Applied management project Dissertation Example | Topics and Well Written Essays - 14250 words

Applied administration venture - Dissertation Example Organizations can attempt to catch piece of the pie from remote shores so as to have the option to extend without the dread of being victimized outside or nearby partners (Hoekman 2001). All things considered, there stays significant reactions due to the breaches of the association have adversely affected some creating countries. Notwithstanding, the extent of the worldwide commercial center makes it hard to oversee. With the open doors introduced by the WTO, the organizations would then be able to turn their sights on these business sectors and the conceivable dug in rivalry that they may confront. Subsequently, there is the criticalness to have the option to enter quickly just as to manage the item in this exceptionally basic stage (Robertson 1993). Likewise, organizations would do well to have the option to have the option to improve so that they can catch and hold piece of the overall industry. To do as such, it is appeared in the paper that it is imperative to consistently consi der the market while enhancing their items (Karr and Gabrielson 2007). Foundation, Aims and Objectives The worldwide economy has incredibly profited by the expanded exchanging exercises that have been fuelled in terms of professional career progression. Henceforth, there are numerous organizations that have attempted to take on the difficulties and have the option to get into the various nations and catch the interest of their separate household markets. This reinforcing of the worldwide exchanging framework has additionally extended the worldwide commercial center where organizations can approach various zones where they can sell their products just as have the option to upgrade their creation abilities. Note this has been upheld extraordinarily by the counter separation standards of the Most Favored Nation (MFN) rule just as the National Treatment rule which has empowered the various organizations from various nations to have the option to have reasonable treatment (Hoekman 2001). All things considered, there are reactions of the worldwide exchange association. Actually, Rose (2003) even affirms that the WTO doesn't generally add to the developing exchange between countries. Moreover, there have additionally been claims that the association is just a pawn utilized by rich and amazing nations and organizations to propel their self-serving premiums and have the option to exploit the assets from different nations. Likewise, there have additionally been clashes that have interfered with approaches from various countries with those of the WTO. Among these have been the work approaches and the now progressively squeezing natural strategies. Through the previous decade, there has been expanding attention with the impacts of an Earth-wide temperature boost. Thus, various nations have been developing progressively worried about the need to ensure the earth and relieve the effect of contamination in the earth. Accordingly, there have been expanding guidelines that var ious organizations must stay so as to diminish their carbon impressions. In any case, there is the hazard that these approaches might be deciphered as protectionist in nature as opposed to as a security for nature. Then again, there have likewise been decisions for exchange that has earned the wrath of preservationist bunches that have affirmed that the association was preferring private enterprise over the need to ensure the earth. It is essential to recollect however that exchange must have the option to advance manageability while nations should moreover guarantee that they submit to the different understandings from the exchange adjusts that has

Marketing and New Product Essay Example for Free

Promoting and New Product Essay Situation 1: Clean Edge Razor: Splitting Hairs in Product Positioning depiction Following three years of improvement, Paramount Health and Beauty Company is getting ready to dispatch another innovatively progressed vibrating razor called Clean Edge. The imaginative new structure of Clean Edge gives predominant execution by invigorating the hair follicles to lift the hair from the skin, considering a closer shave. The organization has just chosen to bring Clean Edge into the mens advertise where it has a solid nearness. Jackson Randall, the item director for Clean Edge, battles with how best to situate the item for the dispatch. One methodology is to discharge Clean Edge as a specialty item, focusing on the very good quality market of critical custodians searching for unrivaled healthy skin items. Another methodology is to discharge the item into the exceptionally serious standard razor showcase where the item can be situated as the best razor accessible. Randall meets inward protection from the standard procedure from the item director for the companys current, however maturing, standard razor items and he should think about the impacts of cannibalization in his arrangement. Randall must suggest an ideal methodology and give supporting financial investigation of his decisionnot only for Clean Edge, yet for its impact on the whole organization. Learning objective: Investigate issues related with vital item situating. Audit new item improvement process and comprehend the significance of assessing item organization and item showcase fit in evaluating new item openings. Comprehend the significance and promoting ramifications of deciding if another item is a major forward leap or a basic line augmentation. Subjects secured: Advertising technique; New item showcasing; Product situating; Benefit examination; Quantitative investigation Setting: * Geographic: United States * Event Year Begin: 2010 Situation 2: Culinarian Cookware: Pondering Price Promotion portrayal Subjects Covered: Price Promotion, Pricing Policy, Consumer Marketing, Profitability Analysis, Retailing, Sales Promotion, Distribution Policy, Brand Equity, Trade Relations, and Product Management. In November of 2006, senior officials at Culinarian Cookware were discussing the benefits of value advancements for the companys premium cookware items. The VP of Marketing, Donald Janus, and Senior Sales Manager, Victoria Brown, had various perspectives. Janus felt value advancements were superfluous, conceivably harming to the brand picture, and perhaps energized retailer storing; Brown accepted the advancements reinforced exchange support, improved brand mindfulness, and animated deals from both new and existing clients. The issue was confused by a specialists investigation of the organizations 2004 value advancements which reasoned that these advancements negatively affected benefits. Janus confided in the outcomes, however Brown, accepting the examination suppositions were defective and required further investigation, suspected the advancements had really delivered positive outcomes. The squeezing choice is whether to run a value advancement in 2007 and, assuming this is the case, to figure out what product to advance and on what standing. The more extensive issue is the thing that technique Culinarian should seek after to accomplish deals development objectives, and what job, assuming any, value advancement should play. Subjects Covered: Price Promotion, Pricing Policy, Consumer Marketing, Profitability Analysis, Retailing, Sales Promotion, Distribution Policy, Brand Equity, Trade Relations, Cookware Learning objective: 1. Investigate the dangers and chances of value advancement as a key and strategic promoting apparatus. 