Kennewick Man

The highly controversial treatment and care of the human skeletal remains that have come to be referred to as the â€Å"Kennewick Man† or the â€Å"Ancient One†, disinterred; July, 28, 1996, poses a multiplex of conflict. The remains were removed from a location below the surface of Lake Wallula, a section of the Columbia River pooled behind McNary Dam in Kennewick, Washington State, during a water sports event, July 29th. Being informed of the discovery of the remains, the U.S Army Corps of Engineers preceded to x-ray and CAT-scan the remains. On July 30th a local newspaper in Eastern Washington publishes a story of the discovery. The first public news leads representatives of local Native American communities to contact officials about the discovery. One bone fragment was sent to the University of California, Riverside, to be dated by a destructive test on August 5th. Early analysis reports upon the now irreparably damaged bone fragment dated the skeletal remains to b e approximately 8,400 years old. The U. S.Army Corps of Engineers, the agency responsible for the land where the remains were recovered took official possession On September 2nd. A group of five Native American tribes claim the human remains under the Native American Graves Protection and Repatriation Act (NAGPRA). The U. S. Army Corps of Engineers agrees to the tribal claim(s) and publishes an official â€Å"Notice of Intent to Repatriate† statement as required by Federal NAGPRA law. This degree of cooperation is unprecedented and very much embraced amongst the Native peoples perusing the reburial and respectful treatment of the remains.On October the 16th eight anthropologists file suit for the possession of the remains in the U. S. Magistrate Court of Portland, Oregon, to prevent the U. S. Army Corps of Engineers from repatriating the remains to the tribes. The U. S. Army Corps of Engineers defers possession of â€Å"Kennewick Man† to the U. S. department of the int erior. On September 3rd a federal judge orders â€Å"Kennewick Man† moved to the Burke Museum at the University of Washington. The remains thereby transferred to the Thomas Burke Memorial Washington State Museum, at theUniversity of Washington in Seattle, where they would be cared for until a final decision of possession or repatriation would be reached. A team of federally selected anthropologists present their preliminary findings based on non-destructive examinations of the remains, carried out at the Thomas Burke Memorial Washington State Museum, February 27th, 1999. A federal report links Kennewick Man to Asian peoples and not to any of the tribes claiming an ancestral link to the human being whose remains lay in question.Radiocarbon dating identifies the â€Å"Kennewick Man† remains as being approximately 9,300 years old. The Department of the Interior rules that the bones should be repatriated to the tribes who claimed them as belonging to an ancestor. The remai ns are perhaps the oldest exhumed Native of North America, providing scientifically valued information that may aid in the evolutionary sciences. The repertoire of evolutionary sciences concludes that the remains are particularly important for the research of North American migration from northern Europe and Asia, commonly known as the Barring land bridge theory. U. S.Magistrate, John Jelderks in the state of Portland rules on August 30th, 2002 that the skeletal remains should be turned over to a team of scientists for study, blocking the return to a coalition of Native American tribes advocating the reburial of the remains. Four Northwest Native bands that claim â€Å"Kennewick man† as their ancestor file notice that they will appeal in suit; the ruling rejecting their request to bury the remains. The federal Judge presiding over the 9th U. S. Circuit Court of Appeals upholds the ruling passed by Judge John Jelderks. The 9th Circuit Court of Appeals denies the request for a rehearing.While awaiting instructions from the legal possessor, the Army Corps of Engineers, the museum will provide a â€Å"secure† and â€Å"respectful† repository for the human remains for as long as required. The Burke Museum presently maintains possession of the remains, as there is the hypothetical necessity for further study which must entail rigorous testing and analysis to preside over a decade. The legal possessor of the remains has thereby vacated the matter leaving the Museum to sustain unlawful possession of the remains as well as the legal and social coup that coincides.The University of Washington, Seattle is a renowned institution with an extensive research facility placed at the disposal in conjunction with the Burke memorial museum. The imperative scientific â€Å"necessity† for further research of the remains has placed the museum as an institution in the wake of a highly controversial set of issues. The university has the initiative to perpet uate the sciences conducive to the study of anthropology, providing educational biases.The requests made on the behalf of the Native communities has a true claim to the respectful treatment of said human remains that is directly conflicting with the claims the scientific community has proclaimed. The definitions of respectful treatment are disputant amongst the two groups and continue to place the Burke Museum in the middle ground of a severe conflict. The university and the museum have taken the situation as an opportunity to educate the public to a degree, launching a section on the museum’s web cite that chronicles the displacement of â€Å"Kennewick Man†.Ideological separations between Native American belief structures and scientific initiatives are intrinsic within both sides of the debate. The respectful treatment of human remains is defined through the sciences at this time with little account for the native community and their wishes. The Museum is primarily th e caretaker of the remains adherent to the courts’ ruling, placing the institution in a precarious scenario pitting Native American human rights up against the sciences of anthropology. Some commentators and reporters have described the legal controversy swirling around the Kennewick remains in rather super-heated rhetoric pitting the interests of â€Å"science† against those of traditional Native Americans. This characterization ignores the detailed, intensive, and wide-ranging scientific investigation of the Kennewick remains undertaken to determine the facts relevant to the questions in the case and report them. † -National Parks Service: U. S. Dept. of the Interior 10/13/2008

Voucher Programs: A Discrimination

The emphasis on improving public education in the United States has been growing for years. Legislators, privately owned companies, school boards and community organizations are trying to come up with intelligent ways to rescue children from deteriorating public schools, particularly schools located in inner cities. They believe a possible solution to the problem involves offering voucher programs, which would provide financial-aid for families not fortunate enough to pay for their children to attend private schooling. Vouchers are only available to the students who excel in certain areas and rarely cover the cost of the entire education. Taxpayers will be paying higher taxes to compensate for the students attending private schools through voucher programs. This method of segregation not only widens the gap between public and private education but it also isolates a small percentage of ‘desirable† students from the rest of society. Voucher programs will only benefit a minute amount of students while hurting the entire school system and the general public. Voucher programs help separate the gap between faltering public schools and unambiguous private schools. What good would it do to segregate the brightest kids from society? (90% of students attend public schools) It would improve their education by a small fraction, but as a whole, society itself will not improve. In fact, society will falter. Public schools will increasingly weaken by taking the strongest components out and joining them with their counterparts in private schools. What incentive will that give the government to make public schooling better, if the beneficiaries are warded of into a â€Å"better† education? The good would leave and the bad would stay, making public schools even worse than they already are. Vouchers also undermine the court case Brown vs. Board of Education, which determined that separate but equal is definitely not equal. Earl Warren, the judge residing over the case stated, â€Å"separate educational facilities are inherently unequal,† (Garrety, 787). Vouchers will segregate the society by placing students in separate facilities with tax payers† money. This form of separation is wrong. On average, a student receiving a voucher will be granted $2,500-$5,000 a year for private education. This is usually enough money to send a student to a local private school funded by the church. â€Å"In many areas, 80 percent of vouchers would be used in school whose central mission is religious training† (Internet source 1) Religion is everywhere in these schools. Prayers fill the schools halls, assemblies, sporting events and classrooms. Taking taxpayers money and channeling it into voucher programs is a travesty. It causes deliberate and unavoidable conflict between the church and the state. In the 1940†³s the High Court declared that, â€Å"no tax in any amount large or small†¦ e levied to support any religious activities or institutions† (Internet source 1) and in 1997 the government also concluded the refusal to fund, â€Å"inculcation of religious beliefs,† (Internet source 1). Voucher programs would demand citizens of all races and ages to pay for a religious education for children they will never know. How could the government not subsidize institutions that offer a curriculum entirely different than the norm? For example a school run by an extremist group like the Ku Klux Klan, or a curriculum primarily focusing on communism will also demand funding. The government will have to offer them funding for vouchers just like every other religiously affiliated private school. The American public will be contributing to the advancements of these types of schooling. This is not fair! Voucher programs, in no possible form can ameliorate public education. Some public schools will be left with fewer dollars than in previous years, and they will have the poorest and least intelligent students to teach. No teacher will want to teach in such circumstances. They know that they will possibly receive pay cuts, which will give little to no incentive for teachers to stay teaching at public schools. It will promote unqualified and inexperienced faculty to fill the unwanted positions, which will make the situation even worse than it already is. There would be a rise in popularity for teaching jobs in private schools, driving potential prospects for teachers in public schools away. As a whole, voucher programs pose an immense threat to the public education system. They have proven to be unpopular amongst states around the entire country. â€Å"When offered to vote on voucher-like programs, the public has consistently rejected them; voters in 19 states have rejected such proposals in referendum ballots. In the November 1998 election, for example, Colorado voters rejected a proposed constitutional amendment that would have allowed parochial schools to receive public funds through a complicated tuition tax-credit scheme. Indeed voters have rejected all but one tuition voucher proposals put to the ballot since the first such vote 30 years ago. † (Internet source 2) It is obvious that vouchers are not the solution to public education struggling to Vouchers sidetrack the building of support for public schools which is exactly what public schools need. The United States government should try and come up with a solution, which will benefit the school system as a whole. Vouchers only benefit . 1% of all students attending schools throughout the United States. Vouchers do not help to improve deteriorating public schools, and they do not help the majority of students in those schools. How can the government make families (already struggling financially to send their children to public schools) help pay for kids attending private schools through voucher programs? It cannot happen and never will!

Sky Global Essay Example | Topics and Well Written Essays - 3500 words

Sky Global - Essay Example The nature of the subsidiary office will be basically meant marketing because the products will be processed in Australia and shipped to France. France has a variety of races and people with different lifestyles (Sparrow, Brewster, & Harris, 2004). Though it can be said that French markets is diverse, provision of good services makes consumers buy the product in the market. Justification of the choice The major reason for the establishment of the subsidiary is mainly due to the potential market available in the country. Traditionally French people had some specific ways of identifying the cepage and terroir (Edwards, 2007). The terroir identify the wine in regards to the place where the processing was done, the taste of wine from that region and skills that the producer has. In the other way, cepage identifies wine by the type of grapes used in the process of making the wine (Edwards, 2007). For many years the French wine consumers based their choice of wine on terroir however a new trend is emerging that preference has shifted to being based on cepage where wines were associated with the grapes and its taste. Basically this is an opportunity as most of the foreign wines are gaining acceptance in the market and therefore Sky Global Wine Company could not wait to seize the opportunity (Edwards, 2007). Management Structure Structure of management between the headquarters and the subsidiary With the new subsidiary in place, it is important to ensure that the company has the most important staff that will coordinate its activities in France. For efficiency the following posts were found to be necessary for smooth running of the business. The manager in the Subsidiary country will coordinate with the headquarters on the operation activities Country Manager Manager in charge of Marketing Chief Wine Technologist Manager in charge of Production Finance Manger Human Resource Manager Country Manager The activities revolving around the success of the company will be mainl y based on the manager. The company will place an experience manager from the company in order to facilitate the experience that has seen the company grow in its international market (Price A. , 2007). It will be necessary to have a manager from the parent country because it is more likely to have a wide selection to make from. Manager in charge of Marketing The manager in charge of marketing should be from the host nation basically this is because of the cultural and language understanding (Sparrow, Brewster, & Harris, 2004). It will be important to work with the person conversant with the environment that than to just make a choice Chief Wine Technologist Since the brand has gained its international reputation through its quality and test, it will be equally important to ensure an expatriate who has vast experience in working for the company takes the mandate. Manager in charge of Production Finance Manger Human Resource Manager Most of the employees will be from the subsidiary co untry since their presence will be an added advantage due to their experience working in the country. They are perfectly in a good position to deal with issues arising from their own country. Comparison between Peoples management in the host country and the subsidiary country People’s management style in Australia In Australia the sense of equality in an organization is highly valued to extend that the manager should not behave like a superior.

