Recruitment Process of Nuvista Pharma Ltd Essay Example

Recruitment Process of Nuvista Pharma Ltd Essay Example Recruitment Process of Nuvista Pharma Ltd Essay Recruitment Process of Nuvista Pharma Ltd Essay Executive Summery Effective recruitment, selection and retention are critical to organizational success. They enable companies to have high performing employees who are satisfied with their jobs, thus contributing positively to the organization. On the contrary, in-effective recruitment methodology, selection and retention would result in mismatches which can have negative consequences for an organization. A misfit who is not in tune with organization’s philosophies and goals can reduce output, productivity, customer satisfaction, relationship and over all quality of work. Training a wrong hire can also be expensive. Effective recruitment is therefore not only the first step towards organizational excellence, but important cost control mechanisms as well. INTRODUCTION The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term â€Å"Recruitment† for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i. e. , recruited). Background of the Company The pharmaceutical market of Bangladesh very much dynamic and competitive and is comparable to those of developed countries. It is a matter of great pleasure that this sector successfully fulfils major portion of local demand of pharmaceutical products and at the same time it is moving forward to explore the international market for chemicals and pharmaceuticals products. The contribution of pharmaceuticals companies in Bangladesh to the national economy is encouraging. The investment in this sector is increasing which speaks about the potentiality in this sector. This sector satisfies the demand of the local market and also goes for export to explore the international market. Nuvista Pharma is one of the well-known performer in Pharmaceticul Industry in Bangladesh. Organon (Bangladesh) Limited has been operating in Bangladesh since 1964. Until 30 June 2006, it was a subsidiary of Organon International, a renowned global bio-pharmaceutical company, concentrating on gynecology, anesthesia, fertility and neuroscience. On 1 July 2006, Organon International divested its entire stake in Organon (Bangladesh) Ltd. o local management. Subsequently the name of the Company was changed to Nuvista Pharma Limited in December 2006. Nuvista Pharma Ltd. markets a specialized range of products, comprising mainly hormones and steroids. It manufactures tablets, capsule and injections at its own manufacturing facilities in Tongi, Gazipur, and also imports finished medicines from Organon International. The company in every other respect remains the same. It contin ues to import world renowned and trusted Organon brands for the benefit of millions of people in Bangladesh. Nuvista Pharma Limited also continues to source the highest quality APIs from The Netherlands, other European sources, Japan and the USA to ensure the highest quality of its manufactured medicines. Through the commitment to women’s health care, it has contributed significantly to three areas of vital importance: Contraception, Fertility and Menopause. It has some of the most innovative prescription medicines for Anesthesia, Male Hormone Therapy and Corticosteroids, products that contribute to the health of people and their quality of life. In Bangladesh, Nuvista Pharma Limited is the market leader in: Commercial Segment of   Contraception Plain Corticosteroids Synthetic Oxytocin Progestogens Anabolic Steroids Anti Spasmodics Haemostatics Fertility Anesthesia Hormone Therapy (both Female Male) Nuvista Pharma Ltd. employs modern technologies in its production and quality control facilities to meet international and local standards and regulations. The Company produces a specialized range of specialized world-class products, mainly hormones and steroids. A Quality System of global standards is maintained with the assistance of international consultants. Development is a continuous process at Nuvista Pharma Ltd. New equipment and machinery are regularly purchased to increase capacity and improve quality. In 2005, a new 4-storied, state of the art, Quality Assurance and Quality Control building was constructed. In 2007 the tablet facility was upgraded to further strengthen the cGMP status. Major projects are currently in hand to significantly develop and improve the overall manufacturing facilities of the Company. Recruitment Selection: Recruitment is defined as, â€Å"a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. † Edwin B. Flippo defined recruitment as â€Å"the process of searching for prospective employees and stimulating them to apply for jobs in the organization. † Recruitment is a ‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter. In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Selection is the process of choosing from a group of applicants those individuals best suited for a particular position. Most managers recognize that employee selection is one of their most difficult, and most important, business decisions. This process involves making a judgment -not about the applicant, but about the fit between the applicant and the job by considering knowledge, skills and abilities and other characteristics required to perform the job Selection procedures are not carried out through standard pattern and steps in this. Process can vary from organization to organization some steps performed and considered important by one organization can be skipped by other organization Recruitment and Selection Process in Nuvista Pharma Ltd. Recruitment and Selection Policy: Recruitment and selection decisions significantly affect the Company’s ability to meet its business planning needs and strategic objectives. It is important to invest time and energy into recruiting high caliber staff. The process is two-way; not only are appointment committee members assessing the best person for the position but applicants are also deciding whether the Company is an organization they wish to work in. The costs of a poor selection decision are substantial and often extend over many years. The Company is committed to a systematic approach to recruitment and selection in order to attract, select and appoint the best staff through a fair and merit based process. Senior managers are accountable for ensuring compliance with the Company’s recruitment and selection policy and processes. It is essential that all staff involved in these processes be given the opportunity to become fully familiar with them. This will maximize their effectiveness and ensure that the Company recruits quality staff on a consistent basis. It will also ensure that recruitment and selection practices reflect our Equal Employment Opportunity Policy and the framework of relevant employment legislation. Company’s recruitment and selection process is the best way to achieve success in the business world. According to Dr. Stuart Greenfield, contributor to the American Society for Public Administration, implementing more effective processes to recruit candidates and select the best and the brightest will improve one’s ability to meet one’s organization’s human resource needs. Scope