Benefits of Internet Opportunities for SMEs in Mauritius

Benefits of Internet Opportunities for SMEs in Mauritius Acknowledgement Many individuals have played an important role in our upbringing and education To our parents, who deserve special recognition. We would also like to extend a special acknowledgement to our lecturer, Mr. D Seethiah for giving us the opportunity to reflect and work on such a project. Thanks to our group who have been working very hard for accomplishment of this assignment. Finally, we extend our appreciation to the Almighty for granting us good health and prosperity. Executive summary SMEs are called upon to play a competitive role in the economy of Mauritius. Adoption of ICT by SMEs can a have positive impact on the national economy. The reasons are: (a) Internet based infrastructures are relatively cheap; (b) they provide an ever converging and rich environment for effective business networking; and (c) they provide SMEs access to a larger market. This assignment examines the extent internet provides opportunities for business expansion of SMEs in Mauritius. It also identifies the enablers and barriers to the use of internet by SMEs. A questionnaire was used to collect data among some SMEs. They were classified as follows: IT Novice, IT Savvy and e-Commerce Specialist. The findings are reported, based on the analysis of the data collected. Several key findings emerge from the research in this assignment: IT Savvy and e-Commerce Specialist use computers, they have internet connection that they exclusively use for email and they have a website too. The degree of diffusion of the internet is high among IT Savvy and e-Commerce Specialist. For SMEs to take advantage of the opportunities provided by the internet for business expansion, they will have to acquire knowledge and skills in using the internet and be made aware of the facilities being offered by the NCB and the existing laws in the field of e-commerce. They will also have to bank on the vulgarization of the use of internet amongst customers or at least, for the time being, design/customize products that could help target a certain market segment. Introduction Internet has revolutionized and continues to deeply impact on the way one does business. It is now a major tool for conducting business. It allows buyers and sellers to meet online, communicate and exchange information on goods and services. Besides, it does away with the geographical boundaries, the time zones and, in some cases, the need for physical space to transact business. With its tremendous potential, it has become commonplace for businesses and consumers to transact business via the Internet through email or online purchasing. For the SMEs, it offers a vista of opportunities for business expansion. However, many SMEs do not take advantage of the Internet thinking that their goods and services do not lend themselves to Internet transactions. Moreover, they do not possess the managerial knowledge and skills for e-business. Hiring an IT-expert or an e-business consultant to fill this gap requires relatively huge sum of money, which they cannot afford. Sometimes, the availability of broadband connections may affect the decisions of SMEs to adopt e-commerce. Further, sound government policies should be in place to create the necessary environment and incentives to encourage SMEs to take advantage of the Internet to create business opportunities. Many unscrupulous persons are interested in the huge potential of the Internet for their own selfish motives. In countries where there are no appropriate legal instruments, there may be a host of possible attacks that compromise the confidentiality, integrity and availability of information that they exchange through the Internet. Consequently, people may lose trust on the security of doing business in the Internet and thus forego it huge potential for business. Literature Review SMEs in MAURITIUS According to the minister of Finance and Economic Development, Dr. R. K. Sithanen: A key component in the governments agenda for economic development and democratization is the development of the small and medium enterprise sector into a competitive force (April 2006). Small and medium-sized enterprises (SMEs) are widely acknowledged as an important sector for national and international economic development. Growth oriented small business make a major contribution to economic development and employment generation within local communities and national economies. (Smallbone and Wyer, 2000) SMEs contribute substantially to national economies (Poon and Swatman, 1999) and are estimated to account for 80 per cent of global economic growth (Jutla et al, 2002). It is no secret that globalization (r)evolution and communication technologies (ICT) are going to change the structure of the any economy. (Kaushalesh Lal and Aveeraj Sharma Peedoly, 2006). With the government of Mauritius promoting small and medium enterprises as a competitive sector of the economy, organizational and technological changes in these firms are expected to have significant impact on the national economy. Proponents of globalization argue that it will open a window of opportunities for SMEs while networking capabilities of ICTs suggest that SMEs can augment their competitiveness in global markets. In fact several studies (Lal, 2004 and Drew, 2003) found positive impact of the adoption of ICTs by SMEs. Although there is very little data pertaining to the evolution of SMEs across time, the origins of SMEs in Mauritius can be traced back to the 1960s when Mauritius was witnessing the beginning of a timid industrialization process with an import-substitution strategy with the main objective of supplying the local market and giving certain autonomy to the country. The inward-looking industrial policy of the Government of the day was of encouraging the production of such commodities as the manufacturing of blades, electrical bulbs, batteries, soap, welding and steel work for construction, refining edible oils, plastic industry, food canning, industrial poultry breeding, yogurt manufacturing, biscuits, shoes, matches etc for the domestic market; this was also the prevailing orthodoxy of the time especially for African developing economies. Many critics (see e.g Maujean, 1996) argue that this programme was superficially planned with no support schemes nor incentives proposed to the enterp rises. Although, the import substitution strategy was soon overshadowed by an export-oriented strategy with the setting up of Export-Processing Zones, many small-scale enterprises exploited the products mentioned above for the domestic market. In fact, most SMEs today cater for the local market in similar areas as mentioned above. According to Maujean (1996) the early enterprises were attempts to reproduce locally models which existed abroad. In food processing, firms like Purlait Ltd, La Boulangerie Industrielle and Lyons Maid which pioneered private, small-scale enterprises in the country started off with enormous difficulties in spite of being relatively modern with an important capital investment and sophisticated distribution network. The concern with survival in a largely traditional and poorly developed society meant that the local market was not yet ready for such products. Nevertheless against this background a protectionist strategy which involved high tariff against competitive goods helped these industries to operate. As Wignaraja and Oneil (1999) argue, for the size of the country and its stage of development, Mauritius has a particularly wide range of support services for the SME sector. Beyene (2002) makes a largely similar argument especially when looking at it by African standards. This wide array of support is provided mainly through Government and parastatal agencies or financial institutions. The Small Enterprises and handicraft Development Authority (SEHDA), Enterprise Mauritius (EM), the Development Bank of Mauritius Ltd (DBM), the Small Medium Enterprises Partnership Fund (SMEPF), the National Computer Board (NCB) are generally regarded as the main institutions which provide support to SMEs by operating schemes to enhance the setting up or development of enterprises. They act mainly as facilitators, providing financial support, training and consultancy services, marketing and export assistance. The Small Enterprises and Handicraft Development Authority (SEHDA) The Small Enterprises Handicraft Development Authority (SEHDA) was created following the merger of the Small Medium industries Development Organisation (SMIDO) and the National Handicraft Promotion Agency (NHPA). The aim of the merger is to rationalize and optimize the use of resources dedicated to the small business sector in Mauritius. SEHDA, falling under the aegis of the Ministry of Industry, SMEs, Commerce Co-operatives, provides support to potential and existing small entrepreneurs with a view to enable them to start new enterprises or to improve their existing businesses. Enterprise Mauritius (EM) Enterprise Mauritius operates under the aegis of the Ministry of Industry, SMEs, Commerce Co-operatives and we have one primary objective, driving growth in exports both regionally and internationally through export sectors at 3 levels: Assisting in the development of Industry Sector strategies and Action plans The facilitation of Strategic Clusters to meet commonly shared group objectives And ultimately, working with individual businesses to help them develop an integrated market and capability development plan to provide access to resources that meet their specific requirements Development Bank of Mauritius An important part of the Banks resources is geared towards the development, consolidation and modernization of the SME sector. A separate department at the DBM is in fact dedicated to promote entrepreneurship development. Loans are provided at competitive rates for start-ups, financing of production equipment, technology improvement and also for working capital with the maximum quantum allocated varying according to industrial sectors. With respect to exports, the DBM runs the Export Development Fund for participation in overseas trade fairs and market surveys and also provides loans for joint ventures with overseas partners. Together with the DBM, other commercial banks such as the Mauritius Post and Cooperative Bank (MPCB), the MCB and the STB offer credit facilities albeit at less competitive rates and relatively more important collaterals to small entrepreneurs. Recently most of the main banks in the country (MCCB, MCB, Barclays and the State Bank) have also announced preferentia l interest rates for SMEs. Small and Medium Enterprises Partnership Fund (SMEPF) A parastatal body set up to provide funding ranging from Rs. 300,000 to Rs. 3 million amounting up to 50% of the total capitalization of the business. The criterion used is the evaluation of the business plan of the proposed venture to assess its feasibility to allow the return of the allocated funds within a period of five years. SMEPF is gradually gaining more importance as a source of funding to SMEs. National Computer Board (NCB) The NCB was set up as the apex organisation to develop and promote ICT and ICT-related services in Mauritius. Its main contribution towards SME development has been in terms of its incubator centre mainly for ICT start-ups with the main objectives of promoting entrepreneurship in the ICT sector by providing the necessary infrastructure and logistics, the development of linkages with other institutions and marketing. Moreover it runs sensitization programmes regularly for SMEs in order to familiarize and influence them to the strategic and financial benefits of integrating ICTs in the running of their enterprises. Information and Communication Technology Authority (ICTA) The ICTA is a regulatory body set up in 2001 replacing the former Mauritius Telecommunications Authority. The main objectives of ICTA are listed below: To democratize access to information, taking into account quality, diversity and plurality To license and regulate the information and communication services To encourage optimum use of ICT in business, industry and government at large, the introduction of new technology and the investment in infrastructure and services Other SME Supporting Institutions Together with the above institutions there are others, which mainly private sector bodies such as the Mauritius Employers Federation (MEF), and Mauritius Chamber of Commerce and Industry (MCCI) do provide miscellaneous facilities for SMEs more specifically in terms of documentation, training, advice and consultancy. Despite the variety of measures described above, it is acknowledged that the full potential of the SME sector has yet to be unleashed, the more so in the contemporary context of globalization which calls for greater competitiveness and efficiency in both local and overseas markets. A review of the existing literature on the difficulties faced by the SME sector pinpoints the shortcomings of the existing support system. As Wignaraja and ONeil (1999, p 64) argue: Undoubtedly the investment in SME support is not delivering the growth required or expected at the enterprise level and this must be improved. An overhaul of the entire support system is required to address the deficiencies () and to create a more cohesive integrated framework. It has been noted that owing to the fact that SMEs are quite flexible, they sometimes lack the vision and discipline to maintain a coherent strategy to wards the market. IFC (2004) proposed that an aggressive push to be given to the sector of training and education. One of the most important barriers to the adoption of e-business in Mauritius remains the lack of trust into the system. Indeed, (Kuwayama, 2001) found that companies believed that transactions on the internet were very unsafe. This situation seems to be recurrent in other developing countries as suggested by (Payne, 2002) Aspects of Internet and Issues The use of internet in business is one of the tools that e-commerce offers. We start therefore by overseeing some general facts about e-commerce as pertains to SMEs. General e-commerce facts related to SMEs The use of the Internet and communication technologies has been found to improve business competitiveness, with the Internet providing the opportunity for SMEs to compete on equal terms with larger organizations (Chapman et al., 2000). The development of e-commerce in the last ten years all over the world has involved a growing number of businesses. E-commerce has been used as an important lever to promote business growth (Bianchi and Bivona, 2002). It is important for a firm grow continuously if the firm wants to maintain competitive advantage. Thus firms should struggle for continuous growth keeping the aim of increasing or simply maintaining their sales and profits levels, to ensure their survival (Claver et al., 2006). Throughout management literature, many successful stories are spread and researchers are encouraging SMEs to start e-commerce ventures in order to increase their sales (Bianchi and Bivona, 2002). At the same time there is considerable effort expended, both in time and money, by governments to encourage small and medium sized enterprises to invest in the use of the Internet (Beckinsale and Levy, 2004). According to Levy and Powell (2002) most SMEs do not view the Internet as the key to their business strategy. Strategy is rarely raised as an enabler or as an inhibitor in the literature. The entrepreneur is critical in determining the Internet development. However, strategic commitment has been shown to be critical in SMEs. Research in several countries show that SMEs have been slower to adopt e-commerce than their larger counterparts, but the rate of the Internet usage in SMEs is growing quite rapidly. Internet has focused on large firms, new business models, the growth and development of dot-coms and the new economy. SMEs in traditional industries have been slower to adopt e-commerce than their larger competitors and research into the use of the Internet by such firms is more recent. (Drew, 2003) Furthermore, compared to the extensive literature on the importance and potential of the Internet as component of the business