Womens lives during the sixteenth century colonial America Essay

Womens lives during the sixteenth century colonial America - Essay Example The socio-historical studies on women’s lives during the sixteenth century colonial America were monumental in shaping the status that women of the modern world today enjoy. From the twentieth century-woman perspective, it must have been an extremely difficult and daunting to live in that period. And we have our women ancestors to thank for what they have to endure and how it was able to shape the socio-cultural construction of womanhood. This essay will basically tackle the different experiences as survived by women during the historical colonization of Europe in the Americas. To begin with, the sixteenth century woman could be considered as someone who existed to uphold the domination of Europeans conquistador, even when they are unaware of it or even when they have exerted much effort to resist the colonizers mere presence in their lives. As women took the essential role of reproduction, whether slave or master, they were seen as a key factor to maintain the system of patri archy as well as the continuation of its bloodline. In the case of Spanish borderlands, women slaves were almost always subjected to sexual abuse by their masters. These women slaves themselves were not any given any rights to retaliate or file a cause against their perpetrators, except for the few lucky ones1 who were given certain privileges to live freely after servitude. And the product of these sexual abuses paved way to a second generation of hybrid children. These children, though born from a slave, had actually acquired with them a benefit not enjoyed by their mothers. These children were accepted in the master’s family and treated as part of the kin where they are given equal rights, a privilege they will never have being a slave. Patriarchy then is underscored as this circumstance displays the following characteristics: (1) the male as being reproductively potent and is able to procreate, and (2) the man’s ability to sustain the needs of his nuclear and even these additional and extended families. This more often than not violent relationship of masters and their women slaves have actually mutually benefited both parties. Without their full consciousness, masters have ensured for their women slaves economic benefits for their children while simultaneously these women slaves have ensured for their masters the persistence of his bloodline. Another case where women have more than just a reproductive functional role was in Chesapeake Bay. Women (and men) were imported as indentured slaves due to the lack of manpower to sustain the area’s tobacco production. They are then to serve their European masters while at the same time given the responsibility to toil the fields during planting and harvest periods. In this case, women were forced to double-hat various functions so they could acquire what was deemed as their prize for being slaves – freedom. By securing themselves trans-Atlantic passages and little property after the peri od of enslavement, these slaves were given power to ultimately take control of their lives anew. This new kind of power was an advantageous mechanism for them as they have already adapted and adopted the lifestyle and even the culture of their masters. Their agency allows them to subject themselves to servitude with the end goal of acquiring power through independence. With freedom being prized, it is almost wrong to say that these women are not empowered. Power was within their capacity in fact, but it was not naturally obtained. Certain efforts had to be exerted and many sufferings had to be endured for the end goal of achieving freedom. New England women, on the other hand, because of the nature of Puritanism, were never allowed to inherit the properties of their departed husbands in contrast to Chesapeake women who have the full autonomy over their husband properties upon being widowed. The Church was made the new and automatic owners of properties of widowed women. Looking at t he picture, it would seem to us that Chesapeake women had the upper hand over the New Englanders. But dissecting

Human resource development in multinational companies Essay

Human resource development in multinational companies - Essay Example To cope up with the competition, they are required to plan and implement strategies to develop the company’s human resources. In today’s globalized environment, it has become difficult for the managers to completely eliminate the threats that globalization has brought. Multinational companies face many of such difficulties in acquiring efficient staff in other countries. Multinational companies aim to build up their brand name and reputation. They need to provide the same quality and facilities in every country they are working in. However, the human resources available in different countries bring different challenges for them. They need to develop a plan to accumulate a workforce which could perfectly carry out the job the company aims to achieve. The concept of repatriation and expatriation is also worth mentioning here as the human resource development program must consider these concepts. As an expatriate gets the assigned work done in the other country and moves b ack to the host country, he faces the adjustment problems all over again. A complete and viable HRD strategy must also take in to account these workers who are sent abroad while working permanently in some multinational organization. Objective: The aim of this paper is to identify the key challenges faced by senior managers in today’s globalized business environment in achieving competent human resources. The paper also focuses on the researches made in this regard. In addition it provides recommendations to lessen or eliminate the difficulties in human resource development and reduce the employee turnover rate in the organizations. The study is designed in such a manner that would help in achieving the objective successfully. In the first step it provides a brief introduction about multinational organizations and their place in today’s business world. In the next step it

(Choose the Topic) Essay Example | Topics and Well Written Essays - 500 words

(Choose the Topic) - Essay Example Huxley is correct though when he comments that â€Å"the release of atomic energy marks a great revolution in human history† (Huxley, 1946, xi). When Huxley wrote Brave New World, nuclear energy had yet to be used in warfare. However, later in his foreword Huxley does mention of America’s use of nuclear bombs the year before in Hiroshima and Nagasaki. Huxley was at least correct in saying that nuclear fission would change the way that wars are fought in the future, and this has proved to be the case. Huxley also predicted that the â€Å"politicians and generals of Europe consciously resisted the temptation to use their military resources to the limits of destructiveness or to go on fighting until the enemy was totally annihilated† (Huxley, 1946, xii). As World War II had just ended when Huxley was writing his foreword, he could not have predicted that the European Union would be formed. What Huxley did get right was that the horrors of the two world wars taught leaders and politicians to not get involved militarily. Since the end of World War II, many European nations have attempted to diffuse conflicts through negotiation and as such there have not been any major wars in Western Europe. Huxley also talked about the shifts in political and economic power that would occur in the future. â€Å"To deal with confusion, power has been centralized and government control increased† (Huxley, 1946, xiv). Over the last eighty years there has been increased centralization in the major economies of the world, and this has been facilitated through international trade. Trade unions have made the world smaller and also kept political and economic power in the hands of the few. To combat this, Huxley correctly surmises that â€Å"only a large-scale popular movement toward decentralization and self-help can arrest the present tendency toward statism† (Huxley, 1946, xiv). Perhaps Huxley underestimated the control that governments and

International Expansion Opportunities of importing an energy drink Essay

International Expansion Opportunities of importing an energy drink product from Brazil to Germany called Guarana Antarctica - Essay Example In addition, the firm’s business strategic plan requires drafting, formulation, and implementation in line with venturing business operations in new countries. A strategic management plan is an overview of different forms of activities that a firm is likely to be engaged in with an aim of competing effectively and efficient with local firms while venturing in new countries. Moreover, there is need to evaluate business opportunities for the company in question so as to be sure that once established within the new country, expanded business will still make profits. Giving the firm a name of Guantarctic Ltd Company, the following is a description of various strategies that it will employ in order to venture in the new market, Germany. This strategic planning includes amongst other things company profile, country evaluation, useful and long lasting strategies, as well as the implementation process. Company profile includes both internal and external strengths, competitors, and the industry analysis. Competitor analysis in this paper is portrayed through SWOT analysis and PESTLE whilst the industry analysis is through Porter’s five forces of management. Within the country evaluation, a profile of Germany with respect to the product to be introduced by Guantarctic Ltd Company forms part of the strategic plan. Country evaluation is also done using the PESTLE analysis. The background information gives company profile and strengths to penetrate into Germany’s food and beverage market coupled with necessary strategies and their implementation. Section 1: Background Company profile Guantarctic Ltd Company is a Brazil-based company that produces, markets, and distributes beverages especially energy and soft drinks within Brazil and the whole of South America. Since its inception in 1927, Guantarctic Ltd Company has been the main fore runner within South America’s energy market. Consequently, this has helped in expansion and growth in North Ameri ca about 20 years ago. Guantarctic Ltd Company’s entrance into North America resulted into additional markets hence costs and profitability. Nonetheless, its focused human resource worked tirelessly to ensure fulfilling the increased demand resulting from expansion into South America through production of higher capacities of energy drinks compared to earlier on before expansion. Guantarctic Ltd Company has a total of approximately Internal Strengths Guantarctic Ltd Company boosts of various internal strengths that includes the following: Mission Statement: Guantarctic Ltd Company has a strong mission statement that has given direction in performing the business. The firm’s mission statement states, â€Å"From our understanding of vital role of selling quality beverage products, Guantarctic Ltd Company is a community that focuses on building customers’ needs, employees’ future, and shareholders’ wealth†. This mission statement ensures that G uantarctic Ltd Company becomes an all-round firm meeting the needs of three main stakeholders; customers, employees, and shareholders. Vision Statement: Other than mission statement steering Guantarctic Ltd Company to higher heights, the company has also relied so much on its vision as a strategic tool to meeting objectives and goals. The vision of Guantarctic Ltd Company states that: â€Å"To achieve sustainable expansion and growth, we as a family has a vision with clear goals that include the 5Ps; Profit: While minimizing costs, Guantarctic Lt

Case Study Example | Topics and Well Written Essays - 1000 words

Case Study Example Just in the United States alone, based from the national statistics of 1995, there was an estimated 438,200 children who got lost, injured, or otherwise missing. At any time a child is reported missing, there is not enough evidence to determine whether he or she is the victim of foul play or just inadvertently or unavoidably detained. For a situation in which a child who is found after wandering away from his or her parents in a shopping mall, a park, or amusement park would be considered a missing child. In some cases where a child is injured and cannot immediately obtain help, that child is considered missing until parents and/or authorities will be notified of the child’s whereabouts. In cases where a child makes an unscheduled stop at a video arcade or friend’s house, once found the child is considered to have been missing under otherwise unknown circumstances (â€Å"Statistics 25 Years: 1984 – 2009†). Half of the children involved are younger than 4 years of age. Most of these cases last about 24 hours, one fifth experience physical harm, and 14 percent of the children are either abused or assaulted during the episode (â€Å"Statistics 25 Years: 1984 – 2009†).. At least 797,500 children who are younger than 18 was reported missing in a one-year period of time studied resulting in an average of 2,185 children being reported missing each day (â€Å"Statistics 25 Years: 1984 – 2009†). In situations where your child wanders off and a stranger comes up to them, inform them ahead of time that some strangers are friends. They may be nice, that is true, but this isn’t always the case. Unfortunately you can never tell just by looking at them but you may be able to tell if the situation seems to make you feel good or bad. Usually, when a child goes missing, they meet strangers not only telling them that they would help them find their way back to their parents but also asking them to do something without

One Lie Leads to Another Essay Example for Free

One Lie Leads to Another Essay Lying is when a person does not tell the truth or does not tell all the facts. Why do people lie? There may be many different opinions and maybe even many different excuses of why people lie. One thing is right thought and that is that lying is considered morally wrong in our society. In the United States Army lying is considered one of the most immoral actions a soldier or anyone else can take towards the army, especially if it’s lying to an NCO. In the army there is a zero tolerance for liars and lying in general. Even thought lying is morally wrong people continue to lie in their everyday lives. As a soldier one must not fall into the temptation or fall below one’s army values and code of conduct. As a soldier one is looked upon and trusted to tell the truth no matter what. Lying to an NCO or officer is not the correct choice for a soldier to make no matter what kind of situation he has gone through, as a soldier you are expected to always respond with the truth and nothing but the truth. One of the reasons a soldier should not lie to an NCO is because Like I said before you might turn lying into another one of your habits in your lifestyle just like smoking and drinking. That is why, as a soldier of the United States Army one must always maintain his integrity and commit himself to always say the truth. Society and other fellow soldiers look up to you and lay their trust on you. But all that trust that is deposited to you by others can go out the window when you tell a lie. You may need another lie to cover your first lie and that is how it might keep going unless you tell the truth or you get caught on the spot. Just like the other habits it may not be so easy to break away from and just like the other habits it might not be good at all, for yourself and the others around you. Lying only keeps getting you into more and more trouble so the best thing to do is to always stick to the truth and wait for the best. He may have to face severe consequences like physical labor or other types of military corrective actions. Lying also only leads to more and more lies. Now his punishment might have been doubled because of that. e if he is caught lying he might find himself in a worst situation. One lie leads to another and then to another and so on and so on. The NCOs can be looked upon as the representatives of the people in the United States Army and lying to them can be viewed as lying to the people. You now hold a large responsibility in your hands as soon as you wear the uniform of the United States Army.

Importance of Empathy in Patient Care

Importance of Empathy in Patient Care Introduction Carl Rogers defines empathy (as cited in Patterson, 1977) as the ability to accurately perceive the internal frame of reference of another person, as if one were with the other person. That is to say that if you could actually feel the emotions of another, without going through the physical experience. This definition however, has been challenged. What another person experiences at a certain moment is not directly given. However, the presence of the other is directly given and so is the awareness that the other is experiencing self. This cannot be compared with other modesà ¢Ã¢â€š ¬Ã‚ ¦of experience. The experience of another is unique. This means that the other modes of experiencing only are of partial help in explaining how the subjective becomes intersubjective. It also means that there is no doubt about who is experiencing primarily, and who is sharing or experiencing the experience of another. (Stein, E. 1989). These two definitions however different, are both used today in managing of patient care in the medical profession. This paper will briefly explore both definitions and will attempt to show sides of this complex subject. The research done for this paper will deal mostly with physician-patient and nurse/care provider-patient interactions. The goal of this paper is to show the importance of the role of empathy in pr oviding quality patient care. Causes Those physicians and medical educators who advocate empathy in the physician-patient encounters, suggest that physicians who engage empathetically with patients increase not only the patients sense of satisfaction but also patient  compliance with therapeutic regimens and increased physiological well-being. (Kim, Kaplowitz and Johnston, 2004). The persistent objection to empathy in the medical community comes from concern that empathy interferes with scientific and medical objectivity. What practitioners need are the skills to use their emotional responses for therapeutic impact. In the interpersonal realm, emotions are crucial of understanding reality. An awareness of ones associations and emotional resonances as cues to understanding the particular meanings that a symptom or diagnosis has for an individual. (New York: Oxford Univ. Press, 2001). Both of there outlooks are important to good patient care. You can put yourself in the patients shoes and somewhat imagine what they are going through, while at the same time being straight forward and real about the diagnosis. The question for many medical educators remains whether empathy, no matter how valuable or carefully reconfigured, can be taught. The problem of empathy begins with the preoccupation with self that obscures the other. Jerome Lowenstein (Can You Teach Compassion? P16) sees case presentations as the opportunity for clinicians to teach nurses empathy by encouraging them to describe patients more fully as persons with intersecting social, psychological and medical histories, rather than reductively and disparagingly in terms of disorders, addictions and disease. Training in continuing care will be of little value without doctors who know something of the life of the people whom they serve; who can empathize with immigrants from Asia and Mexico, with southern or ghetto experience; and who knew of the Holocaust and of communist oppression. (Spiro, 1992). Empathy depends on the experiences and imagination of the person who is  empathizing and this dependency have the potential to exclude the patients suffering and the meaning the patient makes of suffering. Application The following story is a true-life experience that I encountered while working for Gambro Health Care in Jackson, Michigan as a patient care technician. Gambro Health Care (Now DaVita) is an outpatient dialysis unit. Dialysis is the treatment for patients who suffer from end stage renal failure (kidney failure). While checking a patients vital signs and asking him how he was feeling, the patient told me how much he hated coming to dialysis and how draining the process was. He talked to me about the constant observation of his fluid intake, taking all the medications that were required for his condition and the cramping he experienced while on the dialysis machine. I could only empathize with this young man, who was my age, putting myself mentally in his shoes. Because of the experience I had with dialysis patients, I learned how to listen to each patient story. Many of these patients had no one else to listen to them. I saw these patients for four hours, three days a week. I spent a lot of time with them over the years that they received their treatments. While I was talking with the patient, the nephrologist (kidney doctor) came by on his rounds of the patients. The patient proceeded to tell the doctor, his eyes full of tears, that he was thinking of terminating his dialysis treatments. The doctor proceeded to tell the patient, rather loudly, they if he terminated treatment he would be dead in a few days. Without even taking the time to sit down with the patient, the doctor left and went on to another patient. Needless to say, I was outraged. After a few moments, I asked our unit director why the doctor was so tactless and arrogant.   So many patients each day that he is only giving proper diagnosis and alternatives if treatment is not followed. At that particular time, I figured out that I must take time to listen to those patients, every one of them because I could be the difference between a decision for life or death. Impressions Even those4 health care practitioners who consciously privilege their patients experiences find themselves caught in a knot of power relations. The physician is always in power in the medical context, and such power subsumes even deliberate attempts to displace authority by acknowledging the patients subjectivity (The Doctor, 1991). To be ethical, clinical empathy must involve action, beginning with recognizing the broader social context of the patients health and well-being. With appropriate cautions, theories of clinical empathy should extend beyond the individual relation to socially determined inequities in health care. Conclusion Empathy is a necessary ingredient for both doctor and nurse in the application of good patient care. Good communication between a doctor and patient whether good news or bad, should always be given in an empathetic manner. The ability to not only give good scientific reasoning or diagnosis to a patient. However, to give it in a manner that just does not give the facts, but also a feeling of I care about what youre going through and I will do all I can to help. As for nurses, our hands-on approach to the patient in need, gives us a chance to some what feel what they are going through and to be empathetic about their situation.

