Discussion 12 nur 703 Assignment Example | Topics and Well Written Essays - 250 words

Discussion 12 nur 703 - Assignment Example Reduced activities and change in work location due to closure are other possible role conflicts. APRN might gain support for the evaluation by seeking advocacy roles of special interest groups and incorporating evidence based information on its evaluation for authenticity. The county government, the community whose members seek care services, nurse advocacy groups, human rights associations, the facility’s personnel, and civil rights activists are some of the stakeholders and their involvement will be through seeking and incorporating their opinions on significance of the facility and possibility of closure (Milstead, 2013). Five hundred dollars is a potential budget for the evaluation that will rely on local stakeholders for data. Communication and travelling allowances for members of the evaluation team will be the main expenses. A survey design, with interviews and focus group discussion as the data collection techniques and random sampling, will be the research methodology. Possible conflict of interest, need for anonymity, beneficence, and non-malfeasance are some of the potential ethical consideration (Schneider, Whitehead, LoBiondo-Wood, & Haber, 2012). A written report will be delivered to the county government that may publish it to the public at discretion. I have been faced with a similar advocacy issue regarding workers’ rights in a facility. The issue was about possible change in management theory and incorporating stakeholders, including the management, in evaluation led to positive outcome. The facility changed its management approach and empowered its

A Strategy for Co-op Supermarket Essay Example | Topics and Well Written Essays - 1000 words - 2

A Strategy for Co-op Supermarket - Essay Example But even as outsourcing allows organizations to develop cost-efficiency; it increases certain issues of ethics and corporate social responsibility for the organizations. Outsourcing has to be properly managed since it raises ethical concerns such as the misuse of labor and the impact on the environment as pollution increases as a result of transportation. In this proposal, we attempt to present a strategy for Co-op Supermarket to develop an environmentally friendly approach while remaining competitive in terms of price and choice. Supply Chain Management and Ethics Before we proceed further, we first need to understand the concept of supply chain management and its relation to ethics. ‘Supply chain management has been defined as â€Å"the management of upstream and downstream relationships with suppliers, distributors and customers to achieve greater customer value-added at less total cost† (Wilding, 2003). The term relationship within the context of supply chain managem ent is vital since it pertains to a relationship with not just the suppliers but also the customers. The customers demand that the supply chain management be ethically sound or else the organization runs the risk of losing its loyal customers. The concept of ethics in supply chain management was activated when BBC Panorama exposed the unethical supply chains of sports and clothing companies such as Nike and Gap. These companies hired under-aged Cambodians at minimum wages in order to keep down prices for the end users. However, the end users after realizing the real cause behind the low prices revolted and soon organization began to explore the concept of ethical supply chain management. Along with this issue, the issue of increased pollution as a result of outsourcing suppliers was raised. Though managers cannot control all aspects of the supply chain manager, they still are accountable for the issue and thus the responsibility lies with them. With respect to ethical supply chain m anagement, the concept of green supply chain management has emerged. Green supply chain management understands the environmental impact of the supply chain and takes steps to ensure that the negative impacts are kept to a minimum. For example, Wal-Mart introduced a new packaging scorecard for its suppliers including Unilever, Proctor & Gamble, and Walmart in order to reduce waste production (Basu and Wright, 2007). The Current Dilemma The biggest challenge that Co-op Supermarket is facing at this time, with regard to its supply chain management, is the lack of integration between its supply chain management and ethical policy. Currently, Co-op’s fashion products being sold in the supermarket are outsourced from China which raises the issue of pollution through increased transportation. Outsourcing may reduce costs for the organization but at the same time, it is increasing the impact on the environment. Since fashion products are basically innovative products, the organizatio n needs a responsive strategy in its supply chain management which is able to deal with the changing demands of the customers. When the fashion changes, demand for the products also change and thus the organization cannot hope to reduce transportation costs by shipping finished products in bulk.  

Audience Analysis Essay Example | Topics and Well Written Essays - 250 words - 1

Audience Analysis - Essay Example This in turn puts most of them in a comparable social-economic status. Majority are students and either unemployed or doing part-time jobs. In terms of interests, there is the aspect of politics and religion. My audience is comprised of young people who have opinions on virtually everything. They do appreciate politics, maybe not in a similar way though. As for religion, it is all diverse; they belong to varied religious groups from Christians, to Muslims to atheists. I would say that personally, I am quite similar to my audience in all aspects; the ultimate reason for the connection. Altogether, I expect that my audience will be appreciative of my document and me. This is because I voice the concerns of many of them. They are merely youth who seek to be heard by the authorities. They do have needs and expectations; desire for better education, better jobs, and better lifestyles. Perhaps there is a chance that they might dispute my opinion of exercising patience with the authorities as they are all out of it. I do hope though that they will find hope and motivation in the fact that I am willing to speak for them. My readers are well aware of details concerning my topic as it affects them directly. Therefore, they won’t have a problem with comprehension. We all do speak the same language as we belong to a similar affiliation. I will try and use simple enough language for everyone’s comfort. I realize that they may have issues about how I will exercise practicality with my document. I plan to work on this before writing

Adolescent Offender Essay Example for Free

Adolescent Offender Essay Lionel Tate, a fourteen year old Florida boy was sentenced to life during March 2001 for killing Tiffany Eunick, a six- year boy during a wrestling match which took place in 1999. Thus he was convicted of first degree murder as the killing was due to aggravated child abuse and he was sentenced to life without parole.   His sentence was questioned by many critics and many wonder how the justice system allows to send a just fourteen year old boy to prison for life. The underlying question in the ongoing debate was that how a juvenile can be awarded punishment similar to their adult offenders. [i] Adolescent can be defined as the stage of life cycle from puberty to maturity ends at the age of majority. Adolescent thus refers to the change in physical system of a human leading to sexual maturity. Many adolescent teenagers without proper support factors can end in the ‘cracks’ and may land in hostile world. Juvenile delinquency means antisocial attitude beyond the control of parents and result in crimes that is punishable with imprisonment. In other words, it is a criminal offense committed by a minor. See more: Analysis of Starbucks coffee company employees essay Rolf Loeber has conducted research on delinquent paths or trajectories and recognized three discrete paths to a criminal career such as 1) the authority conflict pathway 2) The convert pathway 3) The overt pathway; He also recognise that disruptive behavior that starts from in early childhood with truancy ,lying , threat to animals . There were more than 600 murders that were committed by young people aged 12. Thus in the case of Lionel, it starts from early age of 12 and corroborates with Loeber finding under the overt pathway which escalated to aggressive acts beginning with aggression leading to violence i.e. murder. The Lionel may be of suffering from Problem behavior syndrome (PBS). People with these syndromes will resort to physical abuse, sensation seeking, and arrogance. Researches reveal that delinquent possessed this inherent behavior from very early young age. Some had resorted to drug abuse and heavy drinking as early as at age of 10 or still younger.   Thus the Rolf Loeber and David Farrington study reveals that early-onset offenders had a disruptive behavior with truancy, lying, cruelty to animals and theft. Thus the attitude of young offenders can be attributed when there is no adequate parental care, the environment of their brought up , inherent characteristics at birth and may also due to Problem behavior syndrome ( PBS) [i] Scott, Elizabeth S, ‘Blaming Youth’, Texas Law Review, Feb, 2003. Children Committing First Crime at Just 11. (2005, February 15). The Evening Standard (London, England), p. 16.

