Saturday Night at the Birthday Party

SATURDAY NIGHT AT THE BIRTHDAY PARTY Introduction: Saturday, March 13th 2004, my friend Hannah had a costume party for her 13-year-old son Jason. Hannah invited 13 children to Jason’s birthday costume party at her home in Kissimmee. The children’s ages ranged from three to thirteen years old. Mostly everyone came to her home dressed in colorful costumes. Some were friendly, scary or funny,others were homemade or store bought. A young married couple arrived around 4:30 pm with their three-year-old son, Matthew, who is the subject of this paper..His father John was dressed as a tattered bum and his wife Sarah was dressed as a friendly pretty witch. Little Matthew who is usually a white, blond hair male was dressed in a black cat outfit complete with the painted face to resemble a cat. He also wore the red nose, red cheeks and whiskers. He is tall and thin for his age. According to John and Sarah, Matthew’s parents, their son is a curious little boy by nature. Emoti onal Deveopment and Stranger Anxiety Matthew demonstrated a wide range of basic emotions as Kail and Cavanaugh predicted. Most scientists agree that complex emotions don’t surface until 18 to 24 months of age (Kail and Cavanaugh, 2006, pa. 186). † Complex emotions require the additional step of reflecting on one’s own behavior and how one feels about it. Matthew moved his big blue eyes as he scanned the busy room filled with wild assortments of costumes that floated around him. Matthew did not speak much but his facial expressions of wonderment seemed to say what his mouth did not. Sometimes, his face would light up with excitement and other times he seemed to be paralyzed by fear.He reacted to the hip-hop music by bouncing up and down and clapping his hands. Matthew demonstrated â€Å"stranger wariness; by the end of the first year the child becomes wary in the presence of an unfamiliar adult (Kail and Cavanaugh, 2006, pa. 188). † He ran to his mother and father and hid his face in his mother’s lap when someone approached him to try to engage him in a dance. Until then he appeared to have forgotten about his parents. His ability to explore and his quick return to his parents when frightened showed that he had a secure attachment to his mother’s presence (Kail and Cavanaugh, 2006, pa. 177).Temperament I myself was dressed as Raggedy Annie. Matthew did not seem to be impressed with or afraid of my costume. He showed much interest in some of the other more outrageous costumes i. e. : a Martian with antennas, and a â€Å"Bug’s Life† look alike. Matthew just simply sat and stared at other costumes. He also smiled and laughs at others. When his parents allowed him to move about freely, Matthew hesitated and clung to his parents. That did not last for very long. As the night wore on, Matthew adjusted to his freedom and ventured away from the safety of his parents. This behavior can be easily related to tempermen t. Temperament is a consistent style or pattern in a child’s behavior (Kail and Cavanaugh, 2006, pa. 93). † When Matthew was first introduced to his new environment, he seemed slow to the adjustment. He seemed to be processing new information rather than just reacting to it. His activity level was very low at first. As time passed, he became more and more comfortable in his new surroundings and began to respond to it more favorably. This is evidence of â€Å"Slow-To-Warm-Up† temperament in which the child’s behavior is initially inhibited and then becomes more like the Easy or Difficult temperament types.He did not pay much attention to the people who were not dressed in costumes. He did not play or laugh with them at all. Rather, he appeared to be more interested in the array of colorful costumes and the behavior that they were engaged in, either laughing and/or dancing. Psychosocial Development Erikson predicted that by age 2 children strive for autonomy , â€Å"independence from others and control over their own behavior (Kail and Cavanaugh, 2006, pa. 179). † Around 6:00 pm it was time to eat. John and Sarah tried to get Matthew to sit with them so that they could eat together.Matthew did not want to sit. He began to cry and pull away when his dad tried to lift him up. When they got Matthew to the table, Matthew did not want to eat. His parents tried everything. He was too excited about all that was going on around him. Clearly Matthew wanted to regulate what was and was not going to happen by exerting his independence so profoundly. He had demostrated his autonomy by resisting, crying, and pulling away. He is probably still going through his terrible two years. He has a strong will power, but it is short lived.His reaction to some of the other more scary costumes and his need to be in the safety of his parents at that time showed some doubt as to his ability to deal with the unexpected. Once again, Matthew became unsure of himself. Erikson would classify this type of behavior as â€Å"AUTONOMY vs SHAME & DOUBT†. Cognitive Development Some of the other guests sensing what was going on with Matthew, attempted to help John and Sarah. A happy smiling clown went over and played with Matthew. The clown got him to eat some of his hamburger and french fries.A white rabbit with a big fuzzy tail pretending to nibble on an orange carrot went over to play with him and Matthew laughed and played joyfully. A silly puppet went over and danced in front of Matthew. The puppet also got Matthew to eat a little more of his french fries and drink some of his apple juice. When the colorful clown and the silly puppet interacted with Matthew he reached out to them, smiled and laughed with them. They got him to eat. Then a hungry pig came over to Matthew and tried to play with him. Matthew cried and pulled away. A ghost and a Freddy Kruger look alike went to say hello to Matthew.Matthew cried, swatted his hands at them to leave, twisted away from them, and started yelling no-no. Matthew’s fear of Freddy reveals the quality of â€Å"Appearance as reality† which is characteristic of the Preoperational stage of cognitive development (Kail and Cavanaugh, 2006, pa. 138). During the preoperational stage, magical thinking is the rule and children have great difficulty distinguishing between fantasy and reality. In Matthew’s mind he believed the costumes were real. He believed the scary characters wanted to harm him (twisting away, swatting hands, crying out no no).His behavior was guided by a mistaken belief (Kail and Cavanaugh, 2004, pa. 123). I asked Matthew about the clown and the rabbit. Matthew said, â€Å"FUNNY, I WANT GO DOWN AND PLAY WITH THEM†. Matthew was also displaying â€Å"CONFUSION BETWEEN APPEARANCE AND REALITY†. Matthew is probably in the pre-operational stage of development. Although Matthew’s parents as well as he himself were dressed in costu mes he still could not understand that these where simply people dressed up as he and his parent’s were. Theory of Mind This behavior is typical for a pre-operational thinker.Piaget stated that children typically believe others see the world – literally and figuratively – exactly as they do. (Kail and Cavanaugh, 2004, pa. 134). Matthew may have seen these types of characters in other settings, like television. Based on the animated characters portrayals, and the way others reacted toward them, his memory has probably developed a schema toward those characters (fear-bad or friendly-nice). After getting permission from his parents I spoke with Matthew. I asked him why he cried when the pig and ghost tried to play with him? Matthew said because they are bad.Then I asked if the pig and the ghost had been mean to him. His reply was â€Å"SCARRY†. This statement has lead me to believe that Matthew was exercising a â€Å"theory of mind† by attributing mot ivations to the other characters (Kail and Cavanaugh, 2006, pa. 123). (Kail and Cavanaugh, 2006, pa. 186) Conclusion: In Matthew’s preoperational thinking, an object’s appearance tells what the object is really like. Matthew is learning how to assert his wishes and to categorize his likes and dislikes. He has a theory of mind which includes attributes of good vs. evil.He showed no emotion towards the people who were not in costumes even though they were strangers to him. He paid much more attention to the people who were in costumes and perceived them to be what they were imitating. Matthew distinguished between the clown, puppet, rabbit, pig, ghost and the â€Å"Freddy Kruger† look alike. He had and idea of what was safe and what was not safe, no matter how friendly they were to him. He demonstrated a wide range of emotion and secure attachment to his parents. Bibliography: Kail, V. C. , Cavanaugh, J. C. (2004). Human Development-A Life-Span View Belmont, CA. ; Wadsworth,

Effects of Human Urine on the Growth of Indian Tree Essay

I. INTRODUCTION Background of the Study Most of the Filipinos earn a living through agriculture. Throughout the years, a lot of fertilizers were improvised, mostly for the comfort of the Filipino farmers. Human urine, for example, is a well-balanced nitrogen-rich quick-reacting liquid fertilizer. It contains nitrogen, potassium and phosphorus and other nutrients depending on the diet. The health risks associated with use of human urine in plant production are generally low, that is why it’s an adequate plant fertilizer. On another note, Indian tree (Polyalthia longifolia) is a small-to-medium-sized evergreen tree growing up to 15 meters. Its leaves are long, narrow and oblanceolate, dark green, glossy and have wavy margins. It is native to India, Sri Lanka and recently introduced in the Philippines and widely cultivated in Metro Manila, planted in parks, garden and roadsides. Studies showed that the seeds of Indian Tree contain amino acids, the barks contain phytochemical, the root extract contains antimicrobial, various solvent extracts contain anti-inflammatory, and the seeds that are extracted contain antifungal. Objectives (major and minor) of the study This study, therefore, endeavors to investigate the effects of human urine on the growth of Polyalthia longifolia also commonly known as Indian Tree. It also endeavors to inform the farmers and the people in the field of agriculture practical guidance of the other uses of human urine. Significance of the Study This investigatory project entitled â€Å"The Effects Of Human Urine On The Growth Of Indian Tree† will be conducted in order to help and inform the people especially the farmers that â€Å"the economical value of the urine can be calculated by comparing with the price of mineral fertilizer on the local market or by calculating the value of the increased yield of the fertilizer.† (Anna Richert, et.al., 2010-2011). We would like it to be one of the aspects that contribute to the progression of our technology especially in the field of agriculture. This can add knowledge to students, teachers and administrators in making a research and improving their experiment especially those who are working on herbal medicine. This project aims to guide the future researchers in making their experiment. Scope and Limitation This study will focus on using the human urine as a fertilizer. Human urine, water and a combination of both will be poured on to the soil of the Indian plant. Using a commercially available Indian plant will make a comparative appraisal. This study, however, will not alter the active compounds of the soil and the seed itself. II. REVIEW OF RELATED LITERATURE Ricker, A. et.al. (2010) stated that urine is an aqueous solution made up of more than 95 per cent water, with the remaining constituents made up of urea, creatinine, dissolved ions (chloride, sodium, potassium, etc), inorganic and organic compounds or salts. Most of these remain in solution, but there can be a tendency for phosphorus-rich substances to sediment in containers that are stored for hygienization. This substance has a syrupish texture, and if urine is collected in a piping system, this â€Å"urine syrup† can sediment in pipes if the inclination is not sufficient. Differences in composition of excreta between different regions reflect differences in the uptake of consumed crops and thus in the plant nutrient supply needed for maintaining crop fertility in the region. Urine used directly or after storage is a high quality, low cost alternative to the application of N-rich mineral fertilizer in plant production. The nutrients in urine are in ionic form and their plan t-availability compares well with chemical fertilizer (Johansson et al., 2001; Kirchmann and Pettersson, 1995; Simons and Clemens 2004). Urine also contains large amounts of phosphorus, potassium, sulphur and micronutrients, but due to its high content of N, its P/N and K/N ratios are lower than in many mineral fertilizers used for crop production, and lower than what many crops need according to fertilizer recommendations. An advantage of urine in comparison with organic fertilizers is that the phosphorus exists in forms that are plant-available. This means that urine  is quite efficient as a phosphorus fertilizer, which has implications for the future with regard to the concept of Peak Phosphorus and the fact that phosphorus is a finite resource.(p1) The quantity of urine produced by an adult mainly depends on the amount of liquid a person drinks and perspires. Children produce approximately half as much urine as adults. Excessive sweating results in concentrated urine, while consumption of large amounts of liquid dilutes the urine. (p3) Urine use in areas where salinization is an issue should be monitored. Urine is a solution of salts, and salt stress can be a major constraint to plant production in arid areas. When urine is used in these areas, irrigation practices should be adapted, the urine should be watered down, and application of urine should regularly be interchanged with applications of water only. (p5) Grunbaum, M. (2010) cited that urine is chock full of nitrogen, potassium and phosphorus, which are the nutrients plants need to thrive—and the main ingredients in common mineral fertilizers. There is, of course, a steady supply of this man-made plant food: an adult on a typical Western diet urinates about 500 liters a year, enough to fill three standard bathtubs. And despite the gross-out potential, urine is practically sterile when it leaves the body, Heinonen-Tanski pointed out. Unlike feces, which can carry bacteria like salmonella and E. coli, urine poses no health risks—astronauts on the International Space Station even drink the stuff—after it’s purified. Effective fertilization is not the only benefit of recycling urine, Heinonen-Tanski suggested in a review paper in the January 2010 issue of Sustainability. The separating toilets that collect urine use less water than flush toilets, she wrote, and the simplified waste stream requires less energy in sewage treatment. According to Shaw, R. (2010) one reason that urine is an appropriate fertilizer is because the majority of the highly available nutrients in urine exist in a form that plants can use easily. Seventy-five to 90 % of the nitrogen in urine is in the form of urea, which becomes primarily ammonium ions in an aqueous solution of near neutral pH. This ammonium can be biochemically transferred to nitrate (NO3-) in the presence of oxygen (Jonsson et al, 2004: 9). Phosphorus is excreted as phosphate ions (Jonsson et al, 2004: 9). The majority of potassium, sulfur, and most minerals are also present as free ions (Jonsson et al, 2004: 9). These nutrients are directly available to plants in these forms without  processing. As with chemical fertilizers, urine is therefore a dilution of fast-acting plant nutrients that can work quickly to nourish plants (Kvarnstrom et al, 2006: 4). Comparable crop yields have been found when using equivalent amounts of chemical and urine fertilizers on many different crops. (p12) A fast-acting fertilizer like urine fertilizer has several benefits. Assuming the nutrient content can be estimated or measured with reasonable accuracy, the fertilizer can be applied in specific doses to meet known nutrient needs. Fast-acting fertilizers can also be used to rectify some diagnosed nutrient deficiencies, even on specific plants. Nutrients can also be applied at specific times in a plant’s lifespan to optimize nutrient uptake.(p13) As with any fertilizer, urine fertilizer can be applied in excess. Over-fertilization can introduce toxic levels of nutrients into the soil and kill plants. As is often the case with urine fertilizer, the large amount of nitrogen is the main concern. Fortunately, the toxic level of nitrogen is very high. A rule of thumb is that the toxic level of nitrogen is approximately four times the normal fertilization rate (Jonsson et al, 2004:4). This provides a large factor of safety for the use of urine fertilizer. If nitrogen is kept at an acceptable level, it is generally accepted that, except in rare cases, the other nutrients present in urine will stay at an acceptable level as well. (p14) Another concern is the volatility of nitrogen in urine. â€Å"The high pH of the urine in the collection vessel, normally 9-9.3, coupled with its high ammonium concentration, means that there is a risk of losing N in the form of ammonia with the ventilated air† (Jonsson et al, 2004: 11). This volatilization of ammonia occurs rapidly, with increased volatility as temperatures rise, and substantial amounts of valuable nitrogen can be lost to the atmos phere (Glibert et al, 2006: 448). Further, the contact of urine with the atmosphere creates unpleasant odors, as anyone who has smelled urine evaporating on a latrine floorcan attest. Odor does not affect the usefulness of urine fertilizer, but it can dissuade people from use. Urine fertilizer must therefore be collected and applied with as little atmospheric contact as possible, both to conserve nitrogen and to reduce unpleasant odor. (p15) Robinson, D. (2010) said that fresh human urine is sterile and so free from bacteria. In fact it is so sterile that it can be drunk when fresh; it’s only when it is older than 24 hours that the urea turns into ammonia, which is what causes  the ‘wee’ smell. At this stage it will be too strong for use on plants, but poured neat on to the compost heap it makes a fabulous compost accelerator/activator, with the extra benefit of adding more nutrients. Most garden fertilizers for vegetables contain more phosphorus than nitrogen. Phosphorus is valuable for root growth, nitrogen for vegetative growth like leaves and potassium helps the ripening and fruiting process. The great value of urine lies in its universal availability and zero cost. Consequently it has immense potential value and has been used for many generations as a plant food in some countries, notably in the Far East. Because of its high nitrogen content it is particularly useful for feeding leafy vegetables, which enjoy a high nitrogen diet. According to Abington, J.B. (1992) cited that urine as a source of fertilizer has been investigated at Lumle. The effect of 1:1 water: urine mixture top dressing on the marketable yield of leafy vegetable crops was found to be a significant increase of 81.7% over an untreated control, and 23.7% over a top dressing of urea. (p51) III. MATERIALS AND METHODS A. Preparation and Collection of Tree Two Indian Tree seeds will be bought. They will be planted using Loam soil. The specimen will be stored in the garden area at MPC. Controlled variable 1 will be watered using urine (see step 2) and controlled variable 2 will be watered using tap water. B. Preparation and Collection of Urine Human urine will be collected from one of the group members. The contributor’s diet will be strictly observed. The urine sample will be measured upon collection. The color will also be observed. Materials -seeds will be bought or we’ll try to find it for free†¦ -2 pots? -human urine by Mark Figueras -mark’s diet -water Methods -plant the seeds, 2 pots (1 controlled *urine, 1 uncontrolled *water) -water 3 times a day having both urine and water equal in amount IV. BIBLIOGRAPHY Richert, Anna., Gensch, Robert., Jà ¶nsson, Hà ¥kan.,Stenstrà ¶m, Thor-Axel., & Dagerskog, Linus. (2010-1). Practical Guidance on the Use of Urine in Crop Production. [Pdf]. Ttockhollm Environment Institute, Sweden Retrieved December 12, 2012 from EcoSanRes Series. http://www.ecosanres.org/pdf_files/ESR2010-1-Pract icalGuidanceOnTheUseOfUrineInCropProduction.pdf Grunbaum, Mara. (July 23, 2010). Gee Whiz: Human Urine Is Shown to Be an Effective Agricultural Fertilizer. [Webpage]. Retrieved December 12, 2012 from http://www.scientificamerican.com/article.cfm?id=h uman-urine-is-an-effective-fertilizer Shaw, Ryan. (2010). THE USE OF HUMAN URINE AS CROP FERTILIZER IN MALI, WEST AFRICA. [Pdf]. Ryan Shaw, MICHIGAN TECHNOLOGICAL UNIVERSITY Retrieved December 12, 2012 from http://cee.eng.usf.edu/peacecorps/5%20-%20Resource s/Theses/Sanitation/2010Shaw.pdf Abington, J.B. (1992). Sustainable livestock production in the mountain agro-ecosystem of Nepal. Reprint, Rome.

