Monday, January 27, 2020

Changing Role of HRM: The NHS

Changing Role of HRM: The NHS The Changing Role of Human Resource Management within the National Health Service: Feeling at Home in an Increasingly Complex Environment. Abstract In the context of a widespread programme of reform of the English National Health Service (NHS) this paper considers the changing role of Human Resources Management (HRM) within the service, and reports a study of the changing role of HRM in a large teaching hospital. Empirical research suggests that whilst the perception of the role and effectiveness of the HRM function remains varied, if managed correctly it is potentially capable of having a direct and beneficial impact upon service delivery. Introduction The reforms and changes within the National Health Service (NHS) and its management of staff and services has clearly been well documented, however research into the evaluation of these initiatives remains a neglected area. Walshe suggests that the reason behind this is that researchers do not have time to ‘painstakingly document and measure the progress and impacts of reform due to constant change caused by the initial ‘bright ideas having been poorly thought out (2002:106). Empirical research can though attempt to offer an understanding into the ‘complex relationships that exist between individuals and how they interpret policies within a wider social and cultural organisational context (Clarke 2006:202) and provide insight into the NHS managerial culture to examine how it ‘supports and facilitates the implementation of the recent wave of NHS reforms (Merali 2003:550). Through incorporating a review of the literature that surrounds the changing role of HRM w ithin the NHS and empirically based qualitative research, a comprehensive insight into the current context and position of Human Resource Management within an NHS Trust is given. Whilst such research will hopefully be of academic interest, perhaps more importantly in order for the NHS and other public services to be aware of the impact of reforms upon employees and thus on subsequent service delivery, an awareness of HRM practices and their implementation should be a necessity for practitioners (Edgar and Geare 2005). The Current Context of the NHS â€Å"†¦the NHS is unique. To name but a few of its characteristics, it is in the public sector, exceptionally large in terms of its resources, activities and numbers employed; domestic not international in its operations; its tasks are infinitely varied, complex and difficult; its goals are unclear; it is subject to an exceptionally wide range of political and economic influences; and it is an organisation uniquely and specially close to the hearts (metaphorically), minds and bodies (physically) of British people. It is run by ‘special kinds of people too: dedicated, yet often ambitious, highly qualified and skilled, often bloody-minded and usually tough-minded, yet also caring and even tender.†(Glover and Leopold 1996:256) The NHS is the largest employer in Europe, employing over a million clinical, infrastructure and support personnel (The Information Centre 2006). Whilst remaining close to the peoples heart in terms of its founding values of a universal and comprehensive health care with its service delivery freely and equally available to all in society (Rivett 1997; Talbot-Smith and Pollock 2006), it is also close to the peoples pockets, with billions of pounds having been invested into the NHS in the last ten years (Appelby 2007). In addition to providing a health service to the population, it is also claimed that ‘health and healthcare play a key role in generating social cohesion, productive workforce, employment and hence economic growth (Harrison 2005) and for this reason, as Bach notes, the means to reform health care systems effectively is an issue that confronts policy makers worldwide. (2001:1) As such, the challenges facing the NHS in terms of management, change and efficiency are i mportant to an audience far wider than the UK and those who use and work within the organisation. In consuming around  £50 billion per annum it is no wonder that successive British governments have attempted throughout the history of the NHS to dictate from the centre the ‘minutia of the NHSs activities. A key problem however is that due to the complexity of the organisation itself and the politics that surround it, the methods used are considered by many to consist merely of ‘a plethora of complicated targets and initiatives that confound those who are charged to implement them (Bradshaw 2003:90). In recognising the obvious public concern over the management, and expenditure, of the NHS both the previous Conservative and Labour governments and current New Labour invest considerable time, and tax-payers money, into attempting to improve the service. Yet it is considered increasingly apparent that in responding to health deficiencies ‘by throwing money at them to see the quick, comfortable resolution of the political conflict that these inevitably cause (Duncan -Smith 2002), continual change ‘for changes sake has become the focus at the expense of the ultimate ‘telos that created the health service (Kelly and Glover 1996:31). Changes in Management of the NHS Since its conception, it is clear that the NHS has undergone many changes, both structurally and ideologically, but it is since the reforms of the early 1980s that the focus of NHS management has attempted to move away from obvious ‘command and control techniques and towards local management with local responsibility and accountability not only to the government but to the public that ‘experience the service. It was subsequent to these reforms and as a result of the Griffiths Report and policies such as ‘Promoting Better Health, that ‘Working for Patients'(1989) was introduced which further emphasised the NHSs aims of better health care, choice, complaints procedures, patient information, and overarching quality. Currently a number of policy and management initiatives are transforming the structure and organisation of the NHS (Truss 2003). New Labour are heralding the benefits of ‘choice within the public services as a whole and many of the recent initiatives focus upon the ‘customer and the need for services to attract these customers and the money that they bring, to the