Marketing Strategy of TVs Motors

Marketing Strategy of TVs Motors TVS Motor Company is Indias third largest manufacturer and company had made success in their last ten years. TVS achieved many awards for their quality of products, customer satisfaction and for their technology. This paper analyzing the organizations various strategies models as well as describes the financial statement analysis for last five year. Analyzed how the company reached the current position and described the recommendations for TVS Motor Company. Introduction: An organizational study is conducted to have a clear and proper understanding of the organizations basic structure, coordination and functioning at all levels. Every organization involves in identifying and coordinating the work that being performed and delegates authority and responsibilities. Organizations are always looked as a social entity directing towards designated goals that are designed as coordinated activity and structured deliberately linking to external environment. In a country like India which has seen an industrial revolution in last couple of decades, bringing large multinational corporate and industries to the country any organization would require strong organizational functioning to compete with other industries in the market paving way to success and preferences to the organization. My organization study involves research on various departments to understand their functions within and their purposes. I have also tried to bring out the achievements of the organiz ation so far and how it competes with its competitors. It was also important for me to study how they progress towards their mission and vision of the organization. Before doing a study on any organization it was important to have compassion on the concepts, principles and requisites of the organizations. Concepts of an organization: Every organization involves in a process of identifying and grouping the work that has to be done. It defines and delegates the authority and responsibility to every individual or sector. It establishes strong relationship with its employees to accomplish its objectives and performing work efficiently. Principles: Principles are tailored on theoretical basis on which the strategies of the organization is built or framed. There are several fundamental principles there are to be followed in developing an organization strong and efficiently. Some of them are Unity of objective Unity of command Specification Span of control Co-ordination Exception Flexibility Communication Simplicity Efficiency REQUSITIES: The objectives of the organization are to be candid and clear and the organizations understanding their capacity in achieving them. All activities within the organization are implemented efficiently and easily. Proper coordination on all activities that being executed. Communication system inside the organization should be direct and effective. Should be complete with all essential activities being put into action. There should be reasonable span of control at all levels Wherever required, provision is to be available for expansion Defined procedures are to be followed on all functions of the organization Organization should always aim at promoting morality of its employees Proper diversion on authority and responsibility is required Business strategy: TVS motors which originates from Trichur Vengaram Sundaram Iyengar motors is one among the leading motorcycle company in India .it is the third largest two-wheeler manufacturer company in India and among the top ten in the world. It holds annual revenue of more than $ 1 billion .Its a flagship company with TVS group USA with 4$ billion. It strives and thrives in manufacturing innovative and pioneer products. TVS emphasizes on launching new products with its new product introduction (NPI) team of approximately 300 engineers who stand at forefront in executing strategic visions for the organization for its new products. Though these products are developed domestically it collaborates with globally technical renowned partners. It aims to introduce six to ten products every year to address broad-based requirements of the market. Bike for Anyone: TVS Motors aims at introducing wide range products thats suits the needs of all two wheeler riders. It holds products from mopeds to racing motorcycles. The prices of these motorcycles are also affordable and reasonable to suit financial status of middle and upper middle class people in India. It was also the first motorcycle company in India to launch mopeds that were easily affordable to labor and wager groups of India. Penchant for Quality: TVS Motor has established four manufacturing plants located at Mysore, Hosur, Himachal Pradesh and one in Indonesia. The company is more consistent on its quality of its products so far. The vehicles were long lasting and reliable. Innovation at the Helm: Strength of the organization lies in its design and development of its new products, the company launched seven products on the same day in 1997, making it all the first automotive company to do so. They aim at developing superior customer satisfaction. TVS presents quality vehicles to meet ever changing need of its customer and market, the company already holds 15 million customers on road. History: The company was founded by Trichur Vengaram Sundarm Iyangar. He initially started on transport business holding large fleet of buses, trucks under the name of southern roadways limited. Later the company spread its wings on automobile sector, including insurance, finance, two wheelers manufacturing components, and tires. It is combined with 33 companies of its own to bring a turnover of nearly 3 billion USD. On 1978 the company started plant at Hosur to manufacture mopeds as a new division. Later the company collaborated with Suzuki on 1982 on a joint venture to obtain brand impression on its customers. Major Milestone Year by Year: 1978: TVS Motors was started as a new division of TVS. 1982: Incorporated as Indians motors. It collaborated with Suzuki motors. 1984: 59,400,000 shares were issued on which 7, 00,000 shares Sundaram Clayton ltd, Chennai. 70,000 Anusha investments 20, 00,000-Suzuki motors 2, 20,000 -Employees and business associates 29, 70,000- public 1985: incorporated Lakshmi Auto Company6 for Manufacturing transmissions and critical engine parts. 1986: company name was changed from Indo Suzuki motors to TVS Suzuki motors 1990: launched 34cc Miniped 1997: set up auto ancillary estate at Mysore and Hosur 1998: RS: 1,000 crore mark in 1997-1988 introduced first four stroke vehicle in the country 2003: Recorded share of 35% of share in motorcycle division, Recorded 31% growth on its sales. Company introduced racing bikes that were tested in Asian circuits. 2006: Appointed new president 2007: launched 7 motorcycles on the same day making a mark in history 2010: Launched Indias first auto clutch motorcycle in Chandigarh. TVS Michael porters competitive force model The strategy is developed by Michael porter which describes the external factors affecting the organization. The TVS analysis is as follows: Supplier Power: Although TVS has been a prominent supplier for economic class customers in two wheelers market, here we take the power of the suppliers for TVS to analyze. The Supplier market for TVS is highly fragmented and the possibility for backward integration is also high which has restrained the power of the suppliers. TVS engages with several local suppliers for their spares and parts for their automobiles manufacturing. The entry of many new small scale manufacturers has also contributed to the benefit of large automobile manufacturers like TVS to source their Spares and parts at a very optimal price. This clearly indicates the low supplier power. Buyer Power: Buyers power in two wheelers industry is more as the product diversity and brands available in the market are exceptionally high. Buyers today are demanding and specific on their needs for the money they pay. They are looking for the brand that offers better pricing and technology which has shadowed the customer loyalty for any brand today which is the most faced threat by TVS. Threat of Substitutes: Threat from substitutes is quite low when compared to other forces since market seems only to grow and mature every day. But when looked down the line we could anticipate a threat from the dramatically escalating petrol cost which might cause customers to switch to economic diesel cars. As well growing environmental concerns has also brought in bicycles and battery two wheelers that might pose a threat in future to TVS. Intensity of Rivalry: Two wheelers industry is most known for the competitive market and rivalry. Two wheeler brands like Bajaj, Honda and Yamaha have come up with various product line and technology targeting the customer segment of age group 20 to 30 years who are more fascinated to sporty two wheelers. But TVS has very less sporty models available for customers to choose that has restrained power of the brand over the most targeted customer segment by its competitors. Although TVS has a better power over the mid aged economic class customer segment, competitors now are increasing their focus on taking over it too. Barriers to New Entrants: New entrants face a moderate barrier in penetrating the market since it is consolidated by few and strong suppliers. As the market size of the two wheelers industry is big and requires a strong footprint with high capital investment, new entrants find it difficult to fit themselves among the market front-runners. Thus TVS is not susceptible to threats from the new entrants to the industry. TVS Motors market share The market share of all Two-wheeler is affected by various inflation, rise in petrol price and interest rate. Automobile industry had unexpected growth around 15% is due supported by various external factor like urban development, developed public transportation, financial purchases and Two-wheeler penetration into various region. Hero Honda dominated in the market by 55% (2011-2012) in last five quarters. Market Share with competitors April Feb. 2011 Source: TVS Motor Company Financial performance Details/Year 2011-12 2010-11 2009010 2008-09 2007-08 Sales other income* 7148 6324 4485 3741 3310 Profit before interest, depreciation, amortization and tax* 520 491 304 247 219 Profit before tax 316 248 76 31 35 Profit after tax 249 195 88 31 32 Net fixed assets 1078 995 983 1036 1043 Share capital 48 48 24 24 24 Reserves and surplus 1122 952 842 786 798 Net worth 1170 999 835 735 769 Total borrowings* 831 768 1003 906 666 Earnings per share #(Rs.) 5.24 4.10 1.86 0.66 0.67 Dividend per share (Rs.) 1.30 1.10 1.20 0.70 0.70 Book value per share# (Rs.) 24.38 20.81 17.40 15.32 16.02 EBITDA/turnover (%) 7.3 7.4 6.8 6.6 6.6 Profit before tax/turnover (%) 4.4 3.9 1.7 0.8 1.1 Return on capital employed (%) 19 16.4 8.0 5.6 2.8 Return on net worth (%) 23.0 21.3 11.2 4.1 4.1 Source: TVS Motor Company The company achieved the annual sales of two million as growth of 32% by selling 1.52 million units last year. The company made their growth in all three segment as Executive as 26%, Economy as 12% and Premium as 38% for the year of 2011. When compared with 2010, there is increased in sale of fixed asset in 2011. On 2011 fiscal year TVS Motors acquires assets increasing the liquidatory assets to 1.70 crores. Due to increase in RD expenses decrease in sales and investment in manufacturing sector increased the companys liabilities to 950.49 crores. Companys capital expenditure was 91.63 crores in year 2011. In the year 2011 current ratio stands at 0.17 while the debt ratio is at 0.98%. The cash ratio is 1.4 times than previous as the number proves that the companys stable but if the ratios are not improved over years the companys long time sustainability will be at jeopardy. Operational analysis SWOT Analysis Strengths: TVS is an International player with brand equity and plays important role in Indian two wheeler markets. RD department team gives them a leading edge in markets technology development covering various segments like moped, motor cycle and scooter. These differences make the products attractive for people of all ages. TVS has a wide spread of distribution network and numerous service centers covering all regions of its service areas which provide a unique service to its customers. TVS groups have 40,000 knowledgeable, experienced and skilled employees providing service to more than 15 million customers in India. Advertising with brand ambassadors and attracting people with more promotional activities. Products with low price, high fuel economy, eco friendly less emission and unique design with its competitors. Weaknesses: Despite exporting products to various countries worldwide, its not a globally recognizable brand yet. Lack of competitive premium bikes to attract the riders in the market. Most of the RD resources used in economy and executive products shading the premium segment. Opportunities: One of the fastest growing automobile providers in India. Export is limited and the international market is untouched which gives a versatile opportunity to explore and establish international market. More movement in higher-end model and more young generation are motivated towards motorcycle. Threats: Heavy competition from other competitors and from other international brand i.e. importing of cheap motorcycle from china. Gradual increase in fuel price, Decrease in car prices, policies and increase in taxes will affect margin for dealer as well as customer. Improving public transport will have an effect on the automobile sales. Spare parts are expensive which increases the maintenance cost. TOWS Matrix Analysis SWOT and TOWS are acronyms to each other, where as strength and weaknesses comes under internal environment. Opportunities and threats are comes under the external environment. But for practical study, TOWS describes internal environment and SWOT describes external environment. Strength: TVS is International player with brand equity and plays important role in Indian two wheeler markets. Excellent RD work of products and different products in various segments like moped, motor cycle and scooter. These differences make attraction to people from different age. TVS had wide spread distribution network and numerous service centers which make easy for people. TVS groups have more than 15 million customers and knowledgeable, experienced, skilled 40,000 employees. Advertising with brand ambassadors and attracting people with more promotional activities. Products with low price, fuel economy, less emission and excellent design when compared to other company. Weaknesses: Even though exporting to various countries, it is not globally recognizable brand. Fail to cover premium segment bikes and their segments are only for middle class customers. Opportunities: One of the fastest growing segments in India is automobile segment. Export is limited and untouched international market. More movement in higher-end model and more young generation are motivated towards motorcycle. SO TVS had unbeatable sales in moped and scooter. (S1O1) They had 3500 dealer for making sales and giving excellent service to customers. TVS maintains its brand image by designing products for all customers from low income to high income people. (S4O3) Employed more engineers in RD to bring their designing performance and development in all categories. TVS has ratio in debt equity is 0.1. WO Even though it is not globally recognized, TVS made an excellent land mark in India. (W1O2) TVS need more concentration in premium vehicles because sales of premium vehicles are growing in recent years. (W2O3) Market share is reducing when compared to last few years. Threats: Heavy competition from other competitors and from other international brand i.e. importing of cheap motorcycle from china. Gradual increase in fuel price, policies and increase in taxes will affect margin for dealer as well as customer. Improving public transport will have an effect on the automobile sales. Spare parts are costlier. ST Automobile is one of the growing sectors in the world, so it is golden opportunity to come forward in global market. (S1T1) TVS need more concentration in RD to improve the use of personal transportation. (S2T3) WT TVS has other competitors in two wheeler segment, which is the main drawback for them. Cost of spare parts and their products are high when compared to other company. (W2T4) TVS BCG Growth Share Matrix: The BCG Growth-Share Matrix is a planning model in which business is divided into four major based on market growth and market share. The growth share in this table positions the two major things of profitability. Star (Scooter) Question mark (New motorcycle and new scooter) Cash cow (Moped) Dog (Motorcycles) Star: Star denotes high market growth and high market share in the industry. This position defends when the organization invest large amount in this segment. There is decrease in the growth when compared to last year, so this is the reason scooter comes under star category. It will turn into cash cow when there is gradual increase in coming years. Cash cow: Cash cow denotes low market growth and high market share in the industry. In moped sector it is the major contribution to the market share because moped have more advantages like low cost when compared to other moped manufacturing company. Handling is very simple and this is more preferred by small traders. Teenagers are using this vehicle as an entry point for them. This dominates in the position of cash cow because increase in the growth of sales in every year. Question mark: Question mark denotes high market growth and low market share. In this category, there are two things to be considered as invest greatly in the products or to clear up this products. The company launches new TVS Flame which gets more drawbacks in the market and the company planned to launch the product with redesign. Company had greater growth in the scooter segment, so they launched electric scooter due to increase in the fuel price. But the product is failed due to some motor problems. So company need to invest in them for increase in market growth, this is the reason that these products comes under the question mark. Dog: Dog denotes low market growth as well as low market share in the industry. In this segment, the motorcycle is divided into three categories as economy segment which had increase in 2% when compared to last year. In executive segment, decrease in 1% when compared to last year. But in premium segment, there is no increment or decrement when compared to last year. Market share came down when compared to last year, so this is the main reason that motorcycle comes under the category of dog. Marketing, Financial and RD Strategies Marketing strategy: The company volume growth increased largely from the year of 2010-2011, but the company does not have similar growth in last year of 2011-2012. The company had huge demand in moped, scooter and only in premium motor cycle; so these are volume key drivers in TVS motor company. The company is planning to build key model brand, so company had planned to have sustain success in their products like Star, Victor and Apache. These products had made brand image to maintain its success and these success made the company to introduce the new products in the market. These are key volume drivers and their focus to sustain their growth of the company. TVS motors have decided to launch seven new vehicles at a time in the year of 2007, so this will make the company as a young multinational company. This makes work for continues three years to rollout all these seven products at a time. Within these seven vehicles, four of them are two-wheelers and three are passenger three-wheeler vehicles. These products are various technologies, design and new engine. TVS introduced CCVTi engine which reduce carbon-dioxide and reduce the monoxide by 70% which make green revolution and also introducing Fuel injection technology which consumes less fuel. TVS motors first introduce the electric scooter due to increase in fuel price in India. These are marketing strategies to cover imagination of people. TVS continuous improvement in quality of products resulted in winning various quality awards which brings more value for the customers. TVS offers 5-year warranty for Star vehicles, which gives customers more preference. These customer satisfaction and quality are the one of major role for marketing strategy. TVS dealers are using their own individual promotion plans to the final buyers. The company advertises to the customers to provide offers to buy products where dealers provide with sale promotion to the product now. The company offering more promotional plan such as exchange offer, finance conveniences to the customers, free services, follow-up customer for their services and complaints and other festival offers. These are various marketing strategy promotions to customers for buying the products and giving excellent service to their products to have sustained growth in market place. Financial strategy: TVS records the sale of 154,647 unit in August 2012 and 194,898 units in August 2011, whereas for Two-wheeler sales records 150,740 units in August 2012 and 190,184 units of sales in August 2011. In domestic sector, TVS records about 135,513 units in August 2012 against 163,705 units in August 2011. In motorcycle sector, TVS records 53,673 units in August 2012 against 77,726 units in August 2011. In scooter segment, records 38,193 units in August 2012 against 52,253 units in August 2011. From this analysis, there is gradual decrease in the sales of all sectors including moped, motorcycle and scooters. Company exports 17,934 units in August 2012 against 29,984 units in August 2011. In Three-wheelers, company sold 4,714 units in August 2011 but it decreased to 3,907 units in August 2012. From the total, the company fails to compete with the previous year of same month. Research and development (RD): The company has a strong research and development (RD) department, supported with state of the art aiding technologies. Their in-house world class testing facility gives them a unique environment for testing the engines noise, vibration and harshness (NVH) and life time warranty testing. To they are supported with modern computers for developing good design as well as for developing new innovation in the products. The team has been concentrating on eco-friendly products for a decade helping the fact of global climatic changes and increases of carbon dioxide release into the environment. They succeeded by out coming with a high fuel economy, reusable parts and low emissions hybrid products. Their automatic transmission technology for scooters is widely credited across the world due their very low emission and fuel economy. TVS RD department published 81 papers placing and they developed various products with this research and they are successfully running in the road. For national and international conferences, RD published around 81 technical papers. Joint venture and Value chain TVS has joint venture with Japaneses company Suzuki with whom it shares their technology, design and manufacture for two-wheeler under the banner TVS-Suzuki. TVS-Suzuki manufactured various products including Samurai, Shogun and Fiero. Due to the rising disputes and low profit margins TVS decided to break their collaboration with Suzuki. In 2011, companies came to an agreement, as per the company was renamed as TVS Motors and Suzuki promised not to enter Indian market for minimum period of 30 months. This decision by TVS motors allowed them to operate independently and proves to be effective as their profit increased noticeably. TVS Motors invested heavily in RD to launch new products with new technology and succeeded making TVS a highly recognized brand. After three years Suzuki entered Indian market and became one of the top five Two-wheeler Company in India. The value chain for the Two-wheeler company has many value chain partners including manufacturing, dealers (outlets include sales and service), financial agents, support services, advertising, contracts, transportation and more. The value chain for TVS Motors will act like one team and they aim for success. The company has appraisal agencies, call centre, collection agencies and dealer management system to get daily updates from dealers and maintain a global communication across their value chain partners. TVS has plans to implement Information Technology across the value chains, to reduce the delays and lags in communication between the value chain dealers. This IT adoption to the company will significantly increase the customer satisfaction, timely service and a well structured management. Business performance: The overall Two-wheeler sales is decreased to 5% due to absences of executive segment motorcycle, whereas scooter and moped segment increased by 10% in their sales growth. The company achieved all time high sales in export of 2.70 lakh in 2011-2012. Three-wheeler sales also increased slightly from 0.39 lakh to 0.40 lakh in 2011-2012. Spare parts also increased to 29% sales. TVS Wego had a huge growth of 60% in the scooter segment. These vehicles are distributed around 3500 dealer in India; they are authorized for both sales and services. TVS is continuously seeking for opening new dealerships to increase the growth of sales. The export sales are grown 51% where as domestic sales decline by 35% in the Three-wheeler market. There is large number of competitors in exporting, so company takes advantages of providing quality products as well as providing new market line for domestic market. For reducing the material cost and input material cost, company is using value engineering and global sourcing projects. TVS is using total quality management (TQM) as a cornerstone from 1987. So that company created manually called TVS Way and won award for national and state level competition. Recommendations and Implementations References TVS Motor Company. From : http://www.tvsmotor.in/tvsbrief.asp TVS Motor Company. From : http://www.tvsmotor.in/tvs-rd.asp TVS Motor Company. From : http://www.tvsmotor.in/global.asp TVS Motor Company. From : http://www.tvsmotor.in/investor.asp TVS Motor Company. Annual Report. From : http://www.tvsmotor.in/pdf/19th-Annual-Report-2010-2011.pdf TVS Motor Company. From : http://www.tvsmotor.in/investor-news-home.asp Indian Infoline. TVS Motor Company Ltd. From: http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/TVS-Motor-Company-Ltd/532343 Business Line. TVS Motor seeks early end to licence pact with Suzuki. From : http://www.thehindubusinessline.in/2001/12/29/stories/022907za.htm The Financial Express. TVS reaps Business Benefits through SAP. From: http://www.financialexpress.com/news/tvs-reaps-business-benefits-through-sap/60168/2 Live Mint. TVS Motor changes financing strategy. From : http://www.livemint.com/Money/uW1yXkCG0HsTBLIjI5rHKL/TVS-Motor-changes-financing-strategy.html Money Control. TVS Motor Company. From : http://www.moneycontrol.com/company-facts/tvsmotorcompany/history/TVS#TVS Indian Two-Wheeler Industry. From : http://www.icra.in/Files/ticker/Indian%202W%20Industry,%20Update,%20Feb%202012.pdf (Retrieved on Feb 2012)

