Diversity and Groups

It is difficult to accomplish a collective objective while working in solitude, team work is a fundamental element of an organization. All units within the organization should be created to work as a team since it is detrimental if all units choose to work independently. Introducing teamwork spirit in the hotel would enable easy assembly of manpower comprising varied talents, expertise and experience.Advertising We will write a custom report sample on Diversity and Groups specifically for you for only $16.05 $11/page Learn More Despite all the positive attributes of team spirit, there are also impending negative elements that come to fore i.e. prejudice and differences. Marriot hotel would therefore be mandated to encourage members to look at diversity as an important asset. Organizations require operations under open-culture where employees are encouraged to express their perceived ideas concerning a situation. Ideas should be subjected to an all inclus ive fair process that allows for adoption or rejection (Gill, 1996). Cultural diversity in such set-up would refer to various cultural differences existing amongst people within hotel and hospitality industry. Such differences normally include aspects of language, dressing, traditional values, religion as well as nature of societal interactions with prevailing environment. For success to be realized within such dynamic environment, attention should be given to the various dimensions of diversity which incorporates issues such as nature of communication style, various religious practices, existing relationships as well as traditional values and customs. The aspect of resilience training within such set-ups is recommended since it ensures that the attitude, approach, and individual performance remain on the positive trend. Individual and factions resiliency is a necessity within organizations since such qualities assist workers in copping with various workplace challenges (Jeremy, 200 4). Diversities existing amongst employees can be managed well through transformational leadership. In this case, management team is expected to offer appropriate training to all employees in the language they understand best. This would ensure adequate understanding of organizational goals and operations within hotel industry at large. Such processes ensure that employees are granted enough opportunity concerning possible solutions required in case of any emergency in the workplace. Management should ensure that all employees are capable of interpreting organizational objectives, as well as development programs. Vigorous training exercises would ensure development of cohesiveness amongst employees, hence ability to dispense their duties with integrity (D’Annunzio, 1997).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Leadership and Emotions Leadership is an integral component of a ny institution and is not only mandatory at the top echelons but is also required at every level as you move down the ladder of the organization structure. The kind of leadership that is desired in an organization is that which initiates and implements transforming policies. By observing the day to day occurrences in an institution a leader should be able to explore alternative ways of improving efficiency in operations. A leader should be in a position to command beneficial influence either by his personality or by status (Kellerman, 2010). Leaders are ,at the same time, expected to work diligently with integrity while pursuing organizational goals. Another definition of leadership is that it is a manner of conduct that persuades the team involved into labour for the realization of the institution’s objectives (Linda, 1996). According to this definition, leadership is more action oriented than it is about personality. Leadership should be able to generate team player’ s fulfilment and boost their participation. Employee relationships should be based upon maturity of their emotional intelligence. This is since such considerations lead to healthy interactions in the work place. Emotional intelligence is an integral part of leadership and should be incorporated in building organization’s work ethics, as well as individual self-awareness. This is since leadership based on self-awareness is result-oriented and can be traced back to healthy organizational relationships (Diaz, 2005). Employees should be taken through stages of development which would ensure development of suitable leadership traits. Such transformation focuses on various characteristics that would act as preferred qualifications. The principle of recognition should be maintained as part of this process. At the same time, hiring process