Sales 1 Essay Example | Topics and Well Written Essays - 2000 words

Sales 1 - Essay Example This process is accompanied and facilitated by clear description of product features by the seller in front of the buyer and subsequent objection handling. This report aims to throw light upon some implicit ideas behind personal selling along with an explanation of its types, principles and the overall personal selling process. How behaviour of the buyer and external forces shape the personal selling mechanism are also discussed. Effective marketing is a direct result of effective communications. In the broader domain of marketing, the communication mix involves personal selling, sales promotion, advertising, public relations, direct marketing, packaging, sponsorship and e-marketing. The aim of communications mix elements is to generate awareness and educate buyers about the product features and their related benefits to them. The two prime objectives of communications mix are gaining attention of the buyer and developing interest towards new product proposition. The attention grasping part is undertaken by the advertising component where by the use of concise and direct and appealing messages, product attributes, pricing information and availability details of the product are made available to the consumers. The consumer tries to align his specific needs with that of the advertised message and explores further. This attention arousal forms the background for personal selling process where it becomes easier to convince the buyer to close the deal in favour of the seller. Interest development is facilitated by the salesperson who through his ability to judge the preferences and likings of the buyer group and pitching in the product at the same frequency, tries to convert the product features into customer benefits. Handling the objections and queries of the prospective buyer in a disciplined and known way makes the buyer more acceptable to close the deal and buy the proposed product. Personal selling is mostly a relationship building exercise

Woolf Professions of women Essay Example | Topics and Well Written Essays - 500 words

Woolf Professions of women - Essay Example I wanted to know more about the challenges that a modern woman faces at work, and this curiosity and interest has inculcated the motivation in me to research this topic. I am eager to learn about the psychological barriers holding modern women back. We see that women are getting more and more independent and a break from their traditional domestic and familial responsibilities generally as they are integrating into the socioeconomic system. While the physical barriers to freedom have been eradicated to a large extent, most women still cannot use their skills and competencies optimally because of the psychological barriers. (Woolf) has expressed this very clearly in her writing as she said, â€Å"The Angel was dead; what then remained? You may say that what remained was a simple and common object – a young woman in a bedroom with an inkpot. In other words, now that she had rid herself of falsehood, that young woman had only to be herself. Ah, but what is â€Å"herself†?† (Woolf cited in Rainbolt and Fleetwood 302). I want to learn what sort of psychological barriers are encountered by working women in general and how they deal wi th them. I also want to know more about what are the goals of a vast majority of the working women. I want to learn their preferences and priorities. I want to know if personal freedom and autonomy is more important for women in the modern age or they generally want to work and earn money in order to be able to take care of their families better domestically as well as financially. In order to find answers to my queries, I shall first conduct a thorough review of literature. I shall read the novels, autobiographies, and journals of famous women writers, and note down any quotations, passages, and narrations that qualify as answers to my questions in any way. It would take me five to six drafts to finalize my research paper that would be structured in a way that

Impact of Diplomacy on International Security Systems

Impact of Diplomacy on International Security Systems How can diplomacy contribute to the enhancement of security in the  International system? Please carry out an in-depth analysis of at least one case study. Diplomacy has gone a long way towards the enhancement of security in the international system and its potential to continue to do so is substantial. Diplomacy has served to diffuse many of the situations where countries’ diametrically opposed viewpoints have posed a threat to world security. Diplomatic actors have learnt lessons and have been able to refine the diplomatic strategies used to manage international security through their involvement in the resolution of situations where security in the international system has been threatened. Take for example the Cuban Missile Crisis, where diplomatic efforts averted a nuclear catastrophe in the height of the Cold War. More recently, multi-lateral diplomatic efforts have diffused the substantial threat posed by the ambitions of the North Koreans to expand their nuclear capabilities. At the time of writing, diplomatic efforts are fervently attempting to resolve the growing threat of military strikes against Iran. In can be argued therefore, that in the face of globalisation, the security of the world is increasingly linked to reliable systems of communication and trust between nation states; systems which are sustained through diplomacy. This is not to say that diplomacy is an infallible tool which can be used to enhance security at international level. One only has to look at the failure of diplomatic efforts to avert the war in Iraq, the continued negotiations between Israel and the PLO and those diplomatic efforts which failed to resolve the tension in the Balkans before civil war erupted in order to evidence this viewpoint. However, when considered in overall terms diplomacy has made great inroads in the enhancement of security internationally and has the potential to continue to do so. Perhaps it can be argued that diplomacy is not always a reactionary method of averting crisis; it has an all important role in increasing global security in a pre-emptive way as well. Therefore, diplomacy when understood ‘in the round’ is the lifeblood of any system of trust and communication which is intended to enhance security in the international system, and diplomacy therefore contributes greatly to the enhanceme nt of security in the international system. To understand diplomacy and how it contributes to the enhancement of security in the international system, it is perhaps wise to ask the following questions: what is the exact definition of diplomacy?; what is the exact definition of security?; and; how exactly does diplomacy enhance security in the international system? These questions will be addressed during the course of this essay. Also, in terms of analysing how exactly diplomacy can enhance security in the international system it is perhaps useful to explain the role of agencies and alliances like to IAEA, NATO, the EU, the United Nations and the Security Council which promote the enhancement of security internationally by relying on diplomatic efforts. These agencies will be looked at, and their roles will be explained during the course of the essay. Most importantly however are the theoretical underpinnings of why and how diplomacy functions, and these will be addressed in the essay. The theories of Realism and Neo-Realism w ill be examined in the context of diplomacy and security enhancement in an international context as they are useful springboards to help explain the concept of diplomacy and human interaction at the most basic of levels. A case study will be looked at in the essay and it will be explained in relation to the above mentioned issues. The subject of the case study will be North Korea and the diplomatic efforts that have served to avert what was potentially a nuclear crisis. As Fierke (2005) observes, diplomacy can be described as negotiation in an international setting that is often conducted by a mediator who acts as a go-between between the actors seeking to reach agreement. Diplomacy requires subtle and sophisticated communication strategies as well as statesmanship and a good understanding of public affairs. Security is the state of being free from injury and immediate danger. Most situations which pose a threat to international security and which call for diplomatic efforts require ad hoc responses at differing levels from those best equipped and best positioned to intervene diplomatically. No country would find it easy to achieve diplomatic objectives alone, and this fact is evidenced by the existence and the successes of international agencies and alliances which promote diplomatic relations and interventions. The agencies often have common objectives and often act together in order to achieve these. The International Atomic Energy Agency exists to scrutinise the security threats that may be posed by countries who wish to advance their nuclear weapons programs. It has a supervisory as well as a diplomatic function. The European Union, first established to promote economic stability in Western European Countries, has expanded to serve an increasingly diplomatic function. Alliances