Original Writing- Jonas Brothers

Although many people don't realise it, music plays a big part in everyday life. If its auditioning for the X-Factor, going to gigs every week, singing hymns at mass, singing to your favourite tunes in the shower or just listening to the radio on the way to work, we all like our music. It gets us though the days and has a big influence on what we do. Music separates the people with the many different genres it offers and some very talented people are behind it all. Considering this I would like to tell you about one of my favourite bands; the Jonas Brothers. Jonas Brothers are a VMA-nominated American boy band. The band consists of three brothers; Kevin, Joe and Nick. They come all the way from Wyckoff, New Jersey and have released three albums; It's About Time (2006), Jonas Brothers (2007) and recently, A Little Bit Longer (2008), and one soundtrack; Camp Rock (2008). The band gained their popularity on the children's television network; Disney Channel, which is where the Disney Channel Original Movie Camp Rock , starring the Jonas Brothers, was first shown. The band star in the movie as a boy band named Connect Three. One of my reasons for liking the Jonas Brothers, is the fact that they are well-known for their wholesome, family image. The brothers are all committed Evangelic Christians, and wear purity rings on their left-hand ring finger as a sign to not have pre-marital sex, of which neither of these things they are ashamed of or afraid of showing. Joe stated that the rings symbolize â€Å"a promise to ourselves and to God that we'll stay pure 'till marriage† and Nick thinks that â€Å"its pretty awesome, and the rings are just one of our ways of kind of like being different to everybody else out there†. They also abstain form alcohol, tobacco and drugs. Another reason for liking the Jonas Brothers is the fact that in 2007 they earned about $12 million dollars and donated 10% of it to their charity, Change for the Children Foundation. The charity is a foundation started by the Jonas Brothers, where the contributors donate to charities such as, Nothing but Nets, American Diabetes Foundation, St Jude Children's Research Hospital, Children's Hospital Los Angeles and Summer Stars: Camp for the Performing Arts. Their reasons for stating the charity is to â€Å"support programs that motivate and inspire children to face adversity with confidence, determination and a will to succeed†¦ kids helping other kids who are a little less fortunate.† Paul Kevin Jonas II, also known as Kevin, is the oldest of the brothers aged 21 and born November 5th 1987. He plays lead guitar (usually a Gibson Les Paul) and backing vocals. Kevin is also a songwriter and helped to write the bands self-titled album Jonas Brothers. Joseph Adam Jonas, was born August 15 1989, making him 19. He sings lead vocals, plays percussion and has played the guitar in the song A Little Bit Longer. Joe originally had no intentions of becoming a singer; he wanted to be a comedian and work on the show All That Nicholas Jerry Jonas, is the youngest of the band at only 16 years of age, born September 16 1992. He plays rhythm guitar (usually a Gibson SG in the original re stain colour), lead vocals with brother Joe, piano in the songs When you Look me in the Eyes and A Little Bit Longer, and drums in the songs, Australia, Can't Have You, Sorry and Video Girl. He can play various other instruments also. On November 16 2005 (aged 13), he was diagnosed with type 1 diabetes. Franklin Nathaniel Jonas, is the baby of all the brothers, of only 8 years of age and was born September 28 2000, and isn't in the Jonas Brothers, but being the bands younger brother he still plays a big part in their lives. He is also known as the Bonus Jonas and Frank the Tank. He will debut with his brothers on J.O.N.A.S!(a Disney Channel Original Series (2009)), and may have a small appearance in Camp Rock 2. Other members of the band are: John Taylor who helps produce for the band, as well as plays guitar. Greg Garbowsky has been with the brothers since they started out. He plays bass guitar and keeps a blog of Life on the Road with the Boys. Jack â€Å"Flawless Lawless† Lawless joined the band in early 2007, and has replaced former drummer Alex Noyes. Ryan Liestman plays the keyboards for the group. The single, A Little Bit Longer, released earlier this year, was written by Nick Jonas himself and is about his fighting battle to carry on pursuing his dreams with his diabetes. He sings alone in this song, about how â€Å"you don't know what it feels like until its gone†. This song is very emotional and on occasions, Nick has been seen to be crying on stage to this particular song. He's said â€Å"Luckily, I've got some really great people around me that really help me manage my diabetes. And it hasn't slowed me down yet, and I'm not planning on letting it do that. So I'm going to continue to do what I love and if I have occasional low or high blood sugar, it will be all right because I've got some really great people surrounding me.† With the Jonas Brothers being so talented and successful at such a young age, I find them so inspiring to listen to and am proud to be a fan of theirs. You could be in any situation, but you're holding on because you don't want to give up on love. Say you're in a terrible situation†¦you can always find the light if you look hard enough.

Peer review Article Example | Topics and Well Written Essays - 750 words

Peer review - Article Example The broader goal of public health officials is to ensure health information is communicated in a way that various individuals and the society at large, easily interpret it (Kass, 2001). The health departments as well as the state public health agencies, have customarily disseminated their findings, especially those that threaten the public health, and surveillance data through reviewed public journals and reports. The particular study has focused on establishing a basic foundation of academic knowledge that relates the extent to which public health officials are effective to promote health information among the community and thereby, improve community’s welfare. With the help of this literature foundation, the researcher will get in depth knowledge in enhancing research area and will be able to understand critical perspective as well. According to (Goodman et al. 1994), public health communication is a technique of influencing, informing and motivating public audience about the important health issues and sufficient solution. The IOM defines public health as â€Å"what we, as a society, do collectively to assure the condign in which people can live a healthy life†. Further, Arendt (2008) opined that, public health communication is a scientific approach that provides strategic dissemination and critical evaluation to communicate health related information. Public health communication includes numerous disciplines such as, mass speech communication, public relation, informatics and ecological perspective. Public health officials, in exploiting there communication roles, can also act participate in advocacy and persuasion efforts. The officials have compelling responsibilities within their various jurisdictions to involve in bureaucratic activities that guarantees public safety and health. In addition to advocacy, public health officials are mandated with the task of promoting and

Little Big Horn 1876 Research Paper Example | Topics and Well Written Essays - 1000 words

Little Big Horn 1876 - Research Paper Example Little Big Horn 1876 Combined forces of Arapho, Northern Cheyennie and Lakota tribes won the battle of Little Bighorn. This combines force was led by several major and popular war leaders, such as Chief Gall and Crazy Horse. These two leaders were impressed and inspired by the thoughts and visions of Sitting Bull. On the other hand, the United States Army’s 7th Cavalry Regiment was led by another major leader named George Armstrong Custer. This particular force of the army of the United States of America included 700 battalions. However, despite the unique warfare tactics, the United States Army’s 7th Cavalry Regiment including the battalion of Custor lost the battle to the opponent combined force. Custer was killed during the battle. Total 268 US battalions were dead during this battle (Greene, 2008). On the other hand, 55 US battalions were injured during this battle of the Little Bighorn. Developing tension between the Great Plains’ native inhabitants and the intruding settlers caused a series of critical conflicts. This particular conflict caused the war that is recognized as popular as the Sioux Wars. Despite the developed tensions, several inhabitants agreed to relocate to the ever-shrivelling reservations. On the other hand, some inhabitants were resisted. In the year 1875, Sitting Bull established an alliance between the Cheyenne, huge number of agency Indians and the Lakota tribes based on the developed conflicts and tensions in this area.

The role of Innovation and Convergence in Complicating ICT Regulation Essay

The role of Innovation and Convergence in Complicating ICT Regulation - Essay Example The paper tells that the concept of regulation entails a number of aspects including; a specific set of commands; a deliberate influence by the state; and socio-economic influences, all of which influence social or economic behaviour. The authors further argue that although regulation mainly elicits the perception of restricting behaviour and preventive of certain activities, it can also be viewed as facilitative/enabling. For instance, regulation permits and controls the use of airwaves, allowing for broadcasting which would otherwise be chaotic. Borras properly captures the relationship between regulation and ICT through a discussion on standards and innovation. Standards determine the interchangeability and interconnectivity of products and thus the overall technological evolution of the industry. However, the ICT environment is heavily revolutionary in terms of technology and regulator standards find it difficult to always keep up. The regulation of ICT presents with a number of challenges arising several different perspectives and contested issues about how the regulators should go about it. Whereas issues of IPR dominate the cyberspace, other areas in the ICT industry provide an opportunity to limit regulation and promote competition. For instance, elements in network industry value chains involve retailing to end-users where competition is feasible and thus limit the need for regulation. However, the limits to competition among the players in the telecommunications industry are uncertain due the impact of technology. (Baldwin, Cave and Lodge 2010, p. 501). Here, innovation and convergence play an important role in complicating regulation of the ICT sector, calling for equally inventive and capable strategies to ensure proper and healthy regulation. Role of Innovation in Complicating ICT Regulation Innovation in the ICT industry occurs at a much faster pace and from many different angles than in most other sectors. As the Regulation Reform Unit (2010, p. 5-6) argues, regulatory activities and agencies have the challenge of reflecting technological changes and market developments in the ICT environment. Regulation of the ICT sector impinges on many different aspects including competition, interconnection, management of spectrum, authorisation and price controls among other aspects (ICT Regulation Toolkit 2012). Innovation impacts all of these aspects of ICT regulation in different ways but all centering on the rate at which innovation occurs. In terms of competition and price controls, the horizontal and vertical innovations witnessed everyday in the ICT sector challenge the traditional paradigm of regulation which embeds in the economic sense. Technological developments have implications on existing market structures at the overall economic level. A stable format of regulation seeking to stabilise the ICT sector would not hold in some sections as innovations render what is today valuable absolutely unimportant tomorrow. To keep up, the regulatory mechanisms have to evolve and develop new ways of regulating the newly formed ICT market structure. This may

