Procter and Gamble Organisation and People Management

Procter and Gamble Organisation and People Management 1. Introduction: Procter and Gamble Company is a complicated organization which produces various products, and its ambition is to reach the taste of the consumer. PG began in the 1911, they first produced vegetable shortening. They were always in the state of innovation by producing every day a new product. The company was enrolled in a learning process to improve its products, so as to be more efficient than the previous years. They mainly follow three steps to be more successful. The first step was to make innovative needed products; the second one was to continue in producing the successful products with suitable quantities; the third is to have more capital investments to enlarge the company in the future. These three steps preserve the success of PG. Procter and Gamble (PG) is a multinational corporation with 156 branches distributed in more than 70 countries. There are three main development centers, the first center is in Germany which is responsible for developing paper products like Always and Pampers. The second development center, which is in Brussels, is responsible for detergents. The last center is located in the United Kingdom and it is responsible for soap and shampoo. Procter and Gamble (PG) environmental science department plays a unique role to ensure that their product are safe for the consumer and for the environment. Environmental safety is an integrated part of the quality that PG builds into each of its products throughout the world. Procter and Gamble Company are committed to producing superior quality of goods and to producing products to refine the worlds consumers. The companys actual performance could be deduced by looking at its 2009 Annual Report. Its worldwide net earnings for the year 2009 were 13,436 million dollar, which is 13.61% increase over the prior year. It has total assets of $134,833 million and liabilities of $71,451 million. PG has been paying a dividend for 120 consecutive years since its incorporation in 1890 and has increased its dividend for 54 consecutive years at an annual compound average rate of approximately 9.35%.This is an evidence of how much consumers demand PGs product and how this initiates the company to develop 300 brands to satisfy five billion consumers all over the world. Alan G. Lafley became chairman of PG in 2000, he made it clear that he wanted innovation across the spectrum-in how the company invents, markets, manufactures, and distributes its products. 2. Methods 2.1 Data collection methods We get the data from the documentary analysis of the PG which come from the website of the PG. The data is easy accessed in the internet. PGs annual plans are useful in the research. At the same time, we keep contact to PG via emails. They give us information on the plan of the companys development. 2.2 Issues and challenges Biases different comments of PG in massive aspects, often find data from some organization within the PG. that circumstances may cause biases, which influence comments to become less objective and even flattery. It is significant to distinguish the information because possibly comments on one aspect could go opposite and cause dilemma. Detailed resource constraints it is not difficult to find general information about PG. However, it was not easy to search details and depth objections. Although, connecting PG for details may work, yet it cannot be certain that the opinions gained from PG are 100% objective and real. Collecting from dispersive information a majority of resources is dispersive. It means much time consuming and less efficiency. Also some information may mislead ideas to somewhere wrong. 2.3 Analysis Through the analysis of companys annual report, we know the performance of PG. according to the structure and culture of PG, we can forecast the development foreground. We evaluate the approaches to management and leadership. We use the view of a manager, trying to give out a better way. We are based on management principles and analysis the existing business model. PG has a unique pattern in the business management which was widely praised by consumers. 3. Business strategy, mission and goals 3.1 Introduction Three billion times a day, PG brands touch the lives of people around the world. This happens because PG provides branded products of superior quality and value to improve the lives of the worlds consumers. This results in leadership sales, profit and value creation, allowing employees, shareholders and the communities in which we operate to prosper. The Procter Gamble Company (PG) is a brand behemoth. The worlds first maker of household products courts market share and billion-dollar brands. Its business is divided into three global units: beauty, health and well being, and household care. It also makes pet food and water filters and produces soap operas. Some 25 of PGs brands are billion-dollar sellers, including Gillette Fusion, Always/Whisper, Braun, Bounty, Charmin, Crest, Downy/Lenor, Folgers (which it reportedly plans to spin off), Gillette, Iams, Olay, Pampers, Pantene, Pringles, Tide, and Wella, among others. The above are supported by Robert N. Lussier(2009) The PG consists of over 138,000 employees working in over 80 countries. It began as a small, family-operated soap and Candle Company now provides products and services of superior quality and value to consumers in more than 180 countries. In PG, they are focusing their efforts on where they can make the most meaningful difference in both environmental and social Sustainability. Come from Andrea Redmonds (2010) research, their commitment begins with PGs Purpose, values and principles, in which Sustainability is embedded, and manifests itself in a systemic and long-term way. They try to make their company better. 3.2 Mission and goals In 2007, PG established five strategies for Sustainability and set goals to be achieved by the year of 2012. In March of 2009, thanks to the progress it had made so far and to emphasize their commitment to achieving even more significant wins, they increased each of the goals. The five strategies are as follows: strategy1 Products: Delight the consumer with sustainable innovations which improve the environmental profile of the products. Develop and market at least $50 billion in cumulative sales of sustainable innovation products, which are products that have an improved environmental profile. Strategy 2 Operations: Improve the environmental profile of PGs own operations. An additional 20% reduction (per unit production) in CO2 emissions, energy consumption, water consumption and disposed waste from PG plants, leading to a total reduction over the decade of at least 50%. PROGRESS (percent reduction per unit production) Since July 2007 Since July 2002 Energy Usage 11% 48% CO2 Emissions 10% 52% Waste Disposal 30% 53% Water Usage 13% 52% Strategy 3 Social responsibility: Improve childrens lives through PGs social responsibility programs. Enable 300 million children to Live, Learn and Thrive. Prevent 160 million days of disease and save 20,000 lives by delivering 4 billion liters of clean water in the Childrens Safe Drinking Water program. Strategy 4 Employees: Engage and equip all PGers to build Sustainability thinking and practices into their everyday work. Strategy 5 Stakeholders: Plan the future by working transparently with their stakeholders to enable continued freedom to innovate in a responsible way. Beside the five strategies, they have several goals on the market. 1. Designed to Matter In PG, they focus the Sustainability efforts on improvements that matter, to make the most meaningful impact they can. 2. Purposes, Values Principles PGs Purpose, Values Principles articulate their shared vision, a common set of behaviors and their beliefs about the business and its potential. 3.3 Marketing strategy Many people think that multi-brand strategy will result in a situation that internal competition happens, but P G believes that the best strategy is to compete with their own product. Gary Armstrong (2009) said this is because the market economy is a competitive economy, while its opponents to develop new products to share the market. As their challenge themselves and overcome their own, so that their products  brands may occupy a different market, in order to consolidate its leadership position. 