Briefing On Coaching And Mentoring Management Essay

Briefing On Coaching And Mentoring Management Essay This paper will critically assess the main approaches to coaching and mentoring; identify information needed to establish and implement effective strategies for coaching and mentoring; it will also identify the main barriers and blockages to effective coaching and mentoring; and lastly, it will expand on the requirements of an effective coaching and mentoring strategy. This paper will provide answer to the following questions: Identify and critically analyse the barriers and blockages that may occur to the successful implementation of a coaching and mentoring scheme at Coca-Cola Foods Identify management strategies that could be used to overcome blockages. Discuss the role played by key workplace stakeholders in enabling a learning culture in the workplace and identify how they could be used to help ensure that coaching and mentoring scheme was fully accepted and allowed to run successfully. What is coaching and mentoring? According to a journal from the (CIMA) website titled technical briefing: mentoring and coaching (2002), there is no universal definition for either of the terms (coaching and mentoring), as it can be defined differently in different contexts. For example: in Australia, wild life coaching is likely to be associated with humanistic psychology, whereas in the UK, is more likely to be associated with fringe medicine (Clutterbuck, D., 2008). However, in this paper coaching and mentoring is discussed in an organisational context. The Chartered Institute of Personnel and Development (CIPD) factsheet (2011) describes coaching and mentoring as a development technique used to enhance an individuals skills, knowledge or work performance based on the use of one-to-one discussion. Parsloe (1999, p8) defined coaching as, a process that enables learning and development to occur and thus performance to improve. He also added that in order to become a successful coach, one will need a comprehensive understanding of the various process, styles, skills, and techniques appropriate to different coaching situations. On the other hand, mentoring relates primarily to the identification and nurturing of potential for the whole person (Megginson Clutterbuck, 2005). In other words, a mentor acts as an adviser, counsellor, role model, and also, helps the client build a wider network from which to learn and influence. The differences between coaching and mentoring. The table below shows the differences between coaching and mentoring (Clutterbuck, 2008; Praxis Paper 14, 2007; CIMA Technical Briefing, January 2002). Coaching Mentoring Addresses performance in some aspect of an individuals work or life. Often associated with the entire development and career progress of an individuals work or life. More task-oriented, skills-focused, directed and time-bound. More open-ended personal development. Focuses on achieving specific objectives, usually within a preferred time period. Follows an open evolving agenda and deals with a range of issues. Similarities in coaching and mentoring. In some cases, coaching and mentoring share some common features such as: Both coaching and mentoring has to do with asking the right questions in order to generate individual self-awareness which can, in turn, lead to informed decision making, at whatever level of concern. They both offer a medium for analysis, reflection and action that ultimately allows the individual to improve in one more areas of their life or work. Coaching and mentoring are both linked with organizational change initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and goals. Why are coaching and mentoring programs important for organizations? Several organizations use coaching and mentoring programs as a fundamental part of the human resource development approach (Ensher Murphy (2010). Organizations benefit from coaching and mentoring programs as employees increase their sense of loyalty and commitment as a result of effective communication (Ensher Murphy (2010). Coaching and mentoring programs are also used as a tool by organizations to attract new employees, and for the retention of high potential talent. Coaching and mentoring programs offers a preventive option to improve performance before it becomes costly to the organization (Praxis Paper 14, 2007). With todays complex and fast-changing working environment, self-awareness, trust and relationships between managers and employees is vital. Therefore, coaching and mentoring programs offers a two-way relationship with both the individuals and the organizations, providing the opportunity to address such issues in a non-threatening way (Praxis Paper 14, 2007). What types of approaches and models are available for coaching and mentoring? It has been stated that coaching and mentoring can be seen as different styles on a continuum, with different approaches being suitable in different circumstances (Praxis Paper 14, 2007). Coaching Mentoring Figure 1: The Coaching/Mentoring Continuum (Praxis Paper 14, 2007) Main aim: Skills Performance Potential Personal Objectives: Finite/concrete Role/competencies Complex/evolving Style: Directive Non-directive Duration: Shorter Longer The most appropriate approach depends on the main aim of the intervention. These could be: Develop their skills: the coach usually has does a lot of telling and has specific and clear goals on how to develop the coachees skills. In most occasions, they have the expertise in the related field and want to pass it on. Improve their performance: the coach usually pays particular attention to the behaviour of the coachee, allowing the coach to observe any block that could affect the coachees performance. The GROW model can be applied in this situation. The GROW model is a performance coaching model where the coach asks a series of questions relating to the coachees Goal, their Reality, their Options and their Will. Maximise their potential: in this approach, the coach focuses on assisting the coachee to increase and expand their human capacities aiming at producing insight that allows them to see their situation from a different and wider perspective. A tool that can be used in this situation is the OSKAR model (Outcome, Scaling, Know-how and Resources). This model focuses on bringing out the existing skills and capabilities of the coachee to attain their self-defined goals. Proactively become the person they want to be: this approach offers the coachee a chance to stretch and challenge themselves to learn. The coach usually focuses on the coachees whole life (not just work) and does a lot of asking questions and listening. A well suited model for this approach will be the co-active, as it balances is the four corner coaching stones (the client is naturally creative, resourceful and whole; it addresses the clients whole life; the agenda comes from the client; and the relationship is designed alliance) to restore and give fulfilling meaning to the clients life. Stages in developing and implementing effective coaching and mentoring strategies. Burley Pomphrey, 2011cited in Clutterbuck (2003), identifies three main stages for developing and implementing effective coaching and mentoring as: context, process and outcome. These stages will enable the coach decide on the appropriate approach suitable for the intervention. An example of a typical coaching and mentoring process entails (Friday, E. Friday, S.S., 2002): Identifying the various target audiences the programs are to serve; Identifying the criteria for selecting mentees and mentors; Recruiting qualified mentees and mentors; Interviewing and selecting mentees and mentors; Matching and training mentees and mentors; Evaluating the mentee-mentor experience. Putting Coaching and Mentoring into practice: A case study of Coca-Cola Foods To address the first question, this section will briefly describe the company (Coca-Cola Foods) and the coaching and mentoring scheme implemented, it will also identify the barriers and blockages that was encountered during this process. Company overview Coca Cola is the number one manufacturer of soft drinks and also one of the most recognizable brands in the world and in the world. With their headquarters is situated in Atlanta Georgia. Coca-Cola sells nearly 400 different products in more than 200 different countries. 