Current State of the Indian Economy Research Paper

Current State of the Indian Economy - Research Paper Example The country focused on fulfilling the local demand and through the process was able to recover from the economic crises (CIA, 2013). CPI (Cost Price Index): Year Average CPI 1970 5.09% 1971 3.07% 1972 6.43% 1973 16.79% 1974 28.52% 1975 6.62% 1976 -7.57% 1977 8.31% 1978 2.54% 1979 6.23% 1980 11.38% 1981 13.11% 1982 7.93% 1983 11.83% 1984 8.43% 1985 5.55% 1986 8.72% 1987 8.79% 1988 9.39% 1989 7.11% 1990 8.92% 1991 13.88% 1992 11.88% 1993 6.31% 1994 10.24% 1995 10.22% 1996 8.98% 1997 7.25% 1998 13.17% 1999 4.84% 2000 4.02% 2001 3.77% 2002 4.31% 2003 3.81% 2004 3.77% 2005 4.25% 2006 5.79% 2007 6.39% 2008 8.32% 2009 10.83% 2010 12.11% (Inflation.eu, 2013) Inflation rate of the country has varied since 1970s. As seen in the graph the CPI value was the highest in the year of 1974 and was the lowest in 1976. The reason for such a dramatic increase in the country’s CPI value was mainly due to the 1971 conflict of the country with its neighboring country Pakistan. As a result of the war inflation rate in the two countries significantly increased. The same reason can be given for the dramatic decrease in the inflation rate during the time period of May 1976 (The Economist, 2012). The country’s CPI is considered one of the highest in the world and is also considered as the second highest amongst the major economic countries. Inflation has been one of the major concerns of the country with the government trying to develop reforms to manage inflation rates within the country. Prices of goods consumed on a daily basis have significantly increased over the years. With the continuous rise in inflation of the country many experts fear that high inflation rates within the country might lead to a wage spiral within the country (The...This paper offers a comprehensive review of the recent developments in the Indian economy, which is regarded by many economists as a country with a huge growth potential. In order to become one of the leading economic superpower, the cou ntry has to overcome a number of hurdles. These obstacles are complicated and initiatives are needed by the government, industrialists and people alike to work for the progress of the country. The GDP of the country has remained constant over the years with little or no fluctuations occurring. The GDP of the country has seen a sharp increase in recent times mainly due to the measures taken by the government of the country. These measures helped India overcome the economic crisis Cost Price Index of the country has varied over the years with the highest and lowest CPI rates occurring within two years of each other. Inflation has been one of the greatest challenges that the country has to face. With a constant rise in the inflation rates basic commodities within the country are becoming more and more expensive. The government of the country is trying to implement measures that would control inflation rate within the country. Unemployment is a hurdle in the country’s progress. The recent financial crisis have left a large population of the country unemployed. Job opportunities within the country are hard to find and the job creation rate is also on the decline. The government is trying to bring investment back into the country to help job creation within the country.

Organizational Performance Measurement Essay Example | Topics and Well Written Essays - 2500 words

Organizational Performance Measurement - Essay Example As a whole and general principle, a critical viewpoint differs or can be said as it is outside of the managerialist course in order to learn strategy as a definite organizational process. Through research and several other reviews it was seen that there are many approaches that are critical to strategic management and one of them is the processual school that asserts to illustrate how strategy is actually made from bargaining, constructivist, and embryonic perspectives. But the case is that processual approaches keep some promise however quickly move en route for prescriptive managerialism. Next I would add about a more profound critique from critical theory and postmodern insights. Strategy can be witnessed as a set of practices and discussions which promotes influential rationality it also reiterates hierarchical relations of power and most of all analytically privileges the interests and perspectives of particular groups. This approach has been important in probing the principles of strategy what it lacks is the point that its focus on discussion and lack of concern with the reality of strategy is to a very valid extent its potential weakness. The third and final approach that I like to discuss is drawn from Gramsci which gives an offer from a historical materialist perspective, this approach pays more attention to the actual content of strategy. Here the debatable point is that the strategic exploitation of discursive, managerial, and monetary resources in supporting or challenging supremacy suggests a strategic notion of power and a political standpoint on corporate strategies to exercise market power, influence government policies, , discipline labor and refuse to accept pressures from social groups. This approach also points to a more encompassing image of liberation strategies. Next we can asses the corporate culture in order to get the perspective about the organization involved. Corporate culture is often determined by the beliefs of the people at the controls -- and this culture can affect the way individuals in the organization respond to adversity. For example, a corporate culture based on top management's belief that "No matter what, employees will always work as little as possible, so it's our job to monitor them closely" can foster mistrust and an "us/them" thinking style. In Adaptive terms, this would create a less resilient organization. Senior management can use the Adaptive skill set to build a corporate culture that endorses a flexible, optimistic approach to handling adversity. They can learn to identify their own and their company's cultural "thinking style". They can then check it for common errors in logic and identify the consequences of the style to themselves and to the organization. Corporate Governance and organizational performance To understand the better functioning of a corporation one must know about the corporate governance which is identified as a field in economics that examines how to secure efficient running of organization by the utilization of incentive mechanisms, such as agreements, organizational designs and legislation. This is often limited to the question of improving financial performance, for example, how the corporate owners can secure/motivate that the corporate managers will deliver a competitive rate of return. It is the system

