National Identity- A Semse of a Nation as a Cohesive Whole...

National Identity - A sense of a nation as a cohesive whole, as represented by distinctive traditions, culture, and language1 The architecture of the Twentieth century has been shaped by powerful social, economic and political forces. This has stemmed from influence of war, diverse political regimes, national and international architectural movements and technological development. Along with this architects and ideas has been able to travel around the world more than ever before and from this designs have become apparent that sought to break with the past. Architecture that was once specific and local has now become global. It would seem that the national identity of the past has been sacrificed for the development of modernity. The†¦show more content†¦What is the architects role in cultural production? Is the architect an author or merely a service provider? A new era needs to begin were someone subverts this modern architectural language and brings back the national identity of a country, no matter how subtle it may be. Architectural styles have constantly been challenged and questioned throughout history so why cant this one? A key issue that arises from this is the idea of Preservation vs Modernisation. Preservation is a key aspect in keeping a national identity but this should not hold back the evolution of a country. Sentimentality should not take centre stage and preservation should only be acknowledged if the architecture can fulfil the function of the modern world. There would seem to be a fine line between national identity and modern evolution of a country. To truly understand what national identity means in a contemporary setting we must look back to the past and understand what it meant then and where we started to lose the notion of national identity. It would seem that national identity was lost far before the modern architecture of today. It can be traced back to the Modernist architecture movement, especially post WWII. The loss was through a lifeless environment of huge objects, bumper to bumper. The imperious and mute buildings [fig.1], with their endless rows of sameness, are in fact a shining example of modernist architecture taken at random from the cities of

Recruitment Practices at Hcl Free Essays

PROJECT REPORT on RECRUITMENT and selection PROCESS in an it organization w. s. r. We will write a custom essay sample on Recruitment Practices at Hcl or any similar topic only for you Order Now t. to HCL By A project report submitted in partial fulfillment of the requirements for the degree of master of Business Administration of ___________ University, INDIA CONTENTS INTRODUCTION CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS PROFILE OF HISTORICAL DEVELOPMENT AND STATUS QUO OF HCL RECRUITMENT PROCEDURE IN HCL DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES AND EMPLOYEES /WORKERS REGARDING RECRUITMENT PROCEDURE IN HCL. CONCLUSION FINDINGS AND SUGGESTIONS ANNEXURES BIBLIOGRAPHY DECLARATON Synopsis on â€Å"Recruitment Selection Processin in an it organization w. s. r. t. HCL† submitted in partial fulfillment of the requirement for the degree of Masters of Business Administration to Sikkim – Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes. Place: Noida Date: _________ (Noopur sood) Registration No. 520851050 Certificate Project Report of Noopur Sood (Registration No. 520851050). Project Report on â€Å"Recruitment Selection Processin in an it organization w. s. r. t. HCL† is approved and is acceptable in quality and form. Internal ExaminerExternal Examiners (Mr. _________________) ACKNOWLEDGEMENT I am highly thankful to Mr. Israr Alam, Faculty Guide, Insoft, Sec-10, Noida for the scholastic kind advice and the valuable time that he gave during my Report. I shall be failing in my duty if I do not acknowledge my thanks to Staff members of my institute, without their guidance and cooperation this project would haven’t been successfully accomplished. I also express my gratitude to all those people who has provided me all the necessary information providing me throughout this infrastructure to carry out the project and people who were directly and indirectly instrument in enabling me to stay committed for the project noopur sood PREFACE The success of any business entity solely depends on how effectively does it utilizes its optimum resources and how soon does it make arrangements for the removal of the customer’s grievances. Moreover, the company should always be ready to make necessary changes according to the requirement in order to attract more customers so as to maintain a substantial growth in the market. The topic given to me was: â€Å"Recruitment Selection Process† I have tried to put my best efforts to complete this task on the basis of skill that I have achieved during my studies in the institute. I have tried to put my maximum effort to get the accurate statistical data. If there is any error or any mistake in collecting the data, please ignore it. INTRODUCTION HCL Infosystems HCL Infosystems(â€Å"HCL†) is one of India’s leading global IT Services Company, providing software- led IT solutions, BPO and Remote Infrastructure Management services. Making a foray into the services domain in 1997-98, HCL Infosystems focuses on technology and RD outsourcing, working with clients in areas at the core of their business. Partnerships and risk-sharing have been integral to company’s growth. Relationships have been cemented with partners in diverse areas such as investment banking and telecom. Keeping pace with the industry trend, HCL has applied itself to gaining momentum in emerging business segments such as Infrastructure Management Services BPO, optimizing its business portfolio. About 25% of revenues now coming from these high growth segments of tomorrow. Product Engineering and Technology services along with Applications Enterprise Consulting services contribute equally to the revenues. HCL also has a rapidly diversifying geographic mix with Europe and Rest of the World yielding 25% and 15% revenue, respectively. North America revenues continue to dominate with a share of about 60%. The company leverages an extensive offshore infrastructure and its global network in 15 countries to deliver solutions across select verticals including Banking, Insurance, Retail Consumer, Aerospace, Automotive, Semiconductors, Telecom and Life Sciences. For the twelve month period ended 30th June 2005, HCL Infosystemsalong with its subsidiaries had revenues of $ 764 million and employed 24,000 professionals. For more information, please visit www. hcltech. com WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT An organization is nothing without human resources. What is IBM without its employees? Same is in a hotel industry. It is totally based on managing people or manpower in an efficient way. When we think about the million of organization that provide us with goods and services, any one of more of which will employ us during our lifetime, often do we explicitly consider that these organization depend on people to make them operate? It is only under unusual circumstances, such as when clerks go on strike at our local supermarket, or the teachers walkout from our schools, colleges or employees working in an hotel industry, that we recognize the important role play in making organization work. There are some question which are listed down in order to know how important HRM is are : How did these people come to be employees in an organization? How were they found and selected? Why do they come to work on a regular basis? How do they know what to do on their jobs? How does management know if the employees are performing adequately? If they are not, what can be done about it? Will today’s employees be prepared for the work the organization will require of them in ten, twenty – thirty years? Management : It is the process of efficiently getting activities completed with and through other people. The management process includes the planning, organizing, leading, and controlling activities that take place to accomplish objectives. With reference to our definition, Goals are the â€Å"activities completed†. Limited resources are implied in â€Å"efficiently†. People are those in â€Å"through other people†. First goals are necessary because activities must be directed toward some end. There is a considerable truth in the observation that â€Å"if you don’t know where you are going, any road will take you there†. The established goals may not so explicit, but where there are no goals, there may be a need for a new managers or no need for managers at all. Second, there are limited sources. Economic resources are scarce therefore, the manager is responsible for their allocation. This requires not only that managers be effective in achieving goals that are established but they be efficient in relating output to input. They must seek a given output with a lower input that is now being used or, for a given input, strive for a greater output. It again depends how much the manager knows about his capacity and how he designs his planning structure and how efficiently he gives a better picture and utilizes it accordingly. Managers , then are concerned with the attainment of goals, which makes them effective, and with the best allocation of scarce resources, which makes them efficient. The need for two or more people is third and last requisite for management. It is with and through people that managers perform their work. Managers are those who work with and through other people, allocating scarce resources, to achieve goals. HRM AND ITS FUNCTIONS Human resource management is concerned with the â€Å"people† dimensions in management. Since every organization is made up of people, acquiring their services developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational goals. To look HRM more specifically we suggest that it is a process consisting of four function :- Accusation, Development, Motivation and Maintenance – of Human Resource. ACQUISITION FUNCTION The acquisition function being with planning. Relative to human resource requirements, we new to know where we are giving and how we are giving to get these. This includes the estimating demands and supplies of labour. Acquisition also includes the recruitment, selection and socialization of employees. DEVELOPMENT FUNCTION It can be seen along three dimensions. The first is employee training which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of an executives conceptual abilities. The third is career development, which is the continual effort to match long-term individual and organizational needs. It also has a major unction, it prepares the employees to adopt change at any point of time. Since the scenario of the market changes day by day it is very important for an organization to keep his employees ready to face the change, and accordingly change in order to adapt the change in order to sustain in this competitive market scenario. MANAGEMENT FUNCTION The final function is maintenance. In contr ast to the motivation function, which attempts to stimulate performance, the maintenance function is concerned with providing those working conditions that employees believe are necessary in order to maintain their commitment to the organization. MOTIVATION FUNCTION The motivation function begins with the recognition that individuals are unique and that motivation techniques must reflect the needs of each individual. Within the motivation function alienation, job satisfaction, performance appraisal behavioral and structural techniques for stimulating worker performance, the importance of linking regards to performance, compensation and benefits administration and how to handle problem employees are renewed. In recent years, more emphasis was given on manpower because of the change in the society, attitude of an individual etc. etc. In a study ASID i. e. the AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT recognized nine are of HRM. Training and Development Organization and Development Organization/Job Design Human Resource Planning Selection and Staffing Personnel Research and Information Systems Compensation/Benefits Employee Assistance Union/Labour Relations The outputs of this model are : Quality of Work Life Productivity Readiness to Change HRM MODEL | |Training and Development | | | | | |- Focus is on identifying and | | | | | |assessing | | | | | | | | | |Union/labour Relation | | | |Organization Development | |Focus : Assessing healthy | | | |Focus : assessing healthy inter | |union/organization relationship. | |? | |relationship as bell as intra | | | | | | | | |? | |? | | |Employee Assistance Focus : | |- Quality of work life | |Organization/Job Design. | |Providing personal prob lem | |- Productivity | |Focus : defining how tasks, | |solving, canceling to individual |? |- Readiness to change |? authority and system will be | |employees | | | |organized | | |? | |? | | |Compensation and Benefit | | | |Human Resource Planning : | |Focus : Assessing compensation and| | | |Determining the origins major HRM | |benefits | | | |needs strategies and policies | | | |? | | | |? | | | | |Personnel research and | |Selection and Staffing : | | | |information systems | |Focus : Matching people and their | | | |Focus : assuring a personnel | |career needs and capabilities with | | | |information base | |join and career path | | | From the above introduction about Human Resource management, it has been pretty clear that how important is human resource and its allocation. Again it depends on human resource planning. So the next question which arises is what is Human Resource Planning? HUMAN RESOURCE PLANNING It is one of the most important and essential programme of Human Resource Management. Human Resource Planning is the process by which an organization ensures that it has right number of people, right kind of people, at the right places, at the right time, capable of the right places, at the right time, capable of effectively and efficiently completing those tasks which will help the organization to achieve its overall objectives as well as goals. Human Resource Planning then, translation the organization’s objectives and plans into the number of workers needed to meet those objectives. Without clear-cut planning, estimation of organization’s human resource need is reduced to more guesswork. Of all the â€Å"MS† in management (the management of materials, machines, methods, money, motive power), the most important is â€Å"M† for men or manpower. Manpower is a primary resource without which other resources like money, machines materials can not be put to use. Even in the age of computer and Robert it requires human resources to execute it and plan further improvement. It is the most valuable asset of an organisation. If people of poor caliber are hired, nothing much can be accomplished and Grasism’s law will work the bad people will drive out the good car cause them to deteriorate. Organisation of men for managing a purpose is age-old, even though, this science of management is yet in a developing stage especially in developing countries. Effective utilisation of manpower resources is the key note of manpower management. Ever since the factory system, production managers have devoted a great deal of time and effort to the physical organisations of the industry. During the nineteenth Century the average employer in their efforts to reduce costs centralised their attention upon management of men and machines. Man management is basically concerned with having right type of people available as and when required and improving the performance of the existing people to make them more productive on their job. Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidates. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organisation. Recruiting is the discovering of potential applicants for actual or anticipated organisational vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs. It’s purpose is to pave the way for the selection procedures by producing, ideally the smallest number of candidates who appear to be capable either of performing the required tasks of the job from the outset, or of developing the ability to do so within a period of time acceptable to the employing organisation. The smallest number of potentially suitable candidates can in theory, of course, be any number. The main point that needs to be made about the recruitment task is that the employing organisation should not waste time and money examining the credentials of people whose qualification do not match the requirements of the job. A primary task of the recruitment phase is to help would be applicants to decide whether they are likely to be suitable to fill the job vacancy. This is clearly in the interest of both the employing organisation and the applicants. SCOPE OF THE STUDY : At this point we are nor concerned with desirability of recruitment process since it can not be avoided. Instead our concern is focussed of those questions like recruitment for what purpose. On what basis should it be written down and saved or not? If saved for ever or for a year or two? These are issue to be argued and these are the elements that make manpower planning ground or bad, effective or ineffective. SIGNIFICANCE OF STUDY : Without focussing the pattern of management, organisation philosophy highlights on achieving a surely where all citizens (employees) can lead a richer and fuller life. Every organisation, therefore, strikes for greater productivity, elimination of wastes, lower costs and higher wages, so the ndustry needs a stable and energetic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment process is essential. By which industry strikes right number of persons and right kind of persons at the right ti me and at right places through and the planning period without hampering productivity. PURPOSE OF THE STUDY : The objective of the study is to analyse the actual recruitment process in HCL , and to evaluate how far this process confirm to the purposes underlying the operational aspects of the industry. How far the process is accepted by it ? And what are the options of the family members of the organisation? The study on recruitment highlights the need of recruitment in HCL InfosystemsLimited. METHODOLOGY : The study is carried on in a proper planned and systematic manner. This methodology includes Familiarization with the organisation. Observation and collection of data. Analysis of data. Conclusion and suggestion based on analysis. HYPOTHESIS The organisation follows a systematic recruitment process, which contributes towards continuous flow of production without shortage or excess of labours. SAMPLING The study covers 10 executive, 20 employees from different departments/ sections of HCL as sample in order to elicit relevant facts. Since it is not possible to approach each and every manpower of the organization. UNIT OF STUDY: An executive and a worker irrespective of their position and placements in any of the departments of the organization is considered as unit of study. SOURCES OF DATA COLLECTION: The primary as well as the secondary sources was used for collection of data. In primary source of data collection the interview schedule and questionnaire and opinion survey were used and in secondary source of data collection relevant records, books, diary and magazines were used. Thus the source of data collection were as follows: SOURCE OF DATA COLLECTION PRIMARY SECONDARY 1. interview schedule1. Diary 2. Questionnaire2. Books 3. Opinion Survey3. Other records 4. Magazines The investigator used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedules were used for workers clerical, category and questionnaires were used for supervisory and executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organisation. The investigator used the secondary source like diary, books, magazines and other relevant records for collection of data to know about the industry as well as the respondents. TABULATION, ANALYSIS AND INTERPRETATION: After completion of data collection the editing of the responses go obtained was done. This edited data further codified and code book was prepared. On the basis of these tables the data were interpreted and analysed and conclusion was drawn. LIMITATIONS: Every scientific study has certain limitations and the present study is no more exception. These are: – Interviewing of the executive of top echelon position who are making recruitment is busy in the Organisation State of affair. So it is not possible to contact all of those every busy executives. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity. Confidentiality of the management is the strongest hindrance to the collection of data and scientific analysis of the study. All the secondary data are required were not available. Respondents were found hesitant in revealing opinion about supervisors and management. In spite of all these limitations, the investigator has made an humble attempt to present an analytical picture of the study with some suggestion for the long run implementation. ABOUT HCL In the early 70s, a group of young, enthusiastic and ambitious technocrats embarked upon a venture that would make their vision of IT revolution in India a reality. Shiv Nadar and five of his colleagues got together and in 1975, set up a new company called Micro comp. To start with they decided to capitalize on their marketing skills. Micro comp marketed calculators and within a few months of starting operations, company was outselling its major competitors. In 1976, Micro comp approached UPSEC (Uttar Pradesh State Electronics Corporation) for help to set up a computer company. Impressed by their technical and marketing competence, UPSEC agreed to set up a joint venture. On the 11th of August 1976 Hindustan computers Limited was incorporated as a join venture between the entrepreneurs and UPSEC and with an initial equity of Rs. 1. 83 lakhs. HCL InfosystemsLimited (HCL) has now become India’s one of the big technology integration company. Over the years, HCL Infosystemshas positioned its business operations to fulfill its vision statement: ‘Together we create enterprises of tomorrow’. The overarching theme for the company’s swift progression into the software and services arena, in India and globally, is evolving. Signifying a state of constant growth, the evolve theme is visible in the many ways that HCL Infosystemshas undergone a metamorphosis into becoming a complete IT solutions company. The menu of HCL Infosystemsglobal services broadly covers IT consulting and professional services in the area of vertical applications, technology integration, ERP implementation and software development. This also includes a complete portfolio of systems and network services for development. This also includes a complete portfolio of systems and network services for Facilities Management, Helpdesks, Systems Supports and network and Internet Implementation. HCL Infosystems’ global customers include Samsung, Government of Singapore, and AMAL insurance Jurong Port in Singapore and Malaysian’s BSN commercial bank, SIA, DBS bank, Maybank life assurance charted semiconductors, Asia Matsushita and Shell Malaysia. Some of its global customer in the government sector is Inland Revenue authority of Singapore, civil aviation authority of Singapore, Singapore power, ministry of education, health and national development, telecom authority of Singapore and penang state govt. HCL Infosystems’ chosen platform of total technology integration lends itself to some very significant alliances with the global leaders. Among its partner are HP for high end AISCE/UNIX services and workstation and HP Open view network management solution; Intel for PC and PC server building blocks; Microsoft,novell and SCO AG solutions; Red hat ;Linux; Samsung; Pivota for CRM solution and ORACLE Sybase and Informix for RDBMS platform. INDIAN HARDWARE INDUSTRY AND HCL INFOSYSTEMSLTD. The Indian IT and Electronics market in 2004-05 was worth US$ 32. 9 billion of which US$ 19. 7 billion consisted of software. Electronics and IT hardware production stood at US$ 13. 