The Gallipoli campaign Article Example | Topics and Well Written Essays - 500 words

The Gallipoli campaign - Article Example It is estimated that more than 130,000 Allied soldiers died. Surprisingly, the Turks fiercely put up a resistance that proved impossible for the Allied forces to crack. Throughout the Wars in Europe, the Ottoman Empire had remained neutral for it was still recouping from internal civil strives and political instabilities (Broadbent 12). However, by 1914, the Turks had fully recovered and entered the World War 1 on the side of the Central Powers- Germany and Austria-Hungary (Hart 8-13). Turkey as a country lies between the Europe and Russia. In this case, it was impossible for Europe to link up with Russia with Turkey at the center as a Central Power (Hart 8-13). The Allied Forces therefore wanted to capture the straits so as to be able to establish links with the Russians through the Black Sea (Hart 8-13). Capture of the Dardanelles Straits would have also made it easy for the Allied forces to kick the Turks out of the war (Hart 8-13). Nevertheless, even though the Gallipoli Campaign was only seen as a great loss on the side of the Allied forces, the war brought equal losses to both sides. The Allied forces lost a huge number of soldiers and warships while Turkey’s national resources were largely damaged and not forgetting the high number of Turk soldiers who lost their lives in this War (Hart 8-13). Further, Broadbent (57-61) argue that the Allied forces wasted a lot of resources in the Gallipoli Campaign that would have been vital to them on the major war front. It was unrealistic how the Allied forces lost this particular battle but critics argue that the loss was as a result of poor execution of warring strategies (Hart 8-13). The British and her allies were steered by ill-fitted goals, insufficient artillery, overconfidence, inaccurate intelligence and maps, poor plans, tactical deficiency, in experienced troops as well as the inadequate logistics and equipment (Broadbent, 19-20). The

Strategic Management and Marketing Essay Example | Topics and Well Written Essays - 1500 words

Strategic Management and Marketing - Essay Example e practices of competitors and the financial potentials of the customers; the wise use of resources also helped to the limitation of the firm’s expenses and the increase of its profits – a practice used especially for the period from 2008 onwards. The critical assessment of the firm’s policies led to the conclusion that in the near future the update of existing organizational strategies would be required in order for the firm to keep its competitiveness at high levels; innovation in all organizational activities and change of current firm’s culture would be necessarily included in such a project. The expansion of financial crisis during the last two years led to the limitation of activities of firms operating in various industrial sectors; cruise and vacations industry has been an industrial sector strongly affected by the world recession – under the continuous decrease of their income people at all levels of society had to review all their expenses – the limitation of funds spent on cruises and vacations has been an expected outcome of the current recession. However, it seems that the business environment has been traditionally hostile towards the firms that operate in the specific sector; this view is clearly stated by Morris (1990, p. 317); at a next level, the strategies of the firms that operate in this sector have been often characterized as ineffective, wrongly designed and developed or not appropriately supervised (Bloor & Sampson 2009, p. 711); under these terms, the use of ‘McKinneys seven S factors of Structure, Strategy, System, Staff, Skill, Style (leadership), and Shared Values’ (Lee et al. 2001, p. 49) is often proposed as a successful method in order to develop effective organizational plans; however, other issues, like a firm’s environment, its competitors and the use of its resources would be also thoroughly examined before focusing on the design and the establishment of strategic business policies. Carnival Corporation & Plc

International Business Strategy - Protectionism Essay

International Business Strategy - Protectionism - Essay Example Economic integration leads to openness and openness triggers volatility leading to insecurity. To alleviate the fears, to provide security to the local firms, the governments need to have a protectionist attitude (Fitoussi, 2007). Protectionism interferes in the process of globalization as it puts strict limits on the interplay of free markets. In fact, the rise of protectionism led to the end of the first phase of globalization. The MNEs, however, attempt to overcome the host country protectionism through different ways. Protectionism implies that the government in the emerging economies will not let growth slow down. It will use the instruments of economic policy which assures to reduce the uncertainty linked with investment (Fitoussi, 2007). It also helps to increase the dynamism in the labor market. Protectionism definitely helps the â€Å"infant† industries in emerging markets. It fosters the long-term rate of growth of developing countries. Nevertheless, if these economies have to be integrated into the world economy, it requires a richer industrial structure. The fiscal and social receipts are too low and the welfare state is embryonic. Protectionism would allow it to develop a richer industrial structure and to provide through tariffs the necessary public funds to build a social system. Trade protection has to be there for the developing nations to eventually integrate into the world economy. Shiva (2005) is of the firm conviction that trade liberalization does not lead to development. â€Å"Aid for Trade† is merely a coercive imposition of trade liberalization by WTO, the World Bank, and IMF. These tactics enable the MNC’s to expand and enlarge in every sector - agriculture, services, manufacturing. Protectionism is justified because development should be endogenous and not imposed with conditions.