1. Differentiated brands If P Gs multi-brand strategy to be understood as simply more brands, it would be wrong. Actually the pursuit of similar products, the differences between different brands, including features, packaging, promotion, etc., to form each brand distinctive, such as Procter Gamble brand strategy so that each brand has its own development, the market will not overlap, and it will not lead to market its brand in the consumer confusion. The words above are supported by Piero Morosini (2005) 2. Manufacture of USP According to the report, USP means unique selling proposition. It is proposed by the American advertising guru Rosser Reeves (said Brent Green 2006). Marketing theory: the core of its content: Advertising should be according to the characteristics unique to the consumer for rhetoric,  and allow consumers to believe that this feature is not available to others or others not mentioned. These features can bring tangible benefits to consumers. 3. Unique way: numbers brands in one organization As Michel Philippart (2005) and Hangzhou da Xues (1994) study, multi-brand strategy is very difficult to succeed. While a single image of the brand extension strategy to facilitate the unity of management, reduce marketing costs, easy-to-be customers to accept, but it is not guaranteed, because of a branding, the easy formation among consumers  fixed image, resulting in the customers mind-set is not conducive to the extension product. 4. Overall structure: The Procter Gamble Company (PG) is divided into three main worldwide units, which are household care, beauty and grooming and health and well-being (Marketing magazine: 2009). Every units report is sent to Susan E. Arnold, who has been promoted from vice chair of PGs beauty and health department to the position of president of global business units. The beauty care section is also managed by Susan Arnold. PG has restructured its hierarchy of top executives, who include Arnold, in order to meet the changing needs of their larger, more flexible and faster-paced global business. Lafley, who is the chairman of PG, announced that PG has nearly doubled its business since 2000 with the acquisitions of the Clairol, Wella hair care businesses and Gillette. The change in structure is designed to meet the needs of a larger business that is also developing new initiatives faster than in the past (Balendu: 2007). Initially, PG managed its international operations through an international division of foreign expansion, in the same manner many other multinational enterprises. A variety of products were identified to match national differences and preferences. Consequently, a portfolio, consisting of subsidiaries, run by country general managers was established. However, this management structure may result in two basic problems. Firstly, the cost of operating these subsidiaries is high, and secondly the ferocious autonomy of national subsidiaries prevented the global roll out of new products and technology improvements (Lin, 2008: 9). Therefore, PG needed innovation in the subsidiaries management structure. It concluded that the matrix structure, in which subordinates report to more than one superior (MacKenzie, 2002:22), is a better alternative for PG, as it allows authority to be kept at lower levels. However, most firms would have some difficulty implementing this Matrix structure into their organization because it is difficult to organize multinational activities through this complex structure. For example, dual reporting can lead to disagreements and confusion and a possible overlap of responsibilities. This may result in a loss of accountability and wastes time. Through time PG has been trying to optimize its structure. The current structure resulted in a culture within PG, which was viewed as slow, conformist and risk-averse (Lin, 2008:11). This led to a decrease in productivity and an increase in inefficiency in the organization. Moreover, these factors would slow down the decision making process and reduce the competitiveness of the company. Although, the management structure of PG seems imperfect at the moment. However, the Procter Gamble Company is still a giant in the area of consumer goods and the leading maker of household products in the United States. PG operates its business in over 80 countries around the world and has approximately 300 brands in more t han 160 countries (Answers.com: 2010). The matrix structure helps PG develop its global business structure into more specific areas. As a result, the company has become more flexible to change within market competitions and the different expectation of PG. The final stage of completing the innovation process of management structure is to transform the formal structure and responsibilities of the company. For example, the global business units of PG were established in order to manage product development, manufacturing and marketing of their respective categories all around world. Furthermore, global business service units were established to organize with the transactional activities such as Accounting, HR, IT, etc. Eliminating bureaucracy and increasing accountability is another main objective of structure change (Bartlett, 2004: Chp 4). The Procter Gamble Companys corporate structure has been mainly dependent on worldwide subsidiaries and merging. During this time of restructuring, PG has continued its active acquisitions pace. For instance, PG entered the European tissue and towel market through the purchase of Vereinigte Papierwerke Schickedanz AGs European tissue unit and added the luxury fragrance business of Giorgio Beverly Hills, Inc. In the same year, PG returned to the South African market following the lifting of U.S. sanctions. The company has altered its geographic management structure gradually. As a result, PG has divided its operations into United States and International, which is would now managed around four regions, North America, Latin America, Asia and Europe/Middle East/Africa (Answers.com:2010). According to an article on Answers.com, PG announced a new restructuring initiative in September 1998. A key factor of this restructuring was a shift from an organization centered around the four geographic regions to one centered on seven global business parts based on product lines: Baby Care, Beauty Care, Fabric Home Care, Feminine Protection, Food Beverage, Health Care Corporate New Ventures and Tissues Towels. PG has continued to restructure and adapt to different markets and different financial situation worldwide. According to a firm press release announcing the new structure, This change will drive greater innovation and speed by centering strategy and profit responsibility globally on brands, rather than on geographies (Answers.com: 2010). 5. PGs Culture: Culture plays an important role in any organization to run their organization well in this fast growing business world. According to Scheins theory of culture it is defined as A pattern of shared basic assumption that the group learned as it solved its problem of external adaptation and integration that has work well enough to be considered valid and therefore to be taught to new members as a correct way to perceive, think and feel in relation to those problem(Scheins 1992,p12,italics altered). According to Schein organizational culture is the acquired outcome of group experience, as it is to a large extent unconscious. Schein considers culture to the three layer phenomenon. From figure 1 it is clearly seen that the organizational culture comprises of three layers first one is the artefacts, espoused values and underlying assumption. Artefacts Innovation culture is the mission statement of Procter and gamble organization in which they state that the consumer is boss, consumer should be the heart of all PG do from ideation stage through the purchase of the product. For example if 15 seconds with a deodorant or two minutes with a disposal diaper have made a small part of your life a little bit better then PG made a difference. PG policies made the company a unique one that respect of governments and law, respects in workplace and respect in the market place (annual report of PG, 2005). PG is a multinational company and it is widely spread geographically. They maintain open work system in lots of work places around the world. Executive offices do not have doors. Leaders do not have a secretary cordoning them off. All the offices on the executive floors at Procter and gamble are open the conference room is an open round space. They made it round as a small symbol of the new approach (Lafely .A, 2000 CEO of PG). Espoused values PG is having hierarchy of company ethics principles. PVP(Purpose, Values and principles), corporate policies, worldwide business conduct standards, operating policies/procedure/practices. For over 170 years PG purpose values and principles has been guiding the way they do business and it is shown in the fig 2 below. There purpose is to provide branded products and services of superior quality and values that improves the lives of the worlds consumer. PG lives with its people and values, they recruit the finest people in the world who built organization by promoting and rewarding people without regard to any difference related to performance. Lafely said that PG have been fortunate that