2. Through quantitative examination, assess the monetary effect of a value advancement utilizing diverse expense and deals presumptions. 3. Build up the subtleties of a value advancement arrangement reliable with by and large promoting goals. Subjects secured: Brand value; Consumer showcasing; Pricing strategies; Profitability investigation; Sales advancements; Small medium-sized undertakings Setting: * Geographic: United States * Event Year Begin: 2006 Situation 3: Metabical: Positioning and Communications Strategy for a New Weight Loss Drug (Brief Case) depiction Themes incorporate Consumer Behavior, Marketing Communications, New Product Launch, Product Positioning, and Push/Pull Marketing. This case can be utilized independently or related to Brief Case #4183, Metabical: Pricing, Packaging, and Demand Forecasting for a New Weight Loss Drug. Cambridge Sciences Pharmaceuticals (CSP) expects last endorsement for its progressive weight reduction sedate, Metabical. Metabical will be the main weight reduction tranquilize with FDA endorsement that is likewise clinically demonstrated to be successful for modestly overweight individuals. Barbara Printup, Senior Marketing Director for CSP, must build up the situating technique and showcasing correspondences plan in anticipation of the dispatch of the new medication. Printup must consider the customer dynamic procedure and the collaboration between the buyer who buys the medication and the social insurance supplier who endorses the prescription. Regardless of promising clinical investigations and customer examine, poor situating of the medication in the profoundly serious market for weight reduction arrangements could spell fiasco. Understudies break down statistical surveying information and consider the ideal situating system and showcasing correspondences program. Learning objective: Understanding the chain of importance of-impacts, the dynamic unit, the dynamic procedure, and push versus pull interchanges. Recognizing systems for portioning, focusing on, and situating new items. Understanding the basic components of an advertising interchanges program. Subjects secured: Customer conduct; Marketing correspondences; Product presentation Setting: * Geographic: United States * Industry: Pharmaceuticals * Event Year Begin: 2008 Situation 4: Reed Supermarkets: A New Wave of Competitors portrayal Reed Supermarkets is a top of the line grocery store chain with tasks in a few Midwestern states. Meredith Collins, VP of advertising, visits stores situated in Columbus, Ohio, a significant area with the biggest market and the best effect on income development. She is worried about expanded rivalry from dollar stores and restricted collection stores offering extremely low, engaging value focuses. Reeds statistical surveying shows that because of the monetary downturn, client dedication is waning and customers are happy to go to different stores to get the best arrangements. Collins must conclude whether to change the present promoting and situating plan with an end goal to build piece of the overall industry to meet testing corporate targets. Her alternatives incorporate withdrawing from value rivalry and concentrating on quality or grasping increasingly private-mark marks and contending all the more forcefully on cost. She can likewise keep up the present situating and request to c lients searching for a quality shopping experience. The case contains a certain quantitative task that educators can accentuate to the degree they pick. Learning objective: Investigate components of showcasing technique, advertise division, item separation, and item situating for a retail association. Investigate and separate among clashing key points of view. Comprehend the pattern of retailing, which recommends that new retail locations normally develop from low-value, low-overhead stores to become upscale retailers offering extra administrations and product offerings. Subjects secured: Serious procedure; Consumer promoting; Market situating; Market division; Showcasing methodology Setting: * Geographic: United States * Industry: Supermarkets * Event Year Begin: 2011 Situation 5: TruEarth Healthy Foods: Market Research for a New Product Introduction (Brief Case) portrayal Points secured include: shopper promoting, statistical surveying, new item presentation, and quantitative investigation. TruEarth Healthy Foods, a creator of gourmet pastas, sauces, and dinners, needs to expand on its fruitful presentation of new entire grain pasta by presenting a comparable item idea for pizza. In an undeniably serious market, TruEarth is centered around beating its opposition and needs to act rapidly and conclusively. The organization conducts broad statistical surveying, first utilizing center gatherings to test the idea and afterward catching up with bring home preliminaries. Going about as brand supervisors, understudies must finish a quantitative examination of the accessible information to extend the business volume for pizza and afterward conclude whether to put up the new item for sale to the public. Learning objective: 1. Comprehend the presumptions and methods for assessing markets and anticipating deals 2. Examine and decipher information to conclude whether to put up another item for sale to the public 3. Perceive the significance of saw an incentive to customers for another item as contrasted and existing items 4. Comprehend the confinements of settling on choices dependent on investigate and accessible information

Mind mapping of a Job Interview Process an Example of the Topic Psychology Essays by