70% of its sales are generated outside of North America. Production is based on the franchise system Coca-Cola coaching and mentoring program (Veale Wachtel, 1996). Human Resource Development is considered as a key to building competitive advantage in Coca-Cola Foods. The company views coaching and mentoring as a tool for directly enhancing performance that is to continuously build employees skills in order to the creation of a high-performing organization. A challenge Coca-Cola was facing was the struggle to maximize and/or optimize their Human Resource Developments contribution to business success. In order to tackle this challenge, the company created a system of mentoring programs tools which included one -on-one mentoring, group mentoring and mentoring self-study. Up with the following approaches: To strengthen the link between business strategy and developmental focus; To involve leadership of the organization in all aspects of development; To use a variety of developmental tools to match personal and organizational needs better. The main aim of the coaching and mentoring program at Coca-Cola is to help the individual (employee) better understand the company and his or her role in it. However, the case study focuses on the coaching and mentoring processes used by the company to develop their employees. To maximize the benefits of coaching and mentoring, Coca-Cola Foods trains managers to establish a communication environment of mutual respect that is problem-focused and change-oriented. Some of the coaching and mentoring models used by Coca-Cola Foods in their training programmes are: The Hersey-Blanchard model with its emphasis on both task and support skills as a requirement of good coaching. This model focuses on using different leadership styles. For example, instead of using just one style, the model encourages successful leaders to change their leadership styles based on the maturity of the people theyre leading and the details of the task. Also, the company uses Front-line Leadership programme which has basic principles defining the tone and style of the conversation, and then other modules focused on the formats for communicating to enhance performance. The Front-line Leadership series clearly advocates mutual goal setting, discussion and problem solving within an atmosphere of trust and collaboration. Some potential barriers and blockages that could occur while implementing the coaching and mentoring program. When a coaching and mentoring programme is initiated in an organisation, it is necessary to understand the potential barriers that may occur for both members of the relationship. Considering these in advance and pointing them out to the potential coach and coachee may help to overcome them at an early stage. The incorrect matching of mentors/coaches and coachee/ protà ©gà ©s; The lack of managerial support; The resentment felt by those not involved in the coaching and mentoring programmes, perhaps due to a perception or favouritism; The creation of false promotional expectations; The overdependence of the mentor or mentee; Gender inequality; Blurring of role boundaries There are a number of factors which will contribute towards a successful relationship between mentor and mentee during the coaching and mentoring processes: Commitment and interest of the individuals involved Sufficient resources and organisational support Taking a holistic, personal approach Embedding the process in the organisational context Skills and experience of coaches and mentors Recognition of cross-cultural issues Ensuring an enabling external environment. Managerial strategies that could be used to overcome blockages. There are different ways a mentee can be supported, checked, encouraged and given constructive feedback. With each strategy, it is important to be aware of its purpose, appropriateness, the likely impact and its value to the mentee. Strategies can include: Giving advice offering the mentee your opinion on the best course of action. Giving information giving information on a specific situation (e.g. contact for resource). Taking action in support doing something on the mentees behalf. Observing and giving feedback work shadowing and observation by either or both parties. Observation coupled with constructive feedback is a powerful learning tool. Reviewing reflection on experience can develop understanding allowing one to consider future needs, explore options and strategies. The selection of strategies can be guided by a number of factors, such as: Values and principles underpinning the mentoring scheme in this case, encouraging self sufficiency and empowerment. Shared understanding between mentee and mentor of the purpose behind the mentoring relationship. Quality and level of the professional relationship. Level of experience and need of the mentee. Level of mentors own awareness and comfort with the mentoring process Managers will require the following skills for them to be good coaches and mentors: The role of stakeholders in coaching and mentoring It is crucial for managers to see the value and understand the importance of developing individuals, teams and the overall organisation. The primary relationship in any coaching or mentoring scheme is between the coach/mentor and the individual, but this may not be the only important relationship. Other key stakeholders such as the people representing the organisations interests, in most cases an HR and/or learning and development practitioner, and the individuals manager. All of these parties are interested in improving the individuals performance and therefore their contribution to the organisation. In the case Coca-Cola Foods, a ten-part coaching and mentoring scheme was initiated. Most facilitated mentoring programmes have a formal process which defines each step and audits the ongoing success of the programme. Although these processes will differ somewhat in how they address the needs of the stakeholders, most programmes generally follow procedures similar to those below: Mentees identified: in this step, Coca- Cola Foods identifies the group of people who are eligible for the mentoring programme. This can be done in a variety of ways looking at certain job levels, departments, employee characteristics, etc. Once the target group is defined, specific mentees can be identified by having them volunteer, be nominated by a boss or other sponsor. Identify developmental needs: the developmental needs are determined and an individual development plan is prepared in this stage. This can be done by having the mentees disclose what they think are their developmental needs, having bosses determine these needs, and/or having skill deficiencies revealed through assessment. Identify potential mentors: this step produces a pool of individuals who can serve as mentors. They may volunteer for the role, may be chosen by a mentee, or may be recruited by senior managers. Prior to selection, a mentors general ability and willingness to handle the role should be assessed. Mentor/mentees matching: a mentor is selected for a specific mentee after considering the skills and knowledge needed by the mentee and the ability of the mentor to provide practice or guidance in those areas. Compatibility of styles