Letter to Executive of Local Network Research Proposal

Letter to Executive of Local Network - Research Proposal Example These two principles are: Undertaking initiatives that lead towards promotion of a high level of responsibility towards the environment. Encouragement of adopting, developing and diffusing technology that is friendly to the environment. This submission will review and present a selection of business practices and/or approaches from Chevron, as well as other companies in the similar industry, which may be applicable in the effort to achieve the compliance to both of the mentioned principles of the Global Compact. Additionally, it will discuss lessons learnt from these approaches. It will, as well, develop business practice recommendations that will lead to an improvement in complying with the Global Compact principles. Finally it will provide discussions of the advantages, disadvantages and implications for key stakeholders, in case implementation of these recommendations is successful. Business practices and approaches that may be used Chevron is a multinational energy corporation th at bases its principles on promoting high levels environmental responsibility. At Chevron, we are committed to satisfying the world’s energy requirements while at the same time, taking appropriate measures to protect the environment. It is our belief that protecting the environment is the right thing to do especially in a world which needs a clean, healthy, and safe environment with regards to energy sources. As a consequence of this, we opted to make the task of reducing pollution and waste, conserving natural resources, and minimizing potentially negative environmental effects of our operations and tasks, our priority (Jakobeit 2008). The first practices we incorporate to ensure compliance to the two principles of the Global Compact is protecting the environment by making sure we use safe, reliable, healthy, efficient, and environmental friendly processes. We also respect and conserve biodiversity because we know about the significance of the complexity of nature. In additi on, we are keen on preserving fresh water resources because we are familiar with the importance of fresh water as a primary social, economic, and environmental resource. Finally, we have invested in the production of alternative energy sources that have no environmental effects such as solar, bio-fuel, and wind, and other renewable energy ventures (Johnson 2101). Positive and negative lessons learnt from these business practice and approaches The practices we have in play have a crucial role in helping us comply with the two principles of the Global Compact. The use of safe, reliable, healthy, efficient, and environmental friendly processes in protecting the environment has significantly improved our ability to identify and establish conservation areas (Rashce and Kell 2010). On the other hand, respecting biodiversity has helped us to protect habitats, by preventing the introduction of insidious mammal species and spread of weeds, as well as protecting endangered species. Preservati on of fresh water resources has enabled us partner with local communities where we have plants for the benefit of those people as well as our business. In doing so, we developed a working strategy that ensures water resources have the first priority in our operations (Rashce and Kell 2010). When it comes to the use of alternative energy sources, we have realized a significant reduction in cost of production meaning that it is cheap to use renewable and natural energy sources. Of all the positive lessons learn

Social Work; Blaming the victim(critical thinking) Essay

Social Work; Blaming the victim(critical thinking) - Essay Example This implies that she is responsible for the abuse, or at least could have prevented it, if she had taken more of an effort to avoid them. It places the responsibility on the victim to avoid the perpetrator. By telling her parents they had intervened it attempts to deflect the attention from the original crime or situation to hold the victim, Danielle, responsible. Victim blaming in this instance was subtle, but still existent. By holding Danielle responsible, implying she â€Å"deserved† or instigated the bullying by sending emails as well, the school blamed her for what happened. Because they believe the bullying wouldn’t happen without a â€Å"reason†, they believe the victim must have somehow provoked the actions. By blaming Danielle, it also allows the school to escape the blame from their own lack of action. They are able to side step the fact that they didn’t take strong, appropriate, immediate action against the bullies. It deflects the attention from the school, and the actual bullies, to Danielle, the victim. The memo was an indirect way of blaming the victim. Although at no point does it directly say Danielle was responsible, it insinuates it by implying she could have taken action by blocking the emails or following their other suggestions. It also diverts from the intensity of the bullying by avoiding, through exclusion, that there were other forms of bullying than just emails. The emails were only a small part of the actual bullying that occurred. The school didn’t address ways to counter slanderous actions like keeping her from making the team, bullying her in person, and spreading rumors. The memo they sent out only addressed a small portion of the bullying. Even if the emails were the main concern, the memo still holds the victim accountable by saying they shouldn’t’ respond to bullying—that by countering a bully’s actions, the victim is responsible. By not taking stronger action and by blaming the victim, the school

Tourism Essay Example for Free

