Vodafone Analysis: Marketing Mix, SWOT and PESTLE

Vodafone Analysis: Marketing Mix, SWOT and PESTLE OBJECTIVES OF THE BRAND AUDITING To know the these days market scenario of Vodafone Cellular Services w.r.t. not only the Indian, on the other share extremely for the field wide Cellular Services. To know the Marketing-Mix of the Vodafone Services. To find elsewhere the customer response for the Vodafone Services. BACKGROUND OF THE CELLULAR Utility INDUSTRY In November of 2006, India reached 100 million GSM subscribers. This places it at 3rd, persist China and Russia, in national subscribers to GSM. All told, there are 140 million cellular subscribers in India. With a total population of 1.1 billion, this system that 12.7% of the population uses cell phones. Compare this to China, with 449 million subscribers and a population of 1.3 billion, with 34.5% saturation. Both countries have cellular concentrations in their major cities, with some spotty coverage in outskirt villages. If you contemplate at this graphic, youll see that the major cities of Delhi, Mumbai, Kolkata, and Chennai cause up about 20.7% of cellular usage. Not only does the native land have margin for growth, on the other artisan the governments rationale is to have 500 million subscribers by 2010. GSM will provide the course of action for this duration as will expansion of companies enjoy Texas Instruments. With that in meaning, finding an entrance into the Indian cellul ar market can be difficult. So, many of the companies have operations in other countries and are not a pure play. Hutchison Telecom Int Ltd (HTX) is a multinational society based in Hong Kong, whose Indian manner, Hutchison Essar, has an impressive 25% market knowledge in Delhi, Mumbai, Kolkata, and Chennai. They extremely have an impressive presence in the smaller cities and more rural areas of India. Their business in India is just a parcel of the puzzle, as Hutchison Telecom has operations in a number of Asian markets. HTX isnt the meaning to enter into this market, as they are looking to sell off the Hutchison Essar division, for 14 billion USD. Maxis Communications BHD [5051.KU], U.S. private-equity kingdom Texas Pacific Quota [TPG.XX], Vodafone Plenty PLC (VOD), Indias Reliance Communications Ltd. [532712.BY], and Indias Essar Quota are among those interested in buying the native land. Whoever buys this division will ease from the strong market presence, GMS capability and duration practicable. A kingdom with a mini footprint in the cellular market is Mahanagar Ring Nigam Ltd (MTE), which trades in ADRs on the NYSE. Unfortunately, they have a petty market presence (2.3 million subscribers) and offer cellular servicing only in Delhi and Mumbai. Land-line call services bring in the majority of their revenue. Revenue from mobile services only brought in 10% of their revenue in the persist fiscal year. Between March and November, their cellular subscribers have grown 21%. The cellular market in India stands to facilitate their duty and if they can increase the scope of their internet services, the credible of that market will extremely facilitate them. COMPETITIVE Subject OF CELLULAR SERVICES IN INDIA Airtel is ranked number one in terms of building brand equity. Vodafone is ranked second in maintaining reliability, knowledge, esteem. The brisk competitor of Vodafone is Airtel followed by Sense, Tata, Reliance and BSNL. Brand equity can be managed by stressing on brand loyalty, creating brand responses .i.e. how customers respond to the brand marketing career, focusing on the customers personal impression and probation, by increasing brand quality .i.e. services that are been provided by Vodafone ,brand credibility .i.e. the kingdom should have a beneficial reputation in the minds of the customers. Airtel is in a superior way than Vodafone in terms of Brand Reputation bill. Vodafone is having highest Brand equity valuation in the Indian Cellular Services Industries. Airtel This kingdom was established in 1995 by Sunil Mittal as a Universal Limited Gathering, Airtel is the largest telecom overhaul provider in Indian telecom sector. With market capitalization of over Rs. 1,360 billion, Airtel has 31% of total market knowledge of GSM servicing providers. Providing GSM services in all the 23 circles, Airtel was the first private player in telecom sector to connect all states of India. Extremely, Airtel is the first mobile overhaul provider to introduce the generation prepaid services and electronic recharge systems. After establishing itself in the domestic market, Airtel is these days spreading its wings in US by providing its mobile overhaul under the reputation call home to the NRIs. Having achieved huge success in mobile services- postpaid and prepaid- Airtel has at once entered fixed-line telephony providing broadband services in 92 cities across India. The society has an optical fiber network of 35,016 km and a customer mould of 35,440,406 GSM mobile and 1,819,083 broadband subscribers. About Vodafone The society was formed in 1984 as a subsidiary of Racal Electronics. By 1991, it was a separate class, known by its present reputation, and with its first controlled overseas development in Malta. A combination of acquisitions and partnerships with other networks has made Vodafone the worlds largest mobile telecommunications society, with equity interests in 26 countries across five continents and partnerships in another 14. Vodafone is teaching itself quickly to have a deeply ingrained customer understanding in line to cause it nimble while developing the scale, scope, and potency of a large multinational. The focus on customer understanding and segmentation knowledge is highly salient to insure that Vodafone doesnt get sluggish and is able to deliver on customer needs rapidly. Vodafone is the worlds largest mobile telecommunications community, employing over 65,000 staff and with over 130 million customers. The business operates in 25countries worldwide across 5 continents 40 partn er network with200 million customer worldwide. Vodafone is a public limited convention with listings on the London and Virgin York stock exchanges. Global recognition of the Vodafone brand is growing as the gathering rolls elsewhere its identity into modern markets. On the other share, it retains limited names and imagery in markets where this is authentic to maintaining the trust of customers. To relieve promote its image worldwide, Vodafone uses leading sports stars from high profile global sports, including David Beckham and Michael Schumacher. Basically our objectives were to find elsewhere the behaviors of the consumers towards the Quality of the product. After the cost of the product. After the acceptable presentation of the product which includes the utility. If the consumer is after or comes for particular product and why, either by rationale of of effective advertisement on the media enjoy television or info papers or other means of advertisement. Vodafone Essar in India is a subsidiary of Vodafone quota commenced transaction in 1994 when its predecessor Hutchison telecom acquired cellular licenses for Mumbai. These days it has operations in 16 circles covering Indias mobile customer mould with 34.1 million customers. Vodafone Essar under hutch brand has named the most respected telecom society best mobile servicing in native land. They are most effective creative advertiser of the year. Vodafone has partner with Essar plenty as its principal joint venture partner for Indian market. Vodafone launched there brand across in India on 21st September 2007 Essar plenty has diversified Office Kingdom with governance in manufacturing as well as utility sector. Steel Force Potency Indication Shipping logistics Constructions Mission Statement We will be the communications leader in an increasingly connected area Vodafone Quota Plc is the worlds influential mobile telecommunications kingdom, with a significant presence in Europe, the Middle East, Africa, Asia Pacific and the United States through the Companys subsidiary undertakings, joint ventures, associated undertakings and investments. The Groups mobile subsidiaries manipulate under the brand term Vodafone. In the United States the Groups associated undertaking operates as Verizon Wireless. During the persist two financial years, the Quota has extremely entered into arrangements with network operators in countries where the Parcel does not hold an equity stake. Under the terms of these Partner Network Agreements, the Quota and its partner networks co-operate in the development and marketing of global services under dual brand logos. At 31 December 2008, based on the registered customers of mobile telecommunications ventures in which it had ownership interests at that h our, the Plenty had 289 million customers, excluding paging customers, calculated on a proportionate target in accordance with the Companys percentage polity in these ventures. The Companys ordinary shares are listed on the London Stock Interchange and the Companys American Depositary Shares (ADSs) are listed on the Virgin York Stock Interchange. The Gathering had a total market capitalization of on all sides of  £74 billion at 31 December 2008. Vodafone Portion Plc is a regular limited society incorporated in England under registered number 1833679. Its registered office is Vodafone Habitat, The Connection, Newbury, and Berkshire, RG14 2FN, England. Vodafone is the worlds largest provider of voice and string letter services to consumers and enterprise customers. The society employs about 66,000 community on all sides of the existence. The native land headquarter is situated in Berkshire, UK. Vodafone operates through single reportable business segment: servicing of communications services and products. At the speck of March 2007, the native land had 206 million customers worldwide. (Vodafone, 2007) VODAFONES STRATEGIC OBJECTIVES Revenue stimulation and cost reduction in Europe Innovate and deliver on our customers total memo needs Deliver strong activity in