Different types of wastewaters Essay Example for Free

Different types of wastewaters Essay Domestic wastewater Domestic effluents are generated from activities such as bathing, laundry, cleaning, cooking, washing, and other kitchen activities. This contains a large amount of organic waste with suspended solids and coliforms. Calculations made based on available data show that half the organic waste is from the domestic sector (PEM, 2003). As stated in the EMB report, domestic wastewater discharges contribute highest to the BOD load as the lack of sewage treatment system allows more than 90 percent of inadequately treated domestic sewage to be discharged into surface waters, which contain bacteria and viruses that threaten human life. Geographically, data show that one-third (30 percent) of BOD generation comes from Metro Manila and Region IV alone, at 18 and 15 percent, respectively (PEM, 2003). Industrial wastewater Reports show that the volume and characteristics of industrial effluents vary by type of industry and are influenced by different factors such as production processes and the scale of production used. Industries that are found to be water-intensive, i.e. food and dairy manufacturing, pulp, paper and paperboard products, and textile products, correspondingly discharge large amounts of wastewater (PEM, 2003). Most of the water pollution-intensive industries are in National Capital Region, Calabarzon, and Region III. Food manufacturing industries, piggeries, and slaughterhouses are the main sources of organic pollution (PEM, 2004). A report from a study conducted by the United Nations Industrial Development Organization (UNIDO) in 1999 emphasizes that the situation is even more critical with regard to hazardous wastes. In the said report, approximately 2,000 cubic meters of solvent wastes, 22,000 tons of heavy metals, infectious wastes, biological sludge, lubricants, and intractable was tes, as well as 25 million cubic meters of acid/alkaline liquid wastes are improperly disposed of annually in the Metro Manila area alone. A study by the Japan International Cooperation Agency (JICA) conducted in 2001 (as cited in National Economic Development Authority’s document on the Medium Term Philippine Development Plan 2004-2010) states that around 700 industrial establishments in the  Philippines generate about 273,000 tons of hazardous wastes per annum. It was further estimated that with 5,000 potential hazardous waste generators, about 2.41 million tons of hazardous wastes will be generated. At present, the report added, there is no integrated treatment facility for hazardous wastes in the country although there are about 95 small to mediumscale treatment facilities that treat hazardous wastes (i.e., used oil, sludge). There is approximately 50,000 tons of hazardous wastes stored on or offsite due to lack of proper treatment, recovery and recycling facilities. Sometimes they end up being recycled in backyard operations further putting at risk workers and communities hosting these informal recycling facilities. Other hazardous wastes are exported to other countries for recovery and disposal (i.e. metal bearing sludge, used solvents and electronic wastes) and treatment (e.g. PCB). Health and environmental problems Much of the surface water in urban areas is a public health risk while rural surface waters are also sources of disease. The World Bank estimates that exposure to water pollution and poor sanitation account for one-sixth of reported disease cases, and nearly 6,000 premature deaths per year. The cost of treatment and lost income from illness and death due to water pollution is pegged at PHP6.7 billion (US$134 million) per year (PEM 2006). Pollution of our water resources such as untreated wastewater discharges affect human health through the spread of disease-causing bacteria and viruses. Some known examples of diseases that may be spread through wastewater discharge are gastro-enteritis, diarrhea, typhoid, cholera, dysentery, hepatitis, and, recently, Severe Acute Respiratory Syndrome (SARS) (PEM 2003). The state of water in the Philippines (Bacongui, Beau, 2007, October). Retrieved January 9, 2013, from http://www.greenpeace.org/seasia/ph/Global/seasia/report/2007/10/the-state-of-wa ter-in-the-phil.pdf Hazardous and toxic waste management Republic Act 6969, implemented by DAO 29 series of 1992, regulates the range of activities associated with hazardous and toxic materials (use, transportation, storage, export, distribution, manufacture, and processing). Users or handlers of chemicals must first check with DENR whether the substances are included in the Philippine Inventory of Chemicals and Chemical Substances (PICCS). A Chemical Control Order (CCO) prohibiting, limiting, or subjecting use to certain controls or conditions may be issued for chemicals that pose an unreasonable risk to public health or the environment. Environmental Impact Management System An on-going innovation under the EIS system is the introduction of programmatic compliance. Under this program, industries sited in declared industrial development areas may be issued a single Environmental Compliance Certificate (ECC). This approach has the advantage of reducing the cost of document preparation and review. Furthermore, it justifies the future application of carrying capacity assessments to determine the number and types of industries that should be allowed to locate in a given area. Philippines: Country Profile. In Green Productivity Practices: In Select Industry Sectors. (Abanto, Arnel. 2001) Retrieved January 9, 2013, from http://www.apo-tokyo.org/gp/e_publi/gpp/0302PHILIPPINESrev.pdf Water pollution creeping in – senator MANILA, Philippines – The Philippines faces a creeping water pollution problem because of rapid urbanization and industrialization, a senator warned over the weekend. Senator Pilar Juliana â€Å"Pia† S. Cayetano, chairperson of the Senate Health and Demography Committee, said she is worried that government has weakly-implemented programs to improve the quality of fresh water supply. Cayetano pointed out that inadequate resources, institutional fragmentation and poor statistics as the major stumbling blocks in achieving the goal of securing a sufficient future supply of clean fresh water. She said addressing this concern is in line with the Millennium Development Goal 7 for environment sustainability which is to reduce by one half, by 2015, the proportion of people without sustainable access to safe drinking water and basic sanitation. Sen. Juan Miguel Zubiri, Senate Committee on Environment and Natural Resources chairman, said the issue emphasizes the importance of refo resting the country’s denuded mountains. Forests, Zubiri said, act as watersheds, storing and releasing fresh water through natural processes. In past Senate Committee hearings, testimonies on the country’s forest reserve being  denuded at a fast clip the past few decades had been presented. Citing the Philippine Environment Monitor report of the World Bank in 2003, domestic wastewater represents 48 percent of the total pollution in the entire country; the rest is due to industrial and agricultural sources. In Metro Manila alone, the share of domestic sewage is 58 percent of the total. Because of insufficient sewage treatment and disposal, more than 90 percent of the sewage generated in the Philippines is not disposed or treated in an environmentally acceptable manner, Cayetano said. The same report estimates that water pollution costs the Philippine economy an estimated P67 billion ($.3 billion) annually of which P3 billion is attributed to health, P17 billion to fisheries production and P47 billion to tourism. Cayetano pointed out that Department of Health (DoH) statistics show that approximately 18 people die each day from water-borne diseases, which accounted for 31 percent of all reported illnesses from 1996-2000. She said the Congressional Oversight Committee was created following the enactment of the Clean Water Act in 2004 and found out weaknesses in the enforcement of environmentally-related laws. â€Å"There are too many hands dipping in the broth, so to speak. Around 30 government agencies are involved in the management of our water resources. The gaps, overlaps and conflicts of responsibilities are apparent during the conduct of our (committee) hearings, making the institutional framework highly fragmented, weak and complicated,’’ she said. Water pollution creeping in – senator (Casayuran, Mario. 