Virgin Atlantic Airlines

Executive Summary The aim of this write up is to provide a brief overview of Virgin Atlantic Airlines, its purpose, mission and vision statement. The key stakeholders of the VAA and the duty of care VAA owes to these stakeholders are analysed. Being a global service provider, Virgin Atlantic & British Airways are affected by various political, socio-economic and technology factors and these are reviewed. The macro economic factors, such as fiscal & monetary policies and how it affects these airlines are studied. Furthermore, the impact of EU on the airlines industry and BA & VAA in particular are detailed. 1A Introduction: In the United Kingdom, the Virgin group is a very popular and preferred brand. Virgin Atlantic is a subsidiary of the Virgin group and is one of the major airlines in the UK led by Sir Richard Branson where the Virgin group owns 51% of the shares and the remaining 49% owned by Delta Airlines, USA. The mission statement of Virgin Atlantic is â€Å"to embrace the human spirit and let it fly†. Virgin Atlantic operates short and long haul flights across 35 different destinations covering the Americas, Europe, Asia Pacific, Middle East, Far East and Australia. Purpose of VAA (Virgin Atlantic Airlines) In 1984,Sir Richard announced his decision to operate Virgin Atlantic Airlines that would provide world class quality and great value for money. By the end of the 80’s there were more than one million loyal passengers travelling with VAA, one of the first airlines to provide individual TV screens for the passengers. In the 90s, the business developed further given the competitive pricing, the unique service offerings and the introduction of the Premium economy was a great hit with the customers. In 1999, 49% of Virgin Atlantic’s shares were sold to Singapore Airlines. VAA vs Fire Services Virgin group is one of the well-known business establishments and the purpose of VAA is to expand the service line offering of the business in order to earn profits. Unlike the fire services, which is used to cater to the emergency needs of the people of the country and safeguarding them, the primary purpose of VAA is to be able to cater to the travel demands of the public and to be able to run it as a marketable business. Keeping this in mind, the main objectives of VAA is to earn profits and be able to service the customers in an effective way to ensure customer loyalty is maintained. As opposed to the fire services, the VAA faces stiff competition from various other airlines. The key accountability for VAA would be towards its customers and key stakeholders including the board of directors and the shareholders whilst the key accountability for the fire services would be to that of the general public by ensuring that there is transparency and all funds allocated by the government are used in an appropriate manner. The services offered by Virgin Atlantic caters to the luxury and travel needs of the people and the services offered by fire services are basically around protecting the people, responding to emergencies and also improving the safety within local communities. Virgin Atlantic Stakeholders, Strategies and Responsibilities Virgin Atlantic has various key stakeholders and owes a duty of care towards all the key stakeholders. To be able to manage all the stakeholders and to ensure that they are happy, Virgin Atlantic has various policies.The key stakeholders of Virgin Atlantic include:Shareholders; Customers; Employees; Vendors; Government Agencies; NGOs; Community at large. To ensure that the shareholders are satisfied, VAA achieves its primary objective of earning profits and ensuring that all the shareholders receive a good Return on their investments. Customers are given world class treatment and Virgin Atlantic is very well-known for their quality customer services. Customers always come first with Virgin Atlantic and this has been a new concept in the airlines industry. A good in-flight entertainment service, VIP treatment for first class customers including opting for a beauty therapist, check-in by chauffeur to avoid waiting in the queue, flexible meal service options etc, are examples of customer care standards that have been set by the airlines. VAA also takes customers safety seriously. Employees who form the integral part of the VAA community and VAA is committed to serve its employees better. Good work is recognised by the rewards and recognition program and Virgin Atlantic provides world class training to all its employees. Virgin Atlantic has a good diversity policy and is strictly against discrimination. All employees are treated with respect and honesty. Equal opportunity is provided to all employees and potential candidates who aspire to become a part of the Virgin Atlantic team. Vendors play a key role in the Virgin Atlantic community. Virgin Atlantic has strict policies about creating lasting relationships with vendors and aims at sourcing goods responsibly. All suppliers are thoroughly screened to ensure that key international standards such as Human Rights Convention by UN and International Labour Convention laws are met. Environment & Community: As its commitment to the environment, Virgin Atlantic has incorporated ‘Change is in the Air’ (CIITA) strategy which aims at reducing carbon footprint by using novel technologies and fuels to increase efficiency. Virgin Atlantic is keen on becoming energy efficient and sources sustainable energy where possible. It has a strong recycling and reuse policy which reduces waste and ensuring sustainability. 1B: Impact of Fiscal & Monetary Policies on VAA Fiscal policy can be defined as the policy whereby the governments change the levels of tax and its spending in order to have a positive impact on the nation’s economy. It helps redistribution of wealth, decreases in unemployment rates and provides a way to effectively control the economy. Fiscal policies can either be expansionary or reductionary. An expansionary fiscal policy encourages the growth of the economy by means of expanding the supply of money to combat inflation. This can be done either by cutting down taxes or by increasing the spending of the government (Chambenlin 2009). Fiscal policies are effective when it comes to reduction of unemployment in the shorter term. However, in the long-term they cannot bring in much change as the supply curve is vertical and pushing the demand curve would lead to pushing in the prices, which results in inflation (Gillespie, 2008) Monetary policy on the other hand can be defined as the action that is taken by the central bank or other financial regulators to determine the rate of growth of money supply. It also influences the demand and supply of money as it impacts the interest rates (Chambenlin 2009). The recession has had a very bad impact on Virgin Atlantic. The increase in the competition in the transatlantic services and given the rise in the fuel prices, the airline has seen a loss of ?135m. The airline has also frozen salaries of employees for the current period and has cut over 600 jobs which accounts for 7% of its workforce. Virgin Atlantic has not planned clearly and anticipated the costs. If the planning had been done effectively, Virgin Atlantic would not be facing issues due to increase in fuel prices. Oil is one of the key costs that is incurred by Virgin Atlantic and hence it has a serious impact on the Airlines. Also, in the recession of 2008, there has been a decrease in the passengers for long-haul flights which combined with the oil price has led to a loss of ?150m in 2009. Virgin Atlantic can take advantage of the expansionary fiscal policy whereby there is a cut on taxes and the expansionary monetary policy on the reduction in the interest rates as opposed to contractionary monetary policy. Reduced tax rates would help Virgin Atlantic transfer the reduced costs to the customers and expansionary monetary policy would help reduce exchange rates which would therefore help Virgin Atlantic to export oil at reasonable costs. Given the poor demand for travel due to increase in costs, Virgin can make use of the savings that it has achieved by using expansionary monetary and fiscal policies by slashing down the costs of travel, which would promote and encourage more customers to use their services. Though VAA has been hit by recession, making use of these policies should enable Virgin to regain some of its losses. 1F Benefit for Virgin Atlantic through International Trade Being a global brand servicing various destinations has been a key benefit for Virgin Atlantic as well as British Airways. There are various advantages of International Trade for Virgin Atlantic. These include: Increase in profits: International trade and servicing various locations globally has led to increase in profits for Virgin Atlantic and British Airways. More Sales: Having been a success in the UK and the second largest Airlines in the UK, global destinations and international trade were the next logical steps which increased the sales and turnover of Virgin Atlantic. The same holds good for British Airways. Dependence on one market reduced: International trade helps reduce dependence on one local market. If due to various reasons one market segment fails, another segment can be used thus reducing sole reliance on specific market segments. Better competitiveness in local markets: Serving international destinations and becoming a global brand has increased knowledge, services and experiences for Virgin Atlantic which makes it a very tough competitor amongst local airlines. Expansion into the international market also gives British Airways and Virgin Atlantic new ideas to be able to s atisfy all their key stakeholders, good marketing techniques to promote their ideas and better customer services. Market diversification: Diversification into the global markets has helped BA & VAA to be able to leverage better its resources and make use of booming markets in a bad economy. 1G Global Factors Affecting BA/VAA Both British Airways and Virgin Atlantic are global brands operating on various international locations. There are various key factors that affect the operations of both BA and VAA which relate to the global factors. Political Factors Airlines industry is highly regulated by governments and there are various laws that determine where the airlines can fly, the services offered, planning, their policy and strategies as well as pricing. For airlines to be in the business it is mandatory for them to adhere to these rules and regulations. Thus, compliance is one factor that affects both British Airways as well as Virgin Atlantic. Since both British Airways and Virgin Atlantic operate both nationally and globally there are pivotal national and international laws and obligations, such as H&S regulations, security legislations, taxes etc. For instance, the VAT that has been increased to 20% would affect the stakeholders of both Virgin Atlantic and British Airways. There are various operating restrictions due to political factors. One way to overcome these restrictions is to have tie ups with national carriers. Thus, political factors have a great influence on the operating environment of the airline industry. Economic Factors Recession, and the cost of fuel, and other economic factors, such as cost of having empty seats play a major role which affects the activities of Virgin Atlantic and BA. Global economic markets, strong/weak home currency influences the costs of travel. In a bad economic situation companies might tend to cut down on their travel costs and discourage employees from taking a flight. An increase in the price of the fuel might force BA & Virgin Atlantic to transfer its costs to the end customers making it more difficult for people to afford. Any fluctuation in the oil price will have a direct impact on the currency which in turn impacts the cost of flying for both British Airways and Virgin Atlantic. Social Factors International airlines, such as British Airways and Virgin Atlantic, that serve various nations need to understand the social and cultural values of the destinations served in order to be able to successfully drive the business. Social and cultural values encompasses all aspects of understanding the special needs of the destination, the key holidays and any special arrangements that might have to be taken into account while serving a specific destination. For example, the meal choices have to be restricted to non-pork based foods whilst serving Muslim nations to not only ensure the sentiments are catered to and also to drive business in these locations. Technology Factors Technology provides a competitive advantage to businesses and there is an increasing demand for the use of the latest technology to enable customers to get a better experience. Having a good e-commerce application to provide customers a portal to purchase tickets, fast check-in services online would be useful as it would cater to the more tech-savvy and young customer base. However, British Airways and Virgin Atlantic should make sure that they are not overly reliant on using high-end technologies as this might lead to the isolation of certain groups that are not entirely comfortable using these high end technologies. BA & Virgin Atlantic should therefore find a good balance between these two and should be able to optimise the use of technological advancements and leverage the opportunities appropriately. 1H Impact of EU on BA & VAA The EU has a great impact on both British Airways and Virgin Atlantic. The EU has enabled an increase in competition in the market. An increase in the competition and a market promoting a healthy competition would now mean that both BA and VAA have to face a lot of competition from various operators within the EU. Hence, in order to be able to successfully steer the business, it is key that BA & VAA keep their prices at check, increase their value added services, and build on their brand value and their unique selling point to ensure customer loyalty and also to attract more customers. The EU has various positive impacts on BA & VAA. Tourism is the third largest sector in the EU and there is a lot of scope for development. EU has had talks with the aviation industry to promote sustainable and reliable services within the EU and BA & VAA can take advantage of this to provide high quality services to the customers. The EU has relaxed its visa policies for member states and also promotes fair international trade system that improves competitiveness and has opened up its markets by unblocking tariff and non-tariff barriers making. This promotes trades and import and export of goods and services. Indirectly this help travel to and from various European Union nations. This can be used by British Airways and Virgin Atlantic to offer specialised services to businessmen and frequent flyers to and from Europe. Relaxing trade restrictive measures means that there are various political factors that are relaxed and this paves way for better collaboration and negotiation. Opening up the markets would mean that the procurement of goods and services can be accessed and available freely across EU without restrictions. This removes any legal and regulatory obstacles that British Airways and Virgin Atlantic faces and helps promote growth and sales in the industry. Increased competitiveness within the EU would mean access to better services, keeping prices in check and ensuring that the brand value is maintained. Conclusion This paper helped to identify the vision and the mission statement of Virgin Atlantic, how it is different from other services. It identified the key stakeholders of the airlines and the responsibilities of Virgin Atlantic towards its stakeholders were discussed in detail. The fiscal policies and monetary policies were then explained and how these related to Virgin Atlantic were also specified. A PEST (Political, Economic, Social & Technology) factor analysis was done in order to understand various global factors that affected Virgin Atlantic & British Airways. Finally, the impact of the EU on BA & Virgin Atlantic was discussed in terms of competition, trade restrictions and markets. Works Cited Virgin Atlantic. (2014, September 2014). Retrieved on 06/09/14 from http://www.virgin-atlantic.com/us/en.html Investopedia. (2014, September 2014). Retrieved on 06//09/14 from http://www.investopedia.com/terms/e/europeanunion.asp European Monetary Policy. (Septmber 2014). Retrieved on 06/09/14 from http://dictionary.reference.com/browse/european+monetary+union Chamberlin, G. (September 2009). Economic Review Sep 2009. Economic and Labour Market Review Gillespie, A. (June 2009). Foundations of Economics. New York; Oxford University Press

