tag:blogger.com,1999:blog-42690368536036519112024-03-05T11:08:59.632-08:00What A Wonderful Life.........Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.comBlogger214125tag:blogger.com,1999:blog-4269036853603651911.post-77084686977952479162020-04-28T11:53:00.001-07:002020-05-15T11:37:27.944-07:00Merck and Company Strategy by Jolito Ortizo Padilla The Merck & Co. Inc. Case Study<br />
by Jolito Ortizo Padilla<br />
<br />
<br />
In mid 2005, the huge pharmaceutical firm, Merck &Co. Inc., faces more than 4,200 state and federal lawsuit. In one suit, Merck is alleged to have received payments from third parties, such as insurance companies, unions, and employee health plans. Many suits involve Vioxx, which is a drug that Merck withdraw from the market in September 2004 after a company sponsored test found that there could be an increased risk of heart attacks and stroke for those who took the medicine after 18 months of daily usage.<br />
<br />
History<br />
<br />
Merck is an American legend and icon of a firm. Its is a global pharmaceutical company and was established in 1891. The company's core business is the discovery, development, manufacture, and marketing of a variety of products, mostly to improve human and animal health. Merck sells product through drug wholesalers and retailers, hospitals, clinics, government and managed health service providers.<br />
<br />
Overtime, Merck has devoted to increasing access to and delivering donated medicines through far reaching programs to those people who need them-oftentimes doing so for no profit or revenue. Through the 1980's, the company publishes proved to be successful as a research driven firm, keeping the pipeline filled with new and innovative products. More recently, Merck has also discovered and introduced many major new drugs, including Mevacor (for high cholesterol) and Vasotech (for high blood pressure).<br />
<br />
In the year 1990, Merck acquired several companies. In 1991, the company's centennial year, Merck's sales were around $9 Billion., which positioned the company to have 5% of the global market share in prescription drugs: the largest share of the world market. In 1994, Merck expanded internationally by forming subsidiaries in Cyprus, Germany, Holland, Peru, and South Korea and it entered a joint venture in China to manufacture and market its product.<br />
<br />
In the late 1990's , Merck had pulled several products such as the Wyeth Diet Drug Redux and Pondimin (known as commonly as "fen-phen") off the market. Litigation from these products have lasted for years, and reserves allocated for this problem are in excess of $21 billion. To date Merck spent over $800 million to cover its legal defense,<br />
<br />
In 2002, Merck obtained FDA approval forJolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-53236853021519797792017-04-18T04:44:00.000-07:002017-04-18T06:41:54.644-07:00THE ECONOMIC OUTLOOK OF THE KINGDOM OF BAHRAIN for the year 2017<h2 style="margin-top: 6.1pt;">
<span style="color: #c00000; font-size: 12.0pt; letter-spacing: -0.1pt;">Economic Outlook of Bahrain 2017<o:p></o:p></span></h2>
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</div>
<h2 style="margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">Real GDP growth of the Kingdom of Bahrain for 2017 is expected to remain
robust at</span><span style="color: windowtext; font-size: 12.0pt; letter-spacing: -.1pt; mso-font-width: 110%;"> </span><span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">average of 2.8% as compared with 2.3% in 2016. Private consumption will</span><span style="color: windowtext; font-size: 12.0pt; letter-spacing: -.1pt; mso-font-width: 110%;"> </span><span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">continue
to make a large contribution in growth.<o:p></o:p></span></h2>
<h2 style="margin-top: 0in;">
<span style="font-size: small; font-weight: normal;">Despite largely a favorable outlook the country will need to pay careful
attention to several potentially important downside risks to growth:</span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; mso-pagination: none; page-break-after: auto; text-indent: -.25in;">
<span style="font-family: "symbol"; font-size: 12.0pt; font-weight: normal; letter-spacing: -0.1pt;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;"> </span></span><!--[endif]--><span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">Growth in trade has slow
down over the past five years as in the rest of the world. This is partly due
to factors that cannot be influenced by policy such as China economy is slowing
down; increased focus on area of comparative advantage may help boost exports. The increasing prevalence of
non-tariff barriers (NTB’s) could further impede trade activities.<o:p></o:p></span></h2>
<div>
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"><br /></span></div>
<h2 style="margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal;"> </span><span style="font-family: "symbol"; font-size: 12pt; font-weight: normal; text-indent: -0.25in;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;"> </span></span><span style="font-size: 12pt; font-weight: normal; text-indent: -0.25in;">Persistent low interest
rates, if not managed appropriately may result in market instability. In particular the banking sector needs to be
carefully monitored.</span></h2>
<h2 style="margin-top: 0in;">
<span style="font-size: 12pt; font-weight: normal; text-indent: -0.25in;"> </span><span style="font-family: "symbol"; font-size: 12pt; font-weight: normal; text-indent: -0.25in;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;"> </span></span><span style="font-size: 12pt; font-weight: normal; text-indent: -0.25in;">Plateau
productivity growth threatens a long term growth prospects. Promoting enhanced productivity requires reform to the business environment and policies to foster
emergence of productivity including developing domestic capacities to benefit
from international knowledge and technology flows</span></h2>
<div style="margin-top: 0in; page-break-after: auto;">
<b>Recent Developments in Regional Integration</b></div>
<div style="margin-top: 0in; page-break-after: auto;">
<b><br /></b></div>
<h3 style="margin-top: 0in;">
<span style="color: #231f20; font-size: 12.0pt; font-weight: normal; letter-spacing: 0.05pt;"> </span><span style="font-size: small; font-weight: normal;">Integration remains a good way for the region to build resilience and
improve growth prospects. This is especially true in the current context of
slower global growth and the implementation of more inward-looking policies in
some parts of the world. The GCC region has the number of sector plans to
facilitate the free flow of goods, services, investments, capital and skilled
labor. Recent achievements have been made in key policy areas; trade in goods;
trade in services, investments and capital markets, competition and consumer
protection, infrastructure and connectivity, SMEs, food, agriculture, tourism,
human and social development, and the initiative for GCC integration. However,
the overall progress of integration is relatively slow with many regional
initiatives delayed by challenges in the timely and effective implementation of
supportive domestic policies. Such supportive policies facilitate deeper
cooperation and improve a long term commitments to regional integration<span style="color: #231f20; letter-spacing: 0.05pt;">.</span></span></h3>
<div class="MsoNormal">
<span style="font-size: x-small;"><b><o:p> </o:p><span style="font-family: "times new roman" , serif;">Developing
Renewable Energy</span></b></span></div>
<div class="MsoNormal" style="margin-top: .35pt;">
<br /></div>
<div class="MsoNormal" style="margin-top: .35pt;">
<span style="font-size: x-small;"><span style="font-family: "times new roman" , serif;">Long term projection by the
International Energy Agency (IEA) show the largest used of energy consumption
is expected in the region </span><span style="font-family: "times new roman" , serif;">as a
result of a variety of socio-economic factors, including increasing population,
sustained economic growth and increasing access to electricity. Total energy
supply is expected 4406 million tons of oil equivalent in 2015 to 6998 in 2040,
with fossil fuel remaining the main source of energy used in the region. Much
of the region has adopted specific targets for implementation</span><span style="font-family: "times new roman" , serif;"> </span><span style="font-family: "times new roman" , serif;">of renewable energy
capacities, as well as policy mechanics to foster the development that are not
yet competitive with the conventional energy sources</span><span style="font-family: "times new roman" , serif;"><o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: x-small;"><span style="color: #231f20; font-family: "times new roman" , serif; letter-spacing: 0.05pt;"> FDI will be an important channel for
investment in renewable that also enables the transfer of capital, technology
and expertise. Dubai and Qatar received the largest inflows in the region,
accounting for more than 60% of the total. FDI is also helping to support the
expansion of job. </span><span style="font-family: "times new roman" , serif; letter-spacing: 0.05pt;">Setting the right condition for
the development of renewable energy in
GCC region will require solutions to challenges in grid access, administrative
barriers and energy pricing mechanisms</span><span style="color: #c00000; letter-spacing: 0.05pt;">.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<span style="font-size: x-small;"><span style="font-family: "times new roman" , serif;"><b> </b></span><span style="font-family: "times new roman" , serif;"><b>Key Structural Policy Challenges</b><u><o:p></o:p></u></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-size: x-small;"><span style="font-family: "times new roman" , serif;"> Domestic level of structural policy reforms is
critical in providing the conditions to maintain robust and sustainable growth
in the Kingdom of Bahrain economies. In pursuing their plans for national
development, common priority areas are reforms that include
infrastructure, educational and skilled development, tourism, FDI and
energy. Other important issues to be addressed by the country diverse in using
digital economy, economic diversification, capital market development and
entrepreneurship</span><span style="font-family: "palatino linotype" , serif;">.
<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span style="font-family: "palatino linotype" , serif;"><span style="font-size: x-small;"><b><br /></b></span></span></div>
<div class="MsoNormal">
<span style="font-size: x-small;"><b><span style="font-family: "palatino linotype" , serif;"> </span><span style="text-align: justify;"><span style="color: #231f20; mso-font-width: 110%;">Risks and Policy Challenges</span></span></b></span></div>
<h5 style="text-align: justify;">
<span style="color: #231f20; mso-font-width: 110%;"><span style="font-size: x-small; font-weight: normal;">The
Kingdom of Bahrain is expected to experience favorable growth over and medium
terms. The growth potential is critical for policymakers to implement effective
policies to cope with various risks, including:<o:p></o:p></span></span></h5>
<h5 style="margin-left: 104.85pt; text-align: justify;">
<span style="font-size: x-small; font-weight: normal;">1.<span style="font-stretch: normal; line-height: normal;">
</span><span style="color: #231f20; text-indent: -0.25in;">Coping
with slow export growt<span style="font-weight: normal;">h</span></span></span></h5>
<h5 style="margin-left: 104.85pt; text-align: justify;">
<span style="font-size: x-small; font-weight: normal;">2.<span style="font-stretch: normal; line-height: normal;">
</span><span style="color: #231f20; text-indent: -0.25in;">Price
of Oil in the world market is low.</span></span></h5>
<h5 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 122.85pt; margin-right: 0in; margin-top: 0in; mso-list: l1 level1 lfo2; mso-pagination: none; page-break-after: auto; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-size: x-small; font-weight: normal;"><span style="color: #231f20; font-family: "book antiqua" , "serif"; mso-bidi-font-family: "Book Antiqua"; mso-fareast-font-family: "Book Antiqua"; mso-font-width: 110%;">3.<span style="font-family: "times new roman"; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #231f20; mso-font-width: 110%;">Managing
the impact of zero and negative interest rates; and<o:p></o:p></span></span></h5>
<h5 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 122.85pt; margin-right: 0in; margin-top: 0in; mso-list: l1 level1 lfo2; mso-pagination: none; page-break-after: auto; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-size: x-small; font-weight: normal;"><span style="color: #231f20; font-family: "book antiqua" , "serif"; mso-bidi-font-family: "Book Antiqua"; mso-fareast-font-family: "Book Antiqua"; mso-font-width: 110%;">4.<span style="font-family: "times new roman"; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="color: #231f20; mso-font-width: 110%;">Address
the slow in productivity growth.<o:p></o:p></span></span></h5>
<div>
<span style="font-size: x-small;"><span style="color: #231f20; mso-font-width: 110%;"><br /></span></span></div>
<div style="text-align: justify;">
<span style="color: #231f20; mso-font-width: 110%;"><span style="font-size: x-small;"> New trade strategies are needed to deal with
the reversal in the export recovery. Global trade volume grow has slowed down
substantially for the last three years. Bahrain is poised to register its 20<sup>th</sup>
straight quarter of less than 3% growth since 2011Q4. Given a current backdrop
</span>of depressed oil prices, the trend of trade revenue depicts grimmer picture. </span><span style="color: #231f20; mso-font-width: 115%;">Recent trend maybe promising, but
they also suggest that Bahrain have to calibrate their medium trade program in
a way that would allow their exporting sector to focus on other markets. <o:p></o:p></span></div>
<div style="text-align: left;">
<span style="color: #231f20; mso-font-width: 115%;"><br /></span></div>
<div style="text-align: justify;">
<span style="color: #231f20; mso-font-width: 110%;"><b>Domestic Demand</b></span></div>
<h5 style="text-align: justify;">
<span style="font-family: "times new roman" , serif; font-size: 12pt; font-weight: normal; text-indent: 17pt;">The strong growth in export, foreign direct
investments (FDI) and domestic demands help to support recent growth. Private
consumption and fixed investment has been important driver of economic activity
in Bahrain as has the expansion of the services sector. The movement in oil
prices has seriously affected the exports but the small amount of recovery is
anticipated and will remain unchanged for the next five years.</span></h5>
<div class="MsoNormal" style="margin-top: .1pt;">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt;"> </span><span style="color: #231f20; font-family: "times new roman" , serif; font-size: 12pt; letter-spacing: 0.05pt;">While manufacturing
growth has been slow recently, the service sectors continue to expand quickly
driven by strong domestic demand.
Construction of new residential and commercial has been strong and the
government must continue to focus on the development of infrastructure projects
that connects to other countries like Qatar and Saudi Arabia will definitely
improve trade among these countries. GCC as well as Bahrain will be affected by
China’s slow growth from 6.7% in 2016 to an average projected GDP of 6% in 2017</span><span style="font-family: "times new roman" , serif; font-size: 12pt; letter-spacing: 0.05pt;">.
Industrial overcapacity continues to be
a challenge and export growth has been weak. India on the other hand will see high and relatively stable
growth over the projection period at an average of 7.3%, Philippines continue to
strengthen its GDP growth rate of 7% followed by Indonesia, Malaysia, Vietnam
and Cambodia. Japan and Korea are still the most prioritized country when it
comes to imports of electronic goods. Liberalizing reform could help to support
robust growth and improve currently weak private investment.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "times new roman" , serif; font-size: 12pt; letter-spacing: 0.05pt;"> </span><span style="font-family: "times new roman" , serif; font-size: 12pt; text-align: justify;">In the financial sector, persistent low interest rates in
advanced economies, if not managed by the policymakers through vigilant
supervision, may result in domestic instability. Apart from its palpable influence
in securities trading, the decrease in the cost of borrowings in large
economies has strained the balance sheet of financial sector corporation as
fixed income earnings decline. At this point, the macroeconomic fundamentals
are stable enough to keep near term risk in bay.</span></div>
<div class="MsoNormal" style="margin-right: 63.35pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 0in; margin-right: 63.35pt; margin-top: 2.05pt;">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt;"> <span style="color: #231f20; mso-font-width: 110%;">Bahrain would be able to ride out the
wings in the mood of investors when monetary policy direction in advance
economies changes hinges mainly on how reforms would improve the standing of
key financial institutions as well as systematically relevant public
corporations. Global liquidity flooding operations that began in 2014 have
driven the ratio of domestic dit-to GDP upwards across the country. <o:p></o:p></span></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 0in; margin-right: 63.35pt; margin-top: 2.05pt;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 0in; margin-right: 63.35pt; margin-top: 2.05pt;">
<span style="color: #231f20; font-family: "times new roman" , "serif"; font-size: 12.0pt;">The
political crisis in Bahrain in 2011 reflects the cautious stance of monetary officials
in mirroring the extent of quantitative easing in advanced economies,
presumably to maintain financial market discipline. This could be one of the
channels that could explain why the impact of low interest rates over ease on
domestic real sectors has been mixed.</span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt;">Yet
even with some caution in monetary policy making, and then ensuring credit
expansion has exposed vulnerabilities in bank supervision frameworks in light
of the continued weakness in the international markets and subdued oil
prices. Instances of loan default among
highly leveraged corporations have increased and bank portfolios have generally
deteriorated as a consequence even though banks in the country remain well
capitalized. Bahrain’s banking system, in particular, stands outstanding in
terms of relatively high level and growth of its non –performing loans (NPL)
ratio. It is vital that banks maintain a healthy portfolio because fixed income
earnings are already under stress owing to the decline in yields, which dragged
down profitability. To their advantage, prudential regulations in many Gulf
Countries are strong as a result of a series of measure undertaken years before
but the continuation of reforms in Bahrain banking system will be needed. In
addition to the impact on the financial sector, downside risk of fiscal
stability caused by interest rates in advance economies are benign at the
moment. The current evidence concerning impact of low interest rates on the
real economy is mixed<o:p></o:p></span></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<b><br /></b></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt;"> </span>Recent Macroeconomic
Development and Near Term Proposal</b></div>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">Near term growth prospects are solid despite sluggish global growth.</span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="font-size: small; font-weight: normal;">Overall Bahrain have remained solid against increased uncertainty in the
form of weak demand in advanced countries like the United States and the Euro
area, divergent monetary policy in the</span><span style="color: windowtext; font-size: 12pt; font-weight: normal; letter-spacing: -0.1pt;">
</span><span style="color: windowtext; font-size: 12pt; font-weight: normal; letter-spacing: -0.1pt;">advanced economy and persistently low global economy commodity prices.
Growth in the global trade has sharply decelerated in real terms since 2011.