2011, April) Retrieved January 9, 2013 from http://www.mb.com.ph/articles/312556/water-pollution-creeping-senator#.UO1KP-TwaSo ‘Water pollution a threat’ Gov’t not enforcing environment laws SWS survey  MANILA, Philippines . Five of every 10 Filipinos believe water pollution is a serious threat to their health and environment, but the government is unable to enforce environmental laws. Results of a survey of the Social Weather Stations released Friday also showed that at least three of every six residents of Metro Manila did not agree that pollution was an acceptable trade-off for economic progress. The SWS survey, a first on water pollution and enforcement of environmental laws, was commissioned by  the environmental group Greenpeace as part of its Project: Clean Water program launched in September. The initiative aims to mobilize action in protecting the country’s vast fresh water sources. A recent World Bank study warned of a possible water scarcity problem in the country by 2025. The survey from Nov. 30 to Dec. 3 covered 1,200 randomly chosen adult respondents divided into samples of 300 each in Metro Manila, Luzon, Visayas and Mindanao. We wanted to see how Filipinos perceive the problem because it is very hard to push for the implementation of environmental laws if the public accepts water pollution as an unavoidable consequence of economic development, said Beau Baconguis, Greenpeace Southeast Asia campaigner in a press conference Friday. Half of the respondents said water pollution in the country was a very serious problem and posed great danger to their health and environment; 22 percent found it somewhat serious; nine percent, a little serious; and 19 percent, hardly serious. While growing concern for water pollution was noted among residents in urban areas, with 58 percent finding it unacceptable that economic progress should mean environmental destruction, some 48 percent said they were not aware of any laws enacted to help prevent pollution. Among the environmental policies cited in the survey were the Clean Water Act and the Solid Waste Management Act. Out of the 1,200 respondents, 26 percent said they were familiar with the Clean Water Act; 27 percent were aware of the Solid Waste Management Act while 50 percent admitted not knowing about the laws. ‘Water pollution a threat’ (Uy, Jocelyn, 2008, January) Retrieved January 9, 2013 from http://newsinfo.inquirer.net/inquirerheadlines/metro/view/20080126-114918/Water-pollution-a-threat Dirty Water: Estimated Deaths from Water-Related Diseases 2000-2020 (Gleick, Peter, 2002, August) Retrieved from http://www.pacinst.org/reports/water_related_deaths/water_related_deaths_report.pdf

Effect of Job Satisfaction on Employee Performance

Effect of Job Satisfaction on Employee Performance Introduction Nowadays, it is very difficult to find dedicated employees who could be relied on when the going gets tough. It takes an encouraging supervisor to motivate an employee to stay on his job position and to do his job well. Likewise, it takes a committed worker to persist in his job no matter how difficult it may be, as long as he is properly motivated and satisfied with his job. Just what makes a worker motivated to do his job well? What makes him satisfied in his job? This paper attempts to investigate the aforementioned questions within a certain corporation, Reliance Industries, Ltd. It will take on a qualitative study. It will be employing the use of questionnaires and a focus group interview to probe into the issues of job motivation and job satisfaction and if this translates to performance and efficiency. Research Objectives: The objectives of the study will be: To examine the strategies that organisations use to motivate their employees To explore the relationship between employee motivation and job satisfaction. To examine organisational performance and efficiency. To examine organisational performance and efficiency entails. To examine the impact of employee job satisfaction and motivation on organisational performance and efficiency. Statement of the Problem: How does employee job satisfaction and motivation affect his performance and efficiency in the organization? The study will seek to answer the following questions: What are the strategies that organisations use to motivate their employees? What is the correlation between employee motivation and job satisfaction? What is organisational performance and efficiency? What does organisational performance and efficiency entail? What is the impact of employee job satisfaction and motivation on organisational performance and efficiency? Research Methodology Data collection will be carried out by use of questionnaires. A focus group interview shall be implemented so that a selected group of employees can give in-depth answers to issues pertaining to job satisfaction and motivation and how it affects their own performance and efficiency. It will also draw out much information from the thorough review of literature, so analysis of the results of the questionnaire and interview will be done in the backdrop of a rich tapestry of motivation models and principles. Descriptive research design will then be used where qualitative analysis will be made basing on the variables that aim at examining the impact of employee job satisfaction and motivation on organisational performance and efficiency. This is because descriptive methods are quite effective in identifying concrete socio-economic issues such as the impact of employee job satisfaction and motivation on  organisational performance and efficiency (Silverman 1993; Beverley 1998; Strauss and Corbin 1990). Significance of the Study The study aims to benefit organizational development purposes, specifically the human resources department. A thorough review of literature on motivation shall be done explaining theories, models and principles of how an individual is encouraged to do something for himself and for others. This research will enlighten employers on how to motivate their employees so they do better in their jobs and result in job satisfaction on the part of the latter. It becomes an win-win situation for everyone concerned if motivation is appropriate and effective and will elicit initiative on the part of the employee. Chapter Two Review of Literature Motivation comes from the enjoyment of work itself and from the desire to achieve goals set by the person (Dawson, 2009). Each individual has different goals. Some are financial, like working longer hours for extra income or exerting more effort just to push sales. Some set their sights on a promotion of rank believing that if they do well on their jobs and accept the challenge of more responsibilities that eventually, they level up to a position of more power and authority. This paper argues the need for employers to understand how their workers are motivated and how they can use such information to produce better results for the organization. Knowledge of employee motivation is an advantage for employers. When this knowledge is applied, it becomes a win-win situation for both parties since the employees are motivated to pursue shared organizational goals while the employer encourages the productivity in his organization. Handy (1999) reports that the initial goals of motivation research was to encourage individuals to provide better service to their employers by exerting more effort and maximizing their talents at work. Having a well-motivated workforce may be equivalent to better work productivity and success in product salability in the market. Additional