This policy and procedure applies to continuing appointments and normally to fixed term appointments in excess of one year, but may be appropriate in other circumstances. Purpose To ensure a consistent, fair and merit based approach in accordance with Equal Opportunity Policy and relevant employment legislation To meet or exceed business planning needs and strategic objectives To maximize the effectiveness of the University’s recruitment and selection practices. Recruitment Process The recruitment process in Nuvista Pharma involves identifying the vacancies, preparing the job description and person specification, advertising, managing the response, short-listing, arranging interviews, conductin g interviews, decision making, convey the decision and appointment action. This means that a lot of time and resources have to be invested before the right candidate is selected. This Process starts with the Job analysis. After Job analysis, they find out the job description that they search from Job incumbent A job description must be returned with the ‘Approval to fill vacancy’ form. Posts will not be advertised without a Job Description. The purpose of job descriptions is to provide clarity as to the scope, purpose, content that the post covers and the range of competence required to be able to fulfils the post. They go through the Job advertisement, CV collection, Initial Scrutiny, Interview Calling and short listing the Candidates. Job Advertisement: For job advertisement they specially consider the pre sated format of web advertisement. They take the service of Job websites like www. bdjobs. com www. prothomalo-jobs. com. In case of paper advertisement, they only go for it when they hire Sales Representative for their all depose in all districts. From Job advertisement they get huge responses from the required candidate. They collect the CV from this website and through mail. CV Collection: The recruitment process includes a written test to judge particular skills of a candidate. A lot can be judged about the candidate from his CV. A proper presentation of his CV in an organized and refined manner speaks a lot about the individual. His mindset and attitude can be judged according to his CV. After collecting the CV they take a scruitining process in CV evolution. Better, experienced and candidates with specific skills and attributes are short listed initially for the interview. Interview Call: Next come to the interview, which is an important and crucial part of the recruitment process. They call the interview via phone. This is also a Telephonic Interview. The HR Department calls the candidate for interview from the pre selected CV’s. From the Telephonic Interview, they also make a judgment. For interview they select an Interview committee for take interview properly. Concerns like the location of the interview, the time table, the structure of the question strategy, style of taking the interview are decided beforehand so that nothing is left out and all the issues are properly addressed. Short List: After a successful Interview session, they make a Short List of successful Candidates from which they call the candidates for further selection process. Selection Process Selecting a suitable candidate can be the biggest challenge for any organization. The success of a organization largely depends on its staff. Selection of  the right candidate builds the foundation of any organizations success and helps in reducing turnovers. Though there is no fool proof selection procedure that will ensure low turnover and high profits, Nuvista Pharma Ltd generally follows the following steps – Viva: This is generally the starting point of any employee selection process. Pre selected applicants are called for the Viva. The Interview team consisting the HR Dept Representative, Department Head, and others managers are taking the Viva of pre selected successful candidates from interview. Final Viva: It helps them in obtaining more information about the prospective employee. It also helps them in interacting with the candidate and judging his communication abilities, his ease of handling pressure etc. The HR Directors Specific Department Heads taking the final viva of the successful candidate. After successful completion of Final Viva, the successful candidate finally selects by the company for further process. Application Form A candidate who passes the final viva and is found to be eligible for the job is asked to fill in a formal application form. Such a form is designed in a way that it records the personal as well professional details of the prospective employee. Checking References Most application forms include a section that requires prospective candidates to put down names of a few references. References can be classified into former employer, former customers, business references, reputable persons. Such references are contacted to get a feedback on the person in question including his behavior, skills, conduct etc. Credit Checks Nuvista checks the financial condition of a prospective employee. If a person faces the burden of  heavy loan or debt, it would want to know that. Physical Examination If all goes well, then at this stage, a physical examination is conducted to make sure that the candidate enjoys sound health and does not suffer from any serious ailment. Job Offer A candidate who clears all the steps is finally considered right for a particular job and is presented with the job offer. An applicant can be dropped at any given stage if considered unfit for the job. Only after successfully clearing all the hurdles, an applicant can enjoy the feeling of being selected for a particular job in Nuvista Phrama Ltd. Conclusion Workforce planning is vital if a business is to meet its future demands for staff. It allows a business time to train existing staff to take on new responsibilities and to recruit new staff to fill vacancies or to meet skill shortages. Successful businesses realize one of their most important assets is their workforce. Developing a strong, capable employee roster requires a recruitment and selection process that identifies strong candidates both inside and outside the company.

Biography of Lewis Chesty Puller, U.S. Marine

