Retail Analysis Mcdonalds

Table of Contents Executive Summary3 Introduction5 Explain about the retail store6 Explain why you have chosen this retail store7 Explain about your scenario as a mystery shopper and what you did at the outlet8 Describe the retail store’s customer service with your knowledge of Pet Peeves and 14 factors of company culture. 10 Suggest some solutions to improve the retail store’s customer service14 Conclusion15 Executive Summary Acting as a â€Å"mystery shopperâ€Å" we have evaluated one of the McDonalds’ retail shops. We have chosen a McDonalds retail shop by reason of its obvious success.McDonalds has got a yearly profit of approximately 5. 5 billion USD by trading with fast-food. Our evaluation shows us there is one certain reason of its success: Constancy! Customers know what they get at McDonalds, wherever they are in the world and apparently they appreciate this constancy. Nonetheless there are some obvious Pet Peeves, which are related to the three level s of factors of a company culture. Level one describes what you obviously feel, see and hear. Level 2 is about the communication between employee and customer. Level three contains factors that are not obvious but ake us like McDonalds subconsciously, is very tough to find in our outlet. Regarding these Pet peeves and the factors of company culture we come up with three different suggestions to improve the retail store’s customer service. 1. The company can become more ecological, by producing less rubbish. Especially in order to enhance its reputation. 2. Friendlier and politer staff 3. Achieving a nicer environment in its outlets Regarding its success it seems quite unnecessary to make some changes, but in order to keep the company’s customer service competitive little changes are recommendable.Introduction McDonalds. The company is already one of the most successful companies in the world and still growing. The main product the company sells is fast-food. How is thi s possible? How can a company, that is selling fast food, be this successful? What is the secret of its success? We threw ourselves into one of its outlets and experienced the secrets and services of McDonalds. In our following assignment we will explain about our scenario as a mystery shopper, we will describe and debate the retail store’s customer service, considering the factors of company culture.Finally we will suggest some solutions to improve the retail store’s customer service and make a conclusion of our results. Explain about the retail store â€Å"McDonald's is the leading global foodservice retailer with more than 33,500 local restaurants worldwide and 1,7million employees, serving nearly 68 million people in 119 countries each day. † (McDonalds) So far, McDonald's in China employs more than 1000 restaurants, the 2013 restaurant number is expected to reach 2000. The company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDona ld in San Bernardino, California. Wikipedia, 2012) McDonalds’ total profit of the year 2011 was approximately 5,5billion USD (finanzen. net). Explain why you have chosen this retail store McDonalds is one of the most popular fast-food chain companies in the world. You’ll find McDonalds in every little city, in every crowded Shopping Mall. It surely is a very famous and successful company (Llopis, 2011) And this makes it interesting. How can a company that â€Å"just† trades with fast-food be this successful? How can you achieve a yearly profit of 5,5billion USD by trading with Burgers?Apparently McDonalds has got a successful marketing and sales concept, which makes the company very interesting to write an assignment about, considering the roots of its success, debating about its ways to make me purchase again, although it obviously has got some â€Å"Pet peeves†. Explain about your scenario as a mystery shopper and what you did at the outlet It is Sunday afternoon, 4 o’clock when I enter the McDonalds restaurant. It’s not a typical dinner time; consequently the restaurant is not crowded. Nevertheless most of the many tables are covered, and there is a small line n front of the area, where you place the order. On the first view the restaurant seems very clean and you notice a strong smell of food and loud background music. As soon as I enter the outlet, i notice a various number of employees. 4 employees take the order, another 4 employees collect the order together, and approximately 3 employees are responsible of clearing up tables. Additionally there is a bunch of employees cooking and preparing the food, and a couple of employees cleaning the sanitary fittings. It is impossible to give an exact number of employees, but there is definitely a huge amount of workers.Furthermore the employees wear a uniform. The greeting is short and not remarkable friendly, the employee makes the impression that he is pushing me to or der as soon and as fast as possible. You find a big, easy watching menu board behind the back of the Seller, which makes it easy to find a suitable product. Consequently the employee won’t ask questions to find a suitable product, he or she only asks for an upgrade for bigger fries and beverages. Anyway I have to order on my own initiative. Finally I pay for my dish, without getting a student discount and find myself in another line, waiting for the food.After I have got my food I start looking for a table, which I find at the very end of the restaurant. It’s a nice place in front of a big window. Later I’ll figure out that the chairs are quite uncomfortable, but the first impression is good though. While having a suit I notice that my table is still dirty, so I have to wipe down the table by myself. Unfortunately my burger has become cold, which is an opportunity to ask an employee for an exchange. The employee surprisingly shows me a lot of understanding and e xchanges the burger immediately. The new burger is surely satisfying.There is one remarkable point I must mention. The taste of the food is exactly the same taste as all the other times I had been at McDonalds; it doesn’t matter in which country or in which city. At the same time I notice that the interior is also pretty much the same. After we finished our food we found ourselves in front of a big bunch of waste, although we have just eaten two burgers and two medium-sized fries. Finally we left, without clearing up the table. Leaving the outlet is not commented by the staff. In summary it can be said, that the restaurant: †¢ Is basically clean Has got the same interior everywhere †¢ Strong smell of food †¢ Noisy †¢ Employees wear uniforms †¢ Seats are not very comfortable Describe the retail store’s customer service with your knowledge of Pet Peeves and 14 factors of company culture. At first I’d like to mention some so called â€Å"P et Peeves†, that are obviously disturbing and noticeable as soon as you enter the McDonalds outlet: †¢ Tense and noisy environment †¢ Disturbing sounds coming from the kitchen †¢ Unfriendly/ impolite employees that seem very impatient while you are ordering After we ordered and picked up our food we noticed some further â€Å"Pet Peeves†: Left tables are not cleared up and wiped down by employees(dirty