advantages are lower level of absenteeism and staff turnovers because the employees are satisfied with their work. This also means that training and recruitment costs are lowered because work positions are always reliably staffed (Dawson, 2009). Douglas McGregors Theory X and Y gained much attention in the 1960s. He claimed that an individual falls under either of 2 categories, X or Y. The X individual needs a lot of controlling, directing, coercion and thereat just so he gets work done. On the other hand, individuals under Theory Y do not see work as tedious and instead, commits to the goals they have set. Meeting these goals becomes the reward in itself. The average individual stays in the middle ground. He prefers to be directed and avoids responsibility as much as he can. However, when left with no choice, he learns to accept it and carry it out. Further, even if imagination or creativity is widely distributed across the population, individual potentials of people are only partially used in work (Dawson, 2009). This now begs the question of how employers can find employees who fall under the Theory Y category, those who are motivated enough to give their best to the job. Other early motivation theories include the Satisfaction Theory, the Incentive Theory and the Intrinsic Theory. The Satisfaction theory posits that a satisfied worker works even harder and proves his loyalty to the organization he belongs to by staying longer there. Who would want to leave a work environment that provides satisfaction? If one is happy there, there would be little no motivation to leave, and utmost motivation to stay on. The Incentive theory claims that an individual will increase his efforts to obtain a reward, which are mostly compensation packages such as salary increases or access to more company benefits. The Intrinsic theory is culled from Maslows theory of Hierarchy of Needs. He categorized human needs as hierarchal from the basic physiological needs moving to safety, belongingness and love, esteem and finally self-actualization. Maslow contends that these needs serve as motivators (Handy, 1999). For example, a man is motivated to work to earn money for his fam ily to provide for their basic needs of food, clothing and shelter. However, as the man becomes richer and is able to meet his and his familys physiological and safety needs, he ensures that his higher needs are likewise met. As one level of needs is met, the individuals needs move up to the next level until he has met most of his needs and just strives for self-actualization. As an application to work, an employee likewise moves up the organizational ladder and strives to reach the highest position he can achieve. At that point, he is earning enough money, has gained enough belongingness and recognition and as a reflection of his need for self-actualization, is motivated to leave a legacy behind. In relation to Maslows Hierarchy of Needs theory, a real-life example from the international company, IKEA, is illustrated. This Scandanavian-based company is known to be the largest supplier and manufacturer of furniture worldwide. In 2004, IKEA in Denmark took the initiative to give their entire checkout staff a 25% raise. IKEA has more of them than any other group and it meant a sizeable increase in total monthly overhead expenses. However, it was a business decision that delighted the checkout staff. It follows that happy employees are bound to create positive results for the company (Kjerulf, n.d.). One is lower employee turnover. This provides tremendous savings for the company of time and money recruiting new staff. It also means that the longer workers stay with a company, the more experienced they become and the more they identify with the company. Hence, the company develops a more experienced and loyal staff. Being so, they provide better service, gaining higher customer s atisfaction. The companys reputation of providing high quality of service to its customers is spreads rapidly by word of mouth, thereby incurring more sales and profit for the company. Although IKEA incurred a humongous expense with the implementation of the raise, it paid itself within six months. Analyzing why this worked for IKEA, Kjerulf gives three reasons. The first is that the raise obviously gave the staff a significant improvement in their standard of living. The recipients were the least paid in the company, so a 25% raise made a huge difference in terms of their quality of life. Secondly, the salary increase gave people recognition. IKEA acknowledged that they were the most important group of employees since they are the only employees customers are likely to talk to at the end of the sale because customers help themselves with the products anyway. This acknowledgement makes the checkout staff feel valued and trusted. Finally, IKEA promoted the value of fairness. The recipients of the raise were suddenly paid as well as other employees, and even higher than the market average of their counterparts. So it is not really the salary increase that motivated the employees. More than that, they gained much in terms of self-esteem and the feeling of being valued as a worker. Albert Martens, one of IKEAs HR heads posits that giving financial incentive to staff does not actually increase the motivation of a worker who values customer-focused attitude more than money. Because they feel important due to such great service given them, customers come back not only for the quality of IKEAs products but for the kind of service they get from the staff. The staff in turn, gets intrinsically rewarded by this (Whitehead, 2006). According to Judge et al. (2001) the happier people are in the workplace, the more satisfied they are. Weiss (2002) and Rain et al. (1991) concur with this argument that employee job satisfaction and employee motivation are clearly linked. Rain et al. (1991) and Fried and Ferris (1987, pp. 287-322) agree with Porter (1997) that human resources are the most important assets that any organisation can boast to own and to maintain because people utilise and turn the organisations resources into products that the organisation needs in order to perform and to efficiently and effectively meet the needs of its customers. Workers expect some sort of psychological contracts from their employers. Consciously or unconsciously, they anticipate more than the benefits and compensation that the job usually presents. Workers expect support from management, work that is challenging and interesting and communication that is open and honest. These non-monetary rewards have become very significant to the motivation of workers. Of course their economical needs have to be fulfilled (as in the basic physiological and security needs in Maslows Hierarchy of Needs), however, their socio-emotional needs have to be given attention as well (as in the sense of belonging and esteem needs referred to by Maslow). Lester, Clair Kickul (2001) contend that the implication of this is that from the beginning, employers do not only discuss the workers compensation package also emphasize the aspects of the company that will be intrinsically satisfying to the workers. Money and other status symbols like higher job positions and titles, more spacious and opulent offices, and the like do not really increase ones motivation (Kohn, 1999). This may seem unbelievable, but each time a person is extrinsically-rewarded for doing something, it reduces their intrinsic motivation. Employers need to remember that intrinsic motivation spurs an individual to perform well and to high standards because the person does something on his own volition and commits to doing his best in the task (Kjerulf, n.d.). It is essential that employers realize the importance of such psychological contracts! They should keep in mind that all employees desire work that is meaningful, recognition and credit for such work, creative freedom and opportunities for personal growth. As a start, open and honest communication must be established and maintained in the