In Cases Of Juvenile Arrest, Rehabilitation, Not Punishment Should Be :: essays research papers

Why would our government try to hurt kids? Well, kids are being hurt right now. You see, in America punishment, rather than rehabilitation is being emphasized for juveniles who commit crimes. This way of thinking must stop with the addition of rehabilitation and prevention programs for juvenile offenders.States vary in their legal definition of a juvenile. In Illinois, for example, a juvenile is defined as any person below the age of 17. Using each states legal definition, the FBI reported that 62% of juveniles arrested in 1992 were referred to juvenile courts, 5% to a criminal or adult court, 2% to a welfare agency, and 1% to another police agency. The kids sent to adult prisons were eight times as likely to commit suicide. It has also been evident that those kids incarcerated with adults are also more likely to become repeat offenders. Legislation pending in congress now is debating several issues. Among them are weather to have children as young as 13 be prosecuted and sentenced as adults for certain crimes, give prosecutors the discretion to transfer a juvenile to an adult court in certain crimes, and allow juveniles to have incidental contact and in some cases be housed with adults.I take an opposing point of view with that of congress. If a 13 year old is imprisoned, how can he become a functional member of society upon his release? How will he create a positive lifestyle for himself? The real question is: How can he turn in any direction other than that of crime? He simple will not be able to. If a child is sent to a prison to stay in a cell for hours at a time, the only life he will know is the life he came from, not the life that could be his. Also, a prosecutor shouldn't have the privilege to decide what court a kid is placed in. A prosecutor has a built in bias; the decision should be left to a judge who would look in the best interest of the convicted person. The statistics prove that housing children with adults can only have a disastrous outcome for the juvenile. The goal of juvenile detention should be to rehabilitate and develop the individual. Appropriate educational skills need to be taught. Children need to be put in touch with their feeling through counseling. Juvenile offenders need to be exposed to role models from within their community and without.

Teaching Philosophy :: School Learning Education Essays

Philosophy At this point in my study in education, I have become accustomed to the educational Philosophies of essentialism and social reconstruction. I tend to lean toward essentialism more, because I think there needs to be more emphasis placed on reading, writing, mathematics, science, and social studies. I have an interest in social reconstruction, because I feel students need to be encouraged to address and maybe even attempt to help solve social problems. I strongly feel this Philosophy is dependent on the grade level of the students. I want to become an educator, because I love to teach things to other people. Also, in the time that we are living in, I feel there is a great need for teachers who have good moral character. I believe that by being a teacher, that I will be a good model for students to follow. I want to have a classroom that is bright and cheery, and on that will enhance learning. I want it to be a place where students feel loved and accepted. I do not want them to feel afraid to try or to make mistakes. I want my classroom to be a place where students can learn and have fun at the same time. I do no mean it will be laxed, but it will have a controlled comfortable atmosphere, so that students can learn. The student's desks will be arranged in rows that are horizontal to one another. They will be facing toward the area of instruction. The students will be seated according to their behavior. For example, to eliminate disruptions, I will seat a talkative child next to a quiet child. The bulletin boards in my classroom will reflect the time of the current season. Most importantly, I plan to have a list of classroom rules posted on the wall, in an area where all the students can see them. I also play to have school menus as well as a calendar posted on the bulletin board. I think it is important for the classroom to have a overhead projector. This will be used as an aide to help students learn. I would like to have computers in my classroom that will be installed with educational programs. Each student will have access to educational materials such as textbooks, dictionaries, and encyclopedias. I will establish an authoritarian classroom, because without authority, it is impossible to get anything accomplished.