The Manufacturing Process At Almoiz Sugar Mills Marketing Essay

The Manufacturing Process At Almoiz Sugar Mills Marketing Essay Introduction Al-Moiz Sugar Mills Limited incorporated in 2004 as a limited company and certificate of commencement of business was granted in 2005. The Head Office of the company is located at Gulberg III Lahore whereas the factory unit is located on Chashma Road in the D.I.KHAN District Khyber Pakhtunkhwa. The company is recognized in the local and international market as a fine quality producer of white refined Sugar, Molasses and also holds a substantial share in the market. The company is also engaged in the export of white refined sugar to Afghanistan and molasses to Euro countries and is contributing to the national economy in the form of foreign exchange. The company has strong corporate clients including Engro and Pepsi. This is the only Pakistani company with state of the art technology and is one of the very few mills in Pakistan that is providing Wapda with electricity. The sugar mills basic plant machinery was acquired and installed by The Heavy Mechanical Complex Taxila (A State Engineering Company). Other equipment such as turbines and gearboxes etc were imported from Germany and United Kingdom. Currently the plant is working at the crushing capacity of 1oooo MTCD and company is keen to increase it to 12000 MTCD. The sugar mill has a state of the art technology which is the latest technology in Pakistan. The mill produces sugar by using both sugar cane and sugar beet as a raw material.The company is committed to invest in IT with an eventual target of implementing ERP system. AL-MOIZ Sugar Mills Limited is one of the significant units of Almoiz group of industries. The company is principally engaged in the business of manufacture sales of white refined sugar molasses (as a byproduct), Crushing of sugarcane, Sugar beet raw sugar in to white refined sugar. Manufacturing Process The manufacturing process at Almoiz Sugar Mills comprises of the following steps Main Competitors Products White refined sugar: Major business of the company is to produce white refined cane sugar of intermission standard and from the erased cane and three different components are achieved that are fibber, pith and moisture. Molasses: This is a by product and it is sold to molasses contractors. One of the allied concerns, reliance commodities (pvt) limited is the main buyer of the molasses of al-moiz sugar mills limited and also the main buyer of molasses from whole the country. Reliance commodities (pvt) limited is the main exporter of molasses in pakistan. Baggase This is also a bye product of the company. Baggase is used as source of energy fuel for sugar industry for juice heating. And also used for making medium density fiber board (mdfb). Baggase is sold to the baggase contractors. Mud Mud is also the by-product of the company. It is sold to the mud contractors. This is used in making chocolates and other products. Electricity Al-moiz sugar mills also produce electricity on large quantity. The mill does not only fulfil its own energy requirements but is able to product surplus electricity which is supplies to wapda. Departments at the Factory Site Departments at the Head Office The strengths and Weaknesses of the company are as follows Strengths Attractive salary packages for employees on the site Top management. The CEO of the company is a Stanford Graduate and is a man of great vision Friendly and cooperative working environment Financial resources Agricultural assistance to the local farmers State of the art technology Corporate Social Responsibility Weaknesses Lack of skilled persons available in the region where the mill is located Shortage of residence available for employees on the site The site is prone to being affected by the flood and has been affected by the floods that occurred in the past Unavailability of modern facilities on the site Number of accidental reports are increasing Turnover rate is high Weak organizational policies Poor GSM services on the site Literature Review Sugar Industry in Pakistan JCR-VIS Credit Rating Company Limited, (2011) described the sugar industry ranked the fifteenth largest globally and the second largest after textile industry with 86 operational factories across the country with an installed capacity of 7.0 million tons of sugar annually. It directly employed over 30,000 personnel. JCR-VIS Credit Rating Company Limited, (2010) described the industry as the driving engine of the rural economy after agrarian economy in many countries. They also stated the sugar industrys cyclical nature as harvesting of sugar cane was dependent on weather as well as the availability of adequate water. Khushk, Memon Saeed described the Pakistan sugar industry as uncompetitive in nature due to low sugarcane yield per hectare and low content of sucrose ranging between 7-9 percent however they also described the sugar industry from a growers perspective as competitive since the growers were of the opinion that the sugar crisis was artificially created by mill owners with the motive of keeping sugarcane prices below support prices and reaping abnormal profits. (Shaukat) described Pakistan as the fifth largest country in the world in terms of area under sugar cane cultivation, eleventh by production and sixtieth in yield. The author also described the sugar industry in Pakistan as the second largest agro based industry with 81 sugar mills with annual crushing capacity of over 6.1 million tons. The author also mentioned that the Sugar industry is mostly located in the rural areas of Punjab and Sindh. A small percentage of total production is produced in Khyber Pakhtunkhwa. Previously, Punjab was partly dependent on supply of sugar from Sindh however after the establishment of some large scale units in Punjab the Province became self-sufficient in the commodity. (Rizvi) described Pakistans sugar industry as mostly owned by politicians. The author also mentions that majority of the sugar mills were setup with the help of Development Financial Institutions normally trapped with the working capital crisis. Consequently, some of the mills were closed and it was feared that some more sick units would close down. The author also mentions the collapse of sugar mill being a loss of national assets, reduction in the sales tax revenue and an increase in unemployment. Awareness of consumers towards branded products Aaker (2000) was of the opinion that brand awareness was a remarkably durable and sustainable asset that provided a sense of familiarity especially in low- involvement products. It also provided with a sense of presence, commitment and substance. It was very vital to recall at the time of purchase. Besides the conventional media there were other effective means to create awareness such as event promotions, publicity and sampling. Chen (2001) stated that though brand awareness was a necessary asset however it was not sufficient for building strong brand equity. In this view a brand could be well known because it had inferior quality. Ramasamy et al. (2005) reported that, the buying behavior was vastly influenced by the awareness and attitude towards the product. Television commercials were said to be the most important source of information, followed by retail outlet displays. Consumers formed an opinion about a brand on the basis of various product features. A large number of respondents laid emphasis on quality and were of the opinion that price is an important factor while other respondents attached importance to image of manufacturer. Purchase Behavior of Consumers Results of the study conducted by Joshi (1993) in Dharwad on food purchasing habits and consumer awareness among rural and urban housewives indicated that majority of the urban respondents purchased sugar (69.00%) on monthly basis. Rural respondents purchased sugar (71.00%) once in week. Both rural and urban respondents purchased groceries (99.00% each) from retail shops. Price, quality and weight of the products were the important factors considered by both rural and urban respondents while purchasing of food items. Nagaraja (2004) opined that, buying behaviour is very much influenced by experience of their own and of neighbour consumers and his family. Above all, the quality of the product and its easy availability were the primary and the vital determinants of his buying behaviour. Consumers were influenced by touch and feel aspect of any promotional activity. Shivkumar (2004) showed that the consumer, irrespective of income groups, was mainly influenced by the opinions of their family members to purchase. Consumers were also influenced by the dealers recommendation, followed by advertisement. Brand Preference Kubendran and Vanniarajan (2005) described the change in consumption pattern a result of change in food habits. If income and