2 billion. Some 4,100 units are engaged in electronics production manufacturing goods as diverse as TV tubes, test and measuring instruments, medical electronics equipment, analytical and special application instruments, process control equipment, power electronics equipment, office equipment, components etc. Market researcher IDC estimates that the market-value estimate over next 3 years for hardware products is Rs. 79,000 crores The Indian electronics and hardware industry has been lagging behind the impressive performance of the software sector. Most of the hardware requirements of the burgeoning software and telecom sectors are met by imports which are about 25%. The Ministry of Information Technology, Govt. f India has estimated that the total requirement of hardware and components by 2008 would be in range of US$ 160 billion and the investment required in the manufacturing facilities would be US$ 16 billion. NASSCOM, the leading IT industry body estimates that to achieve a software export target of US$ 87 billion in 2008, the hardware requirement would be US$ 50 billion. By far the most comprehensive study was carried out by Ernst Young in association with MAIT, the hardware industry body in 2002. It estimates that given the right incentives, India’s electronic hardware industry has the potential to reach US$ 62 billion by 2010, twelve times its existing size with the domestic market accounting for US$ 37 billion and exports of US$ 25 billion. The major export opportunities would be in the area of innovative new products, contract manufacturing and design services. This shows that there are large opportunities for Indian companies to increase their strength and grave these opportunities for future growth. HCL InfosystemsLtd is one of those companies which are working to increase their network and making innovative new products. HCL InfosystemsLtd. is currently engaged in selling manufactured hardware (like PCs, servers, monitors and peripherals) and traded hardware (like notebooks, peripherals) to institutional clients as well as retail channel partners. Besides, it offers hardware support services to existing clients through annual maintenance contracts, net work consulting and facilities management. In 2002-03, HCL’s total hardware turnover was Rs. 10. 97 billion, higher by around 24% over the corresponding figure for 2001-02. Of this, manufactured hardware constituted 60%, traded hardware 32% and hardware support services 9%. The company’s reported operating margins in 2002-03 (including six months of OA, telecommunication and software businesses) increased to 6. 7% from 5. 9% in 2001-02, primarily because of better margins in hardware. While average material costs declined in 2002-03, the company was able to retain a part of the margins in its product realizations. Better margins in hardware resulted in the return on capital employed (ROCE) from hardware increasing from 11. % in 2001-02 to 25. 6% in 2002-03. In the domestic home PC organized sector, HCL Infosystemsis the market leader. Other players include Zenith Computers, IBM, Sun Microsystems, Wipro, Hewlett Packard. Assembled personal computers have a large presence in the domestic home PC market, accounting for a chunk of the total sales. The overall market for desktop personal computers registered a 28. 2 percent growth during calendar year 2004 as compared to the previous year. What is significant is that branded PCs continue to make impressive gains against the gray market. According to IDC, the share of branded PCs grew from 36. 2 percent in 2003 to 49. percent in 2004, registering an impressive growth rate of 74. 3 percent. Interestingly, the gray market remained flat, registering a growth of 2. 2 percent, while the total desktop PC market registered a growth of 28. 2 percent. According to IDC, the recent re-surfacing of finance-based purchase options had an accelerating effect on the consumer desktop market, which is already witnessing a consistent drop in end-user prices for both the branded and unbranded PC segments. Among the vendors, HCL Infosystemsemerged as the market leader with a share of 13. 7 percent. The company registered a 91. 4 percent growth during 2004 as compare d to the previous year. HP followed HCL with a market share of 11. percent. HP too grew at a blistering pace registering a growth rate of 73. 03 percent. IBM is in the third place with a market share of 6. 2 percent. IDC is not the only research firm confirming the signs of robust growth. Gartner, in a recent report, states that the Indian desktop market grew by 31. 5 percent in 2004. Says Vinod Nair, Analyst, Computing Systems, Gartner India, â€Å"Peaking business confidence based on strong economic growth catalyzed PC purchases in both consumer and corporate segments throughout 2004. † While every research firm has given different figures, one thing is common—the PC market is booming at double-digit growth rates. MAIT (Manufacturers Association of Information Technology) estimates that the desktop PC market grossed 17. 1 lakhs units in the first half of fiscal 2004-05, registering a growth of 37 percent over the same period of the previous fiscal. With the Indian economy booming, MAIT estimates that PC sales will touch the 40 lakhs mark in fiscal 2004-05. The buoyancy in PC sales can be attributed to increased consumption by traditional industry verticals such as telecom, banking, financial services and insurance, BPO, manufacturing and government. Consumption also increased in non-traditional sectors such as education, retail outlets and self-employed professionals. In future, HCL’s hardware sales to the institutional segment are likely to remain stable, with sustained hardware spending by all the verticals, especially the banking and financial services sector. Besides, in retail hardware sales, a continued reduction of price points, facilitated in part by the recent reduction in excise duties on PCs, is likely to reduce the price advantage of the small assemblers, and augur well for branded PC manufacturers like HCL. In the medium term, HCL’s margins, despite its sales tax advantages, may be affected by the likely removal of duty protection on manufactured PCs from the year 2005. Current Market Share of various IT players in over all Desktop Market in 2004   Vendors |Units |Market share(percent) |Units (2004) |Percentage of Units Shipped |Year-on-Year Growth (percent) | | |(2003) | | | | | | | | | | | | |HCL |232,169 |9. 2 |4,43,535 |13. 7 |91. 04 | |HP |221,964 |8. 8 |3,84,058 |11. 9 |73. 03 | |IBM |132,582 |5. 3 |1,98,973 |6 . 2 |50. 8 | |Source : IDC India | Total desktop market | |   |Units (2003) |Percentage of Units Shipped |Units (2004) |Percentage of Units Shipped |Year-on-Year Growth(percent) | |Branded |911,403 |36. 2 |1,589,016 |49. 2 |74. 3 | |Grey |1,608,752 |63. 8 |1,643,694 |50. 8 |2. 2 | |Total |2,520,155 |100 |3,232,710 |100 |28. | | Source : IDC India | [pic] From the above figure we can clearly see that HCL emerged as the clear winner among the branded PC companies with 34% or 13. 7% of market share followed by 30% or 11. 9 % of market share by HP. IBM was third in the race with only 15% or 6. 2% of market share of branded PC computers. Along with becoming the market leader in branded PC HCL Infosystemsalso became 1. 3 Billion Dollar company in April 2006. SUCCESS STORY Vision, bravado and grit have seen HCL evolve from a dream of eight youngsters in 1977 to the country’s top IT group today, with revenues closing in on Rs 5,000 crore 975: Six young men get together over a cup o f coffee and snacks. The conversation veers from cars and travel to jobs, career and the future. Since they all work together, its only natural that they talk shop. They also explore the possibility of starting a company of their own-one rooted in values, directed at creating a market for its products in a segment hitherto unexplored, hardware. Microcomp is born. The initial investment-all their savings, making up seed capital of Rs 1. 87 lakh. â€Å"Six of us, all with DCM, wanted to start a computer company. But we didn’t have enough funds. We decided, therefore, to settle for a close second-we set up a calculator company, Microcomp. We were, of course, working our way upward, towards creating a computer company, till someone informed us that we would need a license for the same. The Uttar Pradesh government was offering an open license of this nature around that time. We acquired it and created Hindustan Computers Ltd (HCL). The name itself had a reason behind it-it denoted largeness, it was Indian, it was patriotic, it was perfect†¦ Two more of our friends joined us later to set up Hindustan Computers in August 1976-that took the number of people who started HCL up to eight,† remembers Ajai Chowdhry, one of that original group of eight and now President and Managing Director of HCL Infosystems. We dreamt of working in an industry that would revolutionize businesses, an industry that gave everyone an equal chance to succeed†¦ We also knew we wanted to dominate it. Through these years, we have retained our number one position and sustained our growth. The one business strategy that has dominated a nd been at the core of our business is constant adaptation and renovation. We have also developed new paradigms for new opportunities,† adds Shiv Nadar, Chairman of HCL Infosystems. A teething problem faced by the company-getting imports through. The regulations and laws of the time did not allow the import of technology. Components and sub-assemblies, however, could be imported. â€Å"The latter was a very expensive affair. This led to a sharp focus on in-house design. The first product we came out with was targeted at the engineering research market-Micro 2200, based on a 4-bit microprocessor from Rockwell,† says Chowdhry. With Micro 2200, orders poured in for HCL. â€Å"We had no products, and we couldn’t simulate them, so we had to create a bread-board model. We actually had people coming to us and looking at these models and placing orders-they believed in us! † The deadlines were tough, but they had to be met, or the orders would fall through. The first deadline was March 31, and everyone worked night and day for weeks. The final delivery date-March 27. â€Å"I remember a particular instance. After setting up of HCL (Chennai), we were flooded with orders, especially from IIT Chennai. I personally went to the airport in my old Fiat and delivered the units personally to the IIT professors,† recalls Chowdhry. When MNCs weren’t popular If we tabulate the history of Indian business, 1977 will go down as a â€Å"funny† year. It was in 1977 that the Janata Party government came to power. Among their first actions on the commerce front-asking IBM and Coke, among other multinational companies, to either increase the component of Indian holdings or move out. They moved out. â€Å"That was a stroke of luck for us,† says Chowdhry. â€Å"We created an eight-bit computer, our first usage of Intel architecture. We went and sold that to lots and lots of companies, among them a cement company that used four floppies to manage the payroll of all its 3,000 companies. â€Å" Three years later, in 1980, HCL became a Rs 2-crore company. â€Å"We decided to expand overseas and entered the Singapore market, armed with some expertise in hardware and targeting the SME market. However, once there, we realized that the demand was more for solutions, not so much for boxes. We set up a software factory in Chennai-we would go to customers and tell them we would do everything-make the box, write the software, train the staff, maintain the equipment, the works†¦ And we had to do $1 million in orders out of Singapore between August 1 and December 31, 1980. That was the make or break point-less than that and we wouldn’t have the cash flow to run the company. In the nick of time is how things worked out-HCL Singapore managed that figure on the morning of December 31. HCL Group: How the Dream has Evolved 1975 Shiv Nadar and five colleagues start Microcomp 1976 HCL promoted with startup capital of Rs 1. 83 lacs (US$ 3826. 85) 1980 HCL’s first transnati onal venture, Far east Computers, established in Singapore 1981 Set up NIIT, India’s first private sector IT education institution. 