environment, research on organizational evolution and strategy for the Internet in businesses is limited and sketchy. The majority of publications, text books, press articles, and white papers on the Internet strategy deal with this issue on a somewhat tactical level: How to build up unique competitive position, attract customers, and increase sales. (Constantinides, 2004) In many ways the field of entrepreneurship and small medium sized firm research seems no closer to understanding the dynamics of small business growth after decades of empirical studies (Lowe and Henson, 2004). Whilst the issue of growth in small firms is topical and well researched, the literature on growth processes and transitions in high-growth small firms is sparse and underrepresented in the entrepreneurship and small business journals. A recent content review of abstracts obtained via a database search identified only two percent addressing issues of high growth, growth processes and transitions as being key elements of the published papers. Saulnier and Rosson (2004) further mention that expressions made about the importance of e-business have not been fully matched by actions taken, particularly in the areas of staff training, technology infrastructure, and applications to deal with growth. The use of ICT, technology upgrading, and continuous innovation are paramount to being competitive and run at optimum efficiency. However there is relatively little empirical data pertaining to SMEs in Mauritius and more particularly regarding the extent to which they have adopted ICTs in day to day running of their businesses. A survey by Matadeen (2004) showed that most of the Mauritian companies were managed by the owners themselves irrespective of the fact that they may have management skills or not. With this in mind, the strategy to develop for SMEs and e-business must take into account the local culture and customs in Mauritius. Possible Role of the Internet in Specific Growth Strategies Adopted by SMEs The Internet is usually presented as an opportunity for smaller firms because it helps reduce transaction costs and level the playing field. Often cited benefits include expanding the scope of marketing, wider and richer communication, reaching new markets, reducing the cost of operations and partnering with suppliers and other collaborators. (Drew, 2003) The Internet provides a unique opportunity to examine the evolution and growth of a business sector because it has taken place over a relatively short time period (Javalgi et al. 2004). The initial Internet environment might be described as a virgin environment, in which rapid growth could be expected. Among emerging technologies, the Internet is a new channel for commerce applicable in a wide variety of industries around the world. As a new strategic tool, it is transforming businesses and creating new opportunities as well as challenges for international marketers as many nations are fast connecting to the global marketplace. Information technology is continuing to be an integral part of the business plan. Electronic commerce is affecting the way business are planning growth strategies and is the leading driver of corporate growth. The key is for IT to be seen as the new engine for growth, and not as a frustrating cost center. This result in a new way of thinking: The focus should be not on how much new technology should cost, but on how much revenue it will bring in. (Fruhling and Digman, 2000) Many SMEs have made innovative uses of the Internet to invent new business models or to enhance existing practices (Drew, 2003). Firms with a history of innovation are embarking on a full- scale electronic commerce strategy. These firms are tying innovation with electronic commerce with the hopes to ensure company growth. Fruhling and Digman (2000) mention electronic commerce enables business to quickly and efficiently implement growth strategies. One of the main reasons this strategy is so attractive is the incredible growth rate of the Internet users. Key Drivers for adoption of the Internet in SME Growth Levy and Powell (2002) explored the adoption of the Internet among SMEs and formulated a model for the Internet adoption. This model identifies four roles for the Internet in SMEs brochure ware, support, opportunity, and network. These are driven by business growth planning and perceived the Internet value as shown in figure: Business Growth Levy and Powell (2002) advocate two key drivers in determining the use of internet by SMEs. The first driver is business growth. In some firms business growth is planned and investments are made ahead of need. In many other SMEs growth may occur but not as a result of planning. Attitude to business growth often determine whether SME owners consider resource investment in the business. IT investment is traditionally restricted in SMEs, with many investing at start-up, but no further investment is made until business outgrows existing system. It is reasonable that attitude to growth will impact SMEs decision to invest in the Internet. Business Value from Use of the Internet The second driver is business value from use of the Internet. Business value of the Internet is identified through response to the firms competitive positioning and their knowledge of respective industries. SMEs do consider the role of the Internet for their business generally with cautious approach. Most firms do not see the value of the Internet to their growth strategy. However, a number of visionary owners believe they can change their business through the use of the Internet. (Levy and Powell, 2002) Brochureware are those firms that do not plan business growth and see the value of the Internet as low. Owners generally think about the Internet but cannot see its relevance to their business. One of the reasons is nature of industry in which SME operates. Hence, there is a role for the Internet for these firms but it is restricted to the presentation of on-line firm information or brochures and for e-mails. (Levy and Powell, 2002) Business Opportunity is SMEs with recognition that the Internet has some value to them, in the future. However, it is limited to improving efficiency internally, customer communication, and research. The contrast between this category and Brochureware is that owners recognize the business value of the Internet and although not seeking growth, recognize that competitive pressure demand investment. These firms see a business opportunity from use of the Internet and related. (Levy and Powell, 2002) Firms using the Internet for Business Support are planning growth, but currently see little future for their businesses from the Internet. Most of time these SMEs are innovative firms seeking growth. They have a number of innovative products that are sold to large firms, so personal contact is regarded by customers as important and there is little indication that the Internet is of value. These SMEs seek to grow but do not believe that industry demands investment in the Internet to support that growth. These firms see the worth of the Internet as a medium for business support. (Levy and Powell, 2002) In Business Network opportunity from the Internet is seen as key to the development of SMEs. Firms see their future tied into using the Internet. Firms develop IT strategy alongside their business strategy most of the time. These are well positioned to take advantage of e-Business. These firms possesses effective internal network accessible by all employees as means to manage the business processes. (Levy and Powell, 2002) Advantages of the Internet for SME Growth According to Davis et al. (2000) a firm-specific advantage in penetrating international markets and facilitating organizational growth may stem from investments in technology or the use of specific technologies, such as the Internet. There is a long history of research linking technology and internationalization. Researchers advocate that to enter foreign markets, a firm must possess some clear advantage that will allow it to overcome native firms more thorough understanding of the local market. Traditionally, multinational corporations use economies of scale and other advantages of large size. However, many entrepreneurial firms can overcome the disadvantage of small size through their use of technology, such as the Internet, to reach consumers beyond their borders. Certain technologies can provide an advantage that widens market opportunities and serves as a platform for expansion. The Internet is widely considered to be one such technology rapid internationalization. (Davis et al. 2000) Authors argue that internationalization and growth of firms are positively affected by increased use of the Internet and increased investments in information technology. In addition, more attention is to be paid to the application of the Internet as well as to the pattern of investments in information technology to explain international expansion and growth among entrepreneur- led businesses. The continued globalization of the world economy makes the realization of role of technology in expanding overseas and maintaining healthy growth. Davis et al. (2000) mention that firms with more aggressive use of technology are likely to engage more in international activities. Their study of internationalization among new, high-tech firms reveals that firms with higher levels of technology usage incur costs associated with internationalizing to be significantly lower than firms with lower levels of technology usage. It appears that companies with a technological advantage have an incentive to expand overseas because they can use that advantage in overseas markets at little or no marginal cost over the cost of developing the advantage in the domestic market. Role of the Internet in Product-Market Development Strategy Market Development Online channels are used to sell into new markets, taking advantage of the low cost of advertising internationally without the necessity for a supporting sales infrastructure in the customers regions (Chaffey et al. 2003). This is a relatively conservative use of the Internet, but is great opportunity for SMEs to increase exports at low cost. A less evident benefit of the Internet is that as well as selling into new geographic markets, products can also be sold to new market segments or different types of customers. This may happen simply as a byproduct of having a web site. The Internet may offer further opportunities for selling to market sub-segments that have not been previously targeted. For example, a product sold to large businesses may also appeal to small firms. Product Development The Internet can be the basis for product development, information sharing, resource sharing, knowledge sharing and task assigning between different businesses. This can improve product quality and decrease development time and cost. (Yujun et al., 2006) Product development is innovative use of the Internet (Chaffey et al., 2003). Howe et al., (2000) report that the Internet provides global access to people, data, software, documents and multimedia have allowed organizations to shorten the development cycle of new products, to communicate with experts from around the world, to receive immediate customer feedback, and to access supercomputers for industrial research and development. According to Howe et al., (2000) the Internet and its related applications can be effectively implemented at various stages of product development. For example, online forums, newsgroups, and Web sites provide an external source for product ideas. Market research can be performed on the Internet as numerous Web sites provide demographic information useful for estimating market size and potential. Surveys can be conducted on the Internet during the business case preparation to determine consumers needs, wants and preferences. Web-based and intranet applications can play an important role in the development phase, particularly when projects involve numerous teams at various locations. Providing effective media for communicating and disseminating information, these technologies also facilitate concurrent engineering. The Internet can be used for beta testing of new products, allowing lead users and firms to collaboratively eliminate product defects prior to market introduction. The Internet and its related technologies can add significant value to new-product development projects. The main value lies in the acceleration of profitable ideas through the new product development process. At the same time, risks associated with this `rush to market are minimized as a formal system to weed out poor ideas quickly and to suggest modifications to product concepts. The use of the Internet and/or intranet at various stages not only minimizes time to launch but can also increase the integration of constituent viewpoints/recommendations, example consumers, engineers, marketing, etc., during development. This integration of the `voice of the customer and other functional members of the firm are critical in successful new product introductions. Need for speed is becoming more salient in todays competitive arena. The firm that is first to launch a new product/technology, i.e. the pioneer, can accrue several pioneering advantages. These advantages include, but are not limit ed to: establishing product standards, building brand equity (combination of awareness, perceived quality, brand loyalty, etc.), securing distribution channels, and setting initial customer expectation for all other products. (Howe et al., 2000) The Internet offers opportunities for firms in their new product development pursuits in terms of enhancing their abilities to collect, categorize and use information needed for product development; helping them understand their market better and thus target it more effectively; generating a wider range of new product ideas from a wider range of sources; making the concept screening process more comprehensive, flexible and objective; increasing the speed and the quality of business analyses; facilitating the collaboration of new product team members and enhancing operational performance; increasing the speed and the quality of testing and validation; improving the effectiveness and the efficiency of manufacturing development; enhancing the effectiveness and the efficiency of new product launch. (Howe et al., 2000) LEGAL ASPECTS Laws Covering Cross-Border Electronic Transactions between a Buyer and a Seller Business to Business (B2B) transactions differs from Business to Consumer (B2C) transactions on the way an agreement is entered. In the case of a B2C transaction, the parties involved have to abide by the public policy laws of the consumers country, which are meant to protect the consumer. On the other hand, parties have the freedom to choose which law will govern their contract. They have to state which law will govern their transaction(s). In case they have not specified, the jurisdiction responsible for the case will have to decide which law is applicable. In general, two solutions are most commonly applied: The applicable law will be the law of the country of the seller or The applicable law is that of the place of the signing of the contract. Point of Sale for Which the Buyer and the Seller Become Legally Bound Benefits of Internet Opportunities for SMEs in Mauritius Benefits of Internet Opportunities for SMEs in Mauritius Acknowledgement Many individuals have played an important role in our upbringing and education To our parents, who deserve special recognition. We would also like to extend a special acknowledgement to our lecturer, Mr. D Seethiah for giving us the opportunity to reflect and work on such a project. Thanks to our group who have been working very hard for accomplishment of this assignment. Finally, we extend our appreciation to the Almighty for granting us good health and prosperity. Executive summary SMEs are called upon to play a competitive role in the economy of Mauritius. Adoption of ICT by SMEs can a have positive impact on the national economy. The reasons are: (a) Internet based infrastructures are relatively cheap; (b) they provide an ever converging and rich environment for effective business networking; and (c) they provide SMEs access to a larger market. This