urbanization increase among consumers, the percentage of income spent on consumption increased. Branded products were preferred my urban consumers. The major factors influencing buying decisions were accessibility, quality, regular supply, door delivery and the mode of payment. Narang (2006) claimed that, a buyer does not stick to one brand when it comes to purchasing a food item. They should be able recall different brand names when they go for purchase. Repetitive advertising can be used to aid brand recall. The product should appeal to the consumer. Kim-Hyunah et al. (2005) concluded that brand preference and brand image had considerable positive effects on brand loyalty. Thus, the companies should strive to strengthen brand loyalty through building brand preference and brand image. Brand loyalty led to increased customer visits. Low and Lamb Jr. (2000) maintained that known brands tend to exhibit multi-dimensional brand associations, consistent with the idea that consumers have more developed memory structures for more familiar brands. Consumers might be willing to expend more energy in processing information regarding familiar brands compared to unfamiliar brands. Padmanabhan (1999) conducted study on brand loyalty, which revealed that the price of the preferred brand, efficiency of the preferred brand and influence of advertisement significantly influenced the brand loyalty. Factors Influencing Brand Preference In a study conducted by Sarwade (2002) it was observed that the factor which influenced the purchasing decision as against the quality of the product was its price. Another interesting finding was that the company image and brand image were not totally considered by the households. Kubendran and Vanniarajan (2005) described the change in consumption pattern is due to changes in food habits. If income and urbanization increase among consumers, the percentage of income spent on consumption increases. The urban consumers prefer mostly branded products compared to rural consumers. The most significant factors influencing buying decisions were acceptability, quality, regular supply, door delivery and the mode of payment. Vincent (2006) elicited that quality was an important factor that draws consumer towards branded products. Branded products were accepted as good quality products. People do not mind paying extra for branded products, as they get value for money. Media is a key constituent in promoting and influencing brand. External environmental analysis Sugar Industry in Pakistan Sugar is the important sector of Pakistans economy. Sugar industry plays a vital role for development of any countries. In Pakistan this industry play a significant role for economic development. Its share in the large scale industry is 19.25% and in GDP is 1.98%. Sugar industry contribution to the government exchequer in federal excise duty 17.34% History At the time of partition in 1947 only seven sugar mills, existed in the territories of Pakistan, 5 in East Pakistan now known as Bangladesh and only 2 in West Pakistan now known as Pakistan. These two sugar mills namely Rahwali Sugar Mills and Frontier Sugar Mills established in 1936 and 1938 had a capacity of 5000 tonnes each of producing white sugar. During 1954-56 three more sugar mills were established with a capacity of 10000-15000 tonnes. By 1955-56, the sugar production capacity in Pakistan was around 45,000 tonnes. With an abrupt change in the economic activities and urbanization, the demand for white sugar was on the increase. This was attributed to the manufacture of soft drinks, confectioneries and bakery products etc. The number of sugar mills was also on the increase to meet the demand. Major Players in the Sugar Industry The major players in the sugar industry are Current Scenario The sugar industry is the second largest in the country after the textile industry. Currently there are 83 sugar mills operating in Pakistan. In Pakistan normally season starts in November and ends in April. Out of the 83 sugar mills present in the country 76 Sugar Mills are operating having crushing capacity of 361,300 tons of cane per day (TCD). Seven Sugar mills extended capacity but they are unable to utilize. Based on 160 days season these sugar mills have a total crushing capacity of 58 million tons of sugarcane capable to produce 5 million tons of refined sugar and 3 million tons of molasses. Also the weekly sugar production is conveyed to the government via Pakistan Sugar Mills Association. The environmental analysis can be classified into two major types of environments that a firm has to face. They are micro and the macro (mega) environment. These are discussed in detail below. Macro Environment Technological Environment Almoiz sugar mills position as far as the technological environment is concerned is pretty strong as of now. It uses the state of the art technology and can produce sugar using sugar beet as a raw material other than sugar cane. Other than sugar production the firm is also engaged in electricity production and is a supplier of electricity to wapda. Socio-cultural Environment The impact of societal changes, life styles and culture on Almoiz sugar mill is significant. There has been a shift in the life style, for example the type of stores customer prefer to shop from, the type of packaging they prefer sugar in. Consumers are becoming more health conscious they prefer to go for low calorie versions and are very concerned about hygienic conditions of the sugar and the shop that sugar is purchased from. Economic Environment The economic environment of Pakistan is not very stable and it continues to fluctuate every now and then. With the rise in interest rates and double digit inflation in the country, it has practically become impossible for the consumers to buy the same number of products as they used to buy a few years ago, thus the purchasing power of the consumers has sharply gone down. Political Environment The political scenario of Pakistan is the biggest threat to a business. Changing tax rates, rebates, labor strikes and the instability in general makes it difficult for Almoiz sugar mill to cope up with these changes and thus it can hamper future operations and thus profitability of the entire business. Legal Environment The legal system of Pakistan is generally not very strong and in case of a problem, a company can involve itself into years long legal implications and trials. Micro Environment Suppliers Almoiz has divided its suppliers into two zones Factory Zone: 73 % of sugar cane during the cane season is obtained from the factory zone i.e. 640,000 M .Tons Outer Zone: 27% of sugar cane during the cane season is obtained from the outer zone i.e. 240,000 M. Tons. The outer zone comprises of areas including Indus road, Bypass, Bhakkar and Mianwali. Market Demand There is a great deal of demand for sugar in households. Sugar is used in very house it may be directly consumed or may be indirectly consumed in other products such as beverages and Confectionery items such as sweets, lollipops, candy bars, chocolate, cotton candy and other sweet snack items. Competition Almoiz sugar mill has many competitors with Chashma sugar mill and Layyah sugar mill being the its two immediate competitors. The competitors also offer the same range of products with white refined sugar being the core product and several other by product including molasses however there isnt any sugar mill that generates its own electricity as Almoiz sugar mill. Skill Level of Workforce Workforce and the people in the company is the biggest asset of an organization. In the case of Almoiz sugar mill the workforce plays a very important role in the organizations productivity. The location of the factory is in Dera Ismail Khan and due to the instability in the region finding skilled workforce in that area is very hard. Hence attractive salary packages are given to attract skilled workforce from other regions of the country to come and work for Almoiz sugar mill. Marketing Intermediaries Marketing intermediaries are involved especially when it comes to sugar distribution to retailers and wholesalers. A high level of intermediary involvement makes communication difficult and increases the dependence. Porters Five Forces Model http://www.12manage.com/images/porterfiveforces.gif Porters five forces model basically gauges the intensity of competition within its industry. The collective strength of all these forces combined determines the ultimate profit potential of the industry where profit potential is measured in terms of the long-run return on investment of capital. Threat of New Entrants If someone from a political or influential background wants to set up a sugar mill they have the financial resources to obtain the machinery and contacts needed to obtain a license to start up a sugar mill. So entry into the sugar industry is