The major drivers of weak global trade are slow economic growth and lower
investment growth. This synchronized slowly down in productivity growth and
still posing economic growth.</span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">The economic growth has slowed down in the short term. Private investment
weakened temporarily due to monetary tightening (during the tapertantrum) and
highly leveraged banks and corporate (leverage ratio was about 0.79 in March
2017. An improvement of the investment climate and reliance in public
infrastructure can help catalyze private investment. The investment is expected
to boost GDP growth. <o:p></o:p></span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">The country has experienced an expansion in economic activity with an
economic growth of 2.0 % in 2016. With inflation of 1.5% in December 2016 (lower
that inflation targeting zone of 3+/1), it boosted over inflation to 2.3% in
January 2017 with resultant economic growth. Key economic factors are private
consumption supported fixed investment and service sector. The service sector
(particularly in tourism) is a main driver of growth. The government has also
recently boosted public spending on infrastructure, education and healthcare. <o:p></o:p></span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;">The country’s main export is petrol and oil and further decline have
reduced their export benefits. This has narrowed the merchandise- trade and
current account surpluses and widened deficits. Diversification in export
sector would help buffer persistent global lower commodities. <o:p></o:p></span></h2>
<h2 style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 6.15pt; margin-right: 0in; margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span></h2>
<h2 style="margin-top: 0in;">
<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: -.1pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span><span style="color: windowtext; font-size: 12.0pt; font-weight: normal; letter-spacing: .05pt; mso-bidi-font-weight: bold; mso-font-width: 110%;"><o:p></o:p></span></h2>
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<span style="color: windowtext; font-size: 12.0pt; font-weight: normal; mso-bidi-font-weight: bold; mso-font-width: 110%;"> </span><span style="font-size: 12pt;">Copyright Infringement is Punishable By Law</span></h2>
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com34tag:blogger.com,1999:blog-4269036853603651911.post-20474292904911844982016-12-23T10:25:00.005-08:002016-12-23T10:25:53.144-08:00Practicing Mindfulness
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Medical students face a lot of pressure, particularly in the
first couple of years. They are often in a new place, surrounded by new people
and expected to learn a lot in a short time. On top of that, students have to
make big decisions about their futures — and it's easy for their minds to go
into overdrive.<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Practicing mindfulness for just 10 or 20 minutes each day can
help students slow down. UCLA Neuro- Surgeon Dr. Jolito Ortizo Padilla Jr.
teaches a </span><span style="font-size: 12pt;"><a href="http://medschool.ucla.edu/current-programs-and-support-groups"><span style="color: #0072bc; font-family: ProximaNovaRegular; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman"; text-decoration: none; text-underline: none;">series on mindfulness</span></a></span><span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";"> and shares a few brain exercises
students can employ to help ease a racing mind and deal with stressful times.<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">"The term mindfulness is often misused, but it generally
means having an awareness and acceptance of the sensory experience of the
present moment," Safrin says. "Pay attention to your emotions, accept
them and notice what's happening in your mind. Accept what's happening as it
happens."<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Although it sounds like a simple objective, it's far from easy
and takes time for anyone to master. The following three strategies can serve
as tools to keep the mind sharp, resilient and ready to learn. It's best to
practice at least one of them every day.<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">For many, trying to process all the thoughts racing through
their head only leads to a snowball effect. Listening to the mind's stories can
be overwhelming and upsetting them. Instead, try breaking down those thoughts
into parts.<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">"Pay attention to the sensory aspects. Are there images flashing
through your mind?" Padilla says. "Is there a verbal energy? Get to
know these patterns, without grasping at or suppressing this activity."<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">To do this, Padilla suggests labeling. Mentally say the word
"seeing" for visual images as they run through the mind, or label the
internal self-talk as "hearing" and emotions as "feeling."
You can even label the type of thought, such as worry, planning or remembering.<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Offering the mind real-time, generic labels interrupts its
desire to find meaning and provides a feedback loop for being clear<span style="color: lime;"> </span><span style="color: black;">about</span>
what's happening in the present.<o:p></o:p></span></div>
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<span><span style="background-color: red;"><span style="color: yellow;">Replace ideas<o:p></o:p></span></span></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Some ideas are too overwhelming. That's when it helps to have a
positive replacement — similar to the idea of finding a happy place. Choose a
phrase or word that is positive, and repeat it whenever negative thoughts
become overpowering.<o:p></o:p></span></div>
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<span><span style="color: red;"><strong>Focus on something else<o:p></o:p></strong></span></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Classic mindfulness practices that focus on the breathing
process are a good example of changing focus. Although many people feel like
they need to find stillness every time they try this, that's not actually the
case. The mind races more when you try to stop it. Instead, don't fight your
thoughts: let them come and go, and always return focus to the breath.<o:p></o:p></span></div>
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<span style="color: #333333; font-family: ProximaNovaRegular; font-size: 12pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">"These strategies help us prevent the mind from getting stuck
in habitual patterns," Padilla says. "This frees up more energy,
keeping the mind more fluid and resilient, yielding insights, creativity and
kindness."</span></div>
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-11209699391754863952016-04-24T13:22:00.000-07:002016-04-26T00:03:20.105-07:00The 2016 Economic Outlook of the Kingdom of Bahrain by Jolito Ortizo Padilla<br />
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<b><span style="color: red; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt; line-height: 115%;">The Kingdom of Bahrain Economic Outlook for
2016<o:p></o:p></span></b></div>
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<b><span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt; line-height: 115%;">GA Consultancy 2016 projection for
Bahrain’s Economy will grow at a steady rate of 2.5% supported by a strengthening
recovery in industrial sectors and soft global commodity prices<o:p></o:p></span></b></div>
<br />
<span style="color: #333333; font-family: "arial" , "sans-serif"; font-size: 9.5pt;">The
drop in international oil prices is taking pressure off of consumer prices.
Inflation will increase to 3.1% in 2016<o:p></o:p></span><br />
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<span style="color: #333333; font-family: "arial" , "sans-serif"; font-size: 9.5pt;">As
low oil prices slow down the economy, a sudden sharp reversal could undermine
the outlook and require policy response. Similarly, while capital inflows to
the region have been beneficial for growth, policy makers must carefully manage
credit expansion to ensure that it does not lead to excessive leverage and
asset price bubbles.<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "arial" , "sans-serif"; font-size: 9.5pt;">Bahrain
needs a deep, robust financial sector to sustain growth. Policy makers will be
challenged to ensure that financial sector development is inclusive, providing
broad access to households and firms. Financial stability must also be
maintained to enhance growth and equity</span><span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">.<o:p></o:p></span><br />
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;"><span style="mso-spacerun: yes;"> </span>“Falling commodity prices are creating space
for policy makers across the country to cut costly fuel subsidies or initiate
other structural reforms. This is a key opportunity to build frameworks that
will support more inclusive and sustainable growth in the longer term.”<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;"><span style="mso-spacerun: yes;"> </span>Bahrain’s economy is expected to moderate in the
first semester of 2016 as investors await clarity on the new government plans for
governance reform and economic policy<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: red; font-family: "times new roman" , "serif"; font-size: 12pt;">Foreign Countries that Influence the
Economic growth of the Kingdom of Bahrain:<o:p></o:p></span></b></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">Growth in the United States (US),
where recovery seems to have turned a corner, is leading major industrial
economies. While signs are mixed in the euro area and Japan, soft oil prices
and accommodative monetary policy will support growth. As a group, these
economies are forecast to expand by 2.2% in 2015, up 0.6 percentage points of 2.4% in 2016.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">With improving external demand for
the region’s outputs, an expected pickup in India and in most members of the
Association of Southeast Asian Nations (ASEAN), could help balance gradual deceleration
of Bahrain.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">Growth slowed Bahrain in 2015 due to
weak fixed asset investment, particularly in real estate. As the government
proceeds with its structural reform agenda, further slowing of investment is expected
to diminish growth from 2.8% in 2015 and 2.5 % in 2016. This is a much more
moderate rate than the average growth of 1.8% in the period since the political
crisis.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">India is forecast to overtake
PRC in terms of growth as the initial phase of government efforts to remove
structural bottlenecks is lifting investor confidence. With the support of
stronger external demand, India is set to expand by 7.8% in FY2016, a sharp rise from 7% growth in FY2015. This momentum is expected
to build to 8.2% growth in FY2017, aided by expected easing of monetary policy
and a pickup in capital expenditure, thus causing the flow of investments to
the Kingdom of Bahrain that boast the economy of the country. India and Bahrain
has tremendous ties for two decades. They also have a strong Trade Bilateral
relations. <o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">Risks to the outlook include
possible missteps in the PRC as it adjusts to its new normal, less decisive
action on reforms in India than anticipated, potential spillover effects on the
global economy of the Greek debt crisis and the deepening recession in the
Russian Federation. The impending rise in US interest rates may reverse capital
flows to the country, requiring monetary responses to maintain stability. The
benefits flowing from the low price of oil could evaporate if geopolitical
tensions push it sharply higher. <span style="mso-spacerun: yes;"> </span>Growth
will be stable in Taipei,China, but accelerate in Hong Kong, China, and
Republic of Korea, reflecting rising domestic demand and improving local
economy.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">Growth in South Asia accelerated to
6.9% in 2014 and is projected to trend higher to 7.2% in 2015 and 7.6% in 2016,
reflecting the strong performance anticipated in India. Both Bangladesh and
Pakistan are following through with wide-ranging economic reforms that include
efforts to overcome power shortages, though political challenges may limit
progress in 2016.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;"><span style="mso-spacerun: yes;"> </span>Bahrain’s economy is expected to moderate in the
first semester of 2016 as investors await clarity on the new government plans for
governance reform and economic policy.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">Southeast Asia is poised for a
growth rebound in 2016 after sub-regional growth fell to 5.4% in 2015.
Aggregate growth is seen rebounding from 5.9% in 2015 and 6.5% in 2016 as
recovery in Indonesia, Thailand and the Philippines leads the way, and with most of the sub-region
expected to benefit from rising exports and lower inflation.<o:p></o:p></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12pt;">Weak oil prices and recession in the
Russian Federation pushed sub-regional growth in Central Asia down 1.5 percentage
points to 5.1% in 2015. In 2016 growth will slacken in Kazakhstan,
Turkmenistan, and Uzbekistan as lower petroleum exports constrain domestic
spending. The weak economy in the Russian Federation will curb export and
remittance flows, slowing growth in Armenia, Georgia, the Kyrgyz Republic, and
Tajikistan. Average growth in the sub-region is forecast at 3.5% in 2015 and
4.5% in 2016.<o:p></o:p></span></div>
<br />
<span style="background-color: #f4cccc;"><span style="color: red;">Through inclusive economic growth, environmentally
sustainable growth, and regional integration, Bahrain can fully manage its
economy</span>. </span><br />
<br />
<b style="mso-bidi-font-weight: normal;"><span style="color: red;">Financial
System of Bahrain<o:p></o:p></span></b><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">Financial systems have improved in the past decade but further
deepening of banks and capital markets and greater access to finance is
essential to enhance growth and equity in the Kingdom, says <span style="mso-spacerun: yes;"> </span>GA Consultancy report.</span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">“Improving the efficiency of the banking sector and capital
market can boost investment, productivity, and innovation,” said Padilla, J of
GA Consultancy. “Reducing the dominance of state-owned financial institutions
and developing local currency bond markets are some of the important steps
needed in promoting Bahrain’s financial development.”<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">Despite a slow of progress, Bahrain’s financial systems still
lag against Dubai by a wide margin. Bank deposits, for example, equal 30% of
regional gross domestic product (GDP), compared with an average of 110%. The
bond markets equal less than half of GDP, or about a third of the 140% average
in advanced economies.<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">Financing Bahrain’s future growth, Padilla noted is boosting
the country average ratio to GDP of liquid liabilities—currency plus checking
and interest-bearing accounts in financial institutions—from about 65% to 75%
would add almost 0.4 percentage points to average annual GDP growth per capita.<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">“Data shows that financial development does not necessarily lead
to a reduction in income inequality,” said Dr. Padilla. “It is therefore
important to also pursue financial inclusion policies—measures that can boost
access to financial services by low-income households and small and
medium-sized enterprises.”<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">The empirical evidence in the GA Consultancy report suggests
that, while financial development tends to alleviate inequality in its early
stages, inclusive growth becomes more likely with concerted government efforts
to improve financial inclusion.<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">Because a financial crisis can both lead to a recession and
generate a disproportionate amount of misery for economically disadvantaged
groups, as seen during the Asian financial crisis and the more recent global
financial crisis, safeguarding financial stability is important for growth and
economic inclusion.<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">The country with better regulation of financial institutions,
more foreign direct investment relative to foreign bank loans and foreign
portfolio flows, and a more diversified source of international funds, are
likely to be more resilient to financial shocks. Padilla says.<o:p></o:p></span><br />
<br />
<span style="color: #333333; font-family: "helvetica" , "sans-serif"; font-size: 9.5pt;">The most effective approach to developing the financial sector
needs to take into account a country’s circumstances. For low income, further
improving their banking sector’s ability to mobilize domestic savings, lower
the cost of credit, and improve access for households and firms may be the most
important elements of financial development. For middle income, further
developing their local currency bond market and stock market is also required
in order to stimulate innovation.<o:p></o:p></span><br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com2tag:blogger.com,1999:blog-4269036853603651911.post-16229436204273144312015-12-27T00:04:00.000-08:002015-12-27T00:04:03.671-08:00Entrepreneurship... The Women's Power by Jolito Ortizo Padilla
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<b style="mso-bidi-font-weight: normal;"><span style="color: red;"><span style="font-family: Calibri;">Entrepreneurship... The Women’s Power… by Jollto Ortizo
Padilla. <o:p></o:p></span></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: red;"><span style="font-family: Calibri;">Please take note that the name and the company does not
exists in the country. This is an illustration of how women can contribute to
the country’s economic growth.<o:p></o:p></span></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: #0070c0;"><span style="font-family: Calibri;">Copyright Infringement is Punishable by Law<o:p></o:p></span></span></b></div>
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<!--[if !supportLists]--><span style="color: blue;"><span style="background-color: #eeeeee;"><span class="red"><b><span style="mso-list: Ignore;">1.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></b></span><!--[endif]--><span class="red"><b>Background of the
Entrepreneur<o:p></o:p></b></span></span></span></div>
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Aisha is the President of Bahrain’s leading construction company, the Aisha
Contracting Company and has the stake at the family owned corporation, The
Aisha Group of Companies. She perseveres until the company has attained a million
Bahraini Dinar. Some of her friends encourage her to retire, but she laughs it
off since working hard and loving it is part of her daily life. She is
passionate about working with the company and employees. <span style="mso-spacerun: yes;"> </span>Her father serves as the inspiration and is
the motivating factor to work with insights towards achieving the objectives
and goals in life.<br />
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The Aisha Contracting Company was established in 2005. She was influence by her
father to establish the company during the time when the construction sector
was booming in the GCC region due to high oil prices worldwide. Her father has
predicted what industry will be at the forefront of the future economy in
Bahrain; hence this construction company was born. In addition she expanded the
business by opening electrical retail outlets in consonant to the contracting
company. <br />
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When she was young, she has a passion of business. By that time she was
taking part with the business of her father because he believed in women’s
power which is dominated by men. She was sent to London to learn and acquired
business knowledge. The father perception was perfectly right because despite
of turmoil and political instability for the past years, the business has
dramatically continues to grow into a powerhouse business in Bahrain. <br />
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Bahrain’s business slightly fluctuate in the early 2000s due to worldwide
economic crisis, but because of her passion motivated by positivism, her
struggles succeeded and the company continuously grows as expected. <span style="mso-spacerun: yes;"> </span>For the last ten years of existence in Bahrain
it has grown by 30%. The company has tremendously expanded in the neighboring
countries like Dubai, Abu Dhabi, Qatar and Oman where construction sectors grow
dramatically. In the late 2000s, the expansion continues to Kingdom of Saudi
Arabia and Kuwait where huge investment was being called for, and does not
deter the process of expansionism. <br />
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The presence of competitors does not hinder such capacity to grow.<span style="mso-spacerun: yes;"> </span>In fact Aisha thinks of it as a challenge.
Armed with her knowledge in Business during her studies in London, she continues
to plan ahead with the objectives and goals of becoming the biggest contracting
company in the Gulf Countries. The business grows rapidly up to the early
2000s, when the oil started to increase from $100 a barrel to $120 per barrel.
This provides Aisha to an aggressive campaign to build more buildings and
houses in Gulf Countries. She says; “ There’s no stopping”. She explores this
opportunity to build her business empire. <br />
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However, in the early decade of 2000s, political turmoil has wrapped Bahrain
which part of the so-called Arab Spring. All businesses and construction halted
the booming economy of Bahrain. The business was down and most of the investors
flew to their country of origin which results to capital flight. The investors
went on the “wait and see” attitude and there were speculations among the
investors. At that moment, banks have the liquidity problem because of capital
flights. The revenue fall by 30% that provides her to go back to her drawing
board. <br />
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But all of these negative situations did not stop Aisha to relegate her
business acumen. She then plan strategic alliances with other investors that give
her leeway to reorganized and restructure the systems of the company. Concurrently,
the strategic plan works and it creates more employment to most Bahrainis who
have the willingness to work in the pressured environment. <br />
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<span style="color: blue;"><strong>2. The decision to start up a Business</strong></span><br />
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Aisha always emphasizes “creativity”. The word is a magic to her in starting
a business and convert the empire as the way it is now. She describes it as the
ability of the management to apply any thought of imagination that yields
innovative solutions to huge problems that beset the organization. She coins
the word of Padilla, J (2001)<span style="mso-spacerun: yes;"> </span>in
defining such term as “ Organizations and teams which practice reflexivity and
are prepared to continually challenge and redefine their organizational goals,
roles and paradigms, via the process of innovation, develop a more
comprehensive and penetrating representation of their role. They better
anticipate and manage problems, and they deal with conflict as a valuable
process asset within the organization and encouraging growth and development.