organization. This must include encouragement and boosting of self-esteem of workers. Lack of communication may suggest to employees that the employer is susceptible to breach their psychological contract. Porter (1997) asserts that job satisfaction is a key indicator of how employees feel about their jobs and a predictor of work behaviours such as organisational loyalty, absenteeism and employee turnover. Fried and Ferris (1987, pp. 287-322) concur with Porters view that job satisfaction can partially mediate the relationship of personality variables and deviant work behaviours. According to Weiss (2002, pp. 173-194) and Porter (1997), there exists a huge correlation between job satisfaction and productivity. Job satisfaction amongst employees of Reliance Industries as a result of effective motivation packages has increased growth due to the commitment that workers exercise. According to Reliance Industries Limited (2010), this has come as a result of various motivation packages such as competitive compensation packages and world-class exposures that offer employees opportunities to learn and experience the world. Porter (1997) states that one source of an organisations competitive advantage is job satisfaction. Reliance Industries Limited recognises this and that is the reason why the company walks an extra mile to ensure that employees are satisfied on the job and this has enabled it to attract and retain excellent talent that places the company at a more competitive position that has enabled it to invest in innovative and lucrative ventures in areas such as Information Communication Technologies (ICTs), bio-technology-led research, life sciences and many more (Forbes 2010; Reliance Ind ustries Limited 2010). Investment of more time and effort in the establishment and sustenance of healthy relationships with workers keeps employers updated of their workers progress in both personal and professional areas. Motivating workers can be a challenge for leaders. However, it is well worth the time and effort in the end, as the workers themselves will bear fruits for the organization. Introduction About Chosen Organisation (Reliance Industries) Reliance Industries Limited was founded in 1966 by Dhirubhai Ambani, the Indian industrialist and was the pioneer in the introduction of financial instruments such as fully convertible debentures into the Indian stock markets (Forbes 2010). It is alleged by critics that the success of Reliance Industries Limited at the top position in terms of market capitalisation is the ability of the founder to manipulate the levers of a controlled economy to its advantage. The major subsidiaries and associates of Reliance Industries Limited include Reliance Petroleum Limited (RPL); Reliance Life Sciences; Reliance Industrial Infrastructure Limited (RIIL); Reliance Institute of Life Sciences (Rils); Relicord; Reliance Solar; Reliance Clinical Research Services (RCRS); Reliance Logistics (P) Limited (Cable News Network 2010). Reliance Industries Limited has 3 million shareholders and 1 out of every 4 investors in India is a Reliance shareholder (Cable News Network 2010). This makes it the company the organisation in which most stock is widely held in the whole world. According to Forbes (2010), the subsidiaries and associates of Reliance Industries Limited are the best performers in the Indian stock market. By market value, Reliance Industries Limited is the largest private sector company in India with an annual turnover of US$ 44 billion and profit of US$ 3.6 billion for the year ending in March 2010 and assets valued at US$ 43.61 (Forbes 2010). The company is ranked at 264th position in the Fortune Global 500 list in 2009 and at the 126th position in the Forbes Global 2000 list in 2010 (Cable News Network 2010; Forbes 2010). Reliance Industries Limited is one of the main players in the oil and petrochemicals industry in India. Although the companys main focus is oil, it has diversified its operations in recent times as a result of severe differences between the founders sons, Mukesh Ambani and Anil Ambani after the company was divided between them in 2006 (Cable News Network 2010). Chapter Three Methodology Strauss and Corbin (1990) stated that qualitative research is any kind of research that produces findings not arrived at by means of statistical procedures or other means of quantification. Glesne (1999) stated that qualitative researchers seek out a variety of perspectives; they do not reduce the multiple interpretations to a norm. Strauss and Corbin (1990) claimed that qualitative methods can be used to better understand any phenomenon about which little is yet known. They can also be used to gain new perspectives on things about which much is already known, or to gain more in-depth information that may be difficult to convey quantitatively, or where the researcher has determined that quantitative measures cannot adequately describe or interpret a situation. a. Questionnaires The use of questionnaires as a means of collecting data from the research participants, with an aim in obtaining their personal views on job satisfaction and motivation and how it affects their performance and efficiency has been selected for this particular research. (Campbell et al., 2004) describe questionnaires as: à ¢Ã¢â€š ¬Ã‚ ¦a very versatile data-gathering method; they are cheap, easy to administer, whether it be to three people or 300, and can be used to gather a great variety of data of both quantitative and qualitative nature. (Campbell et al., 2004, p. 146). Cohen et al. (2000) also praise the use of questionnaires for their efficiency. They allow an efficient use of the researchers time, as they can collect a significant amount of information in one attempt, rather than conducting interviews over a period of weeks. Gillham (2000) also highlights that questionnaires make efficient use of the respondents time, as they can complete the questionnaire at a time that is suita ble to them and does not require the researcher and respondent to match free periods of time to conduct the research. Cohen et al. (2000) and Gillham (2000) emphasize the usefulness of questionnaires for ensuring the participants anonymity, which in this study, may be requested due to its very sensitive and controversial nature. If the respondents cannot be identified, they may be more willing to write about issues and opinions more openly than they would in a face-to-face situation. It could be argued then that questionnaires are therefore most likely to generate more truthful answers as there is no personal contact with the interviewer. However, a disadvantage of using questionnaires is that the only data collected is a variety of tick boxes and brief responses, which means the data tends to have more breadth than depth. This results from the lack of an interviewer to prompt for further information or more detail in their answers, and they cannot interpret questions for the participant who is unclear about what is being asked. This may result in each participant having to decipher what they are being asked independently and may resort to their own subjective understanding of the questions. The following questions will be asked in the questionnaires and will be discussed in detail in a focus group interview conducted later: Are you satisfied with your job right now? Why or why not? What motivates you to do your job well? What are the strategies that your organisations use to motivate their employees? Do you think employee motivation leads to job satisfaction? Explain. How do you define organisational performance and efficiency? What does organisational performance and efficiency entail? How would you rate yourself in terms of job performance and efficiency? What do you think is the impact of employee job satisfaction and motivation on organisational performance and efficiency? b. Interviews To pursue the questions in depth, a selected group of participants who answered the questionnaires will be asked to join a focus group interview. The interview method involves questioning or a discussion of issues with one or more people.   