like the North Atlantic Treaty Organisation (NATO) have more peace-keeping responsibilities and are frequently called upon to preserve peace, so that diplomatic efforts can continue in situations of political and military instability. The United Nations and the Security Council have perhaps the most significant roles, when compared to the rest of these agencies. These organisations were formed to engender peace and diplomacy in a global context, and they have particular powers for example, the power to impose sanctions on those countries that are considered to be posing a threat to international security. The diplomatic deployment of these agencies can contribute and has contributed to the enhancement of security in the international system. However, to fully understand the function of diplomacy and how it can enhance security in the international system, it is useful to take a speculative look at how the world might work in the absence of diplomacy. A good place to start in this endeavour is perhaps to examine the theories of Realism and Neo-Realism and how they relate to the ideas of international security and diplomacy. Realism and Neo-Realism are discourses which seek to explain how power in the context of international relations may be seen through the lens of human propensity. They may help one to rationalise diplomacy as they seek to explain human nature and how this idea influences the accrual and preservation of power in the international system. Machiavellian adages such as ‘better feared than loved’ explain the classical realists’ viewpoint that power is, simply, the prize of those who inspire fear in others most effectively[i]. Morgenthau, a classical realist suggested that: i)International relations is propelled by a set of objective, rational laws that reflect unchanging human nature; ii)Interest is ‘defined in terms of power’ and therefore international politics must be understood as operating outside the spheres of moral and ethical concerns; iii)The definition of interest in terms of power is universally true and remains a consistent point of reference which can be used to understand events in international politics; iv)National interest takes precedence over moral concerns, and therefore states are permitted to act rationally, at all times in order to protect national interests; v)States try to behave morally. However, immoral actions can be pursued in the national interest; vi) Political considerations must be understood singularly, as a primary concern, because interest is defined in terms of power. The theory of Realism therefore regards power as a dynamic that cannot exist independently of human characteristics such as selfishness and competitiveness. Realists would also argue that power must be relinquished if one pursues a course of action which does not involve behaving selfishly, competitively and ruthlessly. Therefore, a realist would argue that diplomacy cannot contribute to the enhancement of security in the international system as the theory of Realism assumes that the pursuit of diplomacy is not only axiomatic to the effective accrual of power, but sees benevolence and diplomacy as both pointless and naive. Neo-Realism on the other hand has a more sophisticated view of how diplomacy can contribute to the enhancement of security in the international system. It has evolved as a more contemporary, more widely accepted rationale and explains power and international security by focusing more on the role of international states in politics, than on the role of human nature. Neo-Realism explains the distribution of power internationally in terms of anarchy, and the absence of centralised authority structures. In the absence of these central authority structures, international actors are forced to follow a route of self preservation which involves behaving competitively, and involves using diplomatic skills like co-operation if these serve to augment their security relative to other states. Therefore when North Korea announced that it intended to withdraw from the thirty-two year old nuclear Non-Proliferation Treaty (NPT) in 2003, neo-realist diplomacy is largely what led to their recent announ cement that they would cease their nuclear proliferation objectives in exchange for compensation. The North Koreans have also stated that is it important to maintain a good relationship with the United States. However, how has this diplomatic success story enhanced security in the international system? The answer is that diplomacy enhances security in the international system by identifying and building channels of communication with extremist regimes and other international actors who could pose a potential threat to international security. International security is enhanced by identifying what the best ways to communicate with these actors are. Evidence to support this viewpoint can be seen by again turning to look at the situation in North Korea. North Korea has long been an insular regime, devoted to the rejection of Western values and traditions. George W Bush has even identified North Korea as being part of the ‘axis of evil’ described in a now famous speech about the ‘war on terror’. However, Western diplomacy and communication with North Korea is not something that came about simply to resolve the 2003 nuclear crisis. Diplomacy has been a long running strategy between North Korea and the West. For example, the diplomatic efforts that helped to diff use the historical long running tension between North and South Korea have created the diplomatic bedrock which was capitalised upon when the 2003 North Korean nuclear crisis emerged. The multi-lateral discussions that led to the eventual resolution of the crisis involved Japan and South Korea; countries that the West has spent years building diplomatic channels of communication with. It is important therefore to understand that diplomacy is not just about communication strategies or strategies that come into play as a reaction to a crisis; diplomacy is about the forming and preserving of relationships and the building of trust and co-operation between international states. It is only when diplomacy is understood in this context that the writer’s argument that diplomacy can contribute to the enhancement of security in the international system gains credibility. To conclude, it has been argued in this essay that diplomacy can contribute in many ways to the enhancement of security in the international system. Past diplomatic initiatives and past diplomatic successes have been examined and extrapolated in support of this argument. North Korea has been used as a case study to illustrate the writer’s argument. The theoretical relationships between diplomacy, power, international security and human nature have been examined in depth by looking at the theories of Realism and Neo-Realism, and this helped to explain the growing importance of sophisticated diplomatic strategies in enhancing security in the international system. Most importantly this emphasis served to explain and illustrate the many ways in which diplomacy can contribute to the enhancement of security in the international system. Bibliography Books: Buzan, B, Jones, C, Little, R. The Logic of Anarchy: Neorealism to Structural Realism. Columbia University Press, New York. 1993. Chang, G. Nuclear Showdown: North Korea takes on the World. Hutchinson. 2006. Fierke, K. Diplomatic Interventions. Palgrave Macmillan. 2005. Griffiths, M. Realism, Idealism, and International Politics: A Reinterpretation. Routledge, New York. 1992. Articles: Bellamy, A . Globalisation, Security and International Order after 11 September. Beeson, M, The Australian Journal of Politics and History. Volume 49. Issue 3. 2003. p339+. Falk, R. The Pursuit of International Justice: Present Dilemmas and an Imagined Future. Journal of International Affairs. Volume 52. Issue 2. 1999. p409+. Genest, M. Realism and the Problem of Peaceful Change. Perspectives on Political Science. Volume 23. Issue 2. 1994. p70+. Greenberg, J. Does Power Trump Law?. Stanford Law Review. Volume 55. Issue 5. 2003. p1789+. Heady, F. Comparative and International Public Administration: Building Intellectual Bridges. Public Administration Review. Volume 58. Issue 1. 1998. p32+. Lieb, D. The Limits of Neorealism: Marginal States and International Relations Theory. Harvard International Review, Volume 26, 2004. Newmann, W. Causes of Change in National Security Processes: Carter, Reagan, and Bush Decision Making on Arms Control. Presidential Studies Quarterly. Volume 31. Issue 1. 2001. p69. Watson, B. The Politics of Confusion in International Relations Theory. Perspectives on Political Science. Volume 25. Issue 1. 1996. p6+. Zumbrunnen, J. Courage in the Face of Reality: Nietzsches Admiration for Thucydides. Polity. Volume 35. Issue 2. 2002. p237+. Newspaper and Magazine Articles: Freedman, L. International Security: Changing Targets. Foreign Policy. Issue 110. Spring 1998. p48+. Shuja, S. The Historical Myopia of International Relations. Contemporary Review. Volume 278. Issue 1620. January 2001. p18. Waller, J. National Security. Insight on the News. Volume 15. Issue 39. October 25, 1999. p10. 1 [i] Aristotle’s definition of legal rationality as ‘reason free from passion’ also conveys the realist’s vision of morality and rationality as distinct spheres, which too, is a predicate of Realism.