emerging markets Actively manage our portfolio to maximize returns Align capital structure and shareholder returns policy to strategy Key issues and problems Key issues and problems for Vodafone insert how the kingdom manages to coordinate its growth and to maintain its competitive servicing in the dramatically changing market area of the dynamic telecommunication sector. BRAND ELEMENTS OF VODAFONE VODAFONES BRAND MANTRA Vodafones internal brand mantra is simple and memorable. It stands for Prize, Reliability and Innovation. It is referred to throughout all business activities across the existence. BRAND Bill BRAND PERSONALITY OF VODAFONE A series of virgin corporate values and four desired brand personality traits for Vodafone were identified: Energetic Passionate Proactive Expert To instill the contemporary brand personality traits within the attitudes of employees at Vodafone, NKD chose a teaching pathway that involved hands-on experiential learning using a range of sensory techniques. At each learning interval, employees were immersed in a friendly, themed existence which exuded the virgin Vodafone brand personality. NKD focused on three core programmers to reinforce the modern kingdom branding. A series of live events called Winning Together was used to inspire the companys 400 retail employees and equip them with world-class sales skills. This has by target of become the induction program for all modern retail employees. All shop managers and limited area managers attended a two-day session called Salient Together, which provided leadership and governance skills designed to be applied back in the workplace. Staying Together was a live subject of key community processes, transforming them where necessary to reflect the modern retail promise, brand person ality and society culture. VODAFONES PERSONALITY CAMPAIGN Strengths Influential Consistent Integrated Weaknesses Not own able Not sustainable Vodafones brand essence is: Red: For the prize and spirit. Rock Solid: dependable and empathetic Restless: always challenging to improve and career funny. COMPETITIVE Utility The competitive utility of Vodafone Services was that, that it is equally strong as Mobil ink on the other share at an affordable bill. This function possesses some kind of uniqueness which the other brand does not possess. Which differences to promote Not all brand differences are salient or worth-while not every difference makes skilled differences are primary or worth-while not every difference practise a beneficial differentiator. Each difference has the feasible to draw up society costs as well as customer benefits .therefore; the kingdom must carefully appropriate the ways in which it will distinguish itself from competitors. A difference is valuation establishing to the extents that it satisfies the later criteria: Affordable: Our services are a unique in many aspects; one of them is the valuation. We have offered our comment services at low cost than the other services. We are able to do this by target of of the virgin technology, equipments, and accessories. The contemporary techniques relieve us to minimize the valuation in the tea production. Influential: The difference delivers a highly valued facilitate to target buyer. Superior: The difference is superior to other ways that customers might receive the same facilitate. Communicable: The difference is communicable and visible to buyers. Preemptive: Competitors cannot easily draw up the difference. Profitable: The product must provide a authentic advice to consumer. With a large market knowledge in Indias major cities and presence elsewhere of the cities, they will be able to capitalize on Indias cell call expansion. Hutchison has said that it will not select anything less than 14 billion and assorted think that the offers are creeping closer to 20 billion. Vodafone is a major player in this acquisition, on the other artisan they have some hurdles to overcome. Vodafone has levy forward a non-binding offer of 16.5 billion, on the other share Essar has a chance to match this, and with the backing of Reliance Communications, the ante could come close to 20 billion. Essar Groups these days 33% stake in the society gives them salient influence if Vodafone were to try to practise changes to the society post-acquisition. If Vodafone does really get Hutchison Essar, the knowledge valuation might drop pending the final purchase cost. I would wait and examine the outcome of this before making a move on Vodafone. If its shares drop when the offer is announ ced, I would pick them up. The street meaning Vodafone spent extremely all the more when it acquired Turkeys Telsim Mobil Telekomunikasyon, on the other share Vodafone quickly turned that native land on all sides of and it is in a all the more in a superior system position. Facing cellular saturation in the European market, Vodafone has found acceptable activity credible in emerging markets and acquiring Hutchison Essar would only strengthen its office as Indias cellular market begins to explode. VODAFONES MARKETING MIX -4PS A longer reputation marketing strategy is underpinned by careful planning and a successful marketing mix. The marketing mix is a combination of many features that can be represented by the four Ps. Product features and benefits of a skilled or utility Place where the acceptable or servicing can be bought Valuation the valuation of a acceptable or utility Promotion how customers are made aware of a skilled or overhaul. Product A product with many different features provides customers with opportunities to chat, play games, dispatch and appropriate pictures, moderate ring tones, select string about travel and sporting events, hire billing string and soon impression video clips and dispatch video messages. Vodafone live! Provides on-the-move string services. Place Vodafone UK operates over 300 of its own stores. It extremely sells through independent retailers e.g. Machine ring Warehouse. Customers are able to examine and practice products they are considering buying. Community are on labourer to ensure customers needs are matched with the correct product and to explain the different options available. Bill Vodafone wants to practise its services accessible to as assorted community as practicable: from the young, through apprentices and high powered business executives, to the more mature users. It offers various pricing structures to suit different customer groups. Monthly reward plans are available as well as prepay options. Call users can top up their telephone on dossier. Vodafone UK gives NECTAR reward points for every  £1 spent on calls, subject messages, picture messages and phone tones. Promotion Vodafone works with icons such as David Beckham to communicate its brand values. Above the list Advertising on TV, on billboards, in magazines and in other media outlets reaches large audiences and spreads the brand image and the comment extremely effectively. This is known as above the borderline promotion. Below the dossier Stores have special offers, promotions and speck of sale posters to attract those inside the stores to purchase. Vodafones stores, its products and its staff all project the brand image. Vodafone actively develops skilled regular relations by sending press releases to national newspapers and magazines to explain contemporary products and ideas. BRAND AND CUSTOMER COMMUNICATIONS Among all the Brand most powerful brands ranking is Ranked 9th globally. Vodafone has continued to focus on delivering a superior, consistent and differentiated customer participation through its brand and communications activities. A virgin Marketing Framework has been developed and implemented across the office, which includes a contemporary vision of expanding the Groups category from mobile only to total communications to be the communications leader in an increasingly connected existence. Brand and customer participation continues to implement Vodafones promise of helping customers cause the most of their interval. The brand utility has extremely developed a methodology to develop competitive limited market brand positioning, with limited brand positioning projects these days implemented in 12 markets. To enable the consistent practice of the Vodafone brand, a fix of guidelines has been developed in areas such as advertising, retail, online and merchandising, all including naked truth on how to cause the brand duty across every touch speck. By rationale of June 2006, eight markets have implemented the global retail base. In September 2007, Vodafone welcomed India with the Hutch is these days Vodafone campaign. The migration from Hutch to Vodafone was one of the fastest and most comprehensive brand transitions in the novel of the Plenty, with 400,000 multi brand outlets, over 350 Vodafone stores, over 1,000 petty stores, over 35 mobile stores and over 3,000 touch points reframed in two months, with 60% completed within 48 hours of the regulate. Vodafone regularly conducts Brand Health Tracking, which is designed to measure the brand performance against a number of key metrics and practise insights to facilitate the polity of the Vodafone brand across all Vodafone branded operating companies. This tracking has been in place by rationale of 2002 and provides continuous historical list against key metrics in all 19 Vodafone branded operating markets. Each operating society manages a interpret that complies with the standards and methodology fix by Vodafone Plenty Insights. An external accredited and inde pendent market trial aggregation provides global coordination of the methodology, reporting and subject. As a result of these activities the Vodafone brand is these days ranked number 11 in the Brand Top 100 global brands record, recently published in The Financial Times, with an estimated bill attributable to the brand of  £18.7 billion. For the 2008 financial year, Vodafone brand preference among its own users reached 81.9%, up 2.0 percentage points on the previous financial year, and a performance level