It is useful to collect data which may not be accessible through observation or questionnaires (Blaxter et al, 2006). Robson (2002) points out how the interview is a flexible and adaptable research tool.   In face to face interviews, there is the possibility of following up interesting responses.   Frey and Mertens-Oishi (1995) comment how respondent participation can be enhanced by the interviewer sensitively guiding the questioning, and being able to answer any questions which the respondent may ask.   Oppenheim (1992) suggests that the response rate is higher in interviews than in questionnaires, due to the fact that participants become more involved. c. Qualitative Content Analysis of Literature The content analysis of findings from several studies in the review of literature is another great source of a wealth of information for this current study. Content analysis is a research technique for making replicable and valid inferences from texts (or other meaningful matter) to the contexts of their use (Krippendorff, 2004, p. 18). Constructs researched on and analyzed may be derived from existing theories or practices, the experience or knowledge of experts and previous research (Krippendorff, 2004). Content analysis aims to provide knowledge, new insights, a representation of facts and a practical guide to action (Elo Kyngas, 2008). Qualitative content analysis flows from a humanistic tradition. Replacing hypotheses associated with quantitative research methods are open questions that guide the research and influence the data that are gathered (White and Marsh, 2006). The researcher reads through the data and analyzes them thoroughly to identify concepts and patterns. He or she may discover patterns and concepts that emerge but were not foreshadowed but are nevertheless important to consider and report. For this study, available literature already reports data which has been gathered and analyzed by competent researchers in the field. The researcher is in a position to compare existing literature and discern which information will best answer the questions pertaining to this current research study. Procedure Firstly, permission to conduct the research should be sought from the rightful authorities of Reliance Industries Limited by way of written correspondence. The letter includes the aims and objectives of the study and the methodology to be used. The company will also be assured that they will be furnished a copy of the final research paper. Questionnaires will be distributed to the employees of the company either by hand or by email. Demographic data of the participants shall be collected like their gender, age, civil status and length of time they have served with the company. A small group of 7 to 10 employees shall be randomly selected from the pool of participants to engage in a focus group interview. This small group interview will be to follow up on their responses in the questionnaire and to further probe into their insights regarding motivation and job satisfaction and how these affect their performance and efficiency in their jobs. The focus group interview will be audio-recorded and transcribed in verbatim. The interview questions already stated above will be asked of the participants to guide the flow of the interview and the participants will take turns answering them and responding to others answers as well. An interviewer will be hired to facilitate the interview and may ask follow up questions to clarify some answers. This interviewer will be briefed beforehand on the objectives of the research and how to conduct the focus group interview to elicit candid responses from the participants. The participants are ensured of the confidentiality of their responses as their real names will not be used in reporting the responses as data. This occasion is to give students the opportunity to elaborate and freely express their insights with regard to student-teacher relationships. The focus group discussions are believed to add pertinent information to the study. Data Analysis Responses from the questionnaires and focus group interview will be culled and sorted according to themes that may surface (ex. motivations, company strategies to motivate employees, etc.). Each theme will be analyzed with the backdrop of the information gathered from the literature review.

Organizational Structure of Proctor and Gamble

Organizational Structure of Proctor and Gamble Procter Gamble The company I have chosen for the assignment of managing change in organization is Procter Gamble. The company is a Fortune 500 American multinational corporation headquartered in Downtown Cincinnati, Ohio that manufactures a wide range of consumer goods. It is 6th in Fortunes Most Admired Companies 2010 list. PG is credited with many business innovations including brand management and the soap opera. History and Background of Company In 1887 PG institutes a pioneering profit-sharing program that gives employees an ownership stake in the Company. This significant innovation helps employees connect their vital roles with the Companys success. In 1924 PG becomes the first company to conduct deliberate, data-based market research with consumers. This forward-thinking approach enables us to improve consumer understanding, anticipate consumer needs and respond with products that improve their everyday life. In 1994 PG becomes one of the first companies to formally respond to consumer correspondence by establishing the Consumer Relations department. The addition of toll-free phone numbers in 1973 and e-mail in the 1980s further enhance consumers ability to contact us and keep the consumer at the heart of all we do. In 1995 Crest is co developed with Indiana University. This collaboration delivers a product that is a breakthrough in the use of fluoride to protect against tooth decay, the second-most prevalent disease at the time. In 2002 PG develops Naturella feminine pads specifically to meet the needs of low-income women in Latin America. Based on deep consumer understanding, Naturella responds to consumers desire for freshness with chamomile, a unique ingredient never before used in feminine care products. In 2005 High Frequency Stores common in developing markets emerge as our largest customer channel. Consisting of nearly 20 million stores across the world, HFS represents a particular opportunity in fast-growing, low-income markets. Through HFS, we connect to consumers with affordable products and packaging specially designed for their needs. Investigation Organizational Structure of Procter Gamble General definition of Organization structure: Organizational structure specifies the firms formal reporting relationships, procedures, controls, and authority and decision-making processes. Developing an organizational structure that effectively supports the firms strategy is difficult, especially because of the uncertainty (or unpredictable variation) about cause-effect relationships in the global economys rapidly changing and dynamic competitive environments. When a structures elements (e.g., reporting relationships, procedures, and so forth) are properly aligned with one another, that structure facilitates effective implementation of the firms strategies. Thus, organizational structure is a critical component of effective strategy implementation processes Types of organizational structure Simple Structure The simple structure is a structure in which the owner-manager makes all major decisions and moniÂÂ ­tors all activities while the staff serves as an extension of the managers supervisory authority. Functional Structure The functional structure is a structure consisting of a chief executive officer and a limited corporate staff, with functional line managers in dominant organizational areas, such as production, accounting, marketing, RD, engineering, and human resources. Multidivisional structure The multidivisional (M-form) structure conÂÂ ­sists of operating