The two stories Essay Example for Free

The two stories Essay In Of Mice and Men lennie is a fully developed character compared to Isaac, this is why you dont really know Isaac as well but with lennie you can relate to lennie and what he goes through. The ostler is a short story so Isaacss character isnt well developed. Lennie and Isaac are both treated like outsiders by various people, I think that lennie is more accepted in society than Isaac due to people feeling sorry for lennie, they dont believe he could cause any trouble and they believe he is just like a child. Lennie relies on people to tell him whats wrong and whats right. Leninie is just a child in a grown- ups body. Isaac I think is seen more as an outsider he doesnt go out, he spends most of the time with his mother so he doesnt really have time to go out and make friends. The only real friend he has got is his mother Mrs scratchard. Rebecca is just false and wants to kill Isaac just like in his dream. In mice of men, towards the end of the story, lennies s little puppy dies because lennie was playing to rough with it why did you have to go and get killed, you aint so small as mice, I didnt bounce you hard Lennie doesnt realise what hes done he only thinks that now hes done something bad George wont let him tend the rabbits. While lennie is sitting there crying, Curleys wife comes in she said, What you got their sunny boy lennie denies he has got anything, but Curleys wife discovers the puppy. Lennie wont talk to Curleys wife, George has told him to keep away because all she will cause is trouble and shes dangerous. In the end lennie ends up talking to curleys wife and lennie starts saying that he likes stroking soft things and curleys wife lets him stroke her hair, but lennie starts to get rougher and wont stop and curleys wife starts to panic, Let Go. You let go But when lennie ignores he curleys wife begins to scream and as she does this lennie gets angry so he started shaking her and then Her body flopped like a fish lennie runs away and tries to find the place where George told him to hide if he was ever to get into trouble again. Curley and everyone find Curleys wife and go after lennie to kill him. George goes after him as well. George finds lennie first, lennie wants to hear about the rabbits, so George tells lennie to turn around and look at the fields and image what it would be like, as George tells the story lennie brings out a gun and shoots lennie in the head. George does this himself because he doesnt want anyone else killing lennie, he would rather kill him himself, and also after someone else shooting candys dog, candy wishes he shoot him himself. In the ostler Isaac doesnt believe his mum, Mrs scratchard, about the dream. But after she died she warned Isaac not to go back. Isaac does go back through and after arguing with Rebecca he hits her Rebecca replies No man has ever struck me twice and then she left saying they will see each other no more. But on the seventh night before his birthday she come back, to rein act the dream, but as Isaac new what would happen he knew where she hide the knife, he took the knife and left her there and went away. Now Isaac lives in fear of Rebecca, he sleeps most nights well, through the year, but every time around his birthday he is worried in case she comes back and tries to rein act the dream again. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE John Steinbeck section.