that is 1.0 percentage speck higher than its closest competitors. In addition, the brand control among non-users of the brand has increased in the 2008 financial year to 33.5%, 1.8 percentage points above its market knowledge. STP Controversy Segmentation Mode Generation Overhaul usage Area of customer Duration of overhaul Geographical poser Targeting Vodafone is adopting a multi segment approach. They are offering a series of differentiated products to their respective market. Habitat calling cards for the family of those professionals who used to business abroad. Rs. 10 recharge for mini users. Cheap SMS facilities for youth. Facilities for circle users. Positioning -Where you go network follows you. Hutch as a brand always tried to connect with consumers in simple honest authentic transaction, while Vodafone is more young fun brand. So consumers will scrutinize a shift reflecting a more vibrant brand. The pug actor Irfan Khan will be retained for the brand promotion. They are talking about the exclusively of the network services they are offering to customers. Stores Mass media coverage Innovative distribution to reach customer Exclusive shops Hubs spoke Associate distributor Customer function Shop call centers Vans Relieve desk BRAND POSITIONING OF VODAFONE IN 1997-98 Brand Positioning of Vodafone currently VODAFONES POSITIONING OPPORTUNITY Differentiate the market using two vastness: service and consumer mindset. Telstra, as the traditional market leader, was perceived to have an audience comprising a conservative and older mindset. Its communications reinforced this perception. Optus with a servicing focus was increasingly becoming a conservative son of Telstra. BRAND EQUITY Probation OF VODAFONE Vodafone stands 9th position among all over the worlds brands in the terms of brand valuation. Points of Parity and Points of Difference of Vodafone Airtel Points of Parity Both the brands have same pricing strategies. Both the brands have same market segmentation. Points of Difference Target customers of Vodafone are middle troop citizens whereas Airtel targets the elite and up market aggregation citizens. Airtel positions itself as a lifestyle brand whereas Vodafone positions itself as habitual mans brand. SWOT Subject OF VODAFONE Strengths Diversified geographical portfolio with strong mobile telecommunications operations in Europe, the Middle East, Africa, Asia Pacific and to some amplitude the US Network infrastructure Influential presence in emerging markets such as India Weaknesses Slender focus of coercion of mobile on climate. Negative reimburse on assets (ROA) under perform key competitors liking ATT, BT Portion, Deutsche Telecom US business not nearly as strong as European/rest of the existence operations 80% of its duty is generated in Europe (see below for explanation) Opportunities Improve accessibility to wide range of customers Focus on cost reductions improving returns Majority stake in Hutchison Essar in India Probation and development of modern mobile technologies Threats Highly competitive market All the more lags extreme major competitors in the US Besides high penetration rates in key European markets European Union rule on cross-border cell telephone usage by customers Airtel is the biggest threat in India, it has maximum market participation in India. Meet the rising expectations of the brand loyal customers. PEST Examination Its an controversy of native land at broad macro level examines the kingdom under heading of political,  economic, social technological factors. Political- governmental legal issues affecting how gathering operates Edict Infrastructure Banning of telephone in trustworthy circumstances Health issues Economical Factors influencing the purchasing force of customer companies publish of capital. Valuation of 3G licenses Reward of telephone duration driven down. Worldwide recession. Third existence countries. Social Demographic cultural aspects of existence witch influence customer needs market bigness. Health subject. Demographic social trends. Picture phones. Mobile Etiquette. Saturation site. Technological Modernization innovativeness over a hour of generation influential to contemporary contemporary  technology. The cellular services has been started modern technologies enjoy following- 3G UMTS (2.5G) GPRS/WAP SMS/MMS The VRIO Framework Reward Rarity Imitability Aggregation Competitive implications Network infrastructure Yes No No Yes Competitive parity Diversified revenue base Yes Yes No Yes Temporary competitive utility Salient market position Yes Yes Yes Yes Sustained competitive function Network infrastructure One of Vodafones key technologies and wealth is the strong network infrastructure that supports its operations. To be able to provide mobile services, a strong network infrastructure is fundamental for the society. Vodafone operates 2G networks, through GSM networks, in all its mobile operating subsidiaries, offering its customers services such as voice, subject messaging and basic string services. All the networks application GPRS or 2.5G as well, which enables wireless access with mobile devices to list networks prize the internet. Vodafone extremely controls 3G networks offering its customers mobile broadband record access services allowing list download speeds of up to 384 kilobits per second. 2006 launched High Rapidity Downlink Packet Access (HSDPA) technology shortens download times significantly with record transmission speeds of up to 3.6 megabits per second and makes the usage of mobile broadband services all the more more skilled for the customers. HSDPA is enabled in the existing 3G network with after software updates. (Vodafone, 2007) The strong network infrastructure is a primary resource and enables the native land to respond to the growing customer needs with high quality services these days and in the ultimate. This salient resource is not a rarity in the wireless telecommunication industry and therefore it cannot be costly for the competitors to imitate. Many of the worlds large mobile operators have the same access to the same technology as Vodafone and a governance over massive networks. Vodafone is extremely well organized to exploit the all-inclusive competitive practicable of the network infrastructure by providing the employees a productive and safe working nature with good-looking performance based incentives. This resource is an organizational compel and generates a competitive parity. Diversified revenue mould By acquisitions, stakes in companies, and partner networks Vodafone has strategically expanded its presence to consider the whole existence. The native land has equity interests in 25 countries. Vodafones partner network arrangements extend to a further 38 countries. (Vodafone, 2007) Vodafone has significant mobile operations in countries such as Germany, Italy, Spain, UK, E gypt, Kenya, South Africa, Australia and Contemporary Zealand. In 2007 the largest geographic region was Germany with a contribution of 17.1% to the total revenue, followed by UK 16.3%, Spain 14.1%, Italy 13.5%, and other Europe 13.5%. Arcor and Pacific contributed 9%, Middle East, Africa and Asia 8.2%, and Eastern Europe the rest 9% of the revenues. (Datamonitor, 2007) Vodafones global reach and geographically diversified revenue base is a leading resource for the native land. This primary resource helps the kingdom to compensate its risks and losses. As diversified as Vodafones revenue replica is it is a rarity within the wireless telecommunication industry. Vodafones strategy is to actively plain their portfolio by investing into markets that offer a strong limited position. With strict financial investment criteria Vodafone maximizes its and its shareholders returns. (Vodafone, 2007) Vodafones competitors would not face a bill disadvantage in trying to imitate this resource. It is more about the strategy that a society implements than about the financial resources. Vodafone is well organized to exploit the plentiful competitive feasible of this leading and infrequent resource. The Boards argument is to generate trustworthy that the companys employees are aware of Vodafones strategic goals and mutual obligations. This resource is an organizational vigour and distinctive potency and generates a temporary competitive utility. Influential market position Vodafone is the worlds primary mobile telecommunications society. Vodafone operates in Europe, the Middle East, Africa, Asia Pacific and the US by subsidiary undertakings, associated undertakings and investments. In countries with significant operations Vodafones market shares are impressive; Germany 36%, Italy 33%, Spain 31%, UK 26%, South Africa 58%, US 25%, Egypt 48%, and Australia 18%. (Dossier monitor, 2007) A strong market share with the market leader position is an extremely influential and meagre resource which improves the companys brand image and gives it a solid foundation to enter contemporary credible markets. This resource is imperfectly imitable and the competitors would face a cost disadvantage in obtaining or developing it. Vodafones market leader position is based on the liking and effort of the companys employees. The society is well organized to plain effectively its employees to reach their all-inclusive practicable and benefiting themselves and the native land. This resource is an organizational coercion and sustainable distinctive potency and generates a sustained competitive overhaul. Porter Five Forces Of Vodafone Rivalry The threat of rivalry in this business is impacted by the low number of big firms in the market. There are a sporadic numbers of large firms worldwide that competes for the market share; this lowers the threat of rivalry. The firms that are in the profession on the other artisan are besides competitive and by rationale of of a relative slow market activity in this industry the firms fight over the market shares that are elsewhere there and that increase the threat. There is extremely a low level of switching costs to

CMOP-E Case Study Example

