Employment

Green companies save money and help the planet with a triple bottom line approach Conventional wisdom says that organizations must choose between economic prosperity or environmental protection. Many business, however, are discovering that this is an outdated myth and there is no need to choose between one or the other. Energy efficiency projects that reduce utility costs, recycling initiatives that minimize waste disposal fees, and elimination of wasteful practices that consume auteur resources are all win-win scenarios that save money and reduce the impact on the planet at the same time.

When these initiatives are carried out in a fair and just manner towards employees or contractors, then a win-win-win scenario is achieved. This approach of increasing profitability and improving the environment, while serving the community well through fair employment practices, is known as the “triple bottom line” and is the core component for sustainability programs, sometimes referred to as corporate social responsibility (CARS). The benefits of a triple bottom line approach to business are numerous.

Many companies find that looking at their operations “through a sustainability lens” helps them identify opportunities that they were previously unaware of. Cost savings opportunities are identified that help drive waste out of organizations, reducing their environmental Impact. The benefits go beyond the obvious financial and environmental gains, however. Sustainability programs give companies an opportunity to distinguish themselves from their competitors.

Studies show that employees want to work for socially responsible companies, so an effective sustainability program will aid In the recruiting of new hires. Proactively reducing harmful environmental practices can also potentially reduce liability and can keep organizations one step ahead of future regulatory changes that may restrict, or even outright ban, practices that are currently allowed. Future columns will provide many real-world examples of triple bottom line Initiatives that any company can Implement.

CHANGING LANDSCAPE OF UNIONS BUS 372 Employee & Labor Relations November 9, 2011 CHANGING LANDSCAPE OF UNIONS At the inception of unions, its members consisted of “blue-collar” workers concentrated in the manufacturing sector. Today, only about 35% of union members remain in this sector, requiring unions to expand beyond manufacturing to broaden their membership ranks. Unions are undergoing new developments to increase membership. Entering into the twenty-first century unions will emerge into a new dimension.

The labor union is constantly changing, experiencing a decline in membership, losing influence and power but through experience and careful planning things change. Unions have gone through dramatic changes over the past century. The changing landscape of the unions is not only coming from decline in membership but from modern technology also. In order to show that they can change things have to change. Unions need to have the ability to show that they can effectively get their influence back, increase membership, and power.

In the last century unions have been successful at negotiations especially when it came to bargaining agreements on behalf of their members. Union membership has evolved it a big way in the 21st century. No one can dispute labor’s staying power, given the labor movement’s deep penetration into virtually all the traditional parts of our economy and it continuing hold on these areas (Sloane, Witney 2011 p. 20). Local unions at times have engaged in a variety of social, educational, and community activities. Union leaders realize that the welfare of their members depends on part on a progressive and well-run community.

Having vital interest to the schools since union leaders must pay taxes to operate the schools that their member’s children attend. This will lessen the tension between management and organized labor. Many local unions also conduct regularly sponsored and generally effective educational programs this important since more skilled workers are needed (Sloane, et al 2010 p. 180). With new technology that changes every year it is better to keep members well trained for more skilled jobs. Union’s support of the latest technology will help workers keep their jobs instead of hiring new workers into their workplace.

Unions’ purpose is to increase wages and influence better job conditions for all its members. Jobs have moved work from this country to other countries only because they can make more profits from lower wages and more productivity. So with this in mind the labor union can raise hourly wages, better benefits, increase bargaining power and better working conditions, although it seems easy which it will not be but this can help keep American workers with jobs and stop business from going overseas and other foreign countries. Unions can propose to keep manufacturing sector such as plants, factories operating in the United States.

Keep manufacturing equipment and parts in the States so more workers cannot be laid off. Stop using manufacturing products from other countries and start a campaign to only use American made products. Getting the members that they already have to come aboard as a force to be reckoned with on one accord the more numbers the more force. Today there are several major organizations under one company umbrella a large number of unions thru mergers such as AFL-CIO, SEIU, UAW just to name a few representing workers (Sloane, et al 2010 p. 18). These unions have come to understand and address issues that are important to their member in the workplace. Unions can reform to increase their membership by campaigning and adventuring outside of the normal places to get new members to join. Unions have given a voice to their many members concerning fair wages, safety, benefits, health care, and training. Unions can continue to support the training programs that will keep their members up to date with modern technology.