The most reflexive organization are those within which there is a maelstrom of
activity, debate, argument, innovation and the real sense of involvement of all
employees. <br />
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The fascination of Aisha to understand this concept draws her insight of
inspiration as she was given a special gift to have such business knowledge
with the help of her father’s money. Armed with her background of studies in
one of the best business university in London, the London University, and her
father’s training from her childhood days to the present time, she was able to
establish the company into a million dollar conglomerate.<br />
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Her interest is drawn into creativity, innovation, sensitivity and skills in
communications become a guide to prepare herself to such big challenge. Being
proactive and imaginative in management approach is one of the essential elements
that she professes in order to be successful in his chosen endeavor in life. In
addition, she believes she could navigate the traditional business practiced by
businessmen in Bahrain and can changed into the world of creative mindset thus
a generation of innovation can be fulfilled. This according to her without such
characteristics can hinder the growth of the business and the fulfillment
process is compromised. <br />
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Despite <span style="mso-spacerun: yes;"> </span>the fact that she knew that there
are some obstacles that affect the business externally and internally, this
does not stops her from pursuing such intensive training and development in
order to sharpen her knowledge and improves her level of business knowledge. She
knew that one of the characteristics of human activity is learning. There is a
growth level if she takes steps to venture into a business as it involves
insights and the taking place of change in many ways as a life -long
experience. In her mind she needs to learn and develop the way on how to help
and support her father to grow the business and provides employment to the
citizens of Bahrain. Understanding the concept of dynamism and active dimension
of business life draws her attention to such perspective. <br />
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Learning from her father’s style of management and financial approaches
recognizes a useful process to enhance her effectiveness and this serves as a
challenge to her. This creates the idea of how knowledge is link to the
learning process. The teaching of her father that knowledge and foresight forms
an act of innovation to this competitive world can directly give a direction to
an effective and efficient organization. This teaching makes a great track on
the mind of Aisha to pursue her career in business. <br />
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The thought of being an imaginative and innovative in terms of management
capabilities has increasingly brought her to try this method to create a
business of the future. Another way is that business requires a creative
feeling and intuitive activity that stops the blockage of being creative. The
advantage of being coach and mentored by her father contributes to her desire
to this challenging business world. <br />
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<span style="color: #c00000; font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><span style="color: blue;"><strong>3. The subsequent management and development
of the new venture:<o:p></o:p></strong></span></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Aisha Contracting has a grade AA,
the highest grade among contractor in Bahrain awarded by the government. It has
several projects from both private sectors and private sector. With the highly
skilled people recruited by the company, it developed many successful projects
which recently includes The Supreme Council for Women, Nissan Garage in Sitra,
Gulf Hotel, RUF Automobile Assembly Plant, Crescent Villas in Amwaj Island and
the a multi-million Addax in Seef. It also built the 400 houses for the
Ministry of Housing in Wadi Al-Sail and the Ebrahim Tower in Seef.<o:p></o:p></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">The financial capability of the
company under the leadership of Aisha has been liquid although it has been
affected by external factors such as political conflicts in the region and
economic changes in the US and European countries. It has fully implemented the
quality assurance to ensure reliability and safety among its customers. <o:p></o:p></span></div>
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<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;">A challenging scenario in Bahrain since the political unrest
in 2011 is on its headway. There is a continued volatility in the market that
results to the country instability. Capital flight and uncertainty undermine
the confidence of the investors. The threat towards the economy is going into a
“fiscal cliff” to the fragile construction business. Suddenly Bahrain has the
sluggish market growth and the healthy property sector becomes a nutshell.
Concurrently because of such scenario, the sector is faced with challenges on
the social equilibrium which added to the crisis, The Bahrain Weekend News
(2015)<o:p></o:p></span></div>
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<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;"><o:p><span style="font-size: small;"> </span></o:p></span></div>
<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;">There is a strain of cohesion with a threat of outside
boundaries that yields to unemployment and constraints to the growing resources
which has a direct impact on the business. However, the business is convinced
that if the proper authority can address directly to these concern and the need
to accelerate the fragile market through impending infrastructures the country
will prosper in the long period of time. The strategic elements lies on Aisha’s
Sustainable Plan and through this vision will double the revenue and business
profit resulting to the positive growth. As stated on the plan, the evidence is
clear that it will improve and accelerate growth that will certainly contribute
to a strong year ahead from thereon to the future.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span><br />
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<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;">For the year 2014, the
turnover has increased by 10.5% taking through a BD200 Million to a significant
BD500 million. The company has grown by 4 years of operation. Growth was
broadly enhanced by a sound balance of price and location .Emerging markets
like expatriates has a broad based in property making it as the primary
structural engine for the second consecutive years by about 11% and accounts
for 55% of the business. Despite the heavy investments in machineries and tools
to support the infrastructure the growth is profitable of 0.5% in condominium
market to the main margin of operation to 13.8%.<o:p></o:p></span><br />
<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;"><o:p><span style="font-size: small;"> </span></o:p></span><br />
<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;">In line with the strategic priorities, the company has
speeded to invest in office buildings continuously as the company key growth
drivers that provides an income of BD150 million a year. </span><span style="font-family: "DINPro-Light","sans-serif"; font-size: 11pt; mso-bidi-font-family: DINPro-Light;">The company has continued to strengthen its foothold by means of
a joint venture with Bahrain Development Bank and disposed some of its
non-performing equipments and businesses. The launching of the two constructed
building in Seef area last year has been the company’s successful project
adding to BD100 million turnovers. <o:p></o:p></span><br />
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<span style="font-family: "DINPro-Light","sans-serif"; font-size: 11pt; mso-bidi-font-family: DINPro-Light;"><o:p><span style="font-size: small;"> </span></o:p></span></div>
<span style="font-family: "DINPro-Light","sans-serif"; font-size: 11pt; mso-bidi-font-family: DINPro-Light;">The year 2016 was expected to be as hard and
challenging. The company has reviewed and validates its Sustainable Plan
strategy and believes that the strategy will work out. A strategy of
re-establishing trust with the customers and meeting their needs is a signpost
that the strategic planning will succeed. In line with this they focus on the
sustainable corporate environmental responsiveness to address this challenges
overtime. The company was accredited with ISO 14001 as part of their marketing
strategy which guarantee the future in property sector with ambitions of the
highest working partnership with suppliers and customers as a key to deliver a
good and better relationships.<o:p></o:p></span><br />
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<span style="font-size: 11pt;">The company has played a major role in leadership by
helping resolve some issues such as climate change. The company approach is to
be recognized externally and a leader of the sector in Gulf Country and work as
a catalyst organization. It seeks to be proud as a key player in the market
where they operate. The company’s growth is sustainable and demonstrate the
powerful purpose from where it stand that makes the company “fit to win” in the
future scheme of endeavor. <o:p></o:p></span><br />
<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;"><o:p><span style="font-size: small;"> </span></o:p></span><br />
<span style="font-size: 11pt;">The model is to sustain growth
in the property sector. They have to address such issues towards the direction
of innovative housing and a happy living. The company is duty bound to address
such perspectives. The model content is sustainable growth and has a direct
impact to the environment. The Company is to invest into an innovative housing
in order to double their revenue and profits. To strengthen the components
between the property buyers and the company, the equity must be strong to
provide leverage by focusing on projects that are huge that improves margin and
efficiency. This will drive a product that is superior and innovative that will
drive profitable growth. In order to deliver such profitable growth the company
deliver value by enhancing service to the customers and quality housing
facilities for customers satisfaction and faster innovations to the market
where they operates. <o:p></o:p></span><br />
<span style="color: windowtext; font-size: 11pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;"><o:p><span style="font-size: small;"> </span></o:p></span><br />
<span style="font-size: 11pt;">The company builds its
leadership capabilities by attracting the best talent to support the
sustainable model of business and becomes a tool to the regenerative
development that gives life. This will reduce cost and improve marginal profit
while sourcing the sustainable methods of developing products and the
innovative opportunities to improve the lives of the employees</span>. <br />
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<span style="font-size: 11pt;">Aisha also emphasizes that
people is the most important at the heart of the organization. They will pursue
a sustainable competitive advantage by building their potential through
training and development. It requires a challenging set by redefining their
capabilities and understands the reality about the organization. Trust and
inspiration are the key components that influence them to work with precision
and build a model among peers at work. <o:p></o:p></span><br />
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<span style="font-size: 11pt;"><o:p><span style="font-size: small;"> </span></o:p></span></div>
<span style="font-size: 11pt;">The company has to realize that
respect shares the common characteristics of a good organization. The model of
open system can enhance relationships and continuous interaction and
communications with both the external and internal environment on which they
are a part. What really arises in the structure of organization of the company is
the way people integrate according to their psychological and social needs. The
most urgent characteristic is influence by high morale, satisfaction at work,
motivation and performance at work. <o:p></o:p></span><br />
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<span style="font-size: 11pt;">There appear to have a
reflection of complete harmony in the climate of organization. The conflict is
being handled and managed by the group and appropriate adoption of the
strategies that could damage the harmful effect of conflict. <o:p></o:p></span><br />
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<span style="font-size: 11pt;">On a broader approach of
leadership, satisfaction of the job aims to provide a person with greater
autonomy to plan, execute and to control their work. It also gives a person
with a job that is challenging and an opportunity for growth. The company
permits freedom to schedule and pace their work. Giving the workers an
opportunity to challenge their skills is to fully utilize their expertise to
build their skills. Self management provides them with a greater responsibility
to monitor their own performance at the minimal supervision. <o:p></o:p></span></div>
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<span style="font-size: 11pt;">Aisha believes that “ In an
organization, empowerment means that each staff member is responsible for
creating that organization’s culture. There aren’t many motivating forces more
potent than giving your staff an opportunity to exercise and express their
idealism,<span style="mso-spacerun: yes;"> </span>Roddick M , (2013).<o:p></o:p></span></div>
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<span style="color: black; font-size: 11pt; mso-themecolor: text1;"><span style="mso-spacerun: yes;"> </span>References: <o:p></o:p></span></div>
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<div class="Default" style="margin: 0in 0in 0pt;">
<span style="font-size: 11pt;">The Bahrain Weekend News;
Bahrain’s Elite Business Entrepreneur, pp 13;14; March 2015 edition.<o:p></o:p></span></div>
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<div class="Default" style="margin: 0in 0in 0pt;">
<span style="font-size: 11pt;">Padilla, J, Strategic
Management, 2<sup>nd</sup> edition, 2012; pp 345, Pearson<o:p></o:p></span></div>
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<span style="font-size: 11pt;">Roddick , Anita. Human Resource
Management, 2<sup>nd</sup> edition, p234, Pearson<o:p></o:p></span></div>
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com1tag:blogger.com,1999:blog-4269036853603651911.post-1639776365460150162015-12-06T23:55:00.001-08:002015-12-06T23:55:19.804-08:00Measuring Customer's Perception of E-Commerce Services in Bahrain by Jolito Ortizo Padilla
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<span style="font-family: "AdvPS8585","serif"; font-size: 18pt; mso-bidi-font-family: AdvPS8585;">Measuring
Customer’s Perception of E-Commerce Services in Bahrain by Jolito Ortizo Padilla</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 18pt; mso-bidi-font-family: AdvPS8585;"></span> </div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 18pt; mso-bidi-font-family: AdvPS8585;">Note: Copyright Infringement is punishable by Law</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 12pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.1 <span style="mso-spacerun: yes;"> </span>Introduction<o:p></o:p></span><br />
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Developing profitable and long-term relationships with customers is
a major objective in the e-commerce sector (Webster, 1992; Achrol, 1997). As a
result, researchers focused on understanding the pre-requisites for establishing
and maintaining long-term and profitable relationships with customers. The
emerging area of “relationship marketing” underpins this focus. Within this area,
the level of quality in the way a firm delivers its service to industrial
customers has also become a central issue.<o:p></o:p></span><br />
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">In recent years, substantial research has examined the level of
quality (and its dimensions) in the performance of a service. Research has
found empirical support for the relationship between perceived service quality
and business performance (Athanassopoulos </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2001; Caruana </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 1995), probably reflecting the difficulty to imitate (e.g. Hise and
Gabel, 1995). <o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Consequently, a validated instrument to measure the customer’s
perceptions about the service being delivered is crucial, especially since
there is evidence which show that the customer’s evaluation of service quality
and the resulting satisfaction/dissatisfaction is connected to repurchase,
loyalty, and willingness to maintain a long-term relationship with the provider
(Iacobucci </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 1994; Athanassopoulos
</span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2001).<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Responding to this need, researchers have devised and examined
various instruments to measure perceived service quality. Nonetheless, in the
service realm, most of the research has focused on measuring service quality in
the consumer sector and particularly using the Service Quality scale </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">as developed and subsequently modified by Parasuraman </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2011) or some variation.<o:p></o:p></span></div>
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"></span><br />
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The application of this scale to the consumer sector contrasts
sharply with the relative absence of studies employing it in the b2b context
(e.g. Durvasula </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2012).
Moreover, whenever Service Quality was applied results were mixed: While Pitt </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2011) report that the instrument’s reliability
and validity scored well in the mainframe software sector, Durvasula </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2012) found the opposite. In fact, this led
the authors to make a call for devising an instrument that will be designed to
measure perceived service quality in the b2b context.</span><br />
<br />
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Responding to the need for developing and validating an instrument
for measuring perceived service quality in the e-commerce context, this study
attempts to do so by examining the psychometric properties of service quality </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">vis-a` -vis </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">an alternative measure, individual service. The
rest of the paper is organized as follows. First, the differences between
consumer and e-commerce services are discussed and the need for tailoring a
e-commerce specific measure of perceived service quality is established.<o:p></o:p></span><br />
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Then, a brief discussion of the problems associated with the use of
service quality is detailed. Following this, alternative approaches that have
been considered in measuring perceived e-commerce services and an integration
of these approaches into the suggested measure is offered. Next, the
methodology and the analysis of the data are presented. The paper concludes
with the discussion of the findings and the limitations and suggestions for
future research sections.<o:p></o:p></span><br />
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<span style="font-size: small;">
</span><span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F;">Conceptualizing and measuring perceived service quality in the
e-commerce context<o:p></o:p></span><br />
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F;"><o:p> </o:p></span></div>
<span style="font-size: small;">
</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The differences between consumer and industrial goods are well
documented in the literature and an extensive review would be unessential. Very
briefly, the differences in the buying behavior, the evaluation criteria for
appraising alternative suppliers, the existence of buying centers are, among
others, the most eminent distinctions of industrial buyers. As a result, the
marketing effort and priorities of the producers vary accordingly. When it
comes to b2b services, the context is even more dissimilar because of the fundamental
characteristics of services: Their intangible nature and the inseparability
between production and consumption.<o:p></o:p></span><br />
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<span style="font-size: small;">
</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">For instance, services purchased from organizations e- commerce are
provided by qualified professionals whose expertise and skills are key elements
of the quality of the service provided (Yorke, 1990). They interact closely
with managers from the buying organization and on a very frequent basis
(Hausman, 2003). In addition, e-commerce services, are far more complex and require
the management of a larger number of parameters to ensure their flawless
provision and outcome (Lovelock, 1996). Jackson and Cooper (1988), also stress
this increased demand for specialization.</span><br />
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"></span><br />
<br />
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><br />
<o:p><span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.2 <span style="mso-spacerun: yes;"> </span>Objectives of the Study<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoListParagraphCxSpFirst" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">1.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The primary objective of the research is to measure the perception
of the customers in e-commerce services in terms of service quality which is a
critical concern in e-commerce because of its impact on the organizational
customers’ own service to their customers.<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoListParagraphCxSpLast" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">2.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">To evaluate the dimensions of perceived service quality in order to
diagnose quality drawbacks in the service they deliver.<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.3 <span style="mso-spacerun: yes;"> </span>Importance of the Study:<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
<div style="text-align: justify;">
<span style="font-size: small;">
</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Perceived quality is important because it is related with
satisfaction which is known to influence positively the firm’s performance.