Related events and developments that span the years 1865 to the Research Paper

Related events and developments that span the years 1865 to the present - Research Paper Example But because of industrialization, the agricultural economy was eventually surmounted by a market economy (Jackson, 1998). Hence, this paper argues that one of the major changes in the American labor market for the past century has been the drastic transition in women’s responsibilities, from mostly unpaid domestic roles to a mixture of traditional unpaid roles and paid jobs. The important events outlined in this paper reveal the increasing participation of women in the labor market and the continuous shrinking of the pay gap between female and male employees. With the spread of industrialization, a new state of affair emerged. The common belief during that period was that males were more able to cope with the tough, competitive environment of the workplace. On the other hand, females were believed to be incapable of dealing with the demands of the outside world. They were not allowed to vote, were prohibited from getting a job, and were kept out of the public and political are nas (Hermann, 2006). Their obligation to society was to care for, nurture, and indoctrinate children. But all of these changed with the ratification of the 19th Amendment and the Equal Pay Act. ... Feminists began to demand persistently for more comprehensive and liberal legislation. The 19th Amendment protects the right of women to vote. Since the 1800s, women protested, lobbied, and appealed to acquire suffrage rights, but it took many years before they achieved their goal. By 1916, most of the leading suffrage groups joined together to demand a constitutional amendment (Severn, 1967). The House of Representatives endorsed the amendment on the 21st of May 1919, and immediately afterward, the Senate complied. The ratification was declared by Secretary of State Bainbridge Colby on the 26th of August 1920, radically transforming the entire American voting public permanently (Monroe, 1998). Approval and endorsement of the 19th Amendment implied that U.S. citizens should be granted the right to vote, regardless of gender. It took roughly four decades until Congress passed the amendment for approval. The women’s suffrage movement was already present during the mid-19th centu ry, during the Reconstruction era. Throughout these years, leaders of women’s rights movement campaigned for enclosure of universal suffrage in the Reconstruction amendments (Monroe, 1998). In spite of their attempts, these amendments ignored the issue of women’s suffrage. The development of territorial constitutions, alongside persistent negotiation of the western frontier, facilitated the continuous state-wide deliberation of women’s suffrage (Schwarzenbach & Smith, 2013). Due to the committed, continuous efforts of supporters of voting rights, women’s suffrage was ratified in the new constitutions of Washington, Utah, and Wyoming. State governments started to take into consideration suffrage

Assigment Assignment Example | Topics and Well Written Essays - 1500 words - 2

Assigment - Assignment Example Use of fibre optics or any other swift data transfer model is highly suitable to ensure instant transmission of signals following process at every processor unit. The databases and the communications facilities should be configured to entail majorly two notable configurations that include a centralized configuration and parallel system. Centralized database configuration enables the clients to bank at any point of the stated 11 branches. Centralization of the activities aims considering every activity undertaken in every client’s respective bank account. It aims at minimisation of errors or failures which may see the bank lose huge chunks of money to the surrounding. All the processes of withdrawing cash from the branches should effectively be processed at one central point, and it should lead to updating of the client’s database effectively. The deposits of cash, remuneration or payment of customer bills and deposits of checks can as well be undertaken on the mainframe. Secondly, the databases and data communications facilities at First State Bank should be configured to allow for the parallel database that aims at creating a parallel processing and thus avail two main important properties. The main properties include high speed up and subsequent excellent scale up qualities. Parallel database allows for the sharing various peripherals that would equally allow for automatic teller machines process and checking process or even saving accounts. By coordination other branches PCs, all the process are amply undertaken without much difficulty (Hall & Hall, 2011). In conclusion, the centralized database configuration with inherent entailed parallel database will highly allow for the highest levels of intended high speed client service by the system. In proper combination with hardware and software updated systems, there will be excellent improvement in the system output in terms of processing speed and relay speed. Systems

Is democracy making gains in Asia C.Q. Researcher, July 24, 1998, vol Research Paper

Is democracy making gains in Asia C.Q. Researcher, July 24, 1998, vol. 8, issue 27 - Research Paper Example Economic liberalization has caused setback to democratization 2. Corruption and poverty cause hindrance to growth of democracy 3. Negative impact of war on terrorism affect democratization 4. Instability in the democratic infrastructure prevent stable democracies 5. Tradition-bound societies resist change 6. Expectations focused on â€Å"Asian values† did not materialize in a big way There is a widespread belief in the West that Asia is a region where democracy has not yet taken roots. But the truth is that the Asian countries have given the world the best ideas and values, which have helped democracy progress world over. Democracy, though in its primitive form had been a familiar notion with Asians because the ethical values that the religions of Asia (Budhism, Confucianism, Hinduism, Islam) proclaim, have been almost the same as democracy (1). The democratic implication of the cultural diversity of Asian countries is some thing that the West finds difficult to understand. Wi th so many cultures and languages integrated as one nation, almost every country in this region is a great model of cultural pluralism (2). The colonization of the Asian subcontinent by the British Empire had its pros and cons for the nations of Asia, in terms of democracy (3). Colonization opened up new channels, which were to bring in, new ideas of equality and democratic governance from Western renaissance to Asia (4). All the same, the colonization process destroyed the inherent social fabric of these countries that had a different kind of cultural tolerance and coexistence built into it (5). And this was the tragedy that occurred for the democracy in Asia. But changes are visible. It is through an evolving synthesis of economic progress, community oriented development and the strengthening human rights movement in Asia that democracy is making gains in this region. Literally, the meaning of the word, democracy, is â€Å"people rule† (6). And the primary definition of dem ocracy can be, â€Å"a freely elected government† (7). As Mosley has suggested, the problem that democracy always will have to face and tackle is, the fact that, â€Å" ‘people’ will have many different interests, all clamouring to be heard and acted upon† (8). In Asia, as said above, the cultural diversity is greater than any other region and hence the clamoring at its peak. But there can also be a second definition for democracy, which says that democracy is a â€Å"government by a simple majority† (9). While refuting the arguments of Samuel Huntington regarding the clashes of civilizations, Schmiegelow has pointed out the role of the rising middle class in the democratization process in Asian countries (10). Quoting Henry Rowen, Schmiegelow has also introduced another approach towards the same subject, which says that the economic growth in these countries has contributed to the democratization process (11). The problem with these two approaches has also been described by Schmiegelow by citing two contrasting examples- the case of Singapore which is very rich but not accepted as a liberal democracy by the world and the case of Burma which is very poor but inherits a very strong democratic movement (12). All these discussion throw light upon the amazing diversity of Asian democratic experience, which can be understood from the following words of Brian Bridges and Lok-Sang Ho: When we view the Asian scene, we can see a vast range of democratic polities, from the huge but

Leading Teams Essay Example for Free

Leading Teams Essay The following report presents an analysis of Shell Oil, and the ways in which it incorporates team leadership concepts in balancing stakeholder needs. Stakeholders are defined in The Times 100 case study Balancing Stakeholder Needs as â€Å"anyone who has an interest in what a business does or an influence on the business†. The case study continues on to identify Shell’s stakeholders as shareholders, employees, suppliers, customers, local communities, and interest groups. It is vitally important for large corporations such as Shell to balance the needs of these parties, in order to ensure profitable, safe and continuous operations. In order to do so, Shell must consider what the needs of each of these groups are, and how to use leadership to control the effects of conflicting needs. a) Making reference to appropriate theory what aspects of leadership and team dynamics may Shell have considered when considering their approach to balancing Stakeholder needs? The leadership tactics employed by Shell in balancing stakeholder needs will be varied, but will no doubt include an assessment of its vision and principles, the corporate leadership style, and how to construct its teams to maximise performance. The statement â€Å"Begin with the end in mind† (Covey 2004 cited Benson and Rice 2009a, p.3), gives a fair indication as to the purpose and necessity of a corporate vision. Where is the business going, and how is it going to get there? An essential element to leadership, a vision defines the goal that everyone in the company should be working towards. Kotter (1990, p.105) suggests that a key part of vision is â€Å"how well it serves the interests of important constituencies†. In other words, Shell should display balanced stakeholders needs in the company vision. According to Nanus (1992 cited Southwest Educational Development Laboratory, 1993), a vision should also display the following  characteristics, which Shell would likely have taken into account for each group of stakeholders: * Attracts commitment and energises people * Creates meaning in workers lives * Establishes a standard of excellence * Bridges the present to the future * Transcends the status quo. Shell publishes its vision, along with its core values and other operating principles in the Shell General Business Principles, which is widely communicated, and available for download from the company’s website. Shell has clearly recognised for quite some time the value and necessity for a vision in balancing needs, as the first set of principles was originally published in 1976 (Royal Dutch Shell plc 2005). It is important to separate leadership from management. Kotter (1990, p.104) states that â€Å"Management is about coping with complexity†, and that â€Å"Leadership, by contrast, is about coping with change.† And what is a vision, if not an anticipated change to the company? The management of change is a key role of leadership. The recent corporate restructuring and appointment of a new CEO in July 2009 (Wighton 2010), shows that Shell’s leaders are required to consistently react to changes such as market conditions, and adjust its focus to ensure al l stakeholder needs are still being met. The study of leadership in general has led to many differing leadership theories, which can essentially be divided into two categories; Behaviour Models, and Situational Leadership. Behaviour Models tend to address the personal traits of the individual leader, and Situational Leadership addresses a customisation of style to each new situation. While it is possible to apply some Behaviour Model theories to an organisation, it is more likely that Shell apply Situational Leadership methods, altering the balance of task vs. relationship dependent on which stakeholder group is being considered. Shell will also have spent considerable time finding the most effective teams for their business profile. Owing to the highly technical nature of Shell’s operations, there is a good possibility that it uses expert teams to ensure that shareholder needs are incorporated at every level of the organisation. For example, and expert in say, oil drilling, may not have the expertise to determine what effects a proposed course of action would have on the local  community. It is worth noting however, that it may be time for Shell to re-evaluate the effectiveness of its teams. Wighton (2010) reports that Shell has been â€Å"plagued by delays and budget overruns on big projects†, indicating that its teams are not performing. To ensure that stakeholder needs are being met, Shell will have incorporated ways in which to monitor and control performance within the organisation. Shell begins by reporting. It reports on several sectors of the business, to include annual financial reports, which are particularly relevant to shareholders, and sustainability reporting, which will be of interest to local communities and interest groups (Shell International B.V. 2010a). It became apparent, through the annual reporting to their shareholders in May 2009 that Shell had misinterpreted its shareholders needs. This resulted in a tense annual meeting where the shareholders voted 60% against the proposed incentive scheme for executives, which would have seen top executives receive large bonuses, even if they failed to meet performance targets (Lindsay and Pagnamenta 2010) b) How may Shell’s approach to balancing Stakeholder need’s impact upon employee motivation? There are two major motivational theories which are widely used in the field of management; Herzberg’s Two Factor Theory (1959 cited Boddy 2008, p. 500-502), and Maslow’s Hierarchy of Needs (1970 cited Boddy 2008, p. 494-497). The Two Factor theory suggests that there are two elements to motivation, Motivating Factors, and Hygiene Factors. Motivating Factors contribute to an employee’s satisfaction, and Hygiene Factors contribute to their dissatisfaction. The theory identifies these factors as: Motivating Factors| Hygiene Factors| Achievement| Company Policies| Recognition| Supervision| The work itself| Relationship with Supervisor and Peers| Responsibility| Work conditions| Advancement| Salary| Growth| Status| | Security| Herzberg went on to conclude that satisfaction and dissatisfaction are not opposites. The opposite of satisfaction is no satisfaction, with the opposite of dissatisfaction being no dissatisfaction. In other words, the absence of Motivating factors does not create dissatisfaction, and the existence of the Hygiene Factors does not create satisfaction. On the other hand, in the Hierarchy of Needs, Maslow speculates that everyone has a prescribed set of needs that must be met in a certain order, as follows: Maslow maintains that employees begin by looking to fill Physiological needs, for example a properly heated/cooled workplace. Only when Physiological needs are met, or mostly met, will an employee seek to fulfil their Security needs, for example a permanent contract. And so on through the other needs. Both of these theories have identified common areas of motivation relating to security (job security, salary), recognition (status, advancement, self-esteem, rewards), and job development (growth, achievement, self actualisation, responsibility). Regardless of which theory, if any, that Shell has chosen to adopt, these are the basic employee needs that they will need to have taken into account. It is a widely held belief that employees are a company’s greatest asset, which means that their role as stakeholders is an important one. If Shell is getting the stakeholder balance right, they will have addressed their employee’s needs, which should result in positive levels of employee motivation. As we saw in Question a) however, it is not always that easy to get the balance right. If Shell has favoured its shareholder needs, this could potentially lead to employee pay cuts and a reduction in safety costs, in order to maximise profits. If interest groups and local communities are favoured, this could potentially lead to the cancellation of new and innovative projects that would have allowed employees to develop new skills and achieve new discoveries. All of these outcomes would have a noticeably negative effect on employee motivation. If we are to believe Shell, it recognises this need for balance, and goes to great efforts to ensure that employee’s needs for recognition and job development are met (Shell International B.V. 2010b). It professes on its website: * â€Å"Joining Shell means getting more out of your working life than you thought possible.† (Shell International B.V. 2010b) * â€Å" [We make] every effort to provide the kind of rewards and benefits that will complement your own particular lifestyle and needs† (Shell International B.V. 2010c) Certainly, the testimonials offered by Shell employees, from every facet of the organization, seem to support these statements (Shell International B.V. 2010d). It is worth noting however, that nowhere in the literature published in the Jobs Career section of the Shell website, does it address the subjects of job stability, employee safety, or personal security. It was reported by Wighton (2010) that within weeks of his taking over at the helm of Shell in July 2009, Peter Voser had cut 5000 jobs. Combine this with the inherent safety risks of the petrochemical industry, and the security risks associated with operations in locations such as Nigeria, and some doubt is cast on Shell’s ability to meet all of their employee’s needs. c) What conflict situations may Shell have needed to consider and manage in order to successfully achieve its balance towards Stakeholder needs? Shell has five main stakeholder groups, shareholders, employees, suppliers, customers, local communities, and interest groups (The Times 100 ca.2009, p. 133-136). The nature and the needs of each one of these groups differs to such a degree that conflict is nearly inevitable. â€Å"Conflict frequently has its roots in difference† (Benson and Rice 2009b, p.2), this statement supports the idea that conflict management can also be regarded as the management of differences. Shell’s balancing of stakeholder needs could essentially be redefined as management of the differences in stakeholder needs; or conflict management. With a multinational company such as Shell, listing potential conflicts could be a daunting task. To begin with, the shareholder’s need to earn the greatest dividends possible is obviously at odds with the em ployee’s desire for greater remuneration and benefits packages. The shareholder’s and employee’s dedication to innovative new technologies and projects may oppose the goals of interest groups who strive  to protect the environment and human rights, and local communities who are stretched to accommodate a new industry. The customer’s desire for a reprieve from the ever increasing cost of fuels is in direct opposition to a supplier’s objective of selling their product at the most profitable price. The list is virtually inexhaustible. Shell has incorporated measures throughout its organization to mitigate potential conflicts, which centre on ensuring balance, communication and involvement. The first and foremost of these measures is Shell’s decision making criteria (The Times 100 ca.2009, p. 136), which is specifically designed to achieve a good balance of stakeholder needs and provide a transparency by assessing: * the economic impact of the activity is likely to yield a good return for shareholders * the social impact will be suitable for employees and communities * the long-term effect of its activity will harm the environment As mentioned in Question a) Shell report openly and honestly on its activities and their effects, through financial and sustainability reporting. According to Shell, they have â€Å"voluntarily reported on our environmental and social performance since 1997 because this performance matters to our stakeholders and to our business success† (Shell International B.V. 2010a). This provides a consistent avenue for communication with stakeholders. The greatest volume of resources dedicated to mitigating conflict can be found in Shell’s social programmes. A brief review of its website reveals that it has no fewer than seven separate social programmes, which focus on a myriad of topics, from sustainable development, to road safety, to HIV/AIDS (Shell International B.V. 2010e). There is an underlying conflict however that is not so easy to identify, and which is not evidently addressed in the mitigation measures. It is the diversity of the stakeholders that presents Shell with perhaps the biggest challenge of all. In order to truly balance stakeholder needs, Shell must consider the cultures in which it operates, and strive to understand â€Å"the richness and strength of the many different facets of diversity, including age, gender, colour, race, ethnicity, religion, differing abilities (physical and cognitive), sexuality, socio-cultural and economic background† (Benson and Rice 2009c, p.2). This will not only affect the way in which it must represent itself in each region, but it will also have a great impact on the internal development of its teams in order to maximize performance.  Again, the management of differences between cultures becomes the management of conflict. d) Conclude by taking the key elements of your observations in steps a-c regarding Shell in order to make a recommendation for other organisations to consider implementing the approach of balancing Stakeholder needs as a means to business success? Shell Oil began as an antiques dealer in London, who diversified into importing shells from the Far East in 1833 (Shell International B.V. 2010f). This is a far cry from the multinational petrochemical company of today that is a recognized symbol around the globe. The business success that has propelled Shell from local antiques store to global giant will not have happened by accident. It will be well calculated and methodically achieved. This outstanding business success will certainly provide many other organizations with insight regarding balancing stakeholder needs which will be beneficial. First and foremost is the need for vision and leadership. Business success on the scale of Shell Oil cannot be achieved without establishing a vision of what that success will look like, and how to get there. A properly composed and communicated vision will essentially be the battle cry that enlists all of your stakeholders to joining in and making the increased business success a reality. To accompany this, it is necessary to embrace the ideas of leadership over management, after all, â€Å"No one yet has figured out how to manage people effectively into battle, they must be led† (Kotter 1990, p.104). Once a vision has been communicated, it will quickly lose momentum if the stakeholders are not informed of its progress. Tools to measure and disseminate the organisation’s and individual’s performance to the vision should be developed. No matter how inspiring the vision and enthusiastic the leadership, effective teams who are able to perform will be essential. Dependent on the type of organization, and its particular stakeholders, the team dynamic required to meet expectations will be different. For example, the approach to technical innovation required by Shell will not be needed in a non-profit organization that gives support to individuals through social programming. Research into effective team structures for the desired outcome is highly recommended. While no one group of stakeholders should overshadow the rest, it is perhaps the employees who will have the most complex needs to balance against the other stakeholders. Every organisation should ensure that the balance of stakeholder needs promotes positive employee motivation  in order to achieve its envisioned business success. A study of motivational theories should be undertaken to understand the various factors, before assessing them within the organisation. As concluded in Question b), Shell has heavily promoted its ability to meet the job development and recognition needs of its employees, though it may have fallen down on fulfilling needs such as job and personal security. This will in part be owing to research and feedback directly from their employees. The employees most valuable to Shell and achieving its vision may be those who are eager to participate in the innovative and technical projects that Shell has to offer, and are willing to sacrifice in other areas as a result. Every organisation should work with its employees to determine what their needs are against the desired outcomes of the company, before assessing how these needs will fit into the balance of stakeholders. An organisation who is striving to achieve business success would benefit from approaching the balancing of stakeholder needs as if it were the management of differences in needs, in other words, conflict management. Consistent communication will be required with each stakeholder group in order to identify and discuss potential conflicts. This will allow the introduction of appropriate mitigation measures within the balance. It is acknowledged that not every organisation will be conducting multinational business; however careful research into the diversity of the stakeholders is recommended. This will allow the organisation to harness the differences within its stakeholder groups, with a view to maximising potential for performance. This report has summarised some of the key areas addressed by Shell Oil in its balancing of stakeholder needs, and has made some high level recommendations for other organisations to consider. Any organisation that is keen to achieve business success will no doubt find value in research regarding Shell’s approach. References Benson, A., and Rice, M., 2009a. Developing and Sustaining Effective Teams Guide 2: What are you there for? Setting Objectives. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Benson, A., and Rice, M., 2009b. Developing and Sustaining Effective Teams Guide 6: Some thoughts about conflict. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Benson, A., and Rice, M., 2009c. Developing and Sustaining Effective Teams Guide 4: Is everyone involved? Diversity. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Boddy, D., 2008. Management: An Introduction. 4th ed. Edinburgh: Pearson Edutcation. Kotter, J.P., 1990. What Leaders Really Do. Harvard Business Review, 68 (3), 103-111. Available from: Business Source Premier, EBSCOhost [Accessed 31 March 2010). Lindsay R. and Pagnamenta, R., 2010. Shell tries to appease investors with caps on pay. The Times, 17 February. Available from: http://business.timesonline.co.uk/tol/business/movers_and_shakers/article7029759.ece [Accessed 21 April 2010]. Royal Dutch Shell plc, 2005. Shell General Business Principles. The Hague: Shell International Limited. Availa ble from: http://www.shell.com/home/content/aboutshell/who_we_are/our_values/sgbp/sgbp_30032008.html [Accessed 03 April 2010]. Shell International B.V., 2010a. Our approach to reporting. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/environment_society/approach_to_reporting/our_approach/our_approach_to_reporting_26042007.html [Accessed 03 April 2010]. Shell International B.V., 2010b. Jobs Careers. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/careers/ [Accessed 03 April 2010]. Shell International B.V., 2010c. Rewards Benefits. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/careers/professionals/rewards_and_benefits/professionals_rewards_benefits_13092006.html [Accessed 03 April 2010]. Shell International B.V., 2010d. Meet Our Professionals. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/page/careers/our_people/tool/app_xp_meet_ou r_people.html [Accessed 03 April 2010]. Shell International B.V., 2010e. Programmes. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/environment_society/society/our_neighbours/social_investment/programmes/ [Accessed 03 April 2010]. Shell International B.V., 2010f. The beginnings. The Hague: Shell International B.V.. Available