Brain mapping of a Job Interview Process A prospective employee meeting is a burdensome and unpleasant procedure that many activity candidates experience. Normally individuals get ready for a prospective employee meeting. In this way, mind mapping the procedure that an individual will experience during a prospective employee meet-up, which incorporates: how to get ready for a meeting, how to dress for a meeting, what to do the day of the meeting, how to behave during the meeting, subjects that can be examined during a meeting, and what to do after a meeting; permit an individual to get a firm handle of what should be done and said so as to ideally get the ideal occupation. Along these lines, a psyche guide will empower individuals to know the fitting behavior and peculiarity that are normal during a prospective employee meeting, which can assist them with standing apart from the remainder of the other activity candidates competing for a similar position. Need exposition test on Psyche mapping of a Job Interview Process point? We will compose a custom exposition test explicitly for you Continue Students Frequently Tell EssayLab experts: Idon't have any desire to compose my paper. Since I don't have the opportunity Exposition author experts propose: Winning Academic Essay Writing Delivered On Time Custom Writing Reviews Online Paper Writing Service Custom Writing Service Write My Paper For Cheap Thusly, in this example, it is pertinent for a psyche guide to be utilized as a visual guide or portrayal that separates the prospective employee meet-up procedure and makes it straightforward for a person to see all the important parts that makes a prospective employee meeting effective. Likewise, a psyche map lets an individual rapidly distinguish and comprehend [a certain topic] and the route snippets of data fit (Mindtools, 2008). Therefore, data that an individual has recorded and deliberately sorted out can be assessed for its significance and be put into point of view. Another reason for a brain map is to summariz[e]and clarif[y] [ones] contemplations (Mind map, 2008). Likewise, a brain guide can be viewed as a kind of daily agenda and registration to decide whether an individual has neglected any vital subtleties that the person should deliver or go to before the prospective employee meet-up. Consequently, it shows data in a way that is anything but difficult to recollect and snappy to survey (Mindtools, 2008). Henceforth, for an individual in a hurry, mind maps empower them to re-hash data rapidly. Subsequently, an individual can take a look, hopping right to the part [he or she] needs to discover or know (Codswallop, n.d). At long last, by putting the prospective employee meeting process down, steps that should be taken gets unequivocal and concrete. It is likewise critical to realize that language, which is basically imparted by talking, has a tremendous influence in the prospective employee meeting process. The explanation is language speaks to reason and passes on goal (Sign, 2008). What's more, the prospective employee meeting process obviously represents this. This is on the grounds that when an individual is being talked with, whatever the candidate articulates just shows their craving to land the position. In this way, even the arrangement and outfit that is picked to be worn during the meeting implies a planned reason, which for this situation is to at last land the activity. While the questioners expectation is to see whether the candidate is the most qualified individual for the position. Likewise, signals and acts-which incompletely establish semiotics-being made during a prospective employee meet-up process demonstrates the presentation of a custom. From the second the candidate strolls in the prospective employee meet-up, to the strong handshake being stretched out to the questioner, to the eye to eye connection that is continually being made and the straight stance just as sure outside being displayed speaks to a custom that individuals perform every day. These demonstrations will be deciphered as needs be by the questioner to check a people capability. In this way, each demonstration being made in an employment form process serves to pass on a particular, positive significance. Furthermore, the significance behind language and signals is the thing that Saussure centers in his investigation of semiology (Making feeling of media, 2004). It is evident that activity candidates need to do their absolute best. Hence, by getting ready for the prospective employee meeting, dressing the part, and acting properly during and after the meeting demonstrates that they need to be certain beyond a shadow of a doubt that they are doing what they should so as to be picked among different candidates. Regardless, there are various types of psyche maps accessible. For me, the structure of my brain map depends on the way that I need data to be sorted out in an obvious manner that is straightforward. Hence, I ceased from utilizing strange pictures and images. Hence, I picked a straight line that goes one way either sideways, upwards or downwards. This is provided that I utilize squiggly or surprising lines, the connection between every thought and subheadings may not be obviously unmistakable. Besides, I picked a crate to encase the principle thoughts since it makes it simpler to concentrate on them. This is on the grounds that the words are contained rather than dispersed, which will be the situation on the off chance that I would have utilized an alternate type of portrayal. I additionally numbered the principle thoughts to show that there are sure strides to the prospective employee meet-up process. Thus, one pursues the other. Likewise, I ensured that the space between the primary thoughts and sub-headings are far separated from one another with the goal that I won't have them stirred up. The equivalent goes for the subheadings themselves, which have huge spaces between them. At long last, the particular hues credited to every primary thought and sub-heading further delineate their peculiarity. Book index Codswallop. Utilizing Mind Maps for Creativity, Note-Taking and Productivity, 2008, recovered 8 March 2008, http://www.cogniview.com/convert-pdf-to-exceed expectations/post/utilizing mind-maps-for-imagination note-taking-and-efficiency/> Components of Semiology, n.d., recovered 9 March 2008, http://www.marxists.org/reference/subject/reasoning/works/fr/barthes.htm> Comprehending media, 2004, recovered 9 March 2008 http://www.blackwellpublishing.com/content/BPL_Images/Content_store/Sample_chapter/9781405120166/Berger_sample%20chapter_Making%20sense%20of%20media.pdf> Psyche Map, 2008, recovered 8 March 2008, http://en.wikipedia.org/wiki/Mind_map> Mindtools. Psyche Map, 2008, recovered 8 March 2008, Sign (semiotics), 2008, recovered 9 March 2008.