some of this flexible multifaceted ethics exist in our heritage. For example Procter and Gamble pioneered a technician based system in its manufacturing plants during the 1960s and 70s. In this system they avoided the approach in which one person assigned to do only one job. The technician system still operates today. To get the highest evaluation rating in PG factory, you learn how to do all the jobs on line and once you have that rating, company expect you to be capable of problem identification, problem solving, and innovation. This background has made it easier for us to plug manufacturing and engineering in to the innovation culture. PG CEO Lafely said in one conference that once people in our organization have succeeded at innovation you can see the energy in the company changing. People routinely says that we can do this is feasible and the change of attitude of the people in PG is incredible to watch. Integrity, leadership, ownership, passion for winning and trust are the main asset values of PG. By considering purpose and values they made their principles like the show respects for individual, interest of the company and individual are inseparable and innovation is the cornerstone of PG success. These are the officials objectives which had been espoused by the company he ad and it is common for PG organization all over the world. Fig 2 PVP of PG 2003 sustainability report Underlying Assumptions It consists of unconscious, taken for granted beliefs, perception, thoughts and feelings. PG are having problem relating to external adaption and internal integration. PG keep refining their products, launch model from ideas, to prototype, to development, to qualification and to commercialization. Applying this sequential practice on large scale and replicate them does not mean to eliminate judgment, thats why PG needs active leaders and a strong innovation culture. Therefore PG introduces the inclusive culture for leaders and they expected to build inclusive work environment that welcomes and embraces diversity an environment where people feel comfortable. Forced diversity training/learning process are utilized to equip leaders to values and nurture difference in management experience, style of leadership and problem solving approaches. By analyzing the PGs culture it is seen that PG is having a strong and dominant culture and that culture follows in every part of the world. Innovation is the main theme of PGs success and to bind organization culture together. 6. PGs management leadership: Innovative Management and Leadership of PG When we observe organizations and try to classify, we tend to classify them in terms of their success and describe them as highly successful, successful, struggling to succeed or unsuccessful. There are certain factors influencing their success. Management in the organizations has to perform some functions like planning, organizing, staffing, directing, leading and controlling for success. Management consists of implementation of the vision and strategy provided by leaders, coordinating and staffing the organization and handling day-to-day problems. By Koontz and Weihrich management is the process of designing and maintaining an environment in which individuals work with such performance for optimizing efficiency in reaching goals. HENRI FAYOL identified the main operations in business management- technical, commercial, financial, security, accounting and administration. The administration function he further subdivided into organizational, coordinating, commanding, controlling and purveyance. The purveyance further included the concepts of forecasting and planning.  [i]   PG was facing certain disadvantages using the Henri Fayol method because it was not an empirical but more theoretical. Moreover PG wants to be innovative and wants to differentiate products not just by formulation but also by design. So they adopted the Cooper-Kleinschmidt study of innovation method which was based on the triangle process. The Innovation Diamond in Exhibit 1 began as a triangle process, Resources, and strategy the result of a 1990s Cooper-Kleinschmidt study of innovation across a Broad range of businesses.4 Procter Gambles management in the 1990s subsequently transformed the triangle into their Initiatives Diamond, shown in Exhibit 2.  [ii]   The Innovation Diamond is introduced as an integrative and guiding framework to help management focus on whats important to success: innovation strategy, a solid idea-to-launch process, portfolio management and the right climate and leadership. PGs Initiatives Diamond serves as a guide for each businesss product innovation efforts, and helps to focus managements attention on what is important to success. Heres what Bob McDonald, PGs Vice Chairman of Global Operations, says: The Initiative Diamond played a significant role in improving the business results in PGs Fabric Home Care global business unit. This work brought us a new discipline to manage our innovation programs, and yielded a major increase in the in-market success of our initiatives. We aligned our organization on how to use Stage-Gate ® success criteria and portfolio and resource management to deliver better innovations for the consumers we serve.  [iii]   The top half of PGs diamond in Exhibit 2 is strategic in nature, and captures the businesss product innovation strategy: goals, the mix of new products required to meet those goals, and the required resources. Portfolio management (or project selection) is thus closely connected to strategy. The bottom half of the diamond is more operational and focuses on delivering specific new product projects or initiatives: what resources must be put in place for each project; and how individual new product projects are managed so they succeed using PGs idea-to-launch SIMPLTM Methodology? Thus how the PGs business success has been generated through focusing on effective innovative Management. Peter F. Drucker says Leadership is the lifting of mans vision to higher sights, the raising of mans performance to higher standard, the building of mans personality beyond its normal limitation. Alan Bryman offers the working definition of leadership as: the creation of a vision about a desired future state which seeks to enmesh all the members of an organization in its net. Many commentators trait spotting approach to ;have argued or assumed that the performance of an organization depends on the quality of leadership exercised by its leaders, same is the case with PG organization and its leaders. The single most enduring thing PG leaders can do is to identify develop our next generation of leaders. If we can get the right people with the right skills and experiences in place to run our business, the rest will take care of itself-By Lura Mattimore, Director, Leadership development PG. So the leader is someone who exercises influence over other people leading is a process of actuat ion. It provides an electrifying effect to the organization makes people action-oriented and bridges gaps within the organization. Distribution of work, delegation of authority and supervision of work should be done meticulously. There are various approaches to leadership such as trait spotting, style counseling, content fitting, New leadership. PG uses the trait spotting approach to leadership. PG leaders are built from within because they believe that their future success is entirely dependent on the ongoing strength of talent pipeline. So the first trait spotting in PG is done by PG leaders itself who select the next leader of the company by searching a quality of dedication towards the work. PG leaders are not born leaders at first they are just the ordinary people of the company. For PG people are the company most important asset. Their success depends entirely on the strength of the talent which they build from within manage with a disciplined process led by the CEO the senior leadership team. This is an essential element of how PG is designs to lead. Thus PG develop leaders purpose is to centre on improving more consumers lives in more parts of the world more completely. Thus PG uses two dimensional style of leadership because it concerns for the production as well as for the people. People are the main asset of PG and for production they always wanted to get differentiated by their innovation method. Thus PG uses the two dimensional style. (Blake Mouton 1964) According to the Likerts there are four leadership systems: Exploitative Autocratic Benevolent authoritative Participative Democratic Democratic leaders have complete confidence and trust in their subordinates, they allow the subordinates to make decision for themselves; these types of leaders always motivate their subordinates by reward for achieving goals and to share the new ideas and opinion. PG uses the democratic type of leadership system. They