Various studies have investigated the link between perceived service quality
and buyer’s satisfaction and have demonstrated that satisfaction is related
with the ability of the firm’s outcome to meet an optimum level on certain –
specific characteristics that are of importance for the buyer. In turn, these
characteristics are frequently referred to as “satisfaction drivers” and are at
the core of the notion to perceived service quality, as opposed to laboratory
quality (i.e. the level of quality depicted on the service blueprint) and delivered
quality (i.e. the extent to which the firm’s ability to actually match the
standards described in its blueprints). Given that overall satisfaction with
the provision of a service is a function of the buyer’s degree of satisfaction
with various aspects of the service offered, perceived service quality has been
suggested to follow the same rational<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.4 Research Methodology<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;">Data collection and sample<o:p></o:p></span></div>
<span style="font-size: small;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">To collect the data a questionnaire was mailed to four companies
from different industries. Respondents were identified by approaching companies
from four service industries, namely consultants offering middle and senior
management training and recruitment services, banks offering corporate banking,
software development and maintenance houses and consumer goods Company in the
Kingdom of Bahrain. We then asked them to name their five most important
customers in terms of the annual income they generate for the firm. We also
asked for the details of the line manager of their client with whom they
usually liaise more closely. In total, 80 service providers responded
positively and collaborated. This process produced a list of four companies
from various industries in Bahrain. Although the sample is clearly a cross-section
one, such samples are frequently used in research efforts in order to increase
the researchers’ ability to generalize. In fact two recent meta-analysis
studies (Geyskens </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 1998;
VanderWerf and Mahon, 1997), report that that heterogeneity and the resulting
increased variation that is present in cross-section data does not impede the
researcher from drawing reliable conclusions because they transcend
industry-specific methodologies (Makhija, 2003) as well as attitudes and values
(Lowe </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2002) and,
thus, allow the researcher to draw conclusions that can be generalized (Greene,
1997). With regard to the respondents, the line management positions more
frequently were from senior management position (e.g. marketing and/or
financial director). </span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
</div>
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p><div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.5 Research Problem<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">There are major issues concerning the perception of this service
quality measure has been raised since it was originally introduced: <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoListParagraphCxSpFirst" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">1.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The linkage between satisfaction and quality to assess perceived
quality. <span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B; mso-fareast-font-family: AdvPS858B;"><span style="mso-list: Ignore;">2.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The increased demand for specialization, which in a way is a
consequence of the increased customization that is required when serving organizational
buyers. As a result, selecting, evaluating and deciding on the continuation of
the relationship with a e-commerce service provider. (Jackson </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2012). <span style="mso-spacerun: yes;"> </span></span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span><span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; line-height: 115%; mso-bidi-font-family: AdvPS8E1F;"></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; line-height: 115%; mso-bidi-font-family: AdvPS8E1F;">1.6 Research Question:<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="margin: 0in 0in 10pt; text-align: justify;">
<span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; line-height: 115%; mso-bidi-font-family: AdvPS8E1F;">There are questions that need to be answered and explored to resolve
pertaining on how e-commerce in the service company can be perceived. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoListParagraphCxSpFirst" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">1.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">What are the effects that the service offered created for the
customer, after it has been implemented?<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">2.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">What dimension of perceived service quality relates to the search
attributes that customers use in order to evaluate the provider’s ability to
perform the service before the relation has actually begun?<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoListParagraphCxSpLast" style="line-height: normal; margin: 0in 0in 0pt 0.5in; mso-add-space: auto; mso-layout-grid-align: none; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">3.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">How to capture the communal elements of the interaction between the
managers from the companies, such as understanding customer’s needs and
personality match?<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.7 Research Hypotheses<o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The researcher hypotheses measure the customer perception of
E-Commerce Services in Bahrain are as follows: <o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Ho – The perceived service quality is the main determinants of
performance in E- Commerce transactions.<o:p></o:p></span></div>
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</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">H1 – The perceived service quality is not the determinant of
performance in E-Commerce transactions.. </span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"></span> </div>
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<o:p><div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">1.8 Limitation of the Study<o:p></o:p></span></div>
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</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">1.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">There is limited time duration of preparing the research study having
only about five months to do the activity that result to inadequate structure
of the concept.<o:p></o:p></span></div>
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</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;"></span></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">2.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The distribution of the questionnaires to respondents greatly
affects the research study. There are some respondents that take time to answer
the questions due to the fact that they don’t have an immediate time to answer
or are busy of their activities. <o:p></o:p></span></div>
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</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;"></span></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">3.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Due to time constraints, the sample size is limited to only 50
respondents that affects the statistical elements of the findings. <o:p></o:p></span></div>
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</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;"></span></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">4.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The travel time to distribute, follow up and collect the
questionnaires to different companies also affects the research studies. <o:p></o:p></span></div>
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</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;"></span></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585; mso-fareast-font-family: AdvPS8585;"><span style="mso-list: Ignore;">5.<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The constraints that there will be having a continuation of the
study in the future. <o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Chapter 2:<o:p></o:p></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Theoretical Framework<o:p></o:p></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></b><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">2.1 E-Commerce Services<o:p></o:p></span></div>
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</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Service quality is a critical concern in e- commerce services
because of its impact on the organizational customers’ own service to their
customers. For instance, poor shipping services can have drastic consequences
on the exports business of the organizations that may face loss of orders,
increased claims, lower prices, delayed payments and generally lower supplier
ratings (Mehta and Durvasula, 2000). Yet, as pointed by Asubonteng </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(1996), little empirical work has focused on
deriving or even empirically testing and validating an integrated instrument
for assessing perceived quality in e-commerce service. On the contrary, the
majority of the studies conducted in the e-commerce context employ the service
quality <span style="mso-spacerun: yes;"> </span>(Parasuraman </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 1998 ) instrument which, originally, was
developed using a sample of various consumer services. More importantly, although
widely applied, this instrument has received heavy criticism on various issues,
the most important of which are summarized in the following paragraphs.<o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Three major issues concerning
e-commerce measure have been raised since it was originally introduced: The
properties of the measurement, the linkage between satisfaction and quality and
the use of gaps (difference scores) to assess perceived quality are perception
on how e-commerce are being measured. </span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p><div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">With regard to the properties of service quality, several studies
report similar Cronbach’s alpha reliability coefficients for the five service
quality dimensions (e.g. Babakus and Boller, 2012; Babakus and Mangold, 2012;
Carman, 2000; Cronin and Taylor, 2000) and at least equally high as the Parasuraman
</span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2008)
reported. These findings validate the internal reliability or cohesiveness of
the scale items forming each dimension. However, the validity of the instrument
has raised major concerns. Most studies imply greater overlap among the service
quality dimensions – especially among responsiveness, assurance, and empathy (Peter
</span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2003) – than
implied by Parasuraman </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"> (1985), which
puts the instrument’s discrimination validity under questioning. A detailed
discussion on the issue is provided by Asubonteng </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(1996). Convergent validity has also been
questioned since the factor loading patterns in none of the studies are similar
to those obtained by Parasuraman </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2008).<o:p></o:p></span></div>
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</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span></div>
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</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">In addition, concurrent
validity has also been questioned (e.g. Babakus and Boller, 1992; Brensinger
and Lambert, 2000) and some interesting findings have been documented: For instance,
Babakus and Boller (2002) found that perception scores have stronger
correlations with other dependent measures (e.g. overall quality) than do the
actual service quality scores <span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span>When it comes to the instrument’s link with
satisfaction, a study in the health care context (O’Connor </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2004) reported that certain dimensions of the
original e commerce <span style="mso-spacerun: yes;"> </span>measure on service
quality were not identified as significant predictors of customer satisfaction.
With regard to the use of gaps (difference scores) to assess quality, Teas
(2003, 2004) pinpoints two potential problems regarding discrimination validity
that are associated with the use of difference scores. Since difference score
measures are usually less reliable than non-difference score measures, they appear
to possess discrimination validity simply because such measures are unreliable
(Peter </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2003).
Empirical findings have demonstrated that expectations about the performance of
a service may change after it is used once (Halstead and Page 2002), which in
turn reduces the reliability of a difference score based on those measures.<o:p></o:p></span></div>
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</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">Additionally, when using difference scores to predict some outcome
(e.g. satisfaction), it is assumed that the components of the difference score
have equal but opposite effects on the criterion variable (Edwards, 2004). A
detailed discussion on the issue is provided by Page and Spreng (2002).
Finally, many practical concerns have also been voiced (e.g. Cronin and Taylor,
2002, 2004) regarding the operations, since performance-only models have been
found superior than difference scores (e.g. Babakus and Boller, 2002; Brown </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2003; Cronin and Taylor, 2002, 2004;
Durvasula </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2009). In
summary, the findings from studies provide some support for reliability and
face validity for the service quality scores on the five dimensions. However,
serious concerns have been raised regarding the validity of the instrument as well
as the use of difference scores to assess service quality.</span></div>
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</div>
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</div>
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<span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F; mso-fareast-font-family: AdvPS8E1F;"><span style="mso-list: Ignore;">1.2<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F;">Contemporary developments in conceptualizing and measuring perceived
service quality<o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">A recent stream of research that has developed over the last</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">few years treats perceived customer service as
an individual construct. Spreng and Mackoy (2006) as well as Dabholkar </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2000) are among those researchers who have
pursued this approach. More specifically, Spreng and Mackoy (2006) studied an integrated
model of perceived service quality and satisfaction among students regarding
their assessment of undergraduate advising. In that study, overall perceived quality
was treated as an individual construct which was assessed by asking the
respondents to evaluate the quality of the service they received with three
seven-point scales anchored by “Extremely poor/extremely good”, “Awful/ excellent”
and “Very low/very high”. Dabholkar </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2000) used a similar approach when assessing the quality. In their
study, overall perceived quality was also treated as an individual construct
measured through four items, namely, “excellent overall service”, “service of a
very high quality”, “a high standard of service” and “superior service in every
</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><span style="mso-spacerun: yes;"> </span></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">way”, while factors such as service reliability, personnel attention
are treated as antecedents to perceived service quality.</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">This approach in conceptualizing service quality has the merit that,
in comparison to the more “traditional” approach, i.e. that service quality
represents the congeries of different estimation of service quality; the
assessment of perceived service quality is more simplified, particularly for practitioners.
The latter, following this approach, have not to measure all the sub-components
of perceived service quality. Instead, they can derive a more holistic
appraisal of the quality of their offering and, given the limited length of the
measure, do so more regularly (Dabholkar </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">2000).<o:p></o:p></span></div>
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</div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: AdvPS8585; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">On the other hand though, one has to notice that, in both studies that
have treated perceived service quality as an individual construct, the measure
of overall perceived service quality appears to be a tautology of the items
that were employed in each case. For instance, one would have difficulty to
tell how “excellent overall service quality”, when compared to “service of a
very high quality” or to “a high standard of service”, delineates a different
facet of the same phenomenon that the latter items capture. This view is in
line with various efforts to obtain a direct measure of overall service (e.g.
Babakus and Boller, 2000; Cronin and Taylor, 1992) using a single item measure
while </span></div>
</span><div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">it is also echoed by Dabholkar </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2000, p. 166) who concede that even for practitioners it is
required to evaluate the antecedents/sub-dimensions of perceived service
quality in order to diagnose quality drawbacks in the service they deliver.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;">Service quality as a multi-level construct </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">alternative approach in conceptualizing service quality has</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">been proposed by Shemwell and Yavas (2009). In
their view,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">perceived
service quality is better conceptualized as a</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">multilevel-hierarchical notion that is comprised of search,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">credence and experience attributes. Their
conceptualization</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">was validated
in the consumer services context (health care</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">services) and their study provided strong empirical evidence</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">of face validity.</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">A similar view is also proposed by Brady and Cronin</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2011). Using the retail services as the frame
of analysis, they</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">investigated
the possibility of conceptualizing perceived</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">service quality as a three-level construct. In their view,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">service quality is comprised of three primary
dimensions, each</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">consisting of
three sub-dimensions. Customers aggregate their</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">evaluations of the sub-dimensions to form their perception of</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">the firm’s performance on each of the three
primary</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">dimensions they
propose. Then, these perceptions lead to</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">an overall service quality perception (Brady and Cronin,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">2011). In an attempt to bridge the different
perspectives</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">adopted by the
so called “American” perception (based on the</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">disconfirmation paradigm on which service quality was</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">originally developed) with the “Nordic” one
(which focuses</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">on the
technical and functional sub-dimensions of quality),</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">the primary dimensions suggested by the authors
are</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">interaction
quality, physical environment quality and outcome quality.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The rationale behind this multilevel/multi-dimensional conception of
service quality is rooted on the work of Carman (2009) who noted that customers
tend to perceive service quality as the aggregation of different quality sub
dimensions. Subsequent researchers (e.g. McDougall and Levesque, 2004; Mohr and
Bitner, 2005; Carman, 2012) provided support to this approach, despite the
divergence of their findings regarding the sub-dimensions that each study identified.
It also must be noted that, in all previous studies that pursued this approach,
the frame of analysis remained the context of retail services. The main
disadvantage of this approach is that it makes it quite cumbersome for practitioners
to measure perceived customer service since, before an overall evaluation can
be derived, it is required to administer a lengthy instrument. On the other
hand though, the conception and measurement of perceived service quality
becomes robust since verbosity is avoided. Also, this approach is in-line with
marketing theory regarding the multifaceted nature of many constructs, such as satisfaction,
market orientation (e.g. Flynn </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2003; Kohli and Jaworski, 2000) and so on. Such constructs (global
constructs), are comprised by distinct subcomponents (subconstructs) which,
however, contain a significant amount of shared variance attributed to their
common relation with the higher order global construct (Bagozzi and Heatherton,
2004) </span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"></span> </div>
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p><div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">It is also echoed by Dabholkar </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2000, p. 166) who concede that even for practitioners it is
required to evaluate the antecedents/sub-dimensions of perceived service
quality in order to diagnose quality drawbacks in the service they deliver. </span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;">Service quality as a multi-level construct </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">alternative approach in conceptualizing service quality has</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">been proposed by Shemwell and Yavas (2009). In
their view,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">perceived
service quality is better conceptualized as a</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">multilevel-hierarchical notion that is comprised of search,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">credence and experience attributes. Their
conceptualization</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">was validated
in the consumer services context (health care</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">services) and their study provided strong empirical evidence</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">of face validity.</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">A similar view is also proposed by Brady and Cronin</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2011). Using the retail services as the frame
of analysis, they</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">investigated
the possibility of conceptualizing perceived</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">service quality as a three-level construct. In their view,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">service quality is comprised of three primary
dimensions, each</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">consisting of
three sub-dimensions. Customers aggregate their</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">evaluations of the sub-dimensions to form their perception of</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">the firm’s performance on each of the three
primary</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">dimensions they
propose. Then, these perceptions lead to</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">an overall service quality perception (Brady and Cronin,</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">2011). In an attempt to bridge the different
perspectives</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">adopted by the
so called “American” perception (based on the</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">disconfirmation paradigm on which service quality was</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">originally developed) with the “Nordic” one
(which focuses</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">on the
technical and functional sub-dimensions of quality),</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">the primary dimensions suggested by the authors
are</span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"> </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">interaction
quality, physical environment quality and outcome quality.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><o:p> </o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The rationale behind this multilevel/multi-dimensional conception of
service quality is rooted on the work of Carman (2009) who noted that customers
tend to perceive service quality as the aggregation of different quality sub
dimensions. Subsequent researchers (e.g. McDougall and Levesque, 2004; Mohr and
Bitner, 2005; Carman, 2012) provided support to this approach, despite the
divergence of their findings regarding the sub-dimensions that each study identified.
It also must be noted that, in all previous studies that pursued this approach,
the frame of analysis remained the context of retail services. The main
disadvantage of this approach is that it makes it quite cumbersome for practitioners
to measure perceived customer service since, before an overall evaluation can
be derived, it is required to administer a lengthy instrument. On the other
hand though, the conception and measurement of perceived service quality
becomes robust since verbosity is avoided. Also, this approach is in-line with
marketing theory regarding the multifaceted nature of many constructs, such as satisfaction,
market orientation (e.g. Flynn </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2003; Kohli and Jaworski, 2000) and so on. Such constructs (global
constructs), are comprised by distinct subcomponents (subconstructs) which,
however, contain a significant amount of shared variance attributed to their
common relation with the higher order global construct (Bagozzi and Heatherton,
2004).</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
</div>
<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p><div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F;">Chapter 3<o:p></o:p></span></b></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F;">Methodology<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS8E1F","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8E1F;"><o:p> </o:p></span><span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;">3.1 Data collection and sample<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-family: "AdvPS858B","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS858B;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">To collect the
data a questionnaire was distributed to customers from different industries.
Respondents were identified by approaching companies from four service industries,
namely consultants offering middle and senior management training and
recruitment services, banks offering corporate banking, software development
and maintenance houses and freight shipping providers in the Kingdom of Bahrain.
We then asked them to <b style="mso-bidi-font-weight: normal;">name their five
most important customers in terms of the annual income they generate for the
firm. We also asked for the details of the line manager of their client with
whom they usually liaise more closely</b>. In total, all of these service
providers responded positively and collaborated. Although the sample is clearly
a cross-section one, such samples are frequently used in research efforts in
order to increase the researchers’ ability to generalize.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; mso-layout-grid-align: none; text-align: justify;">
<span style="font-size: small;">
</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">In fact two recent meta-analysis studies
(Geyskens </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 1998;
VanderWerf and Mahon, 2007), report that that heterogeneity and the resulting
increased variation that is present in cross-section data does not impede the
researcher from drawing reliable conclusions because they transcend
industry-specific methodologies (Makhija, 2013) as well as attitudes and values
(Lowe </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al.</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">, 2012) and,
thus, allow the researcher to draw conclusions that can be generalized (Greene,
2007). With regard to the respondents, the line management positions more
frequently were from the management position (e.g. marketing, purchasing and/or
financial director). The distribution of questionnaires produced 80 useable
questionnaires (response rate about 100 percent). Non-response bias was investigated
through a </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">t</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">-test between
early and late respondents (Churchill, 2001). The analysis indicated absence of
non-response bias.<o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">With regard to the service quality instrument, the items were derived
from the refined version published by Parasuraman </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2001). In this version five major dimensions
are employed to capture the elements of perceived quality namely tangible elements,
elements pertaining to the provider’s reliability, responsiveness, assurance
and empathy. All items were measured using a seven-point scale of agreement anchored</span><span style="font-family: AdvP4C4E74; font-size: 14pt; mso-bidi-font-family: AdvP4C4E74;">
</span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">“I strongly disagree” to “I strongly agree”.
