders denoting certain expansion and location closures. Unavailable research towards Wal-Mart related surveys as well as lack of anecdotal evidence without effectiveness on the organization’s retail expansion, location decisions involving management of Wal-Mart store portfolios opposing in other retail decision cycles through IT and supply chain. Thus, unavailable closure and re-opening of other Wal-Mart stores in the global market, the non development of UK shopping mall of retail gravity considerably in areas where new building opportunities are limited due to competitive pressures for IT and supply chain and such location decision policy.

 

For the available information identified, describe the systems that provided this information

The executions of IT based technologies have facilitated decision support activities that previously were unimaginable, or at best, prohibitively time consuming. In lieu to the availability of launching information certain notable decisions made by Wal-Mart as of the present, information towards Wal-Mart’s suppliers and gaining promotions as effectively as possible. Availability of IT and supply chain, as Wal-Mart is looking for share not just of business promotion funds but as well as consumer based promos. Global based decisions such as refitting and refurbishing, the management of Wal-Mart locations at business level, replacing outdated fittings with present-day equivalent, providing opportunity to change interior styling of Wal-Mart store and certain Wal-Mart store appeal, the decisions were being triggered by the years Wal-Mart is operating in UK and within periodic update of the stores such as for refitted means in couple of years (Li 2004: 93-97; Wisner 2003: 1-25).

For instance, Wal-Mart are basing buying decisions primarily on consumer appeal and price, increasingly willing to use marketing funds at least as tie-breaker, in lower-priority categories as part of bidding process on what national brand gets to compete alongside private labels. Through adoption of supply chain techniques, Wal-Mart able to induce suppliers, trading companies, manufacturers, shippers, freight forwarders to rationalize Wal-Mart operations in accordance with market based decisions as well as some of notable location decision requirements, there created an awareness of seminal importance of Wal-Mart execution of IT systems and supply chain bases (Loh and Venkatraman 1992: 334-358; Hu, Qing, Saunders and Gebelt 1997: 288-301). Wal-Mart's transformation in the 1990s had a significant impact on its supply chain. Its entry into grocery retailing brought an increasing number of large manufacturers of packaged consumer goods into the orbit of its major suppliers. The effects were felt on both sides, as the manufacturers experienced a strong pressure to adapt to Wal-Mart's business model and increase their operational efficiency, and the retailer further rationalized its supplier base.

The global expansion of Wal-Mart stores created a much bigger challenge of creating a new global sourcing infrastructure on the level of size and complexity well beyond what any multinational firm had attempted before. Wal-Mart now operates as major exporter as well as importer in several large regional markets, shuffling tens of thousands of products around the world to meet the local demand in its 3,600 domestic and 1,600 international stores. There create whole new set of opportunities for Wal-Mart IT systems and chain partners, which can now gain better access to global consumer markets, creating decision making pressures to continuously shape and adapt their business models to Wal-Mart's strict demands

 

For the information that was not available identify the reasons for its non-availability & suggest ways in which information technology might be used to provide such information in the future

The one reason is the lack of research support along with effective information awareness adhering Wal-Mart’s global based decisions in the market, placing grounds for some issues of location decisions and the failure to manifest the aggressive push on certain IT based systems and supply chain applications and the lack of implementation steps for Wal-Mart expansion and rationalization means of integrating company and market decisions adopted by Wal-Mart. The adoption of information technology along supply chain has become necessity for enhancing supply chain performance. Wal-Mart within supply chain often adopts IT due to the institutional pressure exerted by the stores supply chain partners.