Organizational Redesign at BPCL The Challenge of Privatization - Free Essay Example

The assignment focuses on the outcomes of the study of the module-Organizational Behaviour which deals with the importance of the organizational principles in any company linked to its success in long run. I have focused myself to study the Case of BHARAT PETROLEUM COMPANY LIMITED in reference to change of organisation structure bringing in success. Though the objective of the study is to analyse the organisation in the context of dynamics of change affecting its very functioning with respect of organizational issues, the limitation of the study is inability to take up all issues considering organisation behaviour. In 1952 two different companies Shell Petroleum Company and Burmah Oil Company, UK signed an agreement with the Indian Government to prepare a new refinery in Mumbai and the name of the refinery was Burmah Oil Refineries Ltd. In 1957 it started and worked in a proper flow, In 1976 Indian Government changed their policy and nationalized the petroleum industry. Indian Government acquired the complete equity in Burmah Oil Refineries Ltd and changed from Burmah Oil Refineries Ltd to Bharat Refineries Ltd. In 1977 the Indian Government again changed its name to Bharat Petroleum Corporation Ltd. (BPCL). Industry Environment Indian governments acquired BPCL in 1970 in the act of nationalisation arrangement of Indian governments. In 1991 It was monitored and under the supervision of government till economic reorganizations. Government monitored the all the expenses, raw materials and the end products purchase and selling price, manufacture capacity, uses of the raw materials, circulation, and what is the return on investment were monitored by the government. Three main combined marketing and purifying companies were there at that time and many small and independent companies were supplying their product to these companies. Government improved their strategy for work and enlarged the distribution network in all over the country, like setup new retail outlets to reduce the competition along with their competitor. Privatization As a part of the ongoing economic reforms the government was actively pursuing privatization of the public sector companies. A couple of senior managers state Privatization is a slight that will happen. One cant bother too much about the future without knowing what is going to happen. It is inevitable and we cant do about it. We dont know what will happen to BPCL and us. Tomorrow we may not exist as BPCL. We might become a part of Shell or Reliance or some other organization. The impeding competition as well as the uncertainty of existence in the present form created anxiety in the organization across all levels. Some considered it to be an opportunity where as others considered it as a let down by the government and the organization. The organization initiated numerous changes in order to transform itself to face the future competition. Initiation of the Restructuring Process The initiation for restructuring the organization was by the personal initiative of the CMD Mr. U Sundararajan. He had earlier been appointed by the government to study the petroleum industry in other countries as a preamble for deregulation. He had formed a cross well-designed team for studying the effectiveness of the models followed by different countries. Mr. Sundararajan and the team studied more than two hundred books and numerous articles on deregulation, oil industry and best practices. Mr. Sundararajan realized the inability of his organization to compete with MNCs with deregulation. He started the reorganization process through discussions with the top management, the board and the government The path which BPCL LTD choose to face the competition and initiatives taken in terms of organizational Behaviour has been assessed in this assignment. For the purpose of analyzing the focus was laid down on key aspects of organization behavior which are organizational struc ture, change of team and organizational culture and climate in terms of Coaches of Organizational Learning which can be correlated to the case. Coaches of Organizational Learning Consultants from Innovation Associates (a subsidiary of ADL) initially trained a group of trainer in systems idea and organizational education. A team of around thirty full time coaches and more than sixty part time coaches were trained in turn by these. These coaches conducted two programs namely Visionary Leadership Planning (VLP) and Foundations of Organisational Learning (FOL). More than six hundred managers have undergone VLP and more than five thousand management and non-management staff have undergone FOL. VLP program is designed to help teams clarify and understand reasons for their unique existence, co-create team aspirations, realistically assess current reality and formulate a Strategy to cover up the gap. The teams identify High Leverage Results they are passionate about and assign responsibilities to a few members with the whole team agreeing to support the process. FOL program is designed to create a common language of learning in organizations. The coaches were instr umental in creating a non-threatening atmosphere for change and also in providing the inputs on systems thinking and learning organization, enabling effectiveness of the various task forces empowered for quick result changes. One of the trainer states We have applied for instructor education with skeptism. We later realized the importance of systems ideas and organizational education. The first program was a mind opening experience. The inputs on functional silos reflected our organization. Now we are hardcore followers of systems ideas. Communication Communication played a important role during out the change process. A bulletin was promoted that provided usual updates to the whole organization about the visioning exercise, the assessment of current reality, status of the quick fix opportunities and the new structure. In every stage the break through teams had a high level of interaction with the concerned divisions. The informal channel of communication was also taken care of by including community from all realistic constituencies in the change break through teams. A top down approach was used to communicate the change plan with help from the break through team members. One CUSECS member reiterates Communication played a fundamental