Yet, given the concerns and the criticism regarding the computation of
difference scores that was presented in previous paragraphs, we assessed
directly the service performance of the service providers as perceived by the respondents.<o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">The development of the individual (customers) service instrument was
also based on known scales which were combined to form an alternative
integrated approach to measure perceived service quality for e-commerce
services. Thus, to measure soft and hard process quality the scales suggested
by Kaynak </span><span style="font-family: "AdvPS8588","sans-serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8588;">et al. </span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">(2004) were
employed. Potential quality was measured using the scale suggested by Bochove
(1994) while the scales suggested by Halinen (1994) were employed to capture
immediate and final outcome quality (a more detailed presentation of the items
and descriptive statistics are offered in Figure 1.<o:p></o:p></span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"><o:p> </o:p></span><span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;">For validation purposes, other measures were also employed.
Respondents were asked to use seven-point scales to indicate their overall satisfaction
with their provider, their conception of the overall quality of the service
they receive and their intention to develop a long-term commitment with the
specific provider.</span></div>
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<span style="font-family: "AdvPS8585","serif"; font-size: 14pt; mso-bidi-font-family: AdvPS8585;"> <strong><span style="color: blue;">Note: This is for reference purposes only. The final findings and data is with the author.......................... </span></strong></span></div>
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com1tag:blogger.com,1999:blog-4269036853603651911.post-24133188223560363932014-01-10T10:16:00.002-08:002014-01-10T10:16:43.363-08:00The Business and Military Strategy Compared by Jolito Ortizo Padilla<br />
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A strong military heritage underlies the study of strategic management. Terms such as objectives, mission, strengths, and weaknesses first were formulated to address problems on the battlefield. According to Webster's New World Dictionary, strategy is "the science of planning and directing large scale military operations , of maneuvering forces into the most advantageous position prior to actual engagement with the enemy." The word strategy comes from the Greek word strategos, which refer to military general and combines stratos (the army) and ago (to lead) . The history of strategic planning began in military. A key aim of both business and military strategy is "to gain competitive advantage". In many respects, business strategy is like military strategy, and military strategists have learned much over centuries that can benefit business strategists today. Both business and military organizations try to use their own strengths to exploit competitors' weaknesses. If an organization's overall strategy is wrong (ineffective) , then all the efficiency in the world may not be enough to allow success. Business or military success is generally not the happy result of accidental strategies. Rather, the success is the product of both continuous attention to changing external and internal conditions and the formulation and implementation of insightful adaptations to those conditions. The element of surprise provides great competitive advantages in both military and business strategy; information systems that provide data on opponents' or competitors strategies and resources are also vitally importance.<br />
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Of course, a fundamental difference between military and business strategy is that business strategy is formulated, implemented , and evaluated with the assumption of competition, whereas military strategy is based on the assumption of conflict. Nonetheless, military and business competition are so similar that many strategic management techniques apply equally to both. Business strategists have access to valuable insights and military thinkers have refined over time. Superior strategy formulation and implementation can overcome an opponent's superiority in numbers and resources.<br />
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Both business and military organizations must adapt to change and constantly improve to be successful. Too often, firms do not change their strategies when their environment and competitive conditions dictate the need to change.<br />
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<em>" When Napoleon won, it was because his opponents were committed to the strategy, tactics, and organization of earlier wars. When he lost-against Wellington, the Russians , and the Spaniards-it was because he, in turn, used tried and true strategies against enemies who thought afresh , who were developing the strategies not of the last war but of the next"</em><br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-30300013123587209122013-12-15T18:35:00.002-08:002013-12-15T18:35:47.422-08:00The Politics of Strategy Choice by Jolito Ortizo Padilla<br />
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All organizations are political. Unless managed, political maneuvering consumes valuable time, subverts organizational objectives, divert human energy, and results in the loss of some valuable employees. Sometimes political biases and personal preferences get unduly embedded in strategy choice. Internal politics affect the choice of strategies in all organizations. The hierarchy of command in an organization, combined with the career aspirations of different people and the need to allocate scarce resources , guarantees the formation of coalitions of individuals who strive to take care of themselves first and the organization second, third or fourth. Coalitions of individuals often form around a key strategy issues that face an enterprise. A major strategists is to guide the development of coalitions, to nurture an overall team concept, and to gain the support of key individuals and groups of individuals.<br />
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In the absence of objective analyses, strategy decisions too often are based on the politics of the moment. With development of improved strategy formation tools, political factors become less important in making strategic decisions. In the absence of objectivity, political factors sometimes dictate strategies, and this is unfortunate. Managing political relationships is an integral part of building enthusiasm and esprit de corps in an organization.<br />
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A classic study of strategic management in nine large corporations examined the political tactics of successful and unsuccessful strategists. Successful strategists were found to let weakly supported ideas and proposal die through inaction and to establish additional hurdles or tests for strongly supported ideas considered unacceptable but not openly opposed. Successful strategists kept a low political profile on unacceptable proposals and strives to let most negative decisions come from subordinates or group consensus, thereby reserving their personal vetoes for big issues and crucial moments. Successful strategists did a lot of chatting and informal questioning to stay abreast of how things were progressing and to know when to intervene. They led strategy but did not dictate it. They gave few orders, announced a few decisions, depended heavily on informal questioning , a sought to probe and clarify until a consensus emerged.<br />
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Successful strategists ensured that all major power bases within an organization were represented in , or had access to , top management. They interjected new faces and new views into considerations of major changes. This is important because new employees and managers generally have more enthusiasm and drive than employees who have been in the firm a long time. New employees do not see the world the same old way ; nor they act as screens against changes. Successful strategists minimized their own political exposure on highly controversial issues and in circumstances in which major opposition from key power centers was likely. In combination, these findings provide a basis for managing political relationships in an organization.<br />
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Because strategies must be effective in the marketplace and capable of gaining internal commitment, the following tactics used by politicians for centuries can aid strategists:<br />
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<li>Equifinality- It is often possible to achieve similar results using different means or paths. Strategists should recognize that achieving a successful outcome is more important than imposing the method of achieving it. It may be possible to generate new alternatives that give equal results but with far greater potential for gaining commitment.</li>
<li>Satisfying- Achieving satisfactory results with an acceptable strategy is far better than failing to achieve optimal results with an unpopular strategy. </li>
<li>Generalizations -Shifting focus from specific issues to more general ones may increase strategists' options for gaining organizational commitment. </li>
<li>Focus on Higher Order Issues- By raising an issue to a higher level, many short term interest can be postponed in favor of long term interests. For instance , by focusing on issues of survival , the airline and automotive industries were able to persuade unions to make concessions on wage increases.</li>
<li>Provide Political Access on Important Issues- Strategy and policy decisions with significant negative consequences for middle managers will motivate intervention behavior from them. If middle managers do not have an opportunity take a position on such decisions in appropriate political forums, they are capable of successfully resisting the decisions after they are made. Providing such political access provides strategists with information that otherwise might not be available and that be useful in managing intervention behavior.</li>
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-9977151830771962842013-11-12T21:42:00.003-08:002013-11-12T21:54:56.612-08:00The Balance Between Order and Flexibility by Jolito Ortizo PadillaMy Prayers to all victims of Typhoon Yolanda that devastated Leyte and Samar recently.<br />
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The delayed distribution and implementation of help and support to the victims of Typhoon Yolanda in Southern Visayas does not match power with involvement. It is a bastion of failure by the proper authority to respond immediately to the needs of survivor.<br />
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Etzioni provides a classification of organizational relationships based on structures of control and the use of power resources as a means of ensuring compliance among members. Compliance is the relationship between the kinds of power applied by the organization to control its members and the kind of involvement developed by members of the organization. <br />
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<strong>Power differs according to the means by which members of the organization comply</strong><br />
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<ul>
<li>Coercive Power relies on the use of threats, or physical sanctions of force, for example, controlling the need for food and comfort.</li>
<li>Remunerative power involves the manipulation of material resources and rewards, for example through salaries, wages and overtime pay.</li>
<li>Normative power relies on the allocation and the manipulation of symbolic rewards , for example, esteem and prestige.</li>
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<strong>Involvement is the degree of commitment by members to the organization</strong><br />
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<ul>
<li> Alienative involvement- occurs where members are involved against their wishes.</li>
<li>Calculative involvement occurs where attachment to the organization is motivated by extrinsic rewards. There is either a negative orientation or a low positive orientation towards the organization.</li>
<li>Moral Involvement is based on the individual's belief in , and value placed on , the goals of the organization. There is a high positive orientation towards the organization. </li>
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The matching of these kind of power and involvement is congruent with each other and represents the most common form of compliance in organization. The other six types of organizational relationships are incongruent. Padilla suggests that organizations with congruent compliance structures will be more effective than organizations with more incongruent structure.<br />
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Stewart refers to the classic dilemma that underlies the nature of control; finding the right balance for present conditions between order and flexibility. This involves the trade off between trying to improve predictability of people's actions against the desirability of encouraging individual and local responsiveness to changing situations. The organization may need a "tight -loose " structure with certain departments or areas of work closely controlled (tight) while other departments or areas of work should be left fluid and flexible("loose")<br />
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According to Jolito Ortizo Padilla control can- and should - be exercised in different ways. He identifies three main forms of control:<br />
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<ul>
<li> Direct control by orders, direct supervision and rules and regulations. Direct controls maybe necessary , and more readily acceptable, in crisis situation. But in organizations where people expect to participate in decision-making , such forms of control may be unacceptable. Rules and regulations which are not accepted as reasonable or at least not unreasonable, will offer some people a challenge to use their ingenuity in finding ways round them.</li>
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<ul>
<li> Control through standardization and specialization. This is achieved through clear definition of inputs to a job , the methods to be used and the required outputs. Such bureaucratic control makes clear the parameters within which can act and paradoxically makes decentralization easier. Provided the parameters are not unduly restrictive they can increase the sense of freedom. For example , within clearly defined limits which ensure that one retail chain looks like another, individual manager may have freedom to do the job as they wish.</li>
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<ul>
<li>Control through influencing the way that people think about what they should do. This is often the most effective method of exercising control. It may be achieved through selective recruitment of people who seem likely to share similar approach, through the training and socialization of people into thinking the organization's way, and through peer pressure. Where an organization has a strong culture , people who do not fit in, or learn to adapt, are likely to pushed out, even though they may appear to leave their own volition. </li>
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As Padilla says: " The broad objective of the control function is to effectively enjoy all the resources committed to an organization's operations. However, the fact that non-human resources depend on human effort for their utilization makes control, in the final analysis, the regulation of human performance."<br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-17860132659847678082013-11-04T09:59:00.003-08:002013-11-04T09:59:28.061-08:00The Philippines Business Climate by Jolito Ortizo Padilla<div class="separator" style="clear: both; text-align: center;">
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Philippines is a highly educated English speaking country, the Philippines overtook India in early 2011 in call center jobs, employing 350,000 compared with India's 330,000. Call centers in the Philippines produced $7.4 billion in revenue in 2011, and that figure is growing about 15 percent annually. The Philippines recently overtook Indonesia as the world's biggest supplier of voice-based call center services. Citigroup and Chase are just two companies outsourcing customer calls , back office work, and other operations to the Philippines. A major reason why the Philippines is an attractive place for call centers is the country's overall culture " to deliver absolutely fantastic service". An associate professor at the City University of Hongkong , John Lockhead , says "Filipinos go out of their way, not just in call centers, but in tourism and events management, to ensure people are well looked after.<br />
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The Philippines has about 98 million people, making the country the world's largest in population. Located in Southeast Asia , the Philippines was a founding member of the United Nations and is very active in that organization. Filipinos love Americans who rescued them in WW11. Thousands of Filipinos today work all-night shifts to accomodate normal 8 am to 5 pm business time zone in the United States. <br />
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Unemployment is at 6.9 percent in the Philippines , but underemployment -defined as people who work only part time or with minimal incomes - is 18 percent. The average capita income of Filipinos is about $1,790 a year , so hundreds of thousand of Filipinos work outside the country. In fact , the Philippines economy depends greatly on outside workers sending money back to the country and also travelling to and from the country. <br />
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The television advertising market in the Philippines is nearly $4 billion annually , larger than India's and on par with Indonesia's . Television is the most enjoyed media among the Philippines 7,100 island people, whereas newspapers are the most important media outlet in India. Television ads comprise 75% of advertising spending in the Philippines. <br />
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Among major emerging economies, the Philippines has only a 9 percent Internet penetration rate among its population, which is very low compared to China (28.9%) , Nigeria (28.4%), Mexico (28.3%) , and Russia (29.0%) . But the Philippines' 9 percent rate is above the Internet penetration rate among Indonesia's population (8.7%) and India's population (5.1%). These percentages reveal the percentage of the country's people that could shop online. <br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-23485231428345540032013-11-03T18:54:00.000-08:002013-11-03T18:54:18.639-08:00On Non Verbal Communication and Body Language by Jolito Ortizo Padilla<br />
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The significance of non-verbal communication and body language includes inferences drawn from posture, gestures, touch, invasions of personal space , extent of eye contact , tone of voice or facial expression.People are the only animal that speak, laugh and weep. Actions are more cogent than speech and humans rely on body language to convey their true feelings and meanings. It is interesting to note how emotions are woven creatively into email messages. Using keyboard signs in new combinations has led to new e-language- to signal pleasure :), or unhappiness:-c, or send a rose -{---@ encapsulates feelings as well as words. The growth of this practice has led to an upsurge of web pages replete with examples.<br />
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According to Padilla , in our face to face communication with other people the messages about our feelings and attitudes come only 7 percent from words we use, 38 percent from our voice and 55 percent from body language, including facial expressions. Significantly, when body language such as gestures and body tone of voice conflicts with the words, greater emphasis is likely to be placed on the non verbal message.<br />
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Although actual percentages may vary, there appears to be general support for this contention. According to Pivcevic, "It is commonly agreed that 80 percent of communication is non-verbal; it is carried in your posture and gestures , and in the tone, pace and energy behind what you say. McGuire suggests that when verbal and non verbal messages are in conflict, "Accepted wisdom from the that the non verbal signals should be the ones to rely on, and what is not said is frequently louder than what it said, revealing attitudes and feelings in a way words can't express."<br />
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Padilla suggests that in a sense , we are all experts in body language already and this is part of survival instinct:<br />
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<em>"Even in a safe environment like an office or meeting room you will feel a pull on your gaze each time someone new enters the room. And whatever you want to or not, you will start to form opinions about a person in as little as three seconds. You can try to be fair and objective in your evaluation, but you will have a little choice. This is an area where the subconscious mind bullies the conscious into submission. Like, dislike, trust , love or lust can be promoted in as long as it takes to clear your throat. In fact most of these responses will be based on your perception of how the person looks."</em><br />
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In our perceptions and judgement of others it is important therefore to watch and take careful note of their non verbal communication,. Managers should also be aware of the subconscious message that their own body language conveys to member of staff. For example, Kennett points out that we take signals from our leaders and if managers are inhibiting signs of anxiety their body language and critical talk will amplify employees' susceptibility to stress. However, although body language may be a guide to personality , errors can easily arise if too much is inferred from a single message rather than a related cluster of actions. Consider the simple action of handshake and the extent to which this can provide a meaningful insight into personality. Does a firm handshake by itself necessarily indicate friendship and confidence? And is a limp handshake a sign of shyness or lack of engagement with the other person? According to Fletcher, " You won't learn to interpret people's body language accurately, and use your own maximum effect, without working at it. If you consciously spend half an hour a day analyzing people's subconscious movements, you'll soon learn how to do it-almost unconsciously. However, as Padilla points out, with a little knowledge about the subject it as all too easy to become body conscious.Posture and gesture can unmasked deceivers, but it would be dangerous to assume that everyone who avoid eye contact or rubs their nose is a fibber.<br />
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According yo Akehurst the advice to anyone trying to spot a liar is simple. "Close your eyes. Don't look at them. Listen to what they are saying . Non verbal cues are very misleading and we use too many stereotypes.<br />
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The reality is body language is not a precise science. One gesture can be interpreted in several ways. It may be a possible indication of a particular meaning but by itself cannot be interrupted with any certainty. Crossing your arms is often taken as a sign of <span style="color: black;"><span style="background-color: red;">defensiveness</span> but</span> could equally mean that the person is cold or finds this a comfortable position. <br />
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Despite these limitations, it is essential that managers have an understanding of non verbal communication and body language and are fully cognisant of the possible messages they are giving out. <br />
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<span style="color: red;">"<span style="background-color: yellow;"> All things are not what it seem. The ability to work out what is really happening with a person is simple- not easy, but simple. It's about matching what you see and hear to the environment in which it all happens and drawing possible conclusions. Most people , however, only see the things they think they are seeing"- Jolito Ortizo Padilla</span> </span><br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-46154033555778646172013-10-26T08:30:00.002-07:002013-10-26T08:32:16.002-07:00Coping With Stress by Jolito Ortizo Padilla<br />