Child Marriage in India

To be defined at length in a later section, child marriage is most simply, for our purposes, a marriage in which the wife is below the age of eighteen at the time of consummation. The practice of child marriage in rural India is deeply rooted in cultural values and grounded in social structures. And despite laws that prohibit child marriage, the practice is still extremely prevalent in many regions. Though the statistics are contentious, it is estimated that in some parts of India, like the state of Rajasthan, nearly 80 percent of the marriages are among girls under the age of fifteen† (Gupta, 2005, p. ). In India overall, roughly 47. 6 percent of girls are married by the age of eighteen (The implications of early marriage, 2004). Despite international human rights efforts, the eradication of child marriage is greatly hindered by the intertwined social issues that often lead to and are then in turn reinforced by the practice. Various underlying social factors inform why child marriage exists, including: traditional gender norms; the value of virginity and parental concerns surrounding premarital sex; pressure of marriage transactions (or dowries); and poverty (Amin, Chong, & Haberland, 2007). The social outcomes of child marriage are also significant, and often devastate communities in which these practices take place. Societies in which child marriage takes place have higher rates of early childbearing, unwanted pregnancies, maternal and infant mortality, sexually transmitted diseases (including HIV/AIDS) and unsafe abortions. Additionally, adolescent girls placed in child marriages are often deprived of basic health care and health information, and achieve extremely low educational attainment (Mathur, Greene, & Malhotra, 2003, p. – 11; Bruce, 2007; Amin, Chong, & Haberland, 2007). Apart from these health and societal consequences, such marriages also affect girls’ individual experience as social actors. Early marriage negatively affects girls’ social networks, decision-making power, and ability to negotiate with partners—all of which do influence the health and well being of the individual (Bruce, 2007). In many ways, the social issues that emerge from the practice of child marriage also serve to reinforce it—creating a vicious cycle. This cyclical pattern is just one reason why the practice has yet to be eradicated despite international pressure and legal interventions. Each of the problems that informs child marriage intersects in complex ways and the result is an incessant and engrossing problem that impacts all aspects of the social worlds in which it takes place, from the well-being of the individual girls to the economic, political, and cultural structures of general Indian society. What is most urgent about child marriages in India, however, is the relationship between child marriage and the increasingly severe Indian HIV epidemic. The rates of HIV in India are a topic of great debate between the Indian government and both Indian and International NGOs. Yet, there is a consensus that HIV, once an urban phenomenon in India that was primarily transmitted within high-risk populations is now gaining momentum in rural areas (â€Å"Fears Over India,† 2005). These trends are alarming and suggest that the cultural contexts in which these HIV rates are climbing need to be addressed. Additionally, recent research has found links between HIV and early marriage in communities across the globe. †¦[T]he majority of sexually active girls age 15-19 in developing countries are married, and married adolescent girls tend to have higher rates of HIV infection than their sexually active, unmarried peers† (The implications of early marriage, 2004, p. 1; Clark, Bruce, & Dude, 2006, p. 79). HIV/AIDS in India The Indian HIV/AIDS epidemic is relatively new, and, once limited to high-risk urban populations, HIV is rapidly emerging as a problem for general communities within Indian society (â€Å"Fears Over India,† 2005). HIV/AIDS is becoming widespread, and as it reaches new populations, it poses new problems. As child marriage is fundamentally a rural phenomenon in India, the particular plight of HIV in rural areas must be discussed. Issues like how to educate and provide treatment for people in poor, rural areas are emerging, and new cultural pockets of Indian society must be understood in order to more effectively implement these programs. Though contentious, recent figures estimate that roughly 2-3. 6 million people in India are infected with HIV. This places India third worldwide for the number of HIV cases within a country. â€Å"Overall, 0. 36% of India’s population is living with HIV. † While this may seem low, given the vast population of India, the actual number of people who are HIV-positive is remarkably high (Overview of HIV/AIDS, 2008). And in Rajasthan, the largely rural state in which the project will be conducted, it is believed that there is a prevalence of nearly 5%–extremely high for India (â€Å"AIDS in India,† n/d). Many who work in the health sector claim that they are witnessing a rapid rise in infections to new populations. Sujatha Rao, director-general of the government’s National AIDS Control Organisation, says doctors are increasingly seeing women infected by their husbands,† a population typically not targeted by reproductive health programs (â€Å"Vast Distances a Barrier,† 2008; Santhya & Jejeebhoy, â€Å"Early Marriage,† 2007). There is also evidence that knowledge of HIV is extremely low in the rural areas where the study will be conducted, particularly among women. The National Family Health Survey reports that only 19% of ever-married rural Rajasthani women aged 15-49 had ever heard of AIDS, compared to 65% of their male counterpart. Aside from the gender discrepancy of knowledge across India, however, a rural/urban dichotomy was especially pronounced among women (2005-2006 National Family-Rajasthan; 2005-2006 National Family-India). This lack of knowledge unsurprisingly also appears to influence behavior. Among currently married rural women, aged 15-49, only 38% used any â€Å"modern method† of family planning, compared to 55. 8% of their urban counterparts. More importantly, only 3. 1% of married rural women have used a condom (the only method in the analysis that would protect against HIV), compared to 13. 3% of urban married women. Furthermore, only 14. % of ever-married rural women (ages 15-49) knew that consistent condom use can reduce the changes of HIV/AIDS, in comparison to 61. 6% of their urban counterparts (2005-2006 National Family-Rajasthan; 2005-2006 National Family-India). A recent New York Times article reports that the rural problem of HIV is made more pronounced by the difficulties that HIV-positive people in rural communities face when attempting to get tested and treated. Many patients travel long distances each month to receive government-sponsored antiretrovirals, but the cost and time required for such a journey is difficult for many to achieve. In consequence, many patients simply give up on treatment, â€Å"an anathema in HIV therapy as it gives rise to drug resistance. † One doctor notes, â€Å"Travel can affect drug compliance. Patients who don’t get family support, women who may not like to travel along will just give up† (â€Å"Vast Distances a Barrier,† 2008). Child Marriage For the purposes of our discussion, child marriage is identified as a marriage that takes place before â€Å"exact age 18†Ã¢â‚¬â€a definition adhered to by UNICEF and other international organizations (Bruce, 2007). This definition is at odds with the definition provided by India’s recent Prevention of Child Marriage Bill, which states that a â€Å"†¦Ã¢â‚¬â„¢child’ [is] a person who, if a male, has not completed twenty-one years of age, and if a female, has not complete eighteen years of age† (The Prevention of Child Marriage Bill, 2004). While this discrepancy will be analyzed further below, given that eighteen is largely considered the age of consent, it is this standard to which our definition will be held. It should be noted that the betrothal of a marriage can happen at any time, and often will occur at birth. But that marriage is not defined as a child marriage unless the wife is given to her spousal family, and the marriage is consummated, before she reaches the age of eighteen. Furthermore, as most child marriages take place among girls who are minors, with male partners who are of age, whenever the term â€Å"child marriage† is used in this project, it is referring to a marriage that involves a female child. Child marriage has not been ignored by Indian or international policymakers, yet enforcement of these laws has been virtually impossible. The Indian government is often portrayed as uncomfortable when dealing with personal laws within distinct communities that are not derived from grassroots movements (Burns, 1998; Yadav, 2006, p. 7). Despite this, laws have been on the books for over a decade. In 1994, a Marriage Bill was introduced which â€Å"recommended†¦the enactment of a uniform law relating to marriages and [provided] for the compulsory registration of marriages, with the aim of preventing child marriages and also polygamy in society. † Yet, this law did not pass and in Rajasthan, to this day, there is no compulsory marriage registration (Yadav, 2006, p. 0). This legislation has been preceded by various attempts to limit the practice and legislate the age at which girls are married. In the 1880s, discussions of the first Age of Consent Bill began, and finally, in 1927, it was declared that marriages with a girl under twelve would be invalid. In 1929, India began to prohibit the practice of all child marriage by instituting the Child Marriage Restraint Act. In 1978, the Child Marriage Restraint Act was amended to â€Å"prescribe eighteen and twenty-one years as the age of marriage for a girl and boy respectively† (Yadav, 2006, p. 7). Due to the illegality of child marriage, the number of girls who are put into child marriage in Rajasthan is extremely difficult to know. And particularly due to differing definition employed by researches, no consensus yet exists among those who have tried to obtain a number. Researchers claim that, in Rajasthan, the number of girls married off before age eighteen is somewhere between 55. 