should be done through internal promotion. Management leadership that exemplifies distinctive skills within the organization should be rewarded th rough appropriate incentives (Diaz, 2005). This should have the ability of depicting good leadership within Marriott, since parts of the hotel’s core values include readiness to accept and implement change. The organization should at the same time consider adopting new ideas for the purposes of giving better services to clients (Ellis and Harper, 1997).Advertising We will write a custom report sample on Diversity and Groups specifically for you for only $16.05 $11/page Learn More References D’Annunzio, G 1997, â€Å"Developing international managers in the hospitality industry,†Ã‚  International Journal of Contemporary Hospitality Management, Vol.2, No.1, pp.199-208 Diaz, J 2005, Why Self Awareness is so important, PDF file, Web. Ellis, A Harper, R 1997, A Guide to Rational Living, Wilshire, Hollywood Gill, P 1996, â€Å"Managing workforce diversity – a response to skill shortages?†Ã‚  Health Manpower Management Journ al, Vol. 22, No. 2, pp. 34 -37 Jeremy, T 2004, â€Å"How to increase diversity through your recruitment practices,†Ã‚  Industrial and Commercial Training Journal, Vol. 36, No. 4, pp.158 – 161 Kellerman, B 2010, Leadership: Essential selections on power, authority and Influence, McGraw-Hill, New York Linda, H 1996, â€Å"Managing workforce diversity: a critique and example from South Africa,† International Journal of Manpower, Vol. 17, No. 6, pp. 46 – 64Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This report on Diversity and Groups was written and submitted by user Alessandro Conrad to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Chocolate and Confectionery Industry of Pakistan

Chocolate and Confectionery Industry of Pakistan Free Online Research Papers Confectionery and Chocolate industry of Pakistan in 2009 is an analysis of branded (domestically produced) confectionery and chocolate market of Pakistan. The article reveals close estimates of sales turn over of major active players in the industry. It also examines contemporary trends in the local confectionery and chocolate market, with an emphasis on providing some useful information about the structure, norms, challenges and competitive landscape of the industry. Before proceeding to our core topic, it would not be unwise to have a look at the snapshot of country’s socio-economic indicators. Pakistan- Snapshot: The Islamic Republic of Pakistan is a medium size, densely populated country with over 170 million people living in 796,095 square kilometres. With respect to population and area, Pakistan stands at no. 7 and no.43 respectively among the nations of the world. It is located at Southern Asia, bordering the Arabian Sea, between India on the east and Iran and Afghanistan on the west and China in the north. Pakistan, an impoverished and underdeveloped country, has suffered from decades of internal political disputes, low levels of foreign investment, and declining exports of manufactures. Faced with untenable budgetary deficits, high inflation, and haemorrhaging foreign exchange reserves. During 2004-07 GDP growth has been within the range of 6-8%. Inflation remains the top concern among the public, jumping from 7.7% in 2007 to 20.8% in 2008, primarily because of rising world fuel and commodity prices. In addition, the Pakistani rupee has depreciated significantly as a result of political and economic instability. Confectionery and Chocolate Industry – An overview: Despite Pakistan’s confectionery and chocolate industry has enjoyed an emerging and growing trend in the recent past yet its size and growth pattern has been far inconsequential compared to other countries of Asia-pacific region. The industry has grown with an average annual rate of 6.5 to 7.5 % during 2002-2008. Domestic brands dominate the market accounting for more than 85% of total value sales of the industry. The industry as a whole can be divided between two broader sectors namely organized sector (branded segment) and un-organized sectors (generic segment). The branded segment is more of monopolistic in nature where there are nine prominent, active players in the competitive landscape of this sector. However 80% of the industry’s share is being enjoyed by the five companies listed below. A brief overview of major companies’ estimated annual sales in PKR (1 US$= 83 PKR) is as follows: Company name Major Product lines Major brands Estimated annual turn-over PKR.(1US$=83PKR) Share % Hilal Candy, Bubble, Jellies, Chocolates, Beans, powder Drinks, Supari Ding Dong Bubble, Fresh up bubble, Tulsi, AamRus, Kopra candy Limopani 3.5 billion 26% Ismail Industries Ltd.