Biography of Lewis 'Chesty' Puller, U.S. Marine Lewis B. Chesty Puller (June 26, 1898–October 11, 1971) was a U.S. Marine who saw battle experience in World War II and in the Korean War conflict. He was one of the most decorated Marines in U.S. history. Fast Facts: Lewis B. 'Chesty' Puller Known For: One of the most decorated U.S. Marines in history, serving in World War II and KoreaBorn:Â  June 26, 1898 in West Point, VirginiaParents: Martha Richardson Leigh and Matthew M. PullerDied: October 11, 1971 at the Portsmouth Naval Hospital, Portsmouth, VirginiaEducation: Virginia Military Institute (1917–1918)Spouse: Virginia Montague Evans (m. November 13, 1937)Children: Virginia McCandlish (b. 1938), twins Martha Leigh and Lewis Burwell Puller, Jr. (b. 1944) Early Life Lewis B. Chesty Puller was born June 26, 1898, at West Point, Virginia, the third of four children born to Matthew M. Puller and Martha Richardson Leigh (known as Pattie). Matthew Puller was a wholesale grocer, and Lewis had two older sisters and a younger brother. In 1908, Matthew died, and in the familys reduced circumstances, Lewis Puller was forced to aid in supporting his family at the age of 10. He continued on at school, but he hawked crabs at the local waterfront amusement park and then worked as a laborer in a pulp mill. Interested in military matters from a young age, he attempted to join the U.S. Army in 1916 to take part in the Punitive Expedition to capture Mexican leader Pancho Villa. Underage at the time, Puller was blocked by his mother who refused to consent to his enlistment. When war was declared with Germany at the start of World War I, Puller was 17 and he accepted an appointment to Virginia Military Institute as a state cadet, receiving financial assistance in return for later service. A mediocre student, he spent the summer at a Reserve Officer Training Corps camp in New York. Joining the Marines With the U.S. entry into World War I in April 1917, Puller quickly became restless and tired of his studies. Inspired by the U.S. Marines performance at Belleau Wood, he departed VMI and enlisted in the U.S. Marine Corps. Completing basic training at Parris Island, South Carolina, Puller received an appointment to officer candidate school. Passing through the course at Quantico, Virginia, he was commissioned as a second lieutenant on June 16, 1919. His time as an officer proved brief, as a postwar reduction in the USMC saw him moved to the inactive list 10 days later. Haiti Not willing to forego his military career, Puller rejoined the Marines on June 30 as an enlisted man with the rank of corporal. Assigned to Haiti, he served in the Gendarmerie dHaiti as a lieutenant and aided in combating Cacos rebels. Formed under a treaty between the U.S. and Haiti, the gendarmerie possessed American officers, largely Marines, and Haitian enlisted personnel. While in Haiti, Puller worked to regain his commission and served as adjutant to Major Alexander Vandegrift. Returning to the U.S. in March 1924, he was successful in obtaining a commission as a second lieutenant. Navy Crosses Over the next four years, Puller moved through a variety of barracks assignments that took him from the East Coast to Pearl Harbor. In December 1928, he received orders to join a detachment of the Nicaraguan National Guard. Arriving in Central America, Puller spent the next two years battling bandits. For his efforts in mid-1930, he was awarded the Navy Cross. Returning home in 1931, he completed the Company Officers Course before again sailing for Nicaragua. Remaining until October 1932, Puller won a second Navy Cross for his performance against the insurgents. Overseas Afloat In early 1933, Puller sailed to join the Marine Detachment at the American Legation in Beijing, China. While there, he led the famed Horse Marines before departing to oversee the detachment aboard the cruiser USS Augusta. While aboard, he came to know the cruisers skipper, Captain Chester W. Nimitz. In 1936, Puller was made an instructor at the Basic School in Philadelphia. After three years in the classroom, he returned to Augusta. This homecoming proved short as he went ashore in 1940 for service with the 2nd Battalion, 4th Marines at Shanghai. On November 13, 1937, he married Virginia Montague Evans, who he had met a decade before. Together they had three children: Virginia McCandlish Puller (born in 1938), and twins Lewis Burwell Puller, Jr. and Martha Leigh Puller, born in 1944. World War II In August 1941, Puller, now a major, departed China to take command of the 1st Battalion, 7th Marines at Camp Lejeune. He was in this role when the Japanese attacked Pearl Harbor and the U.S. entered World War II. In the months that followed, Puller prepared his men for war and the battalion sailed to defend Samoa. Arriving in May 1942, his command remained in the islands through the summer until being ordered to join Vandegrifts 1st Marine Division during the Battle of Guadalcanal. Coming ashore in September, his men quickly went into action along the Matanikau River. Coming under intense attack, Puller won a Bronze Star when he signaled USS Monssen to aid in rescuing trapped American forces. In late October, Pullers battalion played a key role during the Battle of Guadalcanal. Holding back massive Japanese attacks, Puller won a third Navy Cross for his performance, while one his men, Staff Sergeant John Basilone, received the Medal of Honor. After the division left Guadalcanal, Puller was made the executive officer of the 7th Marine Regiment. In this role, he took part in the Battle of Cape Gloucester in late 1943 and early 1944. Leading From the Front During the opening weeks of the campaign, Puller won a fourth Navy Cross for his efforts in directing Marine units in attacks against the Japanese. On February 1, 1944, Puller was promoted to colonel and later took command of the 1st Marine Regiment. Finishing the campaign, Pullers men sailed for the Russell Islands in April before preparing for the Battle of Peleliu. Landing on the island in September, Puller fought to overcome a tenacious Japanese defense. For his work during the engagement, he received the Legion of Merit. The Korean War With the island secured, Puller returned to the U.S. in November to lead the Infantry Training Regiment at Camp Lejeune. He was in this role when the war ended in 1945. In the years after World War II, Puller oversaw a variety of commands including the 8th Reserve District and the Marine Barracks at Pearl Harbor. With the outbreak of the Korean War, Puller again took command of the 1st Marine Regiment. Preparing his men, he took part in General Douglas MacArthurs landings at Inchon in September 1950. For his efforts during the landings, Puller won the Silver Star and a second Legion of Merit. Taking part in the advance into North Korea, Puller played a key role in the Battle of Chosin Reservoir in November and December. Performing brilliantly against overwhelming numbers, Puller earned the Distinguished Service Cross from the U.S. Army and fifth Navy Cross for his role in the battle. Promoted to brigadier general in January 1951, he briefly served as assistant commander of the 1st Marine Division before temporarily taking command the following month after the transfer of Major General O.P. Smith. He remained in this role until returning to the United States in May. Later Career and Death Briefly leading the 3rd Marine Brigade at Camp Pendleton, Puller remained with the unit when it became the 3rd Marine Division in January 1952. Promoted to major general in September 1953, he was given command of the 2nd Marine Division at Camp Lejeune the following July. Plagued by decaying health, Puller was forced to retire on November 1, 1955. One of the most decorated Marines in history, Puller won the nations second-highest decorations six times and received two Legions of Merit, a Silver Star, and a Bronze Star. Puller himself said he was uncertain how he came to be nicknamed Chesty. It may have been a reference to his big, thrust-out chest; chesty in the Marines also means cocky. Receiving a final promotion to lieutenant general, Puller retired to Virginia, where he died after a series of strokes on October 11, 1971.