5% and 80% and other researchers estimate that roughly 56% of Rajasthani marriages occur with girls under the age of fifteen (Yadav, 2006, pl. 10; Burns, 1998). Therefore, there is overwhelming evidence that child marriage is occurring in Rajasthan in large numbers, despite the laws against it. Why is child marriage occurring? What social, cultural, and economic contexts inform the persistence of this practice? Some assert that Rajasthani people either do not understand the law or simply ignore it (Yadav, 2006, p. 37). In a New York Times article outlining the practice of child marriage in Rajasthan, it was stated that â€Å"Each year, formal warnings are posted outside state government offices stating that child marriages are illegal, but they have little impact. In a discussion with a village elder in Rajasthan, the elder stated, â€Å"Of course, we know that marrying children is against the law, but it’s only a paper law† (Burns, 1998). Therefore, he suggests that the law is perceived as unimportant, allowing families to simply ignore it, and often without penalty. Additionally, cultural and social contexts still highly value this practice and Indian families often turn to child marriage to help cope with social conditions in disrepair. To approach this, I will first discuss the gender norms in India. How are women perceived? What are the practical implications of these norms? Secondly, I will discuss the value placed on virginity and understandings of premarital sex. Thirdly, I will discuss the economic factors that continue to promote the practice. And finally, I will briefly discuss the major consequences of child marriage, which will move us into a discussion of the links between child marriage and HIV. Child marriage is deeply embedded in ideals about the role of women and the status of girls in Indian culture (Gupta, 2005, p. 3). Understandings of the Indian family and a wife’s role more generally give huge amounts of insight to the status of women. Within the context of a patrilocal family ideology, girls are â€Å"reared to be obedient, selfsacrificing, modest, nurturant, hardworking and home loving. † In an interview with Seymour in the 1960s, â€Å"†¦one Indian gentleman expressed†¦, ‘American girls are given too much independence. A girl should marry young, before she has the chance to develop independent ideals. † By marrying girls young (and enhancing the disparity between her and her husband’s age), the male-based hierarchy is best preserved (Seymour, 1999, p. 55). Males are quite simply valued more in Indian families. They act as the head of the household, the breadwinners and the decision makers. These values are imbued from an early age and as the transition to adulthood is marked with marriage, these gender norms become particularly pronounced (Segal, 1999, p. 216; Gupta, 2005, p. 1; Yadav, 2006, p. 1; Seymour, 1999, p. 97). A woman’s primary role in the home is to produce sons, as this will bring honor to her family, and an heir for her husband. â€Å"In a society that stresses patrilineal descent, to bear children, especially sons, is critical, and girls learn from an early age that this is their responsibility† (Seymour, 1999, p. 7). Motherhood is additionally critical in order to establish the wife as a member of her husband’s family. As Indian families take collective care of children, producing a new family member is heavily prized and brings the newlywed status (Seymour, 1999, p. 99). How do women feel about their status and role in society? Seymour writes that, â€Å"Women are the moving pieces in an exchange system that creates extensive webs of kinship. Is this a hardship for them? Yes, for they must leave the security of their own family and join a different family. Do they find it oppressive? Sometimes, but not generally† (Seymour, 1999, p. xvi). Though others argue that â€Å"cultural dictation of female role and lack of continued financial and emotional support, predominantly from spouses and other family members, were influential factors in [high rates of depression among women]† (Jambunathan, 1992). The low value of girls is also reflected in traditions of female infanticide and abortions of female children and research that shows that women are by and large â€Å"neglected† by Indian society, resulting in poor health care and a high number of preventable deaths (Miller, 1981, p. 8; Segal, 1999, p. 218-220). In one survey, 52% of Indians said that they would get a prenatal diagnosis to select a male, as opposed to 30% who would in Brazil, 29% in Greece and 20% in Turkey (Segal, 1999, p. 219). These patterns have resulted in a worsening sex ratio in Rajasthan. It is estimated that between 750 to 850 girls are born per 1000 boys, a problem that not only reinforces these negative ideals about gender, but also could potentially be devastating to the longevity of Indian communities (Indian Census, 2001; Kristof, 1991). An Indian obstetrician interviewed for The Hindu stated that these days, it is extremely rare to see a family with two daughters, and some families do not even have one. In communities like Rajasthan, â€Å"people want to pretend they are modern and that they do not discriminate between a girl and a boy. Yet, they will not hesitate to quietly go to the next village and get an ultrasound done† (Thapar, 2007). And in a statement by UNICEF, the organization â€Å"†¦[says] that for most of the female fetuses that survive, ‘birth is the only equal opportunity they will ever get’† (Segal, 1999, p. 20). Additionally, child marriage is greatly informed by ideals of virginity—a cultural notion that has huge impacts on the intersections between HIV/AIDS and child marriage. â€Å"An unmarried, chaste girl symbolizes family honor and purity and is considered a sacred gift to bestow upon another family† (Seymour, 1999, p. 55). To exacerbate the outcome of these ideals, myths supposedly abound that men can be cured of various diseases, including gonorrhea, mental illness, syphilis and HIV by having sex with a â€Å"fresh† girl, a virgin. Bhat, Send, & Pradhan, 2005, p. 17; Burns, 1998) But as much as cultural ideals are echoed in the practice, â€Å"tradition has been reinforced by necessity† (Burns, 1998). Poverty is often cited as one of the major factors contributing to child marriage (Bhat, Sen, & Pradhan, 2005, p. 15). â€Å"Child marriage is more prevalent in poor household and in poor communities. Almost all countries in which more than 50 percent of gir ls are married before the age of 18 have GDP per capita under $2000 per year† (Gupta, 2005, p. 3). For families in poverty, marrying a daughter early can mean lower dowry payments and one less mouth to feed (Bhat, Sen, & Pradhan, 2005, p. 16). â€Å"An investment in girls is seen as a lost investment because the girl leaves to join another home and her economic contributions are to that home—so the earlier she is married, the less of a loss the investment† (Gupta, 2005, p. 3). What is devastating about the child marriage problem, beyond the human rights abuses, is the way in which it impacts both the individual and the community and the manner in which the practice reinforces itself. Impoverished parents often believe that child marriage will protect their daughters. In fact, however, it results in lost development opportunities, limited life options, and poor health† (Child marriage fact sheet, 2005). Child marriage continues to be immersed in a vicious cycle of poverty, low educational attainment, high incidences of disease, poor sex ratios, the subordination of women, â€Å"and most significantly, the inter-generational cycles of all of these† (Bhat, Sen, & Pradhan, 2005, p. 21; Gupta, p. 1-2).