The implications of the different types of norms explored from Wal-Mart perspectives to take successful and desirable initiatives to adopt IT and those that have followed IT structures and supply chain partners to adopt IT in its locations and market led decisions as there help Wal-Mart to better understand operational pressure Wal-Mart  is putting on and or of adapting supply chain partners, possible problems and compliance Wal-Mart may face in the course of adopting IT for management of supply chains. The need to ensure that Wal-Mart items are delivered on time and to the right place at a reasonable cost, it is most desirable for Wal-Mart to use information technology to trace and track the status of decision making, support associations on information interchange in accordance to effective supply chain (Kovacs and Paganelli 2003: 165-183; Singh 2003: 243-247). Thus, before embarking on IT initiatives, it is important for Wal-Mart to consider diffusion, market acceptance as well as legitimacy of IT as Wal-Mart functions in the global market, facilitating and support market oriented communication among Wal-Mart partners upon ensure effective decisions and learn from experiences of IT and supply chain implementation knowing such intuitive value of IT to Wal-Mart’s chain, the IT adopters will fully realize its operational and economic benefits for Wal-Mart positive effect, the accounting of how and why Wal-Mart’s IT diffuse in supply chain decision contexts.

Therefore, Wal-Mart decisions will have to be linked to changes in marketing and corporate strategy, with the organization repositioning their retail offer. Changing the product range and merchandising of a retail location provide retailers with opportunity to create customized retail offer, which can accommodate local tastes. These decisions can be implemented extremely quickly, in comparison to the other structural type decisions that involve some form of construction and that Wal-Mart marketing decision and its supply chain mix should be a one critical component to the availability of Wal-Mart resources in terms of effective decision making routes particular on recognizing an adamant push on global strategies in UK retail sector as Wal-Mart t can possibly have prime retail location, but unless decisions fall short under circumstances, bringing in Wal-Mart’s IT execution and supply chain on a negative zone for expansion, rationalization and several activities in meeting Wal-Mart business demands such as those that are surrounding loyal customers, Wal-Mart stores will have to reach its full potential through crafting decisions in support to real ideologies and continuous application of available information and systems respectively.

 

References

Boyle, Mattew. Wal-Mart keeps the change. Fortune 2003; 148, 10: 46

Evans, W. Top of the E-Class. CSCA Research Report 2000-4. Toronto: Ryerson Polytechnic University

Gomez-Insausti, R. Canada's Leading Retailers: Characteristics, Strategies and Dominance. CSCA Research Report 2000-2. Toronto: Ryerson Polytechnic University

Hu, Qing, Carol Saunders, and Mary Gebelt. Research report: Diffusion of information systems outsourcing: A reevaluation of influence sources. Information Systems Research 1997; 8, 3: 288-301

Kovács, George and Paganelli, Paolo. A planning and management infrastructure for large, complex, distributed projects – beyond ERP and SCM. Computers in Industry 2003; 51, 2: 165-183

Li, Xiaotong. Information cascades in IT adoption. Communications of the ACM 2004; 47, 4: 93-97

Loh, Lawrence and N. Venkatraman. Diffusion of Information technology outsourcing: Influence sources and the Kodak effect. Information Systems Research 1992; 3, 4: 334-358

Michalak, W. B2B & B2C: Recent Developments in E-Commerce. CSCA Research Report 2000-6. Toronto: Ryerson Polytechnic University

Simmons, J. 2000. Retail Sales and Retail Restructure: Cross-Canada Comparisons 1989-1996. CSCA Research Report 2000-5. Toronto: Ryerson Polytechnic University

Singh, Nitin. Emerging technologies to support supply chain management. Communications of the ACM 2003; 46, 9: 243-247

Wisner, Joel D. A structural equation model of supply chain management strategies and firm performance. Journal of Business Logistics 2003; 24, 1: 1-25

Yeates, M. The GTA@Y2K: The Dynamics of Change in the Commercial Structure of the Greater Toronto Area. CSCA Research Report 2000-1. Toronto: Ryerson Polytechnic University.

 

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The Five Best Skin Care Products I Have Ever Used

5 Best Skin Care Products I have ever Used

            Many women spend a lot of time on searching for the best products for their skin. They try this product and that product and almost everything out in the market, and almost everything they’ve seen on television advertisements. Those advertisements are way too persuasive that women get impulsive on buying those products, when sometimes, not even realizing if that certain product match her skin type.