and personalities can be critical. Mentor and mentee orientation: before the start of the mentoring relationship, an orientation is held for both the mentors and mentees. For mentors this orientation covers time commitments, types of activities, time and budget support, the relationship with the natural boss, reporting requirements and the mentees responsibility for the development. Contracting: a clear agreement is an essential foundation for a good mentoring relationship. It includes a development plan, confidentiality requirement, the duration of the relationship, frequency of the meetings, time to be invested in mentoring activities by each party, and the role of the mentor. Periodic meetings: most mentors and mentees meet for performance planning, coaching, and feedback sessions. The frequency can be determined by the nature of the relationship and by geographical proximity. At these meetings, both parties are candid about progress of the process. Periodic reports: it will be easier to evaluate the success of the mentoring programme if periodic status reports are by both the mentor and mentee. Depending on the level of formality in the programme, this step may or may not occur. Conclusion: a mentoring relationship concludes when the items delineated in the initial agreement have been accomplished or when time/business/budget constraints will prevent the relationships from continuing. It may also be concluded when one of the pair believes it is no longer productive for them to work together. Evaluation and follow-up: after the relationship concludes, both the mentor and mentee are questioned, via interviews or other assessment instruments, about the value of the process, timing, logistics, time constraints and any other valid concerns that could affect the mentoring process. Communication is a plays a major role in building a coach/coachee relationship. Both parties can benefit from analysing a number of key skills (active listening and questioning). The skill of Active Listening Active listening is the ability to listen and internalise what is being said, essentially listening and understanding. You can use your whole self to convey the message of an active listener involved in the discussion, showing interest, gaining trust and respect. This can be achieved by using verbal and non-verbal communication. Using the art of questioning Questioning, if used effectively, is a very useful and powerful tool. It allows the mentee-mentor relationship to develop, assisting the mentee in exploring and understanding their experiences with the hope of formulating avenues and actions for the future. Conclusion The implementation of coaching and mentoring programmes at Coca-Cola was successful, as these programs helped strengthen the company and also fostered professional growth and development for the employees. Because there is a great deal of evidence regarding the important contributions which mentors make to career success, and because Coca-Cola has tied both mentor and coaching programmes to business goals, it would seem that Coca-Cola Foods approach is in line with both the scientific evidence and with recent proponents of achieving competitive advantage through people.

Flattery Holds The Key :: essays research papers

It's a Saturday night and you want to go out for the evening. To do this you need the car, what do you do? Flattery is the way to go: " Mom, did you lose weight? You look amazing! Is that a new hair color? New outfit? " Your mom is so flattered that when you ask for the car she doesn't need to think twice before she hands you the keys. From that point on, you know that whenever you want something all you have to do is put on the charm, flash that big smile and tell a few white lies. After this your wish is their command. Why is this? Well, as you can see flattery will get you everywhere. Even Shakespeare knew the powers of flattery. He portrays in flattery in the play King Lear by the characters Regan and Goneril. It is clear that flattery makes every goal attainable whether it be wealth, power and even the most sacred emotion love. It is unimaginable that a father would divide his wealth among his children according to their skills in flattery. All parents are supposed to love their children at an equal level, no matter how much their child flatters them. Which parent would think to ask their children to outdo each other in a battle of words to win their money and material goods. This is the case in Shakespeare's King Lear. Even in the first scene Lear is asking his daughters which one of them loves him more. " Which of you shall we say doth love us most? That we our largest bounty may extend" (I,i, 52-53). With this demand of knowing who loves him more, Lear offers a reward, all his land. This reward is key to the show of emotion each daughter displays to please her father. His two older daughters jump at the opportunity to compliment and flatter their father, but their words are empty promises and lies. These two daughter are only kind to Lear when he has money: The wise fool tells Lear that only wh en there is a reward will he be treated kindly by his children. "Fathers that wear rags/ Do make their children blind;/ But fathers that bear bags/ Shall see their children kind" (II,iv,48-51). Regan and Goneril feed their father pretty words on a silver platter and Lear swallows every lie.

Rules and Exceptions Essay -- Philosophy Philosophical Papers

Rules and Exceptions One of the factors which have led many philosophers to adopt a more or less sceptical attitude in moral philosophy has been the recognition that most rules have exceptions. This has commonly been regarded as a threat to the entire moral enterprise. How can a philosopher even attempt to find an account of the moral relations that obtain among things which will weave them into the unity of a stable system if every principle, every rule, every judgment has to be qualified by who knows how many exceptions? Plato was acutely aware of how devastating the admission of an exception might be. In the Republic Socrates completely invalidates Cephalus' thesis that justice is simply a matter of returning to others what is due to them by pointing out that if a friend deposited a weapon with us for safekeeping and then asked for it when he was not in his right mind, there would be justice in not returning it to him. Ordinarily we should return what does not belong to us, but this case would seem to be a legitimate exception. Socrates mentions another. It would be right in such circumstances he says to lie to a person who was out of his mind. On the other hand Plato also realised that by no means all alleged exceptions are justified. In the Euthyphro Socrates upon being informed that Euthyphro intends to prosecute his own father for murder suggests that perhaps it would be right to prosecute his father if he killed a relative but not if he murdered a stranger. Euthyphro rebukes Socrates for sugges ting such an exception. Socrates offers no defence except to express amazement at the certainty with which Euthyphro claims to know what is right. There are several ways to resolve the problem of uncertainty which the ex... ...speak both universally and correctly. That is to say rules inevitably fail to take account of all the relevant peculiarities of some cases and situations but in saying that rules are deficient by virtue of their universality. On the contrary many are perfectly good rules. It's just that rules are rules. Aristotle does not mean to suggest that all rules are bad or useless. Therefore unless we are to become rule worshippers and so fail to do the right thing in individual cases just to preserve the integrity and universal application of rules we must appeal in certain cases to another method in order to decide those cases. Fortunately there is such a method: the appeal to intuition. References Immanuel Kant Fundamental Principles and The Metaphysical Principles Of Virtue Kurt Baier Ethics and Society (1966) Kurt Baier The Moral Point Of View (1965)