not hard. There are 83 sugar mills in Pakistan out of which 76 Sugar Mills are operating. Bargaining Power of Suppliers Almoiz has a diverse range of suppliers as mentioned earlier. It has separate categories of suppliers based on distance from the factory site. Thus giving the suppliers a low bargaining power. Bargaining Power of Customers Customers have the option of switching to other sugar producers since barely one or two sugar mills have done something to distinguish themselves from other competitors in terms if having a brand name or packaging. People dont even take into consideration the brand or sugar mill name while purchasing sugar they just purchase whatever is easily available. Threat of Substitute Products Almoiz has many direct competitors. Currently there are 83 sugar mills in the country out of which 76 sugar mills are operating. The competitors also offer the exact same range of products with white refined sugar being the core product thus making the threat of substitute products high. Also other substitute products such as canderal are available for consumers who want to go for a sweetener with less sugar content Porters Generic Strategies According to this strategy, in order to cope up with competition, firms adopt three generic strategic approaches to gain competitive advantage. Overall cost leadership entails the firm to make all or possible attempts to achieve the lowest costs in production and marketing. Differentiation approach lays emphasis on achieving class leadership by providing unique characteristics to the product/service. Focus strategy attempts to serve a narrow strategic target effectively and efficiently. Thus, on the basis of these three strategies, Almoiz sugar mill follows the Overall Cost Leadership Strategy. By being the low cost leader, it increases its efficiency at all levels thus gaining a significant market share. An illustration is shown below: External Factor Analysis Summary Opportunities Entering International Markets Expanding corporate clients Technology Government and industrial projects. Minimization of cost by properly utilizing the by-products. Organic sugar Threats Seasonal Variation in sugar cane Political Instability Natural Calamities The region in which the mill is located is very risky in terms of stability Competitors in the same region can attract the skilled resource of the company by offering them a better package External Factor Weight Rating Weighted Score Opportunities Entering International Markets 0.05 3 0.15 Expanding corporate clients 0.15 4 0.6 Technology 0.03 4 0.12 Government and industrial projects 0.13 4 0.52 utilizing by-products 0.07 3 0.21 Organic Sugar 0.14 3 0.42 Threats Seasonal Variation in sugar cane 0.14 4 0.56 Political Instability 0.09 3 0.27 Natural Calamities 0.07 3 0.21 location of factory 0.13 2 0.26 Total 1 3.32 Competitor Analysis The following are the main competitors of Almoiz Sugar mills Layyah Sugar Mills Layyah Chashma sugar Mills D. I. Khan Chashma Sugar Mill (D.I.Khan) The mill was set up by the sponsors of the Premier Group in 1991. Technical and other assistance is provided to the sugarcane growers, in addition to the development of 150,000 acres of land for the cane supply. The mill production stands at 18,000 tons per day, the largest in Pakistan.   In the financial year 2010, the Company was declared a subsidiary of The Premier Sugar Mills Distillery Company Limited, under the directions of the Securities and Exchange Commission of Pakistan.  . The factory is located in Dera Ismail Khan, Khyber Pakhtunkhwa. The company has the following strategic goals Providing Customer Satisfaction by serving with superior quality production of white sugar at lowest cost Ensuring Security and Accountability by creating an environment of security and accountability for employees, production facilities and products Expanding Customer Base by exploring new national and international markets and undertaking product research and development in sugar industry Ensuring Efficient Resource Management by managing human, financial, technical and infrastructural resources so as to support all our strategic goals and to ensure highest possible value addition to stakeholders. Products White Crystaline Sugar White Crystalline Sugar Molasses Molasses Bagasse Bagasse Layyah Sugar Mills (Layyah) Layyah Sugar Mills is a project of The Thal Industries Corporation Limited having its registered office at 23 Pir Khurshid Colony, Multan. The company was incorporated on September 07, 1953 under the companies Act 1913 (Now Companies Ordinance 1984) as Public Limited company limited by shares. Its shares are quoted on Karachi and Lahore stock exchanges in Pakistan. The company is engaged in production and sale of white refined sugar. Layyah Sugar Mills was set up by the Thal Development Authority (Defunct) with a capacity of 1200 TCD in 1954, which was enhanced, to 2000 TCD in 1979-80 and further to 2700 TCD in 1990-91. It was the first sugar mills installed and commissioned in Punjab after existence of Pakistan. After privatization the new management, by taking some drastic measures, enhanced the crushing capacity of sugar mills from 2700 TCD to 3500 TCD in year 2001. In 2002; Company undertook BMR Expansion to add new mills tandem of 4000 Tons Crushing/Day . In 2002-2003; Undertook second phase of  BMR Expansion to increase in crushing capacity and synchronize the process house with the mills house to 6700 Tons Crushed/Day (TCD),  successfully  completed during the crushing season 2002-2003. Due to which  capacity of sugar mills has been increased from 6,700 TCD to 9,300 TCD.   Financial Analysis Liquidity Ratios Year 2011 2010 2009 Almoiz Chashma Layyah Almoiz Chashma Layyah Almoiz Chashma Current Ratio 0.96 0.96 1.12 0.76 0.87 1.08 1.00 0.72 Quick Ratio 0.35 0.22 0.79 0.36 0.52 0.58 0.55 0.22 Inventory to Net working Capital -13.50 -19.63 2.81 -1.62 -2.69 6.08 213.06 -1.80 The  current ratio  is a  financial ratio  that measures whether or not a firm has enough resources to pay its debts over the next 12 months. It compares a firms  current assets  to its current liabilities. The current ratio is an indication of a firms  market liquidity  and ability to meet creditors demands. Acceptable current ratios vary from industry to industry and are generally between 1.5 and 3 for healthy businesses. If a companys current ratio is in this range, then it generally indicates good short-term financial strength. Almoiz has a current ratio of less than 1 for the year 2011 as well as the year 2010 where as in 2009 the current assets of Almoiz are slightly more than its current liabilities therefore the ratio is above 1 in 2009. Out of the three sugar mills the value of current ratio for Layyah sugar mill indicates good financial strength as compared to Chashma and Almoiz sugar mills. Quick Ratio is an indicator of a companys short-term liquidity.  The quick ratio  measures  a companys  ability to meet  its short-term obligations with  its most liquid assets. A higher quick ratio  indicates a  better position of the  company. In the years 2010 and 2011 Layyah sugar mills has a higher quick ratio where as in 2009 Almoiz has a higher quick ratio. Inventory to Net Working Capital measures  a firms  capability  to finance its  inventories  from its available cash. Layyah sugar mill has a better capability to finance its inventories from available cash as compared to Almoiz and Chashma sugar mills. Leverage Ratios 2011 2010 2009 Leverage Almoiz Chashma Layyah Almoiz Chashma Layyah Almoiz Chashma Debt to assets 0.70 0.71 0.81 0.65 0.68 0.80 0.65 0.82 Debt to equity 2.28 2.43 4.22 1.89 2.12 3.94 1.86 4.48 Long Term Debt to equity 1.34 0.83 1.47 1.38 1.35 1.96 1.45 2.30 TIE 1.08 1.37 1.65 0.12 2.16 1.82 0.02 0.68 Debt to Assets is A metric used to measure a companys financial risk by determining how much of the companys assets have been financed by debt. Layyah and Chashma sugar mill have a higher debt to assets ratio as compared to Almoiz sugar mill. Debt to Equity is a measure of a companys financial leverage calculated by dividing  its total liabilities  by  stockholders equity. It indicates what proportion of equity and debt the company is using to finance its assets. Almoiz sugar mill has a lesser debt to equity ratio as compared to Layyah and Chashma sugar mill. Long term debt to equity is a way to determine a companys  leverage. The ratio is calculated by taking the companys  long-term debt and dividing it by stockholders equity. The greater a companys leverage, the higher the ratio. Generally, companies with higher ratios are thought to be more risky  because they have more liabilities and less  equity. Overall for all the three years Layyah sugar mill has a higher debt to equity ratio as compared to Almoiz and Chasma sugar mill. Times Interest Earned (TIE) is a metric used to measure a companys ability to meet its debt obligations. It is calculated by taking a companys earnings before interest and taxes (EBIT) and dividing it by the total interest payable on bonds and other contractual debt. It is usually quoted as a ratio and indicates how many times a company can cover its interest charges on a pretax basis. Failing to meet these obligations could force a company into bankruptcy. In 2009 Almoiz has a very less TIE ratio Chashma and Layyah have higher TIE ratio than Almoiz sugar mill. Profitability Ratios Profitability 2011 2010 2009 Almoiz Chashma Layyah Almoiz Chashma Layyah Almoiz Chashma GPM 0.12 0.12 0.13 0.03 0.12 0.11 0.05 0.09 NPM 0.008 0.02 0.025 -0.022 0.05 0.018 -0.217 -0.05 OPM 0.106 0.10 0.11 0.013 0.10 0.08 0.005 0.08 ROA 0.006 0.025 0.046 -0.015 0.104 0.040 -0.072 -0.062 EPS 0.16 4.9 12.23 -0.35 10.78 7.9 -7.59 Gross Profit Margin is a financial metric used to assess  a firms financial health by revealing the  proportion of money left over from revenues after accounting for the cost of goods sold.  