Hashemite Kingdom Of Jordan Tourism Essay

Hashemite Kingdom Of Jordan Tourism Essay This policy review aims to review the Hashemite Kingdom of Jordan and its new industries in the current scenario to make it a happening tourist destination in the world. This review also includes substantive findings as well as theoretical and methodological contributions to the topic of Development of New Industries in Jordan. The Kingdom of Jordan has been also review of its policies in Investments across the kingdom in hope to make the kingdom a world class destination. This review also refers to various types of Industries in tourism that are making way into the country even though traditionally well known for this various types of tourism in the region, recently Jordan has been trying to fully capitalize the various tourisms it has to offer by coming up with various Marketing policies and has been support its policies by investing heavily in and around various tourist destinations. The country has been able to successfully make inroads on its investments so far even though it ha s a troublesome neighborhood in the Middle East region. The kingdom has made profits even though they have dropped in numbers in comparison to the previous financial years, considering the Spring Uprising, Civil wars and Insurgency in the Arab world has led to concerns of security issues. Considering the fact that Jordan has been Pro-west country, it has managed to balance traditional values of Islam at the same time being liberal in its approach towards the development of country. Methodology: The methodology used to review the various types of industries and development policies is the use of Porters Diamond model approach to Industries with conditions, have been analyzed with also the role of Government and Chance contributing to the development of Tourism industry as a whole contributing to the development of the country. A cluster analysis has also been done of the various contributing factors for the development of the tourism industry in particular. 400px-The_Porter_Diamond.svg.png Tourism and the economy Tourism is major sector in Jordans economy. In 2010, 8 million tourists from various countries visited Jordan, with tourist spending amounting to about 3.5 billion USD. An additional US$1 billion was earned through medical tourism to the kingdom. In 2011, Jordanian tourism lost $1 Billion due to the instability across the region. Generating 2 billion and 423 million Jordanian Dinars ($3.461 billion), tourism is recognized as a major player of the Jordanian economy. The sector has been the key in attracting local, regional and international investment, in addition to creating jobs, and generating revenues. Its major tourist attractions include visiting historical sites, like the worldwide famous Petra (UNESCO World Heritage Site since 1985, and one of New Seven Wonders of the World), the Jordan River, Mount Nebo, Madaba, numerous medieval mosques and churches, and unspoiled natural locations (as Wadi Rum and Jordans northern mountainous region in general), as well as observing cultural and religious sites and traditions. Jordan also offers health tourism, which is focused in the Dead Sea area, education tourism, hiking, Desert Skiing, Sky diving, Scuba diving in Aqabas coral reefs, pop-culture tourism and shopping tourism in Jordans cities. More than half of the approximate 4.8 Arab tourists in 2009, mainly from the GCC, said they plan to spend their holidays in Jordan. So The Kingdom of Jordan has different of Tourisms to offer to the world -Religious Tourism -Historical Tourism -Nature Exploration -Medical Tourism -Education Tourism -Shopping Tourism (Duty-Free) -Adventure Sports -Cultural Tourism Global Perspective Tourism is one of the biggest and most important movers of the world economy. The world tourism organization expects the number of tourists to grow to 935 million people in 2010. Statistics reveal that tourism accounts for 15% of global GDP, 7% of global investment, and almost 9.6% of total government expenditure. The sector has created 200 million jobs worldwide, representing 11% of the total global workforce. The UNWTO forecasts a growth in international tourists arrivals of between 4% and 5% in 2011, below the estimated percentage of growth rate in 2011 distributed by regions: World: 5% Europe: 4% Asia-Pacific: 7-9% Americas: 5-6% Africa: 6-7% Middle East: 8-10% Job opportunities Tourism accounts more than 40,000 direct jobs and an estimated 130,000 indirect jobs impacting the lives of more than 800,000 people. Current plans aim at raising direct tourism jobs to 60,000, in addition to creating 300,000 direct and indirect job opportunities in supporting sectors. Direct jobs in the tourism sector (2002-2010) The growth of the tourism sector has helped create and develop thousands of small- and medium-sized businesses around the Kingdom. It has also influenced important changes in Jordans work culture. Women currently constitute 10.0% of the current job total. Growth has also been reflected on the educational system, where hospitality is becoming a favorite subject for high school students. Graduates can pursue specialized education at the Jordan Applied University College of Hospitality and Tourism, in addition to a number of the Jordanian universities that teach the Hospitality specialty. Tourist numbers and expenditure levels The number of tourists visiting Jordan has been increasing steadily over the past few years. In 2010, overnight visitors totaled 4.55 million, while same day visitors reached 3.7 million. Focus on the quality of tourists (especially from Europe) has raised the number of nights spent in the Kingdom and increased tourism income to 2.423 billion Jordanian Dinars, a decrease of 17.2% from 2009. Income from tourism (2004-2010) Investment in the tourism sector This decade has witnessed a flurry of investment activity in the tourism sector to meet the increasing numbers of visitors to the Kingdom. Investment in tourism has totaled almost 2.9 billion Dinars between 1996 and 2009, with direct foreign investments constituting 53%. Investment levels in tourism (2004-2009) Jordan has been investing heavily in its tourist infrastructure in the form of luxury hotels, spas, resorts, and massive real estate projects, as The Abdali Urban Regeneration Project and the Marsa Zayed in Aqaba. Luxury residential housing like Sanaya Amman and the Living Wall are attracting vacationers to buy property in Jordan. Queen Alia International Airport is being expanded to handle passengers annually up to 9 million in the first phase; 12 million in the later phase. Tourism Development Currently USAID is an active partner in the development of the Jordan Tourism Industry with the continued support of the Jordan Tourism Development Project (Siyaha), currently in its second project lifecycle. Jordan Tourism Project (SIYAHA) Duration: 2005 2008 Funding: US$17,424,200 Implementing Partner: Chemonics International Jordan Tourism Project II (SIYAHA) Duration: 2008 2013 Funding: US$28 million (Estimated) Implementing Partner: Chemonics International With the establishment of the Aqaba Special Economic Zone, nearly 20 billion dollars have been invested in sole coastal city of Jordan. Luxurious resorts such as Saraya Aqaba and Tala Bay are being constructed with more in the pipleline like the $1 billion Ayla Oasis.[9] With Jordan becoming increasing popular as a cruising destination, a new and modern cruise ship terminal is being constructed in the Marsa Zayed project. Hotel rooms There are a total of 23,882 hotel rooms in Jordan, of which 6,697 are in 5-star hotels, 3,285 in 4-star hotels, and 3,132 in 3-star hotels. Several projects are underway that are expected to add 5,000 rooms by the year 2012, mostly in Aqaba and the Dead Sea. JORDAN TOURISM HOSPITALITY ANALYSIS The tourism cluster map is centered on these four pillars of tourism: Accommodation, Restaurant Food service, Transportation and Tourist Attractions. It includes small vendors to USAID. (J. FischerI. Khan, 2009) Tourism Cluster Map E-tourism Travel agencies Tour operators IFCs Jordan Tourism Board; Jordan Hotel Association; Jordan Society of Tourist and Travel Agents, Fair Trade Jordan Attractive tourism offerings: Historical tourism; Religious tourism Medical tourism; Eco-tourism Financial Services Government AGENCIES; Ministry of Tourism and Antiquities, Public Transport Regulatory Commission, Medical Tourism Directorate Maintain Services Restaurant food service Accommodation Hotels and Resorts Transportation Airlines, road system, railway, shipping Construction Industry International Organizations Technical Financial assistance Education institutions For example: Amman Hospitality College; Jordan University of Hospitality FACTOR Conditions Jordans tourism industry relies heavily upon its historical and natural resources. The country ranks higher than many of its peers on the quality of its historical as well as its natural heritage, as well as highly on the openness of its people to tourism and to foreigners. However, various threats to the tourism sector also exist. For example, high concentrations of tourists threaten Petra, and degradation and environmental concerns related to the Gulf of Aqaba are also rising. Ground transportation infrastructure plays a very important role in Jordans tourism. For one thing, it is the preferred means of entry to Jordan for 76% of foreign visitors. Jordan ranks lower on the quality of its ground transport than some of its leading regional neighbors. Some of the main problems the public transport sector faces are a very low level of coordination among transporters as well as an alarmingly high increase in accidents in recent years. The Public Transport Regulatory Commission was formed in 2001 specifically to oversee the public transport sector. The commission is currently addressing the problem of low-coordination by consolidating unprofitable routes. Presently, a total of 11 universities (including three state-owned), 10 colleges and 16 vocational training centers are involved in providing tourism specific education. However, various business surveys indicate that a majority of the industry respondents were not satisfied with the quality of graduates produced by these institutes. The skills shortage might be a reason why in 2008 foreigners constituted 18% of the overall tourist workforce, up from 10% in 2004. The Government is also cognizant of this fact, and therefore allows new businesses in Aqaba to hire foreigners, up to 70% of the workforce. RELATED AND SUPPORTING INDUSTRIES: The importance of a national strategy for tourism buttressed by a strong public and private collaboration and coordinated development. For instance, popular tourist sites need to be supported by information and good infrastructure in order to create a strong brand and to generate repeat visitors. Similarly, good hotels and high quality services should support a good marketing campaign. Hence, a national tourism strategy becomes imperative for coordinated development (JNCO, 2007). The GoJ analyzed the strengths and weaknesses of the salient pillars of tourism, including accommodation, transport, food, tourism services, and activities for each of the before mentioned niche markets. Hotels and Restaurants Jordans hotels and restaurants employ the bulk of the labor force working in tourism. In 2008, they contributed 1.7% of GDP (ABC, 2009). Hotel accommodations range from one- to five star hotels. In 2008, five-star hotels accounted for almost half of the total nights spent. The hotel sector has managed to attract a substantial amount of investment in recent years. Catholic Student Bay (US$500M), the Ayla Oasis project (US$750M), the Saraya Aqaba project (UD$362M), the Sun Days Water Park (US$60M), the Aqaba Ishkar Kempinski Hotel (US$60M), the Royal Metropolis-Jordan Gate and Royal Villages of Amman (US$1B), the Dead Sea Holiday Inn Hotel (US$21M), and the Crown Plaza Hotel at the Dead Sea (US$49M).Many international hotel chains are competing in the industry and include some award-winning spas near the Dead Sea. In recent years, the tourism industry has gone through changing dynamics, where restaurants are becoming the high growth segment, while hotels are showing stagnancy. 