Information management Coursework Example | Topics and Well Written Essays - 1500 words

Information management - Coursework Example Management of information in the organization has involved both electronic and physical information. The management has also been able to manage the information throughout the cycle of the organization regardless of source or format of the information (Chaffey and White, 2011). Information management is a managerial decision tool used in the processes and decisions that are made by companies. Information management in organizations is done through recording and documenting all the facts that involve the methods and procedures that it uses. The main function of this is to enable controlling employees and materials of the company. Using information management in an organization is able to establish the hierarchical structure and work-flow of a company. Every employee in the organization through the information has the authority to who is responsible for work. The work then is able to continue without disturbance. The operation and procedures of the company are listed through information management making preparation of audits in a company easy. Information management has the role of satisfying variety of system that the management is exposed. Information management aids clerical personnel in a company to process transactions and answer questions that occur on the data of the organization regarding transactions, the status of particular records, and with reference on a variety of documents. Information management in organizations has the role of controlling the creation and growth of records. The information system is that that ensures there is addressing the limits of generation of records or copies that are not required to operate the business and retention of records. Information management in all organizations is responsible for generation of information, communication problems and helps in the process of decision making. Information management is important in all organization in implementing the goals

Life Situations Represented through Graphs Essay

Life Situations Represented through Graphs - Essay Example The total amount paid in electricity bills for the last 10 months was $384, meaning that The average amount of electricity bill per month was $384/10 = $38.4 During 5 of the last 10 months, the electricity bill was above average of $38.4 and for the remaining 5, it was below the average amount. In terms of trend, the monthly electricity cost for the house increased from October 2010 onwards and reached a maximum of $49 in December 2010 before starting to decrease again. It has been decreasing since then. The graph is non-linear as no three successive points lie on the same line; although, the overall graph looks like a half sine curve with a clear peak during December 2010 and January 2011. The months of December 2010 to February 2010 had very high electricity bills compared to other months. In other words, the winter months had much higher electricity bills compared to spring and fall. This means that the consumption of electricity is rather seasonal. This seems natural as there is no heating required in the house during spring and fall, while the heating appliances are kept on during the winter months, which increases the consumption of electricity. It is likely that this trend would continue over the years although the peaks and the troughs in the graph can be brought lower by using energy efficient devices. References Glencoe. (n.d.).

Employee Resistance to Change: Dissertation

Employee Resistance to Change: Dissertation Chapter 1- Introduction Change comes from anywhere, and is the only constant. Propelled by the driving force of technology and globalization, the economic landscape continuously transform in a way that has come to undermine the relevance of received wisdom on how a firm should be managed and what underlies its success (Gregory Prastacos, et al., 2002). In this new millennium, it is more challenging for an organization to sustain its competency or even survive in the diversity market. When an organization is threatened by environmental changes such as crisis or competition, it results in the increasing needs for communication as technology develops rapidly and higher customer demands will be foreseen. Organizational change is not an option; it constitutes a fundamental necessity for success within the new competitive landscape (Hamel and Prahalad, 1996). An organization need to evaluate its performance and review its business strategies, corporate structure, operational process and HR policies to identify th e areas that need transformation. To maintain its competitive advantages,ÂÂ  an organization must make effort to implement changes accordingly. Usually changes to be made in an organization is for the seeking of extending the ability of the organization to achieve the strategic goals but sometime changes do not necessarily contribute to the improvement of the organization (Stroh, 2001). The expected result of the change might vary due to other unexpected factors, such as resistance to change. Resistance is a phenomenon that affects the change process, delaying or slowing down its beginning, obstructing or hindering its implementation, and increasing its costs (Ansoff, 1990). Effect of resistance of changes in organization will cause distorted perception, interpretation barriers and vague strategic priorities, low motivation among the people and lack of creative response (Val, 2003). It is crucial for change initiators to deal with resistance for a successful change. Forasmuch as employees are the one who get the job done, and they the one who possess the knowledge, skills, tools and experiences, it is clear that organizational changes cannot be achieved without employees support and involvement. Employee acceptance and commitment are the key factors for successful changes. Effective change management should recognize the importance of its employees and the way to minimize the resistant from employees. Therefore, understand why it is caused, the forms of resistance and the factors determine employees reactions to change is significant. 1.1 Research Objective This research will study on the factors of resistance to change from employees prospective. The aim of this research is to review the factor and find out the correlates among the factors. By better understanding these which a shift in perception could occur, the paper hope to develop a framework to change initiators of how certain group of employees is the likely to react and behave to change that being unleashed by the value and perception, this knowledge will enable change initiators to design change plan and training programs which recognize the values of employees, and to interact with diverse others in order to optimize the expected change affect. The research attempt to explore the followings areas as a systematic way to rationalize the value of this project study: To identify the natural of employee resistance to change. To identify the symptoms of employee resistance to change. To identify the reasons of employee resistance to change To determine the various factors to effect employees resistance to changes. To evaluate the effect of these factors on organizations future development. 1.2 Chapter Summary Chapter 1 of Introduction has provided a background of the circumstances that force organization to change, and examined the inevitable resistance can undermined organizational change. By identifying the importance of employee in the organizational change, research objectives were generated to study on the resistance of change from employees perspectives and listed done the areas of the study to be explored on. The research was planned in a systematic way to rationalize the value of this project. Next chapter of this project will touch on a review of current literatures on the natural, symptoms and the reasons of employee resistance to change and factors affect employee resistance, followed by the research methodology, samples and limitation of the research. The subsequent chapter will be the questionnaire data analysis presentation and lastly the paper will conclude the findings and its implications for change initiators. The aim of this research is to review the factors that affect employee resistance and evaluate it thought the target samples. Chapter 2- Literature Review 2.1 Employee Resistance to Change 2.1.1 The nature Organizations can be confronted with incremental changes that focus on doing things better through a process of continuous tinkering, adaptation and modification or transformational changes that are regarded as revolutionary and break with the past.