Legal and Ethical Responsibilities. Essay -- Business and Management S

Legal and Ethical Responsibilities. Direct Discrimination :- something like putting in the job advertisement â€Å"women need not apply†. Indirect Discrimination :- saying there’s a height limit such as a 6’4†. This will limit who can apply for the job. Sex Discrimination Act 1975 The Sex Discrimination Act 1975 makes sex discrimination unlawful in employment, vocational training, education, the provision and sale of goods, facilities and services and premises. In employment and vocational training, it is also unlawful to discriminate against someone on the grounds that a person is married or, from December 2005, a civil partner, or on the grounds of gender reassignment. The Sex Discrimination Act prohibits direct and indirect discrimination and victimisation. Although not yet mentioned in the Act, case law has established that harassment/sexual harassment and discrimination because a woman is pregnant or on maternity leave are unlawful. Equal Pay Act 1970 The Equal Pay Act 1970 makes it unlawful for employers to discriminate between men and women where they are doing the same or similar work; work rated as equivalent; or work which is of equal value though different in nature. It covers both pay and other terms and conditions such as output and bonus payments, holidays and sick leave. European law has confirmed that the concept of equal pay prevents discrimination in relation to redundancy payments, travel concessions, employers’ pension contributions and occupational pension benefits. The Equal Pay Act applies to pay or benefits provided by the contract of employment. The Sex Discrimination Act covers non-contractual arrangements including benefits such as discretionary access to a workplace nursery or travel concessions. The Act does not give anyone the right to claim equal pay with a person of the same sex. In other words, any comparison must be with a person of the opposite sex. Racial Discrimination Race discrimination occurs when a person is treated less favourably on the grounds of race, colour, and nationality, ethnic or national origin. It is unlawful to discriminate against any worker on racial grounds. The Race Relations Act 1976 makes it unlawful to discriminate in:  · recruitment  · pay (including bonuses and shift premiums)  · other terms and conditions (e.g. holidays)  · ac... ...use she works part-time and he works full-time is unlikely to be a good defence to an equal pay claim. Parental Leave You have the right to take 13 weeks’ leave in respect of every child born after 15 December 1999. You must take the leave either before the child reaches his fifth birthday or five years have elapsed following his placement for adoption (or before his eighteenth birthday if earlier) or, in the case of a disabled child, before the child’s eighteenth birthday. Your employment continues during your leave. You have the right to return to your old job if your leave period lasted 4 weeks or less. If you took longer leave and it is not possible for you to return to your old job, you have the right to return to a similar job which has the same or better status, terms and conditions as your previous job. If you took parental leave immediately after an ordinary maternity leave, you are entitled to return to your old job. If the parental leave followed an additional maternity and it is not reasonably possible for you then to return to your old job, you have the right to return to a job with similar or better status, terms and conditions as your old post.

How Can Public Diplomacy Complement “Hard Power” Tactics in International Affairs?

Hard power is a term used to describe power that is acquired from the use of military and/or economic force to influence the behaviour or interests of other political entities. As the name might imply, this type of political power is often aggressive, and is most effective when imposed by one political body upon another of lesser military and/or economic power. What it boils down to is: Do what we want. If you don't, we will inflict undesirable damage on your person, citizenry, economy, security forces, crops, well water, et cetera. Hard power is mostly placed in the International Relations field of Realism, where military power is seen as the expression of a state’s strength in the international community. While the existence of hard power has a long history, the term arose when Joseph Nye coined ‘soft power' as a fresh and different form of power in a State's foreign policy. Nye defined soft power as â€Å"the ability to get what you want through attraction rather than through coercion. † He also said that soft power â€Å"could be developed through relations with allies, economic assistance, and cultural exchanges. He argued that this would result in â€Å"a more favourable public opinion and credibility abroad. † By engaging both forms of power, hard and soft, one is then employing ‘smart power’. Another term defined by Joseph Nye, it was endorsed by Hilary Clinton: â€Å"We must use what has been called smart power — the full range of tools at our disposal â €” diplomatic, economic, military, political, legal, and cultural — picking the right tool, or combination of tools, for each situation. With smart power, diplomacy will be the vanguard of foreign policy. Ideas matter, and a country’s ability to promote ideals to citizens of other nations and societies, known as public diplomacy (PD), can work wonders to advance the national interest. By taking a look at case studies, we will examine whether PD can complement hard power tactics and thus we will see if ‘smart power’ is really viable in practice. The U. S strategy of hard power and public diplomacy in the Cold War During the Cold War, the world was divided in two, as the two super-powers attempted to gain support from neutral parties while offsetting the actions of their opponent. The United States and Russia were more or less equally matched in military and political strength and this resulted in a stalemate. With hard power abilities alone proving ineffective at turning the tide in any direction it meant that another means of demonstrating global dominance would be required. The basic strategy of the US during the Cold War was containment using military, economic, and diplomatic strategies to stop the spread of Communism, boost America’s security and influence abroad, and avert a â€Å"domino effect†. The concept of containment was proposed by diplomat George Kennan in the notorious Long Telegram . Kennan argued that the only way to defeat the spread of Communism was to suffocate it. Containment had two major policies associated with it, the Truman Doctrine and the Marshall Plan and was a reaction to a string of moves by the Soviet Union to expand Communist influence in Eastern Europe, China, and Korea. It represented a middle-ground position between appeasement and rollback. The Truman Doctrine was a robust plan that that pledged military support to the nations struggling against communist pressures. It was announced By President Truman in his 1947 address to congress after the United Kingdom informed the United States that it no longer had the capabilities to aid Greece and Turkey in their struggle against Soviet tensions. In the address he declared that the United States would â€Å"support free peoples who are resisting attempted subjugation by armed minorities or by outside pressures. † The Truman Doctrine displayed the U. S objective to respond to any further expansion with military force—the hard power element of containment. The Truman Doctrine was the justification for considerable injections of American money into European economic recovery to counteract the development of social and political unrest. This ambitious aid plan was called the Marshall Plan after the secretary of state at the time. General Marshall proposed the plan with two intentions: to assist in the rebuilding of Europe and to win the â€Å"hearts and minds† of the citizens most vulnerable to the reach of communism. The act of benevolence was accepted by the United States’ European allies after a phase of negotiations, but was discarded by the Soviets and other members of the Eastern Bloc. The Marshall Plan represented a significant early application of U. S. soft power and the vital non-military aspect of US policies of containment. Containment is an excellent example of a successful balance of hard and soft power. The policies they implemented in this process served to strengthen relations with â€Å"at-risk† countries in Europe while at the same time sending a