Tourism Essay Tourism is a complex topic, which involves most of the human and scientific elements such as economics, social, environmental, cultural, religious and others. For this reason, there are many different definitions depending on the purpose of the person, subject or research. One of the first simple definition appeared 200 years ago; Leiper defined the tourism as a ‘person engaged in a decadent style of travel’ (Leiper 2004, p.39). However, the definition has been evolving seeing that the tourism keeps growing, which has been affecting all authors definitions. At the same time, authors have different perspective of the tourism, and for this reason have been difficult to create a universal and standard one. Despite the differences, most tourism definitions share a common perspective, ‘they attempted to define tourism in terms of who is a tourist’ (Smith 1988, p.182). Hall said (2007) definitions are essential for any discipline and each one identifies the foci of study. In tourism studies encountered with four interrelated concepts and are the core of this subject: tourism, tourist, tourism industry and tourism resources. To ensure a better understanding, the following essay will describe and analyse four main authors definitions, including their strengths and weakness in order to select the most suitable one. Body The definitions have been divided in two helpful characteristics: conceptual and technical. The conceptual is a broad definition; embrace a general definition as a whole, where non-researchers and non-specialize people are able to understand identifying the essential characteristics of tourism. Technical definition is more specific, providing particular information for industrial, legislative and statistical purposes. Author 1: World Tourism Organisation (WTO) Tourism has different concepts depending in the authors interpretation. Holloway addresses his definition from the World Tourism Organisations, which is: ‘tourism comprises the activities of persons travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business or other purposes’ (Holloway 2009, p.8). Smith explained (1995) that the usual environment it is the first criteria to distinguish the tourism from travel. Exist two elements for this, frequency and distance. The frequency is the regularity of times the person visit the place. The distance, as most of the countries have different view of this it is difficult to defined. However the WTO established that the 160km must be the standard distance. In one hand, some strengths to consider is that this definition covers the three main evaluation aspects of the tourism, which are the purpose, distance and duration of travel. The definition specifically addresses the motivation of the tourists and is classified as holidays, business, religious, academic and health treatment. For the WTO (1995) it is clearly define that the distance can vary from 0 – 100 miles and people are not considered as tourist if it is less of these miles. Additionally the duration of travelling need to be at least one overnight of stay to be a tourist. On the other hand, the weaknesses are the focus of tourist’s definition. The WTO’s technical definition (2004) just engages the economic sector: a tourist is a business traveller, a student, a sick person who visit for health treatment and a person visiting a family member. All these elements are focusing on how much money visitors spend. Exist particular situations that tourists are not considered as tourists, which this led that every year the tourist definition change and misleads many people from being tourist, affecting as well the statistic evaluation of the tourism. It is important that the definition requires a difference in between transit and tourist people. For some countries, still not clear when do these definitions applies, at the same time the distance of travel do not follow the WTO standard. A clear example of this is United State Travel Data (1995) suggested that travelling one way of 100 miles are considered as tourists. However, for the Canadian government (2005) it is around 25 miles away of the person’s residence. This indicates that WTO needs to be firm on implementing the standards in order other countries follows them. Author 2: Leiper, Neil For Leiper, the tourism it is examined on a system approach. Being a system means a ‘set of interrelated groups coordinated to form a unified whole and organized to accomplish a set of goals’ (Goeldner 2009, p. 25). Under this approach, the tourism is ‘the system involving the discretionary travel and temporary stay of persons away from their usual place of residence for one or more nights, excepting tours made for the primary purpose of earning remuneration from points enroute. The elements of the system are tourists, generating regions, transit routes, destination regions, and a tourist industry. These five elements are arranged in spatial and functional connections. Having the characteristics of an open system, the organization of five elements operates within boarder environments: physical, cultural, social, economic, political, and technological with which it interacts’ (Smith 1988, p. 181). The main strengths for Leiper’s definition is that creates and examines the tourism and tourist on a competitive way, join all the approaches and elements that interact or are related to the tourism into a complex and extended definition. As well, the definition includes the consumer and the interaction of all the industries involved with the consumer. As per Leiper’s framework, ‘such approaches would facilitate multidisciplinary studies of particular aspects of tourism and more significantly would give interdisciplinary studies of various facets and perspectives a common point of reference’ (Leiper 1979, p. 395). It is clearly noticed that the definition covers the tourism as a whole including individual, organisations and business to reach the same goal, which is to provide service and deliver the experience to the tourists. The main weakness to consider is the complexity of this definition, which covers all the elements and approaches and sometimes might affect the main objective of the definition. At the same time, Leiper’s (2004) still creates confusion for the tourist’s definition and people have different perception of this. One person think that group of people are tourists, a second one might perceive sightseers as tourists, a third one might regard the cruise people as tourists. Because of this range of concepts and connotations, what delimits the boundaries between tourists and other visitors is difficult to define in a order that suits everybody. Author 3: Smith, Stephen On this section, Smith focuses on a supply side definition, which focuses on the commodities as the core element of the tourism. Most of the authors defined it in terms of goods and services, which is the demand side, not the characteristics or motivations of their consumers. Smith perceives the tourism as ‘the aggregate of all businesses that directly provide goods or services to facilitate business, pleasure and leisure activities away from the home environment’ (Smith 