(John Hayes, 2010) Although the incremental changes rarely presented any abrupt challenges to the assumptions people make about how they related to the world (John Hayes, 2010), this is not always that case. People are not duplicate, the values, beliefs, assumption and knowledge of that person will be developed over the time, formed as a set of personal opinion, perceptions, views of the world to guide their behaviors (Hallie Preskill and Rosalie Torres, 1999). It is concerned with whether employees regards view change can bring present or future personal benefit and opportunities or change is a threat to their job, skills or any other interests. The implementation of changes inevitably involves the vital interests of various shareholders, and especially employees.Resistance occurs since most employees desire to be successful in their work environments due to they have basic needs which must be satisfied. To begin with, employees want to know their role and their responsibilities within the organization. In additional, employees want to be able to predict what they will face in the future (Appelbaum, S.H. et al, 1998). Even though old procedures that were initially regarded as cumbersome, costly or ineffective, after a prolonged recursive execution, employees become comfortable and are used to the ways things were done. Employee might fear in a changing organization, therefore change are frequently be seen as a threat to ones existence within an organization if upgrading or acquiring new skills are a problem because of time constraints , or the inability of the person to learn these new techniques. Change within an organizational setting usually poses several problems and challenged by the pressure in aspect of money , ego, and power for those who resist it. Employees resist change because they have learned to associate it negative feelings since their basic needs may now be threatened (Mealiea, 1978). Thus it is human nature that employees look at Change negatively, resistance thereby coming into play. 2.1.2 The symptoms Resistance, described by Kilian M. Bennebroek Gravenhorst (2003) is commonly considered to be standard or even natural in reaction to organizational change. It is described as an most inevitable psychological and organizational response that seems to apply to any kind of change, ranging from rather modest improvement to far-reaching change and organizational transformation. Symptoms are the specific behaviors exhibited when employee resistance to change (Albert F. Bolognese, 2002) According to Bhutan (1995), it is important to distinguish between the symptoms of resistance to change and the causes behind them. Symptoms can be reflected in varies of forms, which Marc Maltz (2008) categorized it into the two varieties: overt and covert. Overt resistance is concern with obvious opposition, disagreement, arguing, debating, etc., to any change effort. While, covert resistance comes in two forms: one is conscious covert which employees are concerned about the consequences of their actions that they apparently agreed but actually not following though or withhold information and avoid implementation. Secondly is the unconscious covert resistance, which is the most difficult to see symptoms among employees as employees are unaware their resistance. 2.1.3 The Reasons There are many causes attribute to employees resistance to change, such as Coch French (1948), studied the workers of a clothing manufacturer and find that lower employee participitation causing the mistrust of management and increase their resistance to change. Kotter and Schlesinger (1979) identify four common reasons why people resist organizational change: people focus on their own interest and fear of losing something of value, it can be power and status, autonomy and control, or specific skills; Misunderstanding the change will cost them more than they will gain and lack of trust to the person who initiating change; Different assessment of the necessity and benefit of change situations; Low tolerance for change, sometimes people just resist to change emotionally even they understand the need for change. Several studies have acknowledged what Kotter and Schlesingers publication and enhance these categories with further researches, according to Prosci- A business process reengin eering directory and resource companys study (2003) in past six years in 288 organizations from 51 countries, result shows the top reasons employee resist to change is because of corporate history and culture, which the organizations past performance of change project failed or did not make much sense, employees are less interested to take initiatives to support the current change, they are not in the flavor the month , thus employee expected it go away like what happened in the past. Lorenzo (2000) also acknowledge that one attribute to employees resistance is that past failures leaves negative image for future changes. Another reason added on in Prosci (2003)s research is that employee often opposes to change because of the added job responsibilities, new processes or technologies. Changes with lower motivation to get employees involved and less consideration of employees interest and their emotional and perceptual perspectives thereby eliminate their initiatives and level of comm itment. Pardo Del Val, Manuela and Martinez Fuentes, Clara (2005) conclude above sources to employees resistance are most likely happen in change formulation stage, they further identify some reason rise resistance that consist of: (a) organizational values in relation to change values that cause a strong implementation climate to determine whether employee to accept or oppose to change; (b) departmental politics that form employees resistance. 2.2 Factors affect employees resistance to change Literatures have identified variety of factors affect employee resistance to change, the most cited views of the factors fall on the organizational level, for instance the communication process, employee participation, change facilitation procedures in change process (Ricky Griffin ,2008) to improve organizational effectiveness. Moreover, employee motivation (David Clarence and McClelland, 1987) and quality of leadership (Ken W. Parry, 1999) have been widely acknowledged to have influence on employees work initiatives, involvement and commitment, so that it can argues to be a significant factor to affect employees willingness to change. Above factors virtually are the ways to deal with the subtext of organizational humanity on the stage of change process. However, one must understand the root factors played to affect employees perception towards organizational change. Fail to understand the intrinsic factors govern employees values and beliefs guided behavior in the context of the way they were doing and expected in the future, and all the necessities organization attempt or should to do to implement and facilitate change is crucial. Therefore, the research will mainly explore on the personal factors played to affect employee resistance to change including age, gender, personality traits (Locus of control) and employee educational level as follows: 2.2.1Age Baby Boomers refer to people who are born between 1945-1964. This generation grew up in an era of unprecedented economic growth and stability, so as to be regarded as a generation that finds comfort with long term employment with one organization. This has provided them with a false sense of stability (Loomis, 2000).Their perceived working values emphasize on chain of command, teamwork, technically challenged, team work and loyal to employer As they born after War II, which they entered the economic boom era, Money and job security such as life time employment are definitely extremely important for them to sustain their living. In this regard, it is argued that Baby Boomers are easier to accept organizational change as their working value of chain of command which they tend to commit to the hierarchical order. Moreover, the inception of organization loyalty also attributes them to be more committed rather than resistant or any other negative reactions. (Hui-Chun, Yu and Peter Miller, 2003) Another neuropsychological research held by (Stanford University professor Laura L. Carstensen et al. 2000) on the relationship between age and emotional experiences found that the periods of highly positive emotional experience were more likely to endure among older people and periods of highly negative emotional experience were less stable. With age, older adults report relatively low levels of worrying (Sandra Hunt, Patricia Wisocki and Julianne Yanko, 2003), experience less anger (Schieman,1999), and have lower levels of emotional distress after natural disasters (Bolin Klenow, 