Which Film Director Deserves to be voted into your personal `Movie making Hall of Fame?`

If George Lucas can be considered the father of the science-fiction blockbuster movie, Ridely Scott, a brilliant film-maker in his own right, who professes to have been deeply influenced by Lucas, might be rightly considered the father of the modern space-gothic movie. This distinction comprises only a slice of Scott's overall career, but it is a significant slice.While Lucas defined what many consider to be the epitome of America's romantic imagination and optimism, Scott at least partially defines American romanticism and optimism tempered by an existential awareness, and by an unflinching confrontation with the â€Å"real world† which exists in tandem and in conflict with the dreams-capes as represented in Scott's films. This tension is present in the four films which concern our present discussion and finds application in both genre and non-genre concepts.In this way, Scott's real world/fantasy world conflict bridges a gap between science fiction films, Alien and Bladerunn er, and â€Å"mainstream† films Thelma & Louise and Black Hawk Down. Scott's contribution to American film-making can be summarized by five central qualities which are evident throughout his film-making career and are evidenced in the four films relevant to the present discussion. These qualities are: anti-commerciality, social relevancy, strong (and violent) female characters, a blending of realism and surrealism, and an existentially driven romanticism which stresses the human capacity to overcome adversity and tragedy.Scott is often an overlooked â€Å"answer† to the grandiose films of his era. That he was inspired by Star Wars to make films of a dramatic and spectacular quality, but that he does so more with story and conflict and theme than with special effects is a testament to his boldness but it is also a centerpiece of his overall aesthetic which unites realism with ideal imagery, surrealism, and dream-scape imagery.By examining each of the points ore closely in relation to the four films, it becomes much easier to appreciate the full thematic and aesthetic accomplishments of Scott's masterpiece, Bladerunner, which can be considered a â€Å"signature† work which embodies Scott's art at its highest expression. Despite Bladerunner's poor box-office performance, Scott's anti-commercial tendencies are likely to be disputed or outrightly dismissed by many; however, a film like Thelma & Louise has little in the way of a genuine predecessor, least of all one with a track-record of enormous commercial success.Similarly, Black Hawk Down is the story of a failed American military mission in Somalia and bucks the strong Hollywood tradition of showing an heroic vision of war. Alien was released at a time when Star Wars had redefined the science-fiction genre in film, exerting a massive influence toward science-fantasy and spectacle on the screen. Scott's film is a meditative, spooky, mostly silent voyage in space. The tag-line for the film wa s â€Å"In space no-one can hear you scream.† Scott's masterwork Bladerunner was a box-office and critical flop upon its release and stood as a radical reworking of an obscure science-fiction novel titled â€Å"Do Androids Dream of Electric Sheep? † The anti-commercial aspects of Scott's work extend beyond box-office revenue to cultural commentary and social critique. Of the four films under discussion, Scott's social relevancy is most evident in his non-genre films, Thelma & Louise and Black Hawk Down.In the latter film, Scott examines the true-life story of â€Å"the loss of a â€Å"mere eighteen soldiers†; his film is â€Å"designed to get us beyond[†¦ ] academic abstractification, to give us moral proximity to suffering, to the physicality of violence† and his searching directorial eye finds excellent use for realism in this film. Scott's movie takes the viewer into the â€Å"events, exploring the interactions between humans and technology in t he battlefield,† and this intimate view brings Scott's recurrent theme of strength beyond tragedy into hard-edged almost documentary-style focus, (Lacy, 27).While Black Hawk Down examines the impact of violence on social harmony and on the individual lives of male combatants, Thelma & Louise, no less violent nor less socially relevant than Black Hawk Down, envisions the modes of violent conflict in society from the perspective of strong female characters. Although criticized in many quarters for fashioning a tale which is not true to womens' experience, Thelma & Louise is intentionally non-realistic and represents a mode of near-fantasy, where reality and heroic myth merge.Scott's own comments on modern film-making reveal some of the logic behind his wide-ranging techniques and approaches, blending acute realistic detail with mythic fantasy: â€Å"I think movie making has just become more expert in the face of these subjects, with different camera angles and different techniq ues: they demand a more detailed way of looking at things,† (Lacy, 27). Where the violence of Black Hawk Down was received by critics and audiences as an unflinchingly realistic appraisal of the consequences (and futility) of certain kinds of military interventions , the violence in Scott's earlier film Thelma & Louise was viewed negativelyas fantasy wish-indulgence. Critics failed to recognize the film's underlying motifs; instead, â€Å"Thelma and Louise which was judged, and found wanting, as an account of women’s lives. The standards of truth against which popular films have been judged, standards which rarely admit the complexity of terms like fantasy, can also operate to silence the other stories to which they attempt to give a voice,† and this ability to fuse fantasy with realistic detail is Scott's great genuis as a filmmaker, (Tasker, 8).This fusion is evident at its most profound expression in Scott's most accomplished film Bladerunner. As in Thelma &Lo uise, Scott brings elements of the action-film to Bladerunner but like Thelma & Louise the action paradigm is given a twist by the pairing of a male-female â€Å"buddy† team in Deckert and Rachel. Similarly, there is a question as to whether Deckert is himself a replicant. To this extent, Scott's â€Å"action cinema depends on a complex articulation of both belonging and exclusion, an articulation which is bound up in the body of the hero and the masculine identity that it embodies.These dramas of belonging and exclusion mobilise discourses of national, racial and gendered identity through intimate fictional groupings such as the platoon, the police squad or the buddy relationship,† and in the case of Bladerunner and Thelma & Lousie, the â€Å"intimate† fictional groupings indicate a social awareness of those whom society may have tried to forget or overlook. (Tasker, 8). Scott's ability to weave a dream-scape of images through his â€Å"realistic† aesthe tic is brought to it greatest height in Bladerunner.This space-gothic masterpiece shows that Scott is basically what might be termed as an existentialist romantic as a film-maker, an unusual combination and one which fuels his films with unparalleled tension between wished-for fantasy and seemingly unchangeable reality. In each of the four films discussed, the line between fantasy and reality is crossed usually indicated by a tragedy or crises, so that Scott's ultimate vision includes characters heroically attempting to snatch their dreams from a dystopian or near-dystopian world, where tragedy becomes a catharsis to the attainment or partial attainment of individual happiness.