divisions, each representing a separate business or profit center in which the top corporate offiÂÂ ­cer delegates responsibilities for day-to-day operations and business-unit strategy to division managers. Procter Gamble The structure of the Procter and Gamble is multidivisional structure. Because the simple structure is used in a small organization where the owner works as a manager and take all the big decision for the company. Typically, the owner-manager actively works in the business on a daily basis. Informal relationships, few rules, limited task specialization, and unsophisticated information systems describe the simple structure. Frequent and inforÂÂ ­mal communications between the owner-manager and employees make it relatively easy to coordinate the work that is to be done. Functional structure is used for the organization which is growing but relatively small organization. This structure allows for functional specialization, thereby facilitating active sharing of knowledge within each functional area. Knowledge sharing facilitates career paths as well as the professional development of functional specialists. However, a functional orientation can have a negative effect on communicatio n and coordination among those repreÂÂ ­senting different organizational functions. Because of this, the CEO must work hard to verify that the decisions and actions of individual business functions promote the entire firm rather than a single function. Procter gamble is a relatively big organization with a business spread internationally so they are using multidivisional structure. The multidivisional structure of PG consists of operating divisions, each rep-resenting a separate business or profit center in which the top corporate officer deleÂÂ ­gates responsibilities for day-to-day operations and business-unit strategy to division managers. Each division represents a distinct, self-contained business with its own functional hierarchy. As initially designed, the M-form was thought to have three major benefits: (1) it enabled corporate officers to more accurately monitor the perÂÂ ­formance of each business, which simplified the problem of control (2) it facilitated comparisons between divisions, which improved the resource allocation process; and (3) it stimulated managers of poorly performing divisions to look for ways of improvÂÂ ­ing performance. Active monitoring of performance through the M-form increases the likelihood that decisions made by managers heading individual units will be in shareholders best interests. Brands and Products Brands Beauty and Grooming Products Some of the most famous products of beauty and Grooming brands are as under: CoverGirl Dolce Gabbana Puma Gillette Health and Well-Being Some of the most famous products of Health and Well-Being brand are as under: Vicks Oral-B Always Household Care Some of the most famous products of Household Care brand are as under: Ariel Bounce Bounty Background to Change In January 1999, Jager, a PG veteran became the new CEO taking charge at a time when PG was in the midst of a corporate restructuring exercise that started in September 1998. Jager faced the challenging task of revamping PGs operations and marketing practices. Soon after taking over as the CEO, Jager told analysts that he would overhaul product development, testing and launch processes. The biggest obstacle for Jager was PGs culture. Jager realized the need to change the mindset of the PG employees who had been used to lifetime employment and a conservative management style. On July 1, 1999, PG officially launched the Organization 2005 program. It was a program of six-year duration, during which, PG planned to retrench 15,000 employees globally. The cost of this program was estimated to be $1.9 billion and it was expected to generate an annual savings (after tax deductions) of approximately $900 million per annum by 2004. Change in Organization Structure Till 1998, PG had been organized along geographic lines with more than 100 profit centers. Under Organization 2005 program, PG sought to reorganize its organizational structure from four geographically-based business units to five product-based global business units Baby, Feminine Family Care, Beauty Care, Fabric Home Care, Food Beverages, and Health Care. Internal Change The change the PG going to make internally is starting new business unit in the organizational structure. This change probably effects the whole organization. Because it must share the organization sources financial as well as human resources. External change Environment is changing rapidly so the organization also needs to be a dynamic to cater the environment change. PG is the big organization so its new business unit definitely effects the environment and creates a new market. The Mistakes Committed The Organization 2005 program faced several problems soon after its launch. Analysts were quick to comment that Jager committed a few mistakes which proved costly for PG. For instance, Jager had made efforts in January 2000 to acquire Warner-Lambert and American Home Products. Contrary to PGs cautious approach towards acquisitions in the 1990s, this dual acquisition would have been the largest ever in PGs history, worth $140 billion. However, the stock market greeted the news of the merger negotiations by selling PGs shares, which prompted Jager to exit the deal. Implementing Strategies to Revive PG In June 2000, Alan George Lafley (Lafley), a 23-year PG veteran popularly known as AG, took over as the new President and CEO of PG. The major difference between Lafley and Jager was their style of functioning. Soon after becoming CEO, Lafley rebuilt the management team and made efforts to improve PGs operations and profitability. Lafley transferred more than half of PGs 30 senior most officers, an unprecedented move in PGs history. Building Diversity in the Organization At PG, we believe in taking advantage of all the unique and special differences that our employees possess and leveraging them to the fullest. Since diversity is a business strategy for PG, our efforts are focused on bringing in people from different ethnic and cultural backgrounds with remarkably diverse lives and career experiences. Organizations that are in touch are far more capable of understanding consumers from all walks of life. They are far more capable of understanding, appreciating and leveraging their own diversity. They are more capable of tapping the diversity of outside partners. Our recruiting efforts target universities all over Pakistan and are aimed at bringing in people with different leadership and thinking styles. Today, our organization draws from more than 30 schools and universities. We also focus on gender diversity by targeting women at universities for females and holding diversity sessions for female students on campuses. Women offer a different perspective that is crucial to our success. We aim to balance not only organizational diversity but also diversity within the various departments. Women make up about 25 percent of the workforce at PG Pakistan. To stress this goal to our employees, PG Pakistan has introduced many initiatives. To avoid defining our diversity objectives too narrowly and limiting them to percentages and representations of certain groups, PG has made tremendous recruiting efforts and has launched programs such as flexible work arrangements and the day-care center. Diversity is respected and required across all levels of the company. In fact, diversity action plans are developed in each region of the world to give local diversity strategies the best chance of success. Change Management Model: Dealing With Change 1. Denial The first response to a significant change is often shock, a general refusal to recognise the information. In this way we protect ourselves from being overwhelmed. Common responses include: Denying: This cant be happening. Ignoring: Wait till it blows over. Minimizing: It just needs a few minor adjustments. It is possible to continue working in the denial phase, but sooner or later the impact hits home and a personal response is required. Management Approach OF PG Be up front with information to individuals and groups of staff. Let them know that change is going to occur. Acknowledge their fears of change as legitimate. Explain what to expect and suggest actions they can take to adjust to the change. Give them time to let things sink in, and then have a planning session to talk things through. 