Coca - Cola Background, Management, Competitive Advantage - 1925 Words

Coca - Cola: Background, Management, Competitive Advantage (Essay Sample) Content: NameAffiliationDateOverview of the CompanyThe Coca-Cola Company is a leading Company in the World Manufacturing nonalcoholic beverages and has its headquarters in Atlanta, Georgia. It was found back in the year 1889 by John Stith Pemberton who was a prominent Pharmacist. John later sold the Companys brand and formula to Asa Griggs Candler in the year 1889. Since then, the Company has remained under an active management which is admired by many. The active management is evident from the continuous growth of Coca-Cola whereby each year; the Company grows stronger and stronger acquiring some Companies such as Minute Maid, Odwalla, and ZICO. Coca-Cola manufactures a syrup concentrate which has quite a high demand across the world. There are quite some Companies across the World producing similar products, but the demand for their products cannot be in any way compared to that of the Coca-Cola; that of Coca-Cola is quite high. The company has dealers virtually in every Cou ntry across the world that receives their products and distribute to the large customer base. They use some exclusive vendor partnerships to ensure that they maintain the legal ownership of their brand. Due to a well-formed marketing and distribution strategies, the Company makes huge profits making it one of the leading Companies making very high profits in the World.ManagementThe Company has an active management led by Muhter Kent who is the Chief Executive Officer. Kent is well known for his strong values and a firm commitment to maintaining the legacy of the Coca-Cola brand. Over the years, the management has evolved to ensure that the Company maintains a well-organized team which makes it possible for them to have a continuous growth and an increasing profit not forgetting to keep a high-quality service for the consumers. Today, the Company has five main groups with each cluster under its leader referred to as the President. The President has the overall role of overseeing smoo th operations of his team. The President must be responsible, and he is under the control of the Chief executive officer of the Company. These groups include the Asia Pacific group which is led by John Murphy. The second group is the European, Middle East and African group which is led by Brian J Smith. Latin America is the third team which is led by Alfredo Rivera. The North America team is the fourth group being led by Alexander M. the last group is the bottling investment group which is led by Irial Finan. Each group has several managerial departments with each department having its leader who is answerable to the overall team leader. This structure is outstanding since it has seen Coca-Cola develop tremendously over the years.Operating segmentsThe Company has six operating segments across the world. These sections incorporate the parts as mentioned above, under the management discussion, with one additional section of Eurasia and Africa. These components include all the consolid ated and the Company-owned bottling operations. They exclude bottling operations by in the North America which is under the management of the Coca-Cola refreshment. The North America segment has a broad market segment thereby having the highest operating revenues. The Eurasia-Africa segment has the least operating earnings and something which can be related to its low operating income which is the second lowest. The segment with the lowest operating income is the bottling investments. Some of these segments have a different way of getting revenues when compared to the overall way through which the Company gets its revenue. For instance, the North American division gets most of its income from the sales of the already finished beverages while the Companys overall operations generate revenue through the manufacture and selling of syrups and beverage concentrates. These are the processes which make quite a high service margins as compared to the bottling and the finished syrup operatio ns. The Company mainly operates in segments so as to establish a separate internal organization for all consolidated and unconsolidated bottling investments.Products and brandsThe Company primarily deals with soft the selling of soft drinks. Its the biggest and most popular Company selling soft drinks across the world. The first brand of the Company is a soft drink referred as the Coca-Cola. It is one of the Companys brands which have a very broad customer base. Many people across the world prefer this brand over others. It was introduced at the beginning of the Company in the year 1886. In the year 1946, the Company launched another soft drink referred to as Fanta. Fanta is also a highly accepted brand with many people across the World taking a bottle of it quite often. Another renowned brand of Coca-Cola is Sprite. Its a soft drink with a great lemon taste and is consumed by many people across the world. The Company has also highly distilled water which is distributed in many coun tries in the World. The Companys packed water has a name Dasani, and it has a very fresh taste. Another product by Coca-Cola is a juice referred as to the Minute Maid. It is an acquired product from the Florida Foods Company back in the year 1960. It is the first product to be produced by Coca Cola outside their traditional production of soft drinks. Other products by the Coca-Cola Company include Powerade Zero, Powerade, Glaceau Vitamin water, Honest Tea, Del Vale, Glaceau