Palmal Group of Industries

Palmal’s Background: Established in the year 1984, Palmal group of industries ensure its quality, standards and is engaged in manufacturing of all kinds of knitted garments. Engr. Nurul Haque Sikder is the founder of company. Now he is present chairman of group. Managing director Mr. Nafis Sikder, son of Engr. Nurul Haque Sikder took the leadership in the year 2001. He is guiding the group with his wide experience and skill. Business Intervention: †¢ Palmal is mainly RMG focused group of industries. Expanding in the areas of knit composite and other backward linkage industries. Palmal’s Vision: Palmal stands behind its garments products with quality assurance. Palmal believes that quality is never an accident. It is always the result of high intention, sincere effort, intelligent direction and skilful execution. To provide customers with the most comprehensive sourcing, production, design & product development service, guaranteeing quality, competitive pricing & qu ick turnaround times with an excellent professional personalized service. Palmal’s Mission: Palmal’s mission is to be the market leader, in providing clothing from Bangladesh to its customers around the globe. To be a market leader it is committed to develop high quality, sophisticated and deviation-free products in its capacity and make on time delivery to its customers. Objectives of palmal: Palmal has name objective for the development of the society. The objectives of palmal are giving below: 1. To increase the economic development of the country. 2. To create employment opportunity. 3. To play positive in the process of industrial development of Bangladesh. 4. Palmal Assures quality and customer services. Palmal’s Commitment- †¢ Regular production updates to the Importer. †¢ Facilitate & Co-ordinate the Buyer’s visits to Bangladesh. †¢ Handle orders of any volume, style & color. †¢ Short lead times & in time delivery. †¢ Best quality and first service. †¢ Handle orders of any volume, style & color †¢ Excellent customer service. †¢ Best service from others. †¢ A headache & hassle free one stop solution to Importers †¢ 100% clients satisfaction Corporate Offices of Palmal Groups : | |Due to space constraint, Palmal had to arrange its corporate office in 4 different buildings located in Gulshan-1 area. | |Offices identity |Location | |Corporate Head Office (MD and C. O. O’s Secretariat) |House # 16, | | |Road # 30, Gulshan-1 | |Admin. Compliance Dept. |House # SWB/20, Road # 08, Gulshan-1 | |Comme rcial, Transport, Maintenance, Wal-Mart Sample and |House # 2B, | |Banking |Road # 29, Gulshan-1 | |Mainstream HRM, Factory HR, Sweater Division, Local |Crystal : Point, H # 2, R # 21, Gulshan-1 | |Procurement, Accounts, T&OD Dept. Merchandizing(Partly) | | Board of Directors |Name |Position | |Engr. Nurul Haque Sikder |Chairman | |Mr. Nafis Sikder |Managing Director & CEO | |Mrs. Meherunnesa Haque |Director | |Mrs. Sylvana Sikder |Director | |Mrs. Tajrina Sikder. |Director | |Mr. A. K. M Sazzadul Karim |Director & C. O. O | |Key persons | |Name |Designation | |Mr. Nafis Sikder |Honorable Managing Director | |Mr. A. K. M Sazzadul Karim |Honorable Director & C. O. O | |Mr. Amzad Hossain |Chief advisor to MD | |Mr. Ashith Laxmidas Dayalal |Director (Marketing), Garments Div, | |Mr. Aseem Sood. |Vice president, (Marketing –GAP Div | |Mr. Tahmid Zaman Khan |Director (Marketing), Sweater and AWL | |Mr. Aseem Sood. |Vice president, (Marketing-GAP Div) | |Major Sofiul Azam Chowdhury (Retd) |Director, (Admin. & Compliance) | |Mr. A. A. M. Munir |Director(P. P & Q. A Coord) | |Key Persons | |Name Designation | |Mr. Emdad Hossain |Director (Production) & In-charge, ACML | |Mr. Shakil Rahman |Director (Marketing) | |Mr. Ruhul Amin Siddiqui |General Manager (Commercial) | |Mr. S. A. Nakib |General Manager, HRM | |Mr. Shair Nasser Azad |General Manager (Administration) | |Mr. Kazi A. Muhit |General Manager (Accounts) | |Shelkh Obaidur Rahman |GM-Quality, CSI | |S. M. Sanowar Hossain. |GM-PP & Cord, W*M | |Md. Hossain Ahmed |GM-Quality | Sister Concerns | |Type of Business |No of Concerns | |Garments Factories |20 | |Sweater Factories |02 | |Knit Composite Mills |02 | |Washing Plant |02 | |Embroidery |01 | |Central Store |05 | |Sample Section |05 | |Cutleries Industry |01 | |Total |38 | Corporate strategy of Palmal: To develop a comprehensive strategy for palmal, it integrates the finance, marketing, human resource, accounting, quality, and operations functions. According to the corporate strategy, it carries out all the organization’s functions. Under the corporate strategy, it determines for which customers or clients it will produce product, which new product it will produce in future, which new strategy it will take for international market to survive. Operations strategy: To do its daily activities palmal takes operations strategy. These strategy help palmal to achieve the company’s corporate strategy. By using these strategies, it takes decisions about when the products produce, where it produces the products, how many workers it needs, what are the training requirements of the worker, what is the target level of quality for the products, how should suppliers be selected, what is expected from the suppliers, what types of technology it should be used to develop its product etc? Palmal’s product: This company produces knit garments product especially. The main products of palmal are: Man’s T-shirt | | Sport wear | | Long sleeves polo shirt | | Man’s sweater | | Women’s sweater | | Man ’s jacket | | Women’s jacket | | Corporate uniform | | Baby long sleeve T-shirt | | Baby suit | Technology used in Plamal: Palmal group uses version types of technology to run their daily activities such as – 1. Telephone 2. Fax 3. Entrance control system: This is the system that controls employee entrance and leave employee uses their entry card to enter office. A central computer record employee they use the card and computer saves their leaving time. 4. E-mail: Palmal widely use e-mail. To communicate with its customers and suppliers. They order raw material through e-mail. They also receive order by mail. The employees of Palmal use e-mail to communicate among themselves. This type of communication helps interdepartmental communication. Palmal is not using ERP because management thinks that ERP will disclose confidential data to employers. However, at present its management team have award about the importance of ERP. They are planning to implement ERP in their organization very soon, as they are facing many types of problem not for using ERP. Manufacturing strategy: To produce products palmal applies Make-to-order strategy. After taking the order from the buyers then it produces the product. Therefore, inventory is kept at a minimum