CMOP-E Case Study Example Mrs. B is a 54 year old woman diagnosed with schizophrenia. After being stabilized with medication and receiving treatment, she struggled with finding and maintaining employment but eventually found a job as a sales associate. Recently, she was referred to see the OT because she was beginning to feel dissatisfied with her job and wanted to explore other options. In the past, she worked 4 or 5 day shifts a week; however, currently, her employer was giving her fewer shifts per week. Her shifts were in the evening, which made it difficult for her to spend time with family. She felt stressed because her employer was expecting her to complete more tasks but did not give her adequate time to complete them. She was also having interpersonal problems with her co-workers which added to the stress. She also indicated that she wanted to expand her social network as she felt that she had few friends. The OT provided her with resources that would assist with vocational readiness. To assist with e xpanding her social circle, the OT provided Mrs. B with a website that connected people based on interests. Using the above case study, this paper will discuss how the CMOP-E relates to OT practice. The focus of this paper is on the interaction between occupation and environment. CMOP-E Models provide OTs with a framework to gather information about the individual and to plan interventions. The Canadian Model of Occupational Performance (CMOP) is based on a set of values and beliefs concerning occupation, person, environment, and client-centered practice (Hagedorn, 2001). A central construct of this model is that the client is involved in the process of determining needs and planning action; the therapists role is to enable this process and enable clients to engage in occupation (Hagedorn, 2001). The CMOP is an interactive model showing relationships between person, environment, and occupation (See Figure 1, part A) (Townsend Polatajko, 2007, p. 23). In the CMOP, the person, represented as a triangle, has three components cognitive, physical and affective, with spirituality at the core (Townsend Polatajko, 2007). The model shows that occupation connects the person and the environment (Townsend Polatajko, 2007). The key components of occupation include self-care, productivity and leisure (Townsend Polatajko, 2007). A critical review of the CMOP led to the portrayal of a trans-sectional view (see Figure 1, part B) (Townsend Polatajko, 2007, p. 23). The trans-sectional view of the CMOP can be used to show that occupation is of central interest and delimits the OTs concern with persons and environments. The transverse view with occupation front and centre presents occupation as OTs core domain of interest, showing that OTs are primarily concerned with human occupation, and the connections with the occupational person and the occupational influences of the environment; those aspects of person or environment that are not related to occupation are beyond OTs scope (Townsend Polatajko, 2007, p. 23 24). OTs need to consider the actual performance of an occupation and the level of importance it holds or the degree of satisfaction it brings to the individual, family, group or organization. OTs also need to consider the potential and possibilities for occupational engagement that is allowed by the oc cupation-person-environment interactions. CMOP is now CMOP-E with the added word engagement to extend the occupational perspective (Townsend Polatajko, 2007, p. 24, 28). Environment The environment in the CMOP is the context in which an individual performs occupations and includes physical, social, cultural, and institutional elements (Cole Tufano, 2008). The physical environment includes natural and built factors. This may include home, classroom, workplace, or natural environments (Cole Tufano, 2008). Social environment is composed of social groups such as family, coworkers, and community organizations (Cole Tufano, 2008). The social environment is the source of personal relationships (Duncan, 2006). Cultural environment may overlap with social environment and include religious, ethnic, and political factors which can affect the opportunities for, and barriers to, participation (Cole Tufano, 2008). The institutional environment includes the political and social systems that affect the number of opportunities present and provides rules and limits to an individuals occupations (Cole Tufano, 2008). Occupation The definition of occupation is (excerpted from Enabling Occupation, CAOT, 1997): Occupation refers to groups of activities and tasks of everyday life, named, organized, and given value and meaning by individuals and a culture. Occupation is everything people do to occupy themselves, including looking after themselves (self-care), enjoying life (leisure), and contributing to the social and economic fabric of their communities (productivity). (Townsend Polatajko, 2007, p. 17) The area of self-care encompasses all the tasks an individual goes through in a day to take care of oneself. Personal care includes basic activities of daily living, such as bathing, dressing, or personal hygiene. Self-care also includes instrumental activities of daily living, such as budgeting, driving, or grocery shopping (Radomski Latham, 2008). Productivity refers to an individuals economic contribution to society through paid and unpaid work. Some examples of productivity include paid employment, volunteer work, childcare, and homemaking (Radomski Latham, 2008). Leisure is activities that are completed voluntarily, intrinsically motivating and for enjoyment (Radomski Latham, 2008). Leisure activities may include quiet activities, such as reading, or active leisure such as sports, and socialization. (Randomski Latham, 2008). Application in Practice In the case study, the interaction between the occupations of productivity and leisure and the environment is evident. Mrs. Bs satisfaction in her productivity was influenced by the social environment of her job. Her strained relationship with her co-worker affected her job satisfaction and stress level. Having time constraints placed on her by her employer to complete certain tasks also increased her stress. Sparks and Cooper (1999) conducted a study to investigate the influence of seven job characteristics on mental and physical health. Results of the study showed that the quality of the social environment in the workplace is associated with stress. Mrs. B.s leisure was also affected by her productivity and social environment. Mrs. B. had limited time to spend with her family when she was scheduled to work evening shifts. Working in the evenings limited her opportunities to meet new people and expand her social network. Leisure is important because it allows an individual to have a balanced life. Research has shown that a balance between work and family predicts well-being and overall quality of life. (Greenhaus, Collins, Shaw, 2003) The cultural environment also affected Mrs. Bs productivity. Schizophrenia or mental illnesses by their nature lack visibility; therefore, encouraging the stigmatization of individuals with a mental illness (Copeland, 2009). In addition, society expects these individuals to work. This affected Mrs. B. because the expectation placed on her from society was that she should be working. The impact of the institutional environment on Mrs. Bs productivity is that the Government of Alberta requires individuals to meet certain conditions in order to be eligible for financial and health-related assistance programs, such as Assured Income for the Severely Handicapped (AISH) and Alberta Works. Some of the eligibility criteria for AISH are: must have a severe handicap that is permanent and substantially limits ability to earn a living, and income or income of cohabiting partner must not exceed the limits allowed under the program (Assured Income for the Severely Handicapped, AISH, n.d.). The institutional environment required Mrs. B to work because she did not qualify for AISH or Alberta Works. Mrs. B.s physical work environment was not addressed; however, looking at the work environment would be beneficial because it affects a persons job satisfaction. Some elements that may affect job satisfaction include the effect of lighting, noise levels, and floor configuration and furniture layout (Vischer, 2007). Leather, Pyrgas, Beale, and Lawrence (1998) conducted a study that examined the direct and indirect effects of windows in the workplace on job satisfaction, intention to quit, and general well-being. Results from the study showed a significant direct effect for sunlight penetration on all three factors. Self-care was also not addressed by the OT; however, it could be concluded that it did not have an effect on Mrs. Bs productivity. She was observed to have dressed appropriately and was well kept. It could be assumed that it was not an explicitly stated criterion for Mrs. B to demonstrate proper self-care before engaging in productivity with the OT. Self-care is a component that is important to address in productivity because an individual is usually interacting with others when working or volunteering. Being able to maintain proper self-care allows the individual to be socially accepted. Proper self-care also allows the individual to make a good first impression during job interviews and throughout his or her time as an employee. Conclusion The CMOP-E is a theoretical model that illustrates how occupational performance evolves from the interactions among the person, environment, and occupation. It provides OTs with a clear conceptual framework for thinking about the person throughout the occupational process. The CMOP-E with a person at its centre, demonstrates OTs client-centered practice. The application of the CMOP-E to Mrs. Bs case study demonstrates the dynamic and interdependent relationships between all aspects of environment and occupation. Through applying this model to Mrs. Bs case study, it is evident that practice is strongly based in theory.