1982-1983). The implication of these findings are older employees have better capability to regulate their negative emotions with organizational change and adjust themselves to adapt the environment.Employees adaptability has been seen a key attribute to a successful organizational change (Heslin , 2005). Compared with Baby Boomers, Generation X refers to those people who were born between 1965 to 1980. This generation of employee tend to more independent, self-motivated and self-sufficient (Loomis, 2000). This is because most X generations did not have enough of their family attention as children because their parent may have been single or working parents. X generations therefore became adaptive at handling things on their own and in their own ways. Their work value is perceived more on personal satisfaction, and their attitudes towards work are focus on flexibility empowerment, loyal to skills. (Hui-Chun, Yu and Peter Miller, 2003). Hence, when the change conflict with their own interest such as against what they used to do , their skills, or leave less empowerment to them, they will feel unmotivated towards to commit to the change. However, David J. OConnell, Eileen McNeely and Douglas (2004) argue that since Xers entered the workforce under the employment of deal, in which career planning and development are largely individual responsibilities and where the average worker can expect to make several changes during their working lives. In this regards, it seems like Xers are more adaptive to change. However, there are also many scholars debate the relationship between the age and the personal adaptability to change, such as Mirvis and Hall, 1996. Recent research held by OConell, McNeely and Hall, 2008 also support this assertion, reporting that age is limited measured as a categorical variable namely the characteristics about an individual . 2.2.2 Gender Although many literatures have acknowledged the impact of gender difference on the management practice, there had been little systematic attention focus on identifying the gender roles on effective change management relatively. Feminist perspectives have tended to highlight not only the impact of organizational change on womens relatively marginalized position but also the role of women in the change management (Melissa Tyler, 2005). Jamie L, Michael G and Homer Tolson (2005) research findings suggest that there is a difference between male and female executive of their emotional expressiveness, and women are regarded to process better skill at encoding and decoding emotions (Laura K. Guerrero and Kory Floyd, 2008). Emotions are intensive feelings that are directed at someone or something (Stephen P. Robbins and Timothy A. Judge, 2010). Goleman-the founder of emotional intelligence theory also mentioned that women are good at reading others feelings than men averagely in his book pub lished in 1995. The skills to encode and decode emotions generally have advantage to develop and maintain relationships (Laura K. Guerrero and Kory Floyd, 2008), because skilled encoders have ability to express their internal emotional state so that other people can decode their emotions more easily and accurately (Burgoon and Bacue, 2003). In this regard, the chances such as misunderstanding and conflict due to implicit or unclear message delivered or received prone to be decreased, the communication becomes more easily and effective. In many literatures, communication has been widely acknowledged as a useful approach to eliminate resistance to change. Therefore, women are deems to be more successfully engaged in change circumstances. Maddock (1999) added that Women focus on relational aspect of how to do things, while men tend to be expected to think what to do. It appears that women are emotionally discreet on how they are going to process the information, express and interpret their view points to react to change before making any decision. Combined with womens secondary position in labor market due to gender discrimination, especially in Confucian countries, in addition to their greater responsibilities in family and child care than men, which cause women are relatively powerless to challenge the situation (Melissa Tyler, 2005). Hence Melissa argues that women in change management appear to be positioned as performing an interpersonal function associated with safety; providing security in times of unexpected turbulence and anticipating. On the basis of these arguments, it seems that women tend to avoid conflict in working in this regard and to accept the change accordingly. 2.2.3 Personality Traits Some people are quiet and reserved, while others are aggressive and outgoing. Some people are trustworthy, some are not. People differ with each other in various dimensions as a result of different behavior and attitude towards things in personal life and working. The individuals differences are shaped by personalities (Stephen P. Robbins and Timothy A. Judge, 2010) Personality refers to the traits and characteristics that make individuals unique (Greenberg and Baron, 2002). The most frequent used definition of personality was produced by Gordon Allport nearly 70 years ago which he commented that personality is the dynamic organization within the individual of those psychophysical systems that determine his unique adjustment to his environment. Personality thus becomes an important reason mangers need to know to generate a view of employees likely behaviors and examine their coping reaction. Meselaar and Cozijnsen (1997) further highlighted the personality is a determinate of individ ual reaction to organizational change. Locus of control refers to the degree people believe their own behaviours determine what happens to them. People believes they have more control over their destiny are referred as internal, and people who believe they have less control over their life and the results are attributing to the will of God, or to the fortune of being born in the right social class or family are referred as external. At this point, it is suggested that people behave differently towards change. Wilson (1992) developed an approach referred as determinism to study change management portrays the manager and other organizational members as pawns affected by change rather than as agents who can initiate and secure change. Their ability to influence is limited because of the main determinates lie outside the organization. John Hayes (2010) argues that those who are overcommitted deterministic view of change may be inclined to believe that the locus of control is external to themselves and the organization and may therefore develop view that there is little they can do to influence events. Hence, people who think this way is less likely to attempt to adopt a proactive approach to the management of change than those who have more internal view about locus of control. 2.2.4 Educational Level Although there were not many literatures specifically emphasize the employees educational level to their resistance to organizational change, it is widely acknowledged (e.g.: George H. McCall, Karl E. Ristow and Daniel J. Cimini, 2004) that higher education improves employees personal management, time management, communication skills and problem solving skills. Higher education defined by Roberg (1987) refers to the instruction that was obtained at university or colleague. According to Thomas Kent Gaylor (2001)s research on 286 police officer from two North Texas Police department in 2001, result shows no significance relationship between the educational level and employees openness to change. However the limitation of his research was lack of variation in respondents education level. Nevertheless, the author believe that higher education of employees will be more likely to support and commit organization change with more positive thinking of why the change is needed, hence the resea rch intend to do further evaluation with different samples on the relationship of educational level to employee resistance to change since it is a logic factor that higher education equipped with employees more knowledge and broader thinking and believe, which reduce the tendency to be dogmatic and to be more creative. 