tables †¢ Cold food †¢ Uncomfortable seats †¢ One dish creates a big amount of rubbish Considering the factors of company culture in order to evaluate the performance of this particular outlet, I? d like to difference the company culture into three levels (Tobias Amely, 2009) This three level model is invented by Edgar Schein. The information below are based on the Internet page Wikipedia. org. At the first and most cursory level of Schein's model is organizational attributes that can be seen, felt and heard by the uninitiated observer â€⠀œ collectively known as artifacts.Included are the facilities, offices, furnishings, visible awards and recognition, the way that its members dress, how each person visibly interacts with each other and with organizational outsiders, and even company slogans, mission statements and other operational creeds. The next level deals with the professed culture of an organization's members – the values. Shared values are individuals’ preferences regarding certain aspects of the organization’s culture (e. g. loyalty, customer service). At this level, local and personal values are widely expressed within the organization.Basic beliefs and assumptions include individuals' impressions about the trustworthiness and supportiveness of an organization, and are often deeply ingrained within the organization’s culture. Organizational behavior at this level usually can be studied by interviewing the organization's membership and using questionnaires to gather attitudes ab out organizational membership. At the third and deepest level, the organization's tacit assumptions are found. These are the elements of culture that are unseen and not cognitively identified in everyday interactions between organizational members.Additionally, these are the elements of culture which are often taboo to discuss inside the organization. Many of these ‘unspoken rules' exist without the conscious knowledge of the membership. Those with sufficient experience to understand this deepest level of organizational culture usually become acclimatized to its attributes over time, thus reinforcing the invisibility of their existence. Surveys and casual interviews with organizational members cannot draw out these attributes—rather much more in-depth means is required to first identify then understand organizational culture at this level.Notably, culture at this level is the underlying and driving element often missed by organizational behaviorists. (Wikipedia, 2012) R elated to level one, the â€Å"obvious† level which determines what you hear, see and feel: †¢ McDonalds has got the same interior in every restaurant †¢ the staff is wearing the same uniforms †¢ it always smells in the same way †¢ you have got the same products all over the world †¢ menu board format is the same and easy to understand †¢ you can see the McDonalds â€Å"M† symbol everywhere in the outlet †¢ Loud music in the background †¢ Rather young people and kids †¢ People eat alone without feeling awkward All parts of the McDonalds â€Å"sales areas† are constant all over the world. People know what they get and they appreciate it. They consider McDonalds as a clean, trustworthy fast-food restaurant. The second level is about the communication between employee and customer. †¢ Less communication; the communication is restricted to the order process †¢ In case of a complaint about food, the employee exch anges the product instantly †¢ Not remarkable polite, no advices †¢ The leaving is not commented The third level, which contains factors that are not obvious but make us like McDonalds subconsciously, is very tough to find in our outlet.Some factors might be: †¢ The speed of taking the order and getting the food †¢ The noises which make us hurry up(we are not supposed to feel comfortable and stay for a long time †¢ constancy The secret of McDonalds’ success is clearly the constancy. Wherever you are, you’ll find the same food, the same service. Humans apparently like and need constancy as a factor of safety and subconsciously McDonalds gives us this feeling. Suggest some solutions to improve the retail store’s customer service Shortly after entering the restaurant I noticed a various amount of Pet Peeves. Consequently our suggestions are based on at the beginning ofQuestion 4 mentioned Pet Peeves. At this point we have to make clear that it is hard to improve an outlet of a company, which is one of the most successful companies in the world. As a result solutions have to be considered as a subjective suggestion. Our first suggestion is based on an environmental aspect. In times of global warming and increasing pollution it is important to provide ecological products. One part of it is avoiding a lot of rubbish. As mentioned McDonalds is producing a lot of rubbish, so one improvement might be less production of waste, which is also recommendable for the company’s reputation.Another improvement can be trainings of employees to assure polite and patient staff, because this is definitely a negative aspect of our observations. Finally we can highly recommend to get rid of all these annoying sounds coming out of the kitchen. This can lead to a more relaxing environment, which is even recommendable for a fast-food chain company. Conclusion At the beginning of our assignment, we asked the question why a company that is selling fast-food can be this successful, although they are just selling fast-food. The explanation for its success is short and easy: constancy!Wherever you are in the world, McDonalds provides you the well-known and expected food. This constancy makes us purchase subconsciously. By examining a McDonald’s outlet as a â€Å"mystery shopper† we noticed a lot of pet peeves, which mostly lead to a tense feeling. But, at this point I have to make clear that these factors are not very obvious. We got used to them and accept them by keeping on purchasing at McDonalds Nevertheless there are some points which can be improved. 1. The company can become more ecological, by producing less rubbish.Especially in order to enhance its reputation. 2. Friendlier and politer staff 3. Achieving a nicer environment in its outlets If McDonalds can achieve these goals they will most likely stay as successful as they are. Customers don’t go to McDonalds because of its customer ser vice, but McDonalds should be aware of the fact that customers also might not come because of the customer service. Consequently little changes and improvements in customer service can be useful and should be considered in the near future. Bibliography Wikipedia. (2012, 08 24). Retrieved from http://en. ikipedia. org/wiki/McDonald%27s Wikipedia. (2012). Von wikipedia. org: http://en. wikipedia. org/wiki/Organizational_culture abgerufen finanzen. net. (n. d. ). Retrieved from http://www. finanzen. net/bilanz_guv/McDonalds Llopis, G. (2011, 12 9). Forbes. Retrieved from http://www. forbes. com/sites/glennllopis/2011/09/12/the-most-successful-companies-embrace-the-promise-of-their-culture/ McDonalds. (n. d. ). Retrieved from http://www. aboutmcdonalds. com: http://www. aboutmcdonalds. com/mcd/our_company. html Tobias Amely, T. K. (2009). BWL fur Dummies. Weinheim: Wiley.