believe that building their organization from within, by promoting and rewarding PG people whom they value and consider them as their most important asset because of their faithful work excellent performance. Procter gamble respect all individual, consumers and their human resource offer them their trust on condition that they treat them similarly. PG also uses servant type of leadership because they always feels that the customers are the boss .And in servant leadership, leaders put the needs of their followers first. According to the John Adair Leadership is a social process in which one individual influences the behavior of others without the use or threat of violence. Below is the example of how the innovative product is developed under the innovative leadership of PG, which shows some relationship between leader and follower of the PGs. PG crank up on one on one consumer research, so the marketers of PG spend lot of time with the consumers in their homes, watching the way they wash their clothes, clean up their floors, diapers their babies and asking about their habit and frustration. So based on this one on one technique PG opened a diaper -testing centre right down the hall of their office, where moms watch their tots get undressed ,diapered , and measured every way by PG technicians in brightly colored smocks. So one thing the PG learn from this experience is that parents are frustrated by how long it takes their youngsters to be toilet trained. So thus based on the comments received from the parents PG launch their new innovative product in the line of pampers whose mission was to dry diapers to helping moms with babys development. Thus how the PG is always innovative in the way of leadership to find new products which improves their relationship with their followers, as the consumers are the main boss of the PG . 7. Future Aspects: Strategy improvement: Through analysis of P Gs multi-brand strategy we realize that many of the benefits of this strategy are clear, but it is very difficult to achieve in the market, they have to note that several aspects of business practice. According to Sanjay Tiwari (2000), they can make some improvement by the ways below. A company which operates a variety of brands must have the appropriate strength; the work of brand extension is complicated.  From market research to product launch, to advertising, every job has a large number of enterprises to spend manpower and material resources. In the specific operation, they must be through careful investigation, to find the product differentiation. The industries in which according to the specific situation of enterprises, such as Procter Gambles consumer products industry which with easy access to a successful multi-brand strategy.   Structure Improvement: The improvement of structures of PG possibility could be to have wholly autonomous temporary groups or teams that are responsible for an entire project, and are split up as soon as it is successfully completed. Teams are often not very good for decision-making, and they run the risk of relational problems, unless they are small and have a lot of self-discipline. Actually, team members still require a definite leader, which is indicated from decentralization. It means the separation of the organization into competing autonomous divisions. PG has various branch brands, and some in one subject. Competition between own brands may seems unreasonable. However, changing corporate structure may encourage positive challenges among PG. In addition, appropriate manipulating probably is required during the management process. On the other hand, some inefficiency brands or areas may better to be abolished for saving funds and decrease expenses. Decision- making is very crucial of this innovation, which is easy to regret if prediction is wrong. Various differences of brands among PG could be helpful and practical in different occasions. However, this improvement could go to the opposite and create unexpected situation because sometimes the market could be influenced by news in many ways. 8. References:

Evaluating the effects that the alternative approaches may have on the structure and functions of WHSmith, and how they achieve their objectives Essay

Evaluating the effects that the alternative approaches may have on the structure and functions of WHSmith, and how they achieve their objectives When looking at effects that will arise due to alternative approaches WHSmith could change to help the company meet its objectives, I must look how these changes will affect the structure, how the functions will be affected and how it will help them to meet their objectives. When looking at the first alternative approach suggested to WHSmith the first problem that would arise would be that new members of staff would be needed. These could either be recruited by the training. Obviously, this training will need to be very intense as they will have to be able solve any problems that may occur in every situation so that customers will be kept happy and will feel that the store are trying their best to please them in the Internet cafe. Also the communications supervisor or current employees would need to be re-trained so that they will be able to either help run the cafà ¯Ã‚ ¿Ã‚ ½, or to become a technician – so that if there are any problems in which computers encounter any problems or fail to work then either these new or current employees should be able to fix the problem. The managers may need external training as WHSmith, Milton Keynes will probably not have the correct resources to train up these managers efficiently, meaning they may need off-the-job training either at a branch that may have the correct training staff, or at a college where they can learn this management role. This will mean there will be an added cost to the business, as staff are being trained away from the store, but this should pay off as it will be affective and will allow the Internet cafà ¯Ã‚ ¿Ã‚ ½ to be very well run. Also this will mean external communications will improve, as the store will need to have better links with the off-the-job training centre – which may be a college so that both can communicate and ensure that the training given is correct to the line of work. This alternative approach of better meeting the objectives will mean that the organisational structure of WHSmith will change. This is because new levels will be created within the structure, which could either be adding new people to the â€Å"sales staff† part, which would not really make a big impact on the structure as it will still look the same, just there will be a few more people added to the bottom, which should be ok as communication is good in store and should not change due to a few extra employees. They could also consult with the manager about any thing that may need to be changed in this â€Å"Internet cafà ¯Ã‚ ¿Ã‚ ½Ã¢â‚¬  to help profits to be increased, and increase the amount of customers using the computer. However with a new manager or managers that may be needed within the store to help the cafà ¯Ã‚ ¿Ã‚ ½ to be run effectively, it will have bigger effect on the organisation structure. This is because they will need to be added to the sales and service supervisor management levels as they will be providing service to customers and also sales, as any food that may be on sale will count as sales towards the business, as it will increase the companies profit. This will mean the structure will become bigger, and will have a wider level where the sales and service supervisors, which will benefit sales staff as they will have more shop floor supervisors to consult if they cannot deal with customers for one reason or another. This will also benefit customers, as sales staff will spend less time looking for supervisors if they are needed – due to their being more there. However with this widening of the structure taking place it will mean more wages will need to be paid out and the managers will have to supervise more line managers, which could prove difficult if there are lots of different problems, which may then mean more senior managers may need to be brought in to help keep the store running effectively and smoothly – again increasing staff wages payments per month. But this may benefit the store in the long run as customers will be happier and this should bring in more income. This alternative approach will also affect the external communications. This is because if new computers are being bought in they will be very powerful, and will probably all have up-to-date equipment on. This would mean that the office could network up to the main computer, which would mean it would be much newer then the one that is currently in place at the moment. This could mean that if other stores are up-to-date with the same technology as WHSmith, Milton Keynes they could do video-conferencing