Breakfast Is the Most Important Meal of the Day Essay

Breakfast is considered the most important meal of the day, and for good reason. There are a few reasons people don’t eat breakfast in the morning such as not feeling hungry or to try and limit calories. However, skipping breakfast can lead to a number of problems when it comes to trying to lose weight and keep it off. If you are trying to achieve or maintain a healthy weight, consider the following reasons to eat breakfast each and every morning. It Revs up Your Metabolism Eating breakfast is a great way to get your metabolism working well for the day. When your body receives food in the morning, it tells your brain that you’re going to need to start working to digest it. This wakes up the system and warms up the metabolism so it’s ready to work throughout the day. When you don’t eat breakfast in the morning, your body thinks that it needs to conserve the energy it has because it isn’t getting any more through nutrition. This actually slows your metabolism down, which results in a decrease in the amount of calories you burn all day long. It Keeps You from Binging Not eating breakfast in the morning may save you calories for the time being, but it sets you up for failure throughout the rest of the day. This is because after not feeding your body for several hours overnight, a lack of food in the morning will leave you grumpy and hungry very early in the day. When lunch time rolls around, you’re more likely to choose something high in fat and calories to satisfy your food cravings, because you feel so ravenous. If you can hold off through dinner, chances are you will feel an overwhelming urge to snack all night long, which can really pack on the calories. It Keeps You in a Good Mood Feeding yourself in the morning will keep your spirits up throughout the day for a number of reasons. First and foremost, since your body won’t think that it’s starving after a nutritious meal in the morning, it’s easier to get in a good mood and stay that way. It also provides plenty of needed energy to help you get through the regular tasks of your day, which can help keep your mood bright and optimistic. A healthy meal in the morning can also help to regulate your blood sugar levels through lunch time, which plays a vital role in your mood. Overall, eating something for breakfast is better than eating nothing at all. The more balanced your meal is, the better off you will be. Instead of a breakfast of bacon, eggs and toast that will leave you feeling heavy and sluggish within just a few minutes, consider having a fruit smoothie and a bowl of oatmeal topped with fresh berries, which will invigorate your body and give you the energy needed to get through the day .

Assess the Components of Cash Flow Statements Research Paper

Assess the Components of Cash Flow Statements - Research Paper Example The implementation of any non cash undergoes changes. 2. There are two methods of preparing a cash flow statement namely;- direct method and indirect method. Direct method uses real cash flow data from the organization’s operations. It presents major classes of gross cash receipts and payments. It is typically used by small firms. While preparing a cash flow using the direct technique, items such as amortization of insubstantial assets, preliminary expenditures, depreciation, and debenture discount are disregarded from the cash flow statement given that the direct method is inclusive of non-cash and cash transactions. Indirect method derives the data from the income statement and from changes on the balance sheet from one period to the next. The income statement and the balance sheet are based on the accrual accounting. It is a partial communication of accumulation basis gains to cash basis gains. 3. Different components of the cash flow statement employ indirect method. For instance we arrive at net cash flow from operating activities indirectly by starting with reported net income and working backwards to convert that amount to a cash basis. Depreciation expense does not reduce cash, but it is subtracted in the income statement. In the indirect method, positive adjustments to net income are made for decreases in related assets and increases in related liabilities, while negative adjustments are made for increases in those assets and decreases in those liabilities (Brahmasrene et al, 2004). The next section of the Statement of Cash Flows is Cash Flows from Investing Activities. Usually, this part comprises of any long-term savings the business makes plus any investment in fixed assets, such as plant and equipment. The last section of the cash flow statement is Cash Flows from Financing Activities (Dechow, 1994). Here, you have to finance your firm with long-term bank loans that have an increase and this is prepared using long terms. If you unite the

North and South Korea Essay Example | Topics and Well Written Essays - 500 words

North and South Korea - Essay Example About 57 years ago, North Korea together with her allies and US along with her allies mutually declared a cease fire. North Korea misunderstands South Korea thinking that she wants to exercise power on North Korea. In the recent years, enmity between North and South Korea has started to flare up because of killing. On 25 July, 2010, while military drills were taking place in the demilitarized zone of Korea which makes the interface between North and South Korea, it was quite unexpected of North Korea to start firing the troops in South Korea across the border. It was only after two rounds of fire were completed by the soldiers in North Korea that the South Korean soldiers began to counter-shoot. This was an overt expression of disrespect and humility made by North Korea towards South Korea. North Korea is supported by China whereas South Korea is supported by the US. China and US happen to be the two strongest countries of the world. Through interfering in the politics of Korea, US a nd China are actually availing the opportunity to express their strengths against each other. The tension may rise to the extent of causing the Third World War to break out.

Organizational Stress and Violence Literature review

Organizational Stress and Violence - Literature review Example In the Literature review, an idea was taken regarding the concept of stress management prevalent in the UAE. Besides, the causes and the impact of stress on police personals were also closely studied.   The paper aimed at finding out the relationship between labor productivity and the stress experienced by them. In order to reach an inference, studies were conducted in well over 20 multinational firms based in the United Kingdom. The appropriate research methodology was chosen for the study and the analysis reflects the use of stress management techniques in organizations. The quantitative regression analysis reflected positive results and showed that the use of effective stress management techniques benefits the organization considerably and helps to improve the overall productivity of the organization. The ideas of different stress management techniques were closely studied for the purpose and their benefits associated with raising the productivity were closely surveyed. To reach the conclusion a huge number of data collections were done which was a major part of the research work and their simultaneous analysis was done critically and minutely. Though positive results were derived from the research work still the research work was accompanied by a lot of limitations in the overall process. The definition of Stress has been debated over the years. The most accepted definition however framed defines stress as the undesirable and poor reactions which people exhibit when the excess amount of pressure and demands is exerted upon them. It is the general reaction which people reflects when they do not have the ability to cope with the demands. The common symptoms which reflect that a person is suffering from stress include insomnia, changes in behavior and increased addiction towards alcohol and drugs. In the case of work-related stress, the symptoms exhibited are different such as exhaustion and depressions. (Feilder, Lewis & Yarker, 2011) In the present business environment, the business exerts substantial pressures on the employees to utilize most of their productivity. However, sometimes the level of pressure becomes too excessive for the clients and gives rise to stress. The main reasons for stress which are encountered by the employees in their workplace are mentioned b elow.