If I Were a Poor Black Kid

English 112 20 February 2013 If I were a poor black kid Gene Marks is a contributor to Forbes and the author of the article, â€Å"If I were a poor black kid. † In the beginning of his article he agrees with Mr. Obama and quotes the president’s statement, â€Å"This is the defining issue of our time†¦This is a make-or-break moment for the middle class, and for all those who are fighting to get into the middle class. Because what’s at stake is whether this will be a country where working people can earn enough to raise a family, build a modest savings, own a home, secure their retirement. It is hard not to agree with the president and Mr. Marks that these are important times for the middle class. However, Marks seems to think that technology is the way forward, which oversimplifies this complex problem. He refers, over nine times in the article, that â€Å"technology† is the way out of poverty. Marks’ contends that, â€Å"The biggest challenge we face isn’t inequality. It’s ignorance. †Ã‚   He makes this statement in spite of having no experience of being black nor poor.Mind you, this is coming from a white guy who was raised in the suburbs and was the former owner of Marks Group PC, a 10 person customer relationship management consulting firm based outside Philadelphia. The point he refers to as â€Å"being poor† are black children that reside in West Philadelphia. He lacks any knowledge regarding these individuals, considering his only understanding of â€Å"West Philadelphia† is not from him his own personal experience but only from a few teachers he knows, which he openly states.It is easy to agree with Marks when he talks about all of the technology enabling things he would do if he were a â€Å"poor black† kid: * Use homework tools like Backpack, and Diigo * Purchased hardware at outlets like Tiger Direct and Dell’s Outlet. * Study sites like SparkNotes and CliffsNote s * Watch relevant teachings on Academic Earth, TED and the Khan Academy. * Get free books from Project Gutenberg * Do research on sites such as, CIA World, Factbook, and Wikipedia These are great ideas for everyone to use whether you are from West Philadelphia or a student at Thomas Nelson.However, these are not cures to grow the middle class. The articles effectiveness is directly calling attention to a national problem, due to the fact that this article was written in Forbes which is intended for wealthy people. The affluent are a key part to any solution for issues of this magnitude. He fails to suggest to his readers any steps they can take to help the situation, but focuses his article on kids who will never pick up a copy of this magazine.What makes this sad is that Gene Marks’ is stating all of these things he would do if he were a poor black kid, yet has failed to actually reach out to these children. For example, Marks’ explains how his kids are just â€Å"l ucky enough to have parents and a well funded school system†¦Ã¢â‚¬  If Marks’ made more of an active attempt to help these children he would be tackling the problem. Marks’ could bridge the span of division by not only talking about the situation but actually doing something about it. Marks’ has an abundance of words, however no action which makes him apart of the great divide.Though this may not be his intent, this article is full of â€Å"between the lines† racial stupidity and arrogance. Marks writes as if poor and black are the same, he states this eight times in the article. Poor does not discriminate among races, bigotry is what discriminates. Unfortunately, Marks under emphasizes the most important elements of success even though he clearly states them, â€Å"It takes brains. It takes hard work. It takes a little luck. † These are well understood methods for success; they are easier said than done.Marks may have good intentions, yet th ey seem underwhelming and overly simplistic to move his audience into appropriate action. Just explaining that there is a problem is not motivating enough to help the situation. Kids don’t just wake up one day, nor do any, and know how to set goals for their futures or what tools are available to help themselves academically. These children need mentors, role models, people who are actively involved in helping them become successful, and not contributors to Forbes who think they are â€Å"rich† lecturing them on a way out of their condition.

Write a Properly Referenced Essay on the Treatment and Management of a Patient with Corns

This essay will discuss the different types of corns. This requires looking at the possible causes, treatment and management of a patient with corns. According to SMAE Institute (2012), the different types of corns include Heloma Molle (soft corn), Heloma Durum (hard corn), vascular and neuro-vascular helomata. Hard corns are described by Carlson et al (2004), as thick hardened patches of dead skin and are a result from repeated pressure or friction occurring underneath the foot, on top of the smaller toes, or the outer side of the little toe. Badly fitted shoes may contribute to this as they rub onto the area causing friction. Hyperkeratosis is described by the SMAE Institute (2012), as the thickening process of the skin, a protective response due to the area becoming over stimulated due to pressure or friction. Hogan (2012), describes soft corns as being softer due to moisture in between the toes and more commonly found in between the fourth and fifth toes. According to Goldman (2011), the soft corn consists of a ring of hardened skin and has no nucleus. Treatment should be carried out by a professional such as a podiatrist or a foot health practitioner and requires the gentle removal of the outer ring using a scalpel. The application of astringent or powder to close the pores, reduce sweating and an application of Benzoin compound can be used to harden the skin. The patient should be given advice on appropriate footwear and the use of a gel toe separator to avoid the toes from rubbing together. The SMAE Institute (2012) state the hard corn normally occurs on top of the toes and contains a nucleus. Treatment should include disinfecting the foot and the gentle removal of the thickened skin and the nucleus. A padded dressing should be applied to the area to alleviate pressure and the patient should be advised on suitable footwear. If there are any mechanical causes these should be identified and corrective orthotic devices should be prescribed. As described by The SMAE Institute (2012), the treatment for vascular and neuro-vascular helomata requires enucleation with a scalpel. If this is not successful then silver nitrate or salicylic acid may be used to soften the area and eradicate the heloma. It may take several attempts to be destroyed. If a corn is left untreated it may become ulcerated and as a result may become infected. This will need draining if it contains liquid or pus and/or a course of antibiotics from the General Practitioner may be required. To conclude this essay it is important that an initial assessment is carried out by a podiatrist or health foot practitioner to determine the cause of the problem, so that early treatment can be given to prevent further discomfort. Once the initial treatment is given by the practitioner, regular visits should be maintained and home care advice adhered to. This will maintain the feet in a healthy condition. References: The SMAE Institute, (2012), Module 6, The Skin, Available: www.opencollege.podiatry.com. Last accessed 7th January 2013 Carlson J.K, Eisenstat, A.S, Ziporyn D.T (2004).  The New Harvard Guide to Women’s Health. USA: President and Fellows of Harvard College. 38. Hogan. (2012).  treatment.  Available: Hogan (2012), available from Medscape.com/article/1089807-treatment. Last accessed 7th February 2013. Goldman C. (2011).  corns.  Available: Goldman C. (2011), available from weblink: www.footpad.co.uk . Last accessed 3rd february 2013 Bibliography: Emedicine.medscape.com/article/1089807-treatment, (accessed 30/8/2012)www.webmd.com/†¦treatments†¦/calluses-and-corns-treatment-overv†¦(accessed 30/8/2012) www.feet for life.org, (accessed 31/08/2012)www.epodiatry.com/corns-callus.htlm, (accessed 09/02/2013)