assignment examines the extent internet provides opportunities for business expansion of SMEs in Mauritius. It also identifies the enablers and barriers to the use of internet by SMEs. A questionnaire was used to collect data among some SMEs. They were classified as follows: IT Novice, IT Savvy and e-Commerce Specialist. The findings are reported, based on the analysis of the data collected. Several key findings emerge from the research in this assignment: IT Savvy and e-Commerce Specialist use computers, they have internet connection that they exclusively use for email and they have a website too. The degree of diffusion of the internet is high among IT Savvy and e-Commerce Specialist. For SMEs to take advantage of the opportunities provided by the internet for business expansion, they will have to acquire knowledge and skills in using the internet and be made aware of the facilities being offered by the NCB and the existing laws in the field of e-commerce. They will also have to bank on the vulgarization of the use of internet amongst customers or at least, for the time being, design/customize products that could help target a certain market segment. Introduction Internet has revolutionized and continues to deeply impact on the way one does business. It is now a major tool for conducting business. It allows buyers and sellers to meet online, communicate and exchange information on goods and services. Besides, it does away with the geographical boundaries, the time zones and, in some cases, the need for physical space to transact business. With its tremendous potential, it has become commonplace for businesses and consumers to transact business via the Internet through email or online purchasing. For the SMEs, it offers a vista of opportunities for business expansion. However, many SMEs do not take advantage of the Internet thinking that their goods and services do not lend themselves to Internet transactions. Moreover, they do not possess the managerial knowledge and skills for e-business. Hiring an IT-expert or an e-business consultant to fill this gap requires relatively huge sum of money, which they cannot afford. Sometimes, the availability of broadband connections may affect the decisions of SMEs to adopt e-commerce. Further, sound government policies should be in place to create the necessary environment and incentives to encourage SMEs to take advantage of the Internet to create business opportunities. Many unscrupulous persons are interested in the huge potential of the Internet for their own selfish motives. In countries where there are no appropriate legal instruments, there may be a host of possible attacks that compromise the confidentiality, integrity and availability of information that they exchange through the Internet. Consequently, people may lose trust on the security of doing business in the Internet and thus forego it huge potential for business. Literature Review SMEs in MAURITIUS According to the minister of Finance and Economic Development, Dr. R. K. Sithanen: A key component in the governments agenda for economic development and democratization is the development of the small and medium enterprise sector into a competitive force (April 2006). Small and medium-sized enterprises (SMEs) are widely acknowledged as an important sector for national and international economic development. Growth oriented small business make a major contribution to economic development and employment generation within local communities and national economies. (Smallbone and Wyer, 2000) SMEs contribute substantially to national economies (Poon and Swatman, 1999) and are estimated to account for 80 per cent of global economic growth (Jutla et al, 2002). It is no secret that globalization (r)evolution and communication technologies (ICT) are going to change the structure of the any economy. (Kaushalesh Lal and Aveeraj Sharma Peedoly, 2006). With the government of Mauritius promoting small and medium enterprises as a competitive sector of the economy, organizational and technological changes in these firms are expected to have significant impact on the national economy. Proponents of globalization argue that it will open a window of opportunities for SMEs while networking capabilities of ICTs suggest that SMEs can augment their competitiveness in global markets. In fact several studies (Lal, 2004 and Drew, 2003) found positive impact of the adoption of ICTs by SMEs. Although there is very little data pertaining to the evolution of SMEs across time, the origins of SMEs in Mauritius can be traced back to the 1960s when Mauritius was witnessing the beginning of a timid industrialization process with an import-substitution strategy with the main objective of supplying the local market and giving certain autonomy to the country. The inward-looking industrial policy of the Government of the day was of encouraging the production of such commodities as the manufacturing of blades, electrical bulbs, batteries, soap, welding and steel work for construction, refining edible oils, plastic industry, food canning, industrial poultry breeding, yogurt manufacturing, biscuits, shoes, matches etc for the domestic market; this was also the prevailing orthodoxy of the time especially for African developing economies. Many critics (see e.g Maujean, 1996) argue that this programme was superficially planned with no support schemes nor incentives proposed to the enterp rises. Although, the import substitution strategy was soon overshadowed by an export-oriented strategy with the setting up of Export-Processing Zones, many small-scale enterprises exploited the products mentioned above for the domestic market. In fact, most SMEs today cater for the local market in similar areas as mentioned above. According to Maujean (1996) the early enterprises were attempts to reproduce locally models which existed abroad. In food processing, firms like Purlait Ltd, La Boulangerie Industrielle and Lyons Maid which pioneered private, small-scale enterprises in the country started off with enormous difficulties in spite of being relatively modern with an important capital investment and sophisticated distribution network. The concern with survival in a largely traditional and poorly developed society meant that the local market was not yet ready for such products. Nevertheless against this background a protectionist strategy which involved high tariff against competitive goods helped these industries to operate. As Wignaraja and Oneil (1999) argue, for the size of the country and its stage of development, Mauritius has a particularly wide range of support services for the SME sector. Beyene (2002) makes a largely similar argument especially when looking at it by African standards. This wide array of support is provided mainly through Government and parastatal agencies or financial institutions. The Small Enterprises and handicraft Development Authority (SEHDA), Enterprise Mauritius (EM), the Development Bank of Mauritius Ltd (DBM), the Small Medium Enterprises Partnership Fund (SMEPF), the National Computer Board (NCB) are generally regarded as the main institutions which provide support to SMEs by operating schemes to enhance the setting up or development of enterprises. They act mainly as facilitators, providing financial support, training and consultancy services, marketing and export assistance. The Small Enterprises and Handicraft Development Authority (SEHDA) The Small Enterprises Handicraft Development Authority (SEHDA) was created following the merger of the Small Medium industries Development Organisation (SMIDO) and the National Handicraft Promotion Agency (NHPA). The aim of the merger is to rationalize and optimize the use of resources dedicated to the small business sector in Mauritius. SEHDA, falling under the aegis of the Ministry of Industry, SMEs, Commerce Co-operatives, provides support to potential and existing small entrepreneurs with a view to enable them to start new enterprises or to improve their existing businesses. Enterprise Mauritius (EM) Enterprise Mauritius operates under the aegis of the Ministry of Industry, SMEs, Commerce Co-operatives and we have one primary objective, driving growth in exports both regionally and internationally through export sectors at 3 levels: Assisting in the development of Industry Sector strategies and Action plans The facilitation of Strategic Clusters to meet commonly shared group objectives And ultimately, working with individual businesses to help them develop an integrated market and capability development plan to provide access to resources that meet their specific requirements Development Bank of Mauritius An important part of the Banks resources is geared towards the development, consolidation and modernization of the SME sector. A separate department at the DBM is in fact dedicated to promote entrepreneurship development. Loans are provided at competitive rates for start-ups, financing of production equipment, technology improvement and also for working capital with the maximum quantum allocated varying according to industrial sectors. With respect to exports, the DBM runs the Export Development Fund for participation in overseas trade fairs and market surveys and also provides loans for joint ventures with overseas partners. Together with the DBM, other commercial banks such as the Mauritius Post and Cooperative Bank (MPCB), the MCB and the STB offer credit facilities albeit at less competitive rates and relatively more important collaterals to small entrepreneurs. Recently most of the main banks in the country (MCCB, MCB, Barclays and the State Bank) have also announced preferentia l interest rates for SMEs. Small and Medium Enterprises Partnership Fund (SMEPF) A parastatal body set up to provide funding ranging from Rs. 300,000 to Rs. 3 million amounting up to 50% of the total capitalization of the business. The criterion used is the evaluation of the business plan of the proposed venture to assess its feasibility to allow the return of the allocated funds within a period of five years. SMEPF is gradually gaining more importance as a source of funding to SMEs. National Computer Board (NCB) The NCB was set up as the apex organisation to develop and promote ICT and ICT-related services in Mauritius. Its main contribution towards SME development has been in terms of its incubator centre mainly for ICT start-ups with the main objectives of promoting entrepreneurship in the ICT sector by providing the necessary infrastructure and logistics, the development of linkages with other institutions and marketing. Moreover it runs sensitization programmes regularly for SMEs in order to familiarize and influence them to the strategic and financial benefits of integrating ICTs in the running of their enterprises. Information and Communication Technology Authority (ICTA) The ICTA is a regulatory body set up in 2001 replacing the former Mauritius Telecommunications Authority. The main objectives of ICTA are listed below: To democratize access to information, taking into account quality, diversity and plurality To license and regulate the information and communication services To encourage optimum use of ICT in business, industry and government at large, the introduction of new technology and the investment in infrastructure and services Other SME Supporting Institutions Together with the above institutions there are others, which mainly private sector bodies such as the Mauritius Employers Federation (MEF), and Mauritius Chamber of Commerce and Industry (MCCI) do provide miscellaneous facilities for SMEs more specifically in terms of documentation, training, advice and consultancy. Despite the variety of measures described above, it is acknowledged that the full potential of the SME sector has yet to be unleashed, the more so in the contemporary context of globalization which calls for greater competitiveness and efficiency in both local and overseas markets. A review of the existing literature on the difficulties faced by the SME sector pinpoints the shortcomings of the existing support system. As Wignaraja and ONeil (1999, p 64) argue: Undoubtedly the investment in SME support is not delivering the growth required or expected at the enterprise level and this must be improved. An overhaul of the entire support system is required to address the deficiencies () and to create a more cohesive integrated framework. It has been noted that owing to the fact that SMEs are quite flexible, they sometimes lack the vision and discipline to maintain a coherent strategy to wards the market. IFC (2004) proposed that an aggressive push to be given to the sector of training and education. One of the most important barriers to the adoption of e-business in Mauritius remains the lack of trust into the system. Indeed, (Kuwayama, 2001) found that companies believed that transactions on the internet were very unsafe. This situation seems to be recurrent in other developing countries as suggested by (Payne, 2002) Aspects of Internet and Issues The use of internet in business is one of the tools that e-commerce offers. We start therefore by overseeing some general facts about e-commerce as pertains to SMEs. General e-commerce facts related to SMEs The use of the Internet and communication technologies has been found to improve business competitiveness, with the Internet providing the opportunity for SMEs to compete on equal terms with larger organizations (Chapman et al., 2000). The development of e-commerce in the last ten years all over the world has involved a growing number of businesses. E-commerce has been used as an important lever to promote business growth (Bianchi and Bivona, 2002). It is important for a firm grow continuously if the firm wants to maintain competitive advantage. Thus firms should struggle for continuous growth keeping the aim of increasing or simply maintaining their sales and profits levels, to ensure their survival (Claver et al., 2006). Throughout management literature, many successful stories are spread and researchers are encouraging SMEs to start e-commerce ventures in order to increase their sales (Bianchi and Bivona, 2002). At the same time there is considerable effort expended, both in time and money, by governments to encourage small and medium sized enterprises to invest in the use of the Internet (Beckinsale and Levy, 2004). According to Levy and Powell (2002) most SMEs do not view the Internet as the key to their business strategy. Strategy is rarely raised as an enabler or as an inhibitor in the literature. The entrepreneur is critical in determining the Internet development. However, strategic commitment has been shown to be critical in SMEs. Research in several countries show that SMEs have been slower to adopt e-commerce than their larger counterparts, but the rate of the Internet usage in SMEs is growing quite rapidly. Internet has focused on large firms, new business models, the growth and development of dot-coms and the new economy. SMEs in traditional industries have been slower to adopt e-commerce than their larger competitors and research into the use of the Internet by such firms is more recent. (Drew, 2003) Furthermore, compared to the extensive literature on the importance and potential of the Internet as component of the business environment, research on organizational evolution and strategy for the Internet in businesses is limited and sketchy. The majority of publications, text books, press articles, and white papers on the Internet strategy deal with this issue on a somewhat tactical level: How to build up unique competitive position, attract customers, and increase sales. (Constantinides, 2004) In many ways the field of entrepreneurship and small medium sized firm research seems no closer to understanding the dynamics of small business growth after decades of empirical studies (Lowe and Henson, 2004). Whilst the issue of growth in small firms is topical and well researched, the literature on growth processes and transitions in high-growth small firms is sparse and underrepresented in the entrepreneurship and small business journals. A recent content review of abstracts obtained via a database search identified only two percent addressing issues of high growth, growth processes and transitions as being key