poland history Essay -- essays research papers fc

The Poles who were West Slavic people established Poland in the late 5th century. History was first written in the 10th century about Poland when the Polish nation changed into Christianity in 966. Prince Mieszko I was the first ruler and his son, Boleslaw I, was the first king of Poland. This established the Piast dynasty that lasted from 966 to 1370. During the Piast dynasty there where Piast kings with a lot of rivalries from nobility and Bohemian and Germanic invasions that made Poland a very troubled country. The last king of the dynasty was Casimir III, crowned in 1333. He extended Polish influence eastward to Lithuania and Russia. He acquired Pomerania from the Teutonic Knights and shifted borders between Poland and Germany. During his 37-year reign a university was established, laws were made more organized, castles grew strong, and minority groups were given protection (Grolier). The Polish nobility selected Jagello as grand duke of Lithuania in 1836, to rule by arranging his marriage to the Polish Princess Jadwiga. The initial personal union with Lithuania was formalized only 200 years later by the Union of Lublin in 1569 and it produced a state that extended from the Baltic Sea in the north to the Black Sea in the south (Grolier). Poland’s Golden Age started when Poland won the Battle of Tannenberg in 1410 against the Teutonic Order. The Polish would deal very well with threats from other countries. It was slowly devolving to rule under nobility that led the state to its disintegration (Grolier). The Polish Renaissance of the 16th century produced a flourishing of arts and intellectual life. Some examples are the scientific work of Copernicus and the lyric poetry of Jan Kochanowski. Protestantism grew in Poland during this time and the Jewish community, which has been around Poland since the 14th century, won the right of self-government. The economic wealth at this time was based on grain exports (Grolier). The Jagello dynasty ended in 1572, with the death of Sigismund II. The power was then transferred from aristocracy to the broader class of nobility called the szlachta. From 1573 to the last partition of Poland in 1795 the Republican Commonwealth was organized by a system of elective monarchy and of a Sejm (Parliament), meaning each noble had a vote. Even though the kings had to follow the idea of szlachta rule, they still used their own idea... ...e the best. Two examples are the fall of Jan Olszewski, because he tried making a list of former high ranking communist collaborators, and the first women to be Prime Minister, Hanna Suchocka, who lost by a no-confident vote. The people split in groups and accused Walesa and the roundtable negotiators to sell out to communist when it was they that could help if the economy falls (Szczepkowski). In 1995, Walesa was beat by Aleksander Kwasniewski, whose campaign asked people to look into the future and forget about the past, for presidency. The church suffered because it made many efforts to influence politics and tried to influence Poland to become a post communist society, but sometimes backfired (Szczepkowski). Bibliography Culture in People’s Poland. Ed. Tadeusz Galinski. Poland: a Country of Study. Ed. Glenn E. Curtis 3rd ed. Lanham:   Ã‚  Ã‚  Ã‚  Ã‚  Bernan Press, 1994. â€Å"Poland.† Britannica Online. 2001. Encyclopedia Britannica. 12 November 2001 â€Å"Poland.† 1998 Grolier Multimedia Encyclopedia. CD-ROM.   Ã‚  Ã‚  Ã‚  Ã‚   Danbury: Grolier Interactive Inc., 1998.

Diary Of A Survivor: Literary Analysis :: essays research papers

Title: Diary of A Survivor: Nineteen Years in a Cuban Women’s Prison Authors: Ana Rodriguez and Glenn Garvin Published: St. Martin’s Press Type of Book: Assisted auto-biography Plot Summary Diary of a Survivor follows nineteen years of Ana Rodriguez’s life, a Cuban woman arrested by Cuba’s ‘State Security’ in her late teens. As a teenager she had been an activist against the Batista dictatorship which governed Cuba, and at first welcomed Fidel Castro’s take-over of power. Gradually, however, she realises that Castro has no intention of leading Cuba democratically and joins the fight against him. She is betrayed to the authorities by an informant, is arrested, tried and convicted, and is sentenced to thirty years in prison. Diary of a Survivor tells of Ana Rodriguez’s continuous resistance against political intimidation that eventually ‘breaks’ her captors rather than them ‘breaking’ her. This strong will and courage earns her legendary among fellow political prisoners and civilians as a ‘plantada’; one who cannot be broken. Themes/ Thematic Statements The ill-effects of communism/ dictatorships on a society is explored through the entire book as it was a constant part of Ana’s life, in fact it is what caused her imprisonment. Human rights abuses in Cuba and in communist countries in general Cuba’s corrupt government hierarchy and legal system also feature throughout the books, like the continual rapes and beatings the prisoners face. People who betray one group of people will end up betraying anyone they come into contact with. This is shown in Isis Nimo, the spy who initially gets Ana sent to prison but eventually gets fired from all her government jobs because of her untrustworthiness. Racism can work in reverse but still produce adverse effects. There are two mentions of black political prisoners (most are white). They are considered unusual because Fidel Castro’s regime was meant to favourable to black people in general. Even people who are said to have firmly set ideas can have doubts, like the ‘hard-line communist soldiers’ who do not join in when the women are being attacked and the guards that in one particular incident slip the starved prisoners food. The pros and cons of the chivalrous Cuban idea that women are considered good and passive, and therefore only the most offensive women criminals are jailed in Cuba, and the disregard of it by some officials. This is touched on whenever there is contact with the common prisoners, and in an especially disturbing scene where a group of female common prisoners are let into a cell where a young girl is held as a ‘traitor’ to the Fidel Castro regime.