Organisational Change Management Effects On Employees Management Essay

Organisational Change Management Effects On Employees Management Essay This research is on the study of the effects of organisational change management on its employees. The importance of this research is to help management in different organisations to see the effect of organisational change management on their employees, how employees view management in handling organisational change and how management can be more effective in achieving their goals and objectives. The methodology applied in this research is carrying out a survey on employees views on organisational change management with the use of questionnaires. At the end of this research, I have been able to make management to see the effects of organisational change management on its employees and how to manage it effectively. Also employees have the opportunity to change some of their set minds about management for organisational goals and objectives to be achieved irrespective of the rapid organisational change in todays business environment. CHAPTER 1 INTRODUCTION In todays dynamic business world, change remains a constant factor in every organisation irrespective of their sizes or years of existence. Change means the alteration of status quo or making things different. The constant pace of change in the 21st century business environment is accelerating extremely very fast. It is easier for machines to easily adapt to change in command but human composition does not find the adjustment such easy that is why it becomes a very sensitive issue in the organization. Change can then be said to be a single important factor in the organization. Since change is a constant and sensitive factor in every organisation therefore it becomes imperative to understand what an organisational change is, what provokes an organisational change, reaction to organisational changes and how best it can be managed to achieve organisational goals and objectives efficiently. ORGANISATIONAL CHANGE Organisational change was referred to by Van de Ven Poole, 1995, as an empirical observation of difference in form, quality of state over time in an organizational entity, (Van de Ven Poole, 1995, p. 512). An organizational entity can be an individuals job, a work group, a strategy for the organization, a product or service, or the overall organization. The Organisational entity goes through different processes in response to a strategic reorientation, restructure, change in management, merger or acquisition or the development of new goals and objectives of the organisation. Organisational change can also be referred to as the modification of the structure or process of a system within an organisation. Organisational change comes in place when aligning resources and employees to an organizational goals and objectives. These employees are human and they have their needs in hierarchy as described by Abraham Maslow. In satisfying their needs employees tends to influence organisational change. Organisational change influence by the employees is relative to the structure of the organisation. An organisational structure that is informal in nature will be more affected by employees influence than the organisation that has a strong formal structure. Abraham Maslows hierarchy of needs showed in figure 1.1 shows that people needs differ. Irrespective of their of the organization goals and objectives employees like every other man in the society has hierarchal needs. They want their needs to be met by the organisation so they tend to influence change that will favour the satisfaction of their needs. Sometimes employees influence this change not considering the organisation limited resources and this lead to a reaction from the organisation either positively or negatively depending on the management view of the influence. This reaction by the organisation in response to the employee actions is also an organisational change. MORALITY, CREATIVITY, SPONTANEITY PROBLEM SOLVING LACK OF PREJUDICE SELF-ACTUALISATION ACCEPTANCE OF FACTS SELF-ESTEEM, CONFIDENCE, ACHIEVEMENT, ESTEEM RESPECT FOR OTHERS, RESPECT BY OTHERS LOVE/ BELONGING FRIENDSHIP, FAMILY, SEXUAL INTIMACY SECURITY OF BODY, OF EMPLOYMENT, OF RESOURCES SAFETY OF MORALITY, OF THE FAMILY, OF HEALTH, OF PROPERTY PHYSIOLOGY BREATHING, FOOD, WATER, SEX, SLEEP,. FIG1.1 Organisational change tends to occur when an organizational system is disturbed by some internal or external force. The result of this disturbance may be good or bad, which may affect the organization as a whole, or in parts. The degree or rate of disturbance varies based on the organisational structure of the organisation, which may affect people, structure, technology, and other elements of an organization. The changes caused by external forces on the organisation are known as reactive changes, these changes may take place in order to respond to new opportunities or to avoid threats to the organisation while those changes initiated by the management of an organisation in order to achieve the goals and objectives of the organisation are known as proactive change. Every business organisation has three major stages of development which are survival, profitability and lastly growth and expansion. In each of this stages organisation tends to manage their available resources in such a way that it can survive each stage and move to the next stage. Every organisation desires to move from their present state to a desired state and this desired state is continual. The desired state becomes continual because every organisation needs to respond to the changing customer preferences and technologies. These factors make change to be a critical aspect of effective management. 