1985 HCL America established with headquarters at Sunnyvale, California 1991 HCL and HP, USA agree to enter into a partnership to form HCL HP 1994 HCL Tech formed as separate software company 1996 Joint venture with James Martin Co. nd Perot Systems Corporation 1997 HCL Tech incorporated in UK, Germany, France, Sweden, Belgium, Italy and Switzerland 1998 Operations started in Japan, Hong Kong, Australia, and New Zealand 1999 Initial Public Offering made by HCL Tech Formation of Global Board of Directors and Advisory Board. Audit, Compensation and Related Party Transaction Committees set up Implementation of ‘Glocal’ Management Concept 2000 Large deals with Bankers Trust, KLA and GTech 2001 Acquisition of Deutsche Software Acquires Ireland-based BPO firm, Apollo Contact Centre HCL Enterprise Solutions formed as a joint venture with C omputech Corporation, Inc, USA The Singapore experience taught the founders a lesson-designing and manufacturing products in India and selling them overseas was akin to walking a tough and profit-less path. This was when we decided to walk the software integration road. We created the integration database, much before Intel†¦ but we killed it! We were so naive, we killed a product line like that,† says Chowdhry. In 1984, the new computer policy was coined and standards were put in place. This saw a major move by banks toward the Unix platform. â€Å"A few companies approached us and we decided to launch the personal computer in India. We had three weeks to do this. Our people flew all over the place, including Taiwan and Bangkok, and brought back PCs. We took them apart, studied them and got into manufacturing mode. We launched our PC in three weeks. And that, incidentally, how Busybee was born,† says Chowdhry. A turning point came in 1989, just when the PC and software integration business was chugging along smoothly. McKenzie Company approached HCL and offered to carry out a study for HCL, entitled HCL’s Entry Into America. â€Å"We told them we were too small and couldn’t afford them. They did a project for us anyway, and refused to charge us any money,† says Chowdhry. When the findings of the study were presented to the top brass at HCL, the company moved into the US market-HCL America was born. â€Å"We marked the entry into the US market with hardware. We had no environmental clearances and fell back. We could not deliver as promised. Our entry strategy was right, but the product wasn’t. We were in big trouble-our overheads were high, we had no revenues†¦Ã¢â‚¬  Unix to the rescue It was the US reversal that made HCL look at newer avenues, and a path that would lead to more revenues. â€Å"That is how our software strategy was born, and we capitalized on our Unix strengths. Around this time, we were in talks with Hewlett-Packard for a joint venture. We were also working on Apollo, and HP bought out the product. About the same time as out foray into the US, we tied up with HP. At that time, HP was smaller than the behemoth it is today, but it still boasted global expertise. And that was something we wanted,† says Chowdhry. However, HP asked HCL to close down its RISC and Unix RD setup. Unwilling to down shutters on a going and profitable effort, HCL created a new opportunity out of the situation-HCL Consulting was set up and the said works were moved in to this new company. â€Å"We had our people working at the HP research centers, taking in all of the technologies. This was a great learning period and had a mushroom effect subsequently, when HCL Consulting turned into HCL Technologies,† says Chowdhry. And along the line, HCL Infosystemswas also set up. Chowdhry remains upbeat on the company he runs on a day-to-day basis, HCL Infosystems-despite the predicted flat growth in the current year. HCL Insys focuses on the domestic products and software businesses and its main areas of operations are: -Products System Integration: PCs, Phones, EPABXs, SI. HCL’S OFFERINGS IN INFO-PROCESSING PRODUCTS HCL Advantage HCL Infosystemsdraws it’s strength from 27 years of experience in handling the ever changing IT scenario , strong customer relationships , ability to provide the cutting edge technology at best-value-for-money and on top of it , an excellent service support infrastructure. Today HCL is country’s premier information enabling company . It offers one-stop-shop convenience to its diverse customers having an equally diverse set of requirements, be it a large multi-location enterprise, or a small/medium enterprise, or a small office or a home, HCLI has a product range, sales and support capability to service the needs of the customers. The last 27 years apart from knowledge and experience have also given continuity in relationship with the customers, thereby increasing the customer confidence in HCL. Our strengths can be summarized as: – Ability to understand customer’s business and offer right technology – Long standing relationship with customers – Pan India support service infrastructure – Best-vale-for-money offerings Technology Leadership HCL Infosystemsis known to be the harbinger of technology in the country. Right from our inception we have attempted to pioneer the technology introductions in the country either through our R or through partnerships with the world technology leaders. Using own R HCL has: Created own UNIX RDBMS capability (in 80s). – developed firewalls for enterprise personal system security. – launched our own range of enterprise storage products. – launched our own range of networking products. HCLI strive to understand the technol ogy from the view of supporting it post installation as well. This is one of the key ingredients that go into strategic advantage. HCL Infosystemshas to its claim several technology pioneering initiatives. Some of them are: – Country’s first DeskTop PC – BusyBee in 1985 – Country’s first branded home PC – Beanstalk in 1995 – Country’s first Pentium 4 based PC at sub 40k price point – Country’s first Media Center PC MANUFACTURING HCL’s computer hardware manufacturing plant is strategicaly located in the Union territory of Pondicherry. Situated 165 kms south of Chennai on the coast of the Bay of Bengal with proximity to Chennai Air/Sea port, special policies for Industises of local Govt, , Inland Container Depots, attractive power and labour rates – makes Pondicherry an ideal place for business. Started in 1996 – with only Unit 1 – it now has 3 Units (Unit 1,2, 3) with a built up area of 3,23,000 sq. ft. , PMO has a monthly capacity to make 50,000 desktops and 2000 servers. The infrastructure is state of the art , one of the best largest in India. |[pic] |[pic] | All 3 factories are ISO 9001:2000 and ISO 14001 certified. PMO was also Awarded MAIT Level 2 – by European Foundation for Quality Management in the year 2001 . HCL was also awarded ELCINA’s (Electronic Component Industries Association) Quality Award for the year 2002- 2003 PMO also has Product Engg Group (PEG) and R teams constantly engaged in developing new products and solutions. Driven by a strong Manufacturing Objective â€Å"WE SHALL DELIVER DEFECT-FREE PRODUCTS, SERVICES AND SOLUTIONS TO MEET THE REQUIREMENTS OF OUR EXTERNAL AND INTERNAL CUSTOMERS, THE FIRST TIME, EVERY TIME. † All processes in the manufacturing are aligned to this guiding objective . A strong emphasis of â€Å"Quality by Process† is ensured across all processes. The products manufactured here undergo stringent tests that ensures their ruggedness durability , which may be deployed anywhere in India and may have to face severe conditions like – heat , humidity , rough transportation handling . Our products undergo drop tests , hot cold temperature chamber , client-site simulation tests , reliability tests et al . Computers are shipped to locations all over India with an extensive network of professional logistic support partners. There is also a Customer satisfaction cell, in plant, to take care of problems reported from field. Customers, sales marketing, support personnel, dealers distributors are encouraged to visit the plant to see, for themselves, what all goes in making a quality computer system. Philosophy of Quality â€Å"We deliver defect-free products, services and solutions to meet the requirements of our external and internal customers, the first time, and every time. † To exist as a market leader in a globally competitive marketplace, organizations need to adopt and implement a continuous improvement-based quality policy. One of the key elements to HCL’s success is its never-ending pursuit of superior quality in all its endeavors. HCL INFOSYSTEMSbelieves in the Total Quality Management philosophy as a means for continuous improvement, total employee participation in quality improvement and customer satisfaction. Its concept of quality addresses people, processes and products. Over the last 20 years,HCL has adapted to newer and better Quality standards that helped us effectively tie Quality with Business Goals, leading to customer and employee satisfaction. QUALITY AT HCL INFOSYSTEMSLTD. The history of structured quality implementation in HCL Infosystemsbegan in the late 1980s with the focus on improving quality of its products by using basis QC tools and Failure Reporting and Corrective Active Systems (FRACAS). And also employed concurrent engineering practices including design reviews, and rigorous reliability tests to uncover latent design defects. In the early 90s, the focus was not merely on the quality of products but also the process quality systems. We were certified for ISO 9002 by BVQI in 1994 and re-certified in 1997 to ISO 9001-2000 (for Design Manufacture of Personal Computers, Business Servers, Work Stations and their Associated Sub-Assemblies). In early 1995, a major quality initiative was launched across the company based on Philip B. Crosby’s methodology of QIPM (Quality Improvement Process Management). This model was selected to because it considered the need and commitment by an organization to improve but more importantly, the individual’s need towards better quality in his personal life. Under our Quality Education System program, we train our employees on the basic concepts and tools of quality. A number of improvement projects have been undertaken by employees, whereby process deficiencies and bottlenecks are identified, and Corrective Action Projects (CAPs) are undertaken. This reduces defect rates and improves cycle times in various processes, including personal quality. HCL has received MAIT’s ‘Level II recognition for Business Excellence’ for initiatives in the Information Technology Industry, adding another commendation to progress. MAIT’s Level II recognition is based on the ‘European Foundation for Quality Management’ (EFQM), for gaining quality leadership and business competitiveness. Our certifications / awards in 2003 include ISO 9001-2000 certification by BVQI for Infostructure Services (for Consultancy, Implementation, Support, Audit Management Services for Information Technology Solutions in the domain of Networking, Security, Facilities Management and System Integration) and award of First Prize by ELCINA (Electronic Component Industries Association) for Quality, 2002-03. The ELCINA award criteria considers two aspects. (1) Enablers (Leadership Management commitment, Resource Management, Product Realisation, Measurement Analysis Improvement) and Results (Product Quality, Customer / Stake holder satisfaction , Business results). The tryst for continuous quality improvement is never-ending in HCL. HCL always strive to maintain high quality standards, which help us fulfill mission to provide world-class information technology solutions and services, to enable customers to serve their customers better. CUSTOMER SATISFACTION One of the cornerstones of strategy has been a very strong customer focus. 27 years of experience in servicing a varied range of customer requirements has given domain knowledge of customer’s business. As a result of this it is able to provide exact solution to customers’ needs. During these years they have been able to cement their relationship with customers and gaining their trust and confidence as well. Today for desktop PC, they have more than 8 lakh units installed units. HCL enjoy considerable market share in segments like Government, Banking Finance and Education research. SUPPORT SERVICES HCL InfosystemsService Support infrastructure is one of the widest in the country. No matter where you are, there’s an HCL Service Centre near by. Products are backed by an extensive direct support infrastructure spread across 170 locations nationwide which offer 24 x7 support offering for critical sites. Channel strength is a balanced mix of retail outlets, resellers distributors. It was strong focus on distribution network that led HCL in devoting few brands exclusively for channel. They are – Beanstalk, BusyBee, Netmanager (servers), and recently launched EzeeBee. Today distribution network helps it take a varied product range to customers in every nook corner of the country . The product range includes DeskTop PCs, Servers, Laptops Pocket PCs. CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS Human resource Management classically pertains to planning; recruitment, selection, placement, induction, compensation, maintenance, development, welfare etc. of Human Resources of any organisation to enable the organization to meet its objective while also enabling the human resources to attain their individual goals. As is evident from the definition of the concept the entire theme revolves centrally around human resource and its role in enabling simultaneous satisfaction of individual and organizational goals. The immediate conclusion that follows from this is that the prime movers of the organisation are the individuals. The process of bringing employees into the folds of organisation is termed as recruitment and can be unambiguously treated as the central pillar for foundation stone of the entire concept of human resource management. It is easy to see why recruitment has accorded such a high position out of the various facets of human resource management. The reason is simply that unless one has human resource in the organisation whom will the human resource managers manage or whose energy will they channalise productively and usefully. Keeping this idea into mind this Projects is an attempt to study various options that are available both theoretically as well as practically for an organisation to launch itself into the task of recruitment. The entire report is divided into various sub-sections which appear in a chronology of events that are steps in the process. DEFINITION The success of and organisation largely depends upon the Team of the skilled and qualified human resources who are chosen out of number of applicants for the job. It is the primary duty of the HRD department to procure and maintain an adequate qualified working force of various personnel necessary for manning the organisation. Procurement function of personnel Department includes three major sub-functions- (A) Recruitment; (B) Selection: and (C) Placement on the job. Recruitment is the positive process of employment. The process of Recruitment is to identify the prospective employees, attract, encourage and stimulate them to apply for the job, Interview the eligible and select them for a particular job in the organisation. Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting selection of an efficient working force. ————Yoder OBJECTIVES To structure the Recruitment policy of HCL InfosystemsLimited for different categories of employees. To analyse the recruitment policy of the organisation. To compare the Recruitment policy with general policy. To provide a systematic recruitment process. SCOPE OF RECRUITMENT It extends to the whole Organisation. It covers corporate office, sites and works appointments all over India. It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior Management cadres. CATEGORICALLY CLASSIFICATION OF EMPLOYEES OF HCL Category IAll workmen, All Assistants (Accounts, Stores, Field), clerk, Typist, Steno-Typist, Stenographer, Computer Operator. Category IIAccountant, Store keeper, Supervisor up to the level of Officers, Designer, Jr. Engineer, P. A, Sr. P. A, EDP Programmer up to officer, Admin. / personnel / HRD officer, Inspector. CATEGORY IIISecretary, Executive Secretary, Management Trainee, Asst. Engineer, Engineer, Sr. Engineer, Sr. Programmer, Sr. Officer, Asst. Manager, Dy. Manager, Manager, Sr. Manager, Works Superintendent. CATEGORY IVAGM, DGM, GM, SR. G. M. CATEGORY VVP above. ORGANISATION STRUCTURE OF HCL A brief introduction to Divisional / Departmental heads. CHAIRMAN AND MANAGING DIRECTOR: CMD holds to most position in the organisation. He is the owner of the Company. He guide the functional heads to smoothen their activities. It is the key position in the organisation. DIRECTOR OPERATIONS: He is the overall incharge of P, HRD, Systems, TQM and Critical Issues. GM-PRODUCTION: He is the overall incharge of works. He is directly involved in production planning. He formulates various policies for betterment of the product. He issues guidelines to Production Department and Quality Control Department for implementation of the policies. VP-FINANCE: He is directly involved in finance matters and finance policy. He is also involved with personnel department for wages compensation, salaries and other financial benefits. AGM- PERSONNEL ADMINISTRATION : He is the overall incharge of personnel, Administration and Industrial Relations of the group and also oversees the HRD activities. SR. MANAGER-CORPORATE HRD: HRD Department is responsible for better utilisation of manpower through Recruitment’s, Selections, Training, Development, Retention and Welfare of the group. It is involved in policy formation and its implementation. VP-MHD: He is the profit center head of the Material Handling Division. He is responsible for Design and Projects Execution. VP-BUSINESS DEVELOPMENT: He is the main source of Business Procurement to MHD. SR. GENERAL MANAGER He is responsible for marketing, Design, Estimation and Projects Management. RECRUITMENT PROCEDURE IN HCL Human resource is a most valuable asset in the Organisation. Profitability of the Organisation depends on its utilisation. If their utilisation is done properly Organisation will make profit otherwise it will make loss. If a good dancer appointed as a Chief Executive Officer of a Company, he may not run the business. So right man should be procured at right place in right time, otherwise their proper utilization may not be done. To procure right man at right place in right time, some information regarding job and job doer is highly essential. These information are obtained through Job analysis, job descriptions, Job Specifications. HCL procure manpower in a very scientific manner . It gets information by use of these important documents like Job Analysis, Job Descriptions and Job Specifications. Without these recruitment may be unsuccess. Before recruit a person all information regarding job, working conditions, duties and responsibilities of job doer, Skills experiences qualifications of an employee to do the particular job is highly essential. To obtain the pertinent information regarding job, duties, responsibilities, working conditions, skill efficiency, education and experience of the employee, HCL, gets the help of Job analysis, job description and job specifications. JOB ANALYSIS FORM OF HCL InfosystemsLtd. Job Title†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Code No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ Location †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Department†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦ Analyst†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Reason for the job †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ supervised.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Wage or salary range†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Relation to other jobs: promotion from†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Promotion to†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Job summary: Work performed:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Major duties :†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Other tasks:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Equipment/Machines used:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Working condition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Skill Requirements: Education: (Grade or Year) Training : Job experience : (a)type of experience†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Length of experience†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Supervision : (a) Positions supervised†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (b) Extent of supervision†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Job knowledge :(a) General †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ (b) Technical†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Special†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Responsibility :(a) For product and material †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. For equipment and machinery†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ For work of others†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. For safety of others†¦Ã¢â‚¬ ¦ Physical demands : physical efforts Surroundings Hazards Resourcefulness JOB SPECIFICATIONS FORM OF HCL Job Title : Drill OperatorDepartment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Job Code †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. REQUIREMENTS 1. education : ability to read and understand production orders and to make simple calculations. Preferably high school certificate. 2. TRAINING AND EXPERIENCE: No special training required . Requires one month experience to learn job duties and to attain acceptable degree of proficiency. 3. PHYCIAL EFFORT: No special physical effor t is required. 4. MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions orders. Must be able to concentrate when operating. 5. SUPERVISION : Routine checking and no close supervision required. Specific but no detailed instructions. 6. Responsible for own work only. Only routine responsibility for safety of others. PROCEDURE OF RECRUITMENT Following process of Recruitment has been followed in HCL . 1 REQUISITION 1) for new requirement or for replacement a manpower the given requisition format is to be filled up by Head of the Division/Department and forwarded to HRD after obtaining MD’s approval. INTERVIEW SCHEDULE Date: Venue: Position: NAME OF THE CANDIDATE |TIME |REMARKS | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Interview call letter Date —————- Dear Sir, â€Å"___________________________________________________† This has reference to your application for the above mentioned position in our organisation. We are pleased to invite you for a meeting with the undersigned on†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. at†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦a. m. /p. m. please confirm this appointment. We have enclosed a blank personal Data Form. Please fill this in and bring with you along with your educational and experience certificates / testimonials in original for the meeting. No TA/DA shall be admissible for attending this interview. You will be reimbursed to and for train fare by 1st / 2nd class for attending this interview. We take this opportunity to thank for the interest you have shown in joining our organisation How to cite Recruitment Practices at Hcl, Essay examples

Business and Biotechnological Initiatives †MyAssignmenthelp.com

Question: Discuss about the Business and Biotechnological Initiatives. Answer: Introduction Recycling is a procedure of transforming waste materials into the useful and new materials and things. Recycling can avert the waste of potentially useful materials and diminish the expenditure of raw materials. This study creates a business plan for starting a procedure of creating or restructuring a recycling company will be known as Go Green in the Australia. The business plan of Go Green Company describes the organizational structure of the company and key personnel factors. The study also describes the market structure which includes industry profile, competition, and market segmentation. The main purpose of creating a business plan is to show and encourage the recycling industry for the advantages of people and develop the best practices in the recycling industry by encouraging health and safety standards, legitimate compliance and operational principles. Go Green is a recycled company which will provide its services to the several multinational companies. The company will be the leading distributor of waste management and recycling raw materials for business consist from plastic, steel, and aluminum. Go Green recycling will be a leader in the E-waste management which commit to preventing and environmentally responsible for disposal of technological resources with the ultimate customer benefits. Go Green will also motivate peoples and producers to practice eco-friendly measures to manufacture goods through the number of public events in partnership with Australian waste management and other global bodies. The business plan for Go Green describes the management and structure of Go Green Company which are explained below: Organizational structure of Go Green The organizational structure of Go Green will include various components such as business structure, organization chart, key functions of business performance and the business growth. Structure of business: Go Green recycling company will make custom reusing programs for a wide range of Albuquerque organization. Go Green will enable the business to reuse the most volume of material from the garbage in a simple and financially efficient way and are focused on helping the business in order to accomplish the specific recycling objectives. The companys objective make keeping in mind that cost-effective and responsible of E-waste disposal, for the advantages of both the corporate and individuals (Belbin, 2012). The business plan for Go Green Company will provide recycling containers for a large variety of companies which is depend on the business nature and its capacity. The company will also make custom recycling stations with the logo