The misconceptions of distance learning education Essay

The misconceptions of distance learning education - Essay Example The two main misconceptions associated with this type of learning is schools offering distance education do not implement a program of study at is as challenging as in a traditional school and achieving a college degree online involves less commitment and effort than an on-campus college diploma. Moreover, it is usually thought that all online schools are a scam. Inopportunely, diploma mills are present — they modestly sell grades to whomever is agreeable to fee for them, and it is from time to time startling who's eager to invest the money. There are numerous stories in the news bulletin about public bureaucrats who are found to have sham degrees. Such colleges advertise that they award "life experience" grades — likewise, the student can get a degree without quite doing any real effort. Those who acquire degrees in this style are endangering their occupation and their repute by getting involved in such things (Myths and Misconceptions about Distance Learning). Another misconception is that students usually miss out on the real interaction with the students and instructors. They lack the confidence which otherwise they could have gained if they were studying on campus studies. All over again, this hinge on upon the package and the university. Countless distance learning institutes hold "sessions" by the use of webcams and discussion rooms, allowing students to pin thier ears back to course talks by teachers and interrelate with other pupils. Indeed, some distance knowledge schools obligate that students post to a note board for their lecture a convinced number of times a week. If they do not do so, they endanger their grades. Group work concerning a number of undergraduates is also put up into the set of courses of a number of distance learning programs, and the undergraduates are graded on their group task. Degrees gotten through distance learning are achieving extensive recognition by employers all the while. Lots of employers bargain tuition r epayment to their workforces knowing full well that the grades are being received virtually or over other distance learning approaches. These consist of some of the major businesses in the United States. Bestowing to a 2004 study by the Sloan Consortium, approximately one-third of business teaching compensations went to online or amalgamated packages. Companies’ receive advantage from these packages in terms of more accomplished workers while their workforces do not have to resign work to follow higher education plans. A 2005 study directed by Vault.com exposed that 86 percent of firms would be eager to agree to take a job interviewee with an online gradation. (United States Distance Learning Programs, n.d. ) Brick-and-Mortar schools which also deal with distance learning packages use the identical prospectus and charges criterions whether a student is book learning at a distance or not. When delivering degrees or records, those universities don't insist on whether the course s were taken over the internet or on campus, for they are alike courses. Schools that are endorsed are predictable to abide by to assured education standards. If courses or tutors are not up to same level, schools danger being put on trial or even worse-losing their authorization completely. What is more, organizations like Harvard and Cornell bid distance learning sequences, and these are academies distinguished for the excellence of the schooling they be responsible for. (King, 2010) Distance learning is

Human Rights in China Essay Example | Topics and Well Written Essays - 3500 words

Human Rights in China - Essay Example This includes the region of Tibet bordering India which is linked with an independence movement from the mainland. Any reference to the breakaway island of Taiwan as being an independent entity, not under the jurisdiction of the Chinese mainland is further frowned upon and punished by the state (Zhongguo 193). Even the internet is said to be heavily moderated with content that supports Taiwan or the Free Tibet Movement being censored and violations of viewer ship being brutally punished with torture and other means so as to deter the population. It is public knowledge that the Chinese authorities use Microsoft, Yahoo and other companies to filter the use of certain words such as "Democracy" and other words deemed offensive by the authorities from Chinese chat rooms and instant messaging software (Gunther). Thus it is contended that the government interferes with the basic human right of freedom of speech and expression for its citizens and does not allow free ideas to float. The second major category of allegations against China regarding human rights violations relates to freedom of movement for its citizens. Since the formation of the People's Republic of China by Mao Ze Dong, the state has initiated a program of restricting where its citizens could stay and work. This was regulated utilizing a residency permit system whereby citizens were defined according to their geographical area and encouraged to stay in particular places (MacLeod). It further kept population divided between the urban and rural areas such that the problems accompanying rapid urbanization do not plague China. The allegations put against China are that it deliberately tries to stop the free movement of its citizens, with those wanting to...The second major category of allegations against China regarding human rights violations relates to freedom of movement for its citizens. Since the formation of the People’s Republic of China by Mao Ze Dong, the state has initiated a progr am of restricting where its citizens could stay and work. This was regulated utilizing a residency permit system whereby citizens were defined according to their geographical area and encouraged to stay in particular places (MacLeod). It further kept population divided between the urban and rural areas such that the problems accompanying rapid urbanization do not plague China. The allegations put against China are that it deliberately tries to stop the free movement of its citizens, with those wanting to move to urban areas or different provinces being punished in terms of less grain rations etc. This leads to the creation of a society where the rural workers are treated as second class citizens and a system akin to the South African apartheid (MacLeod). It undoubtedly helps the People’s Republic of China in controlling the problem of rapid urbanization and also helps regulate wage rates to some extent but it denies Chinese citizens the choice to move as they please and hence this restrictive system is a violation of fundamental human rights. Another chief point raised against China is that of marginalization of its rural population. This discriminates against people of various religions who because of their beliefs can not take part in political affairs and it closes an important avenue for them.

Nuclear Power Essay Example | Topics and Well Written Essays - 500 words - 1

Nuclear Power - Essay Example The problems that plague nuclear energy revolve around the materials it uses to create energy. Uranium is highly radioactive once it has been depleted all of its impurities in which is needed to power up nuclear reactors. Inside a nuclear reactor, the radioactivity is increased to more than a thousand times as a quantity of of the uranium is changed to a mixture of different irradiated elements. Most, if not all, of these radioactive elements are very hazardous to human beings because such materials are highly unstable to certain elements in the environment that either cause unexpected and damaging combustion or radioactive exposure or poisoning. The damages that could result from all this destroys not only the environment greatly; it also destroys human lives and welfare as well. There are many different ways through which people could be exposed to radiation such as inhalation of radioactive gases or particles, some radioactive elements found in the soil or water, eating or drinking of food, water or dust that are contaminated. Some radioactive elements mimic normal chemical elements in the ecology and make blend in with the food chain, poisoning the whole ecosystem. In contemporary and even recent human history, there are two events that show such sort of damage and hazard the risks of nuclear energy can do. First, there was the Chernobyl Accident in 1986 in Pripyat, Ukraine. Then, there was the Fukushima Nuclear Reactor in North Japan at 2011. At 1986, the Chernobyl Nuclear Reactor had a catastrophic explosion that completely destroyed the power facility and caused massive amounts of radioactive materials to spread throughout Europe, especially seriously damaging life and the environment of what was then the Union of the Soviet Socialist Republics or USSR. A forum by the International Atomic Energy Agency or IAEA (2005) stated that â€Å"the vast majority of about 5 million people residing in contaminated areas of Belarus,

Placement in a Law Firm Essay Example | Topics and Well Written Essays - 250 words

Placement in a Law Firm - Essay Example In regards to short-term goals, I have an objective to develop an ambitious personality  skills. To achieve the goals, I would enhance my interaction with the learning experience. This could be achieved through participation in classroom activities and conducting research on course requirements (Niles & Harris-Bowlsbey, 2002). Before graduation, one should possess full academic qualification and understanding on their career requirement. The two objectives could be achieved by ensuring that one takes part in all learning activities and completed all course subjects. Completion of the course effectively would enable a person to develop an understanding of their career requirements. Long-term goals are based on the ability to possess a complete understanding of career requirements and putting them into practice at the organization level. Two years after graduation, my goals would be to have worked in a law firm and achieved a total understanding of my career (Hazard & Dondi, 2004). W orking in a law firm may be on an internship basis. This experience would increase my understanding of the career (Sealy & Hooley, 2003).