Let There Be Light Essay examples -- Energy Transportation Papers

Let There Be Light The sun shines brightly over the rolling green hillsides on a beautiful summer day. Green leaf-covered trees wave gently in the breeze next to the road, soaking up the light. However, if you look closely, off in the distance, you might catch a glimpse of some odd-looking vehicles approaching at a steady pace. As the pack zooms by, you cannot help but notice the black panels covering each car. You curiously wonder what purpose they serve, and why these automobiles left no smell of exhaust behind. Suddenly, you realize the connection: It was right under your nose the whole time! Just as the trees use sunlight to grow and reproduce, these solar powered cars convert the sun’s rays into energy that propels them onward. History In 1839, a French scientist named Edmond Becquerel experimented with electronics and found that he could create a weak electric current using selenium, a light-sensitive metal that responded to the sun’s rays. Becquerel had discovered â€Å"photovoltaics† (â€Å"photo† meaning â€Å"light,† â€Å"voltaic† meaning â€Å"power†), or the PV effect, which turned out to be the key to harnessing solar energy and converting it into useful forms (Bellis 1). Although he had little explanation for this phenomenon, his successors picked up the investigative process where he left off. In 1870, Heinrich Hertz researched and experimented with selenium, and produced a primitive light-to-electricity machine (1). As time progressed, scientists developed newer and better solar energy converters using silicon, which had a much higher efficiency than selenium. Solar cells were first officially invented by Charles Fritts in 1883 (1). Fritts used the selenium metal, which ... ... Cars – Solar Energy and Photovoltaics.† New York: About, Inc., 2002. 23 Aug. 2002. â€Å"History of the World Solar Challenge.† World Solar Challenge. 23 Aug. 2002. Shnayerson, Michael. â€Å"The Car That Could - The Inside Story of GM's Revolutionary Electric Vehicle.† Businessweek Online. 23 Aug. 2002. â€Å"Solar Powered Vehicles.† Energy Efficiency and Renewable Energy Clearinghouse (EREC). 23 Aug. 2002. â€Å"Sunrayce.† University of Michigan. 23 Aug. 2002. â€Å"Tour a Solar Car.† American Solar Challenge. 23 Aug. 2002

Market Research of Eveready Torches

CHAPTER 1 OBJECTIVES OF THE STUDY ? To know the customer perception towards Eveready flashlights with respective to the china made rechargeable torches. ? To find out the factors that tends to put an impact on Eveready LED torches. ? To find out what are the parameters customers/consumers look into before purchasing flashlight/torches. ? To know price sensitivity. CHAPTER 2 INTRODUCTION A ‘flash light’ usually called a ‘Torch’ is a hand-held electric powered light source. It caters the lighting needs of consumers. In the case of emergencies when light goes out, you are going to your way to phone; all you need is a flashlight or torch to illuminate your way. You may still need to fix things when the sun goes down, if you are building something or working on your car, flash lights can help you see what you are doing. When you go for a dental check up you might see the dentist using torch. Whether you are going to take a walk or on your way out of the door at night you need a torch to help you see the way, as well as stay safe. About flashlight: A flashlight (usually called a Torch outside North America) is a hand-held electric-powered light source. Usually the light source is a small incandescent bulb or light-emitting diode (LED). Typical flashlight designs consist of the light source mounted in a parabolic or other shaped reflector and the power source is electric batteries and an electric power switch. While most flashlights are hand-held, there are head or helmet-mounted flashlights designed for miners and campers and battery-powered lights for bicycles. The term flashlight is used mainly in the United States and Canada. In other English-speaking countries, the most common term is torch or electric torch. On January 10, 1899, American Electrical Novelty and Manufacturing Company obtained U. S. Patent No. 617,592(filed 12 march 1898) from David Misell, its English inventor. This â€Å"electric device† designed by Misell was powered by â€Å"D† batteries laid front to back in a paper tube with the light bulb and a rough brass reflector at the end. The company donated some of these devices to the New York City police, who responded favourably to them. These early flashlights ran on zinc-carbon batteries, which could not provide a steady electric current and require periodic ‘rest’ to continue functioning. Because these early flashlights also used energy-inefficient carbon-filament bulbs, â€Å"resting† occurred at short intervals. Consequently, they could be used only in brief flashes, hence the popular name flashlight. Power sources for light: The most common power source for flashlights is the battery. Many types of batteries are suitable for use in flashlights, such as button cells, alkaline batteries, lithium batteries and rechargeable NiMH, NiCd batteries and lithium ion batteries. The choice of batteries will depend on the light source used, and will usually play a determining role in the size and shape of the flashlight. Some flashlights are solar powered, using the energy generated from a solar cell to charge an on board battery for later use. [pic] COMPANY PROFILE [pic] 2. 1 COMPANY PROFILE: Ask any Indian consumer to name a battery and the first brand that comes to mind is Eveready. Not just among batteries, Eveready is a powerful brand across categories. Eveready has a portfolio comprising dry cell batteries (carbon zinc batteries, rechargeable batteries and alkaline batteries), flashlights (Torches), CFLs (compact fluorescent lamps), and mosquito repellent and packet tea. Eveready’s strength is the result of a continuous and well-orchestrated brand development strategy that maximizes the value from each consumer touch-point. [pic] â€Å"Give me red† is the iconic urban face of Eveready. The advertising by-line of the popular red series of batteries, it is today symbolic the empowered urban lifestyle that the brand reflects. The original, path-breaking campaign won as many as 11 advertising awards. The current television commercial on Eveready ultima, which has explored and demonstrated the technique of light painting(through the TVC) has been very well received and is a one of its kind commercial in the entire batteries segment. The unmatched consumer confidence is also reflected through the various accolades that the company has got over the years. In a country where around 40% households don't have access to enough electricity and require basic sources of light to sustain themselves, Eveready provides portable lighting solutions to more than 60 million households. Highlights: ? In the confederation of Indian industry(CII)’s ‘Brand of the year’ 2005 shortlist, Eveready made the top ten finalists list, along with brands like Nokia, HP, Titan, Dabur and five other Hindustan Lever Brands. ? As per AC Nielsen, Eveready stood 7th among all FMCG companies in terms of growth in the year 2004-2005. The economic times’ Brand equity survey of Brands by sales, april2004, put Eveready at no. 22 across brands in all categories. ? As per vertebrands’ survey, on a 10-point scale, Eveready scored 8 on popularity and 7. 7 on contemporariness. Of all consumers surveyed, 41% called it â€Å"The Only Brand for Me†. Eveready industries India, ltd (EIIL) previously known as Union carbide India, limited is the flagship company of the B. M. khaitan group. The brand Eveready has been present in India since 1905. EIIL is the world’s third largest producer of carbon zinc batteries, selling more than a billion units a year. EIIL is India’s largest selling brand of dry cell batteries and flashlights (torches), with dominant market shares of about 46% and 85% respectively. HISTORY: EIIL started its operation in India in 1905. The first dry cell batteries were imported from the USA and sold in the major cities of the country. These batteries were primarily used in imported torches. In 1939, the company set up its first battery plant in Kolkata. This was followed by another battery manufacturing plant in Chennai in the year 1952. A torch manufacturing plant was set up at Lucknow in 1958. Today it is one of the largest torch manufacturing plants in south East Asia. The plant manufactures the full range of brass, aluminium and plastic torches. In 2005, EIIL celebrated its 100 anniversary in India. MILESTONES: 1905: national carbon starts its Indian operations with sale of batteries imported from USA. 1934: Eveready Company incorporated as a private company on 12 November. 1939: Camperdown works- first modern battery plant established at Cossipore in Kolkata. 1941: union batteries merges with Eveready Company and the name is changed to national carbon company. 951: renamed as union carbide India ltd, a subsidiary of worldwide multinational, union carbide corporation. 