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There are a number of measures by which individuals and organizations can attempt to reduce the causes and harmful effects of stress. There are also many suggested techniques to help individuals bring stress under control- for example changing one's viewpoint , identifying causes of distress effective time management, expanding one's social network laughing and telling jokes, relaxation training, working on stress reduction and appreciating that some stress can be useful. However, there are not always easy remedies for stress and much depends upon the personality of the individual. Techniques such as relaxation therapy may help some people , although not others , but still tend to address the symptoms rather than the cause.<br />
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Dr. Justin Luzuriaga Padilla, Internist/Cardiologist/ Surgeon of Mayo Clinic point out, stress inducing hazards are hard to pin down , much less eliminate. It is important to know how people feel about the things that cause them stress as well as which "stressors" are most common in the industry and occupation. Human resource policy should include several stress management building blocks within the organization structure including management education , employee education, counselling and, critical incident briefing and good sound management.<br />
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Effective two way communications at all levels of the organization are clearly important in helping to reduce or overcome the level of stress, Staff should feel able to express their true feelings openly and know they will be listened to. However to good communications, Padilla refers to the importance of conversation for maintaining relationships and suggests a case of a conversation culture. The ability to hold a good quality conversations is becoming a core organizational and individual skill. Unlike communication, conversations are intrinsically creative and and roam freely across personal issues, corporate gossip and work projects. Conversations are a defense against stress and other mental health problems. People with good social relationships at work are much less likely to be stressed or anxious. <br />
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A growing number of organizations are introducing an email-free day to encourage staff to use the telephone or walk across the corridors to talk more with one another. Informing members of staff in the first place about what is happening especially at times of major change, involving them proactively in the change process , and allowing people to feel control and exercise their own discretion reduces uncertainty and can help minimize the potential for stress. <br />
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Managers can do much to create a psychologically supportive and healthy work environment. Treating people with consideration , respect and trust, giving full recognition and credit, getting to know members of staff s individuals, and place emphasis on end results can all help to reduce stress. Managers should attempt to be role models and through their language and body language indicate to others that they are dealing effectively with their own work pressures.<br />
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As part of its "Fit for Work, Fit for Life, Fit for Tomorrow" strategic programme , the GA Consultancy is working with businesses on health issues , including work related stress , to enable them to be managed effectively in the workplace. With input from a range of businesses, professional bodies and trade unions, the GA Consultancy has developed a new approach to tackle this problem. The Management Standard for work related Stress encourage employers and employees to work in partnership to adopt agreed standards of good management practice to prevent stress at an organizational level.<br />
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The adoption of the the Management Standards is a key element in bringing about reductions in worker ill-health absence. The standard provide a framework that allows an assessment to be made about a degree of exposure to six key areas of work design-demands, control, support, relationships, role and change-that , if not properly managed are associated with poor health and well being, lower productivity and increased sickness absence.<br />
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Another interesting approach to reducing stress is through the use of the Japanese Kaizen principles. Applying the Kaizen 5S method translated to English as sort, straighten, shine, standardise and sustain can help increase efficiency and productivity m raise morale and lower an individuals stress level. "The busier you are the tidier your desk should be; that is if you wish to get ahead and deliver more with less stress.<br />
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<span style="color: blue;">The Immaculate Heart of Mary Stands Above the Ruin</span></div>
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<strong><span style="color: red;">Copyright Infringement is Punishable by Law</span></strong><br />
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-58418892154265496642013-10-15T21:03:00.000-07:002013-10-15T21:03:06.693-07:00Consumer Rights: Economic Torts...by Jolito Ortizo Padilla<br />
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Defining Torts is not an easy matter and one has to be careful not to define it broadly so as to encompass matters other than torts or define it narrowly so as to exclude some torts. Two contrasting definitions of tort are offered; one by Salmond, the other by Professor Winfield. They represent different school of thoughts:<br />
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Salmon defines a tort as " a civil wrong for which the remedy is a common law action for unliquidated damages , and which is not exclusively the breach of a contract or a breach of trust or other merely equitable obligation. <br />
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The late Professor Winfield contended that" all tortious liability arises from the breach of a duty primarily fixed by law; such duty is towards persons generally, and its breach is redressable by an action for unliquidated damages. <br />
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Both these definitions refer to unliquidated damages. Damages are unliquidated when they are not predetermined or pro-estimated (as they are, for example, in an action in contract to recover a debt) but are determined at the absolute discretion of the court. <br />
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One school maintains that there is a "law of torts" which consists of a number of specific torts and to succeed in an action you must show that the alleged wrong falls within the scope of one or more torts. The other school maintains that there is a "law of tort" (not torts) based on a general principle of liability and all harm is actionable per se unless the defendant can show a just cause or excuse. There are no inherent contradictions between the two school of thought as both accept the new categories of torts may be created and the existing law can be expanded to bring new wrongs within its confines. As Professor Glanville Williams puts it: To say that the law can be collected into pigeon- holes does not mean that those pigeon-holes may not be capacious , nor does it mean that they are incapable of being added into.<br />
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There is a large number of recognized and listed torts and these will be looked at individually like negligence, liability of occupiers of premises, strict liability, trespass to property, nuisance, defamation, and miscellaneous torts of conspiracy, deceit and injurious falsehood. <br />
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However, we may focus on the Miscellaneous torts which we described as economic torts , in that their effect is to harm the plaintiff economically. They maybe listed as conspiracy, deceit or fraud and malicious or injurious falsehood.<br />
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<span style="color: blue;"><strong>Conspiracy</strong></span><br />
This tort is committed when two or more persons intentionally and without lawful justification combine together to injure the plaintiff , or do unlawful acts that result in injury to the plaintiff. To succeed in an action the plaintiff must prove that the predominant purpose of the defendants was to combine together unlawfully to cause him economic damage. If , however the defendants had combined together to further their own interests, e.g. to defend the interests of the union members, and economic damage was a consequence , no action for conspiracy will succeed. In Crofter Hand Woven Harris Tweed Co. Ltd. vs. Veitch (1942) it was held that the action of the members of a union to refuse to load cheaper tweed made from mainland yarn in order to protect the member's interest was not a conspiracy to inflict damage on the plaintiffs, If overall objective of a combination is put forward or defend the trade of those who enter into it then no wrong results despite damage to the plaintiff (Sorrel vs. Smith, 1956).<br />
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<strong><span style="color: blue;">Deceit or Fraud</span></strong><br />
This tort is committed when a person acts to his detriment relying on a fraudulent misrepresentation of another. The essential requirements are a false representation is made which must be a statement of fact, the person making the representation knows it to be false or does not believe it to be true or is reckless about it, not caring whether it is true or false, misrepresentation is intended to be acted upon and the person to whom the misrepresentation is made has acted upon it.<br />
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<span style="color: blue;"><strong>Injurious falsehood</strong></span><br />
Whereas in deceit and defamation damage is done to a plaintiff's reputation , in injurious falsehood a tort is committed against the plaintiff's business interest. An injurious falsehood is a false statement , made maliciously about a plaintiffs business interests whereby other persons are deceived, thereby causing damage to the plaintiff. The word "maliciously" means "from improper motive". Types of injurious falsehood are as follows:<br />
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<li>Slander of title and goods. This arises when doubts are cast through the action of the defendant on the plaintiff's title to real or personal property, patents and copyrights, the quality of his goods or products. (Wren vs. Weild, 1948). According to the Defamation Act , 1952, no special damage need to be proved by a plaintiff in an action for malicious falsehood. Puffs and mere sales talk in general terms , although untrue, may not be injurious falsehood e,g, to say your products are superior quality to those of your competitors. The test is that if a reasonable man takes a statement seriously it is slanderous. (De Beers Abrasive Products Ltd. vs. International Electric Co. of New York Ltd, 1975)</li>
<li>Slander of plaintiff;s trade or business. It is actionable to imply in a newspaper or other published material that a plaintiffs has gone out of the business with the result that the plaintiff's trade suffer. (Radcliffe vs. Evans, 1907)</li>
<li>Passing off. This consists of a deliberate act of the defendant to mislead others into believing that the defendant's goods are those of the plaintiff. In doing so the defendant takes on unfair advantage of the plaintiff's trade or business. The tort may take the form of a statement that the business of the plaintiff is the defendant, Marketing under the plaintiff's trade name, using the plaintiff's trademark especially unregistered trade marks, since statutory protection is given to registered trademarks under the Trade Marks Act, 1938 and the trademarks amendment Act 0f 1984 and imitating the presentation or appearance of the plaintiff's goods (J Bollinger vs, Costa Brava Wine Ltd. , 1960).</li>
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The remedies for torts of this kind are injunctions to restrain the falsehood or unfair practice and/images. Damages will reflect not only the economic loss (if any) suffered, but also compensation for loss of reputation and ill-will caused by the behavior of the defendant in misleading potential customers.<br />
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<strong><span style="color: red;"> Copyright Infringement is Punishable by Law</span></strong><br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-39953565682014846892013-10-15T18:40:00.000-07:002013-10-15T18:40:55.013-07:00A Series of Consumer Rights: Misrepresentation<br />
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Representations are statements made in order to induce party to enter into a contract. They differ from conditions or warranties in that they do not form a part of the contract themselves. However, they are extremely important, for without such representations the contract might not be entered into at all. They may distinguished from mere puffs, which are statements made in the course of the negotiations which are intended but by then the practice to be taken seriously but are recognized by both parties as being mere hyperbole (exaggeration for the sake of effect). Thus to say that a horse is "the finest creature on four legs today " is a mere puff, and not intended to lead a legal action should the other party find a finer animal. A representation does lead to legal action. A misrepresentation is a false statement made in the course of negotiations leading to a contract which was intended to induce, and did induce , the other party to enter into that contract. <br />
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As a general rule , there must be a positive statement; this is often expressed by saying that "silence is not a misrepresentation". This was shown in the case of Keates vs. Lord Cadogan (1921) . Here a landlord was held not liable when he failed to inform a tenant that the house being let was in dilapidated condition-even though he knew that it was required for immediate occupation. In some circumstances this rule operates unjustly , and the courts have long recognized exceptions to it.<br />
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When the silence distorts or falsifies a positive representation. Thus if the vendor of land states that the farms are let , he must not omit to state the further fact that the tenants have given notice to quit. This is illustrated by Dimmock vs. Hallet (1966). <br />
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<em><strong><span style="color: red;">A vendor of farms induced their sale by saying that they are let. Whilst this was true the statement was held to be misrepresentation because the tenants had given notice. </span></strong></em><br />
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The principle also applies even if the original statement was full and correct., but subsequent events make it incorrect:<br />
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With vs. O' Flanagan (1955). In January 1955 a medical practice was represented to the plaintiffs by the doctor selling it as worth $2000 per annum. In May 1952, the plaintiff contracted to buy , but by then was producing less than $5 per week due to the illness of the defendant). The court of Appeal held that duty to disclose had been broken -rescission of the contract was allowed, and to defendant had to repay. <br />
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The statement need not be expressed in words, but can be made by conduct. Thus it could be "a nod" or a wink" or a shake of the head or a smile. <br />
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The statement must be one one of fact and not of law , opinion, or intention. However, if a person expresses an opinion fraudulently, this is regarded as a statement of fact and therefore actionable. Here we can contrast the cases of Biset vs. Wilkinson (1957) and Smith vs. Land and House Property Corporation (1959)<br />
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<em><span style="color: red;">The appellant sought to recover the purchase money under the agreements for the sale of certain land but the respondents claimed to be entitled to rescind the contract on the ground of misrepresentation. It was shown that the appellant had stated that it was his belief that the land in question would carry 2000 sheep of property worked but in fact it had never been able to support that number. The contract would not be rescinded on the ground of misrepresentation as the statement as to carrying capacity of the land was merely an opinion which the appellants honestly entertained. ( Cracknell"s Law Students' Companion)</span></em><br />
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In similar fashion a fraudulent statement of intention can lead to misrepresentation:<br />
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<em><span style="color: red;">Edginton vs. Fitzmaurice (1907), The directors of a company issued a prospectus inviting subscriptions for debentures and stating that their purpose in issuing debentures was to complete alterations to the company's premises, purchase horses and vans develop trade. The plaintiff advanced money on certain of these debentures in reliance upon the statements in the prospectus and in the erroneous belief that the real object of the loan was to enable the directors to pay off the pressing liabilities. The mis-statement of the objects for which the debentures were issued was a material mis-statement of fact which rendered the directors liable in deceit although the plaintiff was influenced by his own mistake as to effect of the transaction. (Cracknell's Law Students' Companion).</span></em><br />
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<span style="color: red;"><em> <span style="color: blue;"><strong> </strong></span></em></span><span style="color: blue;"><strong>Copyright Infringement is Punishable by Law</strong></span><br />
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<strong><em></em></strong>Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-10902415002470771282013-08-14T05:09:00.001-07:002013-08-15T11:51:28.624-07:00Developing Emotional Intelligence by Jolito Ortizo Padilla<br />
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Emotional Intelligence is the sum of a range of interpersonal skills that form the public persona. Emotional Intelligence has received a considerable attention over the last few years as the concept has been identified as a key aspect of managing people effectively.Goleman argues for a more emphatetic style of management and suggests that Emotional Intelligence predicts top performance and accounts more than 85 percent of outstanding performance in top leaders. The Hay Group,working with Goleman have identified 18 specific competencies that make up four components of emotional intelligence and have produced an inventory designed to measure emotional competence. The Emotional Competency Inventory defines EI as "The capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions within ourselves and with others."<br />
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Recognizing and understanding the implications of emotions and being able accurately to self-assess one's inner resources, abilities and limits are key to becoming an emotionally intelligence leader. Being able to read emotional currents is an important skill for managers to develop and employ. It requires them to understand the individuals within their teams and the way in which individuals relate and interact.<br />
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Recent research by GA Business and Management Consultancy identifies Emotional Intelligence as one of the key skills managers and leaders will need in the coming decade. According to Padilla it should really be no surprise to find Emotional Quotient so much in demand.<br />
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" <em><strong>After all, we will work in structure which are much flatter than ever. We have to be much faster on our feet with both colleagues and clients and, whatever the team structure ,there is increasing proximity for us to build the relationships we need-fast. In this context EQ is the glue that holds people and teams together. "</strong></em><br />
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Jolito Ortizo Padilla refers the importance of empathy in EI which both involves how a person self manages and addresses how to engage with the emotions of others, and suggests a six -step process for developing EI.<br />
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<strong><span style="color: #4c1130;">- Know what you feel.</span></strong><br />
<strong><span style="color: #4c1130;">- Know why you feel.</span></strong><br />
<strong><span style="color: #4c1130;">- Acknowledge the emotion and know how to manage it.</span></strong><br />
<strong><span style="color: #4c1130;">- Know how to motivate yourself and make yourself better.</span></strong><br />
<strong><span style="color: #4c1130;">- Recognize the emotions of other people and develop empathy.</span></strong><br />
<strong><span style="color: #4c1130;">- Express your feelings appropriately and manage relationships</span></strong><br />
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There seems little doubt that managers and leaders who have trained up in EQ have far more initiative in dealing with organizational life than those who don't. Stress will always exist at work , but EQ gives people the tools and ways of thinking to manage it to their advantage<em>.</em><br />
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A number of steps in raising emotional intelligence are also suggested by Garrett, including ensuring staff are managing their interpersonal relationships before a problem arises,focusing first on leaders and creating an EQ culture for the organization about itself and the companies it deals with. According to Dann ,becoming highly self aware allows and individual to recognize inner and outer conflict and develop more proactive self management . Developing greater social awareness allows the fostering of productive relations and a greater degree of engagement between employees and management. A manager with a high EQ benefits both <br />
organization and the individual.<br />
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<span style="color: red;"><strong>Copyright Infringement is Punishable by Law</strong></span> <em> </em>Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-22567846971138028962013-08-08T13:36:00.001-07:002013-08-08T13:36:23.930-07:00The World of Work and Management in 2018 by Jolito Ortizo Padilla<br />
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A major study by the GA Management and Consultancy" ,including a survey of 1,000 senior executives,has investigated how the world of work and management will look in 2018.Among the key findings are that:<br />
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" The working population will be more diverse. Changing expectations of work and the impact of new technologies will require managers and leaders to develop a range of skills that focus on emotional and spiritual intelligence,judgment and the ability to stimulate creative thinking to improve productivity."<br />
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Among the recommendations to leaders and managers are the needs to focus on individual employees and their need when developing technologies; make organizations more human; and motivate people creatively.<br />
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" A greater degree of emotional intelligence will be required by managers,so that they can understand how people work and their likely reactions to change. They will also benefit from having the humility to accept that they are not always the one appropriate ideas".<br />
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According to Cloke and Goldsmith :Managers are the dinosaurs of our modern ecology. The age of management is finally to a close. Cloke and Goldsmith suggest that the ever extending reach of globalization,continuously rising productivity,growing complexity of information, expanded sensitivity of the environment and swelling pace of technological innovation are all increasing the demand for alternative organizational practices. They contend that management is an idea whose time is up. Organizations that do not recognize the need to share power and responsibility with all their workers will lose them. The most significant trends in the theory and history of management are the decline of hierarchical ,bureaucratic , autocratic management and the expansion of collaborative self management and organizational democracy.<br />
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Hamel maintains that the environment facing the 21st century businesses is more volatile than ever and questions how tomorrow's successful companies will be organized and managed. These new realities call for a new organizational and managerial capabilities. <br />