extent that within the NHS ‘individual patient preference [is] determining where business will be placed (Bradshaw 2003:87). The logic behind this is claimed to be one of providing a new incentive for ‘providers to improve customer responsiveness, for if money follows patients and patients have a choice of service the power is with the people rather than in the hands of a previous monopolistic service provider (ibid). Such market incentives are driving NHS hospital trusts to perform more like businesses, with a corporate focus based upon meeting the demands of all the various stakeholders, and thus r equiring distinct business strategies which will account for all aspects of the organisation and services provided and ultimately ‘enhance their cash flow (Pollock 2004:218). With the establishment of Foundation Trusts, NHS Trusts which are perceived as high performers can gain Foundation Status, thus becoming corporate bodies, free from the controls of the strategic health authorities and accountable only to those whom they represent their own managers, staff, patients and local residents (Pollock 2004). The thinking behind this is seemingly one of moving away from what has been perceived as a ‘monolithic, inefficient bureaucracy to a system of individual services which are autonomous healthcare provider organisations that could be flexible, responsive and innovative (Walshe 2002:109). As the Department of Health states: â€Å"The Health and Social Care (Community Health and Standards) Act 2003 establishes NHS Foundation Trusts as independent public benefit corporations modelled on co-operative and mutual traditions. Public benefit corporations are a new type of organisation, specially developed to reflect the unique aims and responsibilities of NHS Foundation Trusts. NHS Foundation Trusts exist to provide and develop services for NHS patients according to NHS principles and standards and are subject to NHS systems of inspection. Transferring ownership and accountability from Whitehall to the local community means that NHS Foundation Trusts are able to tailor their services to best meet the needs of the local population and tackle health inequalities more effectively.†(DoH 2007) Walshe considers the introduction of Foundation Trusts as providing organisational stability due to them reducing the ability of ‘future Secretaries of State for Health to reorganise the NHS every two or three years and thus allowing ‘meaningful service improvements to take place (2002:109). However, it is also recognised that this in turn could potentially cause problems as there will be ‘no guarantee of good management and governance resulting in the replacement of ‘one set of dysfunctional behaviours with another (ibid). Many interpret Foundation Trusts as forcing NHS trusts into having to respond flexibly to market forces similarly to private sector organisations, due to the public and political interest in the service it must also contend with the constant barrage of audits, inspections, monitoring, league tables and an increasingly demanding and knowledgeable public (Talbot-Smith and Pollock 2006). The NHS today can therefore be seen as remaining seemingly attached to the ideologies of the business world, and current government emphasis towards ‘modernisation suggests that the premise remains dominantly that: â€Å"†¦no organisational context is immune from the uncertainties of unrelenting change and that, as a result, all organisations public, private and voluntary need to develop similar norms and techniques of conduct: if they do not do so, they will not survive. Thus all organisations need to look to current ‘best practice†¦Government services are brought forward using the best and most modern techniques, to match the best of the private sector.†(Du Gay 2003:676) These government initiatives reflect notions that by improving management and employee satisfaction, the NHS could become both an efficient and effective business, able to satisfy these consumerist needs of the customer. For example, the policy ‘Improving Working Lives aimed to encourage NHS employers to ‘develop a range of policies and practices which support personal and professional development and enable employees to achieve a healthy work-life balance (DH 2000). These management strategies have been labelled within this sector as New Public Management (NPM) and are considered to mark a clear differentiation from the previous strategies of ‘an administered service to a managed service'(Bach, 2000:928). Flynn argues that NPM clearly incorporates all of the changes that have occurred within the NHS following the reorganisations and new rhetorics of the 1980 reforms and the essential components that NPM consists of are clearly visible: â€Å"†¦more active and accountable management; explicit standards, targets and measures for performance; a stress on results, quality and outcomes; the break-up of large units into smaller decentralised agencies; more competition and a contract culture; more flexibility in the terms and conditions of employment; increased managerial control over the workforce and efficiency in resource allocation.†(1991:28) With the introduction of this managerialist emphasis in the NHS it has been suggested that there has been an investment of ‘faith in managers. This faith has been based on the supposition that the ‘language, techniques and values of managerialism were, and are, ‘the only way actually to deliver change; thus an ‘unparalleled position of ‘power and authority has been placed upon public managers (Exworthy and Halford 1999:5-6). Such managerialism, and its values and beliefs is based upon the assumption that ‘better management will prove an efficient solvent for a wide range of economic and social ills (Pollitt 1993:1), and in the case of the NHS these ‘ills are well documented in terms of a lack of capital and thus a shortage of resources yet with a need to provide an increasingly efficient and ‘quality driven service. However, the notion of managerialism must be used with caution. ‘Faith in managers can be perceived as politicians having faith in their own management in that they have failed to ever relinquish control, instead taking even more tight control through the implementation of numerous health policies and operational procedures. Such a need to keep close reigns on the management