Hrm in Garment Industry

Study on employee job satisfaction at liberty garments by Hemanth CRPatna on Nov 02, 2010 †¢ 3,109 views Study on employee job satisfaction at liberty garments More†¦ Study on employee job satisfaction at liberty garments Less Accessibility †¢ View text version Categories †¢ Fashion & Beauty †¢ Business & Mgmt Tags mba Upload Details Uploaded via SlideShare as Microsoft Word Usage Rights  © All Rights Reserved Flagged as inappropriate Flag as inappropriate Top of Form Flag as inappropriate Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details. [pic][pic]Cancel Bottom of Form File a copyright complaint Embed Views |http://static. slidesharecdn. com |1 | Statistics Favorites 2 Downloads 0 Comments 0 Embed Views 1 Views on SlideShare 3,108 Total Views 3,109 †¢ [pic][pic]No comments yet †¢ Notes on Slide 1 Top of Form [pic] [pic]Subscribe to comments Post Comment Bottom of Form Top of Form Edit your comment [pic][pic]Cancel Bottom of Form †¢ †¢ 2 Favorites †¢ [pic]rajm2019 1 week ago †¢ [pic]Mohan Ranathunga , Partner at Msix Associate 3 months ago More†¦ Study on employee job satisfaction at liberty garments — Document Transcript †¢ 1. INDUSTRY PROFILE ABOUT GARMENT INDUSTRY: INTRODUCTION: As the business increases day by day to global standards, garment industry also takes its boom in the world trade. Though there are certain limitations and drawbacks in the business scenario, it is still trying to achieve a memorable growth in the world trade. From ancient days onwards, garments play an important role in each and every ones life. Now the fashion technology is growing not only in towns and cities, but also in small villages. People are now very much interested to wear new fashion garments. Media also playing an important role in evaluating the garment industry all over the world. ABOUT GARMENT INDUSTRY DEVELOPMENT CORPORATION (GIDC): To protect the rights of manufacturers and to create a beneficial marketing facility for garments, ‘THE GARMENT INDUSTRY DEVELOPMENT CORPORATION’ came in to force. The GIDC is a non-profit organization established in 1984 in the city of New York by the garments workers union and the new York skirt and sports wear association to strengthen the worlds garment industry. For the past twenty years, GIDC has evolved in to multi-tiered service organization providing marketing, buyer referrals, training and technical assistance to the manufacturers and workers. GIDC acts as a link between designers & labels and high quality producers and it has the following directors: BRUCE RAYNOR -CHAIRMAN STEVEN E-THOMAS-VICE CHAIRMAN EDGAR ROMNEY -SECRETARY TREASURER ETC 1 †¢ 2. USE OF COMPUTERS IN GARMENT INDUSTRY: CAD: Computer aided and designing (CAD) is industry specific design system using computer as a tool. CAD is used to design anything from an aircraft to knitwear. Originally CAD was used in designing high precision machinery. Slowly it is found its way in other industries also. In 1970’s, it made an entry in the garment industry. Most companies in India and abroad have now integrated some form of CAD in to their design and production process. In fact, according to national garment association of US, of 228 garment manufacturers: 65% use CAD to create color ways. 60% use CAD to create printed fabric design. 48% use CAD to create merchandising presentation. 1% use CAD to create knitwear design. KNITTED FABRICS: Some systems specialize in knitwear production and final knitted design can be viewed on screen with indication of all stitch formation. PRINTED FABRICS: The process involves use of computers in design, development and manipulation of motif. The motif can then be resized, recolored, rotated depending on the designers goal. SKETCH PAD SYSTEMS: These are graphic programmes that allow the designer to use pen or stylus on electronic pad or tablet to create free hand images, which are then stored in the computer. TEXTURE MAPPING (OR) 3D DRAPING SOFTWARE: This technology allows visualization of fabric on the body. Texture mapping is a process by which fabric can be draped over a form in a realistic way. 2 †¢ 3. EMBROIDERY SYSTEMS: The designs used for embroidery can be incorporated on the fabric for making garment. For this, special computerized embroidery machines are used. Designers can create their embroidery designs on the computer or can work with scanned images of existing designs. INTERNET AND INFORMATION EXPLOSION: NATIONAL INSTITUTE OF FASHION TECHNOLOGY (NIFT), Calcutta is linked to Internet with TCP/IP account and the students have continuous access to the sites of the top designers, trend forecasting agencies, fashion houses and fabric suppliers. This has helped both the institute and the students immensely keeping them updated with the latest trends. From the above information, it is clear that the computers play an important role in the development of garment industry. GARMENT INDUSTRY IN INDIA: The garment industry occupies a unique place in our country. It accounts for 14% of the total industrial production and contributes nearly 20% of the total exports and is the second largest employment generator after agriculture. Garment industry is providing one of the basic needs of people and maintained sustained growth for improving quality of life. Its vast potential for creation of employment opportunities on the agricultural, industrial organized and rural and urban areas, particularly for women. Although the development of garment sector was earlier taking place in terms of general policies. In recognition of its importance of this sector for the first time, a separate policy statement was made in 1985 in regard to development of garment sector. The textile policy of 2000 aims at achieving the target of garment and apparel exports of US $ 50 billion by 2010 of which the share of garment will be US $ 25 billion. The main market for Indian garments are USA, UAE, UK, GERMANY, FRANCE, ITALY, RUSSIA, CANADA, BANGLADESH AND JAPAN. 3 †¢ 4. The main objective of the textile policy 2000 is to provide cloth of acceptable quality at reasonable prices for the vast majority of population of the ountry and to compete with confidence for an increasing share of the global market. From the above it is clear that garment occupies a unique position in our economy contributing to nearly a one third of the country’s earnings. The industry includes manufacturers, suppliers, whole sellers and exporters of cotton textiles etc. Today handloom and cotton textile exports in India is co unted among the most important sector. The garment industry in India is widely named for its superb quality garments. Total textile exports during April-march 1998-99 were rs 52720. 8 crores. Readymade garment exports comprises nearly 40% of the total exports. CURRENT SCENERIO: Developing countries with both textile and clothing capacity may be able to prosper in the new competitive environment after the textile quota regime of quantitative import restrictions under the multi-fiber arrangement (MFA) came in to an end on 1 st January 2005 under the world trade organization (WTO) agreement on textiles and clothing. As a result, the garment industry in developed countries will face huge competition in both their exports and domestic markets. The elimination of quota restriction will open the way for the most competitive developing countries to develop stronger clusters of the garment industry which enable them to handle all stages of the production chain from growing natural fibers to producing finished clothing. The garment industry is undergoing a major reorientation towards non- clothing applications of textiles known as technical textiles which are growing roughly at twice rate textiles for clothing applications and now account for more than half of total textile production. The processes involved in producing technical textile require expensive equipments and skilled workers. 4 †¢ 5. As a result of various initiatives taken by the government, there has been new investment of rs 50000 crore in the garment industry in the last five years. Nine garment majors invested rs 2600 crores and plan to invest another rs 6400 crore. Further, India’s cotton production increased by 57% over the last five years and three million additional spindles. The industry expects investment of rs 1,40,000 crores in this sector in the post MFA phase. A vision 2010 for garments formulated by the government after interaction with the industry and exports promotion councils aims to increase India’s share in the worlds garment from the current 4% to 8% by 2010 vision and plan to increase Indian garment economy from the current US $ 37 billion to $ 85 billion by 2010 and creation of 12 million new jobs in the garment sector. There will be opportunities as well as challenges for the Indian garment industry in the post MFA era. But India has natural advantages, which can be capitalized on strong raw-material base cotton, man made fabrics, jute silk. Further, for the benefit of exporters, there should be a state owned cargo-shipping mechanism. Several initiatives have already been taken by the government to overcome some of these concerns including rationalization. Shri Kamal Nath, union minister of commerce and industry has said that India will take up the issue of non-tariff barriers (NTBs) in the world trade organization (WTO) Doha round of multi lateral trade negotiations, which are expected to gather steam from march 2005 onwards. On the eve of republic day, president DR. ABDUL KALAM said that, â€Å"India is presently exporting six billion US dollars worth of garments, where as with the WTO regime in place, we can increase the production and export of garments to 18 to 20 billion US dollars with in the next five years. This will enable generation of employment in general and in rural areas in particular with the help of export of garments. We can add more than 5 million direct jobs and 7 million indirect jobs in the garment sector. Primarily in the cultivation of cotton, efforts are needed in cotton research, technology, 5 †¢ 6. generation, transfer of technology, modernization and upgrading of ginning and pressing factories and growth in marketing strategy†. INDIAN GARMENT EXPORT INDUSTRY: India is a major exporter of garments, fabrics and accessories for the global fashion industry. Indian ethnic designs and materials are an important factor in the plans of fashion houses and garment manufacturers all over the world. Those buttons on the Levis you are wearing could well have been made in India. The welcome decision of phasing out Multi Fiber Agreement (MFA) will end the regime of quotas and other rules and regulations made by the Indian governments helps us to create a competitive export garment industry all over the world. For India, the clothing industry has performed quite well in exports. It has been facing most of the quotas every year. As compared to rs 12 crores in 1970-71, exports have reached rs 18000 crores by 1998. The major competitors in this segment of the market are developed countries, Asian tigers like Korea, Taiwan, Hong Kong and Singapore. Developing countries like Bangladesh and Mayan mar of china, of course. In order to ensure quality of garment exports, the SSI restriction of the garment exports, the SSI restriction of the garment industry should be removed. Present equity participation of 24% by the foreign partners need to be enhanced and joint ventures with majority shareholdings as well as technical collaborations should be allowed. Labor laws need to be reorganized and the export procedures should be liberalized. LATEST TRENDS (NEWS) IN GARMENT AND TEXTILE SECTOR: 1. India recorded exports of $ 461 million in March 2005, against $ 351 million in March 2004. The increase has continued from February, when textile exports stood at $ 410 million. India has shown a 28% growth for the period January to march 2005 as compared to the same period last year. While china remains the 6 †¢ 7. lead country in terms of textile imports to the US. Countries like Mexico and Canada continue to loose out to India and china. Imports were threatening thousands of US jobs. The us has the power to impose caps of 7. % growth in textile and clothing categories on china under an agreement that the way for Chinas membership in WTO in 2001. 2. Ministry of finance has added 165 new textile products under Duty Drawback Schedule. The new products included wool tops. Cotton yarn, acrylic yarn, various blended fabrics, fishing nets etc. further, the existing entries in the drawback schedule relating to garments have been expanded to create separate entries of garments made u p of (a) cotton 3. (b) Man made fiber blend (c) MMF 4. After the phasing out of quota regime under the Multi Fiber Act (MFA), India can 5. Increase its textile sector becoming $ 100 billion industry by 2010. This will include exports of $ 50 billion. The proposed target would be achieved provided reforms are initiated in textile sector and local manufacturers adopt measures to improve their competitiveness. A 5-pronged strategy aiming to attract foreign direct investment by making reforms in local market. Replacements of existing indirect taxes with a single nation wide VAT. Liberalization of contract norms for textile and garment units. Elimination of restrictions that cause poor operational and organizational performance of manufacturers was suggested. . The union minister shankar sinh vaghela said that the board for Industrial and Financial Reconstruction (BIFR) had approved rehabilitation schemes for sick NTC mills at the cost of rs. 3900 crores. Of the 66 mills, 65 mills have been closed after implementing voluntary retirement scheme (VRS) to all employees. The government has already constituted assets, sale commit tees comprising representatives of central and state governments, operative agency, BIFR, NTC and the concerned NTC subsidiary to effect sale of assets through open tender system. †¢ 8. 7. Proposals for modernization of NTC mills have been made to the consultative committee members including formation of a committee of experts to improve management of these mills. Even the present status of jute industry was under the scanner of the consultative committee. 8. The government had announced change from the value-based drawback rate followed to a weight-based structure for textile exports that will discourage raw material exports and also there is a scope for misusing the drawback claims by boosting invoice value of exports. . NCDEX launched its silk contract (raw silk and cotton) on Thursday, January 20, 2005. With this launch, the total number of products offered by NCDEX goes up to 27. The launch of silk contract will offer the entire suite of fibers to the entire value chain ra nging from farmers to textile mills. Government of India jointly with NCDEX has adopted a policy of encouraging future contracts of silk. The ministry of textiles and the central silk board (CSB) had decided to introduce Futures trading in mulberry cocoons and raw silk on NCDEX. Futures trading on the NCDEX will provide an alternative trading avenue for farmers, weavers and traders and help them to make a better price for their product and it will also helps them to reduce risks associated with natural calamities. From this, we can conclude that garment industry is still in developing stage in India. The government is taking a lot of efforts to upgrade the garment industry in India. Rules and regulations on small scale units should be liberalized and export procedures on exports of garments is to be simplified and some grants to be given to those farmers who are dependent on cotton and jute corps. †¢ 9. COMPANY PROFILE This firm was promoted by Late. Shri. Mohan das Kundanmal Mahataney, the founder /promoter of associated apparels Pvt. Ltd, who were the makers of â€Å"LIBERTY† shirts for the domestic market and also license makers of Maidem form, Jockey, Jantzen and Tootal. An illustrious son of an illustrious father, MR. Raju. M. Mahtaney is a commerce graduate from Mumbai University, started his business career way back in 1968 by joining his father’s business of ready-made garment exports. Later, he joined as a partner in K. MOHAN in 1973. He became the managing partner in 1991, and since then his contribution in terms of expertise has boosted the morale of the organization and thus gained to be recognized as a reputed manufacturer in exports of woven garments. In the present context of business scenario, he has been traveling extensively to western countries and further gained rich industrial experience especially in fabric and machine etc. he was a member of the executive committee and also chairman of EDP of apparel export promotion council. He also an active executive member in CIA & INDO_AMERICAN chamber of commerce. Ours is a garment manufacturing company fully equipped for exporting the finished products. K. MOHAN & CO is situated 10 kms from the center of the beautiful garden city of ban galore. We specialize in the manufacture of high quality of men’s and women’s wear in the woven fabrics category. We predominantly cater to the American market. K. Mohan among the oldest garment export houses in the country, established in the year 1973. K. Mohan & co is well equipped to meet any requirements of overseas clients. In other words, we are proud to maintain that we are compliant to all standards set by our clients. Our professional approach towards business makes us very easy to work with, and fosters our business tie-ups and relationships, a very pleasing association. It has locations at seven places in ban galore at Bannerghatta Road, Hulimavu, Begur, Bommanahalli, Hong Sandra, Sing Sandra and Veer Sandra. 