Hofstede’s cultural dimensions of Australia and China Essay

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) â€Å"The single greatest barrier to business success is the one erected by culture†. Hofstede (1983) defines culture as â€Å"the mental programming of the mind which distinguishes the members of one human group from another† (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management (HRM) activities such as: recruitment and selection, career planning and development, employee motivation, and compensation and benefits need to be performed in alignment with national culture as effectiveness of a human resource management practice hinges on the degree to which it fits the values and beliefs of people in the host country. By exploring the differences and similarities of Chinese and Australian culture from a HR perspective strategies aimed at achieving organisational goals can be better achieved. The inherent weaknesses of Hofstedes framework will also be discussed to emphasise the importance of other methods for determining culture. Greet Hofstede’s (1980) landmark study involved more than one hundred thousand IBM employees in forty countries. From those results, and later additions, Hofstede developed a model for classifying national cultures and analysing work behaviour according to five underlying dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation (Chong & Park 2003). Hofstedes analysis of each country can provide a better understanding into the national culture that is specific to each country. The significant findings of Hofstedes analysis of Australia include a low power distance score of 36 (ITIM International 2003). Societies with low power distance are characterized by the norm value that inequalities between people should be minimized, and, to the extent that hierarchies exist in such societies and their organizations, they exist only for administrative convenience. Subordinates and superiors regard each other as like people, who have equal r ights and representation (Hofstede 1983). In  comparison China has a relatively high power distance of 80 (ITIM International 2003). By contrast, high power distance societies are characterised by the acceptance of inequality and its institutionalisation in hierarchies which locate people in their â€Å"rightful places†. In high power distance societies, superiors are expected to lead and make decisions, and subordinates are generally afraid and unwilling to disagree with their superiors (Hofstede 1983). As a result of the significant difference in power distance between Australian and China Human Resource activities such as performance appraisals will require different approaches. In Australia and many western cultures performance appraisals are generally linked to the job description and individual career development plans. In Australian 360 degree feedback is often incorporated using feedback from management and peers. Constructive criticism is also another important component in the performance appraisals used i n Australia which is vital for identifying gaps in learning and development and is accepted by employees as the norm (Harrison 1995). By contrast performance appraisals in China are less frequent as both managers and workers in Chinese enterprises want to avoid blunt confrontations; it is understandable that they would try to minimise the frequency of such conflict-prone encounters in the workplace (Huo 1995). Peer evaluation, frequently used in Australian organisations, virtually does not exist in the China. This may be attributed to the traditional authoritarian leadership style prevalent in Chinese enterprises where only supervisors are deemed qualified to evaluate subordinates’ performance (Huo 1995). Performance appraisals generally involve two-way communications which is not embraced by Chinese culture as the large power distance found in China indicated that to challenge authority of superiors is not considered appropriate for subordinates (Huo 1995). Therefore when conducting a performance appraisal in China it is expected that the evaluated will be more subjective. A straight forward form of apprais al would be better received and employee participation should not be forced. Of significant interest is Australia’s high individualism ranking of 90 (ITIM International 2003) . High Individualism implies a society believes that people should largely remain independent from groups, and that people should have a self-concept of being an independent individual rather than a  dependent member of a group(Harrison 1995). In comparison China ranked extremely low with a score of 20 in the individualism ranking (ITIM International 2003). This is as a result of the society fosters strong relationships where everyone takes responsibility for fellow members of their group with an emphasis on a Collectivist society as a result of the Communist rule (Hofstede 1980). As a result of the different stance of each culture on individualism human resource activities such as compensations and benefits will need to be approached in a different way. In Australian rewards are geared towards pay for performance which motivates the individual to stand out from the crowd in particular at more senior management levels. Compensation is not just related to salary but can include bonuses, commissions, and other merit based reward programs for individual contributions. In contrast Chinese tend to focus on the goals of the collective rather than individual goals. Group approaches have been a dominating influence on Chinese social and working life, including team work, group decision making, group reward, group cohesiveness and group consultation (Satoe & Wang 1994). Chinese employees do not want to stand out from the crowd. Thus it has been suggested that Western business practices, such as personnel incentives, do not work (Myers, 1987). Therefore when conducting business within the Chinese culture compensation and benefits should be based on a collective theory where there are less individual incentives rather a focus on the performance of the group or work units. In a field experiment which combined team duties with group incentives, the team responsibility system proved to have a positive effect on members’ expectancy, achievement attribution, morale and satisfaction (Satoe & Wang 1994). The great distinction between Australia’s score of 31 for Long Term Orientation compared with Chinas score of 118 suggest great cultural differences (ITIM International 2003). Long Term Orientation is a measure of the degree the society embraces, or does not embrace long-term devotion to traditional, forward thinking values. As Australia has a low score this indicates that change can occur more rapidly as long-term traditions and commitments do not become impediments to change (Harrison 1995). In contrast to this a country with a high score such as China value long-term  commitments and respect tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today’s hard work (Harrison 1995). These types of diverse cultural views towards long term orientation will impact of the way human resource activities such as recruitment and selection are carried out. In Australia it is common for employees to have several difference employers in there working career and even several changes in industry. Recruitment and selection practises in Australia are aimed at aligning the best fit between employees and the organisation in terms of goals and competencies. Recruitment and selection in Australian generally includes interviewing, psychometric tests, assessment centres and other measures of assessment. In contrast with this Chinese employment pattern has traditionally been life employment with three guarantees â€Å"guaranteed job assignment, guaranteed pay irrespective of performance and guaranteed tenure of senior positions† (Lewis 3003) . Selection criteria seem quite different from the West. For example, Easterby-Smith et al. (1995) found that selection criteria for managerial appointments in their case study organisations were â€Å"good moral practice; adequate competence; working hard and excellent performance records; political loyalty and harmonious relationships with others†. Longevity in a job in Australia is not necessarily seen as a good thing and can be construed as complacency whereas in China it aligns with the cultural drivers of loyalty and tradition. When conducting recruitment and selection in China it must be kept in mind that they traditionally do not place too much emphasis on the interview and almost never employ psychometric tests and assessment centres. Rather than acting out against the traditional job for life concept by replacing current staff with more qualified candidates managers should perhaps ensure sound training and development programs are in place to achieve a fit between employee and organisation. Hofstedes measures of Masculinity and uncertainty avoidance for both Australia and China were similar in score. Masculinity stands for a societal preference for competition, while femininity represents a tendency to place relationships with people above money to help others, to care for the weak and to preserve quality of life (Harrison 1995). Australia scored 61 compared with Chinas score of 66 (ITIM International 2003). Similarly the  measurement of uncertainty avoidance which indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations are quite close in score with Australia at 51 compared with China at 30 (ITIM International 2003). The small difference in uncertainty avoidance suggests that within Chinese culture there is a more relaxed and tolerant attitude towards the unfamiliar as compared with Australia where there is less tolerance towards uncertainty and ambiguity. This may impact on human resource activities such as career planning and development. In Australia career planning and development is generally quite structured and directed as employees like to have a clear career path while in Chinese culture they more comfortable with a less structured approach to career planning and development and expect they career will progress in time. Despite its widespread familiarity and influence, Hofstede’s work has been extensively criticized. One reason is that he used the employees of a single large multinational company to represent the cultures of different nationalities. It is clear that such a sample, no matter how large, may not be representative of the respective countries’ national cultures (Mcsweeny 2002). The national culture of China as identified by Hofstese is quite general and it must be kept in mind that the averages of a country do not relate to individuals of that country (Mcsweeny 2002). There are always exceptions to the rule and Hofsteds analysis does not allow for this and therefore should only be taken as general guidelines. It must also be kept in mind that these studies were conducted over 25 years ago. Due to the inherent weaknesses of the frameworks discussed it is vital that other factors be taken into consideration when analysing national culture. It is important to remember that the culture of a country changes over time, either by internal or external influences. Although the measures identified that China has a collective society and it is though as a generalisation that that collectivists are more cooperative was not supported by experimental results. It was found that subjects from the more individualistic region, Beijing, were more cooperative in working toward mutually beneficial outcomes than were subjects from the more collectivist region, Wuhan (Koch & Koch 2007). This research alludes to the conclusion that the Chinese generally have a collective society within the community  they are familiar with but to some degree are less willing to have a collective frame of mind with a group they are less familiar with. This type of social behaviour would be important for management of Chinese culture in circumstance such as group work where participants may not be as eager to participate as once thought within unfamiliar groups. With the inherent weaknesses of Hofstedes framework it is important to consider a broader range of issue in order to obtain an accurate and current insight into national culture. As Coen Heijes states â€Å"no matter how interesting standardised dimensions may be, without a specific knowledge of history, language and education, cross-cultural understanding is doomed from the start† (Heijes 2007 p.94). Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation provide an insight into the national culture of both Australia and China. National culture is important to consider when performing human resource activities as the effectiveness of a human resource management practice hinges on the degree to which it fits with the values and beliefs of people in the host country. Human Resource activities that need to be aligned with cultural factors include: recruitment and selection, career planning and development, compensation and benefits, and performance appraisals. In comparing the performance appraisal process, Australians are likely to be more responsive to a 360 degree type feedback with much interaction between managers and subordinates where Chinese employees are likely to be more responsive to a more subjective performance appraisal with little contribution in the form of feedback from peers or personal contributions due to the difference in the power distance of each culture. Compensation and benefits in Australia can be geared towards pay for performance of individuals and may include bonuses, commissions, and other merit based reward programs for individual contributions. Whereas in the Chinese culture compensation and benefits should be based on a collective theory where there are less individual incentives and rather a focus on the performance of the group due to difference