of the NHS suggests a deep mistrust in the capabilities of the public servants within it rather than a desire to allow it its freedom. Overall it is clear that the NHS is very complex for a range of reasons not least because of its complexity and variety of its duties, the range of skills it needs to draw on, the difficulty of reconciling competing priorities, the cost of healthcare, and the way the NHS has been stitched into the political fabric of England. From an organisational perspective too it is a hybrid mix of hierarchy, bureaucracy, market and network. To efficiently manage such an organisation is therefore a highly complex and unrelenting challenge. HRM in the NHS The role of HRM pre-reforms was mainly focused on administration and support with a lack of defined responsibility. Named Personnel rather than HR, the function was used to deal with general staffing issues of terms and conditions of employment, payment and holiday options, individual and local staffing issues and the well known ‘hiring and firing that it remains renowned for. From Personnel Managers came HR professionals, HR departments, and increasingly HR directors with voting rights on the Executive Boards of NHS Trusts. This has been considered a result of the changes that stemmed from the Griffiths reforms and continue today, and due to a particular focus on corporate business ideals, from which a clear, but nonetheless controversial role was carved out for a function that dealt with the management of the increasingly important resource of people. ‘†¦the effect of the reforms was to stimulate management to review custom and practice and historical staffing patterns, with a view to achieving better value for money. In this context the HR function was caught up in the continuing tension between those health care professionals who focused primarily on patient care, and those managers responsible for cost-effective use of resources but constrained by a lack of clinical knowledge'(Buchan 2000:320). The current role of HRM in the NHS, its status within the service, and its success as an effective function has become especially important at this time where ‘human resources are considered the key to not only improved staff performance but also competitive advantage (Bach 2001; Clarke 2006). Despite the managerialist rhetoric that clearly surrounds the drive for increasing the role of HR, on a more simple note it is little wonder that such an emphasis has been placed upon the HR function considering the cost of staffing in the NHS of the  £19 billion cash increase in the NHS from 2004/5 to 2007/8 the increases in staff pay ‘swallowed up around 34% (Appelby 2007). To add to this, the growing importance of the function is particularly clear in situations where individual NHS trusts are being granted greater financial and operational independence within the increasingly competitive, consumer driven market that the government is creating through such initiatives as Found ation Trust Status. Barnett et als research demonstrated that the HR function within a Trust evolved through these changes in political and organisational focus and ‘generated a new focus on labour productivity and on value for money from which ‘a new and strategic approach to the management of the workforce was required and as a result they decided to ‘embrace the principles of human resource management'(1996:31). So with the acknowledgement that service funding follows customers, customer satisfaction is linked to quality of service, and quality of service is linked to ‘the skills, motivation and commitment of service staff, within such a ‘labour intensive human service industry the role of HRM is imperative (Bach 2001:1; Pollock 2004). The Changing Role of HRM in the NHS Yet HRMs move from an administrative role to a function that potentially impacts upon corporate strategy has been my no means plain sailing. Ham succinctly locates a key basis for conflict within the NHS in his suggestion that ‘there is continuing tension between the role of doctors in deciding treatment†¦and the attempt by managers and politicians to influence priorities at a national and local level (1996:96). There is much literature on the dominance of professionals and the conflict with managers within public sector organisations and in particular the NHS (Kember 1994; Skjorshammer 2001; Atun 2006; Hoggett 2006) and it is clear that their dominance remains not only because of their unique skills and knowledge but also because of their obvious importance within the service (Kelly and Glover 1996). However, within the changing NHS, the dominance of the professionals is subject to more and more management constraints, both on their resources and their autonomy and whilst some acceptance of management expertise is recognised by the professional groups their patience reaches a limit when this becomes encroachment on their ‘professional competence, resulting inevitably in conflict (Ackroyd 1996). Managers within the NHS are marked by a poor image, often both within the organisation and by members of the public. Meralis study found that the ‘majority of the managers were convinced that the general public believed that doctors and nurses were the only professionals in the NHS who are motivated by a desire to serve/provide care to society (2003:558) and similarly within this research the public perception of management within the NHS was consistently negative: ‘Theres too many [managers] as it is, ‘The NHS should swap most of the managers for doctors and nurses, then there wouldnt be waiting lists, â€Å"If you can find out what the management do then thats an achievement in itself. Overall it seems that management, especially in a context of attempting to rationalise the NHS and incorporate business ideals of value for money and efficiency which often results in cost-cutting through redundancies and closing services, are deemed by non-managers to hold an enti rely different ideology that is a far cry from caring for people. Yet the function of ‘management is well placed within the NHS, and its conflict with the medical professionals whilst often cited can appear over-emphasised. However with HRM now shifting in its role from administration and support to management and strategy at the same time as organisational change that is producing a complex and uncertain