2. Resistance In this phase things often seem to get worse. Personal distress levels rise. It is common to spend time looking for someone or something to blame, or to spend time complaining about the new set-up. Resistance is about fear of change. People may become physically ill, feel all sorts of physical, emotional, and/or mental symptoms. Some people may doubt their ability to survive the change. During this phase there is a greater focus on mourning the past, more than preparing for the future. Many people want to avoid the situation or pretend it is not happening, sometimes by moving back into denial. The self-acknowledgement of feelings being experienced, will ready people to move more quickly to the next phase. Management Approach of PG Listen, acknowledge feelings, respond empathetically, encourage support. Dont try to talk people out of their feelings, or tell them to change or pull together. If you accept their response, they will continue to feel they are able to tell you how they are feeling. This will help you respond to some of their concerns. Use questions to stimulate broader thinking and perspective setting. 3. Exploration After a period of struggle, individuals and organizations usually emerge from their negativity, breathe a sigh of relief, and shift into a more positive, hopeful, future-focused phase. People realize they are going to make it through OK. It can be as subtle as just feeling better, or as obvious as sleeping through the night for the first time since the change started. The timing is different for each person. New directions do not emerge all at once. Rather, what emerges first is the energy to put a search into action. People begin to discover and explore new ways, to start clarifying goals, assessing resources, exploring alternatives, and experimenting with new possibilities. A motivation to swing into action occurs without trying first to find the right way. It is important to resist completing the exploration phase too soon by accepting something less than what the person is capable of. This is a period of high energy, with creativity at its peak. Management Approach of PG Focus on priorities and provide any needed training. Follow-up on projects underway. Set short-term goals. Conduct brainstorming, visioning and planning sessions. Foster all learning opportunities to help overcome fear of change. 4. Commitment Finally, the individual has broken through the problems, discovered new ways of doing things and/or adapted to the new situation. The commitment phase begins with focus on a new course of action. This could be new ways of doing the job, or finding a new job. The successful commitment to a new course of action shows there has been learning growth and adaptation on the part of the individual. Management Approach of PG Set long-term goals. Concentrate on teambuilding. Create a mission statement. Validate and reward those responding to the change. Look ahead. Strategies pursuing by the Procter and Gamble Strategy 1 Delight the consumer with sustainable innovations that improve the environmental profile of our products. Strategy 2 Improve the environmental profile of PGs own operations. Strategy 3 Improve childrens lives through PGs social responsibility programs. Strategy 4 Engage and equip all PG employees to build sustainability thinking and practices into their everyday work. Strategy 5 Shape the future by working transparently with our stakeholders to enable continued freedom to innovate in a responsible way. Resistance and its Handling y PG Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and tolerance are required to help people in these situations to see things differently. Bit by bit. There are examples of this sort of gradual staged change everywhere in the living world. PG the Psychological Contract is a significant aspect of change, and offers helpful models and diagrams in understanding and managing change potentially at a very fundamental level. Also, certain types of people the reliable/dependable/steady/habitual/process-oriented types often find change very unsettling. People who welcome change are not generally the best at being able to work reliably, dependably and follow processes. The reliability/dependability capabilities are directly opposite character traits to mobility/adaptability capabilities. Certain industries and disciplines have a high concentration of staff who need a strong reliability/dependability personality profile, for example, health services and nursing, administration, public sector and government departments, utilities and services; these sectors will tend to have many staff with character profiles who find change difficult. Age is another factor. Erik Eriksons fascinating Psychosocial Theory is helpful for understanding that peoples priorities and motivations are different depending on their stage of life. The more you understand peoples needs, the better you will be able to manage change. Be mindful of peoples strengths and weaknesses. Not everyone welcomes change. Take the time to understand the people you are dealing with, and how and why they feel like they do, before you take action.

Let’s Stop the Slaughter of Geese :: Argumentative Persuasive Argument Essays

Let’s Stop the Slaughter of Geese   Ã‚  Ã‚  Ã‚  Ã‚  When I returned to my parents’ home last summer, I decided to take Andy, my four-year-old nephew, to the Park where I had often played as a child. As soon as I had unbelted him from his car seat, Andy ran down the hill toward the small pond below us. Before I could lock the car, I heard him scream and looked up immediately. A large Canada goose was hissing menacingly at him, and three others were just a few feet away. I ran to rescue Andy and picked him up. That’s when I noticed that Andy’s shoes were covered with goose droppings. I then looked down. Mine were too.   Ã‚  Ã‚  Ã‚  Ã‚  After I cleaned our shoes and took Andy home, I told my mother about the incident with the geese, to which she replied, â€Å"You should have seen the park a few months ago. The geese were everywhere. Then the agents started sneaking in during early morning hours, rounding them up, and hauling them away."   Ã‚  Ã‚  Ã‚  Ã‚  "Where did they take them?"   Ã‚  Ã‚  Ã‚  Ã‚  She smiled, â€Å"To goose heaven."   Ã‚  Ã‚  Ã‚  Ã‚  I was stunned. I couldn’t believe that people in the environmentally conscious Puget Sound area would round up waterfowl and kill them. But at the same time, I found out from experience why the geese are a nuisance. Surely, I thought, there must be a better way to deal with problem geese. I began looking on the Internet and then went to the library to find out what other communities had done to discourage unwanted geese. I learned just how widespread the goose problem is—from coast to coast—and how many different methods to control the geese had been tried.   Ã‚  Ã‚  Ã‚  Ã‚  The problem with the Canada geese is one that people have created. Before the 1950s, when they were hunted nearly to extinction, the geese nested in Canada and wintered in the United States. Later, conservationists found a surviving flock in Minnesota and began raising the geese to restore the population. Unfortunately, these farm-raised geese had lost their instinct to migrate and began living in the United States the year round (Schnell). Since goose hunting had been made illegal, the Canada geese found friendly habitat in the spreading suburbs, parks, and golf courses, which had plenty of grass and other food and few predators. The result was a population explosion in communities that had not seen a Canada goose in decades.