in Hofstedes individualism measures. Recruitment and selection practices comparisons between the two countries are impacted by the difference in long term orientations. The recruitment and selection process  in Australia is important due to the frequently changing roles of employees and the importance of finding a fit between organisation and employee whereas in China recruitment and selection aligns with the cultural drivers of loyalty and tradition. When conducting recruitment and selection in China it must be kept in mind that they traditionally do not place too much emphasis on the interview and almost never employ psychometric tests and assessment centres. The slight difference in uncertainty avoidance dimension impact on human resource activity of career planning and development. In Australia career planning and development is generally quite structured and directed as employees like to have a clear career path while in Chinese culture they more comfortable with a less structured approach to career planning and development and expect they career will progress in time. While Hofstedes dimensions cross-cultural dimensions have been critiqued as being to some degree too generalised, small sample sizes, out dated, over simplifying complex tasks. Therefore the framework discussed should only be used as a rough guide to understanding national culture. As suggested by Coen Heijes (2007) other factors such as political and legal systems, religion, education, language, ethics, and motivation among many others must be considered to obtain a current insight into national culture. Reference list: Easterby-Smith, M., Malina, D. and Yuan, L. (1995), â€Å"How culture-sensitive is HRM? A comparative analysis of practice in Chinese and UK companies†, International Journal of Human Resource Management, Vol. 6 No. 1, pp. 31-59. Harisson, G. (1995), â€Å"Satisfaction, tension and interpersonal relations: a cross-cultural comparison of managers in Singapore and Australia†, Journal of Managerial Psychology, Volume 10, Number 8, pp. 13-19Heijes, C. (2007), ‘The Broad Dimensions of Doing Business Abroad’, The Business Review, Vol.8, No.1, pp 93-99Hofstede, G. (1980), Culture’s Consequences. International Differences in Work-Related Values, Sage Publications, Beverly Hills, CA., . Hofstede, G. (1983), â€Å"The cultural relativity of organizational practices and theories†, Journal of International Business Studies, Vol. 14 No. 2, pp. 75-89. Huo, P. (1995), â€Å"On transplanting human resource practices to China: A culture-driven approach†, International Journal of Manpower, Vol. 16 No. 9, pp. 3-15. ITIM International 2003, Geert Hofstede BV, the Netherlands, viewed 12th August 2008, < http://www.geert-hofstede.com/index.shtml>Koch, B. Koch, P. (2007) ‘Collectivism, individualism, and out group cooperation in a segmented China’, Asia Pacific Journal of Management, Vol. 24, No.2, pp 207-225Lewis, P. (2003), â€Å"New China – old ways? A case study of the prospects for implementing human resource management practices in a Chinese state-owned enterprise†, Employee Relations, Vol. 25, No. 1,pp. 42-60Mcsweeny, B. (2002), ‘Hofstede’s Model of National Cultural Differences and Their Consequences: A Triumph of Faith – A Failure of Analysis’, Human Relations, Vol. 55, No. 1, pp. 89-118Myers, H. (1987), â€Å"The China business puzzle†, Business Horizons, July-August, pp. 25-8. Osland, G.E. (1990), â€Å"Doing business in China: a framework for cross-cultural understanding†, Marketing Intelligence and Planning, Vol. 8,No. 4, pp. 3-15. Satow, T.Wang, Z. (1994), â€Å"Cultural and Organizational Factors in Human Resource Management in China andJapan: A Cross-cultural Socio-economic Perspective† Journal of Managerial Psychology, Vol. 9 No. 4, pp. 3-11

The Contribution Of Coretta Scott King - 1303 Words

Take a second to reflect on who you consider an inspiration or hero. Is it someone who is nationally known or is it someone in your personal life? An individual who is truly known for her determination and strength is Coretta Scott King. Coretta was born April 27th, 1927 in Marion, Alabama by her two parents Obadiah and Bernice Scott. She grew up on her parents farm where she hoed and picked cotton for her family to obtain money. As a young child she had a growing interest in singing and music specifically with the violin. She attended Lincoln High School in Alabama and graduated valedictorian of her class in 1945. (). After she graduated high school she immediately began her successful journey by continuing her education at Antioch†¦show more content†¦During the time period of the 1950’s, it was considered normal for a woman to stay home when there were children involved. However, nothing could stop Coretta in the end as she accepted roles of being a mother and a wi fe, but did not stop against advice to end her activism. She did acknowledge a role in being a wife in which she sometimes stood in the shadow of her husband supporting him in everything he was conquering, but she did not stop there. During the 50’s and 60’s Coretta worked right along side of King with his monumental actions. For example, she took part in the Montgomery bus boycott, helped lead with him the Civil Rights Movement, was by his side as he received the Nobel Peace Prize in 1964, marched town to town next to King for the sake of voting right laws. Coretta even went to the extent of traveling to Ghana with King due to the marking of the nation s independence and ventured to India on a pilgrimage all in support of her husband. 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Parks Institute for self-development brought the youth into the freedom movement. Coretta Scott King was a political activist and Martin Luthers wife. She was responsible for the inspiration of Martin to join in the campaign for global peaceRead MoreTo an Athlete Dying Young: Poem Analysis1084 Words   |  4 Pagesshares a few similarities and dissimilarities with Dr. Martin Luther King Jr.. For instance, as we will shortly learn, both the runner and Dr. King did not live their full lives and passed away rather young; both accomplished great feats for their supporters; both will always be remembered positively; and both will never be forgotten. On the other hand, the runner will be remembered for a single great accomplishment, while King will be remembered collectively for his service for underrepresentedRead MoreDr. Martin Luther King Jr., A Political Icon Essay1441 Words   |  6 Pagesand their accomplishments have forever changed society and the world. Dr. Martin Luther King Jr. was one of those individuals. Martin Luther Kings contributions to history pla ce him in this inimitable position. One of the great figures in the march of human history, Martin Luther King Jr., like Gandhi before him, lived by a heroic credo of non-violence. More than two decades since his death, Martin Luther King ideas; his call for racial equality, his faith in the ultimate triumph of justice, and