2.3 Chapter Summary Chapter 2 of Literature Review has explored on the current literatures on employee resistance to change in terms of the natural, symptoms and reasons. The inevitable resistances from employee impulse the research to further find out the factors that affect employee resistance to change. The research noted many factors including communication process, employee participations, change facilitation process, employee motivation and quality of leadership, and lastly mainly reviewed the personal factors played consist of age, gender, personality traits (locus of control) and employee educational level influence various aspects from values and beliefs and emotions as a result of different behavior and levels of adaptability reacted to change After exposit the literature review of factors affect employees resistance to change, the paper will tackle the main objectives of this research. Starting with the description of research methodology, samples and limitation of the research, then paper will touch on the analysis part of the questionnaire, to examine the reflected results against with the literatures reviewed earlier on, so as to evaluate its universality of the factors in the sampling organization. Chapter 3- Research Methodology 3.1 Secondary Research The research was carried out at the beginning though a secondary research to review the current literatures on the areas of the study, which contains of the nature, symptoms and the reasons of employee resistance to change and the factors affect employee resistance to change from a more intrinsic view by looking at employee personal factors. The factors focus on the employees adaptability to change determined by age and gender, one dimension of personality traits -locus of control, and employee educational level. The information is collected from textbooks, journals and articles from reliable and creditable online Journal Publications, National Library and Campus Library. 3.2 Primary Research In order to evaluate the factors been presented in literature review, the research will primarily employ questionnaires as the main methodologies for information gathering. The questionnaire will be carried out with various employees working in a large organization. The methods allow directly and original information to be gathered from participants. Questionnaire results are to be consolidated, and will be analyzed using various questionnaire analyze techniques, to interpret the data. The main reason of using questionnaire and interview is because data is collected directly from specific target respondents. Interviewers have the ability to ask extra intensive questions of the respondent concerning survey responses. 3.2.1 Research Samples The research was conducted using data collected from a large size agribusiness organization located in Singapore, mainly doing palm oil plantation and trading. The reason of choosing this organization is because it is currently undergoing turbulence and change on merger with one small size palm oil trading company and one ship chartering company. And it also has experienced many merger and change in the past. Therefore the target samples of the questionnaire participants in the organization must have many varies views on organizational change to enable the research generate more practical reflections from employees perspective on organizational change and change effect on them, aims to evaluate the universality application of all those factors on employee resistance to change presented in literature on the target sampling. The questionnaire attempt to invite 150 employees in this organization from four departments who are affected by the merger plan, respectively 25 employee from IT department, 35 employees from logistic department, 25 employee from finance department and 65 employees from operation department. 3.2.2 Limitation of This Research During the research, data collected could be deviated due to limitation in the research methodology as follows: Data may not represent the entire population due to the limitation of sampling size As the four department employees may experience different kinds of minor changes in their department respectively, whether the change offend their interest or not might bring subjective bias towards their response to the questionnaire, hence the accuracy of data collected will be deviated. Respondent who experience the past organizational change may bring different perceptions towards new change. The choice of the question may limited respondents response. 3.3 Chapter Summary Chapter 3 presented the methodology of this research which employed on secondary research to review the current literatures on the area of the study, and also the primary research using questionnaires to collect data. Research Samples chosen was a large agribusiness organization who is experiencing turbulence and undergoing merger and work structural change. The limitations of the research were also discussed including the sample size, respondents bias, past organizational change experience as well as the choice of questions may also affect the accuracy of the survey result. Next chapter will touch on the research result analysis and discussion. Chapter 4- Result Analysis and Discussion The questionnaires were distributed to 150 employees in IT, Logistic, Finance and Operation department respectively as planned in Chapter 3, the responding rate is about 76%, namely 114 employees attend the questionnaire. Following are the result of each factors being tested. 4.1 Age The research finding on age factors shows that respondents in different age group perceived change differently and appears with different level of resistance. In contrary with literatures presented earlier on demonstrating age have negative relationship with organizational change where people are more emotional stable and adaptable to organizational change as they age. Instead, the result shows that in the age group of 20 to 65+, employees are more resistant to change as they age; an interesting finding is that for employees aged below 20, whom were surprisingly scored higher marks on resistance. Figure 4.1.2 shows details of scores on resistance in each age group. Figure 4.1.2- Age group vs Resist to change score The possible causes lead to this result might because when younger people firstly enter the workforce with no experience and lower educational background, they are uncertain about their skills and abilities. They may behave self-concerned and less flexible dealing with working matters, and not mature enough to regulate their emotions as they are undergoing a transition from childhood to adult, school life to working life with increased responsibilities, time is needed to help them accept such big changes and adapt themselves in the new environment. As they age and become more mature, they seek for competence, career movement and relationship, they are more flexible and motivated to change themselves in the organization to achieve their objectives. As time goes on, they feel tired and queried about what supposed to be. They are loyalty to their skills and fear losing it in the future. Stability, job security and sense of seniority may become the main values after they age 46. Hence th ey might act more resisting to change as demonstrated in below figure. Super (1980)s Life Stage Theory displayed some common characteristics against to the above analysis and assumptions, which the author would like to research further. 4.2 Gender Out of total 114 respondents, 78 are women, and 36 are men, most of men respond strongly agree that organizational change is necessary and beneficial, and express their willingness to take challenges. Although there is no strong evidence to show that women are more resistance to change, most of women strongly agreed with the statement that when things are not going as plan, they tend to feel stress and if there is significant change regarding the way things are done, they would probably feel stressed. At this point, the research result suggested that women tend to be trapped in stress situation more easily than men. Hellriegel, D. Slocom, J. W., and Woodman, R.W.(2001) has pointed out that organizational change can be viewed as greatest source of stress on job and perhaps employees life. Stress cause low morale, high desertion rate and consequently reduce in job satisfaction and organizational commitment. The women research samples in this study reflect lower ability to regulate stre ss in working and life that affect their job performance. When organizational changes go against their interest, plan or principles, family life, it easily get women feel stress emotionally and potentially raise their resistance level which can be described as unconscious covert resistance (Marc Maltz, 2008) whereby employees are unaware of their resistance to change. Such symptom as mentioned in Chapter 2 is difficult to recognize and manage. The result urges the management to recognize gender-related problems in the organizational process. The implication of the result underlines the importance of evaluating and managing performance between women and men employees in implementing change. 4.3 Locus of Control Figure 4.3.1 shows the relationship between Locus of Control versus Resist to Change scale. The extent of Locus of Control are divided into 5 category based on the score respondents received on answering 10 specially designed question (Q7-Q16) catered to identify the individual level of locus of Control. For each correct answer that suggested Internal Locus of Control, the participant are give 1 point, the end results are totaled up with a formula (N/10)x100. The result are categ