elements of the published papers. Saulnier and Rosson (2004) further mention that expressions made about the importance of e-business have not been fully matched by actions taken, particularly in the areas of staff training, technology infrastructure, and applications to deal with growth. The use of ICT, technology upgrading, and continuous innovation are paramount to being competitive and run at optimum efficiency. However there is relatively little empirical data pertaining to SMEs in Mauritius and more particularly regarding the extent to which they have adopted ICTs in day to day running of their businesses. A survey by Matadeen (2004) showed that most of the Mauritian companies were managed by the owners themselves irrespective of the fact that they may have management skills or not. With this in mind, the strategy to develop for SMEs and e-business must take into account the local culture and customs in Mauritius. Possible Role of the Internet in Specific Growth Strategies Adopted by SMEs The Internet is usually presented as an opportunity for smaller firms because it helps reduce transaction costs and level the playing field. Often cited benefits include expanding the scope of marketing, wider and richer communication, reaching new markets, reducing the cost of operations and partnering with suppliers and other collaborators. (Drew, 2003) The Internet provides a unique opportunity to examine the evolution and growth of a business sector because it has taken place over a relatively short time period (Javalgi et al. 2004). The initial Internet environment might be described as a virgin environment, in which rapid growth could be expected. Among emerging technologies, the Internet is a new channel for commerce applicable in a wide variety of industries around the world. As a new strategic tool, it is transforming businesses and creating new opportunities as well as challenges for international marketers as many nations are fast connecting to the global marketplace. Information technology is continuing to be an integral part of the business plan. Electronic commerce is affecting the way business are planning growth strategies and is the leading driver of corporate growth. The key is for IT to be seen as the new engine for growth, and not as a frustrating cost center. This result in a new way of thinking: The focus should be not on how much new technology should cost, but on how much revenue it will bring in. (Fruhling and Digman, 2000) Many SMEs have made innovative uses of the Internet to invent new business models or to enhance existing practices (Drew, 2003). Firms with a history of innovation are embarking on a full- scale electronic commerce strategy. These firms are tying innovation with electronic commerce with the hopes to ensure company growth. Fruhling and Digman (2000) mention electronic commerce enables business to quickly and efficiently implement growth strategies. One of the main reasons this strategy is so attractive is the incredible growth rate of the Internet users. Key Drivers for adoption of the Internet in SME Growth Levy and Powell (2002) explored the adoption of the Internet among SMEs and formulated a model for the Internet adoption. This model identifies four roles for the Internet in SMEs brochure ware, support, opportunity, and network. These are driven by business growth planning and perceived the Internet value as shown in figure: Business Growth Levy and Powell (2002) advocate two key drivers in determining the use of internet by SMEs. The first driver is business growth. In some firms business growth is planned and investments are made ahead of need. In many other SMEs growth may occur but not as a result of planning. Attitude to business growth often determine whether SME owners consider resource investment in the business. IT investment is traditionally restricted in SMEs, with many investing at start-up, but no further investment is made until business outgrows existing system. It is reasonable that attitude to growth will impact SMEs decision to invest in the Internet. Business Value from Use of the Internet The second driver is business value from use of the Internet. Business value of the Internet is identified through response to the firms competitive positioning and their knowledge of respective industries. SMEs do consider the role of the Internet for their business generally with cautious approach. Most firms do not see the value of the Internet to their growth strategy. However, a number of visionary owners believe they can change their business through the use of the Internet. (Levy and Powell, 2002) Brochureware are those firms that do not plan business growth and see the value of the Internet as low. Owners generally think about the Internet but cannot see its relevance to their business. One of the reasons is nature of industry in which SME operates. Hence, there is a role for the Internet for these firms but it is restricted to the presentation of on-line firm information or brochures and for e-mails. (Levy and Powell, 2002) Business Opportunity is SMEs with recognition that the Internet has some value to them, in the future. However, it is limited to improving efficiency internally, customer communication, and research. The contrast between this category and Brochureware is that owners recognize the business value of the Internet and although not seeking growth, recognize that competitive pressure demand investment. These firms see a business opportunity from use of the Internet and related. (Levy and Powell, 2002) Firms using the Internet for Business Support are planning growth, but currently see little future for their businesses from the Internet. Most of time these SMEs are innovative firms seeking growth. They have a number of innovative products that are sold to large firms, so personal contact is regarded by customers as important and there is little indication that the Internet is of value. These SMEs seek to grow but do not believe that industry demands investment in the Internet to support that growth. These firms see the worth of the Internet as a medium for business support. (Levy and Powell, 2002) In Business Network opportunity from the Internet is seen as key to the development of SMEs. Firms see their future tied into using the Internet. Firms develop IT strategy alongside their business strategy most of the time. These are well positioned to take advantage of e-Business. These firms possesses effective internal network accessible by all employees as means to manage the business processes. (Levy and Powell, 2002) Advantages of the Internet for SME Growth According to Davis et al. (2000) a firm-specific advantage in penetrating international markets and facilitating organizational growth may stem from investments in technology or the use of specific technologies, such as the Internet. There is a long history of research linking technology and internationalization. Researchers advocate that to enter foreign markets, a firm must possess some clear advantage that will allow it to overcome native firms more thorough understanding of the local market. Traditionally, multinational corporations use economies of scale and other advantages of large size. However, many entrepreneurial firms can overcome the disadvantage of small size through their use of technology, such as the Internet, to reach consumers beyond their borders. Certain technologies can provide an advantage that widens market opportunities and serves as a platform for expansion. The Internet is widely considered to be one such technology rapid internationalization. (Davis et al. 2000) Authors argue that internationalization and growth of firms are positively affected by increased use of the Internet and increased investments in information technology. In addition, more attention is to be paid to the application of the Internet as well as to the pattern of investments in information technology to explain international expansion and growth among entrepreneur- led businesses. The continued globalization of the world economy makes the realization of role of technology in expanding overseas and maintaining healthy growth. Davis et al. (2000) mention that firms with more aggressive use of technology are likely to engage more in international activities. Their study of internationalization among new, high-tech firms reveals that firms with higher levels of technology usage incur costs associated with internationalizing to be significantly lower than firms with lower levels of technology usage. It appears that companies with a technological advantage have an incentive to expand overseas because they can use that advantage in overseas markets at little or no marginal cost over the cost of developing the advantage in the domestic market. Role of the Internet in Product-Market Development Strategy Market Development Online channels are used to sell into new markets, taking advantage of the low cost of advertising internationally without the necessity for a supporting sales infrastructure in the customers regions (Chaffey et al. 2003). This is a relatively conservative use of the Internet, but is great opportunity for SMEs to increase exports at low cost. A less evident benefit of the Internet is that as well as selling into new geographic markets, products can also be sold to new market segments or different types of customers. This may happen simply as a byproduct of having a web site. The Internet may offer further opportunities for selling to market sub-segments that have not been previously targeted. For example, a product sold to large businesses may also appeal to small firms. Product Development The Internet can be the basis for product development, information sharing, resource sharing, knowledge sharing and task assigning between different businesses. This can improve product quality and decrease development time and cost. (Yujun et al., 2006) Product development is innovative use of the Internet (Chaffey et al., 2003). Howe et al., (2000) report that the Internet provides global access to people, data, software, documents and multimedia have allowed organizations to shorten the development cycle of new products, to communicate with experts from around the world, to receive immediate customer feedback, and to access supercomputers for industrial research and development. According to Howe et al., (2000) the Internet and its related applications can be effectively implemented at various stages of product development. For example, online forums, newsgroups, and Web sites provide an external source for product ideas. Market research can be performed on the Internet as numerous Web sites provide demographic information useful for estimating market size and potential. Surveys can be conducted on the Internet during the business case preparation to determine consumers needs, wants and preferences. Web-based and intranet applications can play an important role in the development phase, particularly when projects involve numerous teams at various locations. Providing effective media for communicating and disseminating information, these technologies also facilitate concurrent engineering. The Internet can be used for beta testing of new products, allowing lead users and firms to collaboratively eliminate product defects prior to market introduction. The Internet and its related technologies can add significant value to new-product development projects. The main value lies in the acceleration of profitable ideas through the new product development process. At the same time, risks associated with this `rush to market are minimized as a formal system to weed out poor ideas quickly and to suggest modifications to product concepts. The use of the Internet and/or intranet at various stages not only minimizes time to launch but can also increase the integration of constituent viewpoints/recommendations, example consumers, engineers, marketing, etc., during development. This integration of the `voice of the customer and other functional members of the firm are critical in successful new product introductions. Need for speed is becoming more salient in todays competitive arena. The firm that is first to launch a new product/technology, i.e. the pioneer, can accrue several pioneering advantages. These advantages include, but are not limit ed to: establishing product standards, building brand equity (combination of awareness, perceived quality, brand loyalty, etc.), securing distribution channels, and setting initial customer expectation for all other products. (Howe et al., 2000) The Internet offers opportunities for firms in their new product development pursuits in terms of enhancing their abilities to collect, categorize and use information needed for product development; helping them understand their market better and thus target it more effectively; generating a wider range of new product ideas from a wider range of sources; making the concept screening process more comprehensive, flexible and objective; increasing the speed and the quality of business analyses; facilitating the collaboration of new product team members and enhancing operational performance; increasing the speed and the quality of testing and validation; improving the effectiveness and the efficiency of manufacturing development; enhancing the effectiveness and the efficiency of new product launch. (Howe et al., 2000) LEGAL ASPECTS Laws Covering Cross-Border Electronic Transactions between a Buyer and a Seller Business to Business (B2B) transactions differs from Business to Consumer (B2C) transactions on the way an agreement is entered. In the case of a B2C transaction, the parties involved have to abide by the public policy laws of the consumers country, which are meant to protect the consumer. On the other hand, parties have the freedom to choose which law will govern their contract. They have to state which law will govern their transaction(s). In case they have not specified, the jurisdiction responsible for the case will have to decide which law is applicable. In general, two solutions are most commonly applied: The applicable law will be the law of the country of the seller or The applicable law is that of the place of the signing of the contract. Point of Sale for Which the Buyer and the Seller Become Legally Bound

Porters Five Force Analysis for Paint Induatry

For a dominant paint manufacturing company which is spread allover India, local players act as a very huge threat to them. With a small place for factory and an effective distribution system the local players may pose themselves a huge competition for these nationalized companies. As the local players do not mind quality but sell products for cheap rates they grab more attention of middle class people in India who are of majority. But if the major company has a huge brand name with quality product and some marketing gimmicks they can lure customers even if they have high prices. Power of suppliers As said above the local players are more or less who started as suppliers for the big companies. As the required number of raw material are more in preparation of paint if these suppliers come together and start making end products the pose themselves as huge threats. Power of buyers As this being a competitive industry with multinational players, national players, local players the buyer has a lot of options to his disposal. Switching cost is also not high. The contractors and painters also play their role, as they will tend to buy from people who give them incentives. So the companies should always be on toes in retaining the existing buyers by some effective reward or marketing system. Availability of substitutes The likelihood of availability of substitutes in this industry is less. But the varieties of products are more. This is where big players have an edge over local players. With different kinds of paints available in market to manufacture all kind you need huge factories but the local players will have a small unit which basically manufactures not mare then a few variants. Competitive rivalry As mentioned before the rivalry is very high with n number of makers in the market and n number of takers in the market. If the construction industry is on a downward slope then it affects this industry a great deal.