1.2 ORGANISATIONAL CHANGE MANAGEMENT Organisational change is a constant critical factor in business environment. Both the employees and the employers in organisations go through this phase of change at one time or the other. Since organisational change is inevitable, then management in organisations need to constantly monitor and respond effectively to both the internal (owner, management and employees) and external( Investors, supplier, customers, pressure groups, government, media and the general public etc.) environments of their organisations in relation to their goals and objectives. This process is described as organisational change management. Five major factors should be understood by management in monitoring and responding to organisational change. People react to change differently based their fundamental needs People resist change based on uncertainty of results People will embrace change when proposed outcomes are favourable Proposed outcome should be well defined objectively Change may need to be enforced The more management can anticipate change and either control or manage it the better for the organisation in achieving their goals and objectives. Organisational change can influence the rate of performance of organisation; this makes it important for management to have effective knowledge about it. It is found out that in todays competitive business environment, some organisations have experienced fast development while other have experience downsizing or total collapse. These results are products of organisation change management. Organisations Change agents which are the factors that influence change should not be out of management control at every instance despite the competitive pressure on management. Since organisational change is constant and dynamic, then management needs to be proactive on change management for effective development of the organisation. Although every stakeholder within and outside the organisation feels the effect of organisational change management in different degrees, this study is concentrating on organisational change management and its effects employees. The effects of organisational change management on employees are considered very important in this research because it will show the reaction of employees to management during organisational change. Employees reaction to organisational change management either consciously or unconsciously influences their rate of performance in their jobs. Their level of confidence in management handling organisational change becomes a notable factor in their rate of performance. Management needs to know how to strike the balance between employees views and achieving their organisational goals and objective during on-going organisational change. Management cannot always attend to employees need but they should provide strategic means in reacting to their needs and not necessa rily manipulating them. Management should not only see employees just as their working tools in achieving their goals and objectives but they should see them as the most vital and delicate resources of their organisation. Definitely employees rate of performance have greater influence on the rate at which organisations achieve their goals and objectives. Improving their performance level during organisational change becomes a test of effective management. CHAPTER 2 LITERATURE REVIEW Coetsee (1999) states managements ability to achieve maximum benefits from change depends in part on how effectively they create and maintain a climate that minimizes resistant behaviour and encourages acceptance and support (p. 205). In todays dynamic and competitive business environment, organisations are required to respond effectively to continuous change or collapse if not careful. That was why Coetsee 1999 was interested in describing management ability in achieving maximum benefit from change. Inability for management to effectively maximise benefits from changing market place as led many organisations that were listed among the fortune 500 in the 1980s and 1990s no longer in business (Beer Nohria, 2000). There are different reasons that generate organisational change; examples are government policy, technology, merger and acquisition, strategic refocusing and market volatility etc. Employees are aware that they mostly recipient of the effect of change when it goes wrong. This wrong feeling initiates fear, frustration, lack of concentration and resistance to any form of change. Therefore the effects of organisational change on employees need to be assessed objectively before initiating it. Literature reveals that, change is a source of feeling of threats, uncertainty, frustration, alienation and anxiety (Ashford 1998).Based on this, it is clearly seen that an organisation will be underperforming with such feelings from their employees. Employees best can never be achieved, they will be underproductive and it will negatively affect the organisation overall performance. How long will employees continue to work in this feeling of insecurity due to organisational change becomes a major question in this fast dynamic business environment we live in? They concentrate more on their own job security rather than the organisation goals and objectives. Meeting self needs becomes employees higher priority rather than organisational needs because they cannot be guaranteed by the organisation how long their individual needs