Smart water, Mello Yello, Fuze, Fuze Tea, Odwalla, and Ciel. All this are high-quality products with a very fulfilling taste. Many people across the world prefer these products over those made by different products because of their great taste.Target marketCoca-Cola has manufactured various products that target various groups of people regarding age, ethnicity, gender and even lifestyle. Each product of the Company targets a particular group of the people. To start with the Coca-Cola product- Odwalla- which is ju ice with fruits flavor targets middle-aged adults across the world aged between thirty and fifty years. The product is made up of milk that has a taste which many adults would prefer. The Minute Maid targets both adults and children. Its a takeaway product which is very convenient for someone who is traveling. It mainly targets those consumers who prefer a beverage with a great taste and healthy too. The first product of the Company which is the Coca-Cola soft drink has been made with many different materials to make different brands but still maintaining the same basic taste. This is something which has greatly enlarged the target market. The Company also has those products which target specific countries. An example is the Real Gold which targets the people of Japan. It is an energy booster and mainly used by those who are at work. There are those products that target specific groups of individuals such as the Athletes. All the products of Coca-Cola are made carefully to ensure th at many consumers are pleased and satisfied something which guarantees a continued demand for the Companys products.Distribution systemBeing an international Company, Coca-cola has made significant efforts to ensure that their highly requested products reach to the consumers. The efforts are evident since the Company has localized most of its products something which only a few Companies across the world have managed to achieve. To achieve this, the Company has over two hundred and fifty distribution partners. The partnership is governed by strict legal departments across the world so as to protect the brand. Coca-Cola manufactures its products in Georgia, where it is located and distributes those products to various bottling operators across the globe. Only those partners who are strictly regulated have the sole right to manufacture and pack and distribute those packed products directly to the consumers and the vendors. The vendors are partners who purchase the products and sells d irectly to the customers at a profit. All the Coca colas bottling partners have the responsibility of working hand in hand with the supplier stores, shops, and restaurants so as to ensure that the distribution is fully localized. This strategy by Coca-cola is very efficient as it ensures that products dont have to be transported for long distances. This makes the approach not only very convenient but also cheaper as compared to other distribution strategies.Marketing strategyCoca-Cola uses very brilliant ideas and strategies to...

German Herbs and Spices Glossary

When you are cooking or dining in a German-speaking country, you will want to know the words for herbs, spices, and seasonings. Explore these two lists. First, a German-English list and then an English-German list. German-English Herbs and Spices Glossary Key:Noun gender: r (der, masc.), e (die, fem.), or s (das, neu.) Ar Anis anise Bs Basilikum basilr Beifuß mugwortr Bockshornklee fenugreeks Bohnenkraut savory n.r Boretsch boragee Brunnenkresse watercresss Bà ¼rzelkraut/Purzelkraut purslane Cr Cardamom/Kardamom cardamom, cardamonCayenne-Pfeffer cayenne pepperr Coriander cilantro (coriander)r Cumin cumine Curcuma/Kurkuma turmericr/s Curry curry Dr Dill dill Ee Edelraute ruer Estragon tarragon Fr Fenchel fennelr Fencheltee fennel tea Ge Gartenkresse nasturtiume Gelbwurz turmerice Gewà ¼rznelke (-n) clove(s) Hr Holunder eldere Holunderbeere elderberryHopfen (pl) hops Ir Ingwer ginger Ke Kamille camomile, chamomileKapern (pl) capersr Kapuziner nasturtiume Kapuzinerkresse nasturtiumr Kerbel chervilr Knoblauch garlicr Koriander cilantro, corianders Kraut herb   Krà ¤uter (pl) herbse Krà ¤uterbutter herb butterr Krà ¤uterlikà ¶r herbal liqueurr Krà ¤utertee herb(al) teae Kresse cressr Kreuzkà ¼mmel cuminr Kà ¼mmel caraway (seed)r Kà ¼rbissamen pumpkin seede Kurkuma turmeric Lr Lauch (-e) leek(s), alliumr/s Liebstà ¶ckel lovages Là ¶ffelkraut common scurvygrasss Lorbeerblatt bay leafLorbeerblà ¤tter (pl) bay leaves Mr Majoran majoram, majoran, marjoramr Majoran sweet majoram, knotted majoramr Meerrettich horseradishe Minze mintr Mohn poppy (seed)e Muskatnuss nutmeg Ne Nelke (-n) clove(s)r Nelkenpfeffer allspice (berries of the pimento tree) Or Oregano oregano Pr Paprika paprikae Paprikaschote pimentoe Peperoni chili pepper, peperoni (spice)e Petersilie parsleyr Pfeffer peppers Pfefferkorn (-kà ¶rner) peppercorn(s)e Pfefferminze peppermintr Piment allspice (berries of the pimento tree)r Porree (-s) leek(s), alliumr Portulak, s Bà ¼rzelkraut/Purzelkraut purslaner Puderzucker powdered sugar Rr Rosmarin rosemary Sr Safran saffronr/e Salbei sagee Schale peel (orange, lemon)r/e Schickoree chicoryr Schnittlauch chivesr Selleriesamen (-) celery seed(s)r Senf mustardSenfkà ¶rner (pl) mustard seedr Sesam sesames Steinkraut stonecrop Tr Thymian thymee Tripmadam, s Steinkraut stonecrop Ve Vanillestange vanilla podr Vanillezucker vanilla-flavored sugar We Wacholderbeere juniper berryWacholderbeeren (pl) juniper berriesr Waldmeister woodruffe Wegwarte chicorye Weinraute ruer Wermut (seasoning) wormwoodr