1988, p.183) The strengths of Smith’s goal is to develop a tourism definition based on tourists’ and characteristics that can be comparable with other industrial definitions. Other important characteristic is the inclusions of business and pleasure activities. Smith tries to make it explicit that ‘the motivations of a traveller are unimportant to the definition, although they are extremely important to the marketing sector of the industry’ (Smith 1988, p.183). At the same time, clarifies the distance or duration of the stay from a technical perspective. In addition, Smith developed a supply side definition in order to allow meaningful comparison with other industries. On the other hand, one of the weaknesses of this technical definition is a scale of tourism businesses, these are hotels, restaurants, airport, souvenir shops, transport and to mention others. The tourism has two types of businesses: the ones that ‘would not be able to survive without tourism (Tier 1) and businesses that could survive without tourism (Tier 2)’ (Coope 2005, p.9). Some clear examples for Tier 1 are hotels and airports; for Tier 2 would be transports and restaurants. Some businesses are not direct elements of the tourism as they can survive without it. This can create a conflict if should be part of the tourism business or not. Author 4: Burkart and Medlik On this case, Burkart and Medlik developed a holistic or conceptual definition adopted by the International Association of Scientific Experts in Tourism (AIEST): ‘tourism is the sum of the phenomena and relationships arising form the travel and stay of non-residents, in so far as they do not lead to permanent residence and are not connected to any earning activity’ (Burkart 1981, p.40). One of the main strengths is that a various range of international organizations has recognized this definition. All its features recognises that tourism goes around the principal one, which is the tourist. At the same time, for the reason that it is not part of an academic discipline, allows interdisciplinary and multidisciplinary approaches study the tourism. As well mentioned the time or duration element stating the permanent residence is not a tourist. An essential weakness to be considered is that it is a holistic definition and creates a difficult link in between other industries because describes the tourism as a whole essence of a subject. Certainly, as Leiper’s mentioned (1979) it is an ambiguous meaning and does not specify methodical applications. Furthermore the definition was developed long time ago and tourism has been evolving since then, which this definition creates just a general idea of the tourism and imprecise meaning. In terms of boundaries, this definition does not include the business people, it is focusing for people travelling under leisure and pleasure purposes. Conclusion Several meanings of tourism were identified and analysed. Tourism is a complex, vast and multifaceted, which it is necessary to have different approaches to study the specific field that suits everyone. It is important to clarify distinctions between basic definitions and the elements and characteristics involved in order to have a better perception. These definitions are a guide in order to have a better understanding of the tourism and from which sector people wants to be and understand. To conclude, the WTO should be consider as the standard definition for the reason is an international organisation and includes the main tourism elements: purpose of travel and time element. Furthermore it is a clear definition where everyone can have access and better understanding.

The training needs of HCL Technologies employees

The training needs of HCL Technologies employees In a business, Human Resource is one of the disciplines which drives business for competitiveness. To achieve this training is very important. Competent employees will not remain competent forever. Their skills can deteriorate; technology may make their skills obsolete; the organization may move into new areas, changing the type of jobs that exist and the skills necessary to do them. This reality has not been overlooked by management. In order to train the employees the training need analysis is a must for enabling them to provide quality services to the customers both inside and outside .In order to assess the training needs, it is also necessary to derive the job contents and job descriptions for each category and cadre in respect of Employees working in all the Departments. An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. WHY TRAINING NEED ANALYSIS? Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Training Need arises at three levels: Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. ORGANIZATIONAL LEVEL Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. COMPANY PROFILE HCL Technologies is a leading global IT services company, working with clients in the areas that impact and redefine the core of their businesses. Since its inception into the global landscape after its IPO in 1999, HCL focuses on transformational outsourcing, underlined by innovation and value creation, and offers integrated portfolio of services including software-led IT solutions, remote infrastructure management, engineering and RD services and BPO. HCL leverages its extensive global offshore infrastructure and network of offices in 26 countries to provide holistic, multi-service delivery in key industry verticals including Financial Services, Manufacturing, Consumer Services, Public Services and Healthcare. HCL takes pride in its philosophy of Employee First which empowers our 55,688 transformers to create a real value for the customers. HCL Technologies, along with its subsidiaries, had consolidated revenues of US$ 2.5 billion (Rs. 11,822 crores), as on 21st December 2009 (on L TM basis). HCL is a $5 billion leading global technology and IT enterprise comprising two companies listed in India HCL Technologies and HCL Infosystems. Founded in 1976, HCL is one of Indias original IT garage start-ups. A pioneer of modern computing, HCL is a global transformational enterprise today. Its range of offerings includes product engineering, custom package applications, BPO, IT infrastructure services, IT hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals. The HCL team consists of over 62,000 professionals of diverse nationalities, who operate from 26 countries including over 500 points of presence in India. HCL has partnerships with several leading Global 1000 firms, including leading IT and Technology firms. While HCL Enterprise