can be met. Job security becomes a threat to them. In todays business environment, more organisations are involved in mergers while some go through the acquisition process. Greater numbers of employees become more insecure and uncertain about their jobs. This poses a serious threat to employees reliability to the organisation in achieving their goals and objectives. It is a natural response from the employee as defined by Abraham Maslow on mans hierarchy of needs. Security is a mans need not just a want, so employees job security is a vital need to them. That is the reason why permanent staffs are far more likely to be dedicated to their job than temporary staffs who feel their contribution to the organisation may be stopped at any time and with little or no pay off by the organisation. Effectiveness and efficiency of employees, becomes a challenge to the management in order to achieve their goals and objectives. Although job performance is not strongly linked with job satisfaction but there could be resistance and unwillingness from the employees when their working condition are poor and unattended to by the management of the organisation they work for. According to Gateway Information Services, a New York consulting firm, 70% of all change programs fail due to employee resistance. Employees seem to form an organisational culture that creates a serious resistance to change because of high level of uncertainty in their job. Zaltman and Duncan, 1974 define resistance to change as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo. The act of resistance to change described by Zaltman and Duncan, 1974 now becomes vivid the more, as long as level of uncertainties increases for the employee before and during organisational change. (Dent Goldberg, 1999) also define resistance to change as employees are not wholeheartedly embracing a change that management wants to implement. The effect and counter effect of organisational change management on employees can be a test of effectiveness and efficiency of management. Management needs to effectively manage organisational change. CHAPTER 3 METHODOLOGY AND ANALYSIS 3.1 INTRODUCTION In previous chapters, it is described that organisational change remains constant in every organisation and the rate of this change in todays business environment is very rapid. Many factors have been attached to the rapid occurrence of organisational change ranging from customers needs, technology, government policy, market flexibility, acquisition and mergers etc. Every stake holder in the organisation is affected one way or the other by the effect of this change. This prompts for an effective organisational change management. Effective organisational change management can then be assessed by degree at which management maximise the benefits and minimise the demerits of organisational change in achieving the goals and objectives of the organisation. Understanding that employees are active part of any organisation stakeholders, this research in this chapter takes a critical analysis on the effect of organisational change management on its employees. 3.2 RESEARCH METHOD In carrying out this project on the effect of organisational change management on its employees, the descriptive research method is used. This method is used because descriptive method collates, test and validate data. Description emerges following creative exploration, and serves to organize the findings in order to fit them with explanations, and then test or validate those explanations (Krathwohl, 1993). Types of research that can be categorized as descriptive are Surveys (questionnaires, Delphi method, interviews, normative), case studies, job analyses, documentary analysis and developmental studies. The questionnaire was the type of descriptive method use in this project. It is used because of its response objectivity which base on the order of the systematised format of the questionnaire. It is also use because it gives opportunity to access information from people, who are free to express themselves and not time bound like interview or experiment. In guarding against sources error the four major potential errors were considered. These are sampling error, non-coverage error, non-response error, and measurement error Any one of these sources of error may make the survey results unacceptable (Groves, 1989; Salant and Dillman, 1994; Dillman, 1991, 1999).   Sampling error was defined as the degree to which the results from the sample deviate from those that would be obtained from the entire population, because of random error in the selection of respondent and the corresponding reduction in reliability (Alreck, 454). This was guarded against by making sure that the respondents are carefully chosen base on location which is their offices and dealing with the human resources department foe support. Respondents were given a good time before collection to guard against bias. Non-response error occurs when the survey fails to get a response to one, or possibly all, of the questions, (http://stats.oecd.org/glossary/detail.asp?ID=1835).  This error was prevented by making the survey questions short and non confrontational. Respondents privacy was also assured to allow their views to be expressed freely without any restrictions or fear of personal details. Non coverage error which occurs from exclusion of some units or entire section from the survey was prevented by giving equal chance to both new and old employees, although employees years of experience were considered in the survey in range forms. Measurement error is the real variation from the true score, and includes both random error and systematic error, (http://changingminds.org/explanations/research/measurement/measurement_error.htm). This was prevented by proper collection and collation process to eliminate data loss. Computations of response were repeated at different times to reduce any error in the measurement process. For easy calibration likert scale was introduced with numerical value. 