Crystals Research Paper Essay

Crystals form in the depths of the Earth to the extension of the clouds in sky. Some think that crystals elude the sight of people’s eyes everyday in life, but they are everywhere including ingredients for food, construction materials, and even in ice-cold weather. The crystals in this experiment are ammonia-generated crystals that can be created right in a home. The experiment will be testing the different effects and products on crystals in different temperatures and forms of light. Different measurements will be recorded throughout the experiment such as mass and length. But first the crystals must grow. The scientific study of crystals and crystal formation is called crystallography. All over the world, though the different ages of man, crystals have been found to take their place throughout different cultures, countries, and religions. Not only were crystals used for a part in the currency of some ancient economies, but also they date back as far as 1500 BC as a source of healing and medicinal uses. â€Å"The ancient Egyptians strongly believed in the healing and protective power of crystals. Many pharaohs wore crystals on their headdresses and many crystal amulets have been found in their tombs.† Pharaohs of ancient Egypt often believed that the use of crystals in the masks and jewelry gave them the effect of bettering their rule. Amazonite and Lapis were reoccurring crystals found in the tombs found in Egypt, particularly King Tut where Lapis was actually apiece in the famous mask he wore. Cleopatra’s favorite jewelry was supposed to be a ring made of the crystal am ethyst. The ancient Chinese are also found to be users of the healing purposes of crystals. In two hundred different occasions, crystals are referred to in the bible. New Jerusalem, God’s heavenly city, was said to be built on top of crystals. â€Å"And the building of the wall of it was of jasper: and the city was pure gold, like unto clear glass. And the foundations of the wall of the city were garnished with all manner of precious stones. The first foundation was jasper; the second, sapphire; the third, a chalcedony; the fourth, an emerald; The fifth, sardonyx; the sixth, sardius; the seventh, chrysolite; the eighth, beryl; the ninth, a topaz; the tenth, a chrysoprasus; the eleventh, a jacinth; the twelfth, an amethyst.† Tibetan monks also viewed quartz crystal spheres as holy objects and worshiped them. The monks often referred to quartz as the â€Å"crystal of enlightenment†. Alexander The Great included a large emerald crystal encrusted in his battle helmet to insure a victory in the battle. The Shah Jahan, monks who built the Taj Mahal, wore talismans similar to Alexander The Great. Overall, There is a reoccurrence of crystals used for different purposes such as healing, sacred items, and fine jewelry. There are many different structures of crystals based on the formation of them. The different forms are Cubic, Isometric, Tetragonal, Orthorhombic, Hexagonal, Trigonal, Triclinic, and Monoclinic. Cubic and Isometric are similar but don’t always have to be cubes. They can be found in forms of octahedrons and dodecahedrons as well as cubes. Tetragonal form double prisms and double pyramids due to one axis being longer than the other. Orthorhombic form dipyramids and rhombic prisms. Hexagonal are six-sided prisms and when viewed from a certain angle, the cross section is a hexagon. Trigonal, instead of having a 6-fold axis like the hexagonal, it has a 3-fold, thus making it trigonal. Triclinic has no set shape so these kinds of crystals can come in any shape and strange ones as well. Monoclinic are very similar to tetragonal crystals except they are skewed a bit so they don’t form good angles. These formations of the atoms and molecules in a crystal are all part of what is called the crystal lattice. The crystal lattice is the repetition of a pattern in three dimensions. The atoms and molecules of crystals form in such a way that in all three dimensions, they are repeating a certain pattern. The shapes of the microscopic atoms can determine the shape of the macroscopic crystal. So, Cubic, Isometric, Tetragonal, Orthorhombic, Hexagonal, Trigonal, Triclinic, and Monoclinic atom formations repeat in different crystals to make them the shape they are. Crystals can also be grouped by their properties. The property arrangements include covalent, metallic, ionic, and molecular crystals. Covalent crystals have many true covalent bonds connecting all the atoms in the crystal. Covalent crystals tend to have very high melting points. Some covalent crystals include zinc sulfide and diamonds. Metallic crystal’s atoms sit on a lattice, therefore the outer electrons of the atoms in the crystal are free to move around and float whichever way they want. Metallic crystals have a high melting point like covalent crystals but just not as high. Ionic crystals are bonded together by ionic bonds just as covalent crystals are held together by covalent bonds. Ionic crystals have high melting points like the other crystals and are usually very hard. An example of an ionic crystal is salt (NaCl). Molecular crystals are very recognizable in terms of their molecular structure. They are bonding by hydrogen bonds or non-covalent bonding. Molecular crystals are usually soft and have lower melting points compared to the other crystals. Relating the properties of crystals to the atom structure (crystal lattice) will allow one to realize how the structure correlates to the property. They’re ere 2 different types of structure in the crystal lattice, crystalline and non-crystalline. Crystalline structures are the atom structures that contain the repeating patterns. While non-crystalline structures contain miniscule faults in the patterns and are not perfect. Ionic crystals contain a crystalline structure and therefore are very hard and dense. The more crystalline the structure, the more compact the atoms are arranged. And the more the compact the atoms are, the more dense and hard the crystal becomes. Molecular crystals tend to have a weak, non-crystalline structure of the atoms. This results in the Molecular crystals being weak with low boiling points. The atoms in Molecular crystal tend to be spread out over farther distances in contrast to ionic crystal’s structure. Different wavelengths and colors of light can affect the color of the crystal itself and the wavelength output of the crystal. Different crystals are different colors due to the different chemicals in each one and how each one absorbs light. Many crystals reflect a certain color of light depending on the chemicals. So, crystals absorb one color of light or wavelength of light, and reflect a different color of light. So the idea of complimentary colors comes into play. Complimentary colors are the colors that the crystals absorb to then reflect a different color of light. There are many examples such as if a crystal is yellow, it is reflecting yellow light but the light it absorbs is blue. Also, if a crystal is red, it is reflecting red light but it is absorbing green light. Normally, crystals will grow much faster in the light, but these crystals will be much weaker than crystals grown in the dark. This is due to the time it takes for each to grow. In dark rooms crystals grow at a much slower rate but are significantly stronger than crystals grown in light. Crystals are found all over and all inside the Earth. In some rock cavities, whether it is close to the surface or deep and closer to the core of the Earth, mineral-rich solutions contain the essential elements to grow crystals. Thus, in these rock cavities, many different crystals can be found, and some are very old. Crystals can also be found around volcanoes and past eruption areas because after a volcano erupts, the cooled magma forms crystals. In many caves, rock walls contain similar solutions as rock cavities and form similar crystals. Crystals can also be found where there are mineral-rich vapors present, such as deep caves and rock formations. Many different crystals can form in various environments. Such as the location of turbulent water such as pipes and quick paced streams. Also, crystals can be found in the presence of evaporating salt water, where salt crystals will form. Crystals are also formed in the process of condensation, or in clouds for that matter. Every time it snows, the water has frozen into microscopic ice crystals that are the snowflakes. Also, Crystals can form under water and many on the Earth have not been seen because of this. Crystals grow and form in different and various ways. Crystals begin growing in a process called nucleation, which contains 2 different types, unassisted and assisted. Unassisted nucleation occurs when a â€Å"proto-crystal† forms in the solution that has been added to a solute. The solute is the solid and the solution is the liquid surrounding the solute. When molecules in the solution begin to attract to one another they combine and sometimes are separated by intermolecular forces but sometimes they stay together. When these molecules stay together they begin to attract different molecules of the solution to join and this is the â€Å"proto-crystal†. The â€Å"proto-crystal† then attaches itself to a couple other molecules or other â€Å"proto-crystals† in the solution and the actual crystal begins to form. In assisted nucleation, the solution is provided with a solute that the molecules of the solution can attach or adsorb to. When this occurs it attracts molecules just as in unassisted nucleation and the crystals begin to form. Because of the ability for crystals to grow from the build up of the solute molecules in the solution, crystals are able to grow at their highest when the solution being used is saturated with the solute being use. The more material to build up, the more the crystals are going to be able to grow and grow to full extent. Crystal formation is very slow, so it must be given a long geological process to form. Depending on the kind of crystal, the times of formation vary, so some form faster than others. This is where super saturation comes into play. Super saturation is the presence of more dissolved material in the solvent that could be dissolved in normal conditions. When a solution is supersaturated, it contains many particles and molecules of material to begin the nucleation process. When the supersaturated solution is under the correct conditions, crystallization begins to occur more rapidly. But this is not the case for all liquids or solutions. Some solutions may be saturated at one temperature but supersaturated at another so temperature is able to affect this as well. Temperature plays a huge part in the growth and the rate in which crystals grow. The growth rate of crystals changes depending on the temperature they are in. But some crystals grow faster in warm temperatures than in cold temperatures. This is because of the process of evaporation. When a saturated solution is in a warm environment it begins to evaporate. When the liquid begins to evaporate, overtime the material that was once dissolved in the solution will begin to bunch up and crystallize the more the liquid evaporates. But this process is a lot quicker than in cold environments so this leads to less stability and weaker crystal strength. In colder environments, the opposite process is used to begin the crystallization process. The process of precipitation is used. This process takes a much longer time than the evaporation process. Since this process takes a much longer time, it has the ability to create well formed and high quality crystals that are much stronger than crystals formed in hotter temperatures. Mainly crystals grown in the dark take much longer to grow. Because of the absence of light, there is not as much heat than crystals in light. Crystals in light receive much more heat. But this is not the case for all types of crystals; in some cases the rules for temperature are switched. For example Borax, these are crystals that usually generate faster in colder temperatures. If the Borax solution is saturated at room temperature or at any temperature higher than room temperature, the crystals grow faster in colder temperatures. This is due to the molecular structure of the Borax solution and the movement of the molecules causes the saturated solution at room temperature to become a supersaturated solution at colder temperatures. And the super saturation leads to faster crystal growth. So growth rates vary depending on temperature, kind of crystal, and kind of solution being used in the experiment. Bibliography 1.†Crystal.† Wikipedia. Wikimedia Foundation, 13 Dec. 2012. Web. 15 Dec. 2012. 2.†History of Crystals.† History of Crystals. N.p., n.d. Web. 15 Dec. 2012. 3. â€Å"A Brief History of Crystals and Healing.† History of Crystals and Healing. N.p., n.d. Web. 15 Dec. 2012. 4.†Basic History of Crystals.† Holistic Apothecary. N.p., n.d. Web. 15 Dec. 2012. 5.†Types Of Crystals.† About.com Chemistry. N.p., n.d. Web. 15 Dec. 2012. 6.†The Structure of Crystals.† The Structure of Crystals. N.p., n.d. Web. 15 Dec. 2012. 7.ScienceDaily. ScienceDaily, n.d. Web. 15 Dec. 2012. 8.†Temperature and Crystal Growth.† Temperature and Crystal Growth. N.p., n.d. Web. 15 Dec. 2012. 9.†UCSB Science Line Sqtest.† UCSB Science Line Sqtest. N.p., n.d. Web. 15 Dec. 2012.