level. Strategic vision Manufacturing process: Palmal follows assembly process to produce the product. It collects different finished goods from its suppliers. After collecting various finished goods then it produces a whole product. To produce a shirt as a whole product it collects buttons, nylon fabrics, and such kinds of different finished goods. Different Stitch Number and their applications: Stitch Class |Application | |100 Stitch Class |Basting Button sewing BTN whole spot taking | |Chain Stitch |hamming, belt loops filling | |Blind Stitch | | |200 Stitch Class | | |Back Stitch |To attach laise and elastic | |Catch Stitch | | |Running Stitch | | |300 Stitch Clas s |To lock parts of bodies bottom rolling | |Lock Stitch | | |400 Stitch Class |To attach main seam permanent edges | |Chain Stitch | | |500 Stitch Class | | |Over lock C/S |Surging blind hemming | | |Seaming Surging | | |Break open Surging | Stitching process: All the above stitch used to make any garments. But what stitch will follow in which process will be notified by the buyer. By following that instruction, Palmal can only stitch the garments. Stitch also depends on the process of stitching. For heavy fabric or critical process, the stitch will be different and for the thin fabric and easy style, stitch will not be same. Quality Assurance: Palmal group is highly committed to produce and supply highly quality product to its customers. To produce high quality garments products they collect high quantity raw material from their suppliers. Palmal groups have quality assurance department that is responsible to control and check the quality of raw products from their suppliers. As customers of Palmal group requires high quality products, they emphasis on high quality product. Their production control department ensures production is exactly as approved quality standards. Three or more inspections are carried out during the production process. Initial inspection, checks on fabric, wlor thread and first run of production. Second inspection and final inspection check on products and ensure whole production is up to quality standard. Palmal group believe quality products are the key to repeat business. Turnover of Palmal In 2007: Approximately US$ 100 Millions equivalent to Tk. >700 Cores from Export. In 2008: Approximately US$ 110 Millions from Export. In 2009: Projected Turnover is US$120 Millions from Export [pic] Embroidery CAPACITY: ? 6 threads with different color at the same time. ? 20 lines in each machine ? 650 Stitches per minute. ? Same machine cannot be used for diff. jobs at the same time Why Palmal is the order winner? Palmal’s Knowledge and commitment has made it a multi product company with clients all over the world. It works hard to address the expectations of its customer in an innovative way. It tries to maintain long listing relation with its clients and ensures serving best to them based on following parameters: †¢Ã‚  High Product facility   Sourcing of products from reliable manufacturers at competitive prices   Ã¢â‚¬ ¢Ã‚  Good quality & on time delivery †¢Ã‚  Believes in cost effective productivity †¢Ã‚  Enjoys a reputation for â€Å"clean business practices† †¢Ã‚  Strong network of manufacturers and vendors †¢Ã‚   Regular Supervision of products right from the production to the shipment stage . Ordering system of Palmal: At this time, Palmal does not offer on-line ordering. Before ordering the product clients should communicate with the company through fax, telephone, letter or e-mail. Clients should print out the order form, fill it out completely and send with a check, money order, or credit card information to the address at the offices. They should also send the sample of the product to the company. If everything is favorable for the company then Palmal take the offer from the clients. PALMAL’S CLIENT LIST: It is palmal’s ambition to has a lateral thought process which will help in designing unique and innovative range of apparels. All its endeavors are well appreciated by its clients, which has motivated it to go beyond the expectations of its clients. As an accomplished house, it has clients across the globe. The customer satisfaction it is acquired has led to a strong credibility for UK & Europe in market. It is established its export market in Germany, Italy, France, Bangkok, Mexico, UK, Europe. List of major clients or buyers: | Gap Inc. | WaL*Mart USA | | WaL*Mart Canada | | Charming Shoppes | | New Wave | | GEORGE | | Primark | | Zara | | Nygard | | K. Mart | | SEARS | | TESCO | | TARGET-Stores | | Li & Fung | Suppliers of Palmal: Supplier’s selection criteria of Palmal: To select suppliers Palmal follows some rules. Such as- †¢ Quality-to purchase raw materials from suppliers at first it thinks the quality of the product. Because the future of garments factories heavily depends on quality. †¢ Cost- it thinks about the cost of the raw materials which it will purchase †¢ Delivery-on time delivery is a major to select a supplier †¢ Financial soundness-before purchasing it considers the financial soundness of the suppliers. Kinds of raw materials: Inventory control system of Palmal: Palmal controls inventory to meet its future customers demand. It controls the inventory based on quantity. This system is designed to ensure that an item will be available on an ongoing basis throughout the year. Types of inventory Palmal maintain: Palmal stock some important goods for its future safety. Like- |Nylon fabrics | |Cotton fabrics | |Different kinds of buttons | |Plain Machine | |Button Attach machine | |Chain stitch machine | Palmal’s layout: The factories under the palmal group of industries are designed in such a way so that they can do their work properly. In factories similar machines are grouped together to do work. For example, to sew all sewing machines are grouped together in one area. Cutting sections are separated from other sections to do its cutting work. Inspection sectors are detached from others for checking fabrics. Select a location for a new factory of Palmal: To establish a new factory Palmal basically thinks about- †¢ Trade Zone †¢ Transportation facility †¢ Labor cost †¢ Export – Import facility †¢ Power supplies †¢ Rent †¢ Political environment †¢ Near to the competitor SWOT analysis of Palmal: Palmal group of industries has achieved great success over a short time of period. However, the global market environment for textile and clothing industries is in transitional stage and will change at the end of the phasing out quota. This change in global trade will create new challenges for the company. Therefore, high productivity, free access in backward supply line, shorter lead-time determines the company’s competitiveness. The following analysis of strength, weakness, opportunities and threats (SWOT) concisely