            Skin often makes a statement of beauty to every individual. Both men and women invest on their skin in order to look good. If you also noticed, those individuals who do not really have perfect features of their faces but have the perfect skin really look good, especially in person. They just look so clean and soft when we see their face as blemish-free, pimple-free, and oil-free. Skin should really be something to be treated.

            When I was in my adolescence, I tried using products that have good advertisements, but I soon found out that those products don’t really do good in my skin. They do a good job in other girls’ faces but, not to my face. So, as I become more mature, I realized that it’s better to use the products which I’ve used for a certain period of time and really did my skin wonders.

            However, I do not try a lot of products and I do not buy those products that I could not afford with my allowance in college. So, I only invest on soaps and facial wash.

            I have been always been an enthusiast of Silka Papaya Soap. During my swimming days, I was very worried of being too burnt by the sun and won’t be able to take away the tan lines easily. The swimming pool in our university where we used to have swimming classes is not covered so, the sun shines directly to our skin during our 9-11am swimming classes. Just imagine how hot it is. And so, I looked into some whitening soaps in the supermarket and finally picked Silka out of those. That’s the start of me using Silka as my bath soap. Though it does not do magic, it really helped me restore my natural skin color faster than any other whitening soap. To complete the whitening regimen, I also used Silka Whitening Lotion so as to moisturize my skin. After we had the swimming classes, Silka was definitely able to remove my tan lines faster compared to my classmates who also use other whitening products. And, it does not peel off my skin, it works gently. Until now, I still use the same skin products and was able to reveal a naturally glowing white skin. Of course, I couldn’t just leave my face having no moisturizer after using soap. So, I discovered other products that worked on me best on my face: the St. Ives Facial Wash and Make-up remover with moisturizer and also the St. Ives Apricot Scrub. I really love these products because they are very gentle on skin. The facial wash and make-up remover is not scented, unlike the scrub which the fragrance captivates me. The facial wash plus moisturizer cleans my face so gently that I felt nothing after I wash my face but the feeling of freshness and clean face. It leaves my skin feeling soft and moisturized but without the harsh job on my face. The St. Ives Apricot Scrub, because of the nature of its name, it scrubs off the dirt left on the face. It feels a little numbing after washing but I feel so refreshed and my face feels so smooth!
            I also use Eskinol Classic Whitening Facial Cleanser when I could not wash my face with water and soap/ facial wash. I use it whenever my eyes are tired from reading or viewing that I could not just get my eyes wet immediately then. It removes excess dirt from my face and make me feel refreshed.

            One of the skin products that I am not really afraid of in inventing is the lotion. I do not use the same brand of lotion every time. I use Vaseline, Silka, Skin So Soft randomly. All these brands do good in my skin, I feel moisturized and soft all over after applying it to my arms and legs. These lotions do not leave me a greasy feeling unlike other lotion brands. Although I sweat, Silka, Vaseline, and Skin So Soft do not make me feel slimy but just make me feel moisturized. They do not leave me skin right after application too, they stay in my skin as long as the whole busy day and make me feel no dry skin throughout the day.

            I have used a lot of foundations already and I would say that one of the best and most affordable foundations that I’ve ever used is the Fashion 21 foundation. It hides unwanted marks on my face and evens out my skin tone. It does a great job on my face as a make-up at an affordable price. I thought that only the expensive foundations could make such a difference to my skin, but Fashion 21 foundation changed that belief of mine.

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Queensland Leisure Goods – Consulting Case Study

To:

Shanon Mae de Asis

CEO of Queensland Leisure Goods – Capital Report

Enclosed with this letter is the analysis conducted in order to evaluate the different HR risks that are associated with your plan of changing your business model and culture. Based on the information gathered from your company as well as additional information gathered from different literatures and studies, it has been found out that your company must deal with the two of the most important problems in HR, including:

§  high turnover rate; and

§  aging of your employees.