environment for many within the NHS, the HRM function faces a hostile crowd. This symmetry between the focus upon business and private sector ideals and the rise in HR as a function in its own right, can begin to explain perhaps the antagonism that many within the NHS express towards the HR departments. Those within the NHS who hold close to their hearts the original ideals of the NHS and their role within it rather than fighting against government initiatives and the corporate business world influence instead could hold to account the one group which was ‘created out of these initiatives the HR function. Bryson et al in acknowledging both the power struggle between doctors and management and the increasing role of HRM note that, with a complex organisational strategy that seemingly has no clear direction and with few colleagues from the traditional management functions to align with, HRM are far from being seen as any part of the ‘NHS tribal club (1996:53). Through becoming part of the ‘Corporate Business Team and gaining responsibility and a potential role of ‘power within the new NHS environment the HRM function has run into conflict. Starting off on the wrong-foot, as Bach explains, HR within the NHS must struggle with the constant accusation that it is illegitimate as its role does ‘not obviously contribute to patient care'(Bach 2001:12). It would also be expected that any role within the NHS service that had the role of scrutinising staff and reviewing quality of care when they were not medically knowledgeable would come to blows with the medical professionals, especially when the latter has enjoyed far-reaching autonomy and control in the service since its beginning (Buchan 2000). However, to also find few compatriots within the rest of management due to its timely rise with organisational change which has rationalised and constrained many other departments, many HR departments have been left in a no-mans land. There are few who would debate the continued dominance of the medical profession within the NHS, nor the importance of it remaining in such a position. However, their importance within the NHS as a business is becoming more complex. Management are increasingly holding the power to dictate for example the working patterns of doctors and they have the ability to withhold or reward resources depending upon clinicians abilities to achieve targets. And, with the introduction of Foundation Status, Trusts are running a competitive business within which all are dispensable, as Pollock describes: â€Å"†¦in the past, doctors were free to speak out in fact they were under a moral obligation to do so if they felt it was in the interests of their patients. In a business culture, however, loyalty is said to be due above all to the shareholders. Where the survival of the hospitals depends on massaging the figures and performance ratings, doctors who expose the inadequacies in the system or rail against underfunding or lack of resources are seen to be criticising their own hospitals†¦Ã¢â‚¬ (2004:203) With performance targets increasingly dominant in the NHS, to the extent that funding, resources and ‘Foundation Status can be given or taken away accordingly, accountability not only for service provision but also initiatives such as ‘Improving Working Lives have meant that HRM can also take a large piece of the managerial high-ground (Givan 2005). In addition, with the record investments in staffing and government focus upon improving service delivery through effective people management, HRM has been given legitimacy within the NHS through the Governments ‘HR in the NHS Plan (DoH 2002) which represented the NHSs ‘first generic HR strategy'(Truss 2003:49) and more recently ‘NHS Foundation Trusts: A Guide to Developing HR arrangements which highlighted the importance of the HRM function within Foundation Trusts (DoH 2006). With these initiatives in place the effective functioning of HRM is a measurable target it matters not whether the medical professio nals or other managers accept or value the role of HRM. This not only provides the HRM function with a place within the NHS, it gives it the opportunity to ‘adopt a more strategic role within the ‘new public management: ‘it is no longer consigned to a reactive and administrative role, interpreting and applying national rules, and can be proactive (Corby 1996 cited in Truss 2003:49). A number of commentators have assumed that changes in the role and status of HRM in the public sector merely follow orientations developed in the private sector (Buchan 2000; Thomason 1990). Just as the NHS as an organisation can be seen to have taken on private, corporate business strategies, so too it is considered that private sector HR management techniques were established (Buchan 2000:320). Distinct similarities can indeed be seen between the developments of HRM in the private sector and what is currently expected of the HRM function within the NHS as Begley and Boyd summarise: â€Å"The declining relevance of the command-and-control approach to business has extended into the roles played by HRM. Many companies regard their employees talents as providing a significant competitive advantage. they expect their HR professionals to formulate creative, flexible programs and policies to woo, develop, and retain that talent.†(2000:12) This apparent mirroring of private sector HR techniques within the public sector environment has met with various hostile reactions, with accusations of public managers being forced to adopt private sector HRM styles with the possible ‘dangerous result that such language will cause the public domains to ‘neglect their values (Boyne, Jenkins et al. 1999:411). Yet others, and especially some senior HR professionals within the NHS, take a different view. For them, the introduction of more efficient people management is an important and necessary development, one that is sorely needed in an environment where people are not only the service providers, but also the product and customer of healthcare services. The following empirical research and analysis demonstrates that far from being left out in the cold, the HRM function is capable of rising through an NHS Trust, effectively implementing government initiatives as well as producing its own, and finally reaching the position of designing and directing corporate