Gross profit margin serves as the  source for paying additional expenses and future savings. The GPM for Almoiz sugar mill has increased from 2009 to 2011 and in 2011 it is almost the same as Layyah and Chashma sugar mill however in between it dropped down to 0.03 in 2010. Net Profit Margin is very useful when comparing  companies in similar industries. A higher profit margin indicates a more profitable company that  has better control over  its costs compared to  its competitors. Almoiz sugar mill has a negative NPM in 2010 and 2009 since it faced a net loss and in 2011 though it didnt face a loss but the NPM is still less than that of its competitors. Operating Profit Margin is a measurement of what proportion of a companys revenue is left over after paying for variable costs of production such as wages, raw materials, etc. A healthy operating margin is required for a company to be able to pay for its

Comparing personnel management and HRM

Comparing personnel management and HRM Human resources must be appreciated, located and recovered, organised and managed with great care. Sound human resource management practices are necessary for retaining effective workforce. The HR function of Hilton Hotels focuses on actions that build workforce competencies and motivation that in turn positively influence their corporate strategies and gives them a competitive advantage. INTRODUCTION 2.1 Terms of reference According to some authors, Human Resource Management (HRM) is no different from personnel management and maintains that the obvious change is a relabeling process (Legge 1989, Torrington 1989). However, the new terminology may at least rid personnel management from its unfortunate welfare image and other negative connotations Sisson (1990) and thus save the ailing function from marginalisation. Some Human Resource academics argue and maintain that new labels on old bottles may have their uses even if it is only for marketing purposes. (Armstrong 1987, Guest 1989). The aim and objective of this report is to critically analyse the human resource strategies and policies of Hilton Hotels. In order to critically analyse and evaluate the human resource methods of Hilton Hotels critically, human resource management theories and models have been discussed and related to the success of Hilton Hotels The main themes for this report are General HRM overview of Hilton Hotel, learning and development, reward systems and training and development. The ways in which their strategies and policies support organisational goals have been evaluated. Recommendations have been made in areas that require improvements. 2.2 Overview of HRM Human Resource Management emerged in the 1990s.It can be traced to Drucker, McGregor and Bennis Drucker (1955) who introduced management by objectives (MBO) proposing that managers should direct employees towards a common goal through directed leadership. McGregor (1960) advocated management by integration and self control a strategy for managing people which increases motivation and pervades the whole business. Bennis (1964) introduced the idea of organisational development (OD). He argued that people have complex cognitive and social need, they respond better to collaboration and reason rather than power based on coercion and threat; and an organisation should be based on humanistic, democratic ideas, replacing the mechanistic value system of bureaucracy. Factors such as globalisation, competition and technological innovation caused the fading of personnel management. This change increased people management which addressed more strategic issues that personnel management ignored. There was therefore the need for managers to be more strategic in terms of managing their work force hence a new way of managing people strategically. Human Resource Management can be defined as the planning, acquisition and development of human resources necessary for organisational success. (Kreitner, 1995, p. 331). French (1964) expressed the importance of human resources by saying it creates organisations and make them survive and prosper. He advocated that it is the talent and skill of employees in using other materials and energy that result in the creation of useful products and services. (Braton and Gold 2003) defines HRM as a strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies , programmes and practices. Human Resource Management involves five key models; The Michigan model of HRM (USA) ( Tichy, Fombrun Devanna (1982), Fombrun, Tichy Devanna 1984) The Harvard model (USA) (Beer, Spector, Lawrence, Quin Mills Walton 1984) Guests (1987) Model of HRM (UK) The Warwick model of HRM (UK) (Hendry and Pettigrew ,1990) Storeys (1992) Model of HRM (UK) (lecture notes) 2.3 Background Hilton Hotels Corporation is recognized around the world as a pre-eminent lodging hospitality company, offering guests and customers the finest accommodations, services, amenities and value for business or leisure. The Hilton brand has, for more than 80 years, been synonymous with excellence in the hospitality industry. Hilton is able to offer guests the widest possible variety of hotel experiences, including city center hotels, convention properties, all-suite hotels, extended stay, mid-priced focused service, destination resorts, vacation ownership and airport hotels. (Hilton webpage ). Hilton Hotels was founded in 1919 by Conrad Hilton. Hilton has 2,645 hotels offering over 485,000 rooms to the general public. Currently Hilton employs 135,000 members worldwide. Positions at Hilton range from receptionists to general managers to CEOs. The company manages property holdings under different names around the globe. These include Hilton Hotels, Conrad Hotels and Hampton Inn and Suites. METHODS 3.1 Data collection methods The data used in this research has been obtained mainly from secondary sources. Hiltons corporate website, independent websites, online journals and text books have been used. These sources gave insight into Hiltons human resource management strategies. Text books helped link HRM theory to the practices of Hilton. 3.2 Issues and challenges The first challenge encountered by the group was deciding on which organisation to choose. Several organisations came up but eventually we decided on Hilton Hotels because they had a very attractive website with a lot of information we needed to complete the report. There was also the challenge that comes with working in a group. The Elevator graduate scheme for this year has been postponed. This made it impossible for us to gather adequate information in that section for the report. There were also problems accessing information for the other graduate schemes because such information is only made available during recruitment times. There was the issue of time constraints for the report due to other assignments due in the same week. RESULTS 4.1 Business strategies Traditionally, the firm had focused on place, product and promotion, by establishing the finest hotels in the most attractive, convenient and sometimes expensive places in the world. In the new millennium, particularly after the attacks on September 11th, Hilton has gone after the mid-priced client and the more affluent lodging clientele. The Hilton hotels focuses on the brand identity and quality, structural growth, brand equity, operational efficiencies and 100% customer satisfaction guarantee when it comes to their business strategies. In 2006 a new strategy that boosted the hotels profits was to maintain management contracts rather than full ownerships. Another business strategy of the Hilton hotels was to ensure to keep up to the promises of all the connectivity demands of the Hilton guests. This was done in May 2009 as Hilton hotels connected with BT (British Telecom) and ensured high speed internet usage in 60 Hiltons across United Kingdom and Ireland. This strategy ensured Hiltons commitment to extra ordinary levels of customer services (Wolf G.M. Neumann, Area president UK). Hilton opened midsized hotel segments to mark 20 years of award winning leadership in 2004. Hiltons started carrying out 20% reductions in carbon dioxide emissions, waste output and energy consumption, 10% reduction in water consumption t o prove themselves as environment and customer friendly. 