(Candyland) Jellies, candies, lollypops, Chocolates, Biscuits, Snacks etc. Chillimili, Fanty candy, Now, Bisconi Chocolito, Cocomo, Snack city, Sonnet 2.8 billion 21% B.P sweets Jellies, candies, lollypops, Chocolates, Biscuits, Bread, Snacks etc. Spacer, Dolphin Jellies, B.P Lollies, Dream Chocolates etc. 1.7 billion 13% Cadbury’s Chocolates(Countlines and Moulded) Toffees, Chewable mint candies Dairy Milk Chocolate, Éclairs, Softmint, Velvet 1.5 billion 11% Kidco Bubbles candies, lollypops, Chocolates etc. 4ever, Centro-bubble, Lollies, Punch candy, Chox 1.20 billion 9% Mayfair Candies, Toffees, Creamers, Amrood candy, Éclair, Cafe biscuit 0.8 billion 6% Mitchell’s(only Confectionery Chocolates) Groceries ( Squashes, Jams, sauces, Chocolates- Moulded and Countlines , Toffees and candies Milk Toffee, Fruit BonBon, Butter Scotch, Jubilee, Golden Hearts 0.70 billion 5% DanPak Bubble Gum, Lolly Pops, Candies Chini mini, Fresh’ O bubble, Choco Bisco, Milko Sip 0.70 billion 5% Sweet Hills Candies, Toffees Dr. Milk, NutKut, Love candy , Cow 0.50 billion 4% TOTAL 13.4 Billion PKR Confectionery and Chocolate Market – An overview Characteristics: The branded confectionery and chocolate market is highly price elastic and growing with the bulk of sales concentrated in mid-price range products. Urban markets account for the major share and also for a higher penetration rate. Various retail price points exist within the mass market segment of chocolates between the range of PKR 3-25. In Sugar Confectionery major running confectionery items fall into the retail price segment of Rs. 0.50-1.00. The efforts made for the induction of Rs.2 Confectionery unit by industry giants have gone into vain so far. However Rs. 2 and 3 are popular price points for lolly pops and chocolates range. The industry has faced â€Å"coin-barrier† issue in sugar confectionery products at least three times during last three decades when all key players unanimously agreed to increase their products’ price due to escalating prices of raw materials (first from 25 paisa to 50 paisa- in mid 80’s, than 50 paisa to Rs. 1 †“ in mid 90’s and lastly from Rs.1 to Rs.2-in late 2008) whereby the active players of the industry were compelled to raise their prices not less than any thing but 100% because next jump to coin / price denomination was such that they had no way out. It would be interesting for the readers to learn that such moves however have always been proved to be a â€Å"bitter pill† for the industry as it brought immense resistance from consumers and trade. In some of the cases decline in sales as a reaction of price increase was so huge that it forced to leading brands to take their decision back yet they were not able to retrieve their original volumes again. Mitchell’s Milk Toffees and Kidco 4ever are classic examples. To avoid and defer this situation (up to last extend) pro-active companies in Pakistani confectionery industry adopt three kinds of strategies , without reducing or with slightly reducing trade margins, namely Reduce the no. of units per pack, unit siz e, and packaging ( in an endeavour to reduce cost) Compromising in product quality by reducing qty and/or quality of expensive raw material. By using close substitute that is available relatively at cheaper price as a replacement of expensive raw materials. Distribution and Selling strategy: About (70-80) % sugar confectionery and chocolate sales generate through wholesale channel depending upon the nature of product and strategies of manufacturing companies. Almost all but precisely Hilal and B.P rely much on wholesale channel to generate bulk chunk of their total sales. To support their sales through this channel they advertise heavily on electronic media to create brand pull for their brands and subsequently it force retailers to buy these brands from whole sale. The underlying reason behind limited coverage in retail sector by these two companies is they do not have premium priced items that could yield sufficient revenues to make retail distribution viable for their distribution partners so they do a limited coverage in retail sector. Since these companies themselves do not emphasize on retail penetration so their distributors also take an escape route and adopt the way of easy selling through WS. However there are companies like Cadbury, Candyland, Mitchell’s and Mayfair that are fully aware of the importance of retail penetration .Hence these companies pay due importance and attention to retail coverage and subsequently allocate resources for retail sector. As stated earlier the emphasis of Hilal and B.P has always been on building consumer pull through mass media advertising ( mostly through television) and pushing their brands through wide-spread network of distributors and wholesalers throughout the nation . This combination of â€Å"Push Pull â€Å" has proved to be a successful tool in their cases because the nature of their brands also support this strategy as they produce products of mass market with as low price as Rs.1 , 2 and beyond. Because of this pricing strategy their products are equally popular in rural and urban towns among middle and lower middle class. B.P and Hilal having this advantage enjoy the benefits of a wide-spread distribution network in 300+ towns and over 350 dist ributors nation wide (as they have more than one distributors in some towns). They always try to adopt cost leadership strategy and generate revenues through high volumes of sales. Frequent launches, re-launches, re-introduction of old brands with slight modifications, withdrawals, adjustments in packaging, product designing and even recipe change are a common phenomenon in the brands of these two major companies. Contrary to this Cadbury’s , Candyland and Mitchell’s believe on establishing brands and brand equity and therefore protraction of quality up to last possible extend remains their top priority. Popular Brands , Price point and Trades’ margins: Popular Brands: In hard-boiled (candy) category: Price range 0.50 paisa-Re.1: Fanty (Candyland), AamRus (Hilal), Choran Chatni (Hilal), Kopra candy (Hilal), 4ever (Kidco), Butter Scotch (Candyland) and (Mitchell’s), Amrood (Mayfair), Creamers (Mayfair) and Fruit Bonbons (Mitchell’s) are famous brands. In soft-boiled (Toffees) category: Price range 0.50 paisa-Re.1: Spacer (B.P) – a brand of 450- 500 million PKR, Milk Toffee (Mitchell’s)- brand worth over 250 million PKR and Éclairs (Cadbury’s) can be ranked top three among others in this category. As of today (August 2010) there hardly exist any 50 paisa confectionery unit, those that were available, have been switched to Rs.1 price point. In Lolly Pops: Price range Re.2- Rs.3/- : twin-lolly (B.P), Paint n Pop (B.P), Kidco Pop (Kidco), Funny Bunny (Candyland) are popular among consumers. In Enrobed Chocolate category: Price range Re.1- Rs.5/- : Jubilee (Mitchell’s), 5 Star ( Cadbury) Perk (Cadbury’s), Now (Candyland), Dream (B.P), Choco Dip (B.P), Kat Kat (B.P) Unitee (Mitchell’s), Sonnet (Candyland), Luxuree (Mitchell’s), Chox (Kidco) and Paradise (Candyland) enjoy major share in the market. In Moulded Chocolate category: Price range Re.2- Rs.10/- :Dairy Milk (Cadbury’s), Cone (B.P), Mr. Bear (B.P) Twin Rabbit (B.P), Golden Hearts ( Mitchell’s), Velvet (Cadbury’s) are famous among other brands. In Bubble: Rs.1: Ding Dong (Hilal) in Rs. 1 and recently launched in Rs. 2 as well. The brand has worth about 1000 million PKR, Fresh Up (Hilal) – retail Rs.5/-, Tiger (Mayfair) and Kidco Bubble, Centro (Kidco) are leading brands. Though retailer’s margin varies from companies to companies and product to product but generally acceptable margin in local items for retail trade is between 15-25%. It is lower for fast-moving brands and higher in the case of slow-moving items. Drivers, Challenges and Key Trends: Drivers: Until mid 80’s chocolates was supposed to be the product of upper and upper middle class segment. In 1983 Mitchell’s Jubilee was launched first time in Pakistani market at Rs.3.50 per bar. Due to its attractive packaging, quality, affordable price and an intact media support the brand received un-matched reception and became a success story in Pakistani industry. The brand is still very popular among masses and available in three different price points at Rs.2, Rs.5 and Rs.10. In early 2000 Cadbury’s introduced quality products with affordable price. The launch of Dairy Milk (Rs.5/-), 5 Star (Rs.5/-), Velvet (Rs.5/-) and Perk (Rs.3) with attractive dispensing-chillers was the turning and revolutionary point for making chocolates the choice for every one. The role of Cadbury’s for expansion of chocolate market in Pakistan will always be written in golden words. Challenges: The most common challenges to this industry are soaring prices of raw material, high excise and import duties on raw material, high entry barrier because of strong monopolistic competition and influx of cheap imported brand through gray-Channels. Trends: Driven by marketing initiatives, consumer preferences are speedily changing in the favour of chocolates. Independent retailers and wholesalers are still the largest channel contributors however the role of International modern trade (Makro, Metro and HyperStar) is growing at the increasing rate. Foreign or imported brands are successfully targeting the lucrative premium segments in urban