Annotated Bibliography And Outline. Malik, S. (2012). A

Annotated Bibliography and Outline Malik, S. (2012). A Study of Relationship between Leader Behaviors and Subordinate Job Expectancies: A Path-Goal Approach. Pakistan Journal of Commerce Social Sciences, 6(2), 357-371. The quality of an organization s products and the performance of the managers are instrumental in the success of the organization. It is worth noting that the manager s leadership style has a fundamental relationship to an organization s success because the decision made by the managers determines the success or failure of the organization. The article presents groundbreaking information about the relationship between the leader behavior of the corporate managers and the job expectancy amongst the subordinates. Due†¦show more content†¦It contributes significantly to the literature on the leader-member exchange (LMX) and the organizational citizenship behavior (OCB). Through the relationship identification model, the scholars propose an alternative mechanism for relating LMX to OCB. The mechanism is ingrained in the identification process rather than the reciprocal exchange process. The social exchange theory has been the traditional basis for understanding the relatio nships between LMX and OCB. The supervisors offer valuable inducements that include rewards stretching beyond the identified formal job description to the subordinates for the high-quality dyads. To ensure a balanced exchange relationship, the assistants go beyond the formal responsibilities and engage in OCB. Other than the traditional formal reward of the followers by the leader, it is necessary that the leader offers emotional support to the subordinates. This may make the members develop loyalty to the leadership than the organization. From multiple studies, the scholars have supported their argument and identified that the leader has a role that is reflected in the subordinates’ self-concept. The use of diverse and unbiased study participants adds to the relevance of the research in linking the LMX to the OCB through the identification theory. Van Dierendonck, D., Stam, D., Boersma, P., De Windt,

The Death Of Assisted Suicide Essay - 2311 Words

The term euthanasia is translated from the Greek terms for â€Å"good death† or â€Å"easy death.† Euthanasia can be subdivided into two main categories: voluntary euthanasia and involuntary euthanasia. Voluntary euthanasia is the process in which one is â€Å"killed upon that person’s request for reasons of ending suffering.† Therefore, it is performed with the consent of a patient. Involuntary euthanasia is the â€Å"mercy killing of a medically or legally incompetent person,† meaning that is done without the consent of a patient. Assisted suicide is a practice that is closely related to euthanasia. Assisted suicide occurs when â€Å"one person gives another person the instructions, means, or capability to bring about their own demise (Smith).† In the United States, euthanasia is currently illegal in every state. However, assisted suicide is legal in a few states, including California, Montana, Oregon, Vermont, and Washington. (State-By-Sta te) In Canada, physician assisted suicide was deemed to be legal quite recently. However, many Canadian physicians are weary about the new practice. This is due to the fact that many physicians believe it is â€Å"their moral duty† to heal patients rather than end the lives of patients. Contrastingly in Belgium, mental health patients reserve the right to end their lives whenever they choose. In an article by Margaret Wente, the reader is introduced to a patient with the alias â€Å"Eva.† Eva chose to end her life because she was â€Å"too depressed to live (Should doctorsShow MoreRelatedThe Death Of Assisted Suicide1394 Words   |  6 PagesCope Ms. Ford English 6 28 January 2015 Choosing Death Did you know that more than 300 terminally ill people a year commit suicide in England, a country that prohibits physician assisted suicide? Physician assisted death is committed with the aid of another person, usually with lethal injections like fluids through IVs or shots, to help end suffering in those whose pain and/or diseases cannot be healed. By making physician assisted suicide legal, we can reduce the pain of those individualsRead MoreThe Death Of Assisted Suicide1593 Words   |  7 PagesAssisted Suicide is one of the most debated and opinionated topic in the world today. Currently, the law in the UK has criminalised assisted suicide, with a maximum sentence of 14 years . Kevin Yuill opposes those who are in favour of legalisation. By referencing the floodgates argument he believes that more people who are not in a critical condition will use assisted suicide, thus exploiting the system and leading into a transition to involuntary euthanasia. He also touches on the flaw s in theRead MoreThe Death Of Assisted Suicide861 Words   |  4 Pages21th century, human understanding for life and death reaches a new level. With great advance in medical technique and quality of life, people not only attach importance to the sanctity of life, but also think highly of value and quality of life. Based on such shift in people s concept and comprehension, in recent years there arises a series of physician assisted suicide cases throughout the world. Assisted suicide means the deliberate hastening of death by a terminally ill patient with assistance fromRead MoreThe Death Of Assisted Suicide1490 Words   |  6 PagesCurrently in Force A. Doctor assisted suicide, also known as euthanasia, â€Å"is where a medical doctor helps a patient to die by prescribing a legal overdose,† (Definitions of Euthanasia - Assisted Suicide, 2017, N/A). Currently in Texas the policy in place dealing with doctor assisted suicide according to the Texas Legislature in Texas Laws on Assisted Suicide Sec. 22.08. AIDING SUICIDE a. A person commits an offense if, with intent to promote or assist the commission of suicide by another, he aids or attemptsRead MorePhysician Assisted Death And Assisted Suicide Essay1114 Words   |  5 Pages Physician assisted death is a physician aiding in a patient’s death by prescribing a lethal dosage or informing a patient on a lethal amount of medication. This is not a new phenomenon, over the ages of medicine physicians have been asked by patients to end their suffering. More than half of physicians in today’s society have been asked in some form of way to participate in physician assisted death. People should be able to choose rather or not to end their life through terminal illness or inRead MoreAssisted Suicide And Death With Dignity1394 Words   |  6 Pages Playing God or Dying with Dignity For this assignment, I read four articles in all—two that are decidedly against what they call â€Å"assisted suicide†, and two that are decidedly supportive of what they call â€Å"death with dignity†. This has become legalized for terminally-ill patients with prognoses of surviving no longer than six months, first in Oregon in 1998, but since then Washington, California, and Vermont. It has also been legalized in SwitzerlandRead MoreThe Death Of Physician Assisted Suicide1731 Words   |  7 Pagesthink it could be immoral. For physician-assisted suicide to even be considered the patient must be of sound mind when they are requesting the physician-assisted suicide. To guarantee that the process is carried out correctly a doctor or a witness should be there to prove consciousness. The patient must be diagnosed with a terminal illness, if they are not then there is a possibility for a life. There are many pro’s and con’s to physician-assisted suici de. If a person is terminally ill they wouldRead MoreThe Death Of Physician Assisted Suicide1991 Words   |  8 PagesOne cannot refuse death. Physician aid-in-death, however, has been targeted for ages by religious groups or those who strictly believe in only prolonging life as a negative thing. Although such reasons are valid, they do not take into consideration the patient s direct wish, feelings, or foresight of how they believe their life will be. Death should be a basic right; same as Physician-Assisted Suicide should be available as an option for those who are mentally competent and terminally ill, or believeRead MoreThe Death Of Physician Assisted Suicide1348 Words   |  6 Pagesleads to suicide. Depression and anxiety is a disease that takes over human-beings self-determination. Many young individuals reach the point of believing the concept of if they were no longer alive the world they are associated in will no longer be dark and evil. Also, older individuals believe i f they take their own life then they will not suffer anymore. Recently in some states, they passed the right to have physician’s helping with planning their client’s death. Physician assisted suicide meansRead MoreDeath With Dignity : Assisted Suicide2348 Words   |  10 Pages â€Å"Death with Dignity† is a phrase referring to the process of assisting terminally ill patients that have no chance of recovery to die earlier than they would have under natural circumstances by having physicians prescribe medication that would hasten the patients’ death. It is often perceived as a move to relieve the ill of the scorching pain and suffering that they could be undergoing. Family members and, in a few occasions, close friends are tasked with deciding when to assist a loved one

The Origins Of The Ancient Civilization - 1308 Words

Could you imagine the entire population of The United States just disappearing? That is what happened to the Mayans. In a time span of only one hundred years, the whole Maya population was wiped out. There are several theories about the cause of their decline. Due to their disappearance the great Mayan inventions were lost in time until modern day anthropologists discovered that they made their own calendar and language along with many other things. What anthropologists do know for sure is that the Mayans were an ancient Mesoamerican civilization dating back to 250 B.C â€Å"made up of more than 19 million people†(smithsonian.com). Their empire centered in the tropical lowlands of what is now Guatemala. The Maya people reached their peak of power around the 6th century A.D. The Mayans were successful in many ways; History.com, a website dedicated to informing the public about important historical information, states, â€Å"The Maya excelled at agriculture, pottery, hieroglyph writing, calendar-making and mathematics, and left behind an astonishing amount of impressive architecture and symbolic artwork† (Maya). The Mayans were an intelligent people, we know they created the Mayan calendar, had their own written language, they also had their own way of building large pyramids by hand. The Maya also made paper from tree bark and wrote in books made from this paper, these books were known as codices. Only four of thes e codices are known to have survived. The Maya built many of theirShow MoreRelatedA Study On Cheikh Anata Diop956 Words   |  4 Pagesideas on the origins of Egyptian civilization. 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Politics The political thinking of these ancient civilizations definitely had their differences and also their similarities. A. Mesopotamia Mesopotamia was divided into city-states

Human Resource Management of organization - Myassignmenthelp.Com

Question: Discuss about the Human Resource Management of the organization. Answer: Introduction Human Resource Management (HRM) is commonly known as a tool that is employed by the Human Resource (HR) department of an enterprise to enhance and increase employee performance under the strategic objectives of the employer. HR is generally concerned with managing people within an organization, with the primary focus on the organizations systems and policies (Armstrong and Taylor 2014). The HR department looks after the provisions such as employee-benefits, employee recruitment, performance appraisal, training and development, and rewarding (management of payments and employee benefit systems). A lot of factors work for the employment of the HRM activities directed at the organizations growth and employee satisfaction. NANDOS is a South-African organization recognized for its Mozambican/Portuguese restaurant concatenation and gives much value to the HRM activities. This paper offers an analysis of the various actions related to the HRM taken by NANDOS and examines them in light of th e various existing models. In the first section is analyzed the companys approach to its HRM. The second section of the paper provides a discussion on the selection and recruitment strategies of the HR department while making certain recommendations to improve the same. The third section offers a discussion on the companys approach to the human resource development (HRD) and makes suggestions for further improvements. The fourth section of the paper examines and analyzes different classical theories of employee motivation and combining these theories creates a hybrid theory that might have a practical value for the organization. The fifth section of the paper draws on existing relevant models to discuss the importance and features of effective leadership with respect to the organization. Discussion Analysis of the Companys Approach to its Human Resource Management There are various theories and models explaining the role that the HRM of an organization could adopt and implement. Among such models, the Nadler and Tushman model, the Ulrich model, the Perspective model, and the Kearns model are of utmost importance (Stredwick 2013). The Nadler and Tushman model provides relevant diagnosis of organizational