has a 20-year history, HCL Technologies is a relatively young company formed, nine years ago, in 1998. During this period, HCL has built unique st rengths in IT applications (custom applications for industry solutions and package implementation), IT infrastructure management and business process outsourcing, while maintaining and extending its leadership in product engineering. HCL has also built domain depth through a micro-verticalization strategy in industries such as Financial Services, Hi-tech and Manufacturing, Retail, Media and Entertainment, Life Sciences, and Telecom. HCL has created the ability to distribute value across the customers IT landscape through its well-distributed services portfolio, significant domain strengths, and locally relevant geographic distribution. HCL has the widest service portfolio among Indian IT service providers, with each of its services having attained critical mass. OBJECTIVES OF THE STUDY PRIMARY OBJECTIVES: To study the training needs of the employees in order to increase the number of competent person and retain them in the organization. SECONDARY OBJECTIVES: To bridge the gap between the actual and expected performance and behavior. To attain the level of performance this leads to the fulfillment of objectives. To increase the level of motivation among the employees in the organization. To develop their skills in interpersonal group communication. To develop potential knowledge and skills of the trainees to carry out defined tasks and responsibility. To assists in removing mental blocks, dispelling those doubts or misconceptions that may be preventing a participant from realizing the full range of his potential. NEED FOR THE STUDY We can identify several positive results that accrue from a well designed training program. Training efforts are consistent with and a natural extension of human resource planning. An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Training need also develops the employee friendly work environment with high learning curve and leadership mentoring. Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. The need for training mainly to retain and promote employee who are strategic to the companies success. It leads to a strong sense of direction coupled with responsibility boosts motivational level and hence performance. The objective of this assessment is not that of selecting future promotes, but rather to help employees to improve their skills to achieve their performance. SCOPE OF THE STUDY To know the reasons for non-performance of employees. To create a platform for employees to fill the gaps in knowledge, competency, skill and experience. To create an opportunity for employees to interact with each other apart from job purposes. To consider as a change agent since management objectives are conveyed to the employees throughout the organization. To help in strengthening the team spirit. To help in applying knowledge, developing core competencies, and reducing work load. To help in developing focused and inspired staff. To know about the number of competent person and retain them in the organization. To know about employee satisfaction. To know about the growth opportunities of employee. LIMITATIONS OF THE STUDY It is not possible to conduct the perfect study because every study has its own limitations. Limitations of the study allow us to know, to what extent the findings can be generalized. In our study some of the limitations are: The study is limited to some particular unit of HCL. It is difficult to know whether the respondents opinion is exactly genuine as people perception may change from time to time. Since the study was during the time period of February 2010 TO March 2010, the findings may remain true for a certain period, after which it may not be applicable. Time was the main constrain. The research has to be completed within the stipulated time limit. Some information cannot be accessed due to its confidential nature. The employees are replied in a random number. 2.2 ANALYSIS AND INTERPRETATION TABLE NO: 2.2.1 TABLE INDICATING AGE COMPOSITION OF THE RESPONDENTS OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS 7 6 25-25 25 29 26-45 44 27 >45 24 28 Total 120 100 FINDINGS: The above table shows that 6% of respondents are below 25, 29% of respondents are between 25-25, 27% of respondents are between 26-45 and 28% of respondents are above 45. INFERENCES: From the above findings it is inferred that majority of the respondents are between the age group of 26-45. FIGURE NO: 2.2.1 TABLE NO: 2.2.2 TABLE INDICATING GENDER COMPOSITION OF THE RESPONDENTS OPTIONS NO. OF RESPONDENTS PERCENTAGE OF RESPONDENTS Male 109 91 female 11 9 Total 120 100 FINDINGS: The above table shows that 91% of the respondents are male and 9% of the respondents are female. INFERENCES: From the above findings it is inferred that majority of the respondents are male. FIGURE NO: 2.2.2 TABLE NO: 2.2.2 TABLE INDICATING THE WORK EXPERIENCE OF THE RESPONDENTS OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS 40 22 5 to 10 25 29 11 to 20 22 19 >20 22 19 Total 120 100 FINDINGS: It is found that 22% of the respondents are below 5years of experience, 29% of the respondents are 5-10 years of experience, 19% of the respondents are 11-15 years of experience and 19% are above 20 years of experience. INFERENCES: From the above findings it is found that majority of the respondents are having below 5 years experience. FIGURE NO: 2.2.2 TABLE NO: 2.2.4 TABLE INDICATING THE DESIGNATION OF THE RESPONDENTS OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Senior officer 22 19% Manager 24 28% Deputy manager 20 25% Assistant manager 22 28% Total 120 100 FINDINGS: The above table shows that 19% of the respondents are senior officer and 28% of the respondents are manager, 25% of the respondents are deputy manager and 28% of the respondents are assistant manager. INFERENCES: From the above findings it is inferred that majority of the respondents are manager and assistant manager in the organization. FIGURE NO: 2.2.4 TABLE NO: 2.2.5 TABLE INDICATING THE TYPE OF TRAINING PROGRAMME PROVIDED TO EXECUTIVES OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Class room training 89 74 Simulation exercises 5 4 Workshops and seminars 10 9 E-learning 11 9 Under study assignments 5 4 Total 120 100 FINDINGS: The above table shows that 74% of respondents are of opinion that class room training are provided to them during their training, 4% of the respondents referred simulation exercises are provided, 9% of the respondents referred workshops and