3.2.1 QUESTIONNAIRE DESIGN The questionnaire is designed to meet the aim of this research. Different standardised questionnaire in relation to employees view to organisational change and employee satisfaction were used. The questionnaire was also designed considering factors that influence the acceptance or resistance of organisational change by employees discussed in earlier chapters. The questionnaire is designed not concentrating on the sex of employees, either female or male, since the objective of the research was not concentrating on the effects of organisational change management on a particular gender. This was also done in the design to eliminate every form of bias perception from the respondents. The questionnaire is designed with equal representation for employees irrespective of their years of employment. The questionnaire consists of questions that directly address the aim of the research. That makes it short and prà ©cised in designed. It is designed in order to increase the response rate. The questions in the questionnaire are closed ended questions in likert scale Strongly Disagree, Disagree, Neither Agree nor Disagree, Agree, and Strongly Agree. The proposed answers were also graded with Strongly Disagree 5, Disagree 4, Neither Agree nor Disagree 3, Agree 2, and Strongly Agree 1. This was done for easy computation of data results from respondents. The closed ended questionnaire was used because it is easy to answer, easy to decode and timely. The questions began with comfortable non-threatening questions in order to make them welcoming for the respondents. It is designed to be interesting to the respondents and still goal oriented. The printouts are clear enough for easy reading and questions were written in lower case and instructions in upper case. The questionnaires were pilot with colleagues at work, and project coordinator to assess its effectiveness in checking how long it takes to complete the questions, clarity of instructions, elimination of excessive vocabulary for easy understanding and elimination of non goal oriented questions. The average time to complete the questionnaire was five minutes. It specifically designed with such a little time frame because the respondents are suppose busy people and the value of their time if high importance to them and their employers. The questionnaire was divided into three parts, though not specified on it. The three parts are employees view about change, employees readiness towards change and lastly employees view about management effectiveness on organisational change management. The purpose of the first part is to understand better in employees accept not necessarily welcome change. The purpose of the second part is to have understanding about the extent employees may react to change and their readiness towards it. The purpose of the third part is to see if employees have confidence in the management of their organisations in making effective decision in respect to their welfare and organisational change management. The design of the questionnaire includes cover letters which gives concise details about the dissertation, its importance and effective guide in filling the questionnaire. The cover letter was written in simple vocabulary for easy reading purpose. On the cover letter, privacy of respondent was guaranteed and my contact address was also inclusive in case of any further question. Respondents were also informed that filling the questionnaire was optional and I would still be glad to share the result with them either they respond to the questionnaire or not if they are interested. 3.2.2 QUESTIONNAIRE DISTRIBUTION The distribution of the questionnaire was done systematically to achieve a good timely result. The distribution process was divided into two parts, individual contacts and cooperate contact. The distribution process considered employees busy hours so as not to disturb them at work therefore lunch hour was considered as a more convenient period for the distribution. Some were considered on individual bases at locations like train stations while waiting for their train, though the major distribution was during the lunch hour. The distribution to offices was done with the support of their human resources department. The employees were assured of their privacy despite the permission from their human resources department. All distribution was carried out with date of collection to facilitate the analysis of the questionnaire. Considering that response rates may be much lower than expected, follow up on the respondents was done through their contact or the human resources management department. The follow up were done by telephone calls and sending e-mails for reminder on the collection date of the distributed questionnaires. 