strong message to the Soviet Union th at the United States would react strongly to any further Soviet expansion. In fact, containment was so successful, that many experts consider it the leading cause of the Soviet collapse. Another prime example of this PD was the cultural exchanges which saw tens of thousands of Soviet students go to America to study. These exchanges enabled many Soviet citizens, especially in the upper and middle reaches of society, to see the United States with their own eyes. The students would then go back to the USSR and some even occupied roles of influence and played important roles in the peaceful demise of the Soviet Union As I mentioned earlier, Public Diplomacy serves to make one’s country and ideals more attractive to citizens of other countries. One way that the U. S achieved this during the Cold War was by setting up organizations such as Radio Free Europe/Radio Lib ¬erty (RFE/RL), the Voice of America (VOA), and the United States Information Agency (USIA) which communi ¬cated the ideals of democracy, individual rights, and the free market. U. S. officials distin ¬guished America's truthful approach from the lies and deceptions of classic Nazi and Soviet propa ¬ganda and therefore the term â€Å"public diplomacy† came into general use by the 1970s to reflect this critical dif ¬ference. In fact it was noted by Edward R. Murrow, then director of the USIA, that â€Å"truth is the best propaganda and lies are the worst. † Nye remarks that Pop culture also featured largely in the U. S arsenal as it transmits widely â€Å"American values that are open, mobile, individualistic, anti-establishment, pluralistic, populist, and free. † â€Å"Long before the Berlin Wall fell in 1989; it had been pierced by television and movies. The hammers and bulldozers would not have worked without the years-long transmission of images of the popular culture of the West before it fell. In the end, the promotion of these values contributed mightily to the nearly bloodless dissolution of the Soviet Empire. China’s public diplomacy in Africa In recent years, China has looked to complement its long-established employment of hard power with soft power, and as a consequence, the Chinese government has devoted a lot of consideration to public diplomacy. In the past, Chinese g overnments have demonstrated a limited understanding of public diplomacy, viewing it either as external propaganda or a form of internal public affairs, but this has not prevented China from becoming a killed public diplomacy player. Public diplomacy and hard power are not only used in situations of war or tension between countries. One can look at Chinese relationship with Africa for a prime example of public diplomacy employed to strengthen economic relations. Africa has resources that China needs and so China views other countries, mainly this in the West, as a direct competitor for African resources. That is why they needed to establish such strong relationship with Africa. A strategy to block out competitors would require a deep partnership of trust (gained with PD), or coercion (Hard Power). The Chinese opted for the trust route as they believed it would be more cost-effective in the long run to establish a trust and understanding. Relationships begin with dialogues. The goal is to build trust. Trust cannot be manufactured, it has to be earned. China-African relations have steadily deepened and strengthened since the founding of â€Å"new China† in 1949. Developing from the ideologically-driven interactions during the Cold War, today’s China-Africa relations combine pragmatic economic and political means to achieve China’s objective of establishing a world order that is peaceful and favourable to continued economic growth and stability at home. In the 1960s and 1970s, China supported liberation movements in several African countries, gave aid to socialist nations to build stadiums, hospitals, railroads and other infrastructure, and cemented relations through a steady stream of expert engineers, teachers, and doctors. Today, Chinese officials travel to Africa accompanied by bankers and businesspeople, promoting political and economic commerce that develops China-Africa ties in a sustainable fashion. While trade and diplomacy are driven by China’s newfound economic strength and subsequent demand for raw materials, China continues to support longstanding programs that deliver aid to impoverished African citizens, such as sending teams of doctors and providing medicines. There are a number of reasons why China makes for such an appealing partner to many African countries. China’s attitude towards bilateral relations and economic development offers a different alternative to the political and economic reforms pushed forward by the â€Å"West†. China has adopted a firm stance of respect for other nations’ sovereignty and persistently refuses to condemn or involve itself in the internal affairs of African nations. This attitude has earned it the respect of those leaders and elite individuals and groups that profited from poor governance and crooked political systems and so they are not so keen on applying tedious and costly economic reforms insisted on by the West. In order to demonstrate to Africa how sincere and beneficial their friendship with China is, Beijing drafted a policy on Africa. China reportedly gets over a quarter of its oil from Africa , so it is not surprising it's interested in building up and maintaining relations on the continent. At the start of the millennium, Beijing established the China-Africa Cooperation Forum (CACF) to encourage trade and investment with 44 African countries. In 2003, Prime Minister Wen visited several oil-producing African states accompanied by Chinese oil executives, and President Hu toured Algeria, Egypt, and Gabon. China has been collaborating with governments in the Gulf of Guinea, from Angola to Nigeria, as well as with the Central African Republic, Chad, Congo, Libya, Niger, and Sudan. In mid-January 2006, China issued an African foreign policy paper. China has laid out the strategy for all to see and it is divided into six parts: 1. Africa's Position and Role 2. China's Relations with Africa 3. China's African Policy 4. Enhancing All-round Cooperation between China and Africa 5. Forum on China-Africa Cooperation and Its Follow-up Actions 6. China's Relations with African Regional Organizations The document is made as accessible as possible on the internet. It is written in simple English which means that it is easy to read even for those who do not have an exceptionally strong command of the language. This document is a perfect demonstration of public diplomacy. The Chinese are doing a superb job in the region. China's relationship with the public goes further than building prestige buildings for the public and the public themselves get to choose whether they want a sports stadium or a government building. In addition, television in the area is becoming more and more English language transitions from China. By backing up its economic interests with so much soft power, China has been put on a moral high-ground when compared to other global players. EU integration and public diplomacy One of the most successful initiatives to embody the principles of effective public diplomacy was the establishment of the European Coal and Steel Community in the 1950’s which has now evolved into the European Union. European integration is the process of mainly political, legal, social and economic integration of European states, which these days is primarily achieved through the European Union and the Council of Europe. Attempts at European integration emerged originally after the devastation of the Second World War and the desire of European countries to integrate so much so as to eliminate the possibility of another European war. The main intention behind integrating economically and politically is that the smaller European countries have more influence in international matters such as trade and world politics. A ‘kind of United States of Europe’ was called for by Winston Churchill and in 1950 the German and French politicians, Robert Schuman and Jean Monnet, proposed a common market for coal and steel for those countries willing to delegate control of these sectors of their economies to an independent authority. In 1951 the Treaty of Paris was signed by the leaders of six European countries; Belgium, the Netherlands, Luxembourg, France and West Germany. This treaty founded the European Coal and Steel Community (ECSC) creating a common market in which the industries that were crucial for war