40% increasing growth in the restaurant sector indicates a rising appetite of Jordanians for e ating out. A wide variety of international restaurant franchises have entered the market, which suggests increased competition in the industry. The stagnancy in the hotel industry might be explained by low occupancy rates or by the fact that Jordanian hotels are highly dependent upon European tourists for its demand. This is a market segment that is very vulnerable to changes in perceptions about Jordans security emanating from regional instability. The GoJ has been encouraging hotel construction, with special emphasis in the Aqaba specialized economic zone (JNCO, 2007). Health Tourism: Health Tourism is a core part of the tourism cluster. During the 1970s, Arab patients from around the region started arriving in Jordan for medical treatment. Today, Jordans health sector has a reputation for subspecialties, such as cardiovascular surgery, transplantation, cancer treatment, and plastic surgery. The private sector accounts for 54% of the hospitals and 46% of the beds available. It is soon to be a regional hub to medical tourist. The GoJ has been very responsive towards the needs of the industry. In 1998, the MoH established an office at the Queen Alia International Airport (QAIA) to assist foreigners with immigration, information, and transportation to hospitals. Currently, the Medical Tourism Directorate follows up on complaints from foreign patients and works in collaboration with an association representing doctors and private hospitals. The Investment Law of 1987 also provides tax incentives for investing into the health sector. The health industry, however, is suffering from stagnation. The total number of foreign patients increased only modestly from 95,000 to 108,000, between 1998 and 2005 (WHO, 2009). Given low occupancy rates in private hospitals (around 50%); this stagnation is not due to supply side constraints. Specialized hospitals are running at 70% occupancy (JNCO, 2007). Despite the potential of Jordans health tourism sector, there are threats on the horizon, including a shortage of qualified nurses due to brain drain. Also, as the Dubai Health Care city establishes itself, it will target the same labor market that has traditionally made up the bulk of Jordans health tourism industry. This is likely to double in occupancy as by 2015 200,000 to 250,000 patients are likely to visit Jordan. DEMAND CONDITIONS The industry shows a cyclical pattern in its demand, with the peak tourist season beginning at the end of July and lasting through the end of August, coinciding with school holidays. Most visitors come from Arab countries. Within the Archaeological Tourism segment, the demand is somewhat concentrated on Petra, which accounted for 26% of the foreign visitors who visited Jordan historical sites in 2008. This lack of diversification in terms of origin countries, as well as preferred tourist destinations, puts the industry at risk, while at the same time the lack of sophistication in demand discourages the development of more value-added options. To elaborate further, while Arab visitors constitute 68% of foreign tourists, they contribute only 43% of the overall tourism receipts. One reason is that (in 2008) Arab visitors stayed an average of 3.9 days, compared to European visitors who stayed 5.0 days. Furthermore, in terms of nights spent, 30% of the Arab nights were at the cheapest accommodation available. In contrast, 43% of European nights were spent in five-star hotels, indicating that the Europeans have a much larger and more sophisticated demand than Arab visitors. In broader terms, Europeans accounted for 54% of all the nights spent in Jordanian hotels rated 3 stars and above. European tourists also account for 91% of the nights stayed in camp sites. With less than 15% of occupancy rates, camp sites are the most underutilized of all Jordanian accommodation options. Although the MoTAs National Tourism Strategy 2004-2010 did target niche markets, such as adventure tourism, cruising, and eco-tourism, occupancy rates of camps show no improvement between 2004 and 2007.47 One of the challenges faced by Jordan is its location in a volatile region; it is very vulnerable to losing its customers, if the region experiences political turmoil. This highlights the need for Jordan to develop a sophisticated local demand that could support these high-value added businesses during times of turmoil. CONTEXT FOR FIRM STRATEGY AND RIVALRY On the context for firm strategy and rivalry, Jordan ranks highly compared to regional competitors on key metrics, such as visa requirements, government prioritization, government expenditure, and effective marketing and branding. The GoJ aims to work with the private sector to strengthen the industrys institutional and regulatory framework and thereby improve the competitiveness of the tourism sector. Nonetheless, the cluster can better coordinate activities across the tourism value chain and increase representation at international travel and tourism fairs. Further, the cluster can explore tourism markets for athletic events and conferences, which are both currently untapped. The Jordan tourism cluster is quite competitive with more than 400 hotels, over 350 travel agencies, about 70 tour operators, and an unaccounted number of tour guides. In 1998, the MoTA established the Jordan Tourism Board (JTB) to market the cluster. The JTB is a joint initiative between the public and private sectors with an 80% and 20% ownership, respectively. By running a marketing campaign and providing information to cluster members, the JTB acts as a liaison among the different tourism businesses in the cluster value chain to promote the cluster. The GoJ has always been very receptive to foreign investments. Jordan ranks 44 on the Business Impact of FDI ahead of Israel, UAE, Morocco, and Egypt, which rank 48, 49, 74, and, respectively (WEF, 2009). The JTB, in cooperation with the Jordan Investment Board (JIB), initiated the Tourism Investment Map, a regional map of investment opportunities in SMEs across the country in the tourism and hospitality sectors. The GoJ has upgraded the cluster by enforcing standards for tourism vehicle requirements and other criteria for tour operators. The Touristic Specialized Transports Regulation requires that transport companies use technically reliable and state-of-the-art vehicles for their tourism operations. Also, the Ministry of Transport lists other criteria by which tour operators need to abide. The Role of Government The role of government bears mention, as a supportive and efficient bureaucracy is generally considered a key component of successful development of the tourism industry. Jordan scored well (30th overall) on its TT regulatory framework. This was driven primarily by its performance on safety and security (19th) and prioritization of TT strategies (17th). In fact, Jordan scored 7th in overall government expenditure on travel and tourism. The most notable change for the better in recent years is that the government appears to have recognized the importance of tourism as an economic driver and, while it has handled the implementation of its tourism strategies imperfectly, it is at least taking steps in the right direction. Additionally, proposed changes in the regulatory environment should enhance competition in the transport sector (especially in the deregulation of the airline sector), ultimately increasing quality and driving down costs. Despite the positive support offered by the government to the tourism sector, this support is not yet translating into a constructive relationship between the public and private sectors. Over 75% of the industry believes that government bureaucracy is holding back the industry over 80% state that government regulations are a direct obstacle to the industry or serve no clear purpose. When asked if government regulation is getting better, only 19% indicated that it is improving. A few areas in which the government could still play a more productive role include the amount and quality of training delivered to key personnel, especially guides; more attention paid to some of the smaller but still important sites that will ultimately drive the countrys ability to retain tourists for a longer period of time; and a stronger overall promotion effort to communicate Jordans offer and to build the countrys brand. This includes the development of new products, research on new markets and niches, the devotion of more resources to international marketing, and greater focus on high potential markets. A final consideration is to enhance the frequency, quality, and results of public-private dialogue. The JNCT survey revealed that 66% of respondents resolved issues through personal connections (including individual government officials), against only 24% that utilized an industry association or formal public-private dialogue mechanism. Chance: Due to heavy insurgency in the neighboring countries of Jordan like Iraq, Syria and Lebanon the businesses in those countries may set up firms in Jordan that will make Jordan the gateway to Middle East. This may cause rivalry with many local businesses but at the same time will increase competitiveness. This will be also the reason for people who want to tour Middle East region may prefer due to the security. The inflow of refugees from Palestine, Lebanon, Syria will fill the demand gap for low-cost labor for the domestic market that will drive the development growth in the country. Due to Shortage of natural resources like water and fuel, Jordan is focusing on Nuclear Energy to meet it growing domestic demand needs by mining of uranium. Due high Generic drug pricing the need for pharmaceutical raw material and search for cheaper source can be a chance for the increasing the pharmaceutical industry production in Jordan. Jordan Tourism Statistics: Types of Tourism per Area Types of Tourism per Area History Culture Eco Nature Religion Faith Leisure wellness Fun Adventure Amman x x x X As-Salt x x Madaba x x Um Ar-Rasas x x Mount Nebo x x Jordan Valley The Dead Sea x x x x Karak x Petra x x x X Aqaba x x x x X Jerash x x X Ajlun x x Um Al-Jimal x Pella x x UImm Qays x x Shawbak x Desert Umayyad Casteles x Dana x X Wadi Mujib x X Wadi Rum x x X Azraq Shwmari x X Dibeen Forest x Hammat Maà ­n x Mukawir x Anjara x Tall Mar Elias x Total Number of Arrivals and Tourists Total Number of Arrivals and Tourists 2002 2003 2004 2005 2006 2007 Total Number of Arrivals 4,677,018 4,599,243 5,586,659 5,817,370 6,712,804 6,528,626 Tourist (Overnight visitors) 2,384,474 2,353,088 2,852,809 2,986,586 3,546,990 3,430,960 Same Day Visitors 2,292,544 2,246,155 2,733,850 2,830,784 3,165,814 3,097,666 Tourism Incom/MJD 743.,2 752.6 943 1,021.6 1,460.8 1,638.9 No. of Package Tours tourists 137,660 145,601 254,145 338,787 278,341 359,625 Average Length of Stay 4 4.4 5 4.5 4.2 4.4 www.jordaninvestment.com:ecruos Total Number of Arrivals and Tourists Total Number of Arrivals and Tourists 2002 2003 2004 2005 2006 2007 Total Number of Arrivals 4,677,018 4,599,243 5,586,659 5,817,370 6,712,804 6,528,626 Tourist (Overnight visitors) 2,384,474 2,353,088 2,852,809 2,986,586 3,546,990 3,430,960 Same Day Visitors 2,292,544 2,246,155 2,733,850 2,830,784 3,165,814 3,097,666 Tourism Income/MJD 743.,2 752.6 943 1,021.6 1,460.8 1,638.9 No. of Package Tours tourists 137,660 145,601 254,145 338,787 278,341 359,625 Average Length of Stay 4 4.4 5 4.5 4.2 4.4 www.jordaninvestment.com:ecruoS Recommendations Jordan needs to improve supply-side factors like tourism education, training outputs, and upgrading travel and utilize information technology to reach target market. Tourism sector is labor-intensive, which demands large number of well-trained young population. It means, they should have good senses of service and be relatively well-educated. Although several universities and many intuitions provide hospitality courses and training for people, the teaching qualities are uneven. So enhancing education quality is the key to improve the tourism competitiveness in global market. The Kingdom of Jordan is a distinctive destination which offers diverse, and the year-round tourist experiences can enrich the lives of Jordanians and visitors. It is necessary to improve the overall competitiveness of Jordans tourism industry and enhance the tourist experiences through innovation in product development, better position and promote the tourism offering to global market so that Jordan can attract more foreign customers who have the strong purchasing power and drive better business performance in Jordan. Although the Kingdom receives visitors from countries far away like Brazil, Australia, Korea and Japan, it is necessary to explore new markets throughout the world including China, Russia and other countries to increase the number of visitors. Those visitors from usually prefer to visit more than one destination at a time. Also, it should minimize the seasonal patterns of tourist arrivals to establish Jordan as a unique all-year-around diverse destination. Turkey had witnessed a significant growth in the number of Arab tourists in the past few years,  and it had succeeded in increasing tourism revenues from $12 billion in 2002 to $23 billion in 2011. If Jordan and Turkey have potential cooperation in the tourism sector and develop joint packages for long-haul tourists in near future, it will attract more visitors all over the world. Turkish carriers operate direct flights to these countries, which will help give tourists the option of visiting Jordan in the same trip. Bolstering cooperation between Arab countries and Turkey in tourism could encourage more investment in this sector in Jordan.