9 †¢ 10. K. Mohan & co has an impressive product range in the woven garments sector. We are capable of manufacturing quality garments over a wide range of styles, size- ranges and fabrics. Though we have produced a wider range in the past, we are now focused on items such as men’s and women’s pants, shorts, shirts and blouses as well. We are proud to be associated with- The Gap Inc. , Banana Republic, Polo Ralph Lauren, Nike, The Boom Club, Lane Bryant, The Limited Group, Ralph Lauren, Polo Jeans, Kohl’s, Nill Blass, Vetir, Decathlon, Shopko, Jones Apparel group and the like. In every unit, we have a technical person viz. , production manager in charge of the unit associated by factory manager and production co-ordinators. The area group HRD managers also take care of all the issues relating to the workers, including HR activities, welfare, safety etc. here the number of employees exceed the limit prescribed under the factories act. We have a safety officer too. Also we have a lady medical officer visiting the units. We have our own two in-house laundry units at Hulimavu and Sing Sandra with modern machineries, which cater to all our wash requirements. To be candid, we have all facilities to meet the contingencies. We have obtained the necessary consent for both water and air in all our units. Running a bus iness with constraints in infrastructure facilities is a tough task, meeting simultaneously the requirements of the buyers. In the present power crisis, we are also running the generators in all our units, affecting the business profits to a large extent availability of water, yet another concern. With all these constraints around, our managing partner has been effectively managing the business. Labors, though available in the areas, are not skilled. Hence we trained them in our training school and absorb them with an amount of risk of their longevity. It is a family partnership firm registered under the Indian partnership act, 1932. Its corporate office is at begur road, bommanahalli hobli, Bangalore-560075. 0 †¢ 11. All raw materials is checked for quality and quantity and stored in a central warehouse. Inventory handling is fully computerized. The merchandising section and shipping department is well equipped with instant communication systems like EDI. We are working on implementing ERP. The CAD section is again fully equipped with the GGT ACCUMARK REALEASE 7. 62 PATTERN MAKING, GRADING AND MARKI NG SYSTEM. We have automatic plotters (AP- 100) and pattern-cutting (MUTOH-1650) machines. We have a fully integrated CAD/CAS/CAM section at one of our units. It is equipped with state of the art automatic spreading (SYNCHRON 175) and cutting (GT-7250) machinery from Gerber technology inc. , of USA. We possess a 20-head embroidery machine capable of 7-9 colors. Machine is of Baruden make and stitching capacity is 20,00 –25,00 stitches per hour. The production floor is equipped with the latest machinery. Trained and specialized personnel who have lot of experience in the garment production field man it. We have technical experts who help implement the quality standards in our merchandise (like AQL levels). We use accredited testing labs for fabric package testing and garment testing. Our employers are dedicated and work for the company untiringly, sinciourly honesty, diligently, maintaining all the more a high standard of discipline which also contribute as one of the reasons for the growth of the company to this stage. 11 †¢ 12. CHAPTER-1 INTRODUCTION: JOB SATISFACTION: Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of favorableness which an individual has about his job. DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that: â€Å"Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If dislike your job intensely, you will experience job dissatisfaction. DETERMINANTS OF JOB SATISFACTION : While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect j ob satisfaction thus all those factors which provide a fit among individual variables, nature of job, and the situational variables determine the degree of job satisfaction. Let us see what these factors are. 12 †¢ 13. INDIVIDUAL FACTORS: Individuals have certain expectations from their jobs. If there expectations are met from the jobs, they feel satisfied. These expectations are based on an individual’s level of education, age, and other factors. 1. Level of Education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. 2. Age: individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When an individual joins an organization. He may have some unrealistic assumptions about what they are going to derive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to asses the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome. 3. Other Factors: besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the work place. Similarly other personal problems associated with him may affect his level of job satisfaction. 13 †¢ 14. NATURE OF JOB: Nature of job determines job satisfaction which is in the form of occupation level and job content. 1. Occupational level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people; factory workers are least satisfied. 2. Job content: job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive job provides lesser satisfaction ; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment. Situational variables: Situational variables related to a job satisfaction lie in organizational context- formal and informal. As we shall see in the next part of text, formal organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job satisfaction are given below. 1. Working conditions: working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means for job performance. Second, provision of these conditions affect the individuals perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction. 14 †¢ 15. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee- oriented supervision, there is more concern for people which is perceived favorably by them and provides them more satisfaction. In job-oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable Rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely. 4. Opportunity for Promotion: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. If the opportunity for such promotion is lacking, it reduces satisfaction. 5. Work Group: Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the extent, such groups are cohesive; the degree of satisfaction is high. If the group satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. Effect of Job Satisfaction: Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourableness 15 †¢ 16. affects the individual psychologically which ultimately affects his physical health. For example Lawler has pointed out that drug abuse, alcoholism, and mental and physical health result from psychologically harmful jobs. Further, since a job is and important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker. 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when job satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his job may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. The another view: that is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation and organizational expectations from individuals for job performance. 1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards-intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. the satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. any increase in these factors does not help to increase productivity though these factors increase job satisfaction. 16 †¢ 17. 2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact on productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. Absenteeism: Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker from work as far as possible. Thus, Job satisfaction is related to absenteeism. Employee Turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. As discussed earlier in this chapter under defense mechanism, when an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. 17 †¢ 18. Improving Job Satisfaction: Job satisfaction plays significant role in the organization. Therefore, managers should take concrete steps to improve the level of job satisfaction. These steps may be in the form of job redesigning to make the job more interesting and challenging, improving quality of work life, linking rewards with performance, and improving overall organizational climate. As part of a larger project whose goal was to create an employee-driven, survey- improvement process six factors that influenced job satisfaction. When these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations. 18 †¢ 19. 19 †¢ 20. Opportunity: Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply â€Å"promotional opportunity. † As organizations have become flatter, Promotions can be rare. People have found challenge through projects; team Leadership, special assignments-as well as promotions. Actions: †¢ Promote from within when possible. †¢ Reward promising employees with roles on interesting projects. †¢ Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise, which are not limited by availability of positions. They simply demonstrate achievement Stress. When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern. Actions: †¢ Promote a balance of work and personal lives. Make sure that senior managers model this behavior. †¢ Distribute work evenly (fairly) within work teams. †¢ Review work procedures to remove unnecessary â€Å"red tape† or bureaucracy. †¢ Manage the number of interruptions employees have to endure while trying to do their jobs. †¢ Some organizations utilize exercise or â€Å"fun† breaks at work. 20 †¢ 21. Leadership. Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Actions: †¢ Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals. Work Standards. Employees are more satisfied when their entire workgroup takes pride in the quality of its work. Actions: †¢ Encourage communication between employees and customers. Quality gains i mportance when employees see its impact on customers. †¢ Develop meaningful measures of quality. Celebrate achievements in quality. Trap: be cautious of slick, â€Å"packaged† campaigns that are perceived as superficial and patronizing. Fair Rewards. Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. 21 †¢ 22. Actions: †¢ Make sure rewards are for genuine contributions to the organization. †¢ Be consistent in your reward policies. †¢ If your wages are competitive, make sure employees know this. †¢ Rewards can include a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress. Adequate Authority. Employees are more satisfied when they have adequate freedom and authority to do their jobs. Actions: When reasonable: †¢ Let employees make decisions. †¢ Allow employees to have input on decisions that will affect them. †¢ Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative â€Å"best practices. † †¢ Ask, â€Å"If there were just one or two decisions that you could make, which ones would make the biggest difference in your job? † Employees with higher job satisfaction: †¢ Believe that the organization will be satisfying in the long run †¢ Care about the quality of their work †¢ Are more committed to the organization †¢ Have higher retention rates, and †¢ Are more productive. 2 †¢ 23. Recognition. Individuals at all levels of the organization want to be recognized for their achievements on the job. Their successes don't have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing somet hing well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as â€Å"employee of the month. † Advancement. Reward loyalty and performance with advancement. If you do not have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work, he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally. †¢ Job satisfaction is good not only for employees but employers, too; it increases productivity and decreases staff turnover. †¢ An organization's policies, if unclear or unfair, can stand in the way of employee satisfaction. Employees need a reasonable amount of social interaction on the job. †¢ Employees also need some degree of personal space, which diffuses tension and improves working conditions. †¢ To begin motivating employees, help them believe that their work is meaningful. †¢ To help employees achieve on the job, provide them with ongoing feedback and adequate challen ge †¢ When your employees do good work, recognize them for it immediately. †¢ To increase an employee's sense of responsibility, do not simply give them more work; give them freedom and authority as well. You can help employees advance in their professional lives by promoting them, when appropriate, or encouraging continuing education. 23 †¢ 24. STATEMENT OF THE PROBLEM A STYDY ON EMPLOYEE JOB SATISFACTION: Employee satisfaction and retention have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant pportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between sta ff satisfaction and patient Satisfaction. 1 Family physicians who can create work environments that attract, motivate and retain hard-working individuals will be better positioned to succeed in a competitive health care environment that demands quality and cost-efficiency. What's more, physicians may even discover that by creating a positive workplace for their employees, They’ve increased their own job satisfaction as well. 4 †¢ 25. OBJECTIVES: 1. To know the satisfaction level towards the behaviors of peers and superiors. 2. To study the level of satisfaction towards his salary and also other benefits which are provided by the company? 3. To study the ESI facilities and safety measures which are provided by the company? 4. To suggest the company about the measures to be taken for more employee satisfaction. 25 †¢ 26. RESEARCH DESIGN AND METHODOLOGY The research design used for the study is the descriptive research design. In this design structural information is u sed to gather information. METHODOLOGY: SAMPLING METHOD: The two major methods are probability and non-probability sampling technique. The study requires probability method since the sample was chosen or random. Hence the study was dealt with sample random tool, which is one of the most popular method sampling. SOURCES OF DATA: PRIMARY DATA COLLECTION: Primary data are those, which are collected afresh and for the first time and thus happen to be original in character, questions and interviews methods were accede to collect primary data by visiting the factory premises and various departments in it. It was collected from the employees working in the factory. By using both the questionnaire method and interview method. I would gather information from the employees who was not willing or who did not have time for or who was shy about it. SECONDARY DATA COLLECTION: It is collected from the internal records of the company such as library records, trade journals, various manuals of the company, various training programs previously conducted and it’s responds etc; It is also conducted from the officials of the pursued department in the factory. Secondary data provides a better view 26 †¢ 27. of the problem study many magazines, tools and other references were also mean important in this study. TOOLS FOR DATA COLLECTION: SURVEY METHOD: The most widely used technique of gathering primary data is the survey method. The sources interviewed personally at the place of work and also with questionnaires. It is a direct and more flexible form of investigation involving face- to- face communication and through recorded questionnaires filled in personally. The information is qualitative, quantitative and accurate. The rate of refusal is low; it offers a sense of participation to the respondents. It usually leads to broader range of data than observation on experimentation methods. The data collected is tabulated and interpreted to draw conclusion. FIELD WORK: It is an important method of data collection. The questionnaire is used for interviewing the respondents. Additional questions (Personal interviews) can be used to secure more information. The respondents are interviewed in the factory. SAMPLE DESIGN FOR THE STUDY: SAMPLING METHOD: Stratified sampling method. SAMPLE SIZE : 100(Consists of Production, Finance, Human Resource, Systems, Marketing, Quality) SAMPLE UNIT : Employees of K. MOHAN & CO (Exports) Pvt. Ltd 27 †¢ 28. DATA ANALYSIS AND INTERPRETATION 1. TABLE SHOWING PERSONALITY OF THE RESPONDENTS TABLE: 1 S. NO. RESPONSE RESPONDENTS PERCENTAGE 1 Male 56 47 2 Female 64 53 Total 120 100 INFERENCE: From the above table, the analysis shows that, 46. 7 % of the respondents are male and the remaining 53. 