strategy. Whilst the perceptions of HRM by other Trust members may vary, this is not necessarily a hindrance, but perhaps an organisational necessity that must be negotiated. Methodology The paper reports a research project that has followed the changing role of the HRM function within a large teaching NHS Trust (herein called ‘The Trust) in the UK. It reports on in-depth interviews and observations of a number of meetings involving staff from across the hospital hierarchy. The Trust is facing many changes, both in its financial governance and organisational practices. Recently it was granted â€Å"Foundation Trust† status and, as a result, a competitive drive for value for money and the need to develop efficient recruitment and retention practices have become key issues. Despite only requiring access to staff, rather than patients, researching an NHS Trust proved more difficult than originally anticipated. Currently researchers wanting to interview NHS staff are required to gain NHS Ethics Committee approval to the same degree that clinical researchers must do when requesting clinical trials on patients. This can be seen as associated with the increased awareness of the importance and value of hospital staff and their working lives at all levels of the organisation, requiring the researcher to ensure that the research is valid and that staff will not be adversely affected. It could be suggested that by not distinguishing between staff and patients and the need for ethical approval in research the NHS has adopted the understanding that to ensure quality of service and patient care staff must also benefit from an improved working life.[1] The empirical research took place over a period of nine months within the one NHS Trust and included in-depth interviews with twenty-two members of The Trusts staff and observations of key meetings with staff from across The Trusts hierarchy in attendance. A Trust Executive P.A. provided a list of thirty-five potential participants for the interviews, ranging from Assistant Service Managers, Junior Doctors, Ward Managers, Nurse Specialists and Senior Staff (including members of the Trust Executive) who were contacted via email communication. Assurances were given that these participants had not been ‘cherry picked for their perceptions of HR or management initiatives (which was reflected in interview content at times). The interviews were conducted either within an office provided by The Trust or at a location convenient to the interviewee, often a staff room or their office. Each interview was recorded, with the participants consent, and transcribed in full, with all distinguishing information such as names, exact details of roles and personal information destroyed to ensure anonymity, in accordance with the Ethics Approval criteria. The Director of Workforce and Corporate Affairs was interviewed twice, before subsequent interviews took place and again once interviewing was completed. The three meetings observed (Patient and Staff Experience Meeting; Executive Governance Committee for Clinical Effectiveness; and Strategy Advisory Group) were chosen through knowledge of the different staffing groups that would be in attendance in order to attempt to gather information as to how different groups interacted. By chance observation of the RCN Clinical Leadership Programme Presentation to the Patient and Staff Experience Group was also possible. Notes were taken during the meeting regarding staff interaction, comments about policies and Trust issues, though individual names and some meeting content was not recorded due to either anonymity or irrelevance. Due to the highly qualitative nature of this research and in valuing the need to attempt to provide an accurate and indepth understanding into the perceptions of those interviewed and how these relate to the role of HRM and its effectiveness, the following presentation and discussion of the research will use direct quotations, some at length, to highlight issues. It is felt that it is important to allow these views to be expressed clearly and as distinct from over interpretation thus enabling as honest a reflection of the current context as possible. In order to ensure the anonymity of participants they will usually be identified only by their generic role within The Trust. Discussion of Empirical Research The research demonstrates that perceptions of HRM within The Trust remain varied, a stance that is not unknown to those within the role: â€Å"I think lots of different people have lots of different perceptions. I think †¦a lot of managers are starting to see the value of HR and what HR can actually offer them†¦Other managers would probably just think we are only here to make their lives difficult and not let them get on with the job but those are the people who perhaps have never really had any involvement or used HR to its capacity† (Human Resources Staff #1) This suggests that HRM within the NHS remains in a similar situation to when Currie and Procter researched the role of personnel within the NHS and highlight the differing perceptions that the personnel department, and its subsequent human resource strategies, had within a trust: â€Å"Both executive directors and middle level managers see an advisory role as appropriate†¦They differ in their views as to whether the emphasis of the personnel department should lie with operational or strategic issues in an advisory role†¦middle managers view the personnel department unfavourably because it is distant from the operational aspects of health care†¦Ã¢â‚¬ (1998:383-384) Indeed, many of the participants found it difficult to summarise the role of HRM and during the research the role was often described as ‘personnel or ‘medical staffing. This lack of clearly defined role for some within The Trust may, as suggested by the HR staff, stem from minimal contact with the HRM department, other than in specific situations such issues with recruitment and pay-role[2]. â€Å"†¦lower grade staff will still see the HR as a sort of mini police force within the organisation and if you do anything naughty you get disciplined and I guess a lot of the lower grade staff dont have a real idea of what the HR department does†¦Ã¢â‚¬ ( Human Resources Staff2) Perhaps another reason could be the constantly changing title of the head of the HR department. Initially The Trust employed a Director of HRM but as the Director developed and expanded the remit and function of the HR departments role his title developed to one of Director of Workfor