Information about these problems was mentioned in the paper for your further reference. However, I am advising you to focus on these issues because they can cause bigger problems for you in the future, including the aspect of your production and profitability, which will affect your position in the market. Based on this, it will be important for you to focus on the following aspects and strategies:

§  good communication;

§  good leadership approach;

§  training;

§  motivation of the employees; and

§  performance management.

Sincerely,

Jenifer Ruth Navarro

 

Introduction

Queensland Leisure Goods is facing challenges in competing with cheaper, imported brands and meeting the changing demands of the leisure goods consumers in Australia. These deteriorating business circumstances suggest a need to adopt a new business model, including application of new technology and strengthen the corporate culture. However, this shift carries with it potentially adverse human capital outcomes. Thus, it raises the question: How should QL manage the human capital risks that are associated with the proposed business model change?

As a result, we have concluded that human capital risks can be prevented by adopting the following:

§  standardized management training;

§  implementing performance management; and

§  improve communication flow.

Analysis

§  the QLG’s turnover profile for each of the critical job role is a sign of a future capability and capacity shortage;

§  the cost of turnover will add up to the expense of the company and affect the production process;

§  the number of employees who are approaching the retirement age will affect the future supply of employees in the said roles;

§  Based on these, the QLG will be facing different challenges in terms of their ability to grow.

 

Turnover

The QLG’s turnover profile for each of the critical job role indicates future shortage for capability and capacity. All of the supply of the critical job role is being affected by separation and termination. This is important because it can affect the entire HRM of the company. Table 1 shows that from 2008 – 2007, there will be 11 managers, 53 production specialist and 67 production worker who will be separated from and terminated by the company. Overall, it shows huge loss in labour force of the company. This number shows that the company is having difficulty in retaining their employees, which is vital for the operation of the company.

This turnover has a great impact on the operation of the company, particularly in the issue of productivity and cost. The costs of employee turnover can be divided to two categories: direct costs, which pertains on the costs spend by the company by hiring and selection process such as examination, interviewing etc.; and the opportunity costs pertains on the number of hours it takes in order for a new employee to fully acquire the skills and knowledge of the previous employees, along with the cost of mistakes this person makes along the way (Wendover 2005). Aside from that, it is important to take note of the ongoing war for talent in the industry (Harkins 1999).

Table 1 Supply Forecast: Separations/Terminations

Critical Job Role

Separation/Terminations

 

2008

2009

2010

2011

2012

Managers & Supervisors

3

6

8

10

11

Production Specialist

20

34

43

49

53

Production Workers

16

31

44

56

67

Total

39

71

95

115

131

 

Retirements

The number of employees who are approaching the retirement age will affect the future supply of employees in the said roles. Retirement or aging of the employees has a great impact over the HR and overall performance of the company. Table 2 shows that from 2008 to 2012, there will be total of 1 manager & supervisor, 1 production specialist and 5 production workers who will retire. This can be considered as small number, however, because these employees are commonly have been working in the company for a long time and have been loyal, they have gained enough knowledge and skills that can be considered as great lost for the company.

This can affect the company in different ways because like what have been said, the ability, knowledge and skills of the employees will be a great lost for the company. It will be hard to find new employees that will have their devotion and passion in working in the company due to their long stay (Shultz & Adams 2007). Aside from that, it can cause the company to spend huge amount of money due to different financial benefits for these employees (Chen & Vitt 2003). 

Table 2 Supply Forecast: Retirements

Critical Job Role

Retirements

 

2008

2009

2010

2011

2012

Managers & Supervisors

0

0

0

1

1

Production Specialist

0

0

0

0

1

Production Workers

3

3

5

5

5

Total

1

3

3

6

7

 

Based on these, separation, termination and retirement can cause additional cost and effort for the company. Thus, table 3 shows that in 2012, because of these three events, 17 Managers & Supervisors will decrease to 5, 60 production specialist will decrease to 6 and 200 production workers will decrease to 128. It can affect the overall performance of the company, particularly in the aspect of productivity.