3.2.3 QUESTIONNAIRE COLLECTION Collection of the questionnaire is an important process in this research in order to have a good result. Questionnaires were collected at specified collection date as it was noted on the covering letter from the day of distribution. The answered survey by the respondents was arranged for data input into the computer. Microsoft excel application worksheet was use for the computation of the result. QUESTIONNAIRE Strongly Agree Agree Neither Agree nor Disagree, Disagree Strongly Disgree. Change is constant in every environment Rate of change is faster in todays business environment organisation adapts to changes quickly Employees are always comfortable for retraining Employees welcome organisational change Employees are victims of organisational change Employees concentrates more on their job than the security of their job Employees understand the organisational goals and objectives Management decisions on organisational change are effective Management respects employee view in making decision Management consider employees as co-partner in achieving organisational goals and objectives. Management communicate effectively with staff Management gives necessary training and support to enable staff to do their job more effectively Management consider employees welfare during organisational change TABLE 1.0 3.3 ANALYSIS After a successful collection of the survey from the respondents, examination of the survey was then carried out to check if the questions were answered as requested on the covering letter of the questionnaire. Two thousand five hundred and seventy five questionnaires were answered as requested out of three thousand copies that were distributed. Twenty five were answered partly so they were not considered for the analysis, they were discarded. At the end of data input, the result is shown in the table below Strongly Disagree Disagree Neither Agree nor Disagree, Agree Strongly Agree. TOTAL Change is constant in every environment 0 0 40 80 2455 2575 Rate of change is faster in todays business environment 0 6 12 32 2525 2575 Organisation adapts to changes quickly 100 132 792 700 851 2575 Employees do welcome organisational change 632 1000 300 248 395 2575 Employees are always comfortable for retraining 233 355 638 549 800 2575 Employees are victims of organisational change 25 50 100 525 1875 2575 Employees concentrates more on their job than the security of their job 1235 800 320 200 20 2575 Employees understand the organisational goals and objectives 541 177 1000 325 532 2575 Management decisions on organisational change are effective 1239 800 500 30 6 2575 Management respects employee view in making decision 1555 600 325 50 45 2575 Management consider employees as co-partner in achieving organisational goals and objectives. 1234 800 400 100 41 2575 Management communicate effectively with staff 700 1235 200 600 340 2575 Management gives necessary training and support to enable staff to do their job more Effectively 532 600 500 600 343 2575 Management consider employees welfare during organisational change 1320 800 300 153 4 2575 TABLE 2.0 The analysis was divided into three parts based on the design of the questionnaire which are employees view about change, employees readiness to change and thirdly, employees view about management effectiveness on organisational change management. Percentages of response by respondents are shown below. 3.3.1 EMPLOYEES VIEW ABOUT CHANGE In the table 2.0 above, employees view on change were asked in different ways. The result collated in percentage are shown below QUESTION 1: CHANGE IS CONSTANT IN EVERY ENVIRONMENT Strongly agree = 2455/2575 *100 = 95.34% Agree = 80/2575*100 =3.11% Neither Agree nor Disagree = 40/2575 *100 = 1.55% Disagree = 0 = 0% Strongly Disagree = 0 % QUESTION 2: RATE OF CHANGE IS FASTER IN TODAYS BUSINESS ENVIRONMENT Strongly agree = 2525/2575 *100 = 98.06% Agree =32/2575*100 =1.24% Neither Agree nor Disagree = 12/2575 *100 = 0.47% Disagree = 6 = 6/2575 * 100 = 0.23% Strongly Disagree = 0 % QUESTION 3: ORGANISATIONS ADAPTS TO CHANGES QUICKLY Strongly agree = 851/2575 *100 = 33.05% Agree =792/2575*100 =30.76% Neither Agree nor Disagree = 700/2575 *100 = 27.18% Disagree = 132/2575 * 100 = 5.13% Strongly Disagree = 100 /2575*100 = 3.88% 3.3.2 EMPLOYEES READINESS TOWARDS CHANGE Analysis of employees readiness to change was accessed based on their response to the survey question that dealt with it. Their result is displayed in percentages below QUESTION 1: EMPLOYEES DO WELCOME ORGANISATIONAL CHANGE Strongly agree = 395/2575 *100 = 15.34% Agree =248/2575*100 =9.63% Neither Agree nor Disagree = 300/2575 *100 = 11.65% Disagree = 1000/2575 * 100 = 38.83% Strongly Disagree = 632/2575*100 = 24.54% QUESTION 2: EMPLOYEES ARE ALWAYS COMFORTABLE FOR RETRAINING Strongly agree = 800/2575 *100 = 31.07% Agree =549/2575*100 =21.32% Neither Agree nor Disagree = 638/2575 *100 = 24.78% Disagree = 355/2575 * 100 = 13.79% Strongly Disagree = 233/2575*100 = 9.05 QUESTION 3 EMPLOYEES ARE VICTIMS OF ORGANISATIONAL CHANGE Strongly agree = 1875/2575 *100 = 72.82% Agree =525/2575*100 =20.39% Neither Agree nor Disagree = 100/2575 *100 = 3.83% Disagree = 50/2575 * 100 = 1.94% Strongly Disagree = 25/2575*100 = 0.97 QUESTION 4: EMPLOYEES CONCENTRATES MORE ON THEIR JOB THAN THE SECURITY OF THEIR JOB Strongly agree = 20/2575 *100 = 0.78% Agree =200/2575*100 =7.77% Neither Agree nor Disagree = 320/2575 *100 = 12.43% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1235/2575*100 = 47.96% QUESTION 5: EMPLOYEES UNDERSTAND THE ORGANISATIONAL GOALS AND OBJECTIVES Strongly agree = 532/2575 *100 = 20.66% Agree =325/2575*100 =12.62% Neither Agree nor Disagree = 1000/2575 *100 = 38.83% Disagree = 177/2575 * 100 = 6.87% Strongly Disagree = 541/2575*100 = 21.01% 3.3.3 EMPLOYEES VIEW ABOUT MANAGEMENT EFFECTIVENESS ON ORGANISATIONAL CHANGE QUESTION 1: MANAGEMENT DECISIONS ON ORGANISATIONAL CHANGE ARE EFFECTIVE Strongly agree = 6/2575 *100 = 0.23% Agree =30/2575*100 =1.17% Neither Agree nor Disagree = 500/2575 *100 = 19.42% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1239/2575*100 = 48.12% QUESTION 2: MANAGEMENT RESPECTS EMPLOYEE VIEW IN MAKING DECISION Strongly agree = 45/2575 *100 = 1.75% Agree =50/2575*100 =1.94% Neither Agree nor Disagree = 325/2575 *100 = 12.62% Disagree = 600/2575 * 100 = 23.30% Strongly Disagree = 1555/2575*100 = 48.12% QUESTION 3: MANAGEMENT CONSIDER EMPLOYEES AS CO-PARTNER IN ACHIEVING ORGANISATIONAL GOALS AND OBJECTIVES. Strongly agree = 41/2575 *100 = 1.59% Agree =100/2575*100 =3.88% Neither Agree nor Disagree = 400/2575 *100 = 15.53% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1234/2575*100 = 47.92% QUESTION 4: MANAGEMENT COMMUNICATE EFFECTIVELY WITH STAFF Strongly agree = 340/2575 *100 = 13.20% Agree =600/2575*100 =23.30% Neither Agree nor Disagree = 200/2575 *100 = 7.77% Disagree = 1235/2575 * 100 = 47.96% Strongly Disagree = 700/2575*100 = 27.18% QUESTION 5: MANAGEMENT GIVES NECESSARY TRAINING AND SUPPORT TO ENABLE STAFF TO DO THEIR JOB MORE EFFECTIVELY Strongly agree = 343/2575 *100 = 13.32%

The Executive Summary of the Business Plan :: Business Plans Financial Statements Essays

The Executive Summary of the Business Plan The executive summary is the most important part of the business plan. Many people will only read this. The summary in itself will not secure an investor, however, it can loose them. Quality - the quality of the summary must therefore be outstanding and you should pay particular attention to it. Obtain critical feedback from others on your drafts. Stand-alone - it is also used as a stand-alone document when introducing the project to others so it must be able to capture interest and entice the reader to take the next step and request more information - and secure a meeting. Style – cogent and terse. It should be direct and organized as a series of bulleted paragraphs, each deals with one key area. No waffle. Length - ideally one page, and certainly not more than two pages. Content - it needs to:  Introduce the project in terms of what area it is concerned with, what it is trying to do, and list the key individuals and advisors involved  Describe the stage the project reached particularly in terms of the "readiness for market" of its products, or product concepts, and outline any intellectual property, such as patents, that may support the products  Highlight the main market characteristics, including size and growth, and specify the market opportunity that you are addressing  State the central competitive advantages of your products and/or processes, how distinct they are from the competition and in what way, and how these are important to customers  Summarize the objectives of the company in the short and long term, and quantify these with specific numbers. Outline the key strategies you will use to achieve them  Include any "evidence of success" - this may be trade reviews, analyst comments, sales or partnership agreements, working prototypes, market testing, etc. which help to make the project more tangible to the reader and raises confidence in the project  Highlight any other key issues that should be noted  State your finance requirements and what stake in the company is available for this (see Financial Structure), and the planned exit strategy for the investor - i.e. how the investor will realize their return from the project. For more on this click Financing Structure. Example Text:  XYZ Company Limited is an Expert Design Consultancy focusing on Packaging Design Solutions for â€Å"Fast Moving Consumer Goods† (FMCG) in the Personal Care industry.

Food Web

ecosystem. In a forest, if deer become rare or get wiped out by a disease of any natural calamity, the predator. such as lion. can feed on other animals such as fox, *olf, crane etc. till the usual prey animals are available again (see Fig. 14. 3). In brief, we can say that many interlocking food chains make it possible for the living beings to survive minor or major ‘setbacks and changes in their surroundings. Thus, inteiloctiig food chains provide st;bility td the ecosystem.Fig' 14'3: A food web showing the main food links. Note that the starting point for each chain is a plant, and several food chains are interconnected to form a food web. 14. 3. 4 Energy Flow in the Ecosystem The principal source ofenergy for any ecosystem is sunlight. In the earlier sub-section (14. 3. 1) you have studied that solar energy is converted by plants into food materials, and is stored within the body of the plant. All food materials that we or other animals consume are anufactured directly or i ndirectly by plants. Think of your breakfast, bread is made of a cereal that is produced from plant material. egg from hen which has fed on plant products; and milk from cow which has consumed grass or fodder derived from ptants. In a nutsheli, the energy that we obtain from plants either by burning wood or by eating them, represents the solar energy trapped by the plants. We are dependent on the stored resources of solar energy.When we eat meat, we obtain energy that had been stored by plants several years before and then taken up by an animal like a goat through grazing. ffi†n *† cut firewood for fuel, we obtain energy accurnulated and stored by trees for perhaps a century or more. when we burn coal or petroleum, we obtain solar energy rto. â€Å"d by piant life, millions of years ago. Now let us trace the energy flow through an ecosystem. This is represented diagramatically inFig. l4. 4. Fig. 14. 4: Energy flow in an ecosystem.