behavior. It is stated that an organization depends on the workers either individually or collectively in order for getting their work done. Management of organizational behavior is therefore, crucial to management of tasks which involves an understanding of the individual, group as well as organizational behavior patterns as a whole (Marchington et al. 2016). The Nadler and Tushman model points out the important inputs, the crucial outputs and the transformation process that characterize the functioning of the organization. The model is based on how well components of an organization fit together. Figure 1: Nadler and Tushman ModelSource: [Created by Author] The various inputs of the model represent various outcomes and opportunities of the organization. Such inputs include environment that represents the external factors of the organization, resources or the assets that the organization can access and use to its advantage, the history of the organization that determines how its function is influenced by its past, and strategy that determines the process by which the organization matches the resources to the environment for satisfying demand. The outputs demonstrate what is produced by the organization, how the organization performs as well as how effectively it works. This is done by evaluation of the goal attainment of the organization and determining how well it is able to meet its objectives, utilization of resources and its adaptability (Larsen, Manning and Pedersen 2013). An organization is therefore the arrangement of individuals in a job structure that is systematic and is guided by systems, procedures and policies for accomplish ing some specific purpose. According to the Kearns model, HR strategy usually is more than just some HR procedures and policies. It helps businesses to take into consideration the total human implications of the business strategy and to make sure that the function of the human resources and the strategies of the business are homologous (Aswathappa 2013). The Ulrich model states that with the rising globalization, HR executives are constantly discovering themselves in territories that are unfamiliar and in order to cope with these changes they must show new competencies (Cascio 2014). According to Ulrich, there are four competencies: HR professionals should understand how their organization works especially the business strategies and other important aspects of the organization. HR professionals must work at enhancing and improving their skills continuously. With the rapidly changing norms and trends in the business world, HR professionals must adapt and influence others to work forward. HR professionals must demonstrate integrity, competency, confidentiality, accountability in their actions to earn the trust and respect of the people they lead. According to Whittingtons perspective on business strategy, strategy enables an organization to attain its organizational objectives and goals and to accomplish an advantage with the unique products and services the organization offers. Whittington demonstrates four ways of strategy formation aligned with strategy outcomes and processes. Organizations that adopt a classical approach usually practice a rational, clear and planned strategy formation process aiming at maximizing profits (Bamberger, Biron and Meshoulam 2014). Organizations adopting the evolutionary approach are placed in unpredictable environments. Such an approach has a different stance on profit maximization where the managers are unsure about the required level of optimum output. Finally, organizations adopting the systematic approach emphasizes on social and demographic factors such as the organizations national culture. Studies claim that NANDOS does not have any formal strategy for HR yet, though the key strategic elements are present. This lack in the HR strategy is a result of the contemporary history of the companys globalization. With respect to the function of the HR at NANDOS, the company applies the Kearns model approach where people are generally considered to be a competitive advantage. NANDOS understands that the dedicated people make the organization effective and increases their chances of profit. The HRM function at NANDOS has progressed from a traditional role to personnel management (Jamali, Dirani and Harwood 2015). The HRM at NANDOS faces pressure to be completely integrated with other organizational functions such as finance, production and marketing as well as to legally enable itself to ensure direct involvement of people to the attainment of strategic objectives of the business. It is stated that the HRM at NANDOS have created and implemented HR strategy of their own suitable f or their working environment. This is aligned with Ulrichs statement that one of the major roles that HRM needs to function in is that of a strategic partner. The HR system at NANDOS places its focus on the contribution of the employees, firm infrastructure as well as fulfill the roles involved in transformation and change and business organizational strategy. Thus, it can be stated that with respect to the role of the HR at NANDOS, the major focus is on the employee contribution. This means that the HR is concerned about the personal needs of the employees and works at enhancing employee commitment. The HR at NANDOS is also responsible for formulating new programs and policies to meet the personal requirements and benefits of the employees. Recruitment and Selection at NANDOS Recruitment and staffing is among the value added process of the HR. Recruitment deals with the organizations ability to find new employees in order for the organization to keep operating and for enhancing the human capital quality in the organization. The main focus of the process of recruitment is to find the best sources of recruitment and to employ the most talented and suitable people for the job in order to keep the organization running within the competitive job market (O'Meara and Petzall 2013). Figure 2: Recruitment and Selection ProcessSource: [Created by Author] The process of recruitment requires a complete description of the process. The recruiters must follow required process and help the candidates to go in the right direction. An organization can recruit both internally and externally (Zaharie and Osoian 2013). In order to recruit internally the organization seeks to fill in vacancies from within the companys existing workforce. External recruitment is done when the organization fills in vacancies from suitable applicants outside of the existing workforce. At NANDOS, employees are recruited both internally and externally through a quick pool of suitable applicants. The selection process is legal and technically sound. NANDOS is opening about 30 restaurants each year all over the United Kingdom and naturally require more employees with each passing year (Nandos.com 2018). In order to maintain a balance between internal environment and external environment, the HR at NANDOS becomes accountable for finding employees within the existing workforce that are capable of being the manager or the managing director of the company (Ekwoaba, Ikeije and Ufoma 2015). The HR professionals also keep in mind that it is in fact the employees passion that results in the companys growth. Hence, the employee details are filed and recorded for further reference. The HR team at NANDOS encourage the candidates to contact the team of local management. The vacancies are usually seen to be obtainable at the level of the central support. NANDOS also has the provision for an online portal for recruitment where applicants are able to submit their curriculum vitae. NANDOS usually tends to give priority to the local people to achieve local popularity in the countries in which they have their branches (Bamberger, Biron and Meshoulam 2014). This is one of the major factors that has led to the companys success in the attainment of its goals. NANDOS has also become partners with organizations such as the Global Recruitment Resource, that enable searching for jobs online. This has enabled the organization to fill in vacancies that are not possible to be immediately filled in internally. People hired by the HR professionals of NANDOS fill in both part time as well as permanent job positions (Mupani 2016). In the legal context, NANDOS demonstrates its dedication for the policy of equal opportunities that ensures that the company will give equal importance to everybody. The company believes in diversity in employment as well recruiting people of different origin as well as beliefs. It is also made sure by the HR professionals that vacancy information is publicized and promoted appropriately so as to reach different communities. The recruitment process and the selection process at NANDOS is generally objective oriented and based on fair criteria (Bamberger, Biron and Meshoulam 2014). Recommendations for Improvements In order for effective recruitment, the HR department at NANDOS must follow certain guidelines. However, even though NANDOS has maintained quite a standard for effective recruitment, there are certain tools that the HR department can adopt in order to improve their recruitment as well as selection process. It is advised that NANDOS invest in and develop quality relationships with the placement offices at universities to attract a larger and collective pool of applicants. It is also advised that the HR department of the organization enable and encourage the current staff to engage actively in the professional associations of the industry and in conferences. Furthermore, it is suggested that the HR department of the company does appropriate promotion for the organization with provisions made for employee retention such as motivation, recognition, reward, flexibility and balance in work-life. In addition, it is recommended that the HR department engage the employees in their process of hiring. This can be done by allowing the employees to recommend suitable candidates to the firm. The employees can also be asked to review and rate the qualifications and resumes of other potential candidates. It is also advised that the HR department continuously revise their payment structures along with allowing better and additional bonus to motivate the employees and retain employee commitment. Finally, it is recommended that the HR department conduct ample background and references check before hiring a candidate in order to ensure better security for the firm as well as the employees. The Companys Approach to Human Resource Development Human Resource Development (HRD) is the tool that enables employees to develop their organizational and personal skills and abilities (Gold et al. 2013). HRD is a major opportunity that every employee seeks for it acts as a motivating factor and ensures employee retention. HRD usually include opportunities like training of employees, development of employee career, development and management of employee performance and other aspects required for organizational development (Alfes et al. 2013). At NANDOS, the employers understand that it is important for the employees to be well-trained in order for focusing on their current job as well as for bringing out the best in them. The HRM model of NANDOS is resource based and therefore provides ample learning possibilities that is work related and is helpful to the employees in developing learning strategies. NANDOS operate a development platform to ensure progression of the career paths by enabling the HR to allow the trainees and employees of the company to recognize their potential. The organization invests a large amount of time and money in the training of the employees which are usually executed in-house. It is customary that in the first three months the trainees will be engaged in learning the required skills for the job as well as essential skill management (Nandos.com 2018). The trainees are supported and coached by the experienced and the best of the NANDOS and by other employees working for the companys Learning and De velopment Department. After the completion of the of the training of three months, the employees are invited for a workshop on self-development where they demonstrate plans for the future development of their skills. The following training is done and depends on the position for which the employee is hired. Human Resource Management (HRM) mostly focuses on organizing the people as well as the whole enterprise (Elnaga and Imran 2013). The HR plans usually involve marketing strategies and the business future (Shen and Benson 2016). The first step to planning is ensuring that the right count of people is placed appropriately in the right position (Mitchell, Obeidat and Bray 2013). NANDOS makes sure that the right person is placed in the proper job at the correct time. In doing so, it incorporates three practices including strategies based on anticipating personnel requirements, skills analyzing personnel supply and a system to match the requirements. Performance management of the employees is a key requirement to help them identify and acknowledge their potential. Performance management is an incessant process of communication between the employee and the employer. Such a process includes clarification of opportunities, setting objectives, identification of goals, provision of feedback and evaluation of results (Snell et al. 2015). The employee performance at NANDOS is determined by an appraisal of 360 degrees for highlighting the strengths and weaknesses of the employees. It also recognizes the areas that require development. NANDOS even conducts a survey among the staff