1958: company set its torch manufacturing plant in Lucknow, one of the largest in south Asia. 1996: Mc Leod Russel(India) ltd, merged with EIIL, bulk tea business brought into EIIL fold. 2000: Bishnauth Tea Company merged with Eveready industries India ltd. 2005: brand Eveready is a hundred years old. 2009: EIIL acquires controlling stake in Uniross SA of France, which is a leading rechargeable battery manufacturer. Eveready is India’s largest marketer of dry cell batteries selling about 1. billion units annually. It is also the largest marketer of torches selling more than 20 million pieces per annum. VISION STATEMENT: For over a century, our corporation has been a partner to consumers with our expertise in portable power and light. Today, we endeavour to be the perfect Companion to consumers by providing value-for-money brands with Tangible Differentiation in quality every day; we seek Consumer Proximity to ensure the enjoyment of better living. Our core competence will be based on these three core values for the total synergy and future profitable growth of our corporation. Company’s philosophy on corporate governance: The company believes that good corporate governance consists of a combination of business practices which result in enhancement of the value of the company to the shareholders and simultaneously enable the company to fulfil its obligations to other stakeholders such as customers, vendors, employees, and financiers and to the society in general. The company further believes that such practices are founded upon the core values of transparency, empowerment, accountability, independent monitoring and environmental consciousness. The company makes its best endeavours to uphold and nurture these core values in all aspects of its operations. 2. 1. A. MANUFACTURING: Eveready has its manufacturing units spread all across the country in order to maximize logistical efficiency and reduce time-to-market. The Company’s state-of-the-art manufacturing units are located in Kolkata, Noida, Uttaranchal, Chennai, Lucknow and Maddur. The company has high-speed manufacturing units, both for batteries and flashlights, with in-house facilities for metal flashlights along with a fully automated injection-moulding set-up for plastic flashlights. Eveready also has a full-fledged machine design group at Chennai with capabilities of making special-purpose machines for both captive consumption and customer-specific requirements. The manufacturing units of Eveready are ISO 9000 and ISO 14000 certified. Eveready has a sophisticated R& D laboratory for design and testing of batteries. The laboratory is NABL accredited. The company also has its own flashlight design and development unit with the latest computer aided design facility. 2. 1. B. DISTRIBUTION: Eveready has a wide distribution network all over the country with 15 branches, 40 godowns and 4,000 distributors. Our products are available at grocery, general provision, music, electrical, hardware, stationery, gift /novelty stores, at the chemists’ shops and at photo studios and printing centres. So much so, that many of our products are even available at the paan and cigarette shops. According to AC Nielsen, Eveready batteries are available in 3. 3 million outlets out of a total universe of 7. 3 million FMCG outlets. The distribution structure extends coverage out to 5000-population villages. The company employs a strong sales force so that they can operate the extensive sales network successfully. As Eveready walks ahead in second century of existence, we have the following objectives – †¢ To consolidate our benchmark supplier position in all traditional outlets for batteries and flashlights. †¢ Employ a systematic and scientific approach towards increasing our reach and quality of reach. †¢ To leverage our sales & distribution competencies into identified newer channels †¢ To service the outlets with a diversified range of products. This includes batteries, flashlights, home lights, packet tea, mosquito repellents, CFLs and bulbs. To constantly explore new selling arrangements in identified markets to improve effectiveness of servicing. 2. 1. C. CORPORATE FACT SHEET: SBU's †¢ Batteries(including Rechargeable Batteries) †¢ Flashlights †¢ Packet Tea & Insect repellent †¢ Lighting Products †¢ New Products & Business Development †¢ Powercell Division Workforce: As on 31. 12. 08 (including Powercell) 2627 R&D facility Kolkat a, West Bengal Annual Sales: 92,530. 74 (Rs Lakhs) Manufacturing Locations and Sales offices: [pic] 2. 1. D. PRODUCTS: Eveready products are available under the mother brand name Eveready (batteries and lighting solutions) and also extended brand names like EVEREADY ULTIMA(Alkaline Batteries) ? EVEREADY RECHARGE(Rechargeable Batteries) ? EVEREADY JEEVAN-SATHI(Brass Torches) ? EVEREADY DigiLED(LED Flash Lights), ? EVEREADY CFL(Compact fluorescent lamps), ? EVEREADY POWERON (homecare products) and ? EVEREADY PREMIUM GOLD/JAGOO/TEZ (packaged tea) etc. Eveready offers a basket of FMCG products that find place in every household- Batteries: [pic] It is certainly not an overstatement that battery and Eveready have been synonymous with each other in India since time immemorial. After all, this is the only battery that has been with the people- in their good and bad times, in light as well as in darkness- through generations, for over a century. Eveready has diversified the portfolio to suit everyone’s needs. Eveready offers a wide range of batteries to fulfil the diverse portable energy requirements of progressive India. It has also come out with the Eveready blue batteries, which are long-lasting value-for-money solutions for your low-drain devices like TV/DVD remote controls, table/wall clocks and portable FM radio players. Zinc carbon batteries: Eveready is one of the world’s largest producers of zinc carbon batteries, selling more than 1 billion batteries every year. The Indian market for dry cell batteries is estimated at 2. 2 billion pieces by volume and rs. 14 billion by value, and Eveready is the undisputed market leader with more than half of the share of the market. The zinc carbon batteries are ideal for: flashlights, remote controls, toys, penlights, cameras, clocks, medical equipments, FM radios/MP4 players, etc. Alkaline Batteries: [pic]Eveready ultima alkaline battery is the ultimate energy solution to the power-hungry electronic gadgets of modern times. It is undoubtedly a new benchmark of quality & performance in the category of alkaline batteries. The promise of performance comes with an affordable price tag, making it truly an ultimate choice. Eveready ultima alkaline batteries are best suited for power-hungry new age gadgets like- digital cameras, remote-controlled toys, MP3 players, high-end portable audio-recording systems, etc. Rechargeable Batteries: [pic]There is a surfeit of power-hungry electronic gadgets in the market today. With every passing day, the list of such gadgets only gets longer. As an answer to the changing portable energy needs, Eveready has come up with Eveready recharge, world class range of rechargeable batteries. Since today’s high-tech devices demand more powerful batteries, Eveready rechargeable batteries are designed to deliver optimal performance. They are ready whenever you are. The higher end batteries come with an intelligent charger. The intelligent charger range includes chargers of various capacities. Lighting Solutions Eveready offers a wide variety of lighting solutions to suit the requirements of people in both urban and rural areas. Looking ahead, Eveready sees its business growing in the following fields: ? Mass consumption items like incandescent lamps, colour decoration lamps, etc. ? Energy saving alternatives, like T5 lamps, electronic ballasts, luminaries for fluorescent/compact fluorescent lamps with electronic controls. ? New-age technologies like LEDs & products around LEDs. Compact fluorescent lamps (CFL) In 2007, Eveready forayed into the lighting business with the launch of a range of compact fluorescent lamps (CFL). Halogen lamps: The lamps are so designed that they produce more light per units of energy, thus saving energy, and last longer. Halogen lamps are used in a variety of applications. Eveready has on offer halogen lamps that suit every possible requirement for outdoor lighting and video-shooting purposes. General lighting service /incandescent lamps (GLS): Eveready offers a vast range of incandescent bulbs in different sizes, voltages and colours. Alternate lighting solutions: [pic] [pic] Eveready digiLED lanterns- with its digiled technology, unlike a kerosene lamp or candle, the Eveready lantern gives bright, continuous and unflickering light from long lasting LEDs. All this at the same running cost per hour, as that of a kerosene lamp or candle. It illuminates a wide area and is ideal for activities like studying, cooking and other in-house work†¦ making it a true light for our home! Types of digiLED Lanterns: [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] Packet tea: India wakes up with tea every morning. It is the drink that enlivens, energises and rejuvenates the mind and the body. It is the drink that binds people across cultures. This is why Eveready has lined up a wide range of tea blends to match the needs of a diverse tea-drinking nation and the different â€Å"tea cultures† that are an integral part of the country’s socio-cultural fabric. Eveready today has offerings- Eveready tez, Eveready premium gold, Eveready jaago and eveready classic. Brands which satisfy the diverse moods of the tea drinkers. FLASHLIGHTS: [pic] Eveready has been the pioneer in the field of portable lighting for many a decades. Eveready with a huge variety of products is the largest manufacturer and marketer of torches in south Asia. Well known for its quality, range, colour options and value for money models. Eveready caters to all the lighting needs of both- the urban and rural consumers. DigiLED Torches: Eveready recently introduced a whole new category of torches with digiLED technology. These torches use highly power efficient LEDs in place of the incandescent bulbs. The long life LEDs, the superior quality lens & the Eveready expertise put together