This would help businesses from wanting to go over to other countries why should a business go somewhere else when they will have qualified workers here eager to keep up with the new technology that change all the time. This will also increase membership when the union is willing to train members especially ones that have not joined yet. This can prevent job displacement. Unions can make a win-win situation for unions and businesses by having more trained workers that can adapt to the ever changing technology in the workplace.

Since the changing landscape is not only coming from low membership but new technology. Unions can try to recruit new members so that they can have more bargaining power so that jobs cannot be shifted overseas because of lower wages. The more jobs that the United States can provide the more employees can keep their jobs. Global competition is growing many unions have sought to offset this handicap by banding together for contract negotiations purposes in what is known as coordinated bargaining.

This universally denotes the presentation of united union front at the bargaining table and often also involves common union demands (Sloane et al 2010 p. 218). Unions can reform by using reverse tactics, keep corporations from operating in various countries, get control over the combination of tax concessions, control the lower-cost labor abroad, and get more control over accessibility to vital material. Get control over the expanded employment that is going across the U. S. Unions can get together and stop workers from being displaced and passing higher cost to consumers.

This will give unions more effective power of collective bargaining agreements to keep manufacturing facilities, keep members, and jobs. Today’s collective bargaining sessions have no place for the uninformed, the inept, or the unskilled (Sloane et al 2010 p. 234). Unions must do everything to survive in this next century by giving member what they want and keeping goals that they have set for each other. Reference Sloane, A. A. , & Witney, F. (2010). Labor relations. 13th ed. Upper Saddle River, New Jersey. Pearson Educational, Inc.

Transition probability matrix.

Specific Assignment Details

For the store manager group, you will analyze the information and prepare a report showing the results of the Markov analysis and the EEO investigation. The Director asked you to address these questions in your written report:

1. Currently, the organization expects that its forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process:

a. Currently, the organization expects that its forecast for labor requirements is essentially constant from the previous year. This means the forecast for next year will be taken as given.

b. Fill in the empty cells in the forecast of labor availabilities in Table 1. 1.

c. Conduct an environmental scan. Based on the environmental data, what factors in the environment suggest Tanglewood might have difficulty filling their vacancies in the future? Upon performing an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons.

According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled.

d. Compute year-end totals for each job in Table 1. 1 and do a gap analysis to determine where shortages will occur in the next year.

e. Develop a preliminary statement of the action plan for hiring for Washington next year. This should be an overview of the number of individuals needed to meet projected staffing levels for various positions that can be given to store managers. Make sure that your recommendations take the strategic staffing levels issues from the introductory case into account.

2. Examine the percentages of employee representation across demographic categories for Tanglewood and the available labor market for Table 1. 3. Are there any particular classes or jobs where the representation within Tanglewood appears to be out of line with the available workforce? What does the pattern suggest to you?

3. Based on your analysis and the affirmative action plan, do you think the company should engage in a specific strategy to change its recruiting and promotion practices? Do you think it is realistic for the company to try to meet their affirmative action goals in this process in a single year? What are the pros and cons of using internal promotions vs. external hiring to rectify the problems with gender and ethnicity representation in supervisory positions?

4. In addition to the specific targets for employee representation for the Spokane flagship location, Tanglewood wants to use this opportunity to establish estimates for the entire chain’s staffing policy regarding demographic representation of the workforce. How do you think individual stores can respond to overarching organizational objectives? Prepare a memo to be disseminated to the individual stores that give a sense of your targets for the organization as a whole, and also gives the stores advice on how they can assist in narrowing any representation gaps you find through their recruiting, hiring, and promotion practices.

Speaking Out about Malt Case 8. 3 Page 404-405, Moral Issues in Business The case of Whitewater Brewing and Mary Davis touches upon several views and moral issues that are not specifically black or white. Case 8. 3 specifically deals with a business called Whitewater Brewing Co. Whitewater Brewing, as its name sounds, is a manufacturer of alcoholic refreshments, selling its brands to various consumers. The article in particular focuses upon a specific Whitewater product, Rafter.