Wermut (herbal liqueur) vermouths Wurstkraut, r Majoran sweet majoram, knotted majoramwà ¼rzen v. to season, add seasoning/spices Yr Ysop hyssop Ze Zichorie (in coffee) chicoryr Zimt cinnamone Zitronenmelisse lemon balme Zitronenschale (-n) lemon peel(s)r Zwiebel onion    English-German Herbs and Spices Glossary Key:Noun gender: r (der, masc.), e (die, fem.), or s (das, neu.) Aallspice (berries of pimento tree) r Nelkenpfeffer, r Pimentanise r Anis Bbasil s Basilikumbay leaf s Lorbeerblattbay leaves Lorbeerblà ¤tter (pl)borage r Boretsch Ccamomile, chamomile e Kamillecapers Kapern (pl)caraway (seed) r Kà ¼mmelcardamom, cardamon Kardamom, Cardamomcayenne pepper Cayenne-Pfeffercelery seed(s) r Selleriesamen (-)chervil r Kerbelchicory e Wegwarte, r/e Schickoree, e Zichorie (in coffee)chili pepper e Peperonichives r Schnittlauchcilantro (coriander) r Koriandercinnamon r Zimtclove(s) e Nelke (-n), e Gewà ¼rznelke (-n)common scurvygrass s Là ¶ffelkrautcoriander r Coriander/Koriandercress e Kresse/Brunnenkressecumin r Cumin, r Kreuzkà ¼mmelcurry r/s Curry Ddill r Dill Eelder r Holunderelderberry e Holunderbeere Ffennel r Fenchelfennel tea r Fenchelteefenugreek r Bockshornklee Ggarlic r Knoblauchginger r Ingwer Hhops Hopfen (pl)horseradish r Meerrettichhyssop r Ysop Jjuniper berry e Wacholderbeerejuniper berries Wacholderbeeren (pl) Lleek(s), allium r Lauch (-e), r Porree (-s)lemon balm e Zitronenmelisselemon peel(s) e Zitronenschale (-n)lovage r/s Liebstà ¶ckel Mmajoram, majoran, marjoram r Majoranmint e Minzemugwort r Beifußmustard r Senfmustard seed Senfkà ¶rner (pl) Nnasturtium e Gartenkresse, r Kapuziner, e Kapuzinerkressenutmeg e Muskatnuss Oonion r Zwiebeloregano r Oregano Ppaprika r Paprikaparsley e Petersiliepeel (orange, lemon) e Schalepeperoni, chili pepper e Peperonipeperoni, chili pepper r Paprika (Switz.)pepper r Pfefferpeppercorn s Pfefferkorn (-kà ¶rner)peppermint e Pfefferminzepimento e Paprikaschotepoppy (seed) r Mohnpowdered sugar r Puderzuckerpumpkin seed r Kà ¼rbissamenpurslane r Portulak, s Bà ¼rzelkraut/Purzelkraut Rrosemary r Rosmarinrue e Weinraute, e Edelraute Ssaffron r Safransage r/e Salbeisavory n. s Bohnenkrautseason, add seasoning/spices v. wà ¼rzensesame seeds Sesamkà ¶rner (pl), r Sesamstonecrop e Tripmadam, s Steinkrautsweet majoram, knotted majoram s Wurstkraut, r Majoran Ttarragon r Estragonthyme r Thymianturmeric e Curcuma/Kurkuma, e Gelbwurz Vvanilla-flavored sugar r Vanillezuckervanilla pod e Vanillestangevermouth r Wermut (herbal liqueur) Wwatercress e Brunnenkressewoodruff r Waldmeisterwormwood r Wermut (seasoning)

Windows Sql Server Database Design And Optimization Essay

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Disk space capacity: - Storage requirement depends like how much space is already being used by the database data files and how much more should be added for transaction log files, portion of tempdb that helps in database activities and full text index or reorganisation of index. Disk throughput capacity: - Storage requirement can be known by the access of I/O rate according to the database requirement. The IOPS and space capacity is inversely proportional to each other. Hence the disk capacity isn’t going to go up if the I/O operation per second goes up. 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The Help By Kathryn Stockett - 1489 Words

The Help written by Kathryn Stockett takes place during the 1960s in Jackson, Mississippi where Stockett grew up. Stockett takes inspiration from the segregation witnessed in her hometown and the African American maid Demetrie, with whom she grew up with, to write a passionate yet controversial novel in which she depicts the struggle between whites and blacks along with the emotional struggle that the main characters endure throughout the novel. The Help has been widely renowned, yet disputable, as Stockett uses the different aspects of life in the south that she grew up with to write a fictional yet realistic account of segregation during the period of the Civil Rights Movement. The Help is told from the perspectives of three different†¦show more content†¦Stockett’s main purpose for writing The Help was to portray the difficult situation of the segregated south, and to write about â€Å"the affection between a black person and a white one in the unequal world of segregation† (Newsmakers 1). Stockett began to write the novel after the 9-11 attacks as in â€Å"that moment of fear generated by the terrorist attacks in New York, Stockett began to write for comfort† (Newsmakers 1). Not only did she write The Help as a means of describing the life she grew up in, but she also wrote it as a means of finding consolation during rough times in the U.S. Stockett is able to successfully reach her audience by using Demetrie as a means of inspiration for Aibileen and Minny, and by giving the readers a firsthand account of the segregation in the 1960s from the experiences in her own life. She adeptly is able to â€Å"locate racist behavior i n the most ignoble characters†, while also being able to â€Å"sentimentalize relationships between black workers and their white employers† (Smith 26). Stockett uses the character of Skeeter to bridge the relationships between whites and blacks by drawing on Skeeter’s aspirations as a writer with â€Å"ideas [she] thought [were] worthy journalism material† and the relationship she had with her former maid Constantine (Stockett 72). Skeeter was very close with Constantine, and Stockett goes above

Throughout The Novels, Pride And Prejudice And Frankenstein,