Sunday, January 19, 2020

MIS group assignment- Mydin Essay

1.0 Introduction 1.1 Background of Mydin In the year 1918 marks the year Mydin was found by one Mr. Gulam Husen Jamal who was the father of Mr. Mydin. Mr. Gulam was managing his shop until ward world 11 which saw the end of Mr. Gulam’s shop in Penang which was burnt down by fire incidents and left them with nothing. In 1957 Mydin out of a strong determination and his ability to persist in life pushed forward and with the help of his immediate son in the year 1979 and 1989 respectively continue the trade his father started and his first shop selling toys and general merchandise with his own sweat he continued the trade of wholesaling, the business skyrocketed to different branches in the land of Malaysian. Today Mydin is now one of the largest discount retailers in the whole Malaysians with over 17 Mydin supermarket and wholesalers emporium’s centers located across the country and also among the competing supermarket with Tesco, Carrefour and others. 1.2 Mydin vision Mydin is the world leading distributor of competitive Halal goods and service. 1.3 Mission The mission of Mydin is to target the overall leading in the local wholesale and retail supermarket by his constant provision of service to his customers, provision of best valuable for money and assortment of goods and services through Excellency. Also they aim to encourage more Malaysians to open different outlet with their own proven success formula. 1.4 Product Mydin has so many products such as Softline for apparel, together with home furnishing and muslimin. They also specialize in hardline (do-it –yourself), household, electronics including all stationary and general merchandise, all types of gifts and Deco, sports, toys and games. Fresh; ready to eat and fresh produce of meat and poultry equally, all kinds of vege and fruits, chilled and frozen Grocery: different kinds of food and health including beauty material. 1.5 Mydin objectives The following are the objectives of Mydin Company To provide its products at the right time and at the right price to the right customer while ensuring excellent service. Secondly, achieve marketing speed, and overall efficiency of operations. And supply chain management, from the suppliers to the logistics and warehouse, to Mydin’s ground staff and to the management team, Thirdly to achieve efficiency and productivity which are important factors for timely and accurate decision making. Fourthly With so many strong competitors in the local retail outlets, one cannot afford to be tardy to differentiate itself, Mydin aim at redefining the value it brings to its customers Lastly to maintain it brand name which signifies convenience, quality and value for money through it looks into Information and Communications Technology (ICT) to achieve these goals. 1.6 Organizational of Mydin structure 2.0 External and Internal Analysis 2.1 SWOT Analysis Based on the studies of Gorener A., Toker K., and Ulucay K., they mentioned that with SWOT analysis the regulated arrangement technique for estimating the internal and external environment of the business as well as analyze both environments in order to achieve systematic approach and support for decisions. Strength Low price strategy Mydin is famous designed for getting local and overseas goods with the reasonable pricing supplying into Malaysia. â€Å"Why pay more? Buy at wholesale price† and this is one of the advertisement slogan of Mydin as well as Mydin had already set their pricing strategy in a low price strategy to compete with the existing competitors (Danny Y., 2011). Government`s support According to the Prime Minister Najib Tun Razak, he mentioned that the government will inject RM386 million to make sure that the prices of needed goods and products in Sabah and Sarawak are sold at lower prices through the opening of 57 KR1M stores (Shukry A, 2012). Customer Loyalty The low pricing strategies not merely attract the new customers, but it helps also the Mydin to build a strong customer loyalty for their hypermarket, as their slogan, â€Å"Why pay more? Buy at wholesale price† Weaknesses Less Space and the Layout of Shop The limited space of Mydin causes a decline in numbers of customers. These customers will feel not comfortable enough while shop with a place where too crowded. Customer Services It is a provision of service to customers before and after purchases and it is significantly important for goods and services business, like Mydin. The weak customer services of Mydin could not satisfy the customers and it will ruin the reputation of Mydin and lead the consumers flee to competitors like TESCO and GIANT. Opportunities Online Market In this era of internet technology widespread, the users of the internet are increasing very rapidly. So if Mydin can follow this trend and caught these opportunities to explore online market successfully, Mydin will definitely obtain a benefit from this online market. International Expansion It is well known that their vision from Mydin for this short term to become the world’s top supplier of competitive â€Å"Halal† products. Therefore, the Muslim countries, like Indonesia are the great market for the Mydin to explore as it has a large number of populations. Threats Intense Competition In Malaysia hypermarket industry, there are variety choices for customers such as Mydin, Tesco, Giant, Carrefour, and Econsave. It goes without saying that it is an intense competition for the industry and it will lead the Mydin lose market share when the competitors offer a better promotion or privilege. Substitute product The customers could satisfy their needs or wants in mini mart, grocery shop, wet market, or convenience store instead of the Mydin. 