and business stylistic layout. The number of employees needed in the new business plan for the company will be range from 50-100 employees, management team, and owner. The start-up costs of new business will be $1,000,000. The startup i nvestment analysis of company will as follows: Land and land development: $44000 Building and civil construction: $25000 Plant and machinery: $21000 Furniture and fixtures: $10000 Pre-operating cost: $10000 Long-term loans: $63000 Owners equity: $41000 Organization chart: According to Cordano et al. (2010), the organizational chart of Go Green recycling company is as follows: Board of Directors: Managing Director, Chief executive officer, Municipal officials (Role: Corporate decision making, appointments, auditing) Managing Director (Role: Daily management activities, financial management, contractual agreements) Site Manager (Role: Production oversight, sales, supervision) Clerks, workers, laborers (Role: daily operations of business) Main functions required by business: According to Corder et al. (2015), the key business functions required in a new business plan of Go Green Company are marketing, sales, administration, and production. The following roles and responsibilities of the given departments are explained as follows (Berry, 2011): Marketing: The marketing and advertising division for a new business plan for the company will account for creating products packaging, pricing, and innovative materials by using recycled materials such as plastics, steel, and aluminum for illuminating capable consumers of the company's offerings. The department will also lead research in order to find the requirements of its customers (Burns, 2010). The marketing head will responsible for all the activities performed in the marketing department. Sales: Sales department are required in organizations that sell retail or discount things to distinctive to various associations or customers. Sales division of Go Green Company will encourage their business energy to set up client association, cater specific income targets and pitch new reused things. The business method may use a push or a pull method for inviting customers. The sales head will responsible for all the activities performed in the sales department. Administration: The chief executive officer, also called the owner of organization and some other managers will engage in making decisions for the new business plan for Go Green company are a part of the organization division. The company needs supervisors who will manage workers and execute organization mandated by the owner. Senior level of company will recruit new applicants for the business. Production: The production department will orders stock for production when required satisfies production orders determined by management and directions with the marketing departments to make improvements to items. The production manager will responsible for all the activities performed in the production department. Business Growth: According to Garlapati et al. (2016), business requires ease which expects leaders to grasp changes and take risks. There are several reasons where employees have learned to resist change such as loss of job, poor communication and involvement of employees, lack of trust and much more. Go Green company will handle and manage these changes with ease and have the better hand over their competitions which are as follows: Control opposition: Go Green business will involve those employees who are against a change. The purpose of this involvement by business is to effectively observe what their concerns are and conceivably reduce the issues in a timely manner. By allowing their employees time to give their information, the company assures them that they are a part of a team that really thinks about its employees (Giurco et al. 2010). Involvement of employees: According to DeWhitt (2010), the engagement of employees is important for any business activities. The company will create and allocate new duties and responsibilities to employees in order to improve their performance, create leadership among the employees, consider employees point of view regarding working methods and environment. Innovation and Technology: According to Hall et al. (2010), innovation and technology are two things that are happening on a day-to-day basis. Go Green will come up with the new plans and recommendations there are dependable approaches to enhance as an organization, whether it be changing the attitude towards a task or changing the way the workplace dynamic is on daily basis. Key Personnel According to Doppelt (2015), the background of skills and experiences required for hiring an effective management team is as follows: Managing Director: According to Newton Newman (2013), a managing director is a senior-level official that generally concentrates on business advancement, representative employing and client maintenance. These professionals are employed in a wide assortment of industries. The skills and experience require for fulfilling the position of managing director, candidate should have bachelors or master's degree in addition to the significant work experience in the manufacturing industry Site Manager: According to Fernndez-Guerrero et al. (2015), the main skills which site manager should consist are the capability to handle a team and maintain a favorable working relationship with all the co-workers who work under site manager. A site manager will be able to solve the issues in an effective manner and creative way when it is essential. A site manager must have several years of experience on building sites in order to liaise with the contractors. Lower Level: According to Gunasekaran Spalanzani (2012), the lower level of management includes clerks, employees, and labors. The lower level of management must consist the skills, in which they should have knowledge and understanding of the mechanics of the particular job, understanding of people and being able to viably work with people and must have the capability to think about the problems and good communication skills. Identification of skills gap and the measures to overcome these gaps According to Okereke et al. (2012), a skill gap refers as a significant gap between a company's expertise needs and the present abilities of its workforce. There may be some skills gap in the management team which can create issues in the new business ideas for the organization is as follows: Lack of performance: The first skill gap can be identifying among the employees who are performing their duties in a desired manner. To overcome this gap, Go Green Company will offer good benchmark so that business can overlook their employee's performance before they get started work. Training: The second skill gap is the not providing adequate training to the employees which create issues in the organization. The company will provide continuous training and development in order to support the business initiatives. The company will invest in seminars, conferences and much more in order to help the workers to perform their best. Working environment: According to Rahman Subramanian (2012), the favorable working environment helps the employees to achieve the business objective efficiently. Go Green business will provide a good working environment to build the active and strong workforce in the organization. Market Structure of Go Green Recycling Company According to Rametse (2015), the market structure of Go Green Company includes the various elements such as industry profile of the company, competition, and market segmentation. Go Green is a recycling industry and has been a glad pioneer in the E-waste administration, execute to the secure and ecologically dependable disposal of the innovative resources with the extreme customer advantages. The companys main goal is to ensure financial aspects and accountable E-waste disposal, for the advantages of the corporate and people alike. All E-waste are assessed, undesirable and unsalvageable parts of the legitimately arranged, while reusable parts and frameworks are tested, revamped and remarked. The main characteristics of the market which will give benefits to the customers are as follows: Effective use of resources: Go Green recycling company will uses their resources in an efficient manner. Go Green furnishes bigger containers for a curbside collection that services all sectors whether municipal or residential to cover wider recycling waste to satisfy the need for raw materials for plastic industry, steel, and aluminum industry. Customer-oriented: All the business activities of the company are coordinated to make and fulfill the customers. Company focus on the necessities and needs of customers keeps the business destined for success. According to Simic Dimitrijevic (2012), the Company will initiate a PET cleaning and refining plant situated in the Australia. Its initial capacity will be 46 million pounds, and it will use post-purchaser bottle encourage stock by and by collected in Australia, which gathers more than 200 million pounds for every year. The Company will be vertically coordinated and utilize the majority of its reused material in its packaging division. Any surplus materials manufactured will be sold to outside organizations. The expelled sheet may then be sold to producers, who will thermoform it into high-permeability bundling or utilize it in other high value included assembling operations. The strapping will be sold to organizations who deliver vast bundles or pallets, such as the lumber milling industry. The Company recently has responsibilities accessible from clients to buy the majority of the item created. Substantiation resources for Company The company will use SUEZ resource for its maintaining its business activities in an efficient manner. SUEZ offers an arrangement that maintains, improve and secure the assets necessary for the future. SUEZ includes 80000 workers and activities crosswise over five continents, company supply 92 million individuals with drinking water and 65 million with sanitation services. SUEZ has more than 100 locales and facilities crosswise over Australia. With operations overall levels of the economic resource recovery value chain, SUEZ offers best practice natural results, resource recovery and safe disposal of non-recoverable residual materials. The competition for Go Green Company will describe its main competitors, Strength, and weakness of competitors and barriers to entry in the market. Horsehead Holdings Corporation: The recent developing worldwide lack in zinc because of mine exhaustion has been distinguished as the standard driver behind the 27% ascent in the zinc cost in the course of recent months. Horsehead is the world's biggest maker of zinc from reused sources. The organization gathers electric curve heater (EAF) tidy which contains zinc. EAF clean is recorded as unsafe waste and is created by North American steel smaller than expected factories. By collecting and preparing EAF dust, Horsehead is among the world's most reduced cost makers of zinc and has been in the zinc creation business since the mid-1800s. Zinc produced by Horsehead is utilized as a part of the assembling of metal and hot plunge galvanizing, which is the way toward adding rust insurance to steel. Covanta Holding Corporation: According to Schaper ET AL. (2014), Covanta is one of the world's biggest owners of Energy-from-Waste (EfW) facilities. The organization meets strong waste transfer needs by utilizing waste to create sustainable power source. Covanta's net ozone-depleting substance outflows are a negative 20 million tons every year as they really lessen the measure of discharges that would somehow or another have gotten away into the atmosphere. Covanta is in a very strong financial position having quite recently raised its quarterly profit by 39% to give a yearly yield of 4.8%. It likewise affirmed its 2014 working benefit direction of between US$470-500 million. Barriers to entry: According to Stahl et al. (2012), the main barriers to the entrance of the company in the market are large capital requirements, technology, and innovation, start-up cost and economies of scale. Go Green company will overcome these barriers by offering lower prices, develop a strategy based on your cost or product strengths, incorporate new item improvement designs in your long-term system and by developing a customer loyalty strategy. Market segmentation According to Gunasekaran Spalanzani (2012), the customers can be segmented in the market on the basis of following components: Behavioral: Behavioral factors, for example, benefits looked for from the item, and purchasing patterns such as recurrence and volume of procurement might be viewed by the customer as the principal premise. Psychographic: According to Tam et al. (2010), psychographic factors are utilized when purchasing behavior conduct with the identity or way of life of buyers. Customers with various identities or ways of life have product preferences inclinations and may react diversely to marketing mix offerings (Tanskanen, 2013). Conclusion From this report, it has been concluded that a creative business plan will be created for Go Green Recycling Company. The report explains the essential elements of the business plan which includes management structure of the organization. The report describes the organizational structure of the recycling company which includes an organizational chart, key business functions required by company and the initiate strategies for employees regarding the change in the organization. The report mentions the skills and experience required for each member of the management team. The report also describes the market structure of the company which consists industry profile, competitors of industry and the market segmentation. References Belbin, R.M., 2012.Team roles at work. Routledge. Berry, G.R., 2011. Enhancing the effectiveness of virtual teams: Understanding why traditional team skills are insufficient. The Journal of Business Communication (1973),48(2), pp.186-206. Burns, P., 2010.Entrepreneurship and Small Business: Start-up. Growth and Maturity. Palgrave Macmillan. Cordano, M., Marshall, R.S. Silverman, M., 2010. How do small and medium enterprises go green? A study of environmental management programs in the US wine industry.Journal of Business Ethics,92(3), pp.463-478. Corder, G.D., Golev, A. Giurco, D., 2015. Wealth from metal waste: Translating global knowledge on industrial ecology to metals recycling in Australia.Minerals Engineering,76, pp.2-9. DeWhitt, K.C., Plas2Fuel Corporation, 2010.System for recycling plastics. Routledge. Doppelt, B., 2017.Leading change toward sustainability: A change-management guide for business, government, and civil society. Routledge. Fernndez-Guerrero, R., Revuelto-Taboada, L. Simn-Moya, V., 2012. The business plan as a project: an evaluation of its predictive capability for business success.The Service Industries Journal,32(15), pp.2399-2420. Garlapati, V.K., 2016. E-waste in India and developed countries: Management, recycling, business and biotechnological initiatives.Renewable and Sustainable Energy Reviews,54, pp.874-881. Giurco, D., Prior, T.D., Mudd, G.M., Mason, L.M. Behrisch, J.C., 2010.Peak minerals in Australia: A review of changing impacts and benefits. Institute for Sustainable Futures, UTS Department of Civil Engineering, Monash University. Gunasekaran, A. and Spalanzani, A., 2012. Sustainability of manufacturing and services: Investigations for research and applications.International Journal of Production Economics,140(1), pp.35-47. Hall, C.R., Campbell, B.L., Behe, B.K., Yue, C., Lopez, R.G. and Dennis, J.H., 2010. The appeal of biodegradable packaging to floral consumers.HortScience,45(4), pp.583-591. Newton, P. Newman, P., 2013. Low Carbon Green Growth: Tracking Progress in Australias Built Environment Industry towards a Green Economy.Swinburne University of Technology: Melbourne, Australia. Okereke, C., Wittneben, B. Bowen, F., 2012. Climate change: Challenging business, transforming politics.Business Society,51(1), pp.7-30. Rahman, S. Subramanian, N., 2012. Factors for implementing end-of-life computer recycling operations in reverse supply chains.International Journal of Production Economics,140(1), pp.239-248. Rametse, N.T.H.A.T.I., 2015. Measuring the costs of implementing the former carbon tax for Australian liable entities.New Zealand Journal of Taxation Law and Policy,21(2), pp.190-213. Schaper, M.T., Volery, T., Weber, P.C. Gibson, B., 2014.Entrepreneurship and small business. Simic, V. Dimitrijevic, B., 2012. Production planning for vehicle recycling factories in the EU legislative and global business environments.Resources, Conservation and Recycling,60, pp.78-88. Stahl, G., Bjrkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. Wright, P., 2012. Six principles of effective global talent management.Sloan Management Review,53(2), pp.25-42. Tam, V.W., Tam, L. and Le, K.N., 2010. Cross-cultural comparison of concrete recycling decision-making and implementation in construction industry.Waste Management,30(2), pp.291-297. Tanskanen, P., 2013. Management and recycling of electronic waste.Acta materialia,61(3), pp.1001-1011.

PG, McDonalds and KFC Companies in the Saudi Arabian Market

Management differs from one organization to another due to the differences in size and income. Multinationals, SMEs, and global organizations have different styles of management since they deal with different cultures, employees, and clients in various areas of investment.Advertising We will write a custom coursework sample on PG, McDonalds and KFC Companies in the Saudi Arabian Market specifically for you for only $16.05 $11/page Learn More At the global and multinational level, an organization has to adjust to international management standards in order to be successful in business. Organizations like McDonalds, KFC, and PG operate at global and multinational levels and this forces them to promote international human resource and ethics management (Shankar 12). The purpose of this discussion is to analyze the position of PG, McDonalds, and KFC in the Saudi Arabian market. PG’s Foreign Investment in Saudi Arabia PG is a multinational organization with branches in most parts of the world. Initially, it avoided Saudi Arabia due to the stringent business rules that the government had set on people. After opening up the market to the rest of the world, many organizations, including PG, showed interest in Saudi Arabia. PG chose Saudi Arabia since the country is a key business hub for the Middle East. Many people associate with Saudi Arabia when conducting oil deals, and they would probably take interest in other industries like PG operating in the country. Secondly, PG considered the availability of raw materials for its products.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Saudi Arabia has affordable materials extracted from crude oil to make candles, soap, and other products that PG manufactures. Besides availability of affordable labor, ready buyers, and raw materials, PG opted for Saudi Arabia due to the availability of dis tributors of its products. Abudawood Trading Company Limited is a distributor of PG products and the company formed a joint venture with Proctor and Gamble to increase awareness of PG products in Saudi Arabia (Buckman 24). Finally, Saudi Arabia promotes growth of many organizations in terms of publicity and income generation owing to its huge population. Pepsis Improvement in Saudi Arabia After entering the Saudi Arabian market, Pepsi identified various strategies of survival in the market that the government initially closed to foreign investors. After a conclusive SWOT and PESTEL analysis, Pepsi developed workable measures of remaining relevant in the competitive economy. Pepsi invests in quality marketing, branding, and packaging since its greatest rival Coca-Cola equally provides similar services. In order to be unique, the company introduced Pepsi diet, which has fiber that helps in reducing weight gain, and improving health. Health consciousness is a major concern in Saudi Ara bia, which the Muslim religion strongly supports. In Saudi Arabia, Islam deters residents from consuming alcohol or pork, as they consider such foods as unhealthy. The same applies to high calorie content foods and soft drinks that contain high levels of sugar, preservatives, and carbon.Advertising We will write a custom coursework sample on PG, McDonalds and KFC Companies in the Saudi Arabian Market specifically for you for only $16.05 $11/page Learn More Pepsi realized such concerns and developed Pepsi diet to increase consumer consciousness about health while enjoying soft drinks. In its adverts, Pepsi uses Saudi locals and celebrities in order to increase consumer association with the products that it manufactures in the country (Cho and Moon 41). Recommendations for KFC in Beating Competitors KFC needs to learn the things that are unique to Saudi Arabians that other countries do not consider in order to provide better services as consumers expect. For instance, KFC should not ignore religion, dressing, language, and etiquette, as they are vital to Saudi residents. KFC has strengths over competitors like Albaik since it has many branches across the world. Albaik has no branches outside Jeddah, which reduces its chances of gaining publicity over KFC. Another strength that KFC needs to capitalize on is the fact that Albaik does not respond to concerns raised over fast foods. KFC equally sells processed fast food, but it serves portions of salads, non-alcoholic wines, fresh juices, and low calorie foods. Albaik does not recognize the significance of changing the styles of manufacturing foods owing to transforming consumer demands. This gives KFC an advantage over rivals in the Saudi Arabian market, which the company needs to recognize. KFC needs to employ many Saudi residents instead of importing workers from the US. Corporate social responsibility is about providing employment opportunities, tax payment, and ability to care for the social and geographic environments (Sims 32).Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This will definitely make KFC trustworthy to prospective consumers and will enable it gain competitive advantage over competitors. McDonald Company A multinational company operates in more than one country in terms of establishing different branches across the world. A global company has a single headquarter, but uses technology to respond to consumer needs. In essence, McDonald is a global multinational company headquartered in the US, but with many branches across the world. It has over 34,000 outlets operating in different countries in the world. Moreover, it has franchises in the US and communicates to other clients through social media, its website, and online marketing tactics. This makes it a global company that uses technology to interact with consumers from different parts of the world. McDonald has branches in the US, the UK, parts of Africa, Asia, and Middle East (Pride, Hughes, and Kapoor 84). Physical investment and the ability to learn new cultures by paying for licens es in countries of investment make it a multinational corporation. Companies combine both global and multinational techniques in order to acquire the highest number of consumers willing to purchase products from the company. Being a multinational company is more costly as opposed to being a global company per se (Pride, Hughes, and Kapoor 82). A global company spends limited resources in marketing, tax payment, and shipping. On the other hand, it becomes difficult to develop trustworthy relationships with the target population. Companies and Internationalization Internationalization links SMEs to multinationals making it easy to share information, resources, or even form mergers. PG entered the Saudi Arabian market in 1955, and this expanded its international connections. It merged with Abudawood Trading Company Limited, which expanded its market share in the country. Saudi Basic Industries Corporation (SABIC) is an example of an organization that benefits from internationalization. It established a strong presence in the Gulf region and Asia even though the corporation does not deal in oil. Saudi Arabian Aramco is another example of an organization that strives to attain international recognition (Shankar 42). These organizations realized that cultural barriers deter effective trade between Saudi Arabia and the international countries. Such corporations deal with foreign countries in Europe and America differently since cultural appreciation is an important element of business management. FDI vs. Portfolio Management Foreign Direct Investment (FDI) refers to the possibility of an enterprise to own 10%+1 of an overseas business investment. On the other hand, portfolio management refers to a company’s investment in its own business. For instance, when PG trades with Abudawood Trading Company Limited, it has investments in a foreign company, Saudi Arabia. FDI Advantages Companies easily develop mutually beneficial relationships with other