give the consumers an excellent torch with a focused bright white beam of light. pic] [pic] The torches are available in a Variety of shapes & sizes, with a splash of bright vibrant colours. Mainly for its quality of power efficiency, as batteries lasts longer, these torches have become an instant hit with the value conscious consumers across India. UltraLED torches: [pic] Torches with powerful beams which reach amazing distances, stronger light with enhanc ed efficiency, coupled with superior advantages of the original digiLED torches. The range offers the user wide choice in shapes, sizes & new metallic colours. Brass torches: [pic] True to its name, the Jeevan Sathi brass torchlight has been a trustworthy, constant companion for the discerning Indians through generations. It is reliable, durable and repairable, making it a must-have evening companion especially in the villages. It is one of the most trusted brands in rural India across all product categories. Aluminium & plastic torches: [pic] Eveready has always gone for innovation to bring out new models which suit the diverse requirements of all its customers. These torches have strong durable bodies, slide switches for easy handling and come in a wide range of models and colours. Rechargeable torches: Eveready also provides rechargeable torches to its customers. These have an in-built battery and a plug, for easy recharge. These torches are true value-for-money and are targeted at the urban and semi-urban households. Models like Commander, HiLite, Mobile, RedFlash, Rangoli & CityLite†¦ are brands in their own capacity†¦ bought by thousands of people every month. CHAPTER 3 RESEARCH METHODOLOGY Methodology is a systematic way of solving a problem; it includes the research methods for solving a problem. Type of research: Descriptive & Empirical Research Data source: Primary and secondary data Data collection method: Interview and survey Data collection tools: Questionnaires and informal interview Sample Universe: Nadia district (Areas- kastodanga, maniktalapada, kalitala, nimtala, Simurali- narapatipada, shantipur, ranaghat, krishnanagar). Sample size: 250 Sample Design: The target population of the study consists of various respondents of various places (mostly done in rural areas and small town targeting low class group people and middle class). This is because to know that if price is the only factor of impact of china made torches. Sample size: After due consultation with the company, also keeping in mind the requirements of the company for the research, the sample size that was found to be appropriate for the study was 250(each place 25-35 respondents). Sampling Technique: Stratified sampling technique – a stratified sample is obtained by independently selecting a separate simple random sample from each population stratum. A population can be divided into different groups based on class, income. The survey was conducted by visiting different places(shops, market, respondent’s home, etc). Statistical tools:Simple percentage analysis and Ranking method is the main statistical tool used for study. 3. 1. SCOPE OF THE STUDY ? The result of this research would help the company to market their products. ? The result will help in improving sales. ? The study will help the company to make aware the consumers about the product. 3. 2. LIMITATIONS OF THE RESEARCH The following limitations can be pointed out from the research that I conducted in relation to the problems that were given to me by Eveready industries India ltd. Sample size was not sufficient to know the absolute figures. †¢ The research got confined to the Nadia district (towns and rural areas). 4. DATA ANALYSIS AND INTERPRETATION The respondents who were covered under this study can be categorized on the basis of certain important criteria like age, annual income (class), tendency towards white LED light and awareness about new Eveready LED torches in the market. Table-4. 1 Annual Income Level: |Annual Income Level |No. Of Respondent |Percentage | |Below 1 Lakh |134 |53. 6 | |1-3 Lakh |105 |42 | |Above 3 Lakh |11 |4. 4 | |Total |250 |100 | | | | | | | | | | | | |Eveready LED |31 |12. % | |Eveready incandescent modified |3 |1. 2% | |China made Torch |211 |84. 4% | |Others |5 |2% | [pic] Interpretation: Among the 250 respondents i. e. he consumers, it can be seen that the consumers of china made torches are the highest i. e. 84. 4%. Eveready LED torches have 12. 4% consumers. 1. 2% of respondents are there who have an attachment with Eveready and thinks there torch is best for them they have modified incandescent Eveready brass torch into white light (because consumers like white led light). 2% of the respondents are the users of other torches. Table: 4. 3 Eveready LED torch users – Distribution according to income: Below 1 Lakh |1-3 lakh |Above 3 lakh | |3 users |17 users |11 users | Interpretation: It can be inferred that among 31 consumers that use Eveready LED torch, there are 3 users fr om the low income group i. e. below 1 lakh. 17 customers are from 1-3 lakh group and 11 users are from above 3 lakh group. Table-4. 4 AWARENESS about Eveready LED Torches: |Awareness |No. Of Respondents |Percentage | |Yes |65 |26% | |No |185 |74% | |Total |250 |100 | [pic] Interpretation: Now coming to the point of awareness among the people about the Eveready’s new product i. . Eveready LED Torches, the response was very disappointing. Among 250 respondents only 65 people i. e. 26% are aware about Eveready LED flashlight. Table-4. 5 Consumers those are aware but do not like to have due to high price (not affordable): Out of 65 people who are aware, the people who would not like to purchase are 40. |1-3 lakhs |Below 5 lakhs | |35 people |5 people | Interpretation: It can be seen that out of 65 people who are aware, 35 people of low class would not like to purchase due to its high price, it is not affordable. CHAPTER 5 RESULTS: The findings that can be drawn from the survey- ? 100% positive answer regarding Eveready torches durability, reliability and longevity shows company’s high image. ? 100% consumers like the white LED light torches. ? It was found that most of the low class people are not able to purchase Eveready LED torches because they cannot afford due to its high price. As Eveready LED torches are new entrants in the market, most of the people are unaware about the Eveready LED torches. IMPACT OF CHINA MADE TORCHES ON EVEREADY LED FLASHLIGHTS: 1. Shifting of incandescent torches market to LED Torches market. ? Eveready incandescent bulb torches were used and appreciated by the consumers before China made rechargeable torches with LEDs instead of incandescent bulb came into the market. After china made torches e ntered the market, people liked the white light of LEDs and the low price. As, no Eveready LED torches were available that time (before 5-6 years), the customers/consumers were forced to purchase china made LED rechargeable torches. So, there was a shift towards LEDs torches (china made torches). 2. Shifting of normal torches i. e. torches without rechargeable factor, to rechargeable torches. ? China made torches came into the market with the facility of recharging the batteries at that time when Eveready have had no rechargeable torches. People /consumers thought it more economical than Eveready normal torches and tend towards it. NOTE: but it is not true, the fact is that the Eveready torches are more economical because the batteries that are used in it as a power source runs for 4 months in a single time). So, demand inclined towards rechargeable torches. 3. It’s been 2 years Eveready has launched LED flashlights/torches with high quality light. But there is a particular segment i. e. low class people have a tendency to buy china made torches due to its low price (although they were using Eveready incandescent torches before ). customer’s perception has changed . . Considering all the facts, the most important part that has been affected (impact of china made torches) is sales. Although Eveready is doing well but the market that has been captured by china made torches (mostly the low class people who purchase china made low price torches), Eveready is missing to target that part. NOTE: As there are many customers/consumers who are using Eveready LED torches (Eveready is meeting its sale targets) this shows that the impact of china made torches that has been on Eveready torches is diminishing. People are shifting from china made torches due to their lack in reliability, longevity, durability and many factors. They lack in adding value to the customers. CHAPTER 6 RECOMENDATIONS: ? Eveready is extensively using its marketing strategies to reach customers; advertisements are being done but while surveying, the segment of customers that are not aware of the product to reach them we have to make them aware through extensive advertising. There are hoardings placed in the market but they are only seen over the distributors or big retailers. There must be more hoardings, bill boards showcasing Eveready led torches. ? Eveready should launch a new led torch with low price particularly focusing the low class (low income group) people. Advertising should be focusing these people. ? Extensive advertising on radio. REFERENCES: ? WEBSITES: www. evereadyindustries. com www. wikipidea. org ? Business Research Methods – Donald R Cooper, Pamela Schindler

Organisational Development Assignment