were controlled thus preventing the unilateral rearmament of any of its member states, particularly Germany. The ECSC enjoyed economic and political success which spurred the six member states to sign the Treaty of Rome in 1957 and establish the European Economic Community (EEC), which was transformed into the European Community from 1967 in the Merger Treaty. In 1993 the Maastricht Treaty transformed the ECSC into the European Union and European integration became less and less about the ‘negative’ removal of barriers, and more and more about ‘positive’, active harmonization. The EU has steadily been evolving as a diplomatic power in its own right. To demonstrate this, we need to look at the broad sweep of the development of an EU diplomatic corps over time; where it came from, how few of them there originally were, how little they did, and how these details compare with trends today. The European Union practices public diplomacy through a multilayered framework of policies and programs, relying both on its Representations in member-states, as well as its Delegations abroad – it now has diplomatic delegations in over 150 countries, employing over 5,000 members of staff. With its internal communication strategy the Union aims to engage EU-citizens more closely in its political life and to create a sense of common identity. Its communication strategy for enlargement, on the other hand, is designed to explain the goals and responsibilities of the European project to countries that aspire to become member states as well as to promote the benefits of enlargement to Euro-sceptics inside the EU. The European Neighbourhood Policy provides another layer of regional integration and governance and is directed towards the EU's immediate neighbours by land and sea, primarily developing countries, who seek one day to become either member states of the European Union itself, or more closely integrated with the economy of the European Union. Finally, through its network of Delegations abroad, the EU aims to assert itself on the international stage and regulates its relations with â€Å"third† countries. Although basically aimed at developing a public diplomacy capability, most of the outreach activities of the EU are not officially referred to as â€Å"public diplomacy†, but are described as information and communication campaigns, or education and cultural exchange programs. These efforts are intended not only to inform and explain the workings of EU institutions but also to socialize into the norms and values of the Union. The European Commission is the institution responsible for conducting the Union's diplomacy and public diplomacy efforts. While other EU bodies have also initiated public diplomacy programs, the Commission is the one providing the executive action. Since the creation of the ECSC in 1950 member states have achieved great success in integrating socially, economically and politically between themselves however there are still many difficulties to be overcome and the process of integration will never be complete. Much progress has been made to create an integrated EU diplomatic service and this will continue to be utilized alongside hard power economic and political policies to develop the EU as strong and coherent body of states. Conclusion As we have seen in these case studies, when hard power is coupled with soft power, especially public diplomacy, it creates a most effective product – more effective than the sum of its parts. The European Union for example has been seen as a civilian power. It has no army even though this is one of the areas where unity would bring an obvious increase in efficiency and influence. It relies on law, on negotiation, on multilateral organisation. Its relationships are often in the form of â€Å"contractual agreements†, itself a revealing phrase. It seems a model of soft power, as America is of hard power. Even China, a country based on hard power, has realised the effectiveness of adding a strong public diplomacy to its repertoire. Realists have a preference for hard power. Otto von Bismarck is famous for the remark that â€Å"this policy cannot succeed through speeches †¦and songs; it can be carried out only through blood and iron†. In a twist of irony however Bismarck’s blood and iron was not the solution to the German question. By 1945 Germany had had enough of both: they had undermined Bismarck’s achievement of unification and had led to the ruin of Germany. In today’s world it is more important than ever to be able to effectively combine hard and soft power to form smart power. Even one of the greatest military men of all time, realised the importance complementing hard power with soft when he famously stated that: â€Å"There are but two powers in the world, the sword and the mind. In the long run the sword is always beaten by the mind. † – Napoleon Bonaparte Bibliography Bonaparte, Napoleon (1769-1821), ‘Napoleon Bonaparte Quotes’, http://www. military-quotes. com/Napoleon. htm Carnes Lord – Helle C. Dale, Public Diplomacy and the Cold War: Lessons Learned, in the Heritage Foundation (online) 18 September 2007 http://www. heritage. rg/Research/nationalSecurity/bg2070. cfm [accessed 28 January 2010] Drew Thompson, China’s Soft Power in Africa: from the â€Å"Beijing consensus† to health diplomacy, China Brief: Volume 5, Issue 21 (October 13, 2005) Joseph S. Nye Jr, Soft Power: A Means to Success in World Politics. Public Affairs, New York. 2004. Joseph S. Nye Jr, Soft Power, Hard Power and Leadership. Seminar , 27 October 06. http://www. hks. harvard. edu/netgov/files/talks/docs/11_06_06_seminar_Nye_HP_SP_Leadership. pdf Lee Rotherham, EU Diplomats, (online) in TaxpayersAlliance. com http://www. taxpayersalliance. om/EUDiplomats. pdf Matt Armstrong, Practicing Effective Public Diplomacy in Africa (or elsewhere). Blog – MountainRunner. US (online). February 8 2006 http://mountainrunner. us/2006/02/practicing_effe. html [accessed 28 January 2010] Robert Cooper, Hard power, Soft power and the Goals of Diplomacy, in David Held/Mathias Koenig-Archibugi, American Power in the 21st Century, 2004, pp. 167-180 Rory D Huff Jr, U. S. Applications of Hard and Soft Power (online) http://www. personal. psu. edu/cpl2/blogs/powerforce/Huff%20on%20Hard%20and%20Soft%20Power. pdf [accessed 28 January 2010]

Cooper Pharmaceuticals Inc. Essay

Bob Marsh He was initially rated as a highly sincere, aggressive, enthusiastic fast learner and his references were outstanding. ï‚ § He had been working in the retail pharmacy before joining CPI ï‚ § For assessing CPI’s move of letting Bob Marsh go, we need to identify the reasons for this action and determine if those reasons can be justified. ï‚ § John Meredith had rated Bob Marsh’s performance as â€Å"Below Standard†Ã‚   Marsh wasn’t responsive to management directives ï‚ § He had a tendency to pre-judge customers and promotional programs ï‚ § Bill Couch (highly experienced supervisor who was held in high regard) rated Marsh as a well above average detailer and had also assigned him an additional responsibility of overseeing a distributor ï‚ § Jim Rathbun who was a young energetic manager expressed his concern in Marsh’s inability in introducing new products to physicians, his poor penetration with dentists among other issues. He put Marsh on a 90 day probation where he was given specific goals to achieve failing which his service would be terminated ï‚ § By 1990, his then manager Ted Franklin asked him to improve upon all the qualities that he was once hired for The reason why Bob Marsh could deliver consistent results and build such rapport despite being an organizational misfit has to be studied to know if the mistake was on the part of CPI of Bob. Marsh was operating in his home territory and very clearly he had built a very personal rapport with his customers. He was already a pharmacist and must have leveraged on his existing contacts so much so that irate customers called for him to the company. He was following a self imposed system of â€Å"Sales matter, so let me get it howsoever† rule, which cannot be accepted by a company like CPI whose sales force is held in high repute. The highly reputed sales force essentially implies a strong process of recruitment, training and incentives. Bob Marsh might have been leveraging on personal contacts to meet his targets regularly. Therefore, managers who valued outcome more found him more agreeable than those who valued behavior more. In fact he seems to have enough clout to get doctors and pharmacists to write to CPI and complain about his dismissal, even trying to arm-twist the company.