with each other, and possibly with head office as well. Thus, the manager would not need to be called away from the branch for a meeting that is in, e.g. Aylesbury, as happens quite frequently. This would save a lot of time for him, which would also mean travelling costs and the time wasted driving there would be saved, as a result of this video-conferencing. Therefore, Ian wouldn’t have to leave his office for these meetings to take place – which would be a massive advantage. This would happen as a result of the computers being bought for the Internet cafà ¯Ã‚ ¿Ã‚ ½, which would not be any extra cost to the store, as it would already be in place. Therefore the external communications would improve with other branches and head office as they could link up very quickly with each, and also see each other, which could not happen with any other form of communication. Also the external communications would improve because with this new computer in the managers office CD’s could be produced which would have all pictures, details, prices and information of all products in store. These could then be sent to all regular customers who will have the technology to view this CD, meaning they could view products and order them at home, meaning they wouldn’t have to go into the store. This would be very advantageous to disabled people. The internal communications will also be affected, as more levels of employees and managers on the shop floor will mean that more internal phones will be needed – to enable good communication to still be present in store. This will not cost that much and will be very advantageous as customers will be kept happy, due to the inexpensive internal phones. Also new daily-briefings may be needed so that separate briefings can be held for sales employees who work in the main part of the store selling products, and one held for those who are going to be working in the Internet cafà ¯Ã‚ ¿Ã‚ ½. This is so that sales staff do not have to listen to the briefing to the Internet cafà ¯Ã‚ ¿Ã‚ ½ staff, as they will not need to know this information, as they don’t work there. This will take longer for the manager to carry out, but will be effective as the manager will not have to waste time only talking to a few members of staff in a big group, who do not understand what they are talking about, which will mean they are sitting in the staff room getting paid to listen to irrelevant information. The separate briefings will mean either sales staff or Internet cafà ¯Ã‚ ¿Ã‚ ½ employees can be working and using the time more effectively whilst the other group are being talked to, which will save company time and money. The objectives that will be met from producing this Internet cafà ¯Ã‚ ¿Ã‚ ½ is that most of them are to do with â€Å"customer satisfaction† – which would not be a problem with this new change that could take place in store. Another objective could then be created from this new â€Å"Internet cafà ¯Ã‚ ¿Ã‚ ½Ã¢â‚¬  within WHSmith, which could be something like, â€Å"Try to help customers satisfy their every need in store† which could then aim to be achieved along with the other eight objectives, of which five are currently being met. Specific objectives that will be met due to this Internet cafà ¯Ã‚ ¿Ã‚ ½ being produced are that WHSmith will be â€Å"delivering the best in service†, as they will have bought in lots of new staff and management to help ensure high standards of service are still being met. This will mean that customers will be kept happy, as there will be lots of staff at hand for their every need. Also the objective of â€Å"providing value for money† will be met because the prices for the goods in store will be low and satisfying for customers – to ensure they will be happy in store and spend lots of money there. Another objective that will be met from the new Internet cafà ¯Ã‚ ¿Ã‚ ½ is that they are â€Å"continually raising standards of service in all areas of the business.† This objective also interlinks with â€Å"leading the industry in the innovative use of technology.† This is because the Internet cafà ¯Ã‚ ¿Ã‚ ½ will have brought in very hi-tech equipment, which will be available for customers in store. This kind of technology is not likely to be available in other rival stores which will suggest to customers, why bother going to these stores when WHSmith is providing new technology and low prices? This is what WHSmith wants customers to think so that these objectives are being met due to the cafà ¯Ã‚ ¿Ã‚ ½. The store is raising standards of service due to the new staff that are going to be employed in store – so that service will be quickened up. Also the service will be improved due to their being more varieties of things to do in store, which will make customers have more choice whether they shop or go on the Internet which shows they are being considered throughout the changes in store, meaning service levels are being improved too. This shows that the opening of the Internet cafà ¯Ã‚ ¿Ã‚ ½ would be good for meeting objectives, as a new objective can be produced and aimed to be met, as well as at least three current objectives being met even more then they are already, which would be a great achievement for the store as a whole. The effects that the Internet cafà ¯Ã‚ ¿Ã‚ ½ will have on the functions of the business is that a new department may need to be created in store to enable the computer side of the Internet cafà ¯Ã‚ ¿Ã‚ ½ to be run smoothly. This department may be run by only a few people but will need to be in permanent contact with the shop floor to enable any problems that have arisen to be put right quickly. These problems could range from the computers freezing to any other list of problems that can occur from computers. This department will need to have highly skilled employees, who have had off-the-job training, so that any problems can be dealt with. This department could be called the ICT department as it is dealing with communications between employees and staff, and also technology from the hi-tech computers. This department will need to be in close contact with the finance department. This is because vast amounts of money should be taken from either the cafà ¯Ã‚ ¿Ã‚ ½ side of the creation, or from customers who are paying to use the computers. This will mean change will need to be kept at the tills as customers who spend small amounts of cash with a à ¯Ã‚ ¿Ã‚ ½20 will not expect 50p’s in change! Also money will need to be counted by the cash office either once or twice a day from the tills and receipts checked to ensure enough business is being bought in, and if it is not then why not. Another department that may need to be created within the store is a health and hygiene department. This is because the food that will either be created or bought in to the store will need to be of a high standard so that customers are kept happy and satisfied. It also needs to meet health levels so that customers do not get food poisoning from any food consumed in store. This department will also need to be in close contact with the head office of WHSmith to ensure that standards are being met and that they are happy with what is being done in store. This department will also need to be in close contact with the trading department. This is so that they can buy in extra goods that can then be dispatched to the Milton Keynes branch so that they can be sold. This will also mean that the external communications will need to be good so that the trading department will buy in the correct good to be sold. When looking at the idea of having a clocking-in system, this alternative approach to better help the store in all aspects, will obviously have a positive effect on WHSmith. One problem of bringing in this clocking-in system will be that the system will need to be installed in store. This will not be too expensive to do, but lots of cards (built in with chips) will be needed so that all employees can have them when they go into work. This will mean a meeting will need to be held so that staff can receive their cards and they will also need to be informed about what to do upon entering work with their cards. The first positive aspect this system will mean that staff will not have â€Å"tick† their name off a list by the managers office when they start and finish work – stating the amount of hours they have worked. This is because the system will take down the name of the employee, the time they clocked in, the time they clocked out and the dates they have worked. This can then, if it is hi-tech enough, be linked up to a computer so that the hours worked of all employees can be sent to head office where pay slips are produced so the hours sheets will not need to be checked by the member of staff employed in that area will not have to check hours have been entered correctly be employees (and that someone hasn’t put they