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A Handbook of Management and Leadership A Guide to Managing for Resul

Question: Describe about A Handbook of Management and Leadership: A Guide to Managing for Results? Answer: Introduction Employees have always been referred to as the most valuable assets of an organisation(Hellriegel John W. Slocum, 2011). They put in endless efforts everyday in order to ensure that organisations decisions are transformed into actions which help achieving desired goals and performance objectives. They are regarded as an unsurpassed vital resource for an organisation and the issues related to their motivation have been seen as a indispensable part of the human resource strategies (Hossain Hossian, 2012). Motivation can be defined as the force which acts within an individuals and makes him decide to behave in a specific, goal oriented manner(Herzberg, et al., 2011). Motivation refers to the motives of the employees that determine their productivity thus it is essential to ensure that employee motivation is channelized in a manner that help achieving organisational goals(Adair, 2009). In order to remain competitive in todays dynamic marketplace organisations must ensure that they are a ttracting talented employees and have strategies to retain them, they must allow and facilitate employees to perform tasks for which they were hired and must stimulate and encourage employee to think beyond their routine jobs and realise their full potential and creativity while focusing on innovation. Problem This report aims at studying the lack of motivation faced by employees at McDonalds and how it is affecting their overall effectiveness and efficiency. Due to low motivation and a lack of job satisfaction employees at McDonalds do not consider their jobs as a means of long-term career growth (Nawaz, 2011). They just come to workplace to earn their living and are hardly interested in the growth of the organisation. Many of long term McDonalds employees have claimed that they do not feel motivated nor are provided enough opportunities to use their creativity and do things differently. They feel a lack of learning and thus see no growth in this sector. Due to all these factors McDonalds is being recognised as a company that witnesses highest employee turnover (Nawaz, 2011). Employees who are de-motivated tend to lack commitment and put in less effort. Standards of customer service are also affected adversely when employees experience lack of motivation and thus job satisfaction. It has been noted that employees who are happy and satisfied tend to enhance customer service experience. As it is said one cannot make others happy when one is happy inside. Founded in year 1940 by Richard and Maurice McDonald, McDonalds Corporation today is recognised as the worlds largest chain of hamburger fast food restaurants (McDonald's, 2015). McDonalds has around 35,000 outlets in 119 countries from where they serve around 68 million customers every day. With 1.9 million employees working either for franchises or actual corporation McDonalds has become the worlds second largest private employer. This report analyses the employee motivation issues faced by some of the McDonalds in UK. In-spite of being a big brand in the fast food industry McDonalds still commit the same fault as performed by other fast food companies. Like every other fast food company McDonalds too offer McJobs to their employees. McJob is a term used to define a type of job generally related to retail or service industry that are low paid and does not demand specific skills and qualifications (Nawaz, 2011). These types of jobs experience high employee turnover mainly due to lack of motivation. Such type of jobs fails to satisfy the basic needs of the employees thus they are not at all influenced to stick with them for long time. Some of the main reasons that have lead to the decrease in employee motivation are; Managers at McDonalds apply Taylors scientific theory according to which in order to achieve maximum output from employees they must be supervised closely and should be made to work under pressure (Hossain Hossian, 2012). Poor employer-employee relations, less rewards, lack of learning and low wages are some of reasons for employee de-motivation as well (Nawaz, 2011). Monotonous nature of job wherein employees are directed how to carry out their day to day operations and are not expected to use their creativity. Employees at some of the McDonalds also face problems related to micromanagement wherein they are not involved in decision making process and are informed that their capabilities are not trusted owing to which employees show disengagement and feel highly de-motivated. There is lack of effective communication which leads to uncertainty and insecurity. After employees have completed 2-3 years in the job they start feeling insecure as they know the company can terminate them anytime as they can easily find cheap labor to get the same job done. This fact does not encourage employee to plan their long-term career with companies like McDonalds. McDonalds in order to keep their operations cost minimum so that they can offer cost advantage to their customers generally fail at meeting the basic needs of its employee which is leads to employee de-motivation. All these factors have adverse affects on employee motivation at McDonalds leading to reduced productivity and performance effectiveness. Employees are not committed to their jobs thus do not take too many pains to ensure customers are provided with high quality services. It is high time McDonalds must make necessary changes and implement motivational approaches and theories to increase employee motivation which in turn will ensure desired organisational goals are achieved. Method There are a number of motivational theories, concepts and models that can be implemented by McDonalds in order to increase employee motivation and ensure high productivity and quality performance. One of primary motivational principle defines performance as a function of individuals ability and motivation (Mullins, 2011). This can be represented by the formula stated below: Performance = f (ability * motivation) Ability in this case includes an individuals inherited talented as well as learned competencies which are used to perform goal oriented tasks (Mukherjee, 2005). In order to understand and implement various motivational theories and approaches it is essential to understand the motivational process which is divided into six core phases namely; identifying individual needs, finding ways to satisfy those needs, employees are made to select goal-directed behaviours, employee starts performing, employee is either rewarded or punished based on their performance and lastly employee receives feedback based on which he redefines his need deficiencies (Jr, 2005). Motivation is goal oriented wherein a goal represents something that is desired by an individual. There are a number of sources of motivation which can be broadly classified into two broad categories namely; intrinsic and extrinsic sources (Fox, 2007). Intrinsic motivated behaviour is reinforcement of behaviour that forces an individual to find a job and then feel the job is interesting. Extrinsic sources of motivation refer to the external sources such as rewards and recognitions (Miner, 2005). Content theories and process theories are the two broad categories into which several theories of motivation have been divided (Kitchin, 2010). Motivational theories help identifying factors that affect human behaviours in different ways. Content Theories As stated by content theories of motivation all individuals have needs and there are certain factors that drive them to act in a manner so that they can satisfy their needs resulting in motivation(Murray, et al., 2006). There are a number of content theories which can be applied by McDonalds in order to identify factors that can enhance employee motivation. Process Theories Process theory studies the way employees needs themselves influence their behaviour (Ranganayakulu, 2005). According to this theory people are motivated to achieve a goal when they feel they goal is worth the effort. Individuals tend to display good perform when they are aware they will be paid equally well in return. There a several motivational theories which can be applied by McDonalds in order to overcome the issues related to low employee motivation. Needs Hierarchy Model Formulated by Abraham H. Maslow this model suggests that people have exceptionally high needs that are complex in nature and can be arrange in a hierarchical pattern(Herzberg, et al., 2011). According to this model once a needs has been satisfied its motivational impact declines. Employers must focus on satisfying lower level needs prior to higher level needs and higher level needs can be satisfied in many ways while there are few ways of satisfying lower level needs(Fox, 2007). This model has categorized human needs into five broad categories and has arranged them in form of a pyramid wherein the lowest level forms the base of the pyramid and the highest level need forms the cone. The five categories of needs arranged in an increase level of priority are; physiological needs, security needs, affiliation needs, esteem and self-actualisation needs (Shajahan, 2007). This theory can prove to be very effective for McDonalds and will greatly help them in satisfying basic needs of their em ployee who in turn will be motivated to deliver high performance and show commitment towards their jobs. Physiological needs: These are the lowest level needs and refer to an individuals desire for air, water, food and shelter (Armstrong Stephens, 2005). In order to satisfy these needs individuals are ready to take and job for which they are paid. Unless these needs are satisfied no individual can focus on satisfying higher level needs. As McDonalds is able to satisfy these needs people who only work for money are willing to take these job however they show very low level of job commitment. Security Needs: These are needs which people tend to satisfy once their physiological needs are satisfied. Need for safety, absence of threat, pain and illness and stability come under level of needs (Bonnici, 2011). McDonalds is able to provide their employee a healthy and safe work environment which is free from threats however they lack in providing stability to their employees. The wages offered to employees are too low to enhance stability. Affiliation Needs: This category of needs include individuals need for love, friendship and feeling of belonging (Daft, 2014). In a professional context this need define a desire for healthy employer-employee relationship. As stated earlier McDonalds has not been able to develop a healthy employer-employee relationship as they feel people tend to perform better in a supervised and pressurised state. Managers are responsible for ensuring their employees display high productivity and are not much concerned about their growth and development. Esteem Needs: This category refer to employees desire for feelings of self-worth, respect, recognition and achievements (Herzberg, et al., 2011). McDonalds do have rewards and recognition programs however they are not sufficient enough to motivate employees. Employees are expected to perform tasks as directed and are not enough to participate in decision making. As a result employee feel they are not important for the company and are not treated with respect and integrity Self-Actualisation Needs: This is the highest level need which employee tend to satisfy once all lower level needs are satisfied. This represent employees desire to realise their full potential and be what they want to be (Jr, 2005). McDonalds is not at all concerned about satisfying employees self actualisation needs. Very less focus is given to employee training and development thus limiting their learning. Processes are predefined thus leaving no space for employees to us their creativity. In order to implement the needs hierarchy model to increase employee motivation managers at McDonalds will have to focus on effective communication and conduct frequent one to one meetings and group discussions that will help them understand their employees better and identify their needs. Motivator-Hygiene Model Designed by Fredrick Herzberg and his associated the Motivator-Hygiene model is also called two-factor theory (Herzberg, et al., 2011). According to this theory motivators and hygiene are two sets of factors that are responsible for creating job satisfaction and job dissatisfaction (Daft, 2014). Motivators refer to factors like achievements, advancements, challenge, feedback, work itself, responsibility and recognition(Daft, 2014). These factors help creating a positive perception about the job and its contents. Motivators can also be referred to as intrinsic factors as they are internal to the individual and are related to the job directly. Hygiene factors are related to salaries, company policy and administrations, job security, benefits, working conditions and interpersonal relations(Herzberg, et al., 2011). As they are external to the job they are also called as extrinsic factors. As discussed earlier McDonalds needs to seriously work to improve their motivators and hygiene factors. Managers must identify factors that enhance employee motivation at workplace resulting in improved effectiveness and efficiency. Equity Theory As stated by this theory individuals have a tendency to compare the ratio of their own input/outputs at the workplace to the ratio of input/output of other individual (Kitchin, 2010). Any inequality among ratios leads to job dissatisfaction and influence employees to find ways to restore quality (Moyles, 2006). In case of McDonalds their employees must be finding good inequality ratios thus are motivated to switch jobs due to which the company has to face high turnover. Expectancy Theory According to this theory people are rational beings who have definite set of goals and can be motivated if their expectations are met (Northouse, 2010). In order to meet the expectations of the employees it is important to inform them that their efforts will always be rewarded wither monetarily or by non-financial means(Daft, 2014). All these motivational theories and models can be implemented by McDonalds to solve the problems associated with low employee motivation and also to enhance their commitment towards their job, overall productivity and performance efficiency. Solution Employees at McDonalds face a serious issue of low motivation which is greatly affecting their overall productivity, performance and commitment. Its high time McDonalds must work on ways that will help increasing job satisfaction and motivation at workplace. A survey conducted among some of McDonalds employees has helped identifying factors they feel inspire them to work with McDonalds, more than 60% of employees strongly agreed with the factors being their motivators to work such as, flexible working hours, provision of food facilities and no specific skill requirement to get a job. They survey also helped identifying factors that are leading to high de-motivation among employees, more than 75% of employees strongly agreed with the factors being reason for low motivation such as; very low wages, poor employer-employee relationship, monotonous nature of work, lack or reward and recognitions and no focus on employee growth and learning. In order to overcome the problem of low employee motivation which result in high employee turnover and low productivity McDonalds must make efforts to bring some improvement in wages paid to employees and introduce an attractive reward and recognition program. Managers at McDonalds must focus on effective communication and improving their relationships with employees. Attempts must be made to identify the needs of employees and then making efforts to satisfy the lower level needs first. McDonalds must ensure that motivators and Hygiene factors that lead to high employee motivation must be in place and work efficiently. McDonalds must focus on training and development of employees in order to satisfy their learning needs and provide them ample growth opportunities so that they are motivated to show high commitment to their job. References Adair, J., (2009) Leadership and Motivation: The Fifty-Fifty Rule and the Eight Key Principles of Motivating Others. London: Kogan Page Publishers. Armstrong, M. Stephens, T., (2005) A Handbook of Management and Leadership: A Guide to Managing for Results. London: Kogan Page Publishers. Bonnici, C. A., (2011) Creating a Successful Leadership Style: Principles of Personal Strategic Planning. RL Education: RL