for evaluating the effectiveness of its HRs performance. The surveys and the feedbacks are usually comprehensive as the responses are acquired from different perspectives and offers valuable input for the outcomes and behavior. Such a process has a tendency to be objectivity deprived. In order for avoiding such deficiency in objectivity, NANDOS has implemented t ools like maintenance of files recording critical incidents and Behaviorally Anchored Rating Scales (BARS). The file recording critical incidents is a method in which the managers writes down the negative as well as the positive behaviors of the employees (Sheehan, Garavan and Carbery 2014). Such a file is usually in the documented format and comments on both the positive and negative aspects of the employee performance (Kehoe and Wright 2013). BARS is used to determine the HR professionals performance effectiveness. Recommendations for Improvement Human Resource Development (HRD) is an important and essential part of NANDOS HRM. However, there are certain scopes for improvement in this context. The HR at NANDOS can organize events like field trips to ensure a more creative and open mindset. It is also advised that NANDOS should conduct a weekly short-training session for the employees to help them enhance their skills. Events like group discussions and debates can be organized to build teamwork and increase self-education aimed at skill development. Such measures can increase learning scopes for the employees at NANDOS. It is also suggested that the HR at NANDOS start a policy to obtain weekly feedbacks from the employees in order to help them with the minor grievances and increase employee satisfaction. Furthermore, it would be beneficial for the company to implement a better and objective approach in obtaining feedbacks. The method of maintaining files for recording critical incidents is problematic as such a process can oft en be biased due to its individualistic nature. Also, for such a process it is necessary that a person at a higher position than the HR conduct the documentation. Again, for such a process to be successful the employees are required to be in close association with the HR professionals. Therefore, it is recommended that NANDOS develop tools that would ensure a better and more objective approach at obtaining feedbacks. Employee Motivation and its Scope at NANDOS Employee motivation, usually referred to as methods required to motivate employees, can be defined as the psychological force that demonstrates the way to which an employees behavior in an organization is directed as well as the employees effort and persistence level (Yusoff, Kian and Idris 2013). There are three main classical theories of employee motivation, namely Maslows hierarchy of needs theory, Herzbergs theory of two factors, and Theory X and Theory Y (Dobre 2013). Maslows hierarchy of needs theory of employee motivation consists of five tiers of human requirements, sometimes referred to as levels of hierarchy in a pyramid. According to Maslow, individuals are motivated to attain particular needs and some needs precede the others (Taormina and Gao 2013). The first two levels of Maslows hierarchy model demonstrate the basic human needs. The second two levels demonstrate the psychological needs of a human being. The third level of the pyramid shows ones needs for self-fulfillment. Figure 3: Maslows Hierarchy of NeedsSource: [Created by Author] The urgency and importance of these human needs differs. Physiological needs refer to the basic human needs for food, water, shelter, and clothing. Safety needs involve environmental, physical and emotional security. Social needs refer to the need for affection, care, love and belongingness. Esteem needs can be of two kinds internal and external. Internal needs include self-esteem, competence, self-confidence, freedom and achievement. External needs include power, status, recognition and appreciation. Self-actualization need involves the need for self-contentment and growth (Kaur 2013). Maslow classified the first two levels of needs as needs of lower-order that can be externally satisfied while the next three levels are classified as needs of higher order that can be internally satisfied by the individual (Jerome 2013). In order for the physiological needs to be satisfied the HR must provide appropriate payment to the employees that can ensure coverage of the basic needs of life. Keeping in mind the safety needs of the employees, HR professionals must ensure that the employees receive job security, hygienic environment as well as retirement benefits. The HR manager must also encourage teamwork as well as conduct social events to meet with an employees social needs. The management must recognize and appreciate an employees good work and reward for the same. With regard to the needs for self-actualization, the HR professionals must allot challenging tasks to the employees to ensure their skill enhancement and growth. According to Herzbergs two factor theory of employee motivation, there are two categories of job factors. The first are the hygiene factors that are necessary at a workplace but do not lead to long term positive satisfaction. However, non-existence of these factors may lead to dissatisfaction at the workplace. The hygiene factors at a workplace include appropriate and reasonable payment, fair and flexible company policies, healthcare and other employee benefits, safe and hygienic physical conditions, retention and familiarity of status of employees, good interpersonal relationships with colleagues, superiors as well as subordinates, and job and financial security. The other factor that Herzberg demonstrates are motivational factors that are fundamental requirements to ensure employee motivation. These include recognition and appreciation of employees, sense of accomplishment among employees, opportunities for promotion and growth for employees, accountability and responsibility of em ployees, allocation of challenging and interesting tasks for employees (Alshmemri, Shahwan and Maude 2017). Theory X and Theory Y was formulated by Douglas McGregor who suggested that employees have two different perspectives: negative referred to as Theory X and positive referred to as Theory Y (Russ 2013). Theory X holds that an ordinary employee who dislikes work strives at escaping it. such employees should be compelled, persuaded, warned and penalized to maintain organizational goals. Again, employees who give importance to job security have no ambition. Employees are also likely to dislike responsibilities and tend to resist change. Theory Y holds that employees might find their job normal and relaxing and might engage in physical and mental exercises. Dedicated employees might demonstrate good amount of self-control and self-direction. Employees tend to retain their loyalty to the organization if the job is satisfying and rewarding. An ordinary employee is capable of recognizing and carrying out their responsibilities. There must be complete utilization of an employees true potentia l and abilities. Recommended Hybrid Theory Combining the above mentioned theories of motivation, a hybrid theory of employee motivation can be formulated that might have some practical value for the HRM at NANDOS. The first and foremost aspect that must be looked into to ensure employee motivation at NANDOS is equal and reasonable pay. NANDOS must also create relaxing environment in the workplace and encourage its employees to participate and engage in various curricular activities within the workplace. The HRM at NANDOS must create appropriate opportunities for the employees to enhance and manage their skills. The managers must recognize the good work of the employees and appreciate them as well as warn and penalize them when they demonstrate reluctance in carrying out their responsibilities. However, the HR must ensure that the company policies and rules are clear, fair and flexible. The company must also offer employee benefits such as bonus, incentives, healthcare benefits and insurance, job security, post-retirement bene fits. Effective Leadership and its Characteristics Leadership is defined as the skill or ability to compel and persuade others to do their best and willingly demonstrate different behavior. It also involves developing a vision for future and motivating people (Antonakis and Day 2017). There are four reasons why HR professionals should have knowledge about leadership. First, they are the ones who exercise leadership in an organization in order to persuade others for doing things. Second, they are the ones who should be concerned about the growth of the leaders within an organization. Third, they are responsible for leading the function of their own at a higher level. Finally, they are the ones to conduct a leading change within the organization. There are a few theories generated for the purpose of explaining the concept of leadership. Each theory complement in one way or another and aims at rendering a comprehensive stance on the meaning and importance of effective leadership. The traits theory of leadership explains the meaning and concept of leadership with regards to the features or qualities that leaders possess. Leaders can be visionary, charismatic, authentic or transformational (Northouse 2015). As the leadership theories developed over the time, researchers began to address not only the qualities of a leader but also their role and function. Adair analyzed the functions of a leader and stated that a leaders role is to define clearly the tasks that are expect to be done by a group or individual, to ensure that the task and the purpose of the task is accomplished, and to retain effective relationships among themselves and the various group members as well as within the group. He also suggested that a leader need to co ver three areas: task needs, that is, getting a job done; individual needs meaning harmonizing individual needs with the task and group needs; and needs for group maintenance which means building team spirit (Dinh et al. 2014). Figure 4: Adairs Model of a Leaders FunctionsSource: [Created by Author] According to the trait theory, a good leader must be able to analyze and study situations in order to remove any existing ambiguity and to offer clarity. A good leader, instead of compartmentalizing things, must view them as whole. Good leaders possess a good sense of guidance and are motivated to attain excellence and organizational goals. Effective leaders know what they want to be done and how and are confident in what they do. They can take charge of adverse and critical situations and ensure that the members of the team accomplish their goals (Lussier and Achua 2015). They are good influencers and can be trusted completely. They are always aware of the weaknesses and strengths of their own as well of the team members. They are capable of encouraging and motivating the team members by rewarding and appreciating them. They can also show flexibility and strive to meet the personal needs and demands of the team members. Recommendations for Improving the Effective Leadership of the HR Professionals Bearing in mind the above mentioned characteristics of effective leadership, the HR professionals at NANDOS must take note of certain aspects to implement effective leadership in their objectives. They must recognize the individual weaknesses and strengths of the employees as well as address the preferences and perspectives of the employees. They must realize the best ways to motivate the employees and act accordingly. They must allow only the best and suitable tasks to the individual employees. They must also increase their flexibility in dealing with the company policies. They must determine as to what extent they must perform for the purpose of accomplishing targets and leveling up the standard of performance. They must also determine the ways they can provide appropriate guidance and support to improve employee performance. With regards to leading a team, the HR at NANDOS must understand the best ways to organize the team and understand their level of clarity on the tasks provide d to them. They must also determine the efficiency of the team members in accomplishing teamwork. They must take initiatives to resolve any dispute among team members. They must try to enhance and increase employee loyalty and dedication within the team. They must also try to determine the extent to which the team members are capable of managing the team themselves. They are the ones who must decide if the team members are suitable to take up any added responsibilities and also set the standards and monitor the performance. They must evaluate and analyze each team member and offer them high quality coaching to improve their performance. Conclusion In conclusion, it can be said that NANDOS contains the key elements required for successful operation of a HRM body. NANDOS demonstrates a Kearns model and Ulrich model approach in dealing with the HRM functions. The HRM body of NANDOS also has a very systematic method for recruitment though there are certain scopes for improvement. The HR department at NANDOS also prioritizes human resource development and has implemented employee skills enhancement training programs and bodies. The HRM at NANDOS take part essentially in employee motivation as well. Finally, the paper demonstrates the qualities of effective leaders in an organization and how NANDOS can implement them to ensure effective leadership in the organization. References Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. 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