Table 3: Net Supply

Critical Job Role

 

Net Supply

 

2007

2008

2009

2010

2011

2012

Managers & Supervisors

17

14

11

9

6

5

Production Specialist

60

40

26

17

11

6

Production Workers

200

183

166

153

139

128

Total

277

237

203

179

156

139

 

Conclusion

The analysis have been able to identify different risk factors that if not considered will cause future consequences to the QLC. The impact of the separations, terminations and aging employee population can cause additional burden for the company in terms of cost and effort. Therefore, it is important to focus on managing the human resource, particular those that will help to lessen the turnover rates.

The following are the vital workforce risks that have been identified in this report:

§  QLC’s turnover profile shows that there will be shortage for the three critical job roles in the company;

§  the number of aging employees will be a great loss for the company in terms of intangible assets in terms of knowledge and ability;

The growing turnover rate of the critical job role will affect the productivity of the company, particularly on its desired business model which is produce more products in lower cost. Based on this, the company will have shortage in the upper management level which is very important because they are the one that analyze the different aspects of the business. This is also important because in the current business s environment, different companies are battling for the talent war. Therefore, it will be important for the company to implement different strategies that will help to motivate and train the employee.

On the other hand, in terms of the aging employees, this aspect is inevitable. It can affect the company, first in the aspect of the knowledge and skills of the retired employees that have been experienced everything and the company and have been able to attached to the company for a long time. Therefore, the company will not just lost knowledgeable and skilled employee, but also loyal and honest employees that will do things that could help the company.

The current business environment where QLC operates, there are different factors which can affect their operations, including changing preferences and demands of the customers. It will be vital for the organization to focus on the aspect of internal customers or employees in order to sustain their competitiveness.

Recommendation

The analysis in this report identified vital workforce risk for QLC, which are:

§  high turnover rate;

§  aging of employees.

In order to manage these risks, the following can be done and implemented:

High turnover rate

§  promote good communication flow in the organization, including feedback;

§  implement leadership style and approach that will meet the characteristics, behaviors and cultures of the majority as well as the company;

§  apply strategies that will motivate the employees which comes in financial and non-financial aspects such as incentives, bonus, appraisal;

§  standardized training process;

§   manage performance of employees.

The aging of the employees can be considered as inevitable, however, in order to solve the problem about lost of knowledge and skills it is important to:

§  enables the senior managers, supervisors, production specialists and the production workers to train those employees under them.

Bibliography

Bartell, S. M. (2001). Training's new role in learning organizations. Retrieved August 11, 2009, from Innovations in Education and Teaching International: http://www.highbeam.com/doc/1P3-1037518761.html

Bunker, S., & Ciccantell, P. (2005). Globalization and the race for resource. JHU.

Chen, Y. P. & Vitt, L. (2003). Encyclopedia of Retirement and Finance. Greenwood Publishing Group.

Curry, A., Flett, P. & Hollingsworth, I. (2006). Managing information and systems: the business perspective. Taylor & Francis.

Green, M. (2007). Change management masterclass: a step by step guide to successful change. Kogan Page.

Harkins, P. (1999). Powerful Conversations: How High-Impact Leaders Communicate. McGraw Hill Professional.

Harrington, J. (2006). Change management excellence: The art of excelling in change management. Paton Professional.

Kerzner, H. (2009). Project management: A systems approach to planning, scheduling and controlling. Wiley Publishers.

McConnell, J. (2003). How to identify your organization's training needs. AMACOM Division American Management Association.

Mind Tools (2009). Kotter’s 8-Step Change Model. Retrieved August 19, 2009, from http://www.mindtools.com/pages/article/newPPM_82.htm.

Paton, R. & McCalman, J. (2000). Change management: A guide to effective implementation. SAGE.

Paton, R., & McCalman, J. (2008). Change management. Sage Publishing.

Shultz, K. & Adams, G. (2007). Aging and Work in the 21st Century. Routledge.

Wendover, R. (2005). Smart Hiring at the Next Level: The Complete to Finding and Hiring at the Next Level. Sourcebooks Inc.

 

 

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