have worked 8 hours when they have only worked 4!) This will mean that this member of staff will have more time in the other areas of worked they are employed in. However as this member of staff only works Sundays at this store, and works at other stores during the week checking the time sheets there, as they don’t have clocking in systems, she may not be needed at the Milton Keynes branch. This will be an advantage to the store as it will save outgoings, (wages), on employing her. Also another positive aspect this will have on the store is that it will mean it will save lots of different time sheets being printed off, as 5 sheets are needed each week for employees to tick their names and hours off, which can add up over time. Also if there was a fire it wouldn’t be too bad because before the paper would have been burnt, but now the clocking in system will be strong and will probably not be destroyed by a fire. This would have meant all staff members; hours would have been lost, which may have meant they didn’t get paid for hours worked due to this fire. This will not happen now due to the clocking-in system. The organisational structure of the store will only be slightly affected by this clocking-in system. This is because one of the sales and service supervisors who used to check all the hours worked and that all the time sheets were correct on each Sunday will no longer be required. This is because the clocking-in system will automatically calculate the hours as it is linked up to a computer – meaning there will be no chance of human error. This will make the structure of the store slightly narrower, but due to the organisational structure included in this coursework it cannot be seen as only two sales and service supervisors have been included, as I couldn’t fit on the correct amount to the chart. This will mean slightly less wages will need to be paid out – which again is another advantage of the system. This alternative approach will also affect the external communications. This is because the clocking-in system will mean that not as many communications will need to take place. This is due to the ability of the clocking-in system to calculate the hours worked by employees, and the days that they have worked. This can then be put into a database (like Excel) and this can be sent via E-mail or Electronic Data Interchange to Head Office. This will mean that less communication will be needed between the Milton Keynes branch and Head Office. This is because before the clocking-in system was introduced, one of the sales and service supervisors had to calculate all the hours worked by employees over the week, add these up and send a letter to Head Office confirming these hours worked. This meant that it took time for Head Office to receive the time sheets – and there was also a chance that these hours could get lost in the post. This is why the clocking-in system can help affect thi s external communication with Head Office, because it is up to date and links to computers, meaning e-mails can be sent rather than post. Also the internal communications will be affected because the clocking-in system will help staff in store to know that they are going to be finishing when they are supposed to be. Also staff will know where other staff members are at a specified time as the rota’s will be correct and will not be running 10 minutes late due to the unpunctuality of some staff. This will mean communications in store will be good and will help staff to feel happy, as they will not be working when someone else should be – as they are late. The amount of internal communications can also be reduced due to the clocking-in system. This is because before when staff were late other staff members and the manager had to discuss people being late, and then this meant the manager had to speak to the employee. With the new clocking-in system in space it will mean the communications between the employees who were not late but wanted to tell the manager about those who were not on time will not be needed as the clocking-I system will be able to tell the manager exactly who was late and when. This can mean that, say, at the end of the month the manager can talk to all unpunctual employees as a whole about this problem, and what they are going to do about it in order for them to keep their job. This will mean that the manager will not have to talk to individuals, which would be very time consuming, and a waste of company time so the internal communications will help to be kept to only the most important matters about the store and customers – not about staff being late. The objectives that will be met from introducing this clocking-in system are that staff can be kept â€Å"inspired and motivated.† The way this can be achieved is by using the system to see which employees turn up for work each day. This can mean that staff who turn up for work early on a regular or continuous basis can be rewarded. This could be in the form of giving them a choice of what work they want to do, or give them a higher discount on the goods in store. This will mean that everyone who is employed in the store will want to turn up for work early to enable them to get one of these rewards. These are only examples of rewards and could be changed by the store depending on different aspects, e.g. costs of supplying the rewards etc. This will mean that staff are turning up earlier for work each day, which will mean they will start earlier and will get more done throughout the day. This will mean that staff are being kept motivated as they will want to gain the rewards on offer by turning up earlier, and they will also be kept motivated as they can do things in store which will be picked up by the manager – which may also help them to gain a reward of some description. Another objective that can be met from the clocking-in system is that the store will be â€Å"delivering the best in service.† The way this will be met is because everything in the store will be running to the correct time – which will help to keep staff happy. This will mean they will be in a good mood when they come to communicate or serve customers. Therefore, the members of staff will provide a high level or even the â€Å"very best† in service to customers as they have no excuse not to. This will mean customers will be kept happy with the high service being provided, due to the clocking-in system keeping things running smoothly and to time in store. A final objective, which can be helped to be met due to the new system in store, is â€Å"raising standards of service within the business.† This ties in with the previous objective. The way this can be met is because with staff in store continually being punctual for work then this is the first step of raising service levels in store. This is because with staff all present in store customers will be able to be served easily – meaning service is high. The way the clocking-in system will help raise standards of service will work in the same way, as punctuality is a key to helping service remain high. Also staff will be kept happy – as mentioned in the previous objective, which will mean staff presence and pleasantness will help raise standards of service across the store. The effects that the clocking-in system will have on the functions of the business are that not much will really change due to this clocking-in system. This is because at the moment the only things that are present are times sheets, which are on the wall by the manager’s office. The store is too small to have a new department created and would be a waste of time and money creating it as it is not needed. This is because all the work takes place at Head Office as they create all the payslips relating to hours worked. The Milton Keynes store does not do this. If anything were to change in the area of the functions in the MK store it would be that the managers office may need to be increased in size. This is because the manager may need to employ someone (or keep the sales and service supervisor) to deal with the time sheets that have been sent to the computer in there using the clocking-in system. This is so that they can be sent to Head Office. Obviously, this change will not be very big so the effects the clocking-in system will have on the store is minimal, meaning no extra money will need to be spent to enable the system to be more effective, which is a good thing. When looking at whether the installation of more tills in WHSmith, Milton Keynes, it is obvious this will have a positive effect on the store. This was explained in A1 but will basically help to keep queuing times shortened which will please customers. This will not cost too much to do, but should be done after Christmas when the new tills are installed. This will ultimately help to increase the profits of the store. The effect that the tills will have