Recommending Continued Sponsorship of the Posse Ride Essay -- Harley D

Recommending Continued Sponsorship of the Posse Ride This is to recommend continued sponsorship of the Posse ride. In order to maximize the effectiveness and profit-making potential, I propose the following changes in this program – 1) Repeating successful routes. 2) Involvement of HOG members in route selection. 3) Follow up with Posse participants 30 days after the completion of events. 4) Creating spontaneity during the ride. 5) Increased participation of employees on the rides. These new initiatives would help us better understand customer needs and build long lasting relationship with customers. A Harley-Davidson motorcycle is more than just a mode of transportation or ordinary product. It's an American icon that is much loved and recognized around the world. So, while we are dedicated to continuous innovation, we have opted for evolution more than revolution to carefully preserve the elements that make a Harley distinct – Posse ride is one of the key elements. Riding is the essence of motorcycling experience. The Posse ride builds resonance between die hard members of the Harley community. The stories narrated by riders attract non Harley/HOG members. The Posse ride presents us with an opportunity to gain feedback from customers in an environment of extended accessibility and intimacy. Furthermore, it enables us to provide promotional offering satisfying the need of die-hard HOG members. The Posse Ride links riders together into a broad community. The ...

Examine the View That the Nuclear Family Is Universal

Examine the view that the nuclear family is universal /25 Sociologists are fascinated by how society is changing, they believe to some extent the family enables them to see how order has come about. Murdock suggested that the nuclear family is universal. He defined the nuclear family as ‘a social group characterised by common residence, economic, cooperation and reproduction. It includes adults of both sexes, at least two of whom maintain a socially approved sexual relationship, and one or more children, own or adopted, of the sexually cohabiting adults. This is because it fulfils four basic functions that help society and its individual members these functions being sexual, reproductive, economic and educational functions within the family. Murdock’s view on the family being universal has been challenged by various sociologists as they argue Murdock’s definition of the nuclear family cannot be applied to families around the world due to it being restrictive.In 19 49, Murdock took a sample of 250 societies in his study Social Structure. Murdock was writing in the 1940’s and therefore the view of the family being universal was most acceptable as it had fit to the norm of society at that time. Two people of opposite sexes who lived together to support their family and provide the emotional and financial needs was the nuclear family seen to be a universal socially accepted view.The sexual function within the family provides stability for the adults, husband and wife have the right of sexual access with each other, allowing the family to strengthen and provide sexual gratification for spouses. The reproductive function of the family is the family being able to produce the next generation of individual’s s for society. The economic function means the mother and father are able to provide the essential needs for the family which include of food and shelter.Lastly, the educational function within the nuclear family, this is when the fa mily socialise the young into accepting the shared norms and values within society. Kathleen Gough disagreed with Murdock’s theory of the nuclear family and defined marriage as a relationship between a woman and one or more persons in which a child born to the woman ‘is given full birth-status rights’ common to normal member of society. In 1959, Gough researched into the Nayar society. Nayar girls were ritually married to a suitable Nayar man according to the Tali rite.According to this rite husbands did not live or take responsibility for the wife and children, the woman’s only responsibly to the man however was to mourn for his death. Men were allowed to have an unlimited number of sandbanham wives whilst the woman was limited to no more than twelve. Gough’s study can be seen as reliable to an extent that nuclear families are not in fact universal, the sandbanham husbands have no duty to their wives and children and therefore do not play the †˜fatherly’ role and therefore do not help socialise the child.This would mean Murdock’s educational and economical functions of the family are not universal functions. Therefore Gough concluded from her study that the Nayar society was a matrilineal family meaning that the name of the family follows your mother’s  family tree  rather than the fathers. However, it still challenges Murdock’s view of the nuclear family being universal due to there being many different family groups around the world with different cultural views.Matrifocal (female-headed) and one-parent families are becoming more common in Britain today. Yanina Sheeran said that the female-carer core is the most basic family unit â€Å"the female-carer unit is the foundation of the single-mother family, the two parent family, and the extended family in it many forms. † Tiger and Shepher (1975) say that the active life of the family household is controlled by the women. Father-chil d interaction is often ‘managed’ by the mother.This is because the mother plays a bigger role essentially in the family household because women have the biological ability to have children, and also due to there being ideologies about motherhood such as the mother nurtures for the child and does everything she can to provide for her child. Gonzales in 1970 argued that the female headed families were a well organised social group which represented a positive adaption to the circumstances of poverty.Some households may not contain adults of both sexes; this is known as the gay or lesbian families. Lesbian families are more common as opposed to gay families this is due to the difficulties that gay men will have to adopt or be granted custody of the children whereas for the lesbian household, the woman is able to conceive a child and will have the mother’s right to look after her child. Callaban (1997) argues that gay or lesbian household should be seen as families r egardless of not being a male and female based parental family.The child either way will be educated and therefore socialised into the norms of values of society. However, the gay and lesbian household do represent a minority of families. Though there are many different cultural norms and values, the nuclear family can be said to be universal. Essentially the majority of countries within the world there are people of opposite sexes who live together and support each other and their family by providing the emotional and financial needs.

Performance Management And Learning And Development Essay

Introduction In the 19th   century university was meant to be a theoretical theatre, while the factory was the place for formal training and learning. Education is broader in scope than training and it has a less specific application than training, as it is delivered in educational institutions. As a result, there has always been a tension between the needs of industry and the educational requirements of the individual, as society needs people who can contribute in a comprehensive way (Wilson, 2005). A century later, West moved beyond the factory and manufacturing as the basis for economic wealth have been achieved. Compared to earlier centuries now this century is able to demolish the   trading, political and economic   barriers, which hampered the progress in the old days. The arrival of mass media and technology is re-shaping our lives at a breathtaking speed; the concept of learning is now not a stagnant process, but in a flux and evolving every day (Beckett, 2000). The nature of work is changing with the knowledge economy in boom, giving rise to unparalleled demands for learning in work settings through consistent training. Enterprises need integrated approach to possess knowledge workers, which is the right prescription for businesses today. It is hard to create effective employment and training based policies which give high priority to education and training-both at a time. Countries like Korea and Singapore are seriously investing in their human resources, while the poor countries do not have sufficient funds to meet their growing needs. The overall goal of the global economy is provide opportunities to people and obtain productive work with dignity, which requires a framework to address worker and producer needs. To meet such requirements, the new millennium needs a shift from traditional approach and demands new human resources development and training policies. Learning and Training Learning can take place either in formal settings, such as school/university or in less formal organizational settings. Possessing knowledge is different from learning, as learning has limited value and is not a guarantee of being skillful, until   put to practice in real world. Wilson (2005) has defined learning as â€Å"a permanent change of knowledge, attitude or behaviour occurring as a result of formal education or training, or as a result of informal experiences. Learning, education and development are often muddled together, however   they carry specific meanings as explained below: Training = learning related to present job; Education = learning to prepare the individual but not related to a specific present or future job; Development = learning for growth of the individual but not related to a specific present or future job. It has been recognised by the enterprises that passive learning cannot not ensure an accurate developmental process necessary in the business world. The managers find it hard to believe, that, seminars and workshops can teach management. It is argued, that case methodology, lectures, discussions and theories are useful, but they never find its way into the corridors of business world. As a result, managers and educational theorists suggest experiential learning, which trains workers in work place more effectively. According to the Glossary of Training Terms (2005), training is â€Å"a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organisation†. Rothwell (2003) mentioned that, training equips individuals and groups in an organisation to improve their work performance. However, training alone cannot alleviate a poor work, which may be due to the lack of rewards and incentives. Training is put into practice for a variety of reasons, such as orientation training for new workers or sending employees for special assignments and preparing employees to support critical activities (Wilkinson, 2005). The HRD equips people with necessary skills in three ways (McGoldrickand, 2001). .Individual Development   addresses broad areas and addresses, such as skill development, interpersonal skills, career development, etc.   