Compensation and Benefits: Minimizing the Employee Turnover

Compensation and Benefits: Minimizing the Employee Turnover CHAPTER 1 INTRODUCTION 1.1 Background of Studies Employee turnover is the hottest and current issue that always discusses by the government, since we are confronted with the global economic crisis on 2008. The crisis of economic is directly affected to the corporation, especially the production line and manufacturing company. The unexpected crisis will arise in the employee turnover rate happened no matter for the voluntary or involuntary case and it achieved the highest rate within the past 20 years in Malaysia as well. Therefore, other than the efforts and measurements had been taken by the government like donated sustention fund to secondary industry, the efforts of employers are vital to minimize the employee turnover. On the other hand, the advance knowledge likes the significant of the compensation and benefits package toward the employee and the preference of employees toward the different types of the compensation and benefits package are necessary to implant and infuse to all the employers in order to retain their quality workers. There are some factors are directly influenced to the employee turnover in the real working environment. The employers will enjoy the benefits if they manage to retain their employees or minimize the employee turnover problem by implementing the felicitously compensation and benefits package. The higher employee turnover rate is considering the severely problem to a particular country because it is absolutely bringing negative effects in progressing development. The employee turnover rate definitely cannot be terminated, but I sincerely wish that this problem can fully minimize. I strongly believe that the compensation and benefits ways might be able to minimize the employee turnover in the working place. 1.2 Introduction Turnover rate is considering the severely problem to a particular country because it is absolutely bringing negative effects in progressing development. The employee turnover rate definitely cannot be terminated, but I sincerely wish that this problem can be fully minimized. I strongly believe that the compensation and benefits ways might be able to minimize the employee turnover in the working place. This research is related to how the compensation and benefits way in minimizing the employee turnover rate. In fact, compensation and benefits play a vital role in retaining the employees in an organization. Compensation and benefits can be defined as the process that taken by the Human Resource Management on every single day like setting the rules and procedures around the salaries, a direct way as cash paid and indirect way like given benefits to the employees. This element is highly mentioned in the employment contract and concerned by the employees as well. On the other hand, compensation and benefits can be taken as different meaning from the perspective of a member of society, a stockholder, a manager, or an employee. Therefore, let us recognize the meaning by each perspective of the group. Compensation and benefits can be seen as a reflection of justice in society; stockholders are also interested in how employees are paid. Some believe that using stock to pay employees creates a sense of ownership that will improve performance, which will, in turn, increase stockholder wealth; for managers compensation influences their success in two ways. First, it is a major expense and second is the power to influence employee behaviors and to improve the organizations performance; the pay individuals receive in return for the work they perform is usually the major source of their financial security. Hence, pay plays a vital role in a persons economic and social well-being. Employees may see compensation as a return in an exchange between their e mployer and themselves, as an entitlement for being an employee of the company, or as a reward for a job well done (Milkovich and Newman, 2008). Employees will emphasize more to the compensation and benefits that provide by the organization or company because they contribute their times, efforts, talents and they wish to get better return in compensation and benefits. The compensation and benefits package for the employees is like the exchange value between the employer and employee. The employers offer the benefits packages such as health care, dependent care, income protection and so on to mitigate t employees no matter for current or future risk. The employees contribute their efforts in order to appreciate the compensation and benefits package that offered by the employers. Compensation and benefits include pay received directly as cash (for example: base, merit, incentives, cost-of-living adjustment) and indirectly as benefits (for example: pensions, medical insurance, program to help balance work and life demands, brightly colored uniforms (Milkovich and Newman, 2008). Nowadays, the employees are more emphasizing to cash compensation but there are still quite numbers of employees prefer to non-cash compensation like benefits. Employees may concern to what packages have been offered by the employers and ultimately increase their self-wealth. Employees may have different preferences towards the compensation and benefits package because it takes as the motivation tool to them if it can suit or fit to them. It is crucial to all the employers in understanding the preferences of employees toward the compensation and benefits package because they are come from various genders, religious, geographic location, and age and so on. The employers might be able to retain the workers if apply the proper compensation and benefits to the employees. Employees often desire to get a liberally and fair compensation and benefits package for their own expectation because it will directly influence to employees job satisfaction. Meanwhile, this factor will lead to employees turnover if they thought they didnt deserve expectation returns. Therefore, compensation and benefits is the deep knowledge that should implant to all the employees because it will definitely assist them to retain their workers. Apart from that, employee turnover can be defined as the number of permanent employees leaving the company within the reported period versus the number of actual Active Permanent employees on the last day of the previous reported period (physical headcount). The number of leavers, that are included in Employee Turnover, only includes natural turnover (resignations, termination, retirement, etc.); it does not reflect any redundancies. Planned redundancies are reported and explained separately if relevant for employee turnover (Laurus Nobilis, 2008). Mobley (1982) defines employee turnover as the common voluntary cessation of membership in an organization by an individual who receives monetary compensation for participating in that organization. This definition primarily focuses on separation from an organization rather than on accession, transfer, or other. Besides, employee turnover can be also defined as the number of workers who leave from their workplace under certain circumstanc es. All the organizations will definitely encounter with the employee turnover because it is unavoidable and inevitable but manageable. Employee turnover can be categorized as voluntary and involuntary turnover. Voluntary turnover occurs when employees leave the organization deliberately (i.e. quitting); this can be contrasted with the involuntary turnover, which occurs when employees leaving the organization without choosing to do so (i.e. being fired or laid off) (Lee, Weller, Trevor, 2008). Sometimes voluntary turnover happened because the employees desire to seek more salary, while the involuntary happened when they are considered as redundant capital. Therefore, compensation and benefits might be able to influence the voluntary turnover as the cost and expenses will be incurred or increase if voluntary turnover happened in particular organization. The organizations have to spend more costs to provide training and development and seeking for the new employees if they are not able to retain their employees. 1.3 History In English, â€Å"compensation† means something that counterbalances, offset, or make up for something else. However, if we look at the origin of the word in different languages, we get a sense of the richness of the meaning, which combines entitlement, return, and reward. In China, the traditional characters for the word â€Å"compensation† are based on the symbols for logs and water; compensation provides the necessities in life. In the recent past, the state owned all enterprises and compensation was treated as an entitlement. In todays China, compensation takes on a more subtle meaning. A new word, dai yu, is used. It refers to how you are being treated- your wages, benefits, training opportunities, and so on. When people talk about compensation, they ask each other about the dai yu in their companies. Rather than assuming that everyone is entitled to the same treatment, the meaning of compensation now included a broader sense of returns as well entitlement. â€Å"Compensation† in Japanese is kyuyo, which is made up of two separate characters ( kyu and yo), both meaning â€Å"giving something.† Kyu is an honorific used to indicate that the person doing the giving is someone of high rank, such as a feudal lord, an emperor, or a samurai leader. Traditionally, compensation is thought of as something has given by ones superior. Today, business consultants in Japan try to substitute the word hou-syu, which means â€Å"reward† and has no associations with notions of superiors. The many allowances that are part of Japanese compensation systems translate as teate, which means â€Å"taking care of something.† Teate is regarded as compensation that takes care of employees financial needs. This concept is consistent with the family, housing, and commuting allowance that are still used in many Japanese companies. These contrasting ideas about compensation- multiple views (societal, stockholder, managerial, employee, and even global) and multiple meanings (returns, rewards, entitlement) add richness to this topic (Milkovich and Newman, 2008). That is the reason why compensation and benefits are more emphasized by the employers because it is essential in minimizing the employee turnover. 1.4 Research Objective 1.4.1 To identify the relationship between compensation and benefits in minimizing the employee turnover. The research conducted on the link between dissatisfaction with the pay and voluntary turnover appears to be inconclusive. Tang (1991) recommended that the most crucial reason for voluntary turnover is regarding to higher wages/career opportunity. There is an inverse relationship between relative wages and turnover (i.e. establishments with higher relative pay had lower turnover) (Martin, 2003). Salary growth had a pronounced effect on turnover in the studies that related to compensation. Particularly, salary growth effects on turnover were greatest for high performers, that is, high salary growth significantly reduced turnover for high performing employees. Compensation and benefits package are defined in this study as it helps to retain the workers and minimize the turnover rate (Park, Ofori-Dankwa, Bishop, 1994; Trevor, Barry, Boudreau, 1997). 1.4.2 To identify the preference of components of compensation and benefits toward the employees. According to Milkovich and Newman, (2008) the employees contribute their efforts in order to appreciate the compensation and benefits package that offered by the employers. Compensation and benefits include pay received directly as cash (for example: base, merit, incentives, cost-of-living adjustment) and indirectly as benefits (for example: pensions, medical insurance, program to help balance work and life demands, brightly colored uniforms. The employees might have different types of preference based on their requirements. Some of them will prefer to directly as cash but some of them will prefer to indirectly as benefits. The preference of components of compensation and benefits are defined in this study as it helps to distinguish their desired needs and retain the talented workers in an organization. 1.4.3 To identify the significant of the compensation and benefits package toward the employees. Pay and pay-related variables have a modest effect on turnover (Griffeth et al, 2000). Their investigation also integrated studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are inadequately rewarded, they will choose to leave an organization. Milkovich and Newman (1999) stated that where collective reward programs substitute individual incentives, their introduction may tend to higher turnover among high performers. The significant of the compensation and benefits package toward the employees is defined in this study as the turnover will definitely incur higher cost expenses if an organization may not be able to retain their workers. 1.4.4 To identify the advantages if the company able to retain their employees. Employee turnover is a topic of immense importance to public and private sector organizations. In part, this importance reflects the tremendous costs—financial and otherwise—often associated with the turnover (Staw 1980; Balfour Neff 1993). Financially, turnover may lead to increased personnel expenses—particularly in the areas of recruitment and training (Staw 1980; Balfour Neff 1993). However, employee turnover can also bring about a loss of organizational knowledge, history, and memory (Staw 1980; Moynihan Pandey 2008). Therefore, all those consequences will not happen if an organization success to retain their employees. The advantage to retain employees is defined in this study as it guarantees to help the process of development. 1.4.5 To recognize the satisfaction and expectation of employees in diversified industry that may influence the employee turnover. A theory stated that there are two basic types of needs, which are the need for psychological growth or motivating factors and the need to avoid pain or hygiene factors (Herzberg, 1973). The motivating factors comprise the essentials like achievement and advancement. These are positive elements that contribute towards job satisfaction and motivation. Hygiene factors such as company or organizational policies, quality of supervision, working condition, salary, relationship with peers and subordinates, status and security are negative elements in Hygienes factors that could cause dissatisfaction at work. The satisfaction and expectation of employees are defined in this study as it plays a vital role in manipulating the employee turnover. 1.5 Problem Statement How to implement compensation and benefits package in order to minimize employee turnover? How to recognize the preference of employees toward the compensation and benefits package? How the important role of the compensation and benefits package to the employees in their real working environment? What benefits for a particular company if the employee turnover rate is low? How to examine the satisfaction and expectation of customers toward their compensation and benefits package? 1.6 Scope of Studies The scope of studies is focused on the compensation and benefits package that implemented to the employees at several industries because it is efficiency in minimizing the employee turnover. Besides, this research is a tendency to the theoretical factors but not technological way. Moreover, this research also discussed with the preference of the compensation and benefits package by the employees because everybody has different demands in the real life. This research provides the knowledge about the factors that lead to employee turnover and the significant of implementing compensation and benefits in retaining the employees. Therefore, the employers must take actions in order to prevent the increment of employee turnover. 1.7 Organization of Research This research is basically divided into three main areas; The first part is literature review and the journals that have been collected will be used. Besides, the journals will assist to identify the role of compensation and benefits to minimize the employee turnover. There are some other independent variables will be examined toward the employee turnover. Moreover, through the reviews, a framework will be developed, a framework will be developed and to understand the variables. Once the framework is being done, a questionnaire will be created to understand the preferences of the compensation and benefits package toward the employees. This questionnaire will then be distributed for results. It will present the significant of the compensation and benefits package in the real working environment. The third part of the research will be analyzed once the collected result of the questionnaire comes with scientifically conclusion and reasons. After that, I will formulate some measures in order to make the situation become more favourable. CHAPTER 2 LITERATURE REVIEW 2.0 Introduction This chapter discussed about the relationship between compensation and benefits toward the employee turnover. The literatures of the research relevant to this area of study are explored and the same are organized based on the topic of discussion, compensation and benefits, organization culture, supervisor, Job Analysis and job characteristic, and working condition. 2.1 Employee Turnover According to Campion, (1991) the turnover principle includes various dimensions with the most obvious being whether it is voluntary or involuntary. Although the turnover decision might be classified, but it seems failed to fully consider because it might hide with several but complexity reasons. Additionally, there are some troubles with turnover dimension and lack of agreement on the explanation of ‘voluntary because it depends on who you ask as to why the employee left his or her job. Maertz and Campion (1998) defined the voluntary turnover as the management aspect agrees that the employee had the physical chance to continue employment with the company and at the time of termination as well. There was no impediment to continued employment from physical disability or from corporation management through the conveyed of voluntaries, such as non-mandatory retirement, quitting for family resettlement, or quitting for a self-perceived more desirable job. That is, even though the em ployee may know to stay is extremely costly but he/she still does the same decision because employee turnover implies with an individual choice. The limitation of article is the further investigation should be carrying out to examine the factors that lead to voluntary turnover because it is extremely incurring more expenses if an organization desire to employ new workers. Besides, this article didnt list out the main reason of involuntary turnover which is reluctant to workers especially during the recession period. The employees were being informed that their organization encountered with this problem severely and forced to leave the organization eventually. Sometimes the employees could be able to contribute more to an organization, but they couldnt to do so. This issue supposes to discuss with all the readers as well as the public. Grifeth and Hom (1994) stated that employee turnover will definitely contribute to the potential benefits and disadvantages for an organization. For instance, dislocation of poor performance, infusion of new knowledge and technology, reducing labor costs when facing stiffer competition, maintaining ties with exiting employees and providing new business ventures, or enhancing promotional opportunities for the remaining staff can be considered as positive ramifications. The negative effects cover economic costs, productivity losses, impaired service quality, lost business opportunities, increased administrative burden and loss of morale among the remaining staff. Employee turnover incurred some influences toward the organization but basically negative effect will definitely more than the positive effect and this is the main reason some organizations are implementing the compensation and benefits package to retain their workers. In addition, employee turnover costs are not only monetary but the company may have also lost the ‘knowledge possessed by the departing employee (Gomez-Mejia et al, 2001). Intelligence and knowledgeable workers are really hard to acquire in the market nowadays. Knowledge not only plays the role as the core of competence but is also a value-created device, especially for those organizations that face the global competitive challenges in the market. The knowledge that is embodied in human beings (as human capital) and in technology has always been central to companies visibility and economic development. Harnessing new technologies and innovation will be the source of long-term employment and productivity growth for companies and countries