Rafter is being targeted to match other similar products that are bottled in a 40 ounce size. The unfortunate part is that these 40 ounce size refreshments are not only popular with inner-city teenagers but in the area where Whitewater sells these 40 ounce products there is already a community alcohol related problem. Whitewater is not in foreign territory, numerous other companies already have sold similar products in the same area targeting the same clientele. More importantly due to its popularity this product produces good revenue for Whitewater.

Enter into this scenario an employee of Whitewater Brewing Co. , Mary Davis, an Associate Vice President. Mary has decided to further her education and is attending a course at an outside school, with her husband who was pursuing his MBA. My intention is to try to determine whether or not Mary or Whitewater were following any ethical practices, determine why they made the choices they did, and to attempt to determine if there is any validity to their reasoning. Mary begins working on a term project studying the making of wine and beer.

Research shows Mary that several companies’ market products that are high alcohol based and sold at a very low price point, and not considered a premium product, strictly to satisfy a specific market niche. As Mary’s investigations continue she begins to insert her own feelings and viewpoints into her findings and her paper become a reflection of her personal viewpoints, and not necessarily those of her employer. For the opposite side of the case Whitewater Brewing is basically working like it should; trying to maximize profits for its shareholders marketing products to satisfy consumer needs.

In this case, that need is a malt liquor sold in 40 ounce containers and targeted to specific customers. This is nothing new, as other businesses are already in this market. The one caveat here is that none of the companies markets their malt liquors under their name; almost to distance themselves from the negative social implications resulting from the sales of malt liquors, specifically to this target audience. Separately and apart neither Mary Davis or Whitewater marketing products would have been a “Case 6. 3” were it not for the fact Mary Davis IS an employee of Whitewater.

More so it never would have bubbled to the surface had Mary Davis done what she did; which was to ultimately write an article for a paper discussing her personal views on malt liquors wherein she states, again her views, as to the social responsibilities of businesses that produce malt liquors. In stating her personal opinions Mary now has pitted herself again the views of the business. Because Mary’s article is viewed negatively by Whitewater, the CEO of Whitewater fears the article will have a negative impact to profits and to the product(s) they sell.

They also feel this could lead to legislation that would ultimately result is direct product loss and loss of revenue. These would be fairly legitimate concerns for any business, in my opinion. So if a socially responsible company produces bad products are they bad? One can argue especially in the case of liquor manufacturers that there is heavy investment to provide a product that is intended for good use and that they aggressively help to pass legislation helping to address those who use their products in a negative manner.

So morally and ethically Whitewater, in my opinion, is doing what they are intended to do. Specifically they are trying to make money, and to do so in an ethical manner. No company can be wholly responsible, in every circumstance (but in a specific few), for the immoral or unethical behavior of others utilizing their products. Ralph Jenkins, CEO of Whitewater, writes to Mary Davis to express the company’s views on her behavior and to ask her to first clear all further comments (regarding her personal views on liquor production) with the business. Mary feels this to be an invasion of her right to free speech.

Additionally Mary informs Ralph Jenkins that she seeks to pursue her article further and even speak at an engagement about her views (personal ones). Mr. Jenkins remains adamant that Mary adhere to his requests further escalating things to state she can either comply or resign. So does Davis have a moral right to free speech in the workplace, or can Whitewater determine the extent to her ‘free’ speech? Also what would Davis’s best path ethical path be? The second is the easiest to answer so I will do that now. Davis could simply put resign, enabling her to champion her beliefs and become a martyr for her cause, as it were.

As for the first question the answer is not a simple clear cut one, and ultimately will be an individual one. Currently there is already legal precedent that allows companies to require employees not to “act or speak disloyally”. Take the following case: In Korb v. Raytheon, 574 N. E. 2d 370, 410 Mass. 581 (1991), Raytheon terminated Lawrence Korb after receiving complaints of his public involvement in an anti-nuclear proliferation nonprofit known as the Committee for National Security (CNS) and his advocacy of reduced defense spending.