Does religion cause war Essay

War is an organized and often prolonged conflict that is carried out by states or non-state actors. It is generally characterised by extreme violence, social disruption and economic destruction. War should be understood as an actual, intentional and widespread armed conflict between political communities, and therefore is defined as a form of political violence or intervention. The set of techniques used by a group to carry out war is known as warfare. An absence of war is usually called peace. A religion is an organized collection of beliefs, cultural systems, and world views that relate humanity to an order of existence. Many religions have narratives, symbols, and sacred histories that are intended to explain the meaning of life and/or to explain the origin of life or the Universe. From their beliefs about the cosmos and human nature, people derive morality, ethics, religious laws or a preferred lifestyle. According to some estimates, there are roughly 4,200 religions in the world. Today we have invited our special guests of panel to discuss about the topic â€Å"Does Religion Cause War†. To discuss about the Does religion cause war? On this planet Earth, there have been many wars fought over many different things. They can range from freedom, oil, and religion. There were many wars fought over religion. For example, the thirty years war. The thirty years war was one of the major wars fought over religion. It was mostly fought in what’s now Germany. The thirty years war was one of the absolute longest and most destructive, and brutal conflicts in European history. The war was mainly between Protestants and Roman Catholics; although, this eventually turned into a war including most of the European powers. The major effect of The Thirty Years War was destroying entire regions. In Germany, the disease and famine greatly decreases population, while bankrupting most of the combatant powers. Although the regiments within each military were not strictly mercenary in that they were not guns for hire that changed sides from battle to battle, the soldiers that made up the regiments for the most part probably were. Another example of a war fought over religion was the Crusades. The Crusades were some of the most famous wars, and fought over religion. The Crusades were a series of wars blessed by the Pope, and Catholic Church. Their main goal was to regain Christian access to the city of Jerusalem, and holy places around it. The Crusades were actually originally launched to repel the expansion into Anatolia. Several hundred thousand soldiers became Crusaders by taking vows; the Pope granted them plenary indulgence. Their emblem was the cross, â€Å"crusade† is derived from the French term for taking up the cross. Many were from France and called themselves â€Å"Franks,† which became the common term used by Muslims. The term â€Å"crusade† is also used to describe religiously motivated campaigns conducted between 1100 and 1600 in territories outside the Levant usually against pagans, heretics, and peoples under the ban of excommunication for a mixture of religious, economic, and political In the eyes of many, religion is inherently conflictual, but this is not necessarily so. Therefore, in part, the solution is to promote a heightened awareness of the positive peace building and reconciliatory role religion has played in many conflict situations. More generally, fighting ignorance can go a long way. Interfaith dialogue would be beneficial at all levels of religious hierarchies and across all segments of religious communities. Where silence and misunderstanding are all too common, learning about other religions would be a powerful step forward. Being educated about other religions does not mean conversion but may facilitate understanding and respect for other faiths. Communicating in a spirit of humility and engaging in self-criticism would also be helpful. In recent times further back in history to Hinduism or Judaism along with other religious beliefs. During the same time period there have also been a large number of wars and battles between countries. Many argue that politics are the causes of these wars; however others claim that it is religion which is the main reason. Religion has had a large influence on many conflicts in the past. While some argue that religion is the cause of wars, it is inconclusive whether war would or would not exist if there was no such thing as religion. Some would say The Crusades are a major example of religion causing war. From the 11th century to the 13thcentury Christian states in Europe launched what are sometimes called Holy Wars against Muslims in the East. These wars centred on the city of Jerusalem which held a Holy significance in the Christian world. However when 3000 Christians were massacred, this began the ‘retaliation’ and therefore the beginning of The Crusades to release the Holy City of Jerusalem from the rule of Muslims. In this example, religion has clearly caused The Crusades as there would not have been any war if the city of Jerusalem did not have Christian significance. However, a contrary argument to this would be that it was the massacre of 3000 Christians which caused The Crusades to begin and not because of differing religious beliefs, although it is unquestionable that religion played a major part in the beginning of the Crusades as the massacre may not have taken place without a religious background. As the argument for religion causing war heavily outweighs the opposing argument, in this context it is fair to say that using this example, religion does cause war. The Israel-Arab wars from 1948 to the present day are often seen as wars over religion. In fact, they say, they have been about nationalism, self-defence or the liberation of territory. So why is religion a factor in war at all when all the main faiths have little time for violence and advocate peace? Because, it is suggested, leaders use differences over faith as a way of sowing hatred and mobilising support for political wars. As the American civil war leader Abraham Lincoln put it almost 150 years ago: â€Å"The will of God prevails. â€Å"In great contests, each party claims to act in accordance with the will of God. Both may be, but one must be wrong. â€Å"God cannot be for and against the same thing at the same time. â€Å"

The Ethics Case Study Assignment - 1343 Words

er Ethics Case Study Assignment 1. Overview Of the Corporation: †¢ WorldCom is a company built on telecommunications in the United States. WorldCom was invented in 1963 and the MCI WorldCom was established in 1998. During the 1990’s, WorldCom was a fast growing company in terms of their telecommunication services. The company started to supply long distance calling in 1983 and was considered the fourth best phone providing business. It was very effective due to the quality and quantity of services they provided such as internet, data and other telecommunications. In 2002, WorldCom was able to achieve the second largest phone provider until a severe conflict appeared. The problem involved such accounting scandals which were unethical†¦show more content†¦However, the operating expenses account on the balance was not subtracted by the revenue and was recorded to the capital account. †¢ The effect on the company was they went under bankruptcy. The company being at the second best position lost its rank and basically fell under a dark whole. They had to pay many debts such as paying $750 million dollars to the company called security and exchanges and also stocks to the MCI. They also had to refine $30 billion in debt, and were competing over this amount due to the high value. This affected investors because it had an impact on their money (they also went under loss). It took the people 3 years to find out about the accounting scandals of WorldCom. From 1999 to 2002 their unethical accounting actions were recorded and these eventually lead to many consequences. The company was able to hide their scandals by keeping their expenses concealed; increasing/raising their bank amount rates and displaying false profit values lead by the CEO’s. 3. Relate to GAAP’S: †¢ The accounting gaps that were affected were the matching principle and the revenue recognition principle. 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