I POL POYTECHNIC OF NAMIBIA Harold Pupkewitz Graduate School of Business ASSIGNMENT COVER SHEET ————————————————- HP-GSB STAMP Assignments must be submitted in hard copy to:- The Secretary HP-GSB Reception Tel 061 207-2850 Date Received: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Time Received: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. ————————————————- I declare that this assignment is our own work. I further declare that where material has been used from other sources, whether by paraphrasing or by direct quotation, it has been fully acknowledged and referenced.I have retained a copy of this assignment for my records. ————————————————- Student’s Signature†¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦ (Signed below) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Date: 28 September 2012 SURNAME &| Mr. Anton Scheun | †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ | FIRST NAME:| | | STUDENT NUMBER:| | | COURSE TITLE:| Masters in Leadership and Change Management| | MODULE TITLE| ODOrganisational Development| | MODULE FACILITATOR:| Dr. S. Pillay| | ASSIGNMENT DUE DATE:| 10 October 2012| | This is to certify that the assignment is the work of the student, Mr A. Scheun and where sources were consulted; reference was made to them under he reference table. ii Mr. ANTON SCHEUN 9328548 ORGANISATIONAL DEVELOPMENT ASSIGNMENT iii EXECUTIVE SUMMARY 1. Learning Organisation A Learning Organisation is organisations or enterprises that continuously needs to learn and renew themselves. This indeed has many advantages for both the individual and organisation in that continuous transferring of knowledge and changing of behaviours takes place. The best way to implement such intervention, to become a learning or ganisation, is to link it to the Strategic, Tactical, Operational and Individual Plans of staff members in the organisation.This will ensure integration and everyone contributing to the achievement of the goals and objectives of the enterprise. By so doing, members and the organisation become learning organisations, because this create dialogue, debate, problem solving skills, communication, buy-in and a win-win combination to all parties. 2. Performance Management System The purpose of Performance Management systems for organisations is to measure the achievement and performance of both individuals and the organisation as a whole. The PSN has already implemented a PMS at Offices, Ministries, Agencies and Regional Councils.A Performance Management System can only â€Å"survive† if all staff members are committed, trained and have the culture to effectively implement such a system. The advantages are enormous of which individual as well as organisational goals are met at the e nd of the day. The effective implementation of a PMS for the OPM will indeed contribute to effective and efficient customer needs and satisfaction levels. 3. Total Quality Management Total Quality Management is an area which has been neglected in the past by the Public Service of Namibia (PSN).As an example, all secretaries, institutional workers, drivers and courier’s individual performance plans are integrated and aligned to the Strategic Plan of the OPM for the support and attainment of corporate functions. 2. 2. 4 Team Learning; Team learning involves relevant thinking skills that enable groups of people to develop intelligence and an ability that is greater than the sum of individual members’ talents. As an example, team meetings are conducted during Annual Management Strategic formulation and development sessions by all team unit members.This indeed creates team learning, because all ideas, inputs and strategies being formulated are considered and the best are in corporated in respective plans. By so doing, all team members are buy-in and all sub-units contribute to the achievement of the overall goal and objectives of the OPM. 2. 2. 5 Systems Thinking: Systems thinking involve a way of thinking about, and a language for describing and understanding forces and interrelationships that shape the behaviour of systems.It helps managers and employees alike to see how to change systems more effectively and to act more in tune with the larger processes of the natural and economic world. For example, all unit members of the OPM were involved with the formulation and /or review of their business re-engineering processes. These business processes, such as the recruitment process, were amended to consider and improve time, manpower needs, costs and approval authorities in order to improve, integrate and streamline such processes to the betterment of the OPM.Through this process, policies, structure and budgets were identified for further amendment and alignment to the organisations systems and strategic plans. System thinking also involves the identification of appropriate systems that should be upgraded, such as an appropriate Human Resources Information Management System in order to accommodate personal particulars, performance appraisals, rewards and salary increments to mention a few. 4 3. The under-mentioned interventions are recommended for the Permanent Secretary (PS) of the Office of the Prime Minister (OPM): 3. That the OPM’s Strategic Plan be amended to incorporate a goal: â€Å"Creating a Learning Organisation by 2015†, and objectives with strategies or initiatives, as spelled out below, be included. 3. 2 That the following strategies/interventions be considered: (a) That all management cadre and managers/supervisors be included in the review of the Annual Management Plan of the OPM on a yearly basis. This will allow for buy-in, developing of intellectual stimulating, argumentation and strategy formulatio n for the respective tactical, operational and individual plans of the units. b) That the same team retreat to review, amend and/or formulate all business re-engineering processes of the OPM. This will allow for team building, building a sense of commitment system thinking and creating mental models based on reflecting of where the units are and where they want to be in terms of business processes. (c) That a Training needs assessment be conducted by the training components in order to identify competency, skills and behavioural deficiencies. This will enable the OPM to identify and ectify these deficiencies and also to build capacity in the OPM and Public Service of Namibia. (PSN) (d) That staff members be identified and trained as mentors and coaches to affect mentorship programmes in the OPM and to become coaches in their respective units. This will enable transfer of knowledge, skills and change in behaviours of staff. Further that mentors and coaching will contribute to persona l mastery of individual needs and objectives with OPM’s objectives. e) That units should developed in-service –training programmes in areas of identified deficiencies, such as policy formulation, disciplinary procedures, recruitment and placement, etc. This will contribute to capacity building and attention to day-to-day deficiencies in the work place. It will allow for cross cultural and unit team building and problem solving issues. (f) That the training budget be utilised to accommodate for short courses and leadership/ management development for individuals, teams and the broader organisation.This will indeed contribute a link between individual and organisational goal achievement, capacity building, inputs, innovation and team learning. (g) That as part of career development, managers be transferred, every five years to new posts. Further, that job rotation and job enlargement is implemented in job descriptions to stretch the work and employee capacities for devel opment of prospective staff members to higher posts as part of the succession plan of the OPM. 5 (h) That a Bursary Scheme be created to allow staff members to study in identified fields where capacity is needed in the OPM.This will assist the OPM in skills shortages and to develop capacity of staff and the organisation. (i) That focus groups, tasks teams and committees be created as a stimulus for ideas, problem solving, creating of new innovations in the fields of disaster management, employment creation and measures to retention staff members at the OPM. (j) That a more generative learning approach be adopted by the OPM, whereby staff has the opportunity to take risks, make mistakes, reflect on their decisions they had taken and change their behaviours accordingly. 3. 3. Conclusion:The OPM, as well as any organisation are facing constant challenges in the creation of themselves to become a learning organisation. The creation of a learning organisation is not a short term strategy and cannot be done overnight, but should rather be long-termed focused and be part of any strategic plan of a given enterprise. In its guest to become a learning organisation, the Public Service of Namibia and the OPM are facing the problem to be used as a springboard to obtain relevant experience and qualifications, where after staff members resign to look for greener pastures.The organisational interventions that were recommended will definitely assist the OPM to become a more effective learning organisation in the near future. 1. 2 Performance Management 1. 2. 1 The following definitions are postulated: (a) Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization†. (www. humanresources. about. com ,cited 6/10/2012) b) Performance means:† the act or process of performing or carrying out†. (Oxford Dictionary, page 885) (c) â€Å"An assessment of an employee, process, equipment or other factor to gauge progress toward predetermined goals† (www. businessdictionary. com,cited 6/10/2012) (d) The students own definition is: â€Å"Performance management is a management system, used by managers, to appraise employees with relation to goal achievement, corrective measures to be implemented and identifying future knowledge, skills and behaviours to improve performance of people†. 