Occupational /Group Development occurs among the groups through a team building programs. It also applies to specific occupational groups, such as implementation of new legislation. Organizational Development covers the whole organization. It can be defined as a â€Å"collection of planned change interventions, built on humanistic-democratic values, that seek to improve organizational effectiveness and employee well-being†(Wilson and John, 2005). The well-known examples are; the introduction of a customer care programs across the organization; and the introduction of total quality management, which requires all individuals and groups to become involved. Mumfords (1995) mentions that, an organization where people continually expand their capacity to create the results- truly invent patterns of thinking for collective learning. This process can be defined as following:   Personal mastery, ensuring individual motivation to learn; mental models, creating an openness to misconceptions;   shared vision, building long-term commitment in people; team learning, developing group skills like cooperation, communication and so forth;   systems thinking, which constitutes   integration with other disciplines the other four. All these disciplines are to be practiced together to create an impact and must be practiced by all the members of organization to work together. Each problem and dilemma is crisis and workers learn from crisis and difficulties together and try to development process, where all workers profit from each other’s experiences. Shift of Training in Knowledge Economy Drucker (1993) has mentioned that, â€Å"Every few hundred years in western history there occurs a sharp transformation. Within a few short decades, society rearranges itself – its world view; its basic values; its social and political structure; its arts; its key institutions.† The shift   from industrial-based economies to enterprises   started 20 years ago, moving to market share and hierarchical management focusing on a knowledge   based economy. If the industrial economy was driven by cheap energy; today’s knowledge economy is driven by inexpensive microchips and knowledge management enabling businesses to take benefit of the new knowledge (Trask, 1996). The modern corporation is over and the postmodern corporation is different. Today companies may look the same from outside—but behind the faà §ade, everything is different. They are no longer connected to the boiler or routine machines, but now in the business of knowledge creation. The activity of knowledge-based organization is not producing machine or power toys, but producing and managing knowledge. The knowledge economy differs from the old one, as the new economy is ever-increasing in information intensity and packed with more knowledge, data, and ideas. Now knowledge resides in the magnetic strip, not the plastic. The knowledge-based economy has new rules and standards, which require new ways of living and working, business, which do not acquire knowledge workers, are destined to die.   Wolfensohn (1999) has mentioned that, the knowledge-based economy relies on ideas and applications of technology rather than physical strength, which was done on the exploitation of cheap labor. In this new economy knowledge is created, acquired, transmitted, and sold by individuals, enterprises, organizations, and communities for the promotion of economic development. In the industrial world, knowledge-based industries are growing fast, while labour market demands are also changing. The new technologies insist on highly skilled workers, diminishing demand for the low skilled workers.   One of the key factors that distinguish intelligent business enterprise of the 21st century is emphasis on knowledge and information. Knowledge management is an important means by which organizations can better manage information and knowledge. Knowledge management encompasses a range of concepts, ranging from management tasks to technological practices, all come under the umbrella of the management of knowledge (Gupta, 2003). The successful organizations are aggressive, fast paced and have the ability to create  Ã‚   knowledge to maximize organizational strategic success. In today’s world, knowledge is a resource, which is critical to an organization’s survival and success in the global economy.   As the nature of work is changing, knowledge is regarded as a primary resource-giving rise to the unprecedented demand for learning in the working environment. Enterprises need to offer this new learning at work and create knowledge workers, which have become inevitable part of the corporate world. The workplace has become a site of learning associated with development of the enterprise through contributing to production and innovation. Thus the development of the individuals by providing training to create new knowledge is the most wanted asset of the enterprises today. The knowledge economy has four basic features as described below (Trask, 1996). Knowledge developed and applied in new ways, especially through information revolution, which has provided not only new opportunities to access information, but it is also creating new opportunities for swift transfer of the knowledge speeding up the process of worldwide change. Today product cycles have become shorter due to growing demand for innovation. In 1990s, it would take six years from concept to production in the automobile industry; now it takes only two years. Worldwide trade is increasing with increased competitive demands on producers. The countries, which are able to assimilate into the world economy, will achieve higher economic growth. Small and medium-size enterprises in the service sector have become significant players, in terms of both economic growth and employment. In the industrialized countries the employment has risen, but the patterns of employment are changing. The employers have re-organized workers into fixed and variable categories, while the fixed workers are career-oriented, the variable have little career progression and low access to education and training. These trends show that labour markets are becoming ruthless in their treatment of un-skilled workers and these low skilled workers stand at an edge. As a result working poor have grown in number and those working are underpaid and forced to work in miserable working conditions. The speed of change in the knowledge economy depreciates much more quickly compared to the past. In order to compete effectively in this changing environment, organisation need to   upgrade their workers skills continuously. This rapid change in the knowledge economy is so swift that firms can no longer rely longer rely on fresh graduates. In order to meet such need, lifelong learning and training is crucial to enable workers to compete in the global economy. Formal education and training includes programs which are recognized by the    Universities and institutes and lead to approved certificates and degrees.   Non-formal education and training includes programs, which are not formally recognized by the national system, such as apprenticeship training programs and structured on-the-job training.   Informal education and training includes unstructured learning, which can take place almost anywhere, home, community   or workplace.   It includes unstructured on-the-job training, the most common form of workplace learning. This improvement in people’s ability will allow them to be not only useful for their organisation, but it will also enable them to function as a useful members of their communities.   In a modern economy, the production of goods and services still relies on workers despite machine revolution. The need is to develop learning and training strategies, which allow these workers to learn new skills for new working conditions. It is crucial for the organisation to prepare workers for this new environment, which requires a new mode of education and training ­. This lifelong learning framework encompasses learning throughout the life cycle, from early childhood to retirement. It includes formal, non-formal, and informal education and training. In traditional industries most jobs require employees to learn how to perform routine functions, which, for the most part, remain constant over time and most learning used to take place when a worker started a new job. In the knowledge economy, change is so rapid that workers constantly need to acquire new skills. Firms need workers who are willing and able to update their skills throughout their lifetimes. Enterprises and organisation need to respond to these needs by creating education and training systems that equip people with the appropriate skills. The new millennium main challenge is to be employable and contribute to the economic growth in the global economy. This novel approach has set new rules for education, training and strategies in the organisations. The reason is that training not only advances interests of the individuals and enterprises, but it also augments the economic development of the nations. These new skills formation leads to equity in employment and society at large and allow the enterprise to reap the fruit of this human resources development. Performance Management According to Bacal (2004) â€Å"performance management is about creating relationships and ensuring effective communication and focusing on what organizations, managers, and employees need to succeed.