4.2 HR Strategies Goals and Missions The Hiltons want to establish themselves as a world premium choice of hotels and want Hilton to be a brand inclusive of everything. It wants to boost its international connections and mark many locations as Hilton. Hilton hotels want to operate the business in a way that provides for current needs as well as allowing future generations to meet their own needs. Hilton hotels set their annual goals based on the prior years actual results and performance. At the end of the calendar year a hotel must have achieved their goals in each of the Key Performance Indicators of the Balanced Scorecard, the Hilton award winning performance measurement system.   The Key Performance Indicators are   Operational Effectiveness,   Revenue Maximization,   Brand Management,   Loyalty, and   Learning Growth.   Their mission is To be the first choice of the worlds travelers, building on the rich heritage and strength of our brands by: Consistently delighting our customers Investing in our team members Delivering innovative products and services Expanding our family of brands Continuously improving performance in our balanced scorecard (Hilton hotels corporation). The objective of Hilton is to matain a high standard in HRM and to create a business culture which everyone can grow and develop their careers. Giving themselves a 10 year time frame, Hilton is looking to add another 1000 properties to its international decision. They intend to move into areas such as Russia where they have never been before. HR strategy involves a central philosophy of the way that people in the organisation are managed and the translation of this into personnel policies and practices.It requires personnel policies and practices to be integrated so that they make a coherent whole and also that this is integrated with the business or organisational strategy. Hilton offers comprehensive HR support for managed properties. This support includes but is not limited to all of the following areas: full review of HR systems and standards to ensure corporate and governmental compliance, compensation administration, team member relations, risk management, professional education and training, HR information systems, in-house benefits support, legal and labour compliance, HR communications and workforce planning and analysis. Our HR team is dedicated to the pursuit of excellence in every area of team member loyalty and support. Hilton follows different approaches to manage HR(Hilton webpage). Ethnocentric approach: In which central values and business practices of home country are prelevant. The criteria for valuation and control are ascertained centrally from the headquarters. Polycentric approach: In this, under the supervision of local managers, subsidiaries are developed in each every country which results in little communication between headquarters and subsidiary. Geocentric approach: it tries to involve more integration between centre and subsidiaries to ensure close co-operation between the different parts of the chain, and implement both universal and local standards for evaluation and control. (Johnson 2003). 4.3 Overview of Hilton HR practices Successful organizations keep people issues at the fore front of their thinking and at the core of their decision making and planning. At Hilton hotel they believe Only those who feel valued can truly add value. This is the ethos behind every decision they make. A highly successful organization is one that has a unique organizational culture. Hill Jones (2001) described organizational culture as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. At Hilton, There is a culture of support and sense of belonging that all workers of the Hilton family of hotels are made to feel at the work place. On their careers at Hilton page, emphasis has been laid on the fact that, recruits will be part of a growing company and a special family that is dedicated to a positive, productive and diverse working environment. Management looks forward to the special skills that individuals will bring to the job and at the same time, they have made an assurance that they are committed to the success and growth of their workforce. This implies that, they have in place a very good employer employee relationship at a strategic and operational level which creates job satisfaction ( see appendix A).The word family has been used considerably in their site. And if you join us, what should you expect from Hilton Hotels? Yes, you should expect to work hard, but above all you should expect to be treated as an individual, be rewarded for good performance and giving the little extra touches to our customers those Hilton Moments and, of course, enjoy your time with the Hilton family. So whether you are a seasoned professional or just starting out in this very diverse industry we would be delighted to welcome you to our family. (Hilton Hotel website). It clearly employs that there is an atmosphere of collectiveness of the workforce and a feeling of belongingness which does not only benefit the workforce but the organisation as a whole and effect contribute to satisfactory productivity, motivation and morale. It is therefore not surprising that they have one of the most enviable records of consistent international growth. Their work force is also referred to as team members. Team consists of individuals with different skills, knowledge, ideas and capabilities drawn from different background to execute a particular task. (Stuster 1996). Hayes (2002) suggests that a team is unlikely to function well unless its members are able to communicate effectively with one another and unless it is able to get over the interpersonal problems and conflicts which arise between individuals. Referring to the workforce as team members implies there is effective communication, engagement and also the influence of one another among employees and management, which enhances their performance. Engagement can be seen as ultimately about performance, because harnessing the discretionary effort of people does improve performance. If individuals are performing at their top potential, then it makes sense that teams, divisions, departments and organizations will work more effectively. Customers will receive better service, efficiency will improve, waste will be reduced, and overall performance will be enhanced (LGA, 2009:1). Hiltons HR team is dedicated to the persuit of excellence in every area of team member loyalty and support. 4.4 Training and Development The continuous learning and development of individuals are of crucial and strategic importance to organisations and thereby also to the overall economy. Organisational approaches vary greatly, but organisations that demonstrate a high commitment to HRM policies include as part of this commitment extensive training learning and development enabling them to achieve superior performance through their people. (Beardwell 2007:263). Hilton relates the success of their business to the skills, energy, initiative and commitment of their employees and team members. There is constant review of benefits available to employees to make sure they are competitive and can attract and retain the best people. (CSR Report 2005). Esprit is a Human Resource Management Programme based on Hiltons brand service standards which are truly extraordinary, focuses on courtesy, communication and guest satisfaction. Esprit helps employees develop their skills through ongoing monthly reviews, evaluation, certificates, and rewards for improving their knowledge and skills. This leads to higher employee satisfaction, higher standards of guest service and higher revenue and profits. With such great employee satisfaction Hilton International is able to recruit and retain the best in the industry and maintain high standards of people management (David LeMan, Regional Director of Human Resources Arabian Peninsula).