2.2 PESTEL Analysis Based on the PESTEL structure it delivers a complete list of external effects on the potential achievement to every single strategy or either could lead to failure. It is where standpoints for the factors from Political, Economic, Social, Technological, Environmental as well as Legal (Ivory, 2005). In this research is where based on observation on Mydin, this analysis can actually help to avoid the unwanted outcomes to their future plans like expands of the branches in overseas countries with the situations and regulations that need further consideration. Politic highlights to the role of governments involved, as Mydin is deciding for expanding their branches in Indonesia, therefore the management team involved required to have more research on the government restriction with the trading and how the security control of the country is. Economic factors are refers to the macro-economic factors in the foreign country such as the exchange rates, the inflation rate and differential economic growth rates around the world (Ukessays, nd). These are important factors as will directly influence to Mydin Profit where involves of cost of gain or loss with the exchange rates. As rising inflation rates mean rising prices for goods and services, the CEO needs to know the forecast of inflation rate because consumers would tighten their spending as goods become more expensive. Besides, it also means retailers have to bear a higher expenditure. Social influences the employment patterns of the country and behaviors of the consumers. The employment patterns simply mean that the numbers working hours, working days, employment benefits and other factors where Mydin need to have better study before decide the locations to expand their branches (Slideshare, 2012). Besides, having updated and accurate information about consumers buying patterns and behavior helps to have a clear direction of where the future consumption trends are heading to in order to know how to satisfy customer’s needs and desire. On food taste or packaging that will bring effects on the sales volume. The factor of technology referring to improvements in both internet retailing and trading (Ivory, 2005). There is a study that to the grocery business implemented to the advance technology is able to benefit Mydin to decrease expenditures but improve on efficiency. It is in strengthening their customer service, improving operations and retain pace with the competitors. Therefore, this is where the early twenty-first century operators in the industry. Environmental it is more concerned to eco-friendly viewpoints with main concern to the ‘green’ issues, like the occurrence of pollution and local waste issues (Slideshare, 2012). It can be one of the company strategy for advertising their product with go green issue or recyclable of products which will benefit their local surroundings. Legal holds governmental restrictions or modifications, it is where the well-being and security legislation with the Mydin’s mergers and acquisitions (Antonio, 2010). This aspect plays the important role especially with food and beverage products that are illegal for consumers to consume due to the religion issue. Therefore, it helps the CEO to understand well about the company marketing plan and thus can make a better decision. It is important for Mydin to understand and survey of how these factors are fluctuating currently and changes in future. Therefore, it is required of  the management to generate of solutions that would be likely to bring benefits or failure to the organizations. For instance, Mydin is to be expected to implement of advance technology changing. Therefore, usually generates of PESTEL analysis but it is actually without the offering of the forecast to the changing in the environment.

Friday, January 10, 2020

Idea and City Council

Everest University Abstract It’s very important for commissioners and city councils to understand the importance of forensics. When the commissioners and city council understand forensics they will have a clear idea of what the cost and what it takes for the forensic team. Having an idea and understanding gives you knowledge of the forensics. It’s very important that commissioners and city council member to appreciate the value and the hard work of a forensic team.It is very important for the city council and commissioners to understand and appreciate the value of forensic evidence because all funds have to be approved by elected officials and they have to provide oversight for LEO to help prevent violations of funds. Forensic processing and evaluations can be costly and failure to conduct a timely use can lead to a law suit against the city and county. Neither city nor the commissioner wants a law suit against them.Forensics is very important for the commissioner, city council and other people that’s have something to do with running a town to appreciate and understand the value of it. Forensic gives an insight on someone innocent or to prove them guilty and the commissioners should be appreciative of that. Communication between all those that are not involved with the forensic but have some say so in the money funds should communicate with each other very well so that way the city council and the commissioners will know exactly how the funds are being spent and that it’s to prove someone innocent or guilty.An uncoordinated approach can lead to misunderstanding on either end. I don’t think the city commissioners are involved in the knowing of crimes as much as they should be but they do make decisions on the funds and I think they do appreciate the value of forensic evidence. They just can’t be there on the scene and do hands on but they do appreciate it I think. References Article: Mabelle Dec. 9 (2009) Article: May, 29 (2010) www. mycriminaljusticecareers. com www. bls. gov

Thursday, January 2, 2020

Walden Two Analysis - 789 Words