sum up the conclusion of the competitiveness of palmal group of industries. Strength- †¢ Low labor cost. †¢ Energy at low price. Easily accessible infrastructure like sea road, railroad, river and air communication. †¢ Excellent Tele-communications network of E-mail, Internet, Fax, ISD, NWD & Cellular services. †¢ Scope for career development. †¢ Country leading Pay Master in RMG Sector. †¢ People developer. †¢ Having fully COMP LINT Factories. †¢ Consider people as â€Å"Resources†. †¢ Avoid discriminations to the best possible extent. †¢ Exercising fair practices in Employment. †¢ Value good workers and avoid troublemakers. †¢ Assure workplace safety. †¢ Factory is located in industrial area where company can enjoy uninterrupted power supply. Labor union is not all owed in the KDS groups since all labor related matters are dealt by KDS industrial area. Factory is able to ratify of their customer in the specific market according to their demand. Weakness – †¢ Lack of marketing tactics. †¢ A small number of manufacturing methods. †¢ Time-consuming custom clearance. †¢ Subject to natural calamities. †¢ Most of the raw materials from abroad, this is cause of high price, which are affected the production cost. Opportunity- Cheap and abundant labor force. Availability of foreign buyer in Steel Products. Palmal has a chance to create his own market by showing the quality of the products and working condition of the factory. To establish a new factory without long term agreement which is also based on the another buyer or customer by showing the new technology which is now at present Threat- Political situation of under developed country like Bangladesh is a major threat for Palmal. Technology is developing day by day. Therefore, technology is also changing rapidly. There is hardly any local source of raw materials Palmal, since backward linkage industries have not been developed in our country. Therefore, it is a threat for Palmal. Awards: For consistence and good product and service provided to their customers, â€Å"Palmal Groups† won several national and international awards. â€Å"National Award†: For their contribution to the national economy and for successful operational activities â€Å"Palmal Groups† achieved President best Performance Award in two consecutive years. International Award: Palmal is always committed to provide their customers with high quality product and service. In return, of their quality maintenances they have got several awards from international buyers. The awards are— Best supplier award from â€Å"Wal-Mart† in 2004, 2006 and 2007 Recommendations & Conclusion: . The company does not apply Operation Research models as well as tools. Initiative steps should be taken to apply Operation Research models as well as tools as early as possible to establish efficiency, productivity, competitive advantages etc. in the company. Palmal should use modern technology and software to develop its productivity and to increase its profit. However, Palmal has strong managerial support for which over a period of last seven years the company’s business growth is more than 300%. ———————– Customer Palmal Society Market Corporate Strategy Marketing functions Financial functions Operation functions Accounting functions Human resource functions Purchasing functions Quality assurance functions Product development functions Customer needs New products Current products Competitive dimensions Best Quality Customization Low price Timely delivery Company’s capabilities: Produce the required products New product development Sales the required products

Essay on “The Red Scarf Girl” by Ji Li Jiang

â€Å"The Red Scarf Girl† â€Å"Many friends have asked me why, after all I went through, I did not hate Chairman Mao and the Cultural Revolution in those years. The answer is simple: we were all brainwashed. †p. 276 The book â€Å"The Red Scarf Girl† is a memoir written by author Ji Li Jiang recounting what it was like to grow up during the Great Proletarian Cultural Revolution, taking place in China from 1965 to 1968.During this time, a political leader named Mao Zedong convinced the people of China that the â€Å"four olds†, or the old ways of China, were wrong and that the only way for their country to move forward was to completely revamp their beliefs and ways of life; basically creating a whole new culture for the Chinese. By ways of torture as well as basically brainwashing the people into thinking whatever he said was true, Chairman Mao single handedly shaped China’s culture by removing all anti-communist beliefs.During the first part of th is book, little things that Ji Li Jiang witnesses and says hints that Chairman Mao was forcing change onto the people of China. For example, in chapter 2, Ji Li helps destroy a sign for the Great Prosperity Market, saying that names like this are four olds. Many other words and phrases such as â€Å"fortune† and â€Å"innocent† were also considered four olds, and were not to be used. But this was just the first step of Chairman Mao’s plan.He also convinced his workers, called â€Å"the red guards†, to publicly humiliate people for various anti-Communist acts. These public humiliations got more and more violent as time went on; in the beginning of the Cultural Revolution, people were mainly humiliated for their clothing. On page 30, a man’s clothing is cut apart while he is standing in the middle of a street because the tight pants and pointed shoes he wore were considered four olds; â€Å"†¦tight pants and pointed shoes are what the Western b ourgeoisie admire.For us proletarians, they are neither good looking nor comfortable† said the Red Guard preforming this act. But as the story progresses, people are forced to wear dunce caps and signs with horrible messages written about them around their neck. They were then paraded around while people yelled horribly mean things at them, sometimes even throwing things. Many people were treated this way because of their, or someone in their family’s occupation; if you or anyone in your family was a landlord, you would definitely be treated this way.Landlords were believed to be â€Å"black welps†, meaning that they were evil people, because they would take land from the poor if they did not pay their taxes, and also often were wealthy enough to afford housekeepers. Many teachers were also treated harshly if the Red Guards had any reason to believe that they were teaching their students anti-communist ideas. The people of China did not think twice about this beh avior, however, because Chairman Mao had convinced them that people like this should be treated harshly. To us Chairman Mao was god. He controlled everything we read, everything we heard, and everything we learned in school. We believed everything he said. Naturally, we knew only good things about