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While the familiar tools and methods of modern management were invented to solve the problems of control and efficiency in large scale organizations, we can envisage management as serving a more general objective: multiplying human accomplishment. In a sense , the goal of management is to first amplify and then aggregate human effort -to get more out of individuals than one might expect by providing them with the appropriate tools,incentives,and working conditions,and to compound those efforts that allow human beings to achieve individually.<br />
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There is much written today about changes in the workforce and new approaches to management. It is interesting to note, however,the ideas on the nature of managerial behavior put forward over seventy years ago by Mary Parker Follet. Her thinking was based on concern for social, evolutionary progress , and the organization and management of people for effective performance and the fuller life. Follett envisioned the successful operation of groups, and management responsibility diffused through the organization and not just concentrated at top of hierarchy. One of her notable contributions was emphasis on the situational approach as one of the main forces in influencing the manager-subordinate relationship through the depersonalizing of orders and obeying the "law of the situation".<br />
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Parker suggests that Follet's ideas on human relations in the workforce foreshadowed the state of things to come and continue to offer managers in the new century fresh food of thought. Her proposals for best management practice have not only reflected much of what is portrayed as new today but offer managers fresh insight into task of leadership and management. <br />
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The fact that management ultimately depends on an understanding of human nature, I suggest it goes much further than that. In the first place , good management depends on the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent, which provides the greatest challenge to managers.<br />
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<strong><span style="color: red;"> Copyright Infringement is punishable by Law</span></strong><br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-35654133375907312262013-06-22T02:40:00.001-07:002013-06-22T02:41:06.786-07:00The Concept of Empowerment by Jolito Ortizo Padilla <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhtIsOawaUQxNgHYtnYl8pIf1oMhdY50j4HCv-Vb1VUkGG6ggj9lCmhsh8XiinDs8zTRQ40GF4Cg23nWwwv3F_S7Qx7n7YthHTG8KkZ6ORx1XiJRTos6WbcK7ZLOwKhGXD85Ve_wNi2eQw/s1600/logontu.bmp" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhtIsOawaUQxNgHYtnYl8pIf1oMhdY50j4HCv-Vb1VUkGG6ggj9lCmhsh8XiinDs8zTRQ40GF4Cg23nWwwv3F_S7Qx7n7YthHTG8KkZ6ORx1XiJRTos6WbcK7ZLOwKhGXD85Ve_wNi2eQw/s1600/logontu.bmp" wya="true" /></a><br />
Despite the general movement towards less mechanistic structures and the role of managers as facilitators,there appears to be some reluctance especially among top managers to dilute or weaken hierarchical control.A study of major US businesses suggests that there are mixed reactions to the new wave of management thinking. While a prospect of empowerment can hold attractions for the individual employee,many managers are keen to maintain control over the destiny,roles and responsibilities of others. Beneath the trappings of the facilitate and empower philosophy the command and control system lives on.However ,in a discussion on modern leadership and management,Gretton makes the point: " Today's leaders understand that you have to give up control toget results. That's what all the talk of empowerment is about." <br />
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Empowerment is generally explained as allowing employees greater freedom autonomy and self-control over their work ,and responsibility for decision making. However, there are differences in the meaning and interpretation of the term. Wilkinson refers to problems with existing prespective literature on empowerment. The term "empowerment" can be seen as flexible and even elastic,and has been used very loosely both practitioner and academics. Wilkinson suggests that it is important to see empowerment in a wider context.It needs to be recognized that its has different forms and should be analyzed in the context of broader organizational practice.<br />
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The concept of empowerment also gives rise to the number of questions and doubts. For example, how does it differ in any meaningful way from other earlier forms of employee involvement? Is empowerment just another somewhat more fanciful term for delegation? Some writers see the two as quite separate concepts while other writers suggest that empowerment is a more proactive form of delegation.<br />
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Padilla suggests that to support true empowerment there is a need for a new theory of management- Theory E-which states that managers are more effective as facilitators than as leaders,and that they must devolve power, not just responsibility,to individuals as well as groups. Morris, Willcocks and Knasel believe, however,that to empower people is a real part of leadership as opposed to management and they give examples of the way empowerment can actually set people free to do the jobs they are capable of. Both make the point,however ,that true empowerment is much more than conventional delegation.<br />
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According to Mills and Friesen: "Empowerment can be succinctly defines as the authority of subordinates to decide and act. "<br />
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"It descends a management style. The term is often confused with delegation but, if strictly defined, empowerment goes much further in granting subordinates authority to decide and act. Indeed,within the contaxt of broad limits defined by executives,empowered individuals may even become self- managing." <br />
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-42584760844669325322013-06-15T04:18:00.000-07:002013-12-15T18:39:51.900-08:00The Power of Self Concept..by Jolito Ortizo Padilla<br />
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Self Concept is the way in which a person sees him-or herself and thinks that others see him or her. An individual with a strong self concept is able to view his or her own abilities in a positive way. Such people do not have to turn to others for affirmation within themselves. A positive self concept results in a person self confidence necessary to deal with others in a professional and productive manner. Customer service providers must work to develop a positive self concept. Angry customers may take out their frustrations on the person who is trying to assist them in finding resolutions to their problems. When this happens ,it would be easy for an individual with a poor self concept to take the customers' words or actions personally. A positive self concept creates the armor necessary to keep customers' actions in perspectives.<br />
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Unfortunately, many people do not have a positive self concept. Society places a number of unrealistic examples of perfection before us. The media continue to show us that in order to be truly happy we must be attractive, tall ,thin ,witty,affluent, and perfect in every way. How can we interact with the world in a positive manner if we are less than what we see as ideal? This is a challenge that faces most people.<br />
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Others are not influenced by the example that the media have established but have been surrounded by negative people. Negative people can only chip away at an individuals' self concept. If someone tells me that I am not good ,why shouldn't I believe them? The most important thing that people with less than positive self concept can do is to realize that they alone have to power to change the way that they see themselves.<br />
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Every individual has the ability to improve his or own self concept. While others can affect how individuals see themselves,change must begin within the individual. The first step in improving oneself is to perform self assessment. A self assessment is an individual evaluation in which individual strengths and weaknesses are identified. A self assessment helps individual to determine where they are headed if they make no changes in themselves or in their behavior. A self assessment must be performed honestly and is meant to evaluate the individual. Instances in which individuals believe that they have been overlooked or have experiences "bad luck" are not relevant during a self assessment. Excuses and blame do not contribute to the performance of an accurate self assessment.<br />
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To begin performing self assessment, ask yourself the following questions and record your answers on the sheet of paper or on your computer:<br />
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<ol>
<li>What are my strengths? What do I receive compliments from others for having done well. What do I think I am good at?</li>
<li>What are my weaknesses? What activities do I feel less confident in performing? Do I frequently make excuses or blame others for my failures? Do I finish what I start? Do I say yes too often? Do I pull my weight in a group activity?</li>
<li>How do I see myself? Am I dependable? Do I speak well in front of others? How is my sense of humor? What do I like most about myself? What do I like least? If I could change one thing about myself, what would it be?</li>
<li>Do I establish goals and work toward achieving them? Do I take pride in successfully accomplishing task? </li>
</ol>
It is not enough to perform a self assessment. After assessment, the individual must evaluate the recorded information. When evaluating ,it is helpful to draw conclusions and to develop a plan for the future. Review the responses that you recorded as you performed your own self assessment. Are there specific areas in which you are pleased with your responses? As you draw conclusions about your strengths and weaknesses, recognize that the future will be much more productive if you consider your strengths and weaknesses in establishing goals.<br />
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Even if you are not entirely pleased with the outcome of your self appraisal, you now have a valuable new information about yourself. Most people have a very little self awareness because it is sometimes difficult to recognize who are and how others see us. It is much easier to make excuses for our failures and to blame our circumstances on someone else. Do not dwell on any negative information that your self appraisal may have revealed. Go forward making goals to emphasize the positive aspects of yourself and exploring ways to improve those areas that need improvement. Above all accept yourself as the unique person that you are. <br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-77386103348474445712013-06-03T06:07:00.000-07:002013-06-03T06:07:08.325-07:00Managing Resistance to Change by Jolito Ortizo Padillla<br />
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No organization or individual can escape change.But the thought of change rises anxieties because people fear economic loss, inconvenience,uncertainty, and a break in normal social patterns. Almost any change in structure, technology, people, or strategies has a potential to disrupt comfortable interaction patterns. For this reason. people resist change.The strategic management process itself can impose major changes on individuals or processes. Reorienting an organization to get people to think and act strategically is not an easy task.<br />
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Resistance to change can be considered the single greatest threat to successful strategy implementation. Resistance regularly occurs in organizations in the form of sabotaging production machines, absenteeism, filing unfounded grievances, and an unwillingness to cooperate. People often resist strategy implementation because they do not understand what is happening or why changes are taking place. In that case, employees may simply need accurate information. Successful strategy implementation hinges upon managers' ability to develop an organizational climate conducive to change. Change must be viewed as an opportunity rather than as a threat by managers and employees.<br />
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Resistance to change can emerge at any stage or level of the strategy -implementation process. Although there are various approaches for implementing changes, three commonly used strategies are a force change strategy, and educative change strategy, and rational or self interest change strategy. A force change strategy involves giving orders and enforcing those orders; this strategy has the advantage of being fast, but it is plagued by low commitment and high resistance. The educative change strategist is one that presents information to convince people of the need for change; the disadvantage of an educative change strategy is that implementation becomes slow and difficult. However, this type of strategy evokes greater commitment and less resistance than does the force changes strategy. Finally a rational or self interest change strategy is one that attempts to convince the individuals that the change is to their personal advantage. When this appeal is successful , strategy implementation can be relatively easy.However, implementation changes are seldom to everyone advantage.<br />
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The rational change strategy is the most desirable, so this approach is examined a bit further. Managers can improve the likelihood of successfully implementing change by carefully designing change efforts. Jack Duncan described a rational or self- interest change strategy as consisting of four steps. First, employees are invited to participate in the process of change and in details of transition; participation allows everyone to give opinions, to feel a part of the change process , and to identify their own self interest regarding the recommended change. Second,some motivation or incentive to change is required.; self interest can be the most important motivator. Third communication is needed so that people can understand the purpose for changes.Giving and receiving feedback is the fourth step: everyone enjoys knowing how things are going and how much progress is being made. <br />
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Because of diverse external and internal forces, change is a fact of life in organizations. The rate, speed , magnitude, and direction vary over time by industry and organization. Strategists should strive to create a work environment in which change is recognized as necessary and beneficial so that individuals can more easily adapt to change.Adopting a strategic management approach to decision making can itself require major changes in the philosophy and operations of a firm.<br />
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Strategists can take a number of positive actions to minimize managers' and employees' resistance to change. For example, individuals who will be affected by a change should be involved in the decision to make the change and in decision about how to implement the change. Strategists should anticipate changes and develop and offer training and development workshops so that managers and employees can adapt to those changes. The strategic management process can be described as a process of managing change.<br />
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Organizational change should be viewed today as a continuous process rather than as a project or event. The most successful organizations today continuously adapt to changes in the competitive environment, which themselves continue to change at an accelerating rate.It is not sufficient today to simply react to change.Managers need to anticipate change and ideally be the creator of change. Viewing change as a continuous process is in stark contrast to an old management doctrine regarding change , which was to unfreeze behavior , change the behavior , and then refreeze the new behavior. The new "continuous organizational change" philosophy should mirror the popular "continuous quality improvement philosophy". <br />
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com1tag:blogger.com,1999:blog-4269036853603651911.post-7693317250041379632013-05-30T06:15:00.001-07:002013-05-30T06:15:38.988-07:00The Concept of Fiscal Policy by Jolito Ortizo Padilla<br />
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Managing the economy is a complex task. The annual budget, which is the most important statement of fiscal policy , is eagerly awaited and attracts much media attention as the overall outcome is a very clear indicator of the state of the economy.In this statement , the Finance Minister outlines the government's spending and taxation plans for the year ahead.The direction taken in the budget should give a clear indication of the government's macroeconomic priorities.<br />
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In principal, there are three types of budget:<br />
<ol>
<li>Budget Deficit -in this situation, projected government spending exceeds projected revenue from many forms of taxation.This is where the government sees the need to reflate the economy by increasing aggregate demand. Normally this is in response to a situation where there is a need to expand the economy in order to create more jobs and income.</li>
<li>Budget Surplus- in contrast ,this describes a budget where government revenue from taxation exceeds the projected expenditure by the government on social protection, health, care, education , transport and so on. Here the government has identified a need to deflate has identified a need to deflate the economy by cutting back aggregate demand.This is normally in response to a situation where the rate of inflation in the economy is higher than the government feels to be appropriate. It could also be in response to a deteriorating deficit in the balance of trade.</li>
<li>Balance Budget- as its name suggests, this is a neutral situation where projected revenue and government spending are equal. Within the budget though there is likely to be some re-allocation of taxation and expenditure.</li>
</ol>
As seen in the different types of budget, a government can deliberately alter tax rates and levels of government spending to influence economic activity.This is referred to as discretionary fiscal policy and can be used to influence aggregate demand. If a government wants to raise aggregate demand it will increase its spending or cut tax rates.Keynesians favor raising government spending because they believe this will have a bigger multiplier effect.This is because the rise in government spending,especially if it is on welfare payments, is most likely to benefit the poor who have a high marginal propensity to consume. In contrast, a cut in a tax rates may benefit mostly the rich who tend to have a low marginal propensity to consume.<br />
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A government can also allow automatic stabilizers to influence economic activity. These are forms of government spending and taxation which change, without deliberate government action to offset fluctuations in GDP. For example,during a recession government spending on unemployment benefits automatically rises because there are more unemployed people. Tax revenue from income tax and indirect taxes will in contrast fall automatically as incomes and expenditure decline.<br />
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Fiscal policy may also be employed to affect aggregate supply by changing incentives facing firms and individuals.In recent years , governments throughout the world have increasingly been using fiscal policy in this way to improve the competitiveness of their economies. <br />
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For fiscal policy to be effective it is important that the government can accurtaely estimate the impact that changes in government spending and taxation will have on economy. To do this they have a good idea of the value of the multiplier and an awareness of the possible side effects of policy measures. If governments underestimates the value of the multiplier , it may inject too much extra spending and thereby generate inflation and balance of payments problems. Fiscal policy instruments may also have undesirable effects. For example,a government may raise more tax in order to reduce aggregate demand. However , this may also have a disincentive effects and so reduce aggregate supply. This is true of progression taxation such as with income tax where rates increase as the level of earnings increases. Indirect taxes such as sales taxes and excise duties are regressive since they have to be paid at the same rate irrespective of income. <br />
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Some instruments of fiscal policy also suffers from significant time lags. Whilst changes in indirect taxes are relatively easy to effect, alterations in direct taxes and government spending take longer to implement and to work through the economy. <br />
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<span style="color: red;"><strong>It can be difficult to raise taxation and lower government spending because of the political unpopularity of such measures and because of, in the case of government spending, the long term nature of some forms of government spending.<span style="color: blue;">For example, once a decision has been announced that the pay of government employees will be increased it would be difficult to reverse it and will commit the government to higher spending for some time</span></strong></span><span style="color: blue;">.</span><br />
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-85147230936816532472013-05-27T20:28:00.000-07:002013-05-27T20:28:28.174-07:00The Art of Delegation by Jolito Ortizo Padilla<br />
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<span id="goog_169577912"></span><span id="goog_169577913"></span>Delegation is not an easy task.It involves behavioural as well as organizational and economic considerations,and it is subject to number of possible abuses. Effective delegation is a social skill. It requires a clear understanding of people- perception ,reliance on other people, confidence and trust and courage. It is important that the manager knows what to delegate , when and whom. Matters of policy and disciplinary power, for example, usually rest with the manager and cannot legitimately be delegated. Delegation is a matter of judgment and involves the question of discretion.<br />
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Delegation is also a matter of confidence and trust- both in subordinates and the manager's own performance and system of delegation. In allowing freedom of action to subordinates within agreed terms of reference and the limits of authority, managers must accept the accept that subordinates may undertake delegated activities in a different manner from themselves. This is at the basis of the true nature of delegation. However , learning to put trust in other people is one of the most difficult aspects of successful delegation for many managers.<br />
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Delegation involves subordinates making decisions. For example , as Guirdham points out: "A strict separation of manager and subordinate roles sends the message to workers that they are only responsible for what they are specifically told to do. Managers who neglect to, or cannot delegate are failing to develop the human resources for which they have responsibility.<br />
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Mistakes will inevitably occur and the subordinate will need to be supported by the manager, and protected against unwarranted criticism. The acceptance of ultimate responsibility highlights the educational aspect of the manager's job. The manager should view mistakes as part of the subordinates training and learning experience, and an opportunity for further development. "Even if mistakes occur, good managers are judged as much by their ability to manage them as by their successes".<br />