A Comparative Study of Professional and Traditional College Students Perception Towards Two Wheeler Brands

A RESEARCH REPORT ON â€Å"A COMPARATIVE STUDY OF PROFESSIONAL AND TRADITIONAL COLLEGE STUDENTS PERCEPTION TOWARDS TWO WHEELER BRANDS† CONTENTS 1. HISTORY OF BAJAJ ? Profile ? Key Person ? Bajaj Introduction ? Company History ? Timeline Of New Release 2. HISTORY OF HERO HONDA ? Board Of Directors ? Company Profile 3. HISTORY OF TVS 4. OBJECTIVES OF THE RESEARCH 5. RESEARCH METHODOLOGY ? Data Source ? Research Approach ? Sampling Unit ? Data Completion And Analysis ? Scope 6. LIMITATION OF RESEARCH STUDY 7. ANALYSIS AND INTERPRETATION 8. FINDINGS 9. CONCLUSION 10. RECOMMENDATION 11. BIBLIOGRAPHY 12. QUETIONNAIRE Bajaj Auto limited is one of the largest two wheeler manufacturing company in India apart from producing two wheelers they also manufacture three wheelers. The company had started way back in 1945. Initially it used to import the two wheelers from outside, but from 1959 it started manufacturing of two wheelers in the country. By the year 1970 Bajaj Auto had rolled out their 100,000th vehicle. Bajaj scooters and motor cycles have become an integral part of the Indian milieu and over the years have come to represent the aspirations of modern India. Bajaj Auto also has a technical tie up with Kawasaki heavy industries of Japan to produce the latest motorcycles in India which are of world class quality The Bajaj Kawasaki eliminator has emerged straight out of the drawing board of Kawasaki heavy industries. The core brand values of Bajaj Auto limited includes Learning, Innovation, Perfection, Speed and Transparency. Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in Maharashtra, western India, which produced 2,314,787 vehicles in 2005-06. The sales are backed by a network of after sales service and maintenance work Shops all over the country. Bajaj Auto has products which cater to every segment of the Indian two wheeler market Bajaj CT 100 Dlx offers a great value for money at the entry level. Similarly Bajaj Discover 125 offers the consumer a great performance without making a big hole in the pocket. Bajaj Auto is a major Indian automobile manufacturer. It is Indias largest and the worlds 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Waluj near Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makers motor scooters, motorcycles and the auto rickshaw. COMPANYS HISTORY Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicles and produced and sold 1 million vehicles in a year. Timeline of new releases ? 1971 three-wheeler goods carrier ? 1972 Bajaj Chetak ? 1976 Bajaj Super ? 1977 Rear engine Autorickshaw ? 1981 Bajaj M-50 ? 1986 Bajaj M-80, Kawasaki Bajaj KB100 ? 1990 Bajaj Sunny ? 1994 Bajaj Classic ? 1995 Bajaj Super Excel ? 1997 Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw ? 1998 Kawasaki Bajaj Caliber, Legend(Indias first four-stroke scooter) ? 2000 Bajaj Saffire ? 2001 Eliminator, Pulsar 2003 Caliber115, Bajaj Wind 125, Bajaj Pulsar ? 2004 Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i ? 2005 Bajaj Wave, Bajaj Avenger, Bajaj Discover ? 2006 Bajaj Platina ? 2007 Bajaj Pulsar-200 Scooters ? Bajaj Sunny ? Bajaj Chetak ? Bajaj Cub ? Bajaj Super ? Bajaj Wave ? Bajaj Legend Motorcycles ? Kawasaki Eliminator ? Bajaj Pulsar ? Bajaj Kawasaki Wind 125 ? Bajaj Boxer ? Bajaj CT 100 ? Bajaj Platina ? Baja j Caliber ? Bajaj Discover ? Bajaj Avenger ? Bajaj Pulsar 220 DTS-Fi Upcoming Models Bajaj Krystal ? Bajaj Blade ? Bajaj Sonic ? Bajaj XCD String New Image The company, over the last decade has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer, product range ranging from Scooterettes to Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahul Bajaj who is worth more than US$1. 5 billion. India has the largest number of two wheelers in the world with 41. 6 million vehicles. India has a mix of 30 percent automobiles and 70 percent two wheelers in the country. India was the second largest two wheeler manufacturer in the world starting in the 1950’s with the birth of Automobile Products of India (API) that manufactured scooters. API manufactured the Lambrettas but, another company, Bajaj Auto Ltd. surpassed API and remained through the turn of the century from its association with Piaggio of Italy (manufacturer of Vespa). The license raj that existed between the1940s to1980s in India, did not allow foreign companies to enter the market and imports were tightly controlled. This regulatory maze, before the economic liberalization, made business easier for local players to have a seller’s market. Customers in India were forced to wait 12 years to buy a scooter from Bajaj. The CEO of Bajaj commented that he did not need a marketing department, only a dispatch department. By the year 1990, Bajaj had a waiting list that was twenty-six times its annual output for scooters. The motorcycle segment had the same long wait times with three manufacturers; Royal Enfield, Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-stroke engine at that time and took the higher end of the market but, there was little competition for their customers. Ideal Jawa and Escorts took the middle and lower end of the market respectively. In the mid-1980s, the Indian government regulations changed and permitted foreign companies to enter the Indian market through minority joint ventures. The two-wheeler market changed with four Indo-Japanese joint ventures: Hero Honda, TVS Suzuki, Bajaj Kawasaki and Kinetic Honda. The entry of these foreign companies changed the Indian arket dynamics from the supply side to the demand side. With a larger selection of two-wheelers on the Indian market, consumers started to gain influence over the products they bought and raised higher customer expectations. The industry produced more models, styling options, prices, and different fuel efficiencies. The foreign companies new technologies helped make the products more reliable and with be tter quality. Indian companies had to change to keep up with their global counterparts. Hero Honda Motorcycles Limited is an Indian manufacturer of motorcycles and scooters. Hero Honda is a joint venture that began in 1984 between the Hero group of India and Honda from Japan. It has been the worlds biggest manufacturer of 2-wheeled motorized vehicles since 2001, when it produced 1. 