role in CUSECS project. The common updates through the newsletter and informal communication through the members to their parent departments was useful in updating the whole organization quickly. We identified enablers in each department, people who are opinion shapers and we particularly e mbattled them. We convinced them first and then asked them to communicate to others about the change Top Management Involvement The CMD was occupied throughout the reorganization process. He communicated his hold to the change activities by personal involvement, and regular appreciation to the change management team and the particular task forces. He played the role of a mentor to the team members. He also interacted with a large number of employees during the visioning, assessment and finishing point stages. Young managers recount stories of his support to the change team, where he gave total freedom to come up with creative ideas and safe guarded them from backlashes from well-known constituencies. Mr. Sundararajan recalls In the prime period I talked to lots of group of people regarding the need for reorganization. The leader has to act not just talk. Lip service will not work for long. If individual says one will take of care of the subordinates then one has to when something happens Change Opportunities for Quick Results During the assessment process, the break through teams identified many opportunities where small changes were likely to produce foremost results. Special task forces for working on the identified opportunities were created and started working in equivalent. The job forces were provided with adequate training and were in constant communication with the break through teams. At one point of time there were more than six hundred task forces working across the organization on thousands of opportunities identified in the change plan. Market study, brand building, packaging, operational efficiency of plants, correct quantity and quality of products, cash collections, and safety are some areas where task forces worked to produce quick results. Creating a Shared Vision The visioning exercise was conducted to develop clarity and common understanding about the potential of the association. The visioning work out started with the panel. The exercise was extended across the company in a escalation approach flowing from the top management to the junior management facilitated by internal experts trained particularly for the same. The core of the vision as articulated by the organizational members across the organization is given below. Be the BEST Establish first class brands and Make the workplace exciting corporate image Improve boundary management Excellent customer care and service Fulfill social responsibilities, to Go for excellent performance and ethical operational efficiency Apply the best technology. Make people a source of improvement Make systems strong and dynamic. Below figure elaborates the nine broad themes in the shared vision of BPCL. The visioning exercise provided an opportunity for articulation of the aspirations of the people. The process brought the whole organization out of lethargy, and increased the energy levels and expectations on persons, teams and the company. Since the vision was iterated throughout the organization, there was greater buy in for the change. One of the managers states We were all amazed that the vision was so much in unison across the organization. It clearly stated that people had great aspirations but never expressed them. This exercise made us realize the possibilities for the future of BPCL. Change Plan Based on the inputs from the shared vision and current reality, a workshop was conducted to develop a change plan. The change plan came to six volumes with over one thousand and six hundred pages. The change plan included the Organizational assessment Well defined corporate values Vision articulated in terms of critical business processes, and Areas of change to achieve the vision Organizational Assessment Current Reality Based on the initial diagnosis by the CUSECS team and the visioning workshop for top management, it was decided that an organization wide assessment exercise would be conducted simultaneously with the shared visioning exercise. Six break through teams were formed. The teams were responsible for assessing the organizational reality in terms of Marketing, Lubricants and Refining Support services and management Logistics processes LPG. The marketing team looked at the customer management processes, product management processes and execution management processes. The refining team compared the effectiveness of the refinery; lube oil processing and LPG plants with the best international players taking into account the machinery age and technology employed. Various performance parameters like crude acquisition, energy consumption, and capital expenditure were assessed. The logistics team also looked at the existing logistics infrastructure, economics of supply and distributio n, opportunities for cost reduction, supply points vs. consumption centers, impact of taxes and duty, and comparison with benchmarks and competitors. The LPG team compared the LPG marketing with that of the international and local competitors. The customer base, pricing policies, interface between the customer and marketing and future plans were critically reviewed. The lubricants team analyzed the organizational competitive position in comparison to the competition. It also looked at the packaging, pricing, branding, trade channels, the existing joint venture arrangements, and future plans. The team responsible for support services and management processes evaluated the human resource practices (for example work culture, HR processes, training and development, and appraisal and compensation), the information systems (for example use of different software packages, integration and use of IT), and accounting practices in terms of clarity, speed and cost. The break through te ams also assessed the organizational structure in terms of roles and responsibilities, levels and accountability, human resource development in terms of training, appraisal and compensation. Each team interacted with all the stakeholders concerned including the unions, suppliers, distributors, customers, financial institutes, local communities, government officials, and so on. Assessment was carried out in a non- threatening manner, with constant