Education. Daft, R., (2014) The Leadership Experience. New York: Cengage Learning. Fox, W., (2007) Managing Organisational Behaviour. Cape Town: Juta and Company Ltd. Hellriegel, D. John W. Slocum, J., (2011) Organisational Behaviour. New York: Cengage Learning. Herzberg, F., Mausner, B. Snyderman, B. B., (2011) The Motivation to Work. New Jersey: Transaction Publishers. Hossain, M. Hossian, A., (2012) Factors Affecting Employee Motivation In The Fast Food Industry: The Case of KFC UK Ltd.. Reseach Journal of Economics, Business and ICT, 5(1), pp. 21-30. Jr, J. E. B., (2005) Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents. Journal of Leadership and Organizational Studies, 11(4), pp. 25-39. Kitchin, D., (2010) An Introduction to Organisational Behaviour for Managers and Engineers. New Jersey: Routledge. McDonald's, (2015) About Us. [Online] Available at: https://www.mcdonalds.co.uk/ukhome.html [Accessed 2015]. Miner, J. B., (2005) Organizational Behavior: Essential theories of motivation and leadership. New York: M.E. Sharpe. Moyles, J., (2006) Effective Leadership And Management In The Early Years. Boston: McGraw-Hill International. Mukherjee, S., (2005) Organisation Management And Business Communication. New Delhi: New Age International. Mullins, L. J., (2011) Essentials of Organisational Behaviour. London: Financial Times Prentice Hall. Murray, P., Poole, D. Jones, G., (2006) Contemporary Issues in Management and Organisational Behaviour. Sydney: Cengage Learning Australia. Nawaz, A. S. M. S., (2011) Employee motivation: A study on some selected McDonalds in the UK. African Journal of Business Management, 5(14), pp. 5541-5550. Northouse, P. G., (2010) Leadership: Theory and Practice. London: SAGE. Ranganayakulu, K., (2005) Organisational Behaviour. New Delhi: Atlantic Publishers Dist. Shajahan, S., (2007) Organisation Behaviour. New Delhi: New Age International.

Research Method Cost Effectiveness

Question: Discuss about the Research Method Cost Effectiveness. Answer: Introduction: According to Fabrizio and Hawn (2013), Wejnert defines diffusion of innovations is the spread of abstract concepts, ideas and actual practices applied in a system where the spread takes place via influence and communication. It is argued that the theory adds relative advantage such as cost effectiveness, reinvention and explains the complexities and task issues along with it. However, the theory is criticized for having a pro-innovation bias that assumed change is always good. Technology Acceptance Model (TAM) Edmunds, Thorpe and Conole (2012) state technology acceptance as the way people adopt and accept technology for usage. It mentions the psychological factors affecting technology accepted as developed by Davis for explaining technology use. According to the above figure, the perceived usefulness and ease of use serves as a mediator of actual system use. The two constructs help in underpinning the TRA as there is a link established between attitudes, intentions and actual system usage. Decomposed Theory of Planned Behaviour The Theory of Planned Behaviour helps in predicting the behaviour of people not having complete volitional control. Further, the Decomposed Theory of Planned Behaviour focuses on the factors and beliefs that influences subjective norms, attitudes and perceived behavioural control (Zolait 2011). Dynamic capability theory involves the firms ability to build, integrate and reconfigure the rapidly changing business environments. They are necessary to meet challenges and build strategic assets such as technology, capability and customer feedback (Fabrizio and Hawn 2013). The stakeholder theory was originally formulated by Edward Freeman that considers the responsibility of managers to serve in the best possible interest of the shareholders (Fabrizio and Hawn 2013). Review of Empirical Research The following theories along with the empirical research from below provide a valuable starting point for studying the relationship between employee awareness and benefits of adopting ICT in the organization. Authors Purpose Variable from Research Methodology Limitation Extraction Chugh, Wibowo and Grandhi (2016) Determine the level of awareness of sustainable practices by Indian ICT professionals ICT usage Questionnaire using quantitative methodology Small sample size, geographical restriction Large organizations with more than 1000 employees have environmental sustainability awareness. Cecere et al. (2014) Studying the pattern of innovative activity in green ICT High growth, technological pervasiveness and other actors Qualitative using case study analysis The research method adopted in complex in nature There is high innovative activity where there is high growth and technological pervasiveness Radu (2016) Identifying emerging research trends in adopting green ICT. Economic, regulatory and ethical determinants Qualitative using review of existing literature No empirical test is made. General and specific determinants analysed separately. A few determinants of ICT adoption are competitiveness, cost reduction, dynamic of industry and various others. Khor et al. (2015) Overview of green IT applications Organizational theories Green IT/ IS implementation Qualitative using review of existing literature No primary method of data collection is used. No methodological aspects for application of theory are discussed. Organizations are increasingly becoming environmental-responsive. Buchalcevova and Gala (2013) Shows the drivers and inhibitors that influence Green ICT diffusion in Czech SMEs. Perceiving inhibitors and