(Hilton annual report 2002). With this approach to human capital investment and development, Esprit sets Hilton apart. It is therefore not surprising they have the worlds best hotel brand. Esprit focuses on the four Hilton core values expressed in its training manual; Customer to know who our customers are and provide them with the product and service they want. Quality that the customer is provided with an exceptional product by exceptional staff in terms of service and flexibility. People to work together and enjoy being part of a team and pulling together to provide excellent service. Profit to ensure that sales are maximized in answering the customers needs and that costs are controlled without compromising quality. (Hilton webpage) Hilton has a history of promoting from within the company. They provide opportunities for personal and professional development. Hilton believes that with their mission of becoming the preeminent global hospitality company the first choice of guests, team members and owners alike, they can only achieve this by constantly developing their workforce so that they can keep in tune with trends and developments in the hospitality industry. Hilton University is a worldwide award winning online portal available for team members to learn, train and develop. With more than 700 courses to choose from, employees can discover the best way to welcome guests, manage their time or coach a team of co-workers. This is available in different languages and a wide range of subjects (700 courses) to offer learning opportunities for staff in order for them to develop their skills on the job. It ranges from management skills, personal development courses, learning a language or financial training covering a range of skills for the hotel industry, from operational and technical to finance and general management. (Treven 2001; Johnson, 2003; Data monitor 2004; Brochure) It is a great way for staff to learn because it has been designed to help individuals learn at their own pace. It can be accessed from the hotel or office and even away from work. There are also virtual classroom sessions where staff can learn alongside other team members. Over 10,000 Hilton employees around the world have completed more than 80,000 courses at Hilton University since its inception (CSR Report 2005). This is a clear indication that a large number of employees take active part in the development programmes (appendix B). People are the only source of differentiation and sustainable competitive advantage. Essential to that is learning. Hence the director general for the IDP claimed that staff management and development will become the primary weapon available to managers to generate success (Rena, 200) cited in (Beardwell 2007: 263). The continuous learning and development of individuals are, therefore, of crucial and strategic importance to organisations and thereby also to the overall economy. (Beardwell 2007:263). Hilton has recognised the fact that majority of its team members are not English speakers. In 2003, the company gave 200 people the opportunity to improve upon their English by assessing an on line programme called Global English. This has benefited those employees involved. Most of those who had the opportunity of taking part are form developing and under-developed countries that did not have access to formal education which is often taken for granted in the West. (Brochure; Article, 200 2; Cushing, 2004). Elevator and premier class are also forms of training and development programs at Hilton (Appendix C for requirements). The aim of elevator is to develop a group of talented, internationally mobile people and fast track them to General Management positions within 5-8 years of starting the Program. It entails an initial 18 month training that consists of two international nine month placement. It is a combination of operational, all-round experience working in the 4 main areas of hotel business operations namely Business, development, Human resources and finance. There is also off the job training and business driven projects to complete. During elevator, progress is constantly assessed to make individuals know how well they are developing. Participants take part in four residential courses during the period. They will also have access to Hilton University the online learning and development tool to make use of their online business library. The elevator programme helped Hilton win the Best Development Program for Young Employees award at the 2005 World wide Hospitality Awards. Premier class is a nine month management and development program for employees aspiring to be department heads within the business. It focuses on key management skills needed to drive personnel and business performance in their hotel. Topics covered in this program include managing people and improving quality. We live in a changing world, new ideas and approaches emerge every day. Problems arise that need new solutions. This means constantly learning to keep up with the rapid change in the business environment. Hiltons learning culture acts as a source of job motivation and job satisfaction for employees which in the long run benefits the organization. 4.5 Performance Management and Reward Systems An organisations reward strategy is perhaps the area which, for employees provides the biggest bridge between rhetoric and reality. It is not only an essential tool in terms of retention, motivation and recruitment, it is an opportunity to demonstrate the culture of the organisation in a way that has real impact on employees. (Briscoe 1995; DAnnunzio-Green, 1997). Hilton believes there is the need to recognize and reward deserving and outstanding employees for their hard work and success. Employee benefit package is made up of a wide variety of features depending on the division and grade of the employee. Equilibrium is a worldwide quality initiative developed by Hilton. The aim is to ensure that individual guest needs are met and because Service quality is central to this, Esprit has been developed to embrace the key principles of employee recognition, respect and reward. HILTON INTERNATIONAL ESPRIT CLUB Only those that feel value can truly add value (Hilton hotel website) Human beings are diverse and complex and have different needs at a particular time. Therefore what satisfy one person will differ from another and also how a person is motivated depends on the needs, motive or drive of the individual. (BuchananHuzynski, 2004). Esprit encompasses a series of competitive training and development initiatives and a rewards program that gives colleagues a choice of benefits. Employees automatically become members of the Esprit club after completion of the training program. Employees are encouraged to create Hilton moments. The reward for this is Star points, bonds or certificates the currency for Esprit. This can be earned through Hilton as rewards for achievement and great guest service. The star points can be redeemed through a range of benefits. Examples are discounted hotel accommodation and food and beverage, health club membership, special rates on flights and car rental and mobile phones. Other reward systems include the the bright idea award, employee of the year or month award. Employees can also be nominated to representatives of the Hilton exchange committee, a forum where team members share ideas with the management to improve the hotel. In addition to the basic pay and remuneration received by employees, additional features are made available such as corporate discounts on hospitality services and travel. 4.6 Recruitment and Selection According to Armstrong (2005) organizations require employees with the right skills to ensure and sustain competitive advantage. Hilton believes that although year after year independent research confirm that they are the worlds most powerful hotel brand operating over 2800 hotels worldwide in more than 80 countries, in order for them to remain number one, they need to attract and develop the right people to be regarded as an employer of choice. Hilton relies heavily on the internet to advertise for candidates. They use websites like CatererGlobal.com, Milkround.co.uk, jorapido.co.uk and their own corporate website careersathilton.com. Occasionally they advertise in their annual brochures. Beardwell (2007) described outsourcing as a distinct business function from inside the business to an external third party. He goes on to say that outsourcing has become more and more common. Hilton receives over 1 million resumes annually. The company was therefore faced with the challenge of streamlining the hiring process in order for them to effectively assess viable candidates from among hundreds of applicants for specific positions. There was also the issue of administration being burdened with huge paper applications. Hilton deployed Oracles PeopleSoft Enterprise Human Capital Management Suite as Hiltons HR system of record worldwide, improving productivity, efficiency, and flow of critical data. (Oracle web site). This move helped them manage over 1.5million resumes annually, reduced administrative cost and burden, and helped to eliminate the paper based recruiting process enabling candidates to apply online. One of the ways in which they achieve this is through their award winning fast track graduate development Elevator program. THE ELEVATOR SCHEME The elevator scheme comprises of four stages selection process Stage 1- Application form: an on-line application form will have to be filled at this stage. Information such as personal details, education and work experience will be required. Based on this form, you may be invited to progress to Stage 2 of the process. Stage 2 Analytical reasoning tests: The applicant will have to go through a number of tests to assess his or her verbal and numerical reasoning ability. Based on the results at this stage, the applicant will be invited to complete Stage 3. Stage 3 Psychometric tests: This stage entails a series of tests that measure the applicants values and preferences. Successful applicants will progress to the next stage. Stage 4 Assessment Centre: At this stage, successful applicants will be accessed as in depth on several competencies. Only those who qualify will be offered a place on the elevator program. (Hilton.co.uk 28/11/09). 