seminars are provided, 9% of the respondents referred E- learning are provided and 4% of the respondents referred under study assignments are provided during their training programme.. INFERENCE: From the above findings it is inferred that majority of respondents referred class room training methods is provided to them during their training programme. FIGURE NO: 2.2.5 TABLE NO: 2.2.6 TABLE INDICATING THE INITIATOR OF TRAINING PROGRAMME IN THE ORGANISATION OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Supervisor 15 12 Employees 5 4 HR Department 92 77 External consultants 1 1 If others 7 5 Total 120 100 FINDINGS: From the above table it is found that 12% of the executives identified that their supervisor initiates the training programme, 4% of the executives identified that they themselves initiates the training programme, 77% of the executives identified that the HR department initiates the training programme, 1% executive identified that external consultant initiates the training programme,5% of the executives identified that other person will initiates the training in the organization. INFERENCES: From the above findings it is inferred that 77% of the executives identified that the HR department initiates the training programme in the organization. FIGURE NO: 2.2.6 TABLE NO: 2.2.7 TABLE INDICATING THE TYPE OF VISUAL AIDS USED IN TRAINING PROGRAMME OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Overhead projector transparencies 40 22 Board 20 17 Flip charts 5 4 Hand outs 6 5 Power point presentations 49 41 Total 120 100 FINDINGS: From the above table it is found that 22% of the respondents referred over head projectors are used in their training, 17% of the respondents referred boards are used as the visual aids in their training, 4% of the respondents referred flip charts are used in the training,5% of the respondents referred handouts are used in their training, 41% of the respondents referred power point presentations are used as the visual aids in their training INFERENCES: From the above findings it is inferred that 41% of the respondents referred power point presentations are used as the visual aids in their training programme. FIGURE NO: 2.2.7 TABLE NO: 2.2.8 TABLE INDICATING THE EXTERNAL TRAINING PROGRAMME PROVIDED IN THE ORGANISATION OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Yes 116 97 No 4 2 Total 120 100 FINDINGS: The above table shows that 97% of respondents are of opinion that external training programme provided in the organization,2% of the respondents are of opinion that they are not accepting that statement.. INFERENCES: From the above findings it is inferred that 97% of the respondents say that the external training programme are provided to them in the organization. FIGURE NO: 2.2.8 INTERVAL ESTIMATION: CALCULATION: NEED FOR TEST: To find out whether any external training programme had provided to executives. Let p be the total no: of responses yes Let q be the total no: of responses No p===0.96 q=1-p=0.04 n=120 At 95% level of confidence z=1.96 CONCLUSION: It is concluded that at 95% confidence level of population proportion of external training programme provided in the organization and it lies between 0.85 and 0.995 that is 85% to 95%. TABLE NO: 2.2.9 TABLE INDICATING EFFECTIVE FACTOR OF THE TRAINING PROGRAMME OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Yes 116 97 No 4 2 Total 120 100 FINDINGS: From the above table it is found that 97% of the employees are of opinion that the training programme was found effective, 2% of the respondents are of opinion that they are not accepting that statement. INFERENCES: From the above findings it is inferred that 97% of the respondents say that training programme was found effective in the organization.. FIGURE NO: 2.2.9 INTERVAL ESTIMATION: CALCULATION: NEED FOR TEST: To find out whether the training programme was effective Ho: The training programme does not found effective. H1: The training programme found effective. Let p be the total no: of responses yes Let q be the total no: of responses No p===0.96 q=1-p=0.04 n=120 At 95% level of confidence z=1.96 CONCLUSION: It is concluded that at 95% confidence level of population proportion the training programme was found effective and lies between 0.85 and 0.995 that is 85% to 95%. TABLE NO: 2.2.10 TABLE INDICATING THE EFFECTIVENESS OF THE TRAINING PROGRAMME OPTIONS NO OF RESPONDENTS PERCENTAGE OF RESPONDENTS Very high 28 22 High 60 50 Neither high nor low 20 25 Low 2 2 Very low 0 0 Total 120 100 FINDINGS: It is found that 22% of the respondents have very high level of expectations in the effectiveness of the training programme, 50% of the respondents have high level of expectations in the effectiveness of the training, 25% of the respondents have neither high nor low level of expectations in the effectiveness of the training, 2% of the respondents have low level of expectations in the effectiveness of the training programme. INFERENCES: it is inferred that 50% of the respondents have high level of expectations in the effectiveness of the training programme. FIGURE NO: 2.2.10 CALCULATION SHOWING PEARSONS CORRELATION TEST (Between effectiveness and satisfaction in the training programme) {Combining Table No 2.2.10and Table No.2.2.16} EFFECTIVENESS (X) SATISFACTION (Y) X2 Y2 XY 28 7 784 49 196 60 94 2600 8826 5640 20 16 900 256 480 2 2 4 9 6 X = 120 Y= 120 XY = 5288 X2 = 9150 Y2 =6222 Pearsons correlation coefficient(r) = = 0.886 r = 0.886 r value is positive and nearer to 1 FINDINGS: From the above table it is found that 50% of respondents feel the training was effective. INFERENCE: It is inferred that there exists high degree of relationship between effectiveness and satisfaction in the training programme. FINDINGS From the study it is found that majority of the respondent i.e.) 27% of the respondents have age composition of 26 to 45. From the present study it is found that the majority of respondents working in the organization i.e.) 91% of them are male. From the study it is found that majority of the respondents are having below 5 years experience in the organization. From the present study it is inferred that majority of the respondents are manager and assistant manager in the organization. From the study it is found that the most recent training programme attended by the respondents are information security, corporate etiquette, service training, six sigma and team building. 