The Greatest Player Of All Time - 1496 Words

The Greatest Player of All Time When you think about basketball, there are multiple teams, plays, and players that come to mind. Michael Jordan is one of the players every person knows and has respect for. He is a legend of this game and has changed the game of basketball forever. He is considered to be the best basketball player of all time but not just because of the numbers he put up on the board or how many games his teams won. Michael Jordan has impacted society because of the kind of person he was, on and off the basketball court, the heart and dedication he had to the game of basketball and his teammates and the way he persevered, no matter what obstacles that were thrown in his way. He was determined to be the best he could be and that is why he was so successful and influential. Michael Jeffery Jordan was born on February 17th, 1963 in Brooklyn, New York. Jordan has been married twice, but is currently married to Yvette Prieto, and has been since 2013. Jordan also has five c hildren, Marcus Jordan, Jeffery Michael Jordan, Ysabel Jordan, Jasmine Mickael Jordan, and Victoria Jordan. Jordan is the fourth of five children and moved to Wilmington, North Carolina as a young toddler. Michael attended Emsley A. Laney High School, graduating in 1981. Jordan than continued his education at the University of North Carolina majoring in Cultural Geography (Biography.com Editors, 2016). Jordan played professionally for the Chicago Bulls from 1984-1993, 1995-1998 and theShow MoreRelatedEssay on Pelà © - One of the Greatest Soccer Players of All Time1895 Words   |  8 PagesPelà © - One of the Greatest Soccer Players of All Time Athletic Genius, Soccer Legend, Master of Offense, Pelà ©. All are names for Edson Arantes do Nascimento, undoubtedly one of the greatest soccer players of all time. The purpose of this essay is to inform you about the things Pelà © accomplished throughout his life and career, and also about what he did that effected the world so much. Pelà © was born on October 23rd, 1940, in the Brazilian town of Tres Coracoes, which means Three Hearts. Pelà ©Read MoreThe Greatest Nba Player772 Words   |  4 PagesThe Greatest of All Time Have you ever wondered who truly was the greatest NBA player of all time was? There are very many players that could be selected for this title. Some names that you would be likely to see when discussing this topic are: Bill Russell, Kobe Bryant, Wilt Chamberlain, Larry Bird, LeBron James, and Michael Jordan (Top 10 Players in NBA History). Most people can recognize most of these names but one of these people may be the most well known people in all of sports. 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What Would You Do With Mary - 3212 Words

†¢ What would you do with Mary? When Mary first approaches me, as a worker, it will be important to arrange for an interpreter to assist Mary in explaining her situation. As English is her second language, she may be more comfortable talking about her experience in her native language and a good interpreter is a key element in empowering her in the process. However, care should be taken while enlisting an interpreter to ensure that the interpreter is unknown to the family and will not breach confidentiality by relating Mary’s situation to other members of her community. Given that she and her husband are well known in their community, this could potentially be a social embarrassment for Mary. She will need to undergo a risk assessment in order to determine the level of risk to her safety and the need to apply for an Interim Intervention Order and/or a Personal Safety Intervention Order, if she chooses to apply for an Intervention Order (henceforth referred to as IO) against Richard. This risk assessment will be based on his history of abusive behaviour, the future risk of him being abusive and the threat posed to Mary and the children. These factors will play an important in determining our future course of action. i.e. if Mary needs to apply for an IO, safety plans for herself and the children where she continues to live with him and in the event that she chooses to leave him. Given that her eldest daughter wanted her to ‘do something’, we could discuss having her takeShow MoreRelatedSummary Of Dear Diary 761 Words   |  4 Pages Mary said’’ make me you old witch.’’ her mom said â€Å" it s almost a few minutes after 10, go to bed.† Mary said â€Å"what ever.† her mom asked â€Å" what was that â€Å" ‘’nothing† Mary said. The next day after school her friend, Sally came over to study. Mary and her mom were in a fight, again. 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Contract Law Consumer Act 2010 Free samples-Myassignmenthelp.Com

Question: Describe about the Contract Law for Consumer Act 2010. Answer: Introduction The report provides the over view and the critical analysis of the two different cases that are the Sydney City Council V West (1965) And The Thornton V Shoe Lane Parking Ltd (1971). The contract law of an exclusion cause with determining the invalid reasons that avoids the liability of the conduct. It thereby helps in determining the conduct of the contract that lies beyond the scope of the contract that seems to be determined between the above mentioned two case studies undertaken. The comparison and the contrast of the case studies are depicted in this report with provide the current findings and the rulings regarding the report. The findings are depicted on the basis of the Australian Legal Position that is depicted in this case and thereby the guarantees are implied on the sellers by the consumers to ensure the protection of the Australian Consumer Law[1]. In this both the cases undertaken, depicts the implementation of Competition and the Consumer Act 2010 (Cth) is also focused for the appropriate explanation of the contrast and the comparison of the case studies undertaken. Identification Of The Facts Sydney City Council V West(1965) Sydney city council v west (1965) and thornton v shoe lane parking ltd (1971) are two different cases. Though both the cases are related with the issue with the parking ticket and the contract made, one of the cases is directed toward the council whereas the other is issued toward the ticket machine. Looking upon the SYDNEY CITY COUNCIL V WEST (1965) case, the plaintiff was handed with the ticked. The ticket had its terms and condition with the exclusion clauses stating that the council wont be responsible for any loss of liability no matter how it occurred[2]. In this case the contract was formed in the form of the ticket with numerous clauses. It was also instructed to the customer to present the ticket for stamping before the pickup. In this case, a man losses his ticket and broke onto wests car and take it out of the car park bluffing the car park attendant. This was the reason west the council for the breach of contract and bailment. But going through the case, court held the fa ct that even though the presence of the exclusion clause in the terms of contract, exclusion was unenforceable[3]. The loss was caused by the act of the defendant which is not contemplated and was unauthorised by the agreement. Due to this particular reason the exclusion clauses wont protect against the liabilities that has been arose from that act which is stated by the four corners of the contracts. Thornton V Shoe Lane Parking Ltd(1971) Similarly, THORNTON V SHOE LANE PARKING LTD (1971) was the case where plaintiff form a contract by receiving the ticket from the machine by proceeding with the payment. The valid offer was made to the plaintiff as he entered the carpark seeing the clauses on the entrance i.e., at owners risk. The contract was concluded as Thornton drove pass to the entrance and as he obtained the ticket[4]. The plaintiff gets injured in the car park while he returned to enter the car park to pick up his car. Due to this reason Thornton cannot sue the car park for the car damage but can successfully sue the car park for his injuries. Interpretation Of The Rule Governing The Issue In the given case study THORNTON V SHOE LANE PARKING LTD (1971)s, the contract was formed when the plaintiff inserted money into the machines and the ticket was received. A clause cannot be included after the contract is terminated and once the offers is accepted then new terms and conditions cannot included in the contract[5]. If the conditions and terms are brought to attention after the plaintiff accepted the offer then it will not form the part of the contract. The terms and conditions in the contract are governed as per the contract law in Australia. The condition in the contract was at owners risk and plaintiff accepted the contract when he drove and ticket was also taken by him. The conditions and terms on the contract was not the part of the contract as because the contract was entered already. The exemptions clause did not form the part of the contract. Therefore, the plaintiff had been suffered from damage at the car park. However, the defendant was depended on the exemptio n clause that was printed on the ticket and appealed against the rejection of its defence. The exemption clause states that a clearer notice should be given to the customer before it would be incorporated in to the contract. The legal rights are available as per the contract law[6]. Therefore, it can be concluded from the case study that the liability was rested with the multi story car park of the owner as the terms and conditions of exception clause comes after the conclusion of contract. The interpretation regarding the SYDNEY CITY COUNCIL V WEST (1965) determines various clauses that are represented with respect to the case study determined. The clauses states that the defendant did not accepted any responsibility with the loss or the injury occurred for the vehicle. The plaintiffs car seems to be stolen due to the negligence of the defendant employee. The other clause that is determined in this case study is determined by the unauthorised permission provided to the attendant. Thereby the breaching of the contract regarding the terms is depicted which are indicated in this case study[7]. Due to the above reasons, the issue of providing an excuse for the negligence is depicted and thereby as per the law rules, the operation of an exclusion clause in relation to the fundamental breaching is depicted in this case. Despite of taking the decisions that are undertaken for the case study, the contract seems to be breaching of the contract made by the Sydney city council an d thereby the operation of the exclusion clause is related to the interpreted complications which are depicted in this case study. Henceforth the interpretation of the exclusion clause is determined by constructing the clause according to the natural and the ordinary meaning depicted in this case study[8]. The appearance regarding the nature and the objects depicted in this case study provides the case of negligence which is depicted through the exemption clauses that are depicted in this case study. Identification Of The Issue And Application Of The Rule To The Fact In SYDNEY CITY COUNCIL V WEST (1965) case, it is clear that the negligence of the defendant causes the theft that has occurred. For instance, Davis v Pearce parking case station ptyltd(1954) is a similar case where the plaintiff parked her vehicle in the defendants car park where her vehicle gets stolen. The parking station has an exclusion clauses stating in the receipt garaged at the owners risk and parking station will not be responsible for the loss or damage of any description[9]. But the car was damaged and was stolen when the defendant moved the car to the public street leaving the ignition on with the keys on it. The court held that exclusion clause was effective to not pay off the liability of the parking station as the exclusion clause will not protect a party from any damages for any loss if the breach of the contract was outside of the particular place. But in sydney city council v West (1965) case,the Council couldn't depend on the prohibition provision when the offended party's car was stolen from the Domain car park[10]. Perused entirely, the prohibition condition did not cover the Council lead and they were held obligated. In any case, plan of action to this standard of development might be vanquished where the dialect of a rejection statement is adequately unequivocal to build up, on the strict perusing, that the condition was expected to reason direct that lay outside the four corners of the contract. Conclusion The contract law is one of the important law that bind two and more parties in few clauses where some parties obliged to do some certain things in exchanges of some things. Here in both cases the sydney city council v west (1965) and thornton v shoe lane parking ltd (1971) the contract has been violated and for the violation of the contract the plaintiffs had to face substantial injuries and difficulties[11]. The first case of sydney city council v west (1965), it was case of negligence that void the contractual agreement between the parties as the negligence from the sydney city council was reason of significant damage of the plaintiff west. In second case thornton v shoe lane parking ltd (1971) the car parking company shoe lane car parking was not liable for any damage occurred to the car as per the contract but the company is liable for the injuries happened to thornton. References Carter, j. W,carter's guide to australian contract law(lexisnexis, 2006) Carter, john w,contract law in australia(lexisnexis orders/service, 2012) Doris, martin, "promising options, dead ends and the reform of australian contract law" (2013) 34legal studies Ellinghaus, m. P,australian cases on contract(code press, 2007) Mann, trischa,australian law dictionary(oxford university press, 2009) Radan, peter and john gooley,principles of australian contract law(lexisnexis butterworths, 2009) Watson, j. A, justin t gleeson and ruth c. A higgins,historical foundations of australian law(federation press, 2013) Willett, chris, "the functions of transparency in regulating contract terms: uk and australian approaches" (2011) 60international and comparative law quarterly Exclusion clauses - stephen wawn associates sydney legal experts will disputes(2016) stephen wawn associates sydney legal experts will disputes https://www.stephenwawn.com.au/commercial-law-litigation-disputes/pure-economic-loss-caused-by-negligent-misstatement-and-the-duty-of-care/exclusion-clauses/ Thornton v shoe lane parking ltd (1971), (2016) https://thornton v shoe lane parking ltd (1971)