The Persian Gulf War: A view through the themes of individual and society :: Essays Papers

The Persian Gulf War: A view through the themes of individual and society The Persian Gulf War began in 1990 when Iraqi forces invaded the border of Kuwait. The United States led a coalition of forces between other countries eventually ending the war in 1991.1 The Persian Gulf War made many people of different backgrounds suffer by starvation, malnutrition and disease. The Iraqi leader, Saddam Hussein, was the main cause for this suffering. Problems between Iraq and Kuwait started when Kuwait gained their independence and gained protection from British. Iraq did not want to recognize Kuwait as a separate country because Iraq believed that Kuwait was in their territory. Iraq and Kuwait were both part of the Ottoman Empire in the 18th century, and Iraq thought Kuwait was still a province from the South of Iraq.2 Oil became the main problem that led to war. Iraqi leaders blamed Kuwait for pumping oil from Iraqi territory, and for not paying revenues for the oil taken out. Since Iraq had debts with Kuwait, Iraq then started harassing Kuwait. Another accusation Iraq placed on Kuwait was that Kuwait was pumping too much oil. According to the Organization of Petroleum Exporting Countries (OPEC), there is a limit of oil extraction on every country.3 All of these complaints led then to war. Kuwait did not want any confrontation and Iraq was not there to take any land away but to intimidate Kuwait. Talks between them did not help and invasion took place in August 2, 1990, when Iraq started mobilizing towards adjoining borders.4 On February 26, 1991 the war was, if not in its end, but to close to the defeat of the Iraqis by the coalition led powerfully by the United States. Public communication mainly by radio in Iraq told the contrary but not even its own people could belief victory but they all accepted defeat. Statistics showed that 148 Americans were dead, and 467 wounded. Many of these deaths or injuries were result of friendly fire. According to New York Times of September 1990, 200,000 Iraqis died.5 The main task for the world and the coalition was to stop Saddam Hussein, Iraq’s Mandatary.

Different social, professional and cultural contexts Essay

When communicating with others we need to consider the context within which we are working. We would need to adapt the way we communicate for different situations, most people do this automatically. Your school should have a range of planned communication for dealing with other professionals; there would be informal communications, meetings and discussions. Talking is not the only way we communicate. The way we respond to others, how quickly we respond either in person, by telephone, email, etc, respecting other cultures, for example in some cultures it is polite to maintain eye contact but not in other cultures. Always make sure you can be understood whether talking to someone or in a letter or email. Social One good way to learn about your school’s culture and much more is to begin investing in relationships with other adults in the school. Value their insights, value them and the relationships you have with them. Read more:  Different reasons people communicate  essay Lunchtime in the staff room can be a good time to have a little chat/conversation or catch up with them. You are likely to find out about children with behavioural problems and how they tackle these issues, what’s coming up next in the school and you are less likely to have the feeling of being left out. If every time you go into the staffroom for lunch, you are seen and heard to be talking loudly on your mobile phone, texting or just doing something else which is alienating you from everyone else, some people may find it rude and disregarding of others and so less likely to include you in conversations. Professional Once you become employed to work in a professional setting like a school, you are representing the school and should conduct yourself in a professional  manner. This professional manner should include the way that you communicate with the pupils and other adults. You obviously cannot use words like ‘lol’,’defo’, and ‘rofl’, when you are sending an email or writing a comment on a child’s work or communicating in a professional way in school. You should always use appropriate language and gestures for children, young people and adults an ensure that they understand what you mean. Cultural Culture is the way that we identify groups of people who share common characteristics including language, values, social practices and attitudes. We are not usually aware of our culture until we meet someone from a different culture. The language, gestures, dressing, mannerisms, etc become obviously different. The same gestures may mean different things in different cultures. For example, in some countries it is generally disrespectful to look at someone directly and boldly in the eyes, especially if they are your senior (older than you, your boss, or of a higher social class/status), whereas in the United Kingdom, not making eye contact can be seen as a sign of dishonesty. If someone avoids making eye contact with you when speaking, perhaps that is the impact of culture – not that they are rude, shy, uninterested or even dishonest. Where ever possible I would learn and adjust to the other person’s culture to ensure that we communicate effectively and if I was unsure I would ask questions (not personal) and try to find out more. Bibliography Book: Heinemann work based Learning – Supporting teaching and learning in schools (primary) by Louise Burnham and Brenda Baker. Websites: www.tafocus.co.uk/qcf-levels-and-units- QCF levels and units/Teaching Assistant Focus.

American Revolution (DBQ) Essay

In the time period of 1860 and 1877, constitutional and social developments occurred in America that amounted to a revolution. Some constitutional developments were the Secession of 1860, the Emancipation Proclamation, and Amendments 14 and 15. Some social developments were the Freedmen’s Bureau, the Civil Rights Act of 1875, and Congressional Reconstruction. Put together, all these developments led to a revolution. Prior to 1860 the United States was already split into opposing sides fighting for power. Although these conflicts never reached the battlefield, the slave’s states and Free states were always competing for representation in congress. South Carolina felt that certain powers were restrained from them and it imperiled their continued existence as sovereign states (DOC A). So, as the leader, they declared secession with several states following shortly after. They were then called the Confederate states of America. This was so revolutionary because the Union destroyed everything in the South and it led to the strengthening of Federal Power over the states. The Emancipation Proclamation was intended to be the cure of slavery once and for all. In the early years of the Proclamation it could only be extended to Union controlled areas. It allowed blacks freedom of movement and religion. Shortly after, Amendments 14 and 15 were created that gave the freed men more rights. Amendment 14 gave freedmen citizenship and equal protection under the law. Amendment 15 gave them the right to vote and resulted in black legislators in the state and federal government.