drivers Quantitative using survey No existing literature supporting concepts and theories are provided. There is lack of government support and incentives in adoption of green ICT practices. Peng (2013) Importance and impact of environmental challenges in the ICT industry ICT and environmental challenges Qualitative using review of existing literature The results are limited to China industry. Green ICT Conceptual Framework Technological Context System Quality Individual Impact Information Quality Organizational Context Low Financial Cost Positive Organizational Culture Technical Competence Environmental Context Less Energy Usage Low Environmental Footprint According to the above figure, it can be interpreted that the technological context, organizational context and environmental contexts, there is a difference in green employee awareness. The firm adopting technological innovations, both in equipment and processes make employees aware. Organizational context such as availability of resources, firm size and their culture also affects the employee awareness. Lastly, the environmental factors such as energy usage, impact on environment also affect employee awareness level and green ICT adoption. H0= There is an inverse or no relationship between employee awareness and adoption of ICT. H1= There is a positive relationship between employee awareness and adoption of ICT. Research Design and Methodology The research paradigm adopted for this study is epistemology. It is concerned with addressing facts that are acceptable. It also consists of acceptable knowledge about the information that can be treated as a fact. The philosophy is used as the information regarding employee awareness and ICT can be proved without doubt rather than opinions and changeable situations (Welman et al. 2012). The research philosophy adopted for the research study is positivism. Positivism generates hypotheses or research questions that can be tested allowing to measure acceptable and actual knowledge. This research method is adopted as the method chosen for collection and analysis is quantitative in nature (Welman et al. 2012). The methodology adopted for the current research problem is primary in nature. Primary data is adopted as not much secondary information is provided on the same research problem. Also, as it relates to employee awareness, the primary method shall be more suitable than secondary data collection. There is a gap in the existing literature that shall be minimized using this research study. Further, primary data is more relevant and accurately addresses the research intention (Welman et al. 2012). The research is conducted in a Malaysian organization with around 500 employees who shall be a part of the research study. Therefore, the target population is 500 employees. The sample size is chosen as 100 employees as the population size for the study is huge. The sampling is done using the simple random sampling where a group of people are randomly selected for the research study. The entire sampling process is carried in a single step where the people are selected entirely by chance (Welman et al. 2012). The simple random sampling gives equal chance or probability of getting selected. Every individual has an equal chance of getting selected for any subset of individuals (Welman et al. 2012). Approval was generated from the manager of Malaysian organization for conducting the research study. To attain the objectives of research, it required travelling to the Malaysian organization. Written consent of the participants was generated and there was no forceful attempt for involving the participants in the research study. Privacy and confidentiality of the data obtained is maintained. The participants were assured about the study not affecting their employment status (Welman et al. 2012). References Buchalcevova, A. and Gala, L., (2013). Green ICT drivers and inhibitors perceived by the Czech SMEs.Journal of Systems Integration,4(2), p.43. Cecere, G., Corrocher, N., Gossart, C. and Ozman, M. (2014). Technological pervasiveness and variety of innovators in Green ICT: A patent-based analysis.Research Policy, 43(10), pp.1827-1839. Chugh, R., Wibowo, S. and Grandhi, S., (2016). Environmentally sustainable Information and Communication Technology usage: awareness and practices of Indian Information and Communication Technology professionals. Journal of Cleaner Production, 131, pp.435-446. Edmunds, R., Thorpe, M. and Conole, G., (2012). Student attitudes towards and use of ICT in course study, work and social activity: A technology acceptance model approach.British journal of educational technology,43(1), pp.71-84. Fabrizio, K. and Hawn, O., (2013). Enabling diffusion: How complementary inputs moderate the response to environmental policy.Research Policy, 42(5), pp.1099-1111. Khor, K., Thurasamy, R., Ahmad, N., Halim, H. and May-Chiun, L. (2015). Bridging the Gap of Green IT/IS and Sustainable Consumption.Global Business Review, 16(4), pp.571-593. Peng, G.C.A., (2013). Green ICT: a strategy for sustainable development of China's electronic information industry.China: An International Journal,11(3), pp.68-86. Radu, L. (2016). Determinants of Green ICT Adoption in Organizations: A Theoretical Perspective.Sustainability, 8(8), p.731. Welman, C., Kruger, F., Mitchell, B. and Huysamen, G. (2012).Research methodology. 1st ed. Cape Town: Oxford University Press. Zolait, A., (2011). The nature and components of perceived behavioural control as an element of theory of planned behaviour.Behaviour Information Technology, 33(1), pp.65-85.