6 1. 2. What are the challenges with regard to a Performance Management System (PMS)? The challenges are: (a) Line managers are not always totally committed to the implementation processes of the PMS. (b) It requires total commitment from top management, management cadres, line managers, supervisors, performance champions and staff members. (c) It requires a mind shift to a new performance culture. (d) It is an integrated approac h that links to Directives, Rules, and Regulations.(e) It identifies and needs coaching, mentoring, training and in-service training programmes. f) It provides for an integrated budget approach. (g) Performance champions and drivers should be identified and trained. (h) PMDS Moderating Committees should be established to monitor, evaluate and provide corrective actions. (i) It is time consuming to conduct performance appraisals and keep records of performance and behaviours of employees. (j) It should be benchmark with other organisations to effect total quality management and to keep abreast with latest developments and performance management computerized systems. 1. 2. What are the benefits of a Performance Management System? The benefits are: (a) To generate information that supports other human resources activities, i. e. recruitment and selection, rewards and special treatment, disciplinary and grievances,HIV/AIDS and wellbeing, bursary, training and development to mention a fe w. (b) It serves as a two way communication channel between line managers and staff members through which clarity is obtained regarding the achievement of goals and objectives and what each party expects from the other. 7 c) It helps to clarify job descriptions, organisational goals and objectives. (d) It is a long term (continuous) process in which performance improves over time. (e) It relies on consensus and cooperation between employer and employee, rather than control or coercion. (f) It requires a management style which is open and honest and encourages two-way communication and constant feedback on level of staff members’ performances. (g) It assists managers and staff members to measure and assess performance against jointly agreed objectives, standards and key performance indicators. h) It contributes to organisational learning, organisational renewal and total quality management and to the achievement of Vision 2030 of Namibia. 1. 2. 4 The under-mentioned interventi ons are recommended for the Permanent Secretary (PS) of the OPM: (a) The PSN should establish and operationalized a PMS, based on the Balance Score card approach of Dr’s Kaplan and Norton. To do this, a PMS Policy framework and guiding manual for staff members should be compiled and linked to the Public Service Act, Act No. 13 of 1995.(b) In order to roll-out the PMS, the following sub-interventions are needed: 1) Strategic Plans need to be developed and explained to all staff members in order to get buy-in and change mind sets of public servants. (2) Strategic Plans should be cascaded to tactical, operational and group/individual performance plans and performance contracts to legalise and create accountability for the achievement or non- achievement of organisational goals, objectives and activities. (3) Strategic Plans should be supplemented by structural changes, job analysis, manpower planning to effectively integrate PMS with other main and sub-systems of the PSN. 4) The PMS should be market through a vision, mission, values, communication and training strategy. To this performance champions should be identified, trained and use to train –the –trainer in Offices, Ministries, Agencies and Regional Councils (OMARC’s). Training interventions should be develop to train ministers, permanent secretaries and management cadres to obtain buy-in and commitment. (5) Different committees should be established to oversee the implementation, monitoring, evaluation, corrective action, appeal procedures and reward systems of the PSN.To this, a PMS Management Committee, a PMS Working Committee and a PMS Training and Champion Committee should be established to effect implementation with terms of references. 8 (6) In order for PMS to be effectively and efficiently implemented, it should be rolled-out as a project. To this J. P. Kotter’s Eight- Step model is recommended to implement the PMS as a change management initiative. (Robbins & Judge, 2011). Refer to Appendix: A- a presentation which was given by Group 2. (c) Performance Agreements or Packs should be compiled and sign-off between the supervisors and staff member. d) Job profiles or descriptions should be compiled and attached to performance agreements. These two elements display the incumbent position to what is required, whereby the performance agreement emphasized the goals and objectives that need to be achieved by the individual or group. (e) The Disciplinary Policy should be amended to cater for under performers and staff who fail to perform at all. (f) Rewards, both intrinsic and extrinsic should form part of the PMS Policy framework. (g) The appraisal procedure, assessment marks and template to enter performance data should form part of the PMS Operational Manual. h) Recognition to staff should be given, annually, on the 23 June of each year, to coincide with the celebration of Africa Public Service Day. (i) A budget vote should be given to OMARCâ⠂¬â„¢s to cater for financial expenses. (j) The appraisal of staff should be conducted on a quarterly basis. (k) OMARC’s should submit a performance report to the OPM on an annual basis as part of their Annual Report on their respective performances. 1. 2. 5. Conclusion: It is the opinion of the student that the OPM and any organisation should have a PMS system to track performances of people against those objectives in their performance contracts.The PMS system will not only contribute to performance per se, but will encourage open communication, feedback, problem solving issues which inter alia contribute to organisational learning and a system of total quality management. The effective implementation of a PMS for the OPM will indeed contribute to effective and efficient customer needs and satisfaction levels. 9 3. Total Quality Management 3. 1 Introduction: Total Quality Management (TQM) has started in the USA in the mid-1970’s. Philip Crosby, one of the founders of TQM claimed that over 90% of TQM initiatives failed.Studies in European countries found a failure rate of 70% or more. The reason for this is that managers experience problems how to manage the change process in implementing a total TQM system. (Burnes, 2009). TQM exceeds the product quality approach, involves all employees in the organisation and encompasses all functions, i. e. administration, communications, distribution, manufacturing, marketing, planning, training, etc. (www. businessdictionary. com ,cited 2012) 3. 2 The following definitions are postulated: a) TQM can be defined: â€Å"as an executive commitment to a management culture which fosters the improvement of quality of all activities and products via the prioritisation of quality plus companywide organisational development and training†. (Hill, 2011). (b) â€Å"Total Quality Management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes†. ( www. wikipedia. com ,cited 2012) (c) â€Å"TQM is an improvement program which provides tools and techniques for continuous improvement based on facts and analysis; and if properly implemented, it avoids counterproductive organisational infighting†. www. acounting4management. com/total _quality management. htm, 2012). 3. 3 The meaning of Total QualityManagement: TQM has different meanings that include the following features: (a) The commitment and direct involvement of the highest-level executives in setting quality goals and policies, allocation of resources, and monitoring of results. (b) Realisation that transforming and organisation means fundamental changes in basic beliefs and practises and that this transformation is everyone’s job. (c) Building quality into products and practices right from the beginning. d) Understanding of the changing needs of the internal and external customers, stakeholders, and satisfying them in a cost effective manner. 10 (e) Institutin g leadership in place of mere supervision so that every individual performs in the best possible manner to improve quality and productivity, thereby reducing total cost. (f) Eliminating barriers between people and departments so that they work as teams to achieve common objectives. (g) Instituting flexible programs for training and education, and providing meaningful 3. 4 The advantages and disadvantages of Total Quality Management: .4. 1 The advantages are: (a) Lower costs. â€Å"TQM lower costs throughout the business infrastructure and organisation. Because it is an all-encompassing quality management programme, TQM helps different departments to communicate their needs, problems and desires with each other, so that workable solutions can be found that will help the organisation cut costs throughout the supply chain, distribution chain, shipping and receiving, accounting and management departments without losing productivity or the ability to operate rapidly in the face of chang e. (www. ehow. com ,cited 7/10/2012) (b) Improved Reputation. â€Å"TQM has the advantage of improving corporate as well as product reputations in the marketplace, because errors and defective products are discovered much more rapidly than other a non-TQM system, and often before they are ever sent to market or found in the hands of public†. (www. ehow. com ,cited 7/10/2012) (c) Higher employee morale. â€Å"Workers are motivated by extra responsibility, team work and involvement in decisions of TQM†. (www. ehow. om ,cited 7/10/2012) (d) Quality control inspectors. â€Å"Inspectors will ensure that the products and services meet the requirements and standards of the client and organisation, which indeed contribute to better service delivery†. 