on the organisational structure is that it will mean the Milton Keynes structure will need to become bigger. This is because if more tills are to become open it will mean new staff will need to be recruited and trained so that they can operate on either the â€Å"old† tills, or they could work on the â€Å"new† tills. This will mean that they will also need to be trained in other aspects of work around the store, as they would only need to go on the tills when it becomes busy. This will mean that the structure of the branch will become wider at the bottom – which is where all the sales floor staff are. Therefore, it will mean the sales and service supervisors will have more employees to look after and support when they need help or are unsure what to do. This may mean that a new supervisor may be needed to help cope with the demand from the sales staff as the run up to Christmas can be very busy and demanding – which cou ld become very stressful on them. Because there are more staff it will mean that the internal communication will be affected in a negative way. The way this will happen is because there will be more sales staff than there has ever been working on the shop floor. As there will be an increased amount working it will mean that the senior people in the stores (manager, assistant manager, operations supervisor etc) will have more people to deal with. This can make it difficult to deal with individual members of staff or to talk to them, as they will not have enough time to talk to individuals. This may make some employees feel neglected and that they are not being recognised due to the fact that they have a lack of communication with these senior workers in store. This will not be because they do not want to talk with employees, it will be because they will not be able to as they are very busy people and have a lot of work to do. This may mean that more staff meetings may need to be held more frequently to help bring managers and employees together so that they can communicate with each other – as this may be the only way to help everyone keep in contact. However, this cannot happen during work time as customers will need to be served and they cannot just leave the store unattended! This/These meeting/s may therefore have to take place after work one day when the store is closed. But will any employees want to stay behind work to have meetings? Very few may want to do this, meaning there will be a breakdown in communication in store, which will not have a very good impact on the working environment. This may mean employees may have to be paid money to stay for the meetings as overtime, which will cost the company money, which should not need to happen. This is why more tills will have a negative effect on the internal communication in store. The external communications will also be affected. The way this will happen is because there will be a better communication between customers and employees. This will be due to the increase in the amount of tills in store because new employees will be needed in order for the tills to be run successfully. This will therefore mean there will be additional members of staff to help accommodate customers’ needs, in any way that they need them to be sorted. This will mean that there will be more communication between employees and customers as there will be more of them, and it will also mean there will be stronger links between the two. This will therefore mean that communications between the two will be affected in a positive way as customers will be able to find help easier in store when they need it, which will also help them to remain pleased and will make them want to carry on shopping in Smith’s for these reasons. The objectives that will be met from installing new tills are that it will show that the store is â€Å"continually raising standards of service in the business.† This is because the increased amount of tills in store will mean that it is proving to the customers that they are trying to help to increase service levels and reduce queuing times. This is a good thing because if they are showing they can improve one thing in store (amount of tills), it will show that numerous other things can be improved as well and will not take masses amounts of time to do, as the tills have not. The increased amount of tills will also show that more employees have been taken on and have been trained to high standards, meaning no matter which till the customer purchases their goods from they will still be served at a high level, which is a good thing and helps to prove that the objective is being met. Another objective, which is being met from introducing new tills, is that employees will be â⠂¬Å"kept motivated. † The reason for this is that with new tills it will mean that new employees will be needed. This will mean that the new employees will only need to go on the tills when it becomes busy. However, speaking from experience, working on the tills in store can become very tedious after periods of time. This is because of the same actions made possibly hundreds of times in a short period of time on busy days. This can make staff feel de-motivated as they become bored doing the same thing over and over. But due to these tills only being needed to be opened when it is busy, they will only need to be open for certain periods of time meaning the employees who work on these tills will be doing different work when the tills are shut. This can mean that when they are working around the shop floor they may enjoy it more and feel more motivated. But when they get bored of working around the shop they may be needed on the tills again. This will make them feel more motivated when they go back on the tills – and if this process continues to carry on (working on tills and then on the shop floor) they may feel less bored and will enjoy their work more, which will in turn mean customers will be treated better, which means the introduction of more tills will help this objective to be met better. The effects that the increased amount of tills will have on the functions of the business are that it will mean that the cash office that is in store may need to either be increased in size or it may need to have more employees (of authority) working in there. The reason for this is because busy days (weekends) will mean the new tills will most probably be open for a majority of the day, if not all. This will mean there will be a bigger demand from employees to be kept up-to-date on their tills. The most important things that are needed on the tills are that change needs to be kept topped up in the tills, gift vouchers run out regularly and need replacing often – especially at Christmas as they are given as presents a lot, phone vouchers also sell fast as well as stamps. Activation codes for magazine subscriptions are also kept in the till in few amounts and because there is an offer of 3 for 2 it encourages customers to buy 3, which means 3 activation codes are needed. This will mean there will be a bigger demand from the tills as there will be more that need to be kept toped up. The reason why vast amounts of cash, gift vouchers, stamps and phone vouchers are not kept in the tills is because if there was a robbery to occur in store it is very easy for the till to be removed from its case. This is made easier as notes, which are put in the counter cache by employees, are on the other side of the till when it is open. This makes the till an easy target for robbers to take – which is why WHSmith, Milton Keynes does not run the risk of keeping masses of notes, coins or anything else in the till. This is why someone else may need to be employed in the cash office – so that it can be run efficiently and so that tills can be refreshed when necessary, without any difficulty. The other function of the store, which may be affected by more tills, is the small function of the recruiting of new staff – run by the training and communications supervisor. This is because she will need to employ some new staff so that the new tills can be run when they need to be, and are, opened in store. This will just be like any other recruiting done by Louise but will need to be done simply for the new tills. This will therefore only be a small effect and will not last very long – but it will still affect the business, as increased wages will need to be paid out. This will mean that the time sheets will need to be updated by the sales and service supervisor in charge of them, unless they install the new clocking-in system. This will mean the new employees’ hours worked will need to be calculated and dealt with – which is the other small effect these new tills will have on a function of the store. In saying this I feel that I have evaluated the effects that these new, or alternate approaches, will have on various aspects explained above in the store.