Merger Between Daimler

Recommendations The failed merger between Daimler-Benz and Chrysler suggests that the integration of large corporations requires in-depth assessment of external risks and possible conflicts within an organization. Provided that these precautions are not taken, even very efficient companies can become stagnant. On the whole, it is possible to make several recommendations on the basis of this case.Advertising We will write a custom report sample on Merger Between Daimler-Benz and Chrysler specifically for you for only $16.05 $11/page Learn More First of all, the management of merged companies should not be too optimistic about the performance and profitability of their organizations. The thing is that the integration of large corporations is a very time-consuming process because it is necessary to align different cultures, production methods, performance appraisal techniques and so forth. This issue is particular important in those cases when business admi nistrators set timelines or develop schedules. The management of DaimlerChrysler expected significant revenues within several years, but these expectations were unrealistic. The problem is that unrealistic expectations often lead to panic and hasty decisions. For example, many Chrysler executives were fired only because DaimlerChrysler did not attain the expected financial goals. Such a strategy only increased the tensions within the organization. Prior to the merger, the management of companies should pay close attention to the competitive positions of each other and the trends that emerged in a certain market. For example, Daimler-Benz was an indisputable leader of the German car-manufacturing industry. Moreover, they believed that the partnership with Chrysler would give them access to the U.S. market. Yet, Chrysler faced significant competition from Ford as well Toyota. Again, this recommendation is related to the problem of unrealistic expectations set by corporate executives w ho expected that the merger would become successful almost immediately. The executives of such companies should find ways of reconciling various organizational cultures. It should be noted that Daimler-Benz and Chrysler had different polices regarding executive compensation, work styles and decision-making within the company. These differences resulted in many conflicts between the employees of these corporations.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Their corporate executives should create a culture that appeal to the workers of a newly-created company. Under these circumstances, the HR managers of both companies should join their efforts and develop a set of policies related to compensation, evaluation of performance, and the structure of the new company. In this way, companies can avoid many potential conflicts. The managers of merged companies must ensure that different depa rtments or divisions of the organization can share resources, technologies or information. For instance, Chrysler did not receive any support from Daimler-Benz. Thus, corporate executives should eliminate the barriers that prevent different departments from cooperating with one another. These organizational policies were not developed in DaimlerChrysler. Business administrators should inform the employees about the future strategies and goals of an organization. The workers should now what is expected from them and how they are supposed to achieve these goals. The Chrysler employees never had an opportunity to interact with the management and discuss future activities of the organization. Many workers were not confident of their job security and this lack of certainty could adversely affect their performance. It should be noted that many former executives were fired because of satisfactory results and this influenced the overall morale with within the company. This is one of the rea sons why this merger was unsuccessful. The executives, who plan the merger of two organizations, should determine whether this partnership will be really a merger of equals. They have to decide which partner will play the leading role. The union of Daimler-Benz and Chrysler was described as the merger of equals, but this approach resulted in a great number of conflicts between the executives of the American and German divisions of DaimlerChrysler. At the very beginning, this issue was not properly addressed by the leaders of two corporations. Finally, business administrators should find ways of making large corporations less bureaucratic and hierarchical. In particular, they must ensure that workers can communicate with top executives of any organization.Advertising We will write a custom report sample on Merger Between Daimler-Benz and Chrysler specifically for you for only $16.05 $11/page Learn More This task is particular important for merged corpora tions like Chrysler and Daimler-Benz. This goal can be achieved by joining several departments and empowering workers. The managers of DaimlerChrysler did not do it. Conclusion On the whole, the merger of Daimler-Benz and Chrysler can be viewed as a valuable lesson for other companies that intend to merge with one another. Moreover, the recommendations put forward in this paper can be applicable to other industries, for instance, financial services sector, IT industry, manufacturing and so forth. Furthermore, the challenges described in this report are particularly relevant to large corporations that can be based in countries with legislation, work culture, language, and labor relations. In particular, this case illustrates the importance of reconciling different organizations, exchange of information between departments, and employee involvement. Furthermore, such a problem as unrealistic expectations can occur in various organizational settings. This is why the lessons of DaimlerC hrysler should be considered by the management of various organizations that are supposed to merge with one another; otherwise these companies will not attain their objectives. This report on Merger Between Daimler-Benz and Chrysler was written and submitted by user Jeram1ah to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.