3 million motorbikes in a single year. Hero Hondas Splendor is the worlds largest selling motorcycle. Its 2 plants are in Dharuhera and Gurgaon, both in Haryana, India. It specializes in dual use motorcycles that are low powered but very fuel efficient. [Models] Bikes ? Hero Honda Splendor Plus ? Hero Honda Passion Plus ? Hero Honda Karizma ? Hero Honda CBZ ? Hero Honda Super Splendor Hero Honda CD Dawn ? Hero Honda CD Deluxe ? Hero Honda Achiever ? Hero Honda Glamour ? Hero Honda Ambition Hero Honda Splendor Model COMPANY PROFILE â€Å"Hero†, is the brand name used by the Munjal brothers in the year 1956 with the flagship company Hero Cycles. The two-wheeler manufacturing business of bicycle components had originally started in the 1940’s and turned into the wor ld’s largest bicycle manufacturer today. Hero, is a name synonymous with two-wheelers in India today. The Munjals roll their own steel, make free wheel bicycle critical components and have diversified into different ventures like product design. The Hero Group philosophy is: â€Å"To provide excellent transportation to the common man at easily affordable prices and to provide total satisfaction in all its spheres of activity†. The Hero group vision is to build long lasting relationships with everyone (customers, workers, dealers and vendors). The Hero Group has a passion for setting higher standards and â€Å"Engineering Satisfaction† is the prime motivation, way of life and work culture of the Group. In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of Hero Honda Motors (HHM), headed an alliance between the Munjal family and Honda Motor Company Ltd. HMC). HHM Mission Statement is: â€Å"We, at Hero Honda, are continuously striving for synergy between technology, systems, and human resources to provide products and services that meet the quality, performance, and price aspirations of our customers. While doing so, we maintain the highest standards of ethics and societal responsibil ities, constantly innovate products and processes, and develop teams that keep the momentum going to take the company to excellence in the new millennium†. This alliance became one of the most successful joint ventures in India, until the year 1999 when HMC had announced a 100% subsidiary, Honda Motorcycle Scooter India (HMSI). This announcement caused the HHM stock price to decrease by 30 percent that same day. Munjal had to come up with some new strategic decisions as, HMSI and other foreign new entry companies were causing increased intensity of rivalry for HHM. GROWTH The business growth of Hero Honda has been phenomenal throughout its early days. The Munjal family started a modest business of bicycle components. Hero Group expanded so big that by 2002 they had sold 86 million bicycles producing 16000 bicycles a day. Today Hero Honda has an assembly line of 9 different models of motorcycles available. It holds the record for most popular bike in the world by sales for Its Splendor model. Hero Honda Motors Limited was established in joint venture with Honda Motors of Japan in 1984, to manufacture motorcycles. It is currently the largest producer of Two Wheelers in the world. It sold 3 million bikes in the year 2005-2006. Recently it has also entered in scooter manufacturing, with its model PLEASURE mainly aimed at girls. The Hero Group has done business differently right from the start and that is what has helped them to achieve break-through in the competitive two-wheeler market. The Groups low key, but focused, style of management has earned the company plaudits amidst investors, employees, vendors and dealers, as also worldwide recognition. The growth of the Group through the years has been influenced by a number of factors: Just-in-Time The Hero Group through the Hero Cycles Division was the first to introduce the concept of just-in-time inventory. The Group boasts of superb operational efficiencies. Every assembly line worker operates two machines simultaneously to save time and improve productivity. The fact that most of the machines are either developed or fabricated in-house, has resulted in low inventory levels. In Hero Cycles Limited, the just-in-time inventory principle has been working since the beginning of production in the unit and is functional even till date.. This is the Japanese style of production and in India; Hero is probably the only company to have mastered the art of the just-in-time inventory principle. Ancillarisation An integral part of the Group strategy of doing business differently was providing support to ancillary units. There are over 300 ancillary units today, whose production is dedicated to Heros requirements and also a large number of other vendors, which include some of the better known companies in the automotive segment. Employee Policy: Another Striking feature within the Hero Group is the commitment and dedication of its workers. There is no organized labor union and family members of employees find ready employment within Hero. The philosophy with regard to labor management is Hero is growing, grow with Hero. When it comes to workers benefits, the Hero Group is known for providing facilities, further ahead of the industry norms. Long before other companies did so, Hero was giving its employees a uniform allowance, as well as House Rent Allowance (HRA) and Leave Travel Allowance (LTA). Extra benefits took the form of medical check-ups, not just for workers, but also for the immediate family members. Dealer Network The relationship of Hero Group with their dealers is unique in its closeness. The dealers are considered a part of the Hero family. A nation-wide dealer network comprising of over 5,000 outlets, and have a formidable distribution system in place. Sales agents from Hero travels to all the corners of the country, visiting dealers and send back daily postcards with information on the stock position that day, turnover, fresh purchases, anticipated demand and also competitor action in the region. The manufacturing units have a separate department to handle dealer complaints and problems and the first response is always given in 24 hours. Financial Planning The Hero Group benefits from the Group Chairmans financial acumen and his grasp on technology, manufacturing and marketing. Group Company, Hero Cycles Limited has one of the highest labor productivity rates in the world. In Hero Honda Motors Limited, the focus is on financial and raw material management and a low employee turnover. Quality Quality at Hero is attained not just by modern plants and equipment and through latest technology, but by enforcing a strict discipline. At the Group factories, attaining quality standards is an everyday practice a strictly pursued discipline. It comes from an amalgamation of the latest technology with deep-rooted experience derived from nearly four decades of hard labor. It is an attitude that masters the challenge of growth and change change in consumers perceptions about products and new aspirations arising from a new generation of buyers. Constant technology up gradation ensures that the Group stays in the global mainstream and maintains its competitive edge. With each of its foreign collaborations, the Group goes onto strengthen its quality measures as per the book. The Group also employs the services of independent experts from around the world to assist in new design and production processes. Diversification Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively looked at diversification. A considerable level of backward integration in its manufacturing activities has been ample in the Groups growth and led to the establishment of the Hero Cycles Cold Rolling Division, Munjal and Sunbeam Castings, Munjal Auto Components and Munjal Showa Limited amongst other component-manufacturing units. Then there were the expansion into the automotive segment with the setting up of Majestic Auto Limited, where the first indigenously designed moped, Hero Majestic, went into commercial production in 1978. Then came Hero Motors which introduced Hero Puch, in collaboration with global technology leader Steyr Daimler Puch of Austria. Hero Honda Motors was established in 1984 to manufacture 100 cc motorcycles. The Hero Group also took a venture into other segments like exports, financial services, information