The arguments put forth by Camille Pecastaing

The arguments put forth by Camille Pecastaing, in her article named â€Å"A Brief History of the Next War,† are mainly based on the international system. While analyzing the book ‘Iran, The Choice of Arms?’ an international security analysis by Franà §ois Heisbourg, she exposes the major chinks in the author’s arguments. She draws a clear distinction between fact and speculation.Franà §ois Heisbourg, in his theory which is in fact speculation interlaced with facts, argues that a nuclear Iran will be the most serious threat to the world peace. Camille Pecastaing has rightly called his bluff when she points out that such a scenario simply does not exist.Instead she emphasizes on the unforeseen economical fallout on the world economy in the wake of any unilateral strike by the US. Iran’s capability to block the straits of Hormuz is real and if the tactics employed by Iran in the Afghanistan and Iraq are any indication, the strike will only damage Amer ica’s own economy and the international standing than that of Iran. So she stresses that it is in America’s interest not to think of such a misadventure.The arguments of Camille Pecastaing in this article reflect a realist thought process. It examines the international security scenario analysis and possible remedial actions proposed by another author who takes inferences from the actions and imaginary intentions of certain countries.Ambition of Iran to acquire nuclear deterrent is seen by the West as a threat to world peace, fearing regional proliferation and irresponsible posturing. But she sees no imminent danger to the world peace by the actions of Iran and on the contrary, as she understands it, will lead only to a more mature behavior on the part of Iran and Israel as in the case of India and Pakistan.The question of proliferation does not arise as the neighboring countries are too dependent on US military know how and support that they cannot think of acquiring a nuclear weapon.I am in complete agreement with the arguments of Camille Pecastaing. In order to prove Heisbourg’s arguments wrong in saying that the Iranian bomb is ‘apocalyptic’, and it needs to be stopped at any cost, she depicts the futility of strike without a ground invasion, the prospect of failure similar to the one America now faces in Iraq and Afghanistan, the possible negative fallout on America’s already troubled economy and the weakening clout of the dollar. Iran is in a position to cause more damage to the world economy in general and the US economy in specific than the damage the US action can cause to the Iranian economy.The argument of Heisbourg that Iran will slip into anarchy and the nuclear arsenal will fall into the hands of Hezbollahis is only a wishful thinking. As she rightly points out, in all probability, an Iranian nuclear weapon will make both Iran and the nuclear Israel more responsible and the chances of further confrontation s between these two countries and the related chaos that may ensue, will only decline.It is evident from the above paragraph that I am in complete agreement with Camille Pecastaing and it is needless to say that my opinions belong to the realist school of thoughts. To further my arguments in that favor, I can point out some of the past events that led to the invasion of Iraq.American intelligence and spy agencies had manufactured false evidences to strengthen their claim that Iraq is in the process of building weapons of mass destruction which will threaten the world peace and this was believed by the other countries without any doubt who in turn lend their support for an American invasion.Later, when it was found out that it was only a fear psychosis created by the US, it was too late to rectify the damage and the difficulties it caused in Iraq. Moreover, the monumental expenditure for the Iraq war has only put the US economy in undue trouble.

A Closer Look at Date Rape - 944 Words

â€Å"Feminism has not prepared them for this,† states Camille Paglia in her essay â€Å"Rape: A Bigger Danger than Feminists Know.† The â€Å"them† in Paglia’s statement is referring to women, and she is discussing the topic of date rape. Susan Jacoby, on the other hand, writes in her article â€Å"Common Decency,† that feminism is not responsible for the rising cases of date rape, but that it is the men who are at fault. Paglia’s argument is insightful and accurate, but Jacoby’s writing is flawed and not well-researched. Paglia includes all rhetorical appeals and persuasive techniques, while Jacoby lacks in some departments of persuasiveness and fills the gap with logical fallacies. Comparing both of these papers will help the reader see why†¦show more content†¦Paglia effectively uses all three rhetorical appeals in her essay, and that immediately makes her argument much more impressive and compelling for the reader. Just l ike Paglia uses rhetorical appeals, she also uses all six persuasive techniques in her essay. The first, reasoning, is present throughout her whole paper. Like her logos, she uses many factual examples in her essay that prove that her argument is correct. Repetition is also key in Paglia’s argument as she frequently reminds the reader that feminism is responsible for the ongoing issue of rape. Date rape is an emotional topic, but Paglia goes even further in making the reader feel her words. She uses exciting, shocking, and provocative terms to grab the reader’s attention. There is an example she includes in her essay about a film titled Where the Boys Are that she compares to the modern generation. Even though the film was created in 1960, she makes it relevant and fresh to the reader. Paglia’s paper is an argumentative essay, so therefore, there is many examples of counterarguments. Her thesis is that feminism is part of the problem of rape, and she consistentl y argues that point in the whole paper. Near the beginning of her paper, Paglia also talks about a time when one of her students told her about a trip he had in Egypt and how he slept under the stars alone in a Great Pyramid. She makes the reader feel her sadness when she says that she could never be able to experience that, simplyShow MoreRelatedIs Rape A Crime Committed?1136 Words   |  5 Pagesare about the common belief that rape is a crime committed by strangers and that â€Å"black on black† crime is a valid social construct. It will be hard to break the thought processes that arise from these fallacies, but conscious efforts to discover the truth and look at the plain, hard facts instead of what we are primed to think, will definitely decrease these errors. Which will in turn allow people to see the deeper issues that these misconceptions bring. 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