Using a simple supply and demand framework, analyse the potential Essay

Using a simple supply and demand framework, analyse the potential factors that impact on the price of crude oil in both the short- and long-run - Essay Example Obviously, from the graphical illustration, more is supplied while prices are higher than when they are low. Looking at the demand curve, on the other hand, while prices are high at p1, then quantity demanded is low at Q1. This is unlike the case where prices are lower at p2*, at which the quantity demanded rises to Q2. (investopedia.com, 2011) Some of demand factors as well as supply may have an impact in the short-term while others will be experienced over the long-term. The latest oil price shock has been majorly attached to the demand factors as the driving force especially between the year 2004 and 2008. (Hamilton, 2008) In the short-run there are two experiences that are evident; higher demand levels and an inelastic supply curve. This in turn causes a price upsurge as far as oil is concerned. The reasoning behind this is that as demand escalates, a decline in the stocks of oil is experienced worldwide, in all main oil refineries in the globe. The prices of oil are then forced upwards. This gives a message to the suppliers of oil in the globe to grow their production. However, a hindrance arises since it is not possible to make some extra stock supplies in the short-run. Thus, there will be an escalation of prices as demand shifts against an inelastic supply in the short-run. As one can observe from the following graph, in the short-run some factors of supply can be varied and this leads to an increase in quantity of oil supplied. However, some of the factors that can lead to a further increase are not varied in the short-run, which causes a totally inelastic supply curve at a given point. For a better illustration to this theory, the graph below is of great essence; Demand of oil may shift (increase) from D1 to D2 and then to D3. At the same time, prices may remain at P1 due to the fact that there is enough supply until a certain point where

Evaluating E-Commerce Strategy Development within Organisations Essay Example for Free