† It is a   strategic approach to manage the business and improve organisational effectiveness with existing capabilities. Performance management provides development specialists with an opportunity to be   innovative in influencing corporate strategy and contribute to the results. The goal of performance management is to ensure that the organization departments, teams, and employees are working in an optimum fashion to achieve the organization objective. At the end of twentieth century new performance management systems were born and cannibalizing the old systems, due to the presence of the technological expansions. Management in the twenty-first century faces the challenge of creating and re-creating effective performance systems and requires a unique understanding of this process. Performance management process is about professionalism and continuous learning and development. The overall goal of performance management is to ensure that the organization and all its subsystems departments, teams, employees are working together in an optimum fashion to achieve the results desired by the organization. According to Bacal (2004), performance management is based on the following beliefs. Optimism: Performance management is based on the belief that improvement is possible, and that the human and organizational conditions can be improved. Performance management is the view of the possibility that performance improvement is always there and change is possible as long as people are willing. A Pragmatic View: Performance management is keeping the optimistic view, but it does have realistic view of improvement, understanding the possibilities for improvement and recognizing the  Ã‚   barriers to success. Performance management addresses various threats in the system and try to solve it, rather than kill it A Balanced Approach: It is natural to resist change in any organisation as change means changing habits. Performance management design strategies, which are part of organizational decision-making processes to build greater support for the change. It capitalizes on the opportunity for further improvement and success. Leadership. Performance management is built on the ethical knowledge. The true leaders determine promote best practices in their organisation to further the success. Such practices require courage to bring change, yet adhering to professional ethics ensuring that the change is consistent with legal requirements. Performance management is meant to establish a shared understanding about what is to be achieved and how it is to be achieved for an organization. To improve performance, individuals need to have a common understanding about what performance (and success) in their jobs looks like. It can be a list of tasks, objectives, or results or it can also be a set of behaviors or both. These goals need to be defined clearly with the jobholder so that people know what they are working toward? And what is expected from them to increase the probability of success (Lance, 1999).   A continuous management process delivers clarity, support, feedback, and recognition to all staff. Performance Management Process Performance management process is a communication process between an employee and his or her immediate supervisor with established expectation and understanding. This process is not meant to threaten or intimidate employees into neither being more productive nor does it mean to attack the personality of the employees, but it is a broad set of tools used to optimize the success of each employee for the larger interest of the organisation. The smooth functioning of performance management depends on the developmental activity and management control. A developmental push is essential to motivate workers and let them concentrate on work and commitment towards their respective organisation. Performance Management process is meant to measure the employee performance. It involves the following steps (Handbook for the Core Performance Management, 2005). Performance planning The workers performance is recognized through employee performance plans. They are clearly told, what are the expectations? And what are the set standards. Thus it is essential to develop such standards, which are realistic and attainable. Individual at the level of induction stage clearly need understand their role in the organisation. Employee/Team Performance In many organizations, employees work together to achieve the organizational objectives. The difference between group performance and an individual’s contribution is that, the group performance is measured aggregately, while an employee’s performance is measured individually. Monitoring performance After the assignment of job the progress of the workers are monitored by the manager/supervisor, to check how much they are really working. Employee development Mentoring is essential process of employee development, the example can be set either by showing a high performer or by leader/manager, which helps the employee to overcome the difficulties. A frank discussion is essential to focus on employee areas of excellence, identifying the barriers to performance. Multiple Source of Feed back It is a process, which provides employees with performance information to enhance managerial feedback. It includes comments from various sources, such as collogues, supervisor report and direct reports as well. Figure: 1.1 Performance Management Process Source: Handbook for the core performance management, 2005 Evaluating Evaluation is a two-way discussion in the form of written documentation to concentrate on employee areas of excellence, and identify the areas for improvement and further development needs. Stupak and Leitner (2001) warns that performance management measurement should not be punitive, but should be positive and should help the organisation, what the work do and what they should not and continue for organisation improvement. It should not be as a tool to punish the guilty, but emphasis should be on finding the right direction for the organisation. Linkage of Learning and Development and Performance Management The learning and development and performance management have been discussed separately earlier. Recent studies have shown, these processes are interrelated and are linked (Harrison, 2005). For example, in small firms, resources are stretched and workers have to switch roles, it becomes crucial to train and develop these workers, as they often have switch tasks. Following are the essential points in case of training in the small firm scenario: A well-focused induction program. Basic training in firm unique systems. A probation period to evaluate the performance. Post confirmation development for further development. Badger (2001) has mentioned that in a situation where products and processes can be easily imitated, the only source of competitive advantage is to stimulate employee to learn.   Organizations always seek to reduce cost increase efficiency and productivity. Today’s enterprises have started to evaluate learning and training programs to achieve higher performance from their workers, as they understand that learning and performance management are interrelated and inevitable to achieve competitive advantage. This competitive advantage can be achieved through the development of human resources by deploying a strategy to support its workers and enhance the organizational performance. The performance management process can positively develop the workforce self-esteem and keep them motivated, thereby giving them job satisfaction, to let them focus on the job. However its not mere training which can bring result, employee participation in decision making is essential as noticed by Peon and Ordas (2005), that organizations need to provide individuals with enough incentives and allow them to participate in the decision-making process to achieve higher performance. The ability of nations and organizations to enhance the standard of living of the growing population depends on sustained increase in the productivity of the systems. In the inter-dependent global economy, productivity is essential to maintain economic advantage for individuals and societies. People and institutions are inter-connected, and today countries have mutual interests in the game of higher productivity of other nations. A nation may gain short-term advantage from a lesser productive contributor, but in the long term lower productivity is a bad omen for all the nations. Conclusion According to Business Intelligence Board (2005), enterprises need to formally link learning and performance management process to measure the employee performance, as this can explain, weather learning has really resulted in higher performance. This link between learning and performance management is clear and the ultimate objective of learning management is to have an educated workforce, which can sustain the competitive advantage in the cutthroat corporate world. Learning and development are essentially related to performance management process, same as performance management process is not complete unless it embrace learning and development  Ã‚   to fill the skill gaps identified in the workers. Various amounts of efforts have been done to linkage learning with performance, Thomson and Mabey  (2001) mentions, many organisations failed to have higher performance from their workers, despite enormous amount of training. It has not yet yielded enough clear evidence of a direct link between learning and performance management. However, learning and development activity does consistently emerge as a crucial intervening factor. L&D alone is not enough-it has to be an integral part of a cluster of appropriate HR strategies. Reference Thomson.A and Mabey.C, Changing Patterns of Management Development, Blackwell Publishing. Marchington, M. and A. Wilkinson (2005), Human Resource Management at Work, London, CIPD   Stupak.J and   Leitner.P (2001), Handbook of Public Quality Management, Marcel Dekker Publications Harrison R (2005), Learning and Development, 4th edition, London. Workplace Learning, Culture and Performance, London, IFTDO. Badger,B (2001),Organizational Learning: An Empirical Assessment of Process in Small U.K. Manufacturing Firms, Journal of Small Business Management, Vol. 39. Drucker.P (1993), The Practice of Management Quorum Books Business Intelligence Board, www.businessintelligence.com (2005) . Wilson, John.P (2005), Human Resource Development: Learning and Training for Individuals and Organizations, Kogan Page Limited. Rothwell.J (2003), What CEOs Expect from Corporate Training: Building Workplace Learning and Performance Initiatives That Advance Organizational Goals, Saranac Lake, NY, USA. Mumford.M (1995), Intercultural Sourcebook: Cross-cultural Training Methods, Intercultural Press Inc. Beckett.D (2001) Life, Work, and Learning: Practice and Postmodernity. Florence, KY, USA.   Trask.L (1996), Building New Skills for the Knowledge Economy,   Business Communications Review, Vol. 26.   Lance.Berger (1999), Compensation Handbook, McGraw-Hill Professional Book Group, USA. Glossary of Training Terms (2005) http://forum.bodybuilding.com/ Bacal.R (2004), How to Manage Performance. McGraw-Hill Companies, USA. McGoldrickand.J (2001),Understanding Human Resource Development: Philosophy Processes & Practice, Routledge Publisher. Peon.J and Ordas (2005), The Learning Organization,   International Journal World Bank Staff (2003), Lifelong Learning in the Global Knowledge Economy: Challenges for Developing Countries, World Bank Publications.    James D. Wolfensohn (1999), World Bank Publications Gupta, Jatinder (2003), Creating Knowledge Based Organizations. Idea Group Publishing,USA. Handbook for the core performance management (2005) Ohio State University, USA.