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Notwithstanding any other consideration. the extent and nature of delegation will ultimately be affected by the nature of of individual characteristics. The ages, ability , training , attitude , motivation and character of the subordinates concerned will, in practice , be major determinants of delegation. An example,is where a strong and forceful personality overcomes the lack of formal delegation. An example is where a strong and forceful personality overcomes the lack of formal delegation; or where an inadequate manager is supported by a more competent subordinate who effectively acts as the manager. Failure to delegate successfully to a more knowledgeable subordinate may mean that the subordinate emerges as an informal leader and this could have a possible adverse consequences,and for the organization. Another example, and potential difficulty, is when a manager is persuaded to delegate increased responsibility to persons in staff relationship who may have little authority in their own right but are anxious to enhance their power within the organization.<br />
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The concept of ultimate responsibility gives rise to the need for effective management control over the actions and decisions of subordinate staff. Whatever the extent of their delegated authority and responsibility, subordinates remain accountable to the manager who should , and hopefully would , wish to be kept informed of their actions and decisions.Subordinates must account to the manager for the discharge of the responsibility they have been given. The manager will therefore need to keep open the lines of delegation and to have an upward flow of communication. The manager will need to be kept informed of the relevance and quality of decisions made by subordinates. The concept of accountability is therefore an important principle of management. The manager remains accountable to a superior not just for the work carried out personally but also for the total operation of the department/ section.This is essential in order to maintain effective coordination and control , and to maintain the chain of command.<br />
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The manager must remain in control.The manager must be on the lookout for subordinates who are concerned with personal empire building than with meeting stated organizational objectives and prevent a strong personality exceeding the limits of formal delegation.We have said that delegation creates a special manager -subordinate relationship and this involves both the giving of trust and retention of control. Control is, therefore, an integral part of the system of delegation. However, control should not be so close as to inhibit the effective operation or benefits of delegation.<br />
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-74703580985975522082013-05-24T11:25:00.003-07:002013-05-24T11:25:41.745-07:00Mobile Phone Manners by Jolito Ortizo Padilla<br />
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<span style="color: blue;">Since in parts of the developed world almost everyone has a mobile phone and copes with the ever increasing range of facilities and services with very little difficulty, I shall limit my remarks to suggesting ways in which we can all make the best use of mobile without inconveniencing others ( or indeed endangering life and limb!).</span><br />
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<li><span style="color: black;">Never use a mobile while driving a car-there is a considerable evidence that even with a hands-free system the distraction , both physical and mental , caused by operating the phone causes accidents.</span></li>
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<li> Always switch your mobile off when in a cinema, theatre or social gathering.</li>
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<li> Always switch your mobile off when in a hospital , surgery or in a plane.People do not seem to realize that the mobile interferes with essential equipment and electronic systems, and again there is increasing evidence that several plane crashes have been caused by interference to flight control systems.</li>
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<li>Consider those around you. As Jolito Ortizo Padilla of GA Consultancy commented,"At its most basic level, all rudeness is selfishness.With mobile phones this most commonly takes the form of thinking that you are moving around in an impenetrable bubble".</li>
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<li>If you must keep the mobile on in public place or on a bus or train, turn the ring tone down or preferably switch it to vibrate rather than ring.</li>
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<li>Similarly, don't text with your keypad tone set or loud, or pass time by going through your entire ring tone collections.</li>
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<li>Don't shout. Why is it that people seem to assume that their words are not being transmitted with the aid of microphone? And even at normal volume , be aware that people can overhear you. Use discretion when discussing personal or sensitive business facts or conversations on public transport or in a public place.Otherwise, at best you could appear very foolish and at worst you may be betraying secret company information.</li>
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<li>Don't pay too much attention to your mobile, especially on a date or in the company of others. Accepting calls or spending the entire time with your eyes fixed on your mobile as you read or send yet another text message is extremely rude.</li>
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<li>And finally, take care when using your mobile phone in the street to remember to look where you are going! And if you are using a hands-free system in the street be aware that passers-by when catching sight of you apparently talking to yourself may draw conclusions!</li>
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com1tag:blogger.com,1999:blog-4269036853603651911.post-39833698836788227562013-04-27T07:28:00.003-07:002013-04-27T07:28:40.869-07:00GDP and Happiness by Jolito Ortizo Padilla<br />
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Traditional economics states that the fundamental economic problem occurs because human wants are infinite but resources are only finite. Economic growth helps this problem because it allows more human wants to be satisfied. Economic growth leads to rising living standards and, by implication, greater happiness. <br />
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Economists have long recognized that the quantity of goods that consumers can buy is only one part of the measurement of the standard of living. Factors such as the social and cultural environment and political freedom contribute to the standard of living.However,there is an implicit assumption that GDP remains one of the most important components of economic welfare.<br />
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Economists using psychological surveys, though, presents a more complex picture. Using surveys from across the world (cross sectional surveys), they have found happiness and income are positively related at low levels of income but higher levels of income are not associated with increases in happiness. The idea that increases in GDP do not lead to increases in happiness is called Easterlin Paradox, after Richard Easterlin, an economist, who identified this problem in 1974 research paper.Using Southeast Asia survey data suggests that life satisfaction in the Southeast Asia has actually declined since 2000 despite a more than 70 percent rise in GDP. All the survey evidence for the USA and Japan also concluded that there has been no increase in happiness in those countries over the last 12 years. <br />
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The conclusion from research is that an increase in consumption of material goods will improve well-being when basic needs are not being met, such as adequate food and shelter. But once these needs are being met, then increasing the quantity of goods consumed makes no difference to well-being. Having a new LCD television, or a new car doesn't increase your well-being in the long run.<br />
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There is a number of factors which have been identified which contribute to happiness from survey evidence.<br />
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<li><span style="color: red;">Relationships-</span> Friends and family have a very important role to play in happiness. In 2010 research paper, the economist Nattavudh Powdthavee gave estimates of the monetary value of different types of relationships.Meeting friends and relatives just once or twice a month had a monetary value of $31000 per year per capita. This should be compared with average real annual household income per capita of $9800. Talking to neighbors most days was worth $40800. Being married was worth $68400. On the other hand , being divorced lead to a negative monetary value of $21600 per year. It is possible to dispute the exact size of the figures. However, the casual observer can see that individual placed a high value on relationships. Friendship are prized. Partners in marriage give up well paid jobs for the sake of their marriage. Most divorced people seek to remarry.The high point of consumerism in today's world , Christmas , is one where people give gifts to each other and spend time together as families. Being alone, cut off from friends, family and even casual day to day encounters, is associated with low esteem, depression and mental illness.</li>
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<li><span style="color: red;">Work</span>- work provides income and satisfaction .However, research also shows that aspects of work depress happiness. Long commuting journeys, tight work deadlines, lack of control over how a job is done and housework have all shown up in surveys as being negative correlated to happiness and well being. Overall, the survey evidence suggests that workers in high income countries would be happier if they had lower incomes but more leisure time. As for unemployment, in the same survey was calculated to have a negative happiness value of $66400 per year.</li>
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<li><span style="color: red;">Health-</span> Having good health has a very high monetary value in terms of happiness. The valuation put on excellent health is $303000 per year. Surveys suggest that health and happiness are correlated. Countries with above average incidence in high blood pressure are those with the lowest happiness scores. Good psychological health leads to happiness.Mental ill health has a large negative impacts on happiness. There is some evidence that mental health problems in rich countries have been increasing over time, possibly due to the increasing fragmentation of society and increased stress in the workplace. </li>
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Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-24443905265226626142013-04-27T00:08:00.002-07:002013-04-27T00:14:55.895-07:00The Economics of Happiness - The first of the series by Jolito Ortizo Padilla<strong></strong><br />
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<span style="color: red;">"<strong>Solidarity and Economics"- Bahrain's Road To Progress and Happiness</strong></span></div>
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One branch of this new type of economics is called the Economics of Happiness or Happiness Economics.One of the most often quoted comments about economics is that it is a dismal science. This came from Thomas Carlyle writing in 1849; " Not a gay science ", I should say ,like some we have heard of, no a dreary, desolate and, indeed, quite abject and distressing one; what we might call, by way of eminence, the dismal science." Thomas Carlyle was a famous writer and social commentator of the time. He was contrasting some of the negative predictions of economics of his age with a "gay science" which at the time referred to "life enhancing knowledge". <br />
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Jeremy Bentham was a philosopher who put forward the theory of utilitarianism.This stated that human being should act in a way that would cause "the greatest happiness of the greatest number". This was a philosophy which should guide the individual : should I spend $500 on a holiday for myself or should I use it to pay for the tuition fees of my child at university? It was also a philosophy which could guide government policy: should the government increase taxes on high income on high income earners to pay extra spending on health care stay the same?<br />
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An assumption of utilitarianism is that happiness can be measured in the same way that the weight of a loaf of bread can be measured. If happiness cannot be measured, then individuals, governments and other decision makers cannot make the calculations necessary to ensure "the greatest happiness of the greatest number". The whole theory then becomes useless as a basis for decision making. Following Bentham's death,the consensus view in neo-classical economics came to be that happiness could not be measured. Economics could say nothing about the happiness or value that one individual puts on consuming a good or taking a job compared to another individual.<br />
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Another criticism of utilitarianism was that happiness is not the only the only goal in life. There are many other goals that human beings might have. They might prefer to be rich and famous rather than happy. Their goal might be to uphold the honor of the family. Status, power, possessions, control and sex are other possibilities.People's goal differ from culture to culture and it is is arguably too simplistic to reduce everything to happiness.<br />
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The economics of happiness refutes these problems and argues that happiness can indeed be measured and that happiness should be seen as the most important goal of individuals whatever their culture.<br />
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<li>Surveys can validly be used to ask people about the extent to which they are happy. With a survey large enough to be statistically valid , survey results produce reliable evidence about states of happiness and satisfaction. Such survey methods have been used in psychology for decades.They are backed up by neuroscience. During the 1990's,it was discovered that happiness was associated with measurable electrical activity in the brain. This could be picked up by MRI scans. So it is possible to tell physiologically whether or not someone is telling the truth when they say they are happy.</li>
<li>Looking across cultures, philosophies and religions, and using evidence form sociological and psychological studies, it is clear that happiness is a goal of human beings. It is true that happiness might be given different names such as well-being, satisfaction, fulfilment or utility. But for the economics of happiness , these different names are all pointing to the same goal. Happiness can then be argued to be the same important goal. If asked,"why do I want to be wealthy or powerful?", most people would say "because it leads to happiness".Wealth, power or status are not ends in themselves. They are stepping stones to happiness.Think too of the reverse questions: "Is the goal of life to unhappy?" Or "Does it matter that people are unhappy?"Few people would argue that they wanted to be unhappy and that it didn't matter whether their relatives and friends and other people were happy or not.</li>
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0tag:blogger.com,1999:blog-4269036853603651911.post-84938935863346740882013-03-18T20:23:00.000-07:002013-03-18T20:23:04.020-07:00Boredom in Business by Jolito Ortizo Padilla<br />
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There was a debate on boredom in business! That launched GA Consultancy on our shared interest that the best businesses to succeed would be those whose core characteristics were creativity, social responsibility, energetically ethical, supreme in service, with a robust reputation for respect for all their staff, suppliers and stakeholders.They would never be boring, but rather daring to be different and exceeding expectations.<br />
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Padilla mentioned that the best would have "mentoring programmes" . In these newcomers are paired with more experienced people, to obtain best practice and advice as they advance. Mentoring inspires individual to improve their learning so that they meet, even exceed,their potential, performance, philosophy and personality. Many of the world's most successful people have benefited from having a mentor. Today, mentors provides their expertise to less experienced individuals to help them advance their careers, enhance their education, and build their networks. Whenever I have met those in charge of creditable companies,leaders in organisations who are revered and respected and respected , they have all had a mentor. I mention this because their businesses also have a superior competence and consistency. <br />
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They exude excellence -creating the culture- being right first time, on time, every time, exceeding customers' expectations.They believe instinctively there is always a good cause for treating all customers as number one. This is especially so when, all too often, new technology gives ways of avoiding the cost/benefit pressures to deal with only the most "important" customers. Top organisations realise that every customer is potentially their most important customer.<br />
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As an example, take the world renowned charity Oxfam.Oxfam works towards putting an end to poverty worldwide and believes poverty is not inevitable, it is inevitable, it is an injustice that can be tackled.Some years ago Oxfam received a legacy "out of the blue". They had never heard of the person who gave it. They checked with her family why she had given to them.They found that some time before , the woman had been shopping in an Oxam shop. She had a nasty turn on the stairs and the volunteers looked after her, made her tea, and wouldn't let her go until they were sure she was OK. Called her a taxi .. and then thought no more... it was just looking after their customers.One cup of tea... a six figure gift. You never know who you're being nice to!<br />
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Excellent organisations do this indistinctly. They mentor,manage and motivate daily , in a manner essential to a charismatic culture in a competitive environment. This is especially so when their brand /product/service is under threat, or its reputation requires restoring. Thinking from the customer's perspective saves corporate money. Always viewing service from the outside in, improves the bottom line. Successful organisations all have innovative and inspiring climates. Their corporate culture-characteristic consistency of process, personality and performance-impacts the bottom line. Think of the companies you do repeat business with; they believe success need not be incompatible with a genuine improvement in the quality of life for all stakeholders.<br />
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Recently I asked random sample form all walks of life which was their top UK retailer, and why? 90% said John Lewis, and also their flagship , Waitrose. John Lewis employees are Partners,or co-owners of the business. As such they are ambitious in their policies, the way they work and do business. As a Partnership the firm recognises that the management of social, ethical and environmental issues involves everyone. They believe that their long term future id best served by respecting the interests of all stakeholders: staff, suppliers, customers and the wider community. They are actively looking for opportunities to improve the environment and to contribute to the well being of the communities in which they trade. <br />
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John Lewis has seven business principles: purpose, power,profit, members, customers, business and relationships. These align perfectly with current thinking on corporate social responsibility (CSR). The board set out their responsibilities in terms of community investment protection , responsible sourcing, fair trading, workplace dignity, diversity and equality.<br />
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Building a corporate culture based on these principles ensures CSR issues are embedded in the way they run the business.They believe this culture ensures " we deal with our customers , suppliers and all stakeholders with integrity and respect; this is at the heart of out commercial success".<br />
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Today, this business brand has a CSR reputation covering all areas from animal testing to additives , carrier bags to climate change, product to packaging perfection , recycling to responsible resourcing. This is their brand and behavior. As such, they are trusted by consumers and customers- internal and external -recognised today as leaders in CSR, valuing the trust their customers have placed in them over the years especially as a result of taking a stand on issues that matter. As a responsible retailer, they believe it is important to communicate clearly what these issues are, how they impact their business and the position they take. They use every medium to do this with customers, communities, employees, environmentalists, suppliers and stakeholders.You seldom get a second chance to impress -with this operation there is no need to-their reputation precedes them. <br />
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Take another organisation with a product some may disagree with. However,their philantrophy and wide ethical expenditure ensures that they are admired; customers prefer to do business with them rather than alternatives. Ladbrokes plc. is a world-leader in the betting and gaming market. They take up to 10 million bets each week and over $14billion in stakes each year across Europe and Asia.They have a robust "Responsible Business" behavior,from the boardroom to their betting shops which, according to their CEO , " is not only central to our license to operate; it also fully supports our strategy for growth."<br />
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Professional and punters know the Ladbrokes brand is internationally synonymous with integrity and fair play, upholding best practice industry standards. This provides added assurance for their customers and employees. The company believes in social investment and encourages employees to become active members of their local communities. Today the Ladbrokes brand betting shops is at the heart of the communities where they operate; there are daily stories about their shops which are committed to supporting local people. They encourage healthier and safer places to live and work , as well as fund raise for community causes.<br />
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Profit is too often proffered as the only measure by which businesses judge their success. Too often the pursuit of wealth -some would say, given 2012 events, global greed - has been deemed the dominant motivation of management. Some senior executives are seen to be constantly in pursuit of wealth at the expense of consumers and communities.As shown in the examples above, the creation of wealth is not the only valid business objective, albeit a vital and valuable one. Old beliefs are being challenged-2013 onwards will see societies , and conditions governing them, changing rapidly. In business there can be profit in building goodwill -enlightened enterprises and entrepreneurs know this: it is common sense. Sadly enough, common sense is not so common.<br />
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A final example,: global telecoms is a competitive market place, I call this the "stupid bills" story, which shows that approaching issues from the customer's perspective affects the bottom-line and can save money. Over recent years the telecoms market has opened up with some companies losing many customers. A particular telecoms giant chases them , even for $1! However many customers are in credit, I know people who have continued to receive this organization's multi page credit statements , for as little as 25 cents, for years -hardly a way of persuading people to come back.<br />
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This way of doing business suggests a wasteful company which never thinks of the customer. Just think: one person assigned to cleaning up this mess would save costs and gain brownie points. Try being creative, innovative; what if those customers got ONE letter saying " You're in credit but you've left us. We're going to give your 25 cents to Charity , unless you send us the enclosed saying you want it back". Ninety five percent would not respond and the company would gain goodwill , and save money as well as planet's paper! How many more cases like this are there? Think like a customer, behave with benevolence from the boardroom-then you can succeed in business and still get to heaven.<br />
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<br />Jolito Ortizo Padillahttp://www.blogger.com/profile/09872213201360161684noreply@blogger.com0