Evaluating E-Commerce Strategy Development within Organisations Essay Background The news about the â€Å"New Economy† has triggered many entrepreneurial ventures to exploit on the electronic commerce (e-commerce) opportunities. Ventures such as Amazon and eBay have received significant media attention and investor optimism about the potential of e-commerce. Now that the smoke has settled, both management and academic research have become interested on the impact of e-commerce on those companies that have supplemented their brick-and-mortar outlets with e-commerce initiatives. Several researches have emerged on effect of e-commerce on organisational strategy. Tapscott et al (1998) discusses the organisational changes created by B2B e-commerce and the benefits of deploying e-commerce within the organisation. O’Connell (2000) discusses the effect of e-commerce in the organisational structure in light of the resource-based view and transaction cost theory. E-commerce has been seen as improving efficiency, communication and lowering costs across business processes (O’Connell, 2000; Krovi et al., 2003; Garicano and Kaplan, 2001). In addition, researches have also shown the influence of e-commerce on brand management. Wind Mahajan (2001). discuss how the competitive environment is changing with the increasing number of Internet users and how the new technology is redefining the marketplace. The research presented a conceptual framework delineating the drivers and outcomes of marketing strategy in the context of competing in both physical and electronic marketplace. Part of the emergence of electronic marketplace is the ability of organisations to offer highly customized products to consumers, and the capability to build and to manage customer relationships (Brown, 2000). The aim of the research is to investigate the way in which an organisation develops its electronic commerce strategy over time in light of existing strategic approaches and development found within related literature. The research particularly looks into Marks Spencer e-commerce strategy as the case study for the research. The research looks into how Marks Spencer has developed and implemented its e-commerce strategy. Drawing from strategic management theories, the research specifically focuses on the how an e-commerce strategy is grounded on reducing transaction cost within the organisation and across the value chain. Furthermore, the research also looks into the importance of relationship marketing and how e-commerce is providing organisations with the necessary technology to achieve seamless exchange of information and reduced costs. Strategically, the adoption of e-commerce within an organisation hinges on these two important strategic management theories. In addition, the research is confined within the business-to-consumer (B2C) market, since business-to-business (B2B) relations are frequently characterized by a small number of customers and a strong emphasis on personal contacts between customers and salespeople as their means of marketing communication. Therefore, the research focuses on how consumers view their shopping experience within an e-commerce site, particularly Marks Spencer. The Overview of the Study   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The remainder of this study is as following statement:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Chapter 2, Literature Review, will provide a concise concept and explanation of electronic commerce within retail organisation. The review of related literature discusses the concept and application areas of e-commerce within organisation. The review will also tackle the important strategic management concepts such as transaction cost theory and relationship marketing and how e-commerce is enabling organisations achieve increased efficiency, improved communication, and lower costs across its value chain. Chapter 3, Methodology, will describe the research design of this study. The research design of this study is empirical research method using secondary data for quantitative analysis. Chapter 4, Results, will demonstrate the results of this study.   At first, the descriptive statistical data such as maximum, minimum and mean, on the consumer’s perspective on the different service attributes of e-commerce site for Marks and Spencer. Chapter 5, Summary, Conclusion and Recommendations, the â€Å"Summary† section will first provide a comprehensive summary of the major findings of this study. The â€Å"Conclusion† section will highlight the implications of the research findings. Finally, â€Å"Recommendations† will be proposed to help companies to utilize the importance of electronic commerce in their strategic assessment.   In next chapter, related researches in electronic commerce will be reviewed CHAPTER 2: LITERATURE REVIEW Electronic Commerce According to the International Engineering Forum, e-commerce is â€Å"an emerging model of new selling and merchandising tools in which buyers are able to participate in all phases of a purchase decision, while stepping through those processes electronically rather than in a physical store or by phone (with a physical catalog). (online International Engineering Forum)† E-commerce enables a customer to access product information, select items to purchase, purchase items securely and have the purchase settled financially.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While the notion of e-commerce as the ability of organisations or a person to sell over the Internet is very popular, the research paper will adopt the definition of Organisation for Economic Co-Operation and Development (OECD). E-commerce can be defined as â€Å"the total of all applications that pertain to online communications and transaction (OECD, 2000).† The definition better suit our purpose of discussing e-commerce in the context of strategic management. The research views e-commerce holistically, which encompasses the communication between organisations and customer over the Internet, the completion of one-time or on-going online transactions, and e-CRM systems.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The emergence of e-commerce in the retail sector is one of the most widely adopted and anticipated development in the industry. Following the success of Amazon, many brick-and-mortar retailers jumped into the dot com bandwagon and established their online presence in the World Wide Web. Many have adopted e-commerce capabilities out of a fear of falling behind competitors or as a result of the general momentum to expand the use of an existing Internet presence. Nonetheless, the main value proposition for organisations adopting an online presence is the prospect of increasing revenue from new markets and using a lower-cost, electronic-distribution channel (online International Engineering Forum).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With a strong demand from organisations in creating an online presence, internet service providers (ISPs) have begun to offer electronic-commerce hosting services. ISPs often position as a outsourced service provider of the customers’ electronic-commerce capabilities, managing the networking and server aspects of the initiatives. Such services are important consideration for the roll-out e-commerce sites as it allows organisations to leverage on the expertise of ISPs and allows organisations to concentrate on their core businesses (online International Engineering Forum).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   From the customer’s perspective, the main benefit of an e-commerce system is the convenience it brings to consumers, who are constrained by busy schedule and numerous activities. The e-commerce system enables a customer to locate and purchase a desired good or service over the Internet when the customer is ready to make the purchase. Its function is synonymous to a virtual store (online International Engineering Forum).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   From the merchant’s perspective, the e-commerce system enables the organisation to take advantage of the strengths of online store and increase revenues. One of the key benefits of implementing an online store is the capability to cover greater market reach and a complementary distribution channel to its existing brick-and-mortar stores. However, in order to effectively implement an e-commerce strategy, the e-commerce system must recreate or utilize existing data and business processes. The merchant must recreate the same shopping experience in its online store providing in-store assistance, secure payment process, catalogs and prices about the products and services, inventory management, and transaction capabilities (including credit authorization, tax computation, financial settlement, and shipping) (online International Engineering Forum).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Furthermore, e-commerce not only allows merchants to take advantage of market reach, but it also enables merchants to redefine and enhance an enterprise’s brand strength, customer-service capability, and supply-chain efficiency. An e-commerce site is one of the areas of an enterprise infrastructure that is open to customers via the Web, but it is linked with other information system of the enterprise value chain (online International Engineering Forum).