74% of the respondents have responded that the organization is providing class room training methods during training programme. It is found that 77% of the executives identified that the HR department initiates the training programme in the organization. From the present study it is found that 41% of the respondents referred power point presentations are used as the visual aids in their training programme. It is found that 97% of the respondents say that the external training programmes are provided to them in the organization. SUGGESTIONS Job rotation method of training is very useful to the executive persons for understanding job linkage with varied skills. Programmed instructions seminars will increase the knowledge of the executives Behavioural training programs like role playing are necessary to improve the psychological fitness of the executives so as to face any kind of problem at any stage. Some additional reinforcement programs can be conducted to chisel the skills of the executives to remain competent enough to face the challenges of the changing technological, social environmental factors. Training programs, which are necessary to improve the ethical values moral values of the executives should be conducted. Field study exposure to customers working place will be helpful for executives to improve their performance. Training programme should be conducted in a periodical manner and updations of our technical and on the job training is necessary for better performance and improves our efficiency. CONCLUSION In recent years, the important and role of training and development has increased manifold. More and more use of training and development is being made by all sections of the organization .These training programme has become a part of human resource development. Training is one of the main activities which change the behaviour of the people. Training has become essential part not only to increase the productivity but also to motivate and inspire workers. It increases the skills of the persons at all levels of the organization. Human resources are the life blood of any organization .This can be achieved through well trained personnel The training programme increases the performance of the members in the organization. It also increases the human relation skills. It also helps to stimulate creative thinking. Training plays a vital role in the organization performance. The training programme conducted by Berger Paints India LimitedIndia are satisfactory but still it should keep on conducting the training programme to the executives which will generate interest and create innovative ideas to take part in the training programme and in improving their knowledge skills along with their personality development. The training programme should be frequently conducted so as to improve efficiency of executives in the organization. Training leads to increase in morale among executives, better human relations, reduced supervisions, increased organizational viability and resilience, advancement in technology. Training need analysis arises because of the market slow down and executives attrition rate. 2.6 BIBLIOGRAPHY

The Types Of Conflict Social Work Essay

The Types Of Conflict Social Work Essay PART 1 Introduction As individuals we work with people, interact with them and might disagree or agree with them on issues. Conflict management means putting in place ways that reduces bad aspects of conflict and raising the good aspects of it at standards the same or higher than the place where the conflict took place. Additionally, conflict management seeks to improve learning and group results, that is capability or performance in a business environment (Ra him, 2002). People might disagree in decision making because they might have ideas of their own. Conflict may be important to groups and businesses, when managed well, it increases group results (e.g. Alpert, Osvaldo, Law, 2000; Booker Jame son, 2001; Ra-him Bono ma, 1979; Kuhn Poole, 2000; Church Marks, 2001). Part 1 of this paper explains conflict, its types and my experience of it at Mining Building and Contractors Ltd ( MBC,Obuasi), Ghana and a conclusion at the end. Part 2 of this paper explains building trust, relationships and communic ations, the importance of these skills to an organization as well as a personal reflection on these skills and a conclusion. Conflict may be defined as a basic variance between individuals due to differences of opinions, ideas, beliefs, values, needs or objectives. Types of Conflict Intrapersonal It is a conflict that develops within an individual when he argues with himself about something. It could be simple as wanting to use office item for personal use when he knows he shouldt be doing that. Interpersonal It is a conflict between two separate individuals, this form of conflict is what people typically have in mind when they think of conflict. Functional Ambiguity and role specifications in organizations could create problems. Intergroup This conflict normally happens in the cases of various ethnic or racial groups. Each group could feel threatened and may feel that their respective culture is not duly respected. Conflict Management Conflict management is about helping improve the positive aspects of conflicts. It does not necessarily mean doing away with conflicts. Personal experience I worked at MBC Ltd, Obuasi with a colleague at the Accounts Office. My colleagues uncle was the Marketing Manager but wasnt in good terms with Mr. Ocloo, the Accountant, who was our boss. I got to know our boss was someone who was really passionate about his work and disliked lazy and insolent people. I built a strong relationship with my boss and always listened to and respected his views. My boss observed my colleague most of the time missing at the office, this continued for a few weeks. My colleague had been visiting his uncle during periods which there were no work at the office. One day I returned from an errand to find out my colleague had had a confrontation with our boss because of his continuous absence during working hours. He also had reported the case to his uncle who had come and exchanged words with our boss and had worsened the situation. I quickly called my colleague and spoke to him about the way our boss had observed him for a long period before voicing out his fr ustration. I recommended to him outside apologizing to our boss. I also advised him to go back to his uncles office to calm him down. I then ensured he explained things to his uncle and admit it was his fault to make peace. I later talked to my boss for hours explaining that, my colleague was at fault but he really left when we had finished with our work. I wanted to make sure the case does not