population. Nestle has recently revamp their sales and distribution management system through appointment of one of the leading distribution house in Pakistan. Large retailers and wholesalers have already started private imports by paying less import duties through tax evasions. The largest bakery and confectionery chain of Lahore is also considering for launching their own chocolate brands in a bid to grow their private label sales. Keeping these positive signs in mind one could expect that future of Chocolate and Confectionery market of Pakistan is promising. ABOUT THE AUTHOR: Saif Dewan is a Brand, Sales and Distribution management specialist, brings with him fifteen years of blended experience of (FMCG) Sales, Marketing and Distribution Management. He has been associated with leading organizations of Pakistan including Mitchell’s and B.P sweets where he worked at strategic management positions . Dewan is presently associated with Muller Phipps Pakistan (Pvt.) Ltd., as Business Development Manager. He has diverse experience in conducting strategic sales management, team building and leadership programs for organizations such as Mitchell’s, B.P Industries, Muller Phipps Pakistan, Meezan Bank, EFU General Insurance , Premier Agencies and many renowned educational institutions including University of Karachi and SZABIST etc. He received his Hons. and Master’s Degree at the University of Karachi, where he majored in economics, with marketing and management. 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Electronic Methods of Communication Essay Example | Topics and Well Written Essays - 1750 words

Electronic Methods of Communication - Essay Example By thoroughly discussing these four questions, we can come to a more critical and intellectual viewpoint on this subject matter. The aim of this paper is to thoroughly discuss all of this, as well as any key elements which are in relation to this issue. This is what will be dissertated in the following. A virtual office is a location which allows many people doing business to share an office address and business machines, and is a facility which often includes such things as receptionists, mail support, telephone banks, fax machines, copiers, computers, and sometimes even call answering services. With the technology currently available, business can be conducted easily from basically anywhere. The virtual office is considered as being easily one of the most important applications of the Internet, although its recognition is surely lacking. The Internet is easily the most popular communication tool which is completely changing the entire concept of what it means to be an agency. "The key to making an office virtual is enabling everyone in the agency to be able to work together as smoothly as they would if they were all physically in the same place. The Internet is beginning to make this type of integration possible because it allows rapid, low-cost communication between individual u sers and businesses." (Anderson, 2000). The virtual office is certainly a thing of popularity and efficiency; however, not everyone is a candidate for working in a virtual environment. This type of setting requires a special type of person in order to function properly; the person has to be able to work from home, and a special kind of manager is also required to effectively manage virtual employees. Largely as a result of the falling price of telecommunications and the increased sophistication of such things as relevant technology, all businesses, regardless of size, are suddenly able to take advantage of global efficiencies that were once available only to large corporations and multi-nationals. "There are a number of implications of decentralization. The integrity of corporate data can be compromised in the absence of strong data management and storage policies. The inevitable proliferation of duplicated data sent over public networks to individuals or offices in remote locations also presents significant security risks. The management of outsourced services (with well defined service level agreements) requires a different approach to those supplied from in-house, and is likely to be even more challenging when services are undertaken in a different country. Differences in culture, time zone, standards, legislation and language are the obvious ones. Deficiencies in any of these areas can lead to reputation risks as well as increasing the costs of compliance." (Evans, 2006). Is Personal Contact Even Necessary at This Point In regards to technologically speaking, it appears rather obvious that personal contact is in fact unnecessarily in most cases. However, a matter of a related issue is that of is