and rich communication of the activities carried out by the break through teams. The assessment exercise created an internal environment for change. The organizational assessment exercise found the following Collective dissatisfaction with the status quo Low customer focus and customer orientation Huge gap between the vision and capabilities to achieve it, and Many opportunities for quick improvement Change Team A change team was formed with twenty-two managers nominated from various functions across levels. The team size grew to thirty as the project progressed. The team members had varied performance records, educational qualifications and experience. The CMD did not believe in giving importance to those with higher degrees over others. His philosophy was to provide an opportunity to average people in an empowered and enabled environment to achieve great results. Mr. Sundararajan says Initially when we formed the change team I asked for nominations from various departments and they nominated all kinds of people. I did not nominate the best mangers in BPCL because I have observed many times in my career, if people are given the right environment and opportunities they would rise up to it. And my faith was not misplaced. These youngsters did a wonderful job. The change project was titled CUSECS for Customer Service Customer Satisfaction. The consultant ADL trained the CUSECS team. The training included topics like negotiations, interpersonal effectiveness, presentations, systems thinking, and best practices. The CUSECS team was provided with all the information and support required to develop skills in diagnosis, change strategy formulation, organization design, and implementation. Those who could not take up the huge workload and stress were requested to leave and join their parent departments. The team conducted a short diagnosis of the organizational issues with facilitation by consultants and made presentations to the top management. One of the CUSECS team members state: We were initially frustrated and unable to understand why ADL wanted us to think through everything ourselves, rather than telling us what is best. Later, we appreciated their approach in enabling us to think and decide for ourselves what is best for the organization. We were trained exhaustively starting from presentation skills, negotiation skills to systems thinking and so on. Designing the New Structure There was a clear consensus among the change management team, top management team and the consultants that the functional structure would not be able to sustain initiatives taken to create the customer centric organization. The obvious solution was to create customer centric strategic business units (SBUs). The change management team with assistance of the consultants considered various options. The redesign process took about a month. The CMD was personally involved in this. To prevent any interference from day to day activities he officially took leave and was present as a resource person. The change team discussed the various choices in structure with all the stakeholders. There were apprehensions among senior managers regarding the new structure and no consensus emerged on the new structure. Politicking and power plays were observed, with each function trying to retain the existing status in terms of power and control. Finally the CMD personally called for a meeting of the func tional heads and other senior managers. Asking the group to discuss, negotiate and come with a concrete solution acceptable to everyone, he locked the room and waited outside. Finally a design was approved that was acceptable to all. The final structure was not the optimum structure as envisioned by the change team but one acceptable to all the members of the top management team. Implementation The new structure was rolled out in phased manner to ensure effective implementation. The new structure was first implemented in the LPG SBU. Based on the experience, the new design was implemented across the organization with necessary modifications. Further, in each of the proposed SBUs specific regions were identified and the new structure was implemented to verify the smooth functioning before full implementation. Organizational Structure The older structure was functionally organized. There were mainly four functions (refineries, marketing, finance and personnel) each headed by an executive director reporting to the (CMD). Other support departments like corporate affairs, legal, audit, vigilance, coordination and company secretary were directly under the CMD. The Director refinery was in charge of refinery, corporate planning, JV refineries and special projects. Other than corporate finance and marketing finance EDP was also under the Director finance. In marketing, there were different departments for retail, industry, LPG, lubricants and aviation segments. Corporate communication was also under Director meeting. The whole of India was divided into four regions and further into 22 divisions. Each region was headed by a Regional Manager who was in charge of all activities within the region and reported to the Director marketing. Each region had a manager in charge of each of regional personnel, regional engin eering, regional industrial customers, regional retail, and regional finance. Regional LPG was under regional industrial customers. The division was the responsibility of the Divisional Manager reporting to the Regional Manager. He had a manager each for sales, operations and engineering. Each of these was responsible for sales, depots and engineering respectively for all the customer segments. Across the marketing function, except for the corporate departments (LPG, industrial customer, etc.) specifically looking after a customer segment, every individual and role is focused on multiple customer segments. For example any strategy addressing the industrial customers originates from the Corporate Department (Industrial Customer), goes via the Director Marketing, Regional Manager, Divisional Manager to the Sales Officer. All of them are responsible for multiple customer segments like retail, LPG, industrial, etc. and deal with different classes of customers. Hence there was very lo w customer awareness in terms of the unique needs of the different customer segments, with no single individual at the operational level having clarity on any single customer segment. Moreover, the marketing