4.7 Managing the Employment Relationship . Beardwell (2007) described the employment relationship as containing an economic component, the exchange of work for payment but also includes a sociological dimension centred by power and authority. Hilton Hotels have their own in house team of attorneys and paralegals that provide various forms of legal support to their hotel management teams. Management of Hilton Hotels believes it is their responsibility to provide their employees with training in employment law, antitrust, privacy and ethics. Legal support is also provided in areas such as hotel operations and resources which include online answers to frequently asked questions and periodic newsletters. A prewritten specialized form of agreement is made upon employment between employee and management .This is made up of pay, working hours, holidays, and notes on grievance and disciplinary procedures. Hilton has available a panel of qualified counsel that help manage both insured and uninsured litigation. They respond to government subpoenas like wage garnishments and other legal orders made by the government. Hilton has a principle of equal opportunities based on merit. No employee or job applicant should receive less favor on the grounds of sex, religion, age, nationality, race, disability, marital status, or disability. Hilton strives to meet high ethical standards. They abide by the provision of Universal Declaration of Human Rights. Being a global hospitality and leisure company means Hilton operates in different communities and employs people with different cultures thus the workforce will be diverse. Having an equal opportunity policy works to the advantage of Hilton. This will ensure fair treatment of employees and the avoidance of discrimination. Hilton operates a whistle blowing policy which allows employees to bring acts of discrimination to the attention of senior management. Health and safety throughout operations is practiced for the entire workforce. A culture of risk management to ensure accidents and incidents is kept as low as possible. 4.8 Employment Involvement Hilton stresses much on employee involvement at all levels of the organization. For example, during the graduate development schemes, participants are assessed based on real life situations. Hilton outsourced giving Susan H.Lickert Hospitality Consulting Group (SHL) the responsibility of handling the assessment centre aspect of the recruitment process. SHL designed the process to take the form of a real hotel day to day experience. Candidates are given roles like receiving guests, taking orders etc and are assessed on their performance. This offers a true picture of the high demands in the industry that the selected candidates will go through. This level of training candidates go through prepares them for any situation they are likely to encounter when they take up their roles in the company. It also helps managers to know whether they are progressing the right and the expected way. It is not surprising Hilton has committed and talented managers in their hotels worldwide. Hiltons goa ls and values are embraced from the very beginning by the trainees and this leads to them performing as a team rather than at the individual level. With the SPARK Management program, employees are assigned senior management mentors who support and encourage them to get involved with projects and activities in the company. Employees are also invited to create career development review of what they have learned and what they hope to achieve in terms of career development within their respective departments. 5.1 HORIZONTAL INTEGRATION Whichever major city one finds him or herself there is a big chance of coming across a Hilton Hotel. Hiltons rapid expansion globally, example in the UK was based on the acquisition of competitor hotel chains like Statis. One of their strategies is gaining 1000 more properties within the next 10 years. This is linked to their HR practices. Their international expansion included the purchase of Scandinavian hotel chain Scandic. The acquired hotels are carefully evaluated to see whether their property profiles fit with the property requirements of Hilton Bran. Those that do not meet the requirements are sold. They enjoy economies of scale that lead to increased profit margins because they have the ability to leverage higher brand awareness by owning more hotels and spending more on marketing communications. They also have the opportunity of expanding operations more efficiently and quickly by gaining access to capital markets. (Bowie 2004). 5.2 VERTICAL INTEGRATION To add value, HR needs to achieve vertical integration. Hiltons business strategy, organizational culture and values impact the vertical fit. Hilton has very clear and certain strategic goals and this helps them in achieving a better vertical fit. They are able to merge their Business strategy into designing of HR practices that are compatible with their strategy. Hilton continues to demonstrate that building a satisfied and valuable workforce is not a quick-fix procedure, but an integrated approach that permeates through every aspect of the organization. Hilton tries to recognize the importance of employ

The Media: Does It Shape Societies View on Femininity? :: essays research papers

The Media: Does It Shape Society's View of Femininity? The question answers itself. Yes, the media definitely influences today's society via messages through the television, radio, magazines, and billboards. It seems that in today's day and age to even be â€Å"noticed† as a woman one must be tall, skinny, blonde, and countless other things that the â€Å"average woman† could only hope for. Today, if one is not comfortable with who or what they are, they may encounter many dilemmas. I found three convincing reasons to support my claim: the rise of eating disorders throughout history, percentages and statistics, and my own personal experience. The Rise of Eating Disorders Throughout History As far back as the 18th century, women began dieting. They submitted themselves to food deprivation, enemas, and purging. In order to achieve that â€Å"hourglass† figure, some women went as far as having their lower ribs surgically removed.(Collins 199) In the 1940s and '50s, full figure females were popularized by movie stars like Ava Gardner, Jane Russell, and Marlyn Monroe, but they were, however, short lived. With the introduction of Playboy ®, Vogue ®, and Cosmopolitan ®, eating disorders have quickly taken over our society. The great majority of American women are culturally conditioned to strive for a slender figure. Advertising, television, films, and the fashion industry relentlessly drive home the message, and women who don't â€Å" naturally† fit the mold often respond by dieting or even surgery. Percentages and Statistics According to the National Eating Disorders Association, â€Å" Media images that help to create a cultural definition of beauty and attractiveness are often acknowledged as being among those factors contributing to the rise of eating disorders†(165). Media messages screaming â€Å"thin is in† may not cause eating disorders but help to create a context in which people learn to put a value on their body. The media's power over our development of self-esteem and body image can be incredibly strong. According to a recent survey of adolescent girls, the media is their main source on women's health issues ( Common Wealth Fund 348) , and researchers estimate that 60% of middle school girls read at least one fashion magazine regularly (Levine 1997). Another study of mass media magazines discovered that Women's magazines had 10.5 times more advertisements and articles promoting weight loss than men's magazines did (ctd. in Guillen & Barr 465). There was a study of 4,294 network television commercials which revealed that one out of every 3.8 commercials send some sort of â€Å"attractiveness† message, telling