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In implementing an e-commerce site, provision of the basic system requires an Internet connection, a Web-application server and e-commerce application software, and a personal computer for the shopper. Figure 1 illustrates the basic economic drivers and application requirements of an e-commerce marketplace. On the buyers side, consumers are driven to the online retail store through advertisements, interesting features, needed information, and directory. On the sellers side, merchants are driven to the online space because of its ease of entry, increasing website traffic, ability to sell and integrate marketing messages (online International Engineering Forum). Figure 1. Business Drivers in e-commerce strategy E-Commerce Strategies and Business Drivers A number of initiatives implemented within an organisation are driven by a market need. All industries are characterized by trends and new developments that gradually or speedily produce changes important enough to require a strategic response from participating firms. The popular hypothesis about industries going through a life cycle helps explain industry changes but is still incomplete (Porter, 1980 p. 157-162). The life-cycle stages are strongly keyed to changes in the overall industry growth rate (which is why such terms as rapid growth, early maturity, saturation, and decline are used to describe the stages). Yet there are more causes of industry change than an industry’s position in the life cycle (Porter, 1980 p. 157-162). While it is important to judge what growth stage an industry is in, there’s more analytical value in identifying the specific factors causing fundamental industry and competitive adjustments. Industry and competitive conditions change because forces are in motion that create incentives and pressures for change (Porter, 1980 p. 162). The most dominant forces are called driving forces because they have the biggest influence on what kinds of changes will take place in the industry’s structure and competitive environment. The Internet and e-commerce opportunities are unquestionably spawning a sweeping business revolution that altered industry boundaries, opens up all kinds of new business-to-business (B2B) and business-to-consumer (B2C) market opportunities and threats, sparks competition from new and entirely different breed of enterprises and mandates fundamental changes in business practices (Thompson and Strickland 2001).   In his book The Business of E-Commerce: From Corporate Strategy to Technology, Paul May discusses four business drivers for adopting an e-commerce strategy. First, organisations have the compulsion to catch up with competitors or to gain competitive advantage by being early adopters of the new technology. Organisation’s constant pursuit to gain competitive edge in the marketplace is a primary concern and part of a survival component in the business strategy. Second, organisations need to develop a credible e-commerce channel from its current online portfolio. Third, organisations are constantly looking for ways to reduce cost and increase efficiency within its value chain. E-commerce can be a creative force in delivering reduced transaction cost, increased communication and coordination, and improve business processes. Fourth, e-commerce enables organisations to improve its value chain by creating strategic supplier partnership and delivering customized customer solutions. It allows organisations improve business’ infrastructural capabilities to play as an extended enterprise and not merely a single business entity delivering greater value to its customers (May, 2000). Each of these drivers can be harnessed as a propulsive force for the business, rather than a deflective or immobilizing one (May, 2000). Application areas of E-commerce Six key emerging application areas in electronic commerce can be identified. It can be organized into two important domains: business-to-consumer (B2C) and business-to-business (B2B). The application areas include categories in consumer retailing to real-time business-to-business collaboration (May, 2000).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Retailers were the first adopters of the business-to-consumer e-commerce. Retailers found selling products and services online as a promising channel of distribution for its products and reaching new markets. Nonetheless, B2C e-commerce is now more diversified and classified into three application areas which include retail, auction, and advice (May, 2000). The three application areas of B2C e-commerce are retail, auctions, and advice. Although each has its own distinguishing characteristics, and dynamics, a consistent theme underlies the development of all three. This is the increasing â€Å"busy-ness† of consumer lifestyles: the extension from work life into private life of a culture of ever-decreasing time-frames and ever-increasing obligations. Lack of time and complexity of choice drive the growth of products and services in each of these areas (May, 2000). Business-to-consumer is a term that stresses the direction of delivery: B2C e-commerce is supposedly something done by business to consumers. Yet this domain is founded on intense customer focus. Insight into the conflicting desires and pressures affecting consumers is a powerful ally in building successful strategies in this highly competitive area (May, 2000). Business-to-business, on the other hand, is the umbrella term used to refer to transactions between businesses conducted online, and the business networks and supply chains that make these transactions possible. While B2B activity has always, taken place, the Internet brings with it a new framework, B2B companies no longer need to depend on the traditional one-to-one model for business transactions (Michel, 2003). Procurement, inventory exchange, and real-time collaboration are relatively obscure categories of application, which have the potential to flip many businesses inside-out. Procurement introduces process improvements in the buying functions of organisations and also points the way to a more competitive environment in inter-company trading. Inventory exchange introduces the mechanism of the market to smooth out supply and demand inefficiencies across entire value chain, potentially lowers transaction and carrying costs, and focuses on improving exchange of supplier information. Real-time collaboration allows organisations to cooperate as fluid colonies of actors, undermining the stability of companies who prefer hands-off relationships or who prefer their reality-checks to be presented monthly (May, 2000). e-Commerce application in Retail Industry Retailers are now increasingly adopting electronic commerce as another distribution means of selling products and services. Online channels have also proved increasingly popular amongst retail companies within other formats such as hypermarkets or catalog retailers, who have attempted to expand into the sector to escape from stale growth within their respective markets (Datamonitor 2006). Datamonitor estimates the global Internet retail sector valued at $656.4 billion in 2005, representing a compound annual growth rate (CAGR) of 30.3% over the 2001-2005 period. The estimate is based on the total revenues generated through the sale of retail goods via online channels, valued at retail selling price, with any currency conversions calculated using constant 2005 annual average exchange rates (Datamonitor 2006). With the number of Internet users increasing exponentially year-on-year, the industry has experienced strong global growth within the global Internet retail sector. Much of the demand for online purchases is due to the escalating number of working mothers and time-starved consumers who are conveniently seeking ways of shopping without the hassle of driving to a retail store and falling in-line (Datamonitor 2006). At present, drugs and health beauty aids are the sector’s most lucrative segment in 2005, accounting for a total of $154 billion in total revenues or 23.5% of the retail sector’s total value. Computer, hardware, software, and supplies contributed significant revenues in 2005, generating $114.9 billion in revenues or 17.5% of the sector’s total value (Datamonitor, 2006).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While analyst do not see a similar spectacular growth in the global Internet retail industry, experts still is optimistic the pace of revenue expansion for the next four years. Industry experts project to the expansion of industry to remain strong valuing the industry at $1.169 trillion by 2010. This translates to 12.2% CAGR over the 2005-2010 period (Datamonitor, 2006).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In terms of revenues generated per region, Datamonitor reports that Europe has the largest market share in the global Internet retail sector with 44.4% of total value, followed by the United States and the Asia Pacific with 22.5% and 21.7% respectively (Datamonitor, 2006).

Variable of Organization Culture and Characteristics

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