technology, which includes customer response services and software development. Further expansion is expected in the areas of Insurance and Telecommunication. The Hero Groups phenomenal growth is the result of constant innovations, a close watch on costs and the dynamic leadership of the Group Chairman, characterized by a culture of entrepreneurship, of right attitudes and building stronger relationships with investors, partners, vendors and dealers and customers TVS MOTOR COMPANY The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar. As one of India’s largest industrial entities it epitomizes Trust, Value and Service. It all began way back in 1984 when Sundaram Clayton Limited (A TVS Group company) introduced its 50 CC mopeds in the arena of road racing, notching up unbelievable speeds of 105 kmph. Since then, there has been no looking back for TVS Motor Company. TVS Racing was established in 1987 with the objective of improving the performance of its bikes. Over the years it has provided valuable data, design inputs, development of reliable motorcycle models, excellent vehicle dynamics handling etc. The true evidence of it is seen in todays TVS Victor and TVS Fiero. Today, there are over thirty companies in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of USD 2. 2 billion. With steady growth, expansion and diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance. TVS Motor Company Limited, the flagship company of the USD 2. billion TVS Group, is the third largest two-wheeler manufacturer in India and among the top ten in the world, with an annual turnover of over USD 650 million. The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll out of TVS 50, Indias first two-seater moped that ushered in an era of affordable personal transportation. For the Indian Automobile sector, it was a breakthrough to be etched in history. TV S Motor Company is the first two-wheeler manufacturer in the world to be honoured with the hallmark of Japanese Quality – The Deming Prize for Total Quality Management. OBJECTIVES OF THE RESEARCH 1. To analyze the customer satisfaction. 2. To analyze the customer preference. 3. To know which manufacturer is providing better services. 4. To analyze after sales services of bikes. 5. To study the behavioral factors of consumers in motor bikes. 6. To suggest various factors to improve sales. RESEARCH METHODOLOGY It is well known fact that the most important step in marketing research process is to define the problem. Choose for investigation because a problem well defined is half solved. That was the reason that at most care was taken while defining various parameters of the problem. After giving through brain storming session, objectives were selected and the set on the base of these objectives. A questionnaire was designed major emphasis of which was gathering new ideas or insight so as to determine and bind out solution to the problems. DATA SOURCE Research included gathering both Primary and Secondary data. Primary data is the first hand data, which are selected a fresh and thus happen to be original in character. Primary Data was crucial to know various customers and past consumer views about bikes and to calculate the market share of this brand in regards to other brands. Secondary data are those which has been collected by some one else and which already have been passed through statistical process. Secondary data has been taken from internet, newspaper, magazines and companies web sites. RESEARCH APPROACH The research approach was used survey method which is a widely used method for data collection and best suited for descriptive type of research survey includes research instrument like questionnaire which can be structured and unstructured. Target population is well identified and various methods like personal interviews and telephone interviews are employed. SAMPLING UNIT It gives the target population that will be sampled. This research was carried in Indore (Distt. Indore). These were 90 respondents. DATA COMPLETION AND ANALYSIS After the data has been collected, it was tabulated and findings of the project were presented followed by analysis and interpretation to reach certain conclusions. SCOPE My project was based on the A COMPARATIVE STUDY OF PROFESSIONAL AND TRADITIONAL COLLEGE STUDENTS PERCEPTION TOWARDS TWO WHEELER BRANDS and data was taken in the City Indore only. LIMITATION 1. Research work was carried out in one Distt of U. P. (INDORE) only the finding may not be applicable to the other parts of the country because of social and cultural differences. 2. The sample was collected using connivance-sampling techniques. As such result may not give an exact representation of the population. 3. Shortage of time is also reason for incomprehensiveness. 4. The views of the people are biased therefore it doesn’t reflect true picture. Q1) Which bike do you have? Hero Honda |30 | | | | |Bajaj |30 | | | | |Any other |30 | | | | INTERPRETATION: Out of the sample size of 90 customers, 30 customers are of Hero Honda, 30 are of Bajaj and 30 customers of TVS bikes are taken into consideration. |Q2) Which Model do you Have? | | | | | | | | | | |Hero Honda | |Bajaj | |TVS | | | | | | | | | |Splender |13 |CT 100 |5 |Flame |4 | | | | | | | | |Passion |5 |Discover |11 |Star City |9 | | | | | | | | |Karizma |2 |Pulsar |10 |Apache |7 | | | | | | | | |Any othe r |10 |Any other |4 |Any other |10 | | | | | | | | HERO HONDA INTERPRETATION: In Hero Honda mostly the customers are having splendor while the ratio of the customers using Passion, Karizma and other bikes are comparatively low. BAJAJ INTERPRETATION: In Bajaj the customers are giving more preference to Discover and Pulsar models. TVS INTERPRETATION:- In TVS Bikes the customers are givig more preference to the other models rather than Flame,Starcityand Apache. |Q3) In which family Income level do you Fall? | | | |100000-200000 |22 | | | | |200000-300000 |45 | | | | |300000-400000 |23 | | | | |above 400000 |10 | | | | INTERPRETATION: The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. While this ratio is minimum in case of customers whose income level fall between 300000-400000. |Q4) For how long do you own a bike? | | | | | |0-1 year |34 | | | | | |1-2 year | |29 | | | | | |2-3 year | |26 | | | | | |above 3 year | |11 | | | | | INTERPRETATION: It is observed that mostly the customers are having new bikes. | |Q5) For what purpose do you use your Motor Bike? | | | | | | | | | | | | |Hero Honda | |Bajaj |TVS | | | | | | | | | | |Office Purpose |13 | |42 |38 | | | | | | | | | | | |Personal purpose |17 | |15 |27 | | | | | | | | | | | |Joy Purpose |10 | |18 |10 | | | | | | | | | | | |Other |40 | |15 |15 | | | | | | | | | | | | | | | | | | INTERPRETATION:- The customers are using their bikes mostly for official and personal purpose. | |Q6) How do you come to know about this Motor Bike? | | | | | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | | | | | |Newspaper |28 |33 |22 | | | | | | | | | | |Television |22 |28 |18 | | | | | | | | | | |Magazine |8 |16 |28 | | | | | | | | | | |Friends Relative |37 |13 |22 | | | | | | | | | | | | | | | | INTERPRETATION: It is observed that the awareness of Hero Honda bikes mostly comes from friends while of Bajaj and TVS the awareness comes from newspapers and televisions. Q7) Does Advertisement