countries throug h FDI. This enables them to brand position their commodities in the country given that the other company that understands the prevailing market conditions can always market their commodities of the foreign company. Increase in international relations promotes sales, which increases profits for an organization (Pride, Hughes, and Kapoor 61). FDI makes it easy for a foreign organization to understand the political, social, and political environments of the target market before opting to invest in the country completely. Corporations get competitive advantage over rivals that operate independently. FDI is important for the local and foreign companies involved in the agreement. FDI Disadvantages FDI involves interactions between different organizational cultures, which might cause conflicts between the involved organizations. The corporation that owns over 10% of the foreign company’s assets may dominate the group while adding no value to the union. FDI is about risk taking in co mparison to portfolio management that many organizations from advanced countries use. Under portfolio management, people who understand the organizational culture including financial organizations and the government play a role in ensuring that the invested money is safe. Finally, through FDI, it can be difficult to transform some assets into cash when emergencies occur. PG’s FDI in Saudi Arabia Proctor and Gamble realized that Foreign Direct Investment (FDI) is a responsibility and an opportunity at the same time. In essence, while taking an advantage of the investment opportunity, it needed to exercises various precautions. First, PG assessed the environment of investment, which included Saudi Arabian political, social, technological, and economic position. This enabled the company to understand that the negative environmental factors were fewer as opposed to the positive elements. Notably, the study gave PG good reasons to seek a distributor (Shankar 33). Secondly, PG made an individual entry into the new market and assessed all other organizations, but settled on Abudawood Trading Company Limited. This follows its ability to trust the other company after assessing their performance in the market since inception. Additionally, PG officials met with Abudawood Trading Company Limited officials for negotiations. PG trusted Abudawood Trading Company Limited after working with it as a distributor for a long time. During negotiations, PG considered the importance of signing agreements that favor both firms. The greatest element of consideration for PG was sustainability in Saudi Arabia and the possibility of increasing the consumer base. PG considered a growth opportunity in Saudi Arabia, and since Abudawood Trading Company Limited understood clearly the market conditions, it definitely provided the best guidance to PG. Finally, PG looked at diversity, availability of affordable raw materials, availability of human resources, and costs of production (Dunni ng 18). Egypt’s Economic System Closed economic systems normally prevent foreign investors from establishing corporations in their countries. Egypt is the exact difference of a closed system since investors can easily establish brands in Egypt, but the challenge is that nobody cares about investment activities. Political instability and poor trade policies make it difficult to trust Egypt, especially when dealing with FDI cases. Egypt has a laissez faire system in which nobody really controls the economy (Kaplan 74). Studies indicated that it has the unrestricted system in which many government bureaucrats use taxes for personal gain. Many middle class residents pay taxes, but few rich people benefit from such efforts. Egyptians need thorough knowledge on financial management so that they can take control of the economy instead of leaving it to a few bureaucrats. Uncontrolled markets have significant impacts on Egyptians including increase in unemployment rates, increase in t axation, inflation, and increase in national debts. Egypt’s Benefits by Gaining Admission to GCC Gulf Corporation Council (GCC) consists of oil producing countries that invest within the Gulf area, Europe, and Asia. GCC provides rules that govern member states in order to establish high discipline levels. GCC ensures that the involved countries ensure that conflicts within a country do not interfere with trade. This helps in stabilizing the economy even in moments of conflict or inflation. Egypt needs to join GCC in order to acquire the status of other states like Kuwait, UAE, and Saudi Arabia. GCC sets clear standards concerning management of oil reservoirs and companies, and this reduces confusions over ownership of various oil fields. Hazem al-Beblawi, Egypt’s deputy prime minister, displayed interest in the proposal that seeks to incorporate Egypt in GCC. He understands that Egypt needs to interact with countries that will support it with financial information. Suc h levels of empowerment will help the country reduce its budget deficit and promote self-employment in order to reduce the unemployment gap (Kaplan 74). Risks of FDI in Egypt As mentioned earlier, FDI is a risk measure, but a corporation needs to assess the political and socio-economic environments. The past political unrests in Egypt made the country economically unstable. Government bureaucracy and budget deficit in Egypt make companies unstable and a merger with such companies poses a threat to foreign corporations. Companies that apply portfolio management may succeed in their operation. For instance, when inflation occurs, a company can sell its assets quickly and recover the funds (Dunning 47). An unstable economy like Egypt keeps changing and FDI becomes risky since it would be impossible to recover invested funds in another corporation that might be experiencing losses (Kaplan 19). FDI is only possible in closed and capitalist markets that have certain levels of control. The Egyptian economy lacks proper management, thus posing security risks for investment-oriented institutions. Works Cited Buckman, Greg. Globalization tame it or scrap it?. Dhaka [Bangladesh: University Press ;, 2004. Print. Cho, Tong, and Hwy Moon. From Adam Smith to Michael Porter evolution of competitiveness theory. Singapore: World Scientific Pub., 2001. Print. Dunning, John H.. Multinational enterprises and the global economy. Wokingham, England: Addison-Wesley, 19921993. Print. Kaplan, Leslie C.. Economy and industry in ancient Egypt. New York: PowerKids Press, 2004. Print. Pride, William M., Robert James Hughes, and Jack R. Kapoor. Business. Sixth ed. Mason: South-Western Cengage, 2012. Print. Shankar, Venkatesh. Handbook of marketing strategy. Cheltenham, UK: Edward Elgar Pub., 2012. Print. Sims, Ronald R.. Ethics and corporate social responsibility why giants fall. Westport, Conn.: Praeger, 2003. Print. This coursework on PG, McDonalds and KFC Companies in the Saudi Arabian Market was written and submitted by user Madeline Albert to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Abington School District v. Schempp Murray v. Curlett

Abington School District v. Schempp Murray v. Curlett Do public school officials have the authority to pick a particular version or translation of the Christian Bible and have children read passages from that Bible every day? There was a time when such practices occurred in many school districts across the country but they were challenged alongside school prayers and ultimately the Supreme Court found the tradition to be unconstitutional. Schools cannot pick Bibles to be read or recommend that Bibles be read. Fast Facts: Abington School District v. Schempp Case Argued: February 27- 28, 1963Decision Issued:  June 17, 1963Petitioner: School District of Abington Township, PennsylvaniaRespondent:   Edward Lewis SchemppKey Question: Did a Pennsylvania law requiring public school students to participate in religious exercises violate their religious rights as protected by the First and Fourteenth Amendments?Majority Decision: Justices Warren, Black, Douglas, Clark, Harlan, White, Brennan, and GoldbergDissenting: Justice StewartRuling: Under the First Amendment’s Establishment Clause, public schools cannot sponsor Bible readings or recitations of the Lord’s Prayer.  Laws requiring participation in religious exercises directly violated the First Amendment.   Background Information Both Abington School District v. Schempp and Murray v. Curlett dealt with state-approved reading of Bible passages before classes in public schools. Schempp was brought to trial by a religious family who had contacted the ACLU. The Schempps challenged a Pennsylvania law which stated that: ...at least ten verses from the Holy Bible shall be read, without comment, at the opening of each public school day. Any child shall be excused from such Bible reading, or attending such Bible reading, upon written request of his parent or guardian. This was disallowed by a federal district court. Murray was brought to trial by an atheist: Madalyn Murray (later OHair), who was working on behalf of her sons, William and Garth. Murray challenged a Baltimore statute that provided for the reading, without comment, of a chapter of the Holy Bible and/or of the Lords Prayer before the start of classes. This statute was upheld by both a state court and the Maryland Court of Appeals. Court Decision Arguments for both cases were heard on the 27th and 28th of February, 1963. On the 17th of June, 1963, the Court ruled 8-1 against of allowing the reciting of the Bible verses and the Lords Prayer. Justice Clark wrote at length in his majority opinion about the history and importance of religion in America, but his conclusion was that the Constitution forbids any establishment of religion, that prayer is a form of religion, and that hence state-sponsored or mandated Bible reading in public schools cannot be allowed. For the first time, a test was created to evaluate Establishment questions before courts: ...what are the purpose and primary effect of the enactment. If either is the advancement or inhibition of religion then the enactment exceeds the scope of legislative power as circumscribed by the Constitution. That is to say that to withstand the structures of the Establishment Clause there must be a secular legislative purpose and a primary effect that neither advances nor inhibits religion. [emphasis added] Justice Brennan wrote in a concurring opinion that, while legislators argued that they had a secular purpose with their law, their goals could have been achieved with readings from secular document. The law, however, only specified the use of religious literature and prayer. That the Bible readings were to be made without comment demonstrated even further that the legislators knew that they were dealing with specifically religious literature and wanted to avoid sectarian interpretations. A violation of the Free Exercise Clause was also created by the coercive effect of the readings. That this might entail only minor encroachments on the First Amendment, as argued by others, was irrelevant. The comparative study of religion in public schools is not prohibited, for example, but those religious observances were not created with such studies in mind. Significance of the Case This case was essentially a repeat of the Courts earlier Court Decision in Engel v. Vitale, in which the Court identified constitutional violations and struck the legislation. As with Engel, the Court held that the voluntary nature of religious exercises (even allowing parents to exempt their children) did not prevent the statutes from violating the Establishment Clause. There was, of course, an intensely negative public reaction. In May 1964, there were more than 145 proposed constitutional amendments in the House of Representatives which would permit school prayer and effectively reverse both decisions. Representative L. Mendell Rivers accused the Court of legislating - they never adjudicate - with one eye on the Kremlin and the other on the NAACP. Cardinal Spellman claimed that the decision struck ...at the very heart of the Godly tradition in which Americas children have for so long been raised. Although people commonly claim that Murray, who later founded the American Atheists, was the women who got prayer kicked out of public schools (and she was willing to take the credit), it should be clear that even had she never existed, the Schempp case still would have come to the Court and neither case dealt directly with school prayer at all - they were, instead, about Bible readings in public schools.