in a knowledge-based economy (Noe et al, 2002). The limitation is this article is the negative effect of employee turnover didnt explain widely and brief. We strongly agree that the negative effect is definitely more than the positive effect because it extremely influenced to the development of parti cular organization. The negative effect has incurred no matter in monetary or non-monetary aspects. The publics are interesting to know how the negative effects affect an organization if they didnt retain their talented employees. Hence, the author might list some latest examples to readers about the negative effect toward an organization regard to turnover problems. All the managers of particular organization definitely take some measurements in order to prevent the employee turnover. According to Abassi and Hollman (2000) turnover is the circle of rotation of workers around the labor market between the firms, jobs and occupations; and between the states of employment and unemployment. This workforce activity can be diversified into two categories which are voluntary and involuntary turnover. Involuntary turnover can be defined as the dismissal of employees, whereas voluntary turnover occurs when employees resign. Voluntary turnover often results in departing employees migrating to competing firms, creating an even more critical situation, since this knowledge can now be used against the organization. In conformity to Kransdorff (1996) voluntary turnover has in fact been accelerating over the past decade, as recent studies have shown that employees on average switch employers every six years. This situation demands senior management to consider the repercussions of voluntary turnover, and immediately create contingency plans. The turnover of best performers will d irectly cause the senior management been caught unprepared. Johnson et al (2000) said that functional turnover such as bad performers left and good performers stay can help to reduce sub-optimal organizational performance; excessive turnover can be detrimental to the firms productivity. This can result in the loss of business and relationships, and can even make vulnerable the realization of the firms objectives. To compound the negative side-effects of turnover, not all the departing employees are considered sub-optimal performer. According to Abassi and Hollman (2000) dysfunctional turnover (i.e. good performers leave, bad performers stay) damages the organization through decreased innovation, delayed services, sluggish implementation of new programs, and degenerated into productivity. Such activity can radically affect the firms ability to flourish in todays competitive economy; leaving even the most striving firms unable to succeed due to the inability to retain the right employ ees. If it is presumed that the smartest and most talented employees are often the most upwardly mobile, then strong organizations may become unable to actualize strategies and complete key business transactions, if they do not proactively manage their turnover. The limitation in this article is it didnt state out of the measurement to solve the employee turnover. In this study, it just examined to us about the voluntary turnover and sorted as functional and dysfunctional turnover. As what the author mentioned in this article, the managers were caught unprepared once this issue happened to them. Therefore, the author supposes to discuss some measurements to deal with the turnover problem after explain the definition and effect to each turnover. Employee loyalty is the foundation of customer satisfaction in the organization (Abassi and Hollman, 2000). While employee loyalty has often enabled firms to retain strong employees, senior management cannot be longer relying on relationships to incentive good workers to stay. Abassi and Hollman (2000) said that eroding employee loyalty is highlighting the importance of attracting and maintaining good people as the key to strategic staffing in the modern workplace. This is forcing organizations to revisit their HR practices to meet the diverse needs of the workforce in order to retain strong employees, and therefore, maximize the overall success of the firm. Abassi and Hollman (2000) highlighted five reasons for employee turnover in the organization: Hiring practices; Managerial style; Lack of recognition; Lack of competitive compensation systems; and Toxic workplace environments. Morrell (2001) examined that turnover means voluntary cessation of membership of an organization by an employee of that organization. Besides on that, turnover intention is broadly defined as attitudinal (thinking of quitting), decisional (intention to leave), and behavioral (searching for a new job) processes proceeding with voluntary turnover (Sager et al., 1998; Khatri, 2001). According to Dess (2001) employee turnover incurs some significant costs, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, organizational memory) and the loss of social capital. Apart from that, employee turnover is a major concern for companies in many Asian countries such as Singapore, Hong Kong, South Korea, Malaysia, and Taiwan (Khatri, Chang, Budhwar, 2001). Global Reporting Initiative (GRI) has re cognized the importance of workforce turnover as a sustainability issue, which has included turnover as a core social performance indicator in its Sustainability Reporting Guidelines (GRI 2002). Moreover, employee turnover is giving restless nights to human resource managers in the textile sector of Pakistan. There are two reasons to explain why the textile sector has been selected. Bohla and Hameed (2001) analyzed there is an alarming employee turnover rate i.e. 12%. The textile industry represents Pakistans biggest employer as well as the key sector for the economy having almost 68% of total export income is the largest sector of Pakistan. The limitation in this article is the author didnt list out the employee turnover rate that occurs in Malaysia. The data and statistic are important because it can alert how severely for the case of unemployment that caused by voluntary and involuntary turnover. Besides on that, the author may discuss why the turnover problems occur severely in Asian countries if compare to Europe? Is it the Asian people encounter with certain troublesome? This issue must fully examine in order to minimize until the lowest percentage. DeBare (2001) examined that one of the major reasons for employee turnover in the retail sector is that stores have established to be a training ground, allowing the employee an opportunity to gain valuable skills. All new hires of employees such as cashier and general manager that stand in different levels are given extensive training at a majority of larger companies in todays market. Meanwhile, manyâ€Å"mid-career† individuals are less likely to change directions; there has a tendency showed that the criteria such as money, better scheduling, increased or better hours are preferred most by younger employees and experience is their tool to secure a position at elsewhere. Besides on that, there has an outlook which determined that the moving from one job to another is perfectly conducted among the majority of employees especially those younger than 30 if it allows for more pay, and continued growth and development. In addition, the high turnover rate in retail stores attract s potential hires due, mostly to the â€Å"revolving door† effect. There are always employees coming and going, which allows for opportunities to exist. The limitation in this article is low-career individuals didnt discuss by the author regard to their turnover problems. Most of them desire to seek better pay and benefits package if they feel dissatisfied to what they received currently. The young teenagers are not only seeking for better pay in their job, they also desire to get a more challenging job if compare with those who are 40 years old and above. Lane et.al (1996) discussed that it is interesting to note that even though retail and services consist of 20 percent of U.S. jobs, those same sectors create nearly 50 percent of worker turnover. In addition, Lane, (2000) had analyzed that only 16.6% of cashier jobs are created as new positions, the remaining 82.4% is related to turnover while 11 low-skill occupations with 6.5 million job openings per year and only 1million are new jobs. Jovanovic (1979) examined that some turnover is required under economic theories of job matching. Therefore, some positive turnover must be beneficial, since it is rational for both employers and workers to continue an employment contract only if the workers productivity is matched by their pay, while mismatches should separate. Dess and Shaw (2001) noted that no organization-level studies have yet supported the curvilinear, inverted U-shaped, cost-benefit prediction. Much more common is the finding of a negative link between turnover and performanc e. Glebbeek and Bax (2004) said that the position has some diverse today because it just with having found signs even though not statistically significant ones, of an inverted U-shaped relationship. According to Harris et.al (2006) found a curvilinear relationship, but at an aggregate level in a cross-firm study using Australian data. Moreover, there is an existing of usual negative relationship (Shaw, Gupta, Delery, Duffy, Johnson, and Lockhart, 2005). However, â€Å"unobservable† such as the management ability, affect performance and confound the true turnover-performance link are the difficulty of testing these theories empirically. The limitation in this study is the author do failure in testing other theories that influence to turnover. All the level of publics can understand more toward the factors that lead to turnover if the author success to examine it. In addition, the study cant deliver a clear picture to the public about the U-shaped, cost-benefit prediction and s o forth. The public couldnt catch the real meaning about this if they just simply glance through the article. According to Gimpelson and Lippoldt (2001) the total turnover rate around the world was 46% in 1998. Besides, the turnover of unskilled workers was high in the mid of 1990s while firms seem that hoarded white-collar labor. Brown and Earle (2003) correspondingly find that labor flows, particularly job destruction and separation in the Russian industrial sector increased in magnitude during the 1990s. The total worker flows were nine percentage points higher in 1999 than in 1990. In addition, the churning rate which defined as the worker flows less the absolute value of employment change was 30-40% during the 1990s. Gimpelson (2004) examined a survey of 304 Russian industrial enterprise Designing a Research Study: Types of Research and Methods Designing a Research Study: Types of Research and Methods Basic Concepts of Research 1.1 INTRODUCTION: During the last two decades and more, the socio-business environment of the world has witnessed dramatic changes in its nature and scope. Emerging from a historically economic role, the business organization has evolved in response to the social and political stigma of national public policy, explosive growth in technology, price struggle, competition of new entrants, frequent change in customers taste and desires etc. These factors and more have created new knowledge needed for the manager and new problems for social/managerial decision making. In such a complex and uncertain environment, business managers (or social scientists) need to understand how to identify information and to find out the emerging problem to make prompt and effective decision making. The studies of research methods provide the knowledge and skills that the managers/social scientists need to solve the problems and meet the challenges of a fast-paced decision-making environment. In recent years, exploring the research output particularly in the areas of humanities (management studies) and social sciences (economics, commerce, history, sociology, etc.) have been treated as an increasing concern among the researchers. Management is said to be in practice with the dawn of civilization. As a discipline, it is hardly a century old. Starting off as a scientific approach to the organization of things, it borrowed heavily from disciplines like economics, sociology, psychology, mathematics and statistics. Now it is a distinct body of knowledge having the potential for theory and practice. Though management in general is said to encompass the aspects like planning, organizing, staffing, directing and controlling, the discipline has spread itself to the specialized areas recently. Thus there are management concepts as applied to finance, production, human resources, information technology, rural management, operations and marketing. Each of these areas have grown to be a major discipline for research and teaching. In fact, there are number of institutions situated across our countries which are dealing with such issues but still lots of work have to be done. The pre-occupation with methodology is largely peculiar to any discipline of research, particularly in humanity and social science research in India. The first staging post in the life of a young academician is to produce some evidence of creativity. Not only can the route to this be taught, but also attempts to do so take away from the spirit of independent research. On the other hand, the young researchers need to be fitted out with the basic tools of analysis. Before analyzing the definitions of research, it is worthwhile to discuss some basic concepts related to decision-making. 1.2 PROBLEMS OF DECISION-MAKING: For a common man, decision-making problem requires a choice among alternative course of action so as to achieve the objective(s). The word ‘problem, in a general meaning, reflects that something has gone wrong. There are numbers of alternative course of action among which choice has to made are often called in management discipline as ‘management strategy and in economics as ‘economic decision-making. Presently, the business applications of economics and commerce are attracting more and more intellectuals to its fold. No wonder, the queen of social sciences has emerged as the heart of business sciences. Economics and commerce applies its traditional tools and concepts for the better and efficient management of business. Hence, the tools of applied economics and commerce are basically concerned with the application of economics in management decision-making. There is no doubt that it enables the new age managers- the managers of 21st century business enterprises to p erform their role of convincing and executing complex strategies. While managers have considerable information about the outcome for many decisions, they must frequently make decisions in situations in which the outcome of a decision cannot be known in advance. A manager may decide, for example, to invest in a new product development or to increase the level of technology or to change the price of a product and/or any other similar alternatives to increase profits and sales. Even after studying hundreds of technical reports, numbers of annual reports of different companies, available case studies in the literature etc., a manager may still not be in a position with confidence to choose the appropriate alternative(s). Managerial decision making leads to problems like: which products are to be produced?; what price is to be charged?; what quantity of the products are to be produced?; what should be the promotional expenditures?, how much would be the investment expenditures?, etc. Thus, decision making is a process of selection from a set of alternat ive courses of action which is thought to fulfill the objectives of the decision problem more satisfactorily than others. Similarly, a social science researcher at the beginning of a research projects not only in a position to decide which subject area to choose (whether to choose consumer behaviour by analyzing household consumption pattern and household budget or to analyze the effectiveness of various government policies that are meant for removing poverty, unemployment, etc., and/or number of such related alternatives like dowry deaths, women empowerment, women crime, sex ratio etc.), but also what should be the subject area, what should be the methodology, what is the amount of budget available for research, how much time is available with the researcher and so on. It is a widely accepted fact that business decision-making process has become increasingly complicated due to the over growing complexities in the business world more particularly soon after the adoption of the concept of globalization by major economics of the globe. Thus, it requires that the decision maker (s) has to follow some basic rules and processes which will help them to make efficient decisions under conditions of risk, uncertainty and complexities. Hence, decision-making problem may be defined as ‘a task of identifying the alternative courses of action among a number of alternatives available of achieving given objective(s), then to analyze all the alternatives by collecting required information and at the end choosing the best alternative to achieve the desired objective in most efficient way. The elements of decision making process may be: The decision maker himself/herself Identification of the decision problem Identification of the source or the environment in which the problem exists and need solution Selecting some alternative courses of action among the feasible alternatives and The final selection of the choice of the alternatives 1.3 STEPS OF DECISION-MAKING PROCESS: The researcher (pronounced for decision-maker who may be an executive or research team) while going for decision-making always gets confused, thinking from where to start in order to identify the alternative. Systematic inquiry of the problem is a common and fundamental threat. The process of systematic inquiry requires careful planning of an orderly investigation. But there is no hard and fast rule that the decision maker should follow all the steps in a sequence that is derived below rather he/she can choose few important ones based on their convenience and requirements of the study. Following are some fundamental steps which may help the decision maker to get the path of searching the alternatives. 1. Analyzing the objectives: At the initial stage of going for identification of a problem the decision maker has to understand completely the mission, vision and the objective of the concerned organization i.e., he/she has to first understand what their organization wants from them (in case of business problem). For instance, if the decision-maker is associated with a private enterprise then he/she has to understand that the motto of their organization is to maximize profit or sale and/or both for achieving rapid growth. On the other hand, a public enterprise not only based on profit maximization but also is based on welfare criteria. Where as in case of social science research the research has to analyse what is the basic purpose of research? Who is the funding agency and what it wants? What the associated persons or institutions expect?, and a number of such related problems. 2. Defining the problem: The second step, after the objective(s) been identified, is of defining or identifying the problem. Problem identification is the top most tasks in the process of decision-making. It justifies the adage that ‘a problem well defined is a problem half solved. This adage emphasizes that an orderly definition of the problem (which ultimately leads to decision-making) gives a sense of direction to the existing problem. 3. Identifying possible alternative solutions: The third step in the process of identifying the alternative course of action is of specifying few alternative(s) among the numbers of alternatives selected at the initial stage of research (as discussed in point 1 above). But due to a number of reasons the decision maker cannot choose all the alternatives that is possible to solve the problem rather he/she has to limit the horizon and should concentrate on a limited alternatives. This requires considering the variables that may put more impact on the problem identified. In such a way, relationship among the variables and with the problems has to be established. Here, various hypotheses can be formulated which will at the end serve as alternative solution of the existing problem. Box-1.1: Narottam Paper Limited and Economic Recession The ripple effects of the 2008 Global economic meltdown had begun to hurt the Rupees 2,556 crore of Narottam Paper Ltd. Like all other business houses in India, Narottam Paper Ltd., was also finding the growing tough. The general trend of soaring prices and contraction in demand had started affecting the sale of the company products. Its customers were also focusing on correcting their inventory positions (using existing stocks of materials to keep production lines and marketing activities rolling). Consequently, they were not buying much from the company. Even the investors did not like when they saw- Narottam Paper Ltd., stock fell from Rs. 63.50/- on 1 January, 2008 to a low of Rs. 12.08/- on 18 January 2009. The company was in the midst of Economic crisis. In such a chronic situation of the company, Mr. Partha Sarathi, Managing Director of the company, realized that some strong means must be taken to extricate the company from its present crisis. To this end, Mr. Partha Sarathi held several brainstorming sessions with the companys Research and Development team and finally, identified the focus areas on which decision is needed. The identified areas are: Necessity of changing companys strategic planning policies Managing working capital flows Cutting various costs Paying attention to employee productivity Searching new market potentials Thus from the above case study it is clear that the company in wrongly in the trap of economic recession. To combat this recession, the company had identified five alternatives. Solution of each of the five alternatives may help the company to achieve its desire objective(s). 