Chairman Mao and The Cultural Revolution. Anything bad had to be the fault of others. Mao was blameless. † (p. 276) Certain people were treated even more severely. Struggle meetings (gatherings within the workplace where people were publicly humiliated) were very common and often used physical violence to correct people.During one struggle meeting, a woman is beaten and forced to climb the chimney of a factory as a punishment, for she was believed to be a teacher pushing anti-communist beliefs on her students. Ji Li Jiang’s father is forced to partake in these daily because he was believed to be conspiring against the communist party. Even if The Red Guards did not have substa ntial evidence to torture these people, they had full permission to anyway under the power of Chairman Mao. â€Å"When I started to write this book, I asked An Yi’s mother if she had hated Mao when she was forced to climb the factory chimney. I didn’t hate him’ she told me. ‘I believed that the Cultural Revolution was necessary to prevent revisionism and capitalism from taking over China. I knew that I was wronged, but mistakes happen under any system. If the country was better for the movement that persecuted me, I was still in favor of it. It was only after Mao’s death that I knew I was deceived. † For Ji Li Jiang, it was not until her father was tortured that she realized that the Cultural Revolution may not have been great as it sounded. Before then, Ji Li Jiang actively participated in these events.So did all of her siblings and classmates. They all believed whole heartedly that Chairman Mao was doing this for the good of the people. Bef ore the Cultural Revolution, people had big ceremonies for their ancestors, and for the Chinese New Year. They believed in many superstitions, such as not sweeping the floor on New Year’s Day as to not sweep out the god of wealth, and eating spring rolls to â€Å"roll in the money†. People were not ridiculed because they were wealthy; wealth was admired and people strived for it. People collected stamps and other valuable things and cherished them with all their hearts.They kept photographs of themselves and their family members. They wore fancy clothes on special occasions, and the elderly kept elaborately decorated trunks containing all their families heirlooms and passed them down from generation to generation. People were allowed to hire housekeepers to help them around the house and with taking care of their children. But during the Cultural Revolution, none of these things were allowed. They were all considered four olds, and people’s houses were searched and pillaged to make sure that none of these things were going on.Years after the Cultural Revolution, Chairman Mao was proven guilty of unleashing this chaos onto the people of China purely to protect his own political position. â€Å"It was only after Mao’s death in 1976 that people woke up. We finally learned that the whole Cultural Revolution had been part of a power struggle at the highest levels of the Party. Our leader had taken advantage of our trust and loyalty to manipulate the whole country. This is the most frightening lesson of the Cultural Revolution: without a sound legal system, a small group or even a single person can take control of an entire country. This is as true now as it was then. †

Sexual harassment in working place Research Paper

Sexual harassment in working place - Research Paper Example Behavior of a perpetrator is still unwelcome even if it is intended in good spirit. Regardless of the behavior of the perpetrator, it is the feeling of the victim about the behavior that becomes relevant. The victim does not have to express her/his displeasure to the perpetrator. It is sufficient if the victim does not reciprocate by returning the behavior, not laughing at the jokes or show resentment, turn away or begin avoiding the offender. It is the body language of the victim that matters. Even if there is no expression, behavior is unwelcome to satisfy the test. Thus, the 'A' element is entirely subjective on the part of the complainant. Though the complainant may appear to be very sensitive, one should not substitute one’s judgment for the victim’s judgment. It should be only examined whether the victim genuinely felt the perpetrator’s behavior as unwelcome. The complainant might have encountered similar behavior from others but singled out a particular pe rson s behavior as unacceptable or unwelcome. In legal sense, it is certainly perfect to disapprove of certain conduct of certain people. A woman ‘s complaint can be valid if she finds a new colleague’s dirty joke offensive though she might have told the same joke to another colleague she knows for a long time. In quid pro quo complaints, the complainant might have made the behavior welcome and later claim that such relationship was not resisted in order not to lose her/his job. Employers must take care to keep a confidential note of the time and date and admissions of the two opposite sexes’ relationship with each other so that it can be handy if either party turns hostile later. The management is liable for its supervisor’s sexual harassment of a subordinate even if the management has condoned the supervisor’s sexual harassment and has a written policy to that effect. In California, an employer can avoid liability if the complainant could have avo ided such situations without undue risk, expense or humiliation. Under federal law, employers may claim affirmative defense in case of supervisors engaging in sexual harassment without favoring the victim. It is an absolute defense available to employers under federal law but there should be available the elements of avoidable consequence doctrine. They are 1) the employer has already taken steps to prevent and correct sexual harassment at workplace. 2) the employee without reason failed to make use of the preventive and corrective measures. 3) The measures would have prevented the harm had the complainant made reasonable use of them (Whittenbury). USA Title VII of the Civil Rights Act 1964 prohibits sexual discrimination that includes sexual harassment among other forms of discrimination based on race, color, religion, sex, pregnancy and national origin at workplace or work-related matters. All private establishments, state and local governments and educational institutions employi ng fifteen or more individuals for twenty or more weeks per year come under the purview of this Act. The others include private and public employment agencies, labor organizations, joint labor-management committees, U.S. companies outside the U.S. employing U.S. citizens (Bell). Civil Rights Act of 1964 is a federal law. In California, there is a state level act namely Fair Employment and Housing Act that primarily prohibits sexual harassmen