strategy was formulated by people who were far from the customer with very low understanding of the customer they were targeting. The implementers were responsible for diverse customers with a low understanding of the logic of these strategies meant for each customer segment. Thus the old structure had created a bottleneck between the strategy formulators and implementers in terms of the regional structure, and between the field staff and the corporate offices and refinery. Activities of a business process are spread out across different functions and levels of hierarchy, engaging many individuals. There was a long chain of non-value adding linkages between any two activities targeting a business / customer. For example, when an industrial customer gives a special order of lu bes to the sales officer, the corporate lubes purchases the base oil, plant blends it, SD packs it and the sales officer sells it. The Sales Officer would communicate the order to the Divisional Manager, who passes it on to the Regional Manager. Then the order would be routed to the Corporate Lubes for processing. Everyone involved in the activities of this process belong to different functions and hierarchy levels. This long chain of communication had led to a lack of customer orientation, low awareness of customer needs and expectations and slow response. The New SBU Structure The new structure was focused on the business processes and the customer. The new structure at the top management level is the same. Five SBUs Retail, Lubes, Industry/Commercial, LPG and Aviation are customer centered SBUs and come under the director (marketing). The sixth SBU, Refinery along with two new departments IT Supply Chain and RD are under the director (refineries). Each SBU would have its own HR, IS, finance, logistics, sales, engineering, etc. The number of layers in the organization was reduced to four from six or seven. The major change is the introduction of the territories covering a smaller geographical area and focusing on specific customer segments. In retail SBU the new structure had 669 territories reporting to the four regional offices, where as in the earlier structure there were only 22 divisions which catered to all segments. In other SBUs the regional office was removed and territories were designed to directly report to the SBU heads. Each territo ry team leader was responsible for sales in the territory only for a specific product. The territory structure was designed to enable the field staff to focus on specific customer segments. Authority was also delegated down the hierarchy and decision making pushed to the lowest possible levels. Decisions earlier taken at the regional level were taken now at the territory level. Further authority was delegated to the role and not the hierarchy level. Administrative offices have been moved to supply locations that consist of 125 terminals for main fuels and 35 LPG bottling ones. In LPG SBU head office there are only nine personnel and across the territories even managers at senior positions have been forced to get business. The new design incorporated recalibration of roles and responsibilities and redeployment of more than two thousand people (around one fifth of total employee strength) across the organization. It created new roles at the front effectively using redundant manpower t o increase customer interface and interaction. Since the corporate and support functions are now located within the SBUs the new design included lateral linkage mechanisms (see Appendix C). Governance Councils, Process Councils, and Task forces (to address specific organizational issues) were the mechanisms for integrating the different parts of the organization. Some Salient Features of New Structure were Highly empowered work force Decentralized decision making De-linking of authority from hierarchical levels Orientation towards internal and external customers Regular market research and customer surveys Conscious brand building efforts Organizational Structure before redesign Organizational Structure after redesign Conclusion Bharat Petroleum realises that, in the long run, success can only come with a total reorientation and change in approach with the customer as the focal point. Today, Bharat Petroleum is restructured into a Corporate Centre, Strategic Business Units (SBUs) and Shared Services and Entities. From the last many years Bharat Petroleum continues face many challenges of the quickly changing environment. Bharat petroleum make advance and changes their products and services according to the changing environment. In day by day changing in bharat petroleum only one factor has remained unchanged this is Bharat Petroleums employees which are the source of strength and motivation of Bharat Petroleums in their future innovations. Bharat Petroleum wants their employees to understand the complexity of the market, customers requirements, and offer the innovative products to meets the customers requirements. For Bharat Petroleum, promise by its staffs is a critical resource. BPCL believe that o nly a cheerful worker will place his best result and a good relationship with the customs, Bharat Petroleum deployed and also will plan to implement several steps to make the organisation a great place to work or worker get best organisation environment. Hewitt Associates conducted a survey for Business Today magazine in the January 2001 issue to identify the best employers, and in this survey Bharat Petroleum was one of top ten employers in India. The main motive of the survey was to discover out which companies had really charged the expressive and intellectual energy of their employees. The companies who were in the top list were Hughes, ICICI, P and G, Asian Paints, Hewlett-Packard, HLL, Infosys, LG and Compaq. Bharat Petroleum adopts significant value-based HR methods for growth of individuals and their organisational skills with a assessment to provide them with a competitive edge and also to realise their private vision in tandem with the commercial vision. Bharat Petro leum has been conferred the National HRD Award 2000 by National HRD Network for making Outstanding Contribution to HRD. At the National Petroleum Management Programme (NPMP) on Excellence in Creativity and Innovation (1999-2000), Bharat Petroleum employees bagged all the three awards in the individual category, along with four certificates of recognition in the team category.