Influence your decision in choosing a Motor Bike? Yes |65 | | | | |No |15 | | | | |Can’t say |10 | | | | INTERPRETATION: Out of the sample size of 90 customers, 65 customers agrees with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. Q8 Are you satisfied with the performance of the bike that you are currently havin? Yes |55 | | | | |No |28 | | | | |Can’t say |7 | | | | INTERPRETATION:- Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. |Q9) Do you have full knowledge about Bikes before buying? | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | |Yes | 42 |34 |37 | | | | | | |No |37 |27 |22 | | | | | | |Can’t Say |11 |29 |31 | | | | | | INTERPRETATION:- It is observed that most of the customers are having full knowledge of the bike before purchasing. |Q10) Which Factor below Influence your decision? | | | | | | | | |Hero Honda | |Bajaj |TVS | | | | | | | |Price |17 | |22 |28 | | | | | | | |Mileage |28 | |15 |15 | | | | | | |Quality |11 | |20 |16 | | | | | | | |Resale Value |12 | |14 |17 | | | | | | | |Status symbol |32 | |19 |14 | | | | | | | HERO HONDA INTERPRETATION:- In Hero Honda bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. BAJAJ INTERPRETATION:- In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. TVS INTERPRETATION: In TVS bike the economic price of the bikes influences the buying behavior of the customers. |Q11) How would you rate the following factors of Bikes with respect to different | |company? | | | | | | | | | | |Hero Honda |Bajaj TVS | | | | | | |Mileage |74% |72% |68% | | | | | | |Price |68% |65% |47% | | | | | | |Pick up |70% |80% |62% | | | | | | |Maintenance |58% |62% |74% | | | | | | |Look Shape |85% |80% |72% | | | | | | |Brand Image |53% |55% |69% | | | | | | INTERPRETATION: It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pick up. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image. |Q12) If new Bike with good features comes in, then would you like to change your bike? | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | | |Yes |10 |16 |14 | | | | | | | | |No |16 |11 |11 | | | | | | | | |Can’t say |4 |3 |5 | | | | | | | | | | | | | | INTERPRETATION:- It is observed that the customers of Hero Honda bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of Bajaj and TVS are ready to change their bikes if new bike provides some good features to them. FINDINGS During this research project I came in to contact with many customers who are having bikes. It has been found that in Hero Honda mostly the customers are having splendor while the ratio of the customers using Passion, Karizma and other bikes are comparatively low. In Bajaj the customers are giving more preference to Discover and Pulsar models and in case of TVS Bikes the customers are givig more preference to the other models rather than Flame,Starcityand Apache. The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. It has been observed that the customers are using their bikes mostly for official and personal purpose. It is observed that the awareness of Hero Honda bikes mostly comes from friends while of Bajaj and TVS the awareness comes from newspapers and televisions. Out of the sample size of 90 customers, 65 customers agree with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. When the customers are asked that are they satisfied with the performance of their bikes then most of them agrees to the fact. Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. It is observed that most of the customers are having full knowledge of the bike before purchasing. It has been seen that In Hero Honda bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. While in case of TVS bike the economic price of the bikes influences the buying behavior of the customers. It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pick up. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image. It is observed that the customers of Hero Honda bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of Bajaj and TVS are ready to change their bikes if new bike provides some good features to them. Conclusion 1. Most of the Flame, Apache, Pulsar, CBZ Karizma are purchased by young generation 18 to 30 years because they prefer stylish looks and rest of the models of Hero Honda, TVS and Bajaj are purchased more by daily users who needs more average of bikes than looks. 2. Hero Honda is considered to be most fuel-efficient bike on Indian roads. 3. Service Spare parts are available throughout India in local markets also. 4. While buying a motorcycle, economy is the main consideration in form of maintenance cost, fuel efficiency. 5. Majority of the respondent had bought their motorcycle more than 3 years. RECOMONDATION 1. Bajaj should introduce some more models having more engine power. 2. Hero Honda should think about fuel efficiency in case of upper segment bikes. 3. More service centers should be opened. 4. Maintenance cost and the availability of the spare parts should also be given due importance. 5. They also introduce some good finance/discount schemes for students. 6. The price should be economic. BIBLIOGRAPHY 1. www. herohonda. com 2. www. google. com 3. www. bajaj. com 4. www. twowheeler. com 5. www. extrememachines. com QUESTIONNAIRE |NAME: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ | | | |CONTACT No. .†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. | | | | | | | |20-25 | | |AGE:- | | |15-20 | | | | | | | | | | |Above 30 | | | | | | |25-30 | | | | | | | | |Employee | | |OCCUPATION:- | | | |Businessman | | | | | | | | | | |Other | | | | | | | | | | | | | | | | | | | |Student | | | | | | | | | | | | | |Q1) |Which Bike do you have? | | | | | | | | | | | | | |TVS | | | | | | | | | | | | | | | | | | | | | | | |Q2) |Which Model do you have? | | | | | | | | | |Passion | | |Hero Honda: | | |Splendor | | | | | | | | | | |Other | | | | | | | | | | |Bajaj: | | |CT 100 | | | | | | | | | | | | |TVS:- | | |Flame | | | | | | | | | | | | | | | |200000-300000 | | | | | | | | | | |1-2 year | | | | | | | | | | | |Personal Purpose | | | | | | | | | | | |Television | | | | | | | | | | | | | | | | | | | | | | | | | | | |Q7) |Are you satisfied with the performance of the bike that you are currently having? | | | | | | | | | |Can’t say | | | | | | | | | | | | | | |Can’t say | | | | | |Yes | |No | | | | | |Q9) |Do you have full knowledge about Bikes before buying? | | | | | | | | | |Can’t say | | | | | |Yes | | |No | | | | | | | | | | | | | | | |Q10). Which factor below influence your decision? | | | | | | | | |Quality | | | | | | | | | |Price | | | | | |Resale Value | | | | | | Q11) How would you rate the following factors of bikes with respect to different companies? Hero Honda |Bajaj | | |Mileage | | | | | | | | | | | | | | | | | | | | | | | | | | | |Price | | | | | | | | | | | |Pick up | | | | | | | | | | | |Maintenance | | | | | | | | | | | |Look/Shape | | | | | | | | | | | |Brand Image | | | | | Q12) If new bike with good feature comes in, then would you like to change your bikes? |Yes | | | |Can’t say | | | | |No | | | | | | | | | | Q13) Any Suggestions for Company †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦

Business Management Theories Article Example | Topics and Well Written Essays - 500 words