3. 4. 2 The disadvantages are: (a) Resistance to change. † Workers may feel that their jobs or occupations within the company are at risks under a comprehensive TQM program, and as a result, they may be slow or resist ant to making the necessary changes for the TQM to work properly.In addition, skilled workers may be lost as they decide to leave because of their unease at the direction that things are headed within the company, or they may not implement things properly, costing increase cost†. (www. ehow. com ,cited 7/10/2012) 11 (b) High cost of time. The high cost of implementing a TQM program, and the fact that it may take several years for the program to be fully implemented before results and benefits are seen, can be a huge disadvantage to a TQM program, especially in today’s uncertain economic conditions.TQM should be considered a long-term investment†. (www. ehow. com ,cited 7/10/2012) (c) Resistant to change. Workers may be resistant to change and may feel less secure in their jobs†. (www. ehow. com ,cited 7/10/2012) 3. 5 The under-mentioned interventions are recommended for the Permanent Secretary (PS) of the OPM: The Total Quality Management System is highly re commended for the Public Service due to the following reasons: (a) The PSN needs an instrument which can measure products (i. e. annual reports, speeches, etc. and services(i. e. Health, identity cards, Namibian passports, birth and death certificates, vehicle fleet services, maintenance and fuel consumption, the return on investment of training ) to improve service delivery clients, customers and the public at large. (b) Total Quality Management will ensure the minimisation of wastage. (c) TQM will contribute to effective and efficient service delivery to internal and external clients, and especially to the Presidents Office, Prime Minister, and cabinet. d) TQM will ensure that the food donated to crisis areas, such as Katima Mulilo and Oshikoto Region, during the extreme rainy seasons as well as drought relief programmes, be monitored and/or not get rotten. (e)TQM will contribute to team building and cross functional interaction, problem solving and sound debate between Offices, M inistries, Agencies and Regional Councils (OMASRC’s). (f) It will ensure that product and services could be branded which in turn will have a positive impact on the OMASRC’s and government as a whole. g) It will create stimulus to team work, higher sensitivity levels, greater responsibilities and even empowerment of staff members in the execution of this specific function. It may also make staff members proud to see the end results of product and services in which they were directly involved in. (h) It will force the OPM to set standards and requirements for products and services which will eventually lead to the creation of Namibia’s own government brand, such as the SABS standards. (i) It will create further employment of specialist as inspectors that will not only be utilised for inspection of such products and services, but can also 2 be incorporated in a Department of Inspectorate for the Public Service of Namibia. Such a Department doesn’t exist and need serious consideration. (j) As with resistance to change, it’s recommended that Kotter’s eight step plan be followed, as indicated in Appendix: A. (k) That a vote is created and the Ministry of Finance be assigned to allocated funds for the implementation of TQM in the PSN. (l) That the OPM, Ministry of Defence, Ministry of Transport and Communications be used as pilot ministries in the first two years during roll-out of the project. 3. 6.Conclusion: The PSN and the government need a quality software system to evaluate its products and services. There is a public outcry that the PSN and Government should improve customer satisfaction by bringing their services to the public and that they should change. It’s the opinion of the student that TQM, as a management tool will provide for such a measurement in order to provide effective and efficient service delivery to clients, customers and stakeholders. TQM will significantly help to improve the standard and mea surement of performance management in the PSN. . Six Sigma: 4. 1 Introduction: The originator of the Six Sigma concept was Bill Smith in 1986. Quality improvement controls, such as TQM, were used to pioneer this concept. Six Sigma is the process of eliminating and perfect data entry. This concept is based on project methodologies used to strengthen performance levels, according to www. insigma. com. In 2006, Motorola issued a press release stating that they had $17 billion saved from Six Sigma†. (www. ehow. com ,cited 7/10/2012)4. 2 Definition: a) The project definition of TQM is defined as;† Six Sigma projects have clearly defined deliverables, are management approved, are not so big that they’re unmanageable and not so little that they’re unimportant or uninteresting, and relate directly to the organisation,s mission, according to www. isixsigma. com†. (www. ehow. com ,cited 7/10/2012) 13 4. 3 Advantages and disadvantages of six sigma: 4. 3. 1 The a dvantages are: (a) â€Å"The advantage is that Six Sigma is a quality standard that establishes a goal of no more than3. 4 defects per million units or procedures â€Å". b) â€Å"Six Sigma aims to maximize customer satisfaction and minimize defects†. (c) â€Å"Six Sigma is a tool that if used correctly, can identify key areas of business processes that need attention to lower effect rates. One of the greatest advantages is that all the measured improvements achieved through this technique can be directly converted into financial results†. (d) â€Å"Research proves that firms that successfully implement Six Sigma perform better in virtually every business category, including return on sales, return on investment, employment growth and stock value growth†.Source: (www. ehow. com , cited 7/10/2012). 4. 3. 1 The disadvantages are: (a) The eventual costs to implement Six Sigma are very high. To this, Becthel Corporation in the USA has spent USD 30 million to imple ment Six Sigma. (b) According to a quality expert, Joseph M. Duran, Six Sigma is described as â€Å"a basic version of quality improvement† stating that â€Å"there is nothing new there†¦they have adopted more flamboyant terms, like belts with different colors† Source: (Integrating Organisational Development and Six Sigma. Jeffrey, B. ) 4. Recommendations to the Permanent Secretary: (a) Six Sigma should not be implemented in the Public Service of Namibia in the short to medium term, but it should be considered whether the Namibia Defence Force can do research and conduct a feasibility study to determine the viability of Six Sigma for the PSN. Research indicated that the United States of America has introduced it in their Navy with success. Source: www. accounting4management. com, 2012). (b) The TQM intervention should be given first priority in OMASRC’s, before Six Sigma is considered in the PSN. c) It is further recommended that financial and manpower be a llocated to conduct such a feasibility study and that the Ministry of Finance release funds and a vote to source this research. 14 (d) The above should be carried out according to project management principles and procedures. (e) The feasibility study should be submitted, after presentation to the Permanent Secretaries meeting on 30 June 2013. During this meeting it can further be recommended whether Six Sigma should be introduced and be roll-out to the PSN. 4. 5 Conclusions:Although Six Sigma is widely used, especially in the USA and Europe, no evidence could be found that Namibia is using it currently. This may be, because it is not cost effective and/or there is not yet a market for it. It is strongly recommended that the NDF, especially the Navy should conduct a research and feasibility study to determine whether it is viable for Namibia and if the Defence Force may benefit in the long run. This report will indicate whether Six Sigma can be roll-out to the rest of the Public Ser vice of Namibia.REFERENCES Burnes, B. Managing Change. Fifth Edition. 2009. Pearson Education Limited. England. Nel, P. S. , Gerber, P. D. , Van Dyk, P. S. , Haasbroek, G. D. , Schultz, H. B. , Sono, T. , Werner, A. Human Resources Management. 5th Edition. 2011. Oxford University Press. Southern Africa. Hill, M. Study material on Managing People and Organisations. July 2011. Windhoek. Robbins, S. P. , & Judge, T. A. A. , Organisational Behavior. Global Edition. 2011. Prentice Hall. New Jersey. www. acounting4management. com/total quality management. htm, Definition and Explanation of the Concept of Total Quality Management System. Cited 7/10/2012. www. businessdictionary. om. Definition of Total Quality Management System. Cited 7/ 10/2012. www. businessdictionary. com . Cited 6/10/2012 www. ehow. com. Advantages and disadvantages of TQM. Cited 7/10/2012. www. humanresources. about. com. Cited 6/10/201 www. hrfolks. com. The Learning Organisation. Review- Rohan Nagwekar. Cited 1/ 10/2012. www. see. ed. ac. uk. Learning organisations. Cited 1/10/2012. www. wikipedia. com. Cited 6/10/2012. 15 APPENDIX Appendix: A- Leading change: Why transformational efforts fail. Presented by Group 2 of Masters in Leadership and Change Management, dated September 2012