Essay Move Yourself Book Review - 1050 Words

Get Moving: Review of â€Å"Move Yourself† Shauntay Langel University of Texas at Arlington N3335 Health Promotion Across the Lifespan Online RN-BSN July 30, 2012 Get Moving: Review of â€Å"Move Yourself† Part I: Book â€Å"Move Yourself† is a book written by Tedd Mitchell, Tim Church, and Martin Zucker in 2008 about the benefits of exercise. The book also outlines steps that can be taken to slowly improve exercise behaviors for those of any activity level, based on the exercise research performed by the authors. This book was chosen for review after reading a brief description of it. I figured I would gain more personally. After reading others opinion of the book, including those of celebrities, on how this book changed their exercise†¦show more content†¦(2008, p.108). I have a competitive nature so these are good motivational tools for me. The second topic that affected me the most from this reading involved changing diet habits. I had that â€Å"that’s so me† moment when reading the sections about how to slowly incorporate changes into your diet after physical activity has become routine (Mitchell et al., 2008, p.116). Often times I find myself attempting to start an exercise routine and change my diet at the same time, which has never worked for me. Eventually, I begin to feel overwhelmed and deprived and revert back to my old ways which includes not exercising. Dealing with stress and anxiety has always been difficult. It is difficult to explain to my fiancà © why taking on too many changes at once is too much. I suppose when you do not have anxiety you can’t possibly understand what it feels like. Using â€Å"diet† is not a good way to consider lifestyle changes when trying to reaching certain weight goals. The four nutritional golden rules and common nutritional traps are simple things that I can remember to focus on when repairing and eating meals (Mitchell et al., 2008, p.143-149). 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Music Copyright An Individual Or Group Of Musical Creators

Music copyright is the right to exclusively reproduce original music or works of an individual or group of musical creators. This right is granted by the Australian Law. This gives the writer a legal control of his or her original work, meaning, the subject can dictate how it should be used and distributed. The music author therefore has the right to take legal action upon anyone who uses the work without permission. (Christie 2012 np) Copyright infringement on the other hand is violation of this patent’s right. This right is mainly invaded in two ways, unauthorised download from, an unlicensed source or, unpermitted distribution of the music to other parties. The latter faces heftier penalties because in the eyes of the law, it is akin to stealing. (Larsson et.al 2014 p. 17) A music publisher is an individual or group that works with songwriters and composers to maximise royalties and take a percentage of money accrued in exchange for services rendered. 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Scarcity and Opportunity Cost of Being a Student free essay sample

November 2012 Scarcity and Opportunity Cost of Being a Student Scarcity and opportunity cost is something that the entire human population faces every day. Without scarcity, opportunity cost would cease to exist and the choices that people will have to make will always be easy because there would be no hard decisions or trade-offs. It is something that impacts society today because the choices that people make will be based on what they need or want. Whatever they choose to do, they will sacrifice an opportunity cost. Human needs will always be unlimited but the resources needed to meet those needs will always remain limited. But what exactly is scarcity and opportunity cost? First off, scarcity is an economical problem in which people who will always have unlimited wants and needs, will also face a limited amount of resources. Scarcity is something connected to all economical decisions because it is a worldwide problem. We will write a custom essay sample on Scarcity and Opportunity Cost of Being a Student or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page People have to make hard choices to decide what to receive and what to discard. This is where opportunity cost comes in. Opportunity cost is the next best choice that he or she decides not to do because of a better choice. It is something that people give up to get something else that they want even more. From what can be said of scarcity and opportunity cost, both fit in very well together. Scarcity forces people to make tough decisions on limited resources which lead to opportunity cost. Decision making will always be hard when people cannot always have what they want. Because resources are scarce, people will most likely choose the thing in which they need more. For example, if the price of a PC and a flat-screen HD TV were both on sales, people would have a choice of buying either one. If a person has enough money for only one, that person has to make a tough decision. If he or she chooses to buy the PC because it was the better alternative due to productivity and daily applications, then the opportunity cost of buying the PC is to not receive the TV and lose the chance to buy the TV at a lower price. In addition, my personal application of scarcity and opportunity cost is something I can relate to especially as a student in college. College is very expensive especially with the cost rising. But I choose to go to college because of the benefits it provides for me for the future such as receiving a college degree to find a job. My other choice is to not go to school but to start working already. I can save up on money I do not have at the moment and use it to either live off of or save up for college later on. I could also choose to go to school and to work. The benefits are really great by getting an education and to also have an income. The costs to it is that I have to sacrifice other things such as having a recreational time with friends and family in order to make time for both school and work. At this point, I choose to go to school because I feel that getting an education early and going into the work force as soon as possible is my best option. If I were to work now and not go to school, I would have to wait before I can get my degree and wait even longer before I can find a job in my major. I feel that by only going to school, I will have more time to study which will benefit me even more by doing well in school. I would have less things to worry about. Scarcity is something that everyone is going to face in their lives whether it’s important or recreational. Sometimes we have to sacrifice certain things to gain the most out of something. We cannot always have everything that we want so we use the concept of an opportunity cost to help us decide which choice is the better one. One way to narrow down our opportunity cost to look at the things we want and the things that we need now.