3 % are female. The total respondents are 120 members. 28 †¢ 29. GRAPH:1 From the above table the chart is as follows. RESPONDENT GENDER 54 53 52 PERCENTAGES 51 50 49 PERCENTAGE 48 47 46 45 44 Male Female GENDERS 29 †¢ 30. 2. EDUCATION OF THE EMPLOYEE TABLE: 2 S. NO. QUALIFICATION NO. OF RESPONDENTS PERCENTAGES 1 Post graduate 12 10 2 Diploma/degree 26 22 3 SSLC/PUC/ITI 36 30 4 Less than SSLC 46 38 TOTAL 120 100 INFERENCE: The interpretation of the above table is,10% of the respondents are post graduates,21. 7 % are diploma/degree holders,30 % are belonged to SSLC/PUC/ITI,38. 3 % are having their qualification as less than SSLC. 30 †¢ 31. GRAPH:2 The graph showing the different percentages of education of the employees. EDUCATION OF THE EMPLOYEES 50 PERCENTAGE 40 30 Series1 20 10 0 ee e LC I /IT at gr SS du C de U ra an /P a/ tg LC m th s lo Po ss SS ip Le D QUALIFICATION 31 †¢ 32. 3. BELONGING CATEGORY TABLE: 3 S. NO. CATEGORY NO. OF RESPONDENTS PERCENTAGES 1 Staff 28 23 2 Employee 92 77 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the category of human resources i. e. staff and employees . This can be concluded as 23. 3 % recorded as staff members and remaining 76. 6 % are recorded as mployees in K MOHAN & CO (EXPORTS) GARMENTS. 32 †¢ 33. GRAPH:3 The graph showing the category of employees. EMPLOYEE CATEGORY 90 80 PERCENTAGES 70 60 50 PERCENTAGES 40 30 20 10 0 Staff Employee CATEGORY 33 †¢ 34. 4. BASIC SALARY OF THE EMPLOYEE TABLE: 4 S. NO. BASIC SALARY NO OF RESPONDENTS PERCENTAGES 1 Below 5,000 82 68 2 5,000 to 15,000 16 13 3 15,000 to 30,000 18 15 4 Above 30,000 4 4 TOTA L 120 100 INFERENCE: The data provided in the above table shows that the respondent’s basic salary. 63. 3 % respondents getting below 5,000 as their basic salary, 13. are falling in between 5,000 to 15,000, 15 % comes under 15,000 to 30,000 and the remaining 3. 4 are getting above 30,000 as their basic salaries. This can be concluded that most of the respondents are getting below 5,000 as basic salary. 34 †¢ 35. GRAPH:4 The graph showing the basic salaries of the employees. CHART SHOWING THEBASIC SALARYOF THE RESPONDENTS 80 70 60 PERCENTAGES 50 40 PERCENTAGES 30 20 10 0 Below 5,000 to 15,000 Above 5,000 15,000 to 30,000 30,000 BASIC SALARIES 35 †¢ 36. 5. WORK EXPERIENCE OF THE EMPLOYEE IN THE ORGANISATION TABLE: 5 S. NO. WORK EXPERIENCE NO. OF RESPONDENTS PERCENTAGES 1 Below one year 24 20 2 More than one year 32 27 3 More than three years 48 40 4 More than five years 16 13 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the work experience of the employees is recorded as 20 % belonging to below one year, 26. 7 % belonging to more than one year, only 13. 3 % belonging to more than 5 years and finally 40 % of employees belonging to more than three years. 36 †¢ 37. GRAPH: 5 The chart showing the work experience of the Employees in the organization. WORK EXPERIENCE IN THIS ORGANISATION More than five years EXPERIENCE More than three years PERCENTAGES More than one year Below one year 0 20 40 60 PERCENTAGES 37 †¢ 38. 6. SATISFACTION TOWARDS PICK AND DROP FACILITY TABLE: 6 S. NO. PICK & DROP NO. OF RESPONDENTS PERCENTAGE 1 Satisfied 52 43 2 Not satisfied 68 57 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion of Pick & Drop facility provided in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 43. 3% of employees are satisfied and remaining 56. 7% are not satisfied. 8 †¢ 39. GRAPH:6 The chart showing the satisfaction level on Pick and Drop facility. SATISFACTION TOWARDS PICK & DROP Satisfied Not 43% satisfied 57% 39 †¢ 40. 7. SATISFACTION LEVEL TOWARDS FREE CANTEEN TABLE: 7 S. NO. FREE CANTEEN NO. OF RESPONDENTS PERCENTAGES 1 Satisfied 102 85 2 Not Satisfied 18 15 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion on Free Canteen facility pro vided in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 85% of employees are satisfied and remaining 15% are not satisfied. 40 †¢ 41. GRAPH:7 The chart showing the opinion on Free Canteen facility provided by the organization. SATISFACTION TOWARDS FREE CANTEEN Not Satisfied 15% Satisfied 85% 41 †¢ 42. 8. SATISFACTION WITH PEERS AND SUPERIORS BEHAVIOURS: TABLE: 8 S. NO. PEERS & SUPERIORS NO OF RESPONDENTS PERCENTAGES BEHAVIOURS 1 Satisfied 96 80 2 Not Satisfied 24 20 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the coordination between the Peers and Superiors in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 80% of employees are satisfied and remaining 20% are not satisfied. 42 †¢ 43. GRAPH:8 The Graph showing the satisfaction level on Peers and Superiors in the organization. TOWARDS PEERS AND SUPERIORS BEHAVIOURS 90 80 PERCENTAGES 70 60 50 Series1 40 30 20 10 0 Satisfied Not Satisfied SATISFACTION TOWARDS PEERS & SUPERIORS BEHAVIOURS 43 †¢ 44. 9. THE TABLE SHOWING THE BONUS ALLOWANCES FROM THE COMPANY TABLE: 9 S. NO. BONUS NO OF RESPONDENTS PERCENTAGES 1 In six months 4 3 2 In a year 110 92 3 More than one year 2 2 4 No bonus 4 3 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the procedure of issuing the bonus allowance in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 3. 3% of the employees getting their bonus once in six months, 91. 7% employees in a year, 1. 7% getting in more than one year and 3. 3% are not getting bonus over the study period. 44 †¢ 45. GRAPH:9 The graph showing the issuing procedure of bonus allowances. BONUS ALLOWANCES FROM THE COMPANY No bonus 3% More than In six one year months 2% 3% In a year 92% 45 †¢ 46. 10. THE TABLE SHOWING THE REASON FOR GETTING OF BONUS. TABLE: 10 S. NO. BONUS BEEN ANNOUNCED NO OF RESPONDENTS PERCENTAGES 1 On employee working 16 13 performance 2 On companies profitability 104 87 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the reason for getting of bonus in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 13. 3% of employees are getting bonus because of working performance and remaining 86. 7% depends on companies profitability. 46 †¢ 47. GRAPH:10 The graph showing the reason for issuing of bonus in the company. ON BONUS SCHEMES PROVIDED BY THE COMPANY 90 80 70 60 PERCENTA 50 GES 40 30 20 Series1 10 0 On employee On orking companies performance profitability ON DIFFERENT VARIABLES 47 †¢ 48. 11. SATISFACTION TOWARD LOANS AND ADVANCES ISSUED BY THE COMPANY TABLE: 11 S. NO. LOANS & ADVANCES NO OF RESPONDENTS PERCENTAGES 1 Yes 48 40 2 No 35 29 3 Not know 37 31 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion on issuing of loans and advances in K MOHAN & CO(E XPORTS) GARMENTS. This can be recorded as 40% respondents were eligible for loans, 29. 2% were not eligible for loans and remaining 30. 8% respondents don’t know about, that they were eligible or not. 48 †¢ 49. GRAPH:11 The graph showing the eligibility for loans and advances. SATISFACTION TOWARDS LOANS AND ADVANCES Not know SATISFACTION OF LOANS AND ADVANCES No Series1 Yes 0 10 20 30 40 PERCENTAGES 49 †¢ 50. 12. RESPONSE TOWARDS INCREMENTATION OF EMPLOYEE’S SALARIES TABLE: 12 S. NO. SALARY IS NO. OF RESPONDENTS PERCENTAGES 1 Incrementing 106 88 2 Not Incrementing 14 12 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, there is any incrementing in their salaries or not in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 88. 3% of employees had incrementing in their salaries and remaining 11. % had no any incrementing in their salaries. 50 †¢ 51. GRAPH:12 The graph showing the respondents opinion on Incrementation of their salaries TOWARDS SALARY INCREMENTATION 100 PERCENTAGES 80 60 Series1 40 20 0 g g tin tin en en em em cr cr In In ot N RESPONSE 51 †¢ 52. 13. RESPONSE TOWARDS COMPANIES PROFITABILITY DURING LAST 5 YEARS TABLE: 13 S. NO. C OMPANIES PROFITS NO OF RESPONDENTS PERCENTAGES 1 Incrementing 98 82 2 Decrementing 22 18 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 81. 7 % of the respondents said that companies profitability is increasing from the last five years, and the remaining 18. respondents says that it is decreasing.. 52 †¢ 53. GRAPH:13 The graph showing the respondents opinion on company’s profitability from the last 5 years. TOWARDS COMPANIES PROFITABILITY 90 80 70 PERCENTAGES 60 50 Series1 40 30 20 10 0 Incrementing Decrementing COMPANIES PROFITS FROM THE RESPONDENTS THOUGHTS 53 †¢ 54. 14. REGARDING THE FOOD PROVIDED BY THE CANTEEN TABLE: 14 S. NO. FOOD NO OF RESPONDENTS PERCENTAGES 1 Bad 15 13 2 Not Bad 45 37 3 Good 50 42 4 Very Good 10 8 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, the food provided in the canteen . 12. 2 % respondents feel that the food is bad. 7. 5% said that the food is not bad,41. 7% response is that the food is good, and the remaining 8. 3 % says that the food is very good. 54 †¢ 55. GRAPH:14 The graph showing the opinion on the food provided by the canteen. REGARDING CANTEEN FOOD 45 40 PERCENTAGES 35 30 25 20 PERCENTAGES 15 10 5 0 Bad Not Good Very Bad Good FOOD TOWARDS RESPONDENT'S OPENION 55 †¢ 56. 15. A TABLE SHOWING SATISFACTION LEVEL OF HIS JOB TIMINGS TABLE: 15 S. NO. JOB TIMINGS NO OF RESPONDENTS PERCENTAGES 1 Satisfied 92 77 2 Not Satisfied 28 23 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 76. % respondents feel their job timings are satisfied and 23. 3 % respondents are not satisfied with their job timings. 56 †¢ 57. GRAPH:15 The graph showing the satisfaction towards job timings. SATISFACTION TOWARDS JOB TIMINGS Not Satisfied 23% Satisfied 77% 57 †¢ 58. 16. REGARDING ESI FACILITIES WHICH ARE PROVIDED BY THE COMPANY TABLE: 16 S. NO. RESPONSE ON ESI NO OF RESPONDENTS PERCENTAGES 1 Yes 34 42 2 No 46 58 TOTAL 80 100 INFERENCE : The data provided in the above table shows that, the ESI facility provided by the company. 2% says that they are utilizing ESI facility and the remaining 58 % were not utilizing. 58 †¢ 59. GRAPH: 16 The graph showing the utilization of ESI facilities by the employees. REGARDING ESI FACILITIES Yes 42% No 58% 59 †¢ 60. 17. RESPONSE TOWARD SAFETY MEASURES, WHICH ARE PROVIDED BY THE COMPANY TABLE: 17 S. NO. SAFETY MEASURES NO OF RESPONDENTS PERCENTAGES 1 Yes 110 92 2 No 10 8 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 91. 7 % employees said that the company is provided safety measures, and the remaining 8. % said that there is no safety measures. 60 †¢ 61. GRAPH:17 The graph showing the respondents opinion on safety measures. RESPONSE TOWARDS SAFETY MEASURES 100 80 PERCENTAGES 60 PERCENTAGES 40 20 0 Yes No RESPONDENTS 61 †¢ 62. 18. RESPONSE OF EMPLOYEE TOWARDS HIS JOB APPROACH TABLE: 18 S. NO. GOT JOB NO OF RESPONDENTS PERCENTAGES 1 Re commendation 28 23 2 Skill 92 77 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 23. 3 % respondents are getting their jobs by recommendation, and the remaining 76. % depends on their skill. 62 †¢ 63. GRAPH:18 Response towards his job approach. TOWARDS HIS JOB APPROACH Recommendation Skill 63 †¢ 64. 19. RESPONDENTS SATISFACTION LEVEL OF COMPANIES INFRASTRUCTURE TABLE: 19 S. NO. COMPANIES INFRACTURE NO OF RESPONDENTS PERCENTAGES 1 Satisfied 68 57 2 Not Satisfied 52 43 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 56. 7% respondents were satisfied with the company’s infrastructure, and the remaining 43. 3 % respondents were not satisfied 64 †¢ 65. GRAPH: 19 The graph showing the satisfaction towards company’s infrastructure COMPANIES INFRASTRUCTURE 60 50 40 PERCENTA 30 GES 20 PERCENTAGES 10 0 Satisfied Not Satisfied RESPONDENTS VIEW 65 †¢ 66. 20. SATISFACTION OF EMPLOYEE TOWARDS HIS SALARY TABLE: 20 S. NO. SALARY NO OF RESPONDENTS PERCENTAGES 1 Satisfied 78 65 2 Not Satisfied 42 35 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 65 % respondents are satisfied with their salary and the remaining 35 % were not satisfied with their salaries. GRAPH:20 66 †¢ 67. The graph showing the satisfaction level of salaries RESPONDENTS SALARY SATISFACTION 70 60 50 PERCENTA 40 GES 30 20 PERCENTAGES 10 0 Satisfied Not Satisfied RESPONDENTS VIEW 67 †¢ 68. 21. TOWARDS JOB SATISFACTION TABLE: 21 S. NO JOB SATISFACTION NO OF RESPONDENTS PERCENTAGES 1 Up to 25 % 16 13 2 25%to50% 31 26 3 50%to75% 64 53 4 Up to 100% 9 8 TOTAL 120 100 INFERENCE: The analysis of the above table shows that, 13. 3 % respondents are having job satisfaction up to 25 %. , 25. 8 % respondents are being in between 25-50% job satisfaction. under 50-75% there is a 53. 4 % of respondents and finally 7. 5 percentage of respondents are having job satisfaction up to 100 %. 68 †¢ 69. GRAPH:21 The graph showing the satisfaction on their jobs in the organization. RESPONDENTS JOB SATISFACTION CHART 60 50 PERCENTAGES 40 NO OF 30 RESPONDENTS 20 10 0 0% % 0% 5% 25 10 5 7 to to to to % % p 25 50 p U U SATISFACTION 69 †¢ 70. FINDINGS 1. Majority of the respondents are having the experi ence in between 1-3 years and poor percentage of employees are having above 5 years experience in this organization. . In my study, poor percentage of employees are of PG holders and the remaining majority people are having less than SSLC as their educational qualifications. 3. Majority of the employees are female and most of the respondents belonging to employee category than staff. 4. Most of the employees are getting basic salaries below 5,000 and a minor part of the employees getting their basic as above 30,000. 5. Employee attitude is positive towards canteen facilities, large number of employees is agreed that it is good and a few numbers response is towards poor. . Employee response is negative towards pick & drop facility, which is provided by the company. Only one shift of employees are benefited with pick & drop and the remaining two shifts were not having bus facility. 7. 92% of the respondents are satisfied with the safety measures which are provided by the company and t he remaining 8 % said that they were not satisfied. 8. More than 58% of the workers are not aware of ESI benefits and minor part of the workers felt that ESI benefits are good. 9. Most of the respondent’s attitude is bonus will be announced on the company’s profitability and it had been announced once in a year. 10. Majority (80%) of the employees satisfied with the peers and superiors behaviors and 20 % of the respondents were not satisfied. 70 †¢ 71. 11. 40% of the employees were well known about the loans and advances issued by the company and they were utilizing them, 29% are not utilizing them and the remaining 31% were not know about the loans and advances in the organization. 12. 5% of the respondents in the organization are satisfied with their salaries and the remaining 35% were not satisfied with the salaries. 13. In my study, 57% of respondent’s attitude is positive in the case of company’s infrastructure and the remaining 43 % respondents attitude is negative. 14. Majority of the respondents job satisfaction falling in between 50%-75% and a minor part of the respondent’s job satisfaction is up to 100%. SUGGES TIONS 71 †¢ 72. LIMITATIONS LIMITATIONS OF THE STUDY: 1. Some of the information given by the respondents may not be accurate. 2. Time period to be the major limitation. 3. Due to lack of time, the study is confined only to the few employees. 4. The area of study is limited to K. MOHAN & CO (Exports) Pvt Ltd only. 72 †¢ 73. 5. The questions that we asked being personal, some of workmen hesitated to answer some questions like their salary details and the relation with their superiors. A STUDY ON EMPLOYEE JOB SATISFACTION TOWARDS K MOHAN &CO (EXPORTS) GARMENTS, B’LORE. QUESTIONNAIRE PART: A 73 †¢ 74. 1. Name of the Respondent: 2. Age: 3. Sex: (Male / Female) 4. Educational Qualification: 1. Post Graduate: 2. Diploma / Degree Holder: 3. SSLC / PUC / ITI: 4. Less than SSLC: 5. Belonging Category: 1. Staff ( ) 2. Employee ( ) 6. Department: 7. Basic Salary:[ ] A)Below 5,000 B)5,000-15,000 C)15,000-30,000 D) Above 30,000 PART: B 74 †¢ 75. 8. Since how long you are working in this Organization? 1. Below one year 2. More than one year 3. More than three years 4. More than five years 9. Is the company provided the following facilities to you like? 1. Pick and Drop (Y/N) 2. Free Canteen (Y/N) 3. Quarters (Y/N) 10. Are you satisfied with your pears & superiors behavior? 1. Is company allowing bonus 1. In six months 2. In a year 3. More than one year 4. No bonus 12. Are bonus been announced 1. Based on employees working performance 2. Based on companies profitability 13. Are you satisfied with the loans and advances issued by the company? 14. Is the company incrementing salary for its workers? 15. What is company’s profitability during last five years? 1. Increasing 2 . Deceasing 75 †¢ 76. 16. Are the food provided by the company is a. Bad b. Not bad c. Good d. Very Good 17. Are you satisfied with job timings (Y/ N)? 8. Is any ESI facility provided by the company (Y / N)? 19. Are you satisfied with the pick & drop facility provided by the company? 20. Is there any safety measures for the labour who are working with huge machineries (Y / N)? 21. You got job by a. By Recommendation b. By skill 22. Reason for joining in this company? 23. Any Reason for quitting the company? 24. Are you satisfied with the company infrastructure? 25. Are you satisfied with your salary? 26. Your job satisfaction is up to a. Up to 25% b. 25% to 50% 3. 50% to 75% 4. Up to 100% SIGNATURE 76