Business Management Theories - Article Example This text offers a comparative analysis of various management theories their inherent influences. The articles note that there are critical management flaws that have that have been experienced over the years. For instance, the ideological tendencies that are taught and the subsequent theories that have been developed do not align with the dynamics experienced in the field. The intrinsic roles of managers cannot be over emphasized. Managers have a sole responsibility to take care of the firms and furthering moral tenets as appropriate. While the managers take up their responsibilities as aligned, there is increased concern on the moral obligations. Organizations vary from one end to the other, and the application of management ideas is intrinsically different (Ghoshal 2005, p.75). The status of managers has significantly reduced, and there are sustained efforts to redefine the role of managers and their importance. Theories and various research studies are critical in determining the extent to which managers operate at various management levels. The fixed structures that exist limit the capacity of the managers to operate as appropriate. Various management practices are enhanced from the various theories that have been produced over time. Theories and studies are critical in guiding managers on how they should conduct business and enhance operations while doing business. The relationship between managers and workers in of the essence. Workers are more concerned with the social issues and democratic space over which they can air their views than strict entities that do not provide such tendencies (Carey 1977, p.33). The limitations that exist in establishing proper management practices, including management of workers is significantly altered by the various scientific thoughts and studies. Scientific models or theories developed as guiding principles of management do not

The character of Othello Essay Example | Topics and Well Written Essays - 1000 words

The character of Othello - Essay Example He is proud, and a good husband, but he is vulnerable to the vicious slanders of others who resent his presence among them. Othello himself is obviously deeply loved by Desdemona, and he claims that â€Å"She loved me for the dangers I had passed† (Act I, Scene 3), which Desdemona agrees with. He is highly thought of as a soldier, and apart from Iago, most people respect him for his achievements. Part of the crisis that occurs in this play has to do with the social context of a non-Christian outsider coming in to Western society and taking on high position in court and the hand in marriage of a desirable white woman. Diyanni puts the blame for Othello’s downfall squarely on the influence of Iago: â€Å"Othello’s language later in the play reveals his decline from a courageous and confident leader to a jealous lover distracted to madness by Iago’s insinuations about his wife’s infidelity† (DiYanni, 2004, p. 927). It is true that Othello is dri ven to distraction by the second-hand tales of assignations between Desdemona and her alleged lover Cassio. One criticism that could be made of Othello is that he is not a very good judge of character. He is duped by Iago, and he accepts the account of events that he is given, and the piece of evidence in the form of the missing napkin is enough to convince him that something untoward has happened. The way he goes about finding out the truth is deceitful, since he makes up an excuse to ask Desdemona about the napkin, and this shows that he is gullible, and easily led when it comes to matters of romance. Desdemona is a feisty woman, but she shows admirable deference to her husband’s authority. It is a pity that he did not trust her word and give her the same loyalty and respect that she gave to him. The real tragedy of Othello’s character is that he jumps to a wrong conclusion and kills his wife in haste, not because he hates her, but because he loves her, and he has bu ilt his whole life, and his military career, on being a good and upright husband to her. Seeing her run off with someone else would make other people laugh at him, and he is extremely angry, even to the point of cursing her with the words â€Å"Damn her, lewd minx! Oh damn her, damn her!† (Act III, Scene 4). He is deeply hurt, because he thinks she has deceived him, despite all their vows and his absolute loyalty and commitment to her. There is a violent side to Othello, and he imagines all kinds of ways of killing her, with an emphasis on destroying her beauty and emphasizing his power over her. Although this reaction is very extreme, it is also understandable, and even in modern times the newspapers are full of stories of masculine rage being taken out on former partners when relationships break up. It is very human to feel this way, and the audience can identify at least with how he feels, even if they do not agree with what he does about that feeling. There is evidence in the last scene that Othello comes to realize his error, not just in distrusting his wife, but also in thinking ill of other people involved in the story. Even though he is not a Christian, he displays all the features of a Christian penance, asking forgiveness of Cassio, and admitting that he has done something terribly wrong. He mentions the fact that he

Political Science, Human Trafficking and the CAST Organization Essay

Political Science, Human Trafficking and the CAST Organization - Essay Example Below are stories of victims who were exploited through labour with little or no pay at all. A company in Jordan to work in the United States of America promised Kumar Ramjali from Nepal. However, instead of being taken to United States, he was forcefully taken to Iraq to work for the US army. His passport was seized and was not given permission to leave for over four years2. A 30- year old Bosnian lady named Jana was also a victim of job scam. She went to Slovenia for further studies. On reaching there, she got a female friend who organised for her an accounting job. On the interview day, a woman interviewed her then abruptly two men came into the interview room, which ended the interview. The men forcibly removed her out, she was beaten and raped several times by the men, after which she was taken to a secluded place raped repeatedly and drugged with drugs. Jana escaped from the traffickers after four months and now she is advocating against trafficking3. Most of the victims and experts agree that a lot must be done in providing protection and assistance to those affected by human trafficking. Perpetrators of this violation of human rights should be punished and prosecuted. Coalition to Abolish Slavery and Trafficking (CAST) is an organisation in United States of America that provides services to trafficking victims. They have a client- centred approach in its interconnected activities to empower victims of trafficking in realizing their potential. They provide comprehensive services to trafficking victims, through provision of basic human needs, medical health care and legal services. CAST opened its first shelter in United States in 20044. It conducts policies that are aimed at advancing and protecting human rights of trafficking victims. It achieves these through experience and research of its clients both inside and outside the justice system5. It also provides training programmes to NGOs and IGOs that may