4. Evaluating alternative course of action: Now, among these alternatives, some alternative requires long time to execute, some may be expensive for the decision-maker to execute, some may go beyond the limit of the decision-maker and the one which satisfies all the criteria of the decision maker. Thus, the decision-maker has to collect relevant data or information on each possible alternative those satisfy all the requirements of the decision-makers, hence, are finalized to solve the existing problem. Data are regarded as the basic input to any decision-making process in both business studies and social science. The processing of data gives statistics of importance of the study. Some data may be available in form of reports published by various government departments, annual reports of the industries, thesis/research publications in various libraries of institutes/universities, etc., are called as secondary source of data. Where as, in some case the decision-maker has to collect the fresh information with the help of various tools of data collection like questionnaire, door-to-door interview, focal group discussion, field study, etc., which are called as primary source of data. The collected data are then coded and entered in computer for execution of the result. Proper tools and techniques of optimization are used for classification and analysis. Techniques such as regression analysis, multivariate analysis and operation research techniques like linear programming, simulation techniques, etc., are used to obtain a desirable solution. This solution may be one that helps the decision-maker to achieve the desired objective. Now, with this process the decision maker gets optimal solutions to all the possible alternatives that he/she has been identified in the initial stage of research. 5. Validation of the results: After the course of action is finalized, now it is time to execute the action in reality i.e., called as decision-making. The process of validation of results ensures the credibility of the results. This requires constant monitoring so as to achieve the desired result. For this, the decision maker has to consult with the experienced professionals in the related area of study, consultants who are closely associated with such studies, academicians who are carrying on research in the related area(s), etc. The figure 1.1 derived shows the flow chart of the decision-making process showing how the process of decision-making moves in research. 1.4 WHAT IS A RESEARCH? Research is a diligent enquiry and careful investigation for new knowledge through systematic, scientific and analytical approach in any branch of knowledge. Constant search and research are the guiding factors of research which helps to discover new facts (Kumar, 2002). The search for new knowledge also helps to accept or reject or modify existing fact or knowledge that is already available in the existing literature. For a common men, the word research implies a detailed study of a subject especially in order to discover (new) information or to some it implies in search of a new finding. Where as, the Oxford Advanced Learners Dictionary defines the word as, ‘a careful investigation or inquiry especially through search for new facts in any branch of knowledge. The Random House Dictionary of the English language defines ‘research as diligent and systematic inquiry or investigation into a subject in order to discover or revise facts, theories, applications etc. The definition of research gets its real meaning with the words of Clifford Woody, who defines it as ‘research is a careful inquiry or examination in seeking facts or principles, a diligent investigation to ascertain something. John W. Best in his contribution titled ‘Research in Education opines research as ‘the systematic and objective analysis and recording of controlled observations that may lead to development of generalizations, principles, or theories, resulting in prediction and possibility ultimate control of events. P.M. Cook defines research as ‘it is an honest, exhaustive, intelligent searching for facts and their meaning or implications with reference to given problem. It is the process of arriving at dependable solutions to problems through the planned and systematic collection analysis and interpretation of data. The best research is that which is reliable verifiable and exhaustive so that it provides information in which we have confidence. M. H. Gopal opines as ‘it is essentially a systematic inquiry seeking facts through objective verifiable methods in order to discover the relationship among them and to discover from them broad principles or laws. K. V. Rao visualizes the concept as ‘research is an intensive and purposeful search for knowledge and understanding of social and physical phenomena. It is a method for the discovery of true values in a scientific way. It is not merely an accumulation of knowledge but a critical and scientific analysis of social facts and formulation of generalizations as a basis of action and foresight. The encyclopedia of Social Sciences (Mc-Million) defines research as, ‘Research refers to a critical and exhaustive investigation of experimentation having as its aim the revision of accepted conclusions in the light of new discovered facts. Where as, the word ‘methodology is the combination of two words ‘method which implies a particular way of doing something plus ‘logus the Latin word which implies ‘study thus, ‘methodology implies ‘a systematic way of studying something. The research method may be defined as all those methods and techniques that are used for conducting the research or search. Hence, it refers to the behavior and instrument used in selecting and conducting research techniques and research design. Some experts, who are continuously associated with research methodology since a long, have categorized the research methods in three categories. They are: First category is one where those methods are included which relates to the collection of data or information. In the second category, different statistical techniques are used for establishing relationships between variables. Where as, the third category consists of those methods which are used to evaluate the accuracy of the results obtained. Where as, Dhondyal (1994) defines research methodology as ‘a procedure designed to the extent to which it is planned and evaluated before conducting the inquiry and the extent to which the method for making decisions is evaluated. According to C.R. Kothary (1990), research methodology is, ‘when we talk of research methodology we not only talk of the research methods but also considers the logic behind the methods we use in the context of our research study and explains why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher himself or by others. There exists large numbers of definitions in research literature defining the term research methodology. All the definitions are defined differently by different experts based on their need and requirements of their study. Few properties can be summarized as below: (1) Research is a scientific process. (2) It leads towards the solution of an existing problem. (3) It directs towards the development of new principles of theories or modifies the existing literatures that will be helpful in predicting future occurrences. (4) It is based upon observable experiences or empirical evidence. (5) The process of search for new knowledge demands accurate observations and descriptions of the fact(s). (6) It involves gathering new data for new purposes. (7) It is characterized by patience and unhurried activities. (8) It is carefully recorded and reported. (9) It is the task of experts or specialists in the related discipline of the study. (10) It is an intellectual task. From the above derived definitions and more other such definitions that already exist in the literature, research methodology may be summarized as a way to systematically solve the research problem. Research methodology constitutes research methods used in context of research study and explanation of using of a particular method or techniques and the why other available techniques are not used. So that research results are capable of being evaluated either by the researcher him self or by other persons who have keen interest in the study area. Hence, research is a systematic approach consisting of enunciating the problem, formulating hypothesis, collecting the facts in relation to the problem, and reaching certain conclusions, either in the form of solution towards the concerned problem or in certain generalizations for some theoretical formulation. 1.5 OBJECTIVE OF RESEARCH: Like that of every discussion, research is also having some basic objectives. The purpose of research is to discover answers to questions through the applications of scientific procedures. Young (1988) has analyzed some important objectives of research as follows: No two human beings behave equally. Human psychology is the most complicated matter to predict in the society. There are always fluctuations found in their behaviour. Hence, in order to maintain equilibrium and stability, it requires understanding the human behaviour. Thus, research helps to explore and understand human behaviour and their social life. Research helps in portraying accuracy in the characteristic of a particular individual, situation or a group in the society / organization and leads to designing the strategies of development. Test of human beings for a particular good is always changing. Thus, human nature is to search for new things. Research helps to extend, correct or verify knowledge that is either in hidden or not discovered, Two kinds of explanations for unexplained social phenomena, It helps in predicting the frequency with which a certain thing occurs or with which it is associated with something else. To provide new insights into organized society and its social structures. To test or challenge existing theories and revise them in the light of new evidence(s). Here existing theories are either tested or new theories are developed or are modified. To understand the organizational culture, social life, social environment, decision making process, etc., and there by to gain a greater measure of control on other human behaviour in the organizational and socially context. 1.6 FEATURES OF RESEARCH: Every research has its specific features or characteristics. Some important features are cauterized below: Research gathers or collects new knowledge or data from either primary or first hand sources and secondary or already existing sources. The process of research is systematic and accurate. Research secures experts or skilled personnels for any investigation. Research is characterized as logical and objective, applying every possible test to verify the data collected and the process employed. There is no question of biasness in research. Research eliminates personal feelings and references from the activity. It is the process of investigating new knowledge. Research endeavors to organize data in quantities terms as far as possible. Research in some cases where the research scope is broader is time consuming. Research redlines courage and hard work, hence, it requires patience. The process of research is highly purposive and pin pointed. It generally deals with a significant problem which demands a solution. The process of research usually involves, a pre-determined step, formulation of one or more hypothesis, research design, methods of data or information collection and presentation of data and is carefully recoded order reported. 1.7 FACTORS REQUIRE FOR A SCIENTIFIC/ GOOD RESEARCH: A good research follows the standards of the scientific methods. Hence a research team while executing any research work should consider following factors carefully. Purpose clearly defined: The problem or the decision to be made should be clearly defined by the researcher. The decision statement should include its scope, limitations and the summery (meaning) of all words /terms that are significant to the research. The researcher should be clear about the purpose of his/her study (research) to match with the mission of his/her organization for whom the research is meant for. 2. Should be based on ethics: Ethics is defined as a system of moral principles or rules of behaviour. While going for study, proper care should be taken at designing the research procedure i.e., the issues related to study. Safeguards against causing mental or physical harm to participants should be considered. It should not hamper religious and sensitive norms while conducting research and interacting with the respondents. For example, if the researcher has keen interest to know the behaviour of a particular group of people who are affected by HIV+. Now while interacting with these people, the researcher should ask questions very carefully in a simpler manner without causing any harm to their sentiments. 3. Research design/methodologies should clear and planned: The research should also have clear understanding about the objective of the study. In other words, the nature of data required, the behaviour of the respondents, the procedure of data collection, sample coverage, methods of data collection, models to be used, computer software to be implemented etc., should be explained clearly. 4. The Researcher should be a skilled expert: The person involved in the research should be an expert in the concerned field of study. He/She should be clear about the procedure, objectives, methodologies and techniques of research. They should be capable enough to handle the respondents. The behaviour of the researcher should be calm and saver. Necessary care should be taken in case where the study is based on some sensitive issues. The researcher should have a clear command on the sample area, the language, the mature of the respondents. The most important requirement is that they should have enough patience and keen interest in the study. 5. Unbiased analysis of results: There should be no biased decision after getting the results of study. No question of sympathy, kindness, relationships, etc., should be involved in the research process. No political interferences should be there in the process of analysis of the study. For example Mr. X is doing some research work (let it be a Ph. D) under the guidance of Mr.Y and they are relative. Now, if they do the research work in normal process it may take several years and it may have some value addition in the shape of outcome of the study. But, since Mr. X is Mr. Ys relative, the basic objective of such research may be only getting a degree. Thus they will try to finish the work very early without doing a proper work. In such cases Mr. X may be awarded the degree but the result may not have any value addition to the existing literature. 6. The conclusions should be justified: The conclusion should be specific and to the point as per the purpose of study. The objective(s) derived and hypotheses formulated at the beginning of the study and conclusion drawn at the end of study shows the gap between â€Å"What was to be done and what you performed†. This helps in gap analysis. The exact findings should be represented without biasness. The validity of the conclusions should be specified. 7. Scope for further research: The research procedures used should be described in sufficient details and there should be ample scope for the other researcher for further research, if necessary. The limitations of the study should be clearly mentioned. Problem identification is the top most tasks in the process of decision-making. As it is a known fact that, solution of one problem, gives birth to a number of related other problems, thus, the researcher should clearly mention about the limitations of the study. The limitation may be in the form of limited or small sample, less budget, less time span, parameters that have been identified are less in quantity, the study is narrow in scope, methodology chosen may be purposive, etc. 1.8 TYPES OF RESEARCH: Researches are of various types. It is basically categorized on the nature of work. Professor R. Panneerselvam has classified some important types of research as follows: 1. Exploratory Research: Exploratory research is the fundamental one and is of an initial research type which the researcher carried out at the initial stage of study. In other words, here the researcher analyses the data and explores the possibility of obtaining as many relationships as possible between different variables without knowing their end-applications. A general study is conducted without having any specific objective(s) of study. Here a number of hypotheses are developed for an existing problem. There are three sources from which exploratory research develops in the mind of a researcher. They are survey of literature, experience survey and study of existing case(s). a. Survey of Literature: The very beginning phase of searching a problem is the survey of literature. Survey of literature is the study, involves collection of available literatures in the required area of research where the researcher has limited experience, and critical examination and comparison of the above materials is needed for better understanding of the concept. This research also helps the researchers to update with the past data, data sources and results, which are useful for related researcher in future. Some examples of survey of literature are searching a problem from available journals, books, periodicals, reports published by different government and non-government agencies etc. b. Experience Survey: Experience survey gathers the experiences of skilled specialists in terms of their skill, expertise and knowledge. Hence this survey is the survey of experiences of experts/specialists in a particular field which acts as a data base for future research. These expertises have been developed over a period of time or through some other related studies. Some of the examples of the experience survey are materials planning, demand forecasting, man power planning, union / state government budget analysis, investment decisions analyzing the employment and unemployment situation etc. c. Study of case(s): This is a special kind of study oriented to have insight into research topics. This kind of study is mainly case study oriented. It lays emphasis on reviewing the available real story cases in the literature. Based on the available real case histories, a researcher can proceed in his/her own research study. Two real case stories which are based on effective service facility provided by two multinational companies to gain customer loyalty are analysed in Box-1.2 and Box-1.3 below. Box-1.2: IFBs Home Demo IFB Industries Limited has been adopting the strategy of home demo to build a good will among its customers. Mr. Satyanarayan has purchased a micro-oven of this company in the month of November, 2008. Soon after the purchase, one sales manager came to him to his house and explained the couple about a number of operations of the microwave with live demos. He has spent more than 20 minutes with the couple and made them aware about a number of functions, instructions, procedures regarding the handling of micro-wave with life demos. This is how IFB is attracting the customer by providing them some service satisfactions at their door step. By identifying such more real life experiences, the researchers can develop some new studies based on the similar line. Box-1.3: Whirlpools Marketing Research Strategy Whirlpool of India Limited is giving considerable emphasis on marketing research. The company strategy shows that it believes in planning research in advance. Even though this process seems to be difficult in reality, but for achieving its objective, the company is maintaining complete