B. F. Skinner’s Walden Two is a fictional account of a utopia set after World War II built on psychological techniques and behavioral engineering. Its creator, T. E. Frazier, is indicative of Skinner himself, who was a well-known behaviorist and psychologist in the mid-20th Century. â€Å"Give me the specifications, and I’ll give you the man!† he boasts in his novel. Although the words are really Frazier’s, they best summarize Skinner’s behaviorist model. Given enough knowledge about man’s behavior, one can manipulate him however he chooses through careful experimentation. The story is told from the perspective of a Professor Burris, who is surprised at his office one day by two alumni. While stationed in the Philippines for two years†¦show more content†¦Everything, it seems, is pragmatically designed to perfectly suit its task. In the following days, they are shown the nursery, concert hall, gardens, cafeterias, dairies, and schools. They see the children raised in communal nurseries and schools. They live largely independently from their parents and learn equally independently. As Frazier puts it, â€Å"Our children aren’t neglected, but they’re seldom, if ever, taught anything.† That is, in school. Outside the nursery they are trained with exercises in patience and jealousy so as to combat these feelings. The â€Å"behavioral engineering† is simple and even tame by modern standards. Some kids are forced to wait five minutes before eating, given toys that take progressively more work to use, and told not to eat lollipops hung around their neck. Furthermore, all this training is completed by age six. Even so, the exercises seem cruel and unusual to one member of the tour in particular--Castle. He was skeptical about Walden Two from the beginning, always searching for gaps and questioning Frazier’s motives. Castle also grows frustrated when Steve and Mary announce their intentions to join the community and are accepted. Eventually, however, he lays it to rest for himself, declaring it â€Å"Fascism† before leaving for the university with the Professor. Burris feels off. Until then, he had brushed off the idea of joining Steve and Mary at Walden Two, but then at the train station, he makes up his mind. He packs aShow MoreRelatedWalden Two Analysis914 Words   |  4 PagesB. F. Skinner’s novel, Walden Two, tells a story about a group of Americans discovering a way to escape from a broken world in a utopian society. The community, called Walden Two, unifies its members through strict policies and positive reinforcement. Even though outsiders find these pol icies strange, those who live in Walden are thankful for the happiness they experience. In his work, Skinner teaches his readers about behavioral engineering and how utopian communities would not be â€Å"perfect† withoutRead MoreBiography of Burrhus Frederic Skinner Essays1329 Words   |  6 PagesPsychology and moved to Minnesota to teach at the University of Minnesota. He met Yvonne Blue there and married her. Between raising a family and teaching Skinner was not able to do much work studying and experimenting with behavior. In 1944 World War Two was in full swing and Skinner was able to work on his behavior experiments. He was hired to work on a top secret government project. Skinner had a tough job to do, he had to teach pigeons to guide missiles. There were no missile guidance systems thenRead More Lessons from Walden Two Essay1271 Words   |  6 PagesLessons from Walden Two Walden Two is a novel about a fictional community in present day America. The community is a Utopia of the highest standards: the people are happy and content, there is a minimum of hurtful emotions and activities, and everyone is healthy and prosperous. It is a stark contrast with the world we are living in today. So why dont we change our society to match that of Walden Two, solving all of our nations many problems? For one thing, we do not know if a society patternedRead MoreTranscendentalism: Henry David Thoreau Essay1096 Words   |  5 Pagesand eventually led him to write Walden (Henry David Thoreau, Discovering Biography). Walden was also inspired by Transcendentalism, a literary movement that challenged the use and need for material objects and religious evidence. Transcendentalism provided Thoreau with a different view on humanity and religion. Thoreau wrote Walden to document his years spent living at Walden Pond and to express his ideas on the simplicity and individual n ature of humanity. 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Thoreau wrote Walden in 1854 and Emerson wrote American scholar in 1837 not only that they have written many articles which was anti government such as ‘American scholar, ‘Walden’ and many more. Emerson and Thoreau have more of comparison than contras t because both the characters have similar perspective but at the certain point different from eachRead MoreConquering Sainte Terre in Walking by Henry David Thoreau Essay800 Words   |  4 Pagesheads in the village behind. He doesn’t mean it in a way to walk in nature to be free, but to free your mind when walking in nature to escape the world. He brings his philosophical views and incorporates it into his walking. Robert Matouzzis analysis of Ralph Waldo Emersons The American Scholar is about the call for cultural and intellectual independence. He then explains the main influences on what he calls Man Thinking: nature, history, and life as action. â€Å"Men have become the tool of theirRead MoreWhy True Innovators Must Behave Like Entrepreneurs1029 Words   |  5 Pagesï » ¿ENTREPRENEURSHIP AND INNOVATION Analysis of the Relationship between Entrepreneurship and Innovation According to the author, personal entrepreneurship is the ability of a person to trade in goods and services for the purposes of creating wealth for the individual, while personal innovation is the ability to generate new ideas for the purpose of creating new or improved products or services. The author further argued that organizational entrepreneurship is the knack of the registered business toRead MoreDevelopment of the Scholar-Practitioner: Article Analysis Resubmission867 Words   |  4 PagesDevelopment of the Scholar-Practitioner: Article Analysis Resubmission by Calanthia Carter Calanthia.Carter@Waldenu.edu Student ID #A00013887 School: Richard W. Riley College of Education and Leadership Program: Ph.D. in Education Specialization: Curriculum, Instruction, and Assessment Instructor: Joanne Heilman, Ph.D. Walden University Resubmission: January 29, 2012 Article Analysis Jazvac-Martek, M. (2009). Oscillating role identities: The academic experiences of educationRead MoreTranscendentalism Essay1545 Words   |  7 PagesPrimarily started in New England, Ralph Waldo Emerson was a key component in this new philosophical era of intuitive, spiritual thinking. His unique style of literature (such as Self-Reliance and The American Scholar) as well as Henry David Thoreau’s Walden brought objective ideas into the open, while critiquing the general state of intellectualism and spirituality at the time. The core of the values of transcendentalism can be stemmed from a mix of Hindu teachings and German idealism. These values include