escalate to higher levels and wanted it solved that day. It wasnt easy because we had to stay behind after office hours when everyone had left to resolve the issue. Both my colleague and his uncle came back with my colleague apologizing and acknowledging the mistake that brought about the conflict. I helped solve the solution because it would have really developed into a real mix-up which would have brought other parties and disciplines into the matter. Conclusion Every day we work with people, who might wrong us or rub us in a way. I personally think conflict is unavoidable but can be managed. At the workplace individuals should always be thoughtful and always try to negotiate with fellow workers to resolve conflicts. Workers must be sensitive to the feelings of other workers and understand that individuals may react to anger, fear and frustration. Workers should provide viable solutions to problems amongst themselves. Mangers should identify and analyse the reason for conflict to understand the root cause of conflict. Any solution for resolving the issue should be aimed at doing away with the root cause. Managers need to have good communication skills to be able to empathize with all the concerned parties and put across their solutions convincingly. Conflicts should be resolved in a healthy way without favouring any individual; all parties involved should be treated with respect and spoken to politely. Managing conflict effectively is valuab le in the progress of an organization. PART 2 Introduction Nowadays, businesses are looking for ways to help maintain trust, build good relationships and acquire communication skills in helping them achieve growth in their workplace. Trust is explained as the condition of preparedness for an interaction with something or someone without protection (Duane C. Tway, Jr.,1994). Trust, relationships and communication at the workplace is very essential to the success of a business and wellbeing of people at work. Trust is seen by others as equivalent to trustworthiness, explaining trust in the subject of individual traits that stimulate positive expectations on other individuals behalf(e.g., Butler Cantrell, 1984; McKnight et al., 1998).Organisational relationships can be grouped into functions, departments and teams; union, staff and the management. These relationships are influenced by how people individually treat each other in the workplace, http://www.dol.govt.nz/er/bestpractice/prc/infosheets/GPG-WP-RELATIONSHIP.pdf (Accessed on 03/12/12). Culture of trust is beneficial in disorganized and uncertain places, (Bjerke, 1999). Why the need for Building Trust, Relationships Communication? Effective communication, trust and good relationship with workers is an organization is vital in attaining results, eliminating stress and providing a vibrant atmosphere where workers feel free to ask for help, share opinions and also actively contribute in progress of organization. These skills help encourage team members encourage each other and work efficiently and effectively. Fostering these skills in the workplace enhances decision making and implementation in an organisation. Trust gives way to developing a relationship more effective between the trustor and trustee (Blau, 1964). To build successful relationships in workplaces involves trust. Trust brings about efficient communication, healthy relationships and employee motivation in an organization. Having these elements at the workplace motivates employees to work harder. The existence of these skills in the workplace makes organizational goals easy to achieve. Any organisation that excels in these skills is able to get thin gs done progressively and successfully. Personal Reflection When I started work at MBC Ltd, (Obuasi), the first thing I did was to learn and quickly adapt to the organisational behaviour and culture. The next thing was to win the trust of fellow workers and build good communication levels and relationships with them. I was humble, obedient and was always eager to work. I became more involved in issues of workers in the company. This made me my boss favourite and made him sometimes go to the extent of discussing his personal issues with me. I had already won his trust and had built a vibrant relationship with him. As a new worker of the company, it was not done overnight but through hard work I was able to achieve it. If I saw workers not in good terms at work, I will quickly try to address it. I will have a conversation with the people involved and if it was still not working, I will try a higher authority. I always made sure that no party felt betrayed or offended but it was always a win-win case. I also kept private information from others confidential. When we had finished with work and the place seemed boring I would suggest a group meeting where we thrived on issues to be addressed at the office. We did this at least two times and really helped us a lot and always brought the best in us. I suggested this to fellow workers but did not work at start because some managers did not agree with the idea. Gradually interest for it grew and the company now holds a special meeting once every month where selected workers from various departments share views and discuss problems facing them to managers. This really improved communication and enhanced good relationships and trust in the organization. Conclusion Communication, trust and relationships can be improved in all workplaces, no matter the size of the company. The basis of an individuals interaction in the workplace is through these skills. These skills are very important and should be amalgamated into team building in every organization. Individuals should be encouraged to stop engaging in activities that will reduce trust existing between workers. Workshops and meetings should be organized to prepare and educate workers on developing good communication skills and fostering healthy relationships among themselves. It is never easy to impress or satisfy everyone at the workplace because we are human but we must also know that it takes a lot of effort to fix a broken relationship or trust that existed between workers than to prevent it from happening. If any company wants to move from being just a working group to a high performing one these skills must be taking seriously. None of us is perfect but we can be much more effective and e fficient if we work on building good relations, having easy and simple communication systems and being trustworthy. This will inspire and influence others to help build a successful business environment.