On February 26, 1986 The Washington Post ran an article describing Korb’s speech at a press conference held the day prior as “critical of increased defense spending. ” Following the publication of the article, several military officials “expressed their disapproval” of Korb’s comments. [77] Despite writing a letter of retraction which ran in The Washington Post, Raytheon terminated Korb’s position after it continued to receive “Navy, Air Force, and Armed Services Committee objections. [78] In adjudicating Korb’s claim of wrongful discharge, the Supreme Judicial Court of Massachusetts found “no public policy prohibiting an employer from discharging an ineffective at-will employee. ” His claim under the State Civil Rights Act was dismissed as well. In affirming the lower court’s decision to dismiss, Justice Abrams wrote: “Although Korb has a secured right to speak out on matters of public concern, and he has a right to express views with which Raytheon disagrees, he has no right to do so at Raytheon’s expense. [79] The above article shows one perspective of the courts on this matter. Furthermore Mary Davis needed to be sure her personal opinions could withstand the scrutiny of being challenged for slander, unless there was very strong specific data supporting her views. Despite Mary’s strong personal views, even if validated, she is in conflict by the very nature of working for Whitewater and having such strong personal views. She may have morally sound arguments about liquor products but she is ethically wrong then for working in the liquor industry.

My view is that Mary’s intent, though ethically sound, is still less ethical than that of Whitewater. Mary attempts to peanut butter spread the first amendment right to free speech across the board, when in fact Whitewater too has rights and expectations within the first amendment. While Mary is entitled to do as she chooses outside of work; there are limitations when her choices can have specific negative impacts to her employer. And for these impacts she can be held accountable legally, despite her moral righteousness.

In conclusion there is no clear path to moral righteousness and ethical behavior. What I feel is important is that in the end we can do either in a manner that withstands legal implication (much of it already established) and exercise our own personal moral conviction in a manner that does not leave us conflicted. QUESTIONS FROM THE BOOK. 1. Do you think Mary Davis acted irresponsibly or disloyally? I don’t believe at the time Mary Davis intended to act irresponsibly or disloyally; however Mary should have thought more about the big picture and talked with her management first about her intentions.

This is a particularly tough issue; as this does touch upon the right to free speech. Depending upon what sort of agreement the company has with Mary would speak volumes as to her ‘rights’ outside of work and expectations as to how she is expected portray her company. Mary also should have known that media sensationalism is what they are in business for. Her views were liable for their interpretation and hence liable to be misconstrued or mis-utilized; as they were. Does Whitewater have a legitimate concern about her speaking out on this issue?

Mary’s concern is legitimate; of that there is no doubt. However as an emissary of her company she is responsible both inside work and outside work to present an image of her company that is positive. Or she could choose to work elsewhere. If Mary were to choose her moral high ground and leave the company she would be commended for her actions that follow her beliefs. Does the company have a right to abridge her freedom of expression? The company does have some right to abridge her freedom; particularly if they have a company handbook which specifies their expectations (within reason).

Mary’s views and activities outside of work have no real concern to her company; but ethically Mary is working in an industry where serving liquor is the nature of business. These companies often display and rely on laws and policies to inflict rules regarding consumption and abuse. That individuals abuse their products is really not completely their fault. Ethically they are trying to be responsible and they are after all in the business to sell and make a profit. 2. Is your answer to question 1 affected by whether you agree or disagree with the views Mary Davis expressed?

I think for the zealots on either side of the spectrum individual views would impact whether they agreed or disagreed with Mary Davis. However, it is my belief that you need not side nor disagree with Mary to realize that her behavior and that of Whitewater brewing are dealing with ethical grey matter. The company has rights as much as Mary does; and each can make choices that would resolve this conflict. Mary can leave Whitewater and then no longer be under their scrutiny or Whitewater can have specific policies on expected behavior that reflects the company position.

Communication is at the core of the problem. If either side had communicated among themselves could have avoided this situation; and who knows; perhaps Whitewater being community responsible may have given Mary a different tact to utilize that would have made her and Whitewater happy. 3. Should there be any limits on an employee’s freedom of expression? If not, why? If so, under what circumstances is a company justified in restricting an employee’s right to speak out? This is a tenuous issue as there are already many amendments to current laws of free speech.

I understand that businesses have a right to ensure viability and employee comments can adversely affect them. I think so long as there is clear communication up front about business policies regarding this and that they are communicated regularly and clearly then it becomes a buyer/employee beware situation. Again within reason individuals should still be able to express themselves; particularly when there is no direct verbiage that is specific about a business. I am an opponent to a business screening by Facebook etc as what a person does on their time does not necessarily prove they would be bad at work.

Statistics aside we all know you can make data to support whatever view you want today. The bigger question is the legal one; and companies basically in my opinion wield a heavy sword (meaning they have deep pockets for legal issues) to drive their views and challenge you to dispute them. So one question we should be asking is once hired by a business “Are you now their property which can be used in any way, and discarded when no longer needed? ” After all, today one can be dismissed without cause, employee at will. Take for instance the following article:http://www. bs2. com/freespch. htm The First Amendment to the U. S. Constitution establishes freedom of speech in the USA. There are several major limitations on this freedom: Only the government is prohibited from restricting speech. Private corporations are free to censor speech of their employees. Freedom of speech is not absolute, even when government regulation or law is concerned. For example, freedom of speech does not give one the right to commit perjury. See the beginning of my essay on infotorts for more examples. Since 1977, the U. S.

Supreme Court has retreated from protecting freedom of speech even for government employees, as explained in my separate essay. Fundamentally, an at-will employee in the USA can be terminated at any time, and for any reason – or no reason at all – and the courts will not intervene to protect the ex-employee from allegedly unfair treatment by the employer. Courts have repeatedly recognized that “any reason” includes a “morally wrong” or “morally reprehensible” reason. I have briefly discussed the history of at-will employment in the USA and criticism of this doctrine in a separate essay. The combination of: o legal protection for freedom of speech of employees of for-profit and non-profit corporations and other non-governmental employers, and the freedom of employers to terminate employment at any time, for any reason means that employees in private industry have no legal rights to freedom of speech. (end of article) The case presentation doesn’t specify whether the newspaper article identified Mary Davis as an employee of Whitewater. Is that a relevant issue? Whether Mary Davis was identified or not is not necessarily relevant. Once stated, today there should be an assumption that someone, anyone, can ultimately determine ownership.

This is especially true if the information is anything but verbal and has been recorded in any way, manner, or form. Does it matter what position in the company Mary Davis holds? To a degree the fact that Mary Davis is high up in the corporate chain bears a more significant impact. In a higher position Mary is more an emissary of the business and as such expected more to promote the business image. However despite her position as an employee of a business she is bound to the requirements of that business, especially once specified to her. Or she can choose to follow her conscience and resign. . What do you think Mary Davis ought to do? Clearly Mary Davis should resign; or fold to the demands of her boss and refrain while employed by Whitewater from expressing her personal views on any liquor related issues. What moral considerations should she weigh? Mary simply needs to weigh what is important to her; her work, money, job and family stability or her moral considerations and the possibility that she would need to shift employment in order to not have direct involvement in an industry she believes to be practicing unethical behavior. Does she have conflicting obligations?

Mary does have conflicting obligations. If so what are they? They are her obligations to survival, money, job stability, employment, etc. On the other side is her obligation to her conscience and her moral beliefs, particularly the one that is contrary to the production and sale of malt liquor to individuals (specific individuals). 5. Is the company right to be worried about what Mary Davis writes or says, or is the board of directors exaggerating the potential harm to Whitewater of her discussing these issues? The company is totally right to be worried about Mary Davis.

There is many a story about David and Goliath where a single individual toppled a business based upon their personal beliefs. 6. Assume a CEO like Ralph Jenkins is legitimately worried that an employee is making damaging statements about the company. How should the CEO handle the situation? My opinion is that the CEO would need to sit with the employee and state the business doctrine as it were. Next would be to ask open ended questions to see if there was an option where both needs could be met satisfactorily without any negative repercussions to either party involved. Is discharge or some sort of discipline called for?

Initially, discharge or discipline may not be called for; unless policies had been clearly stated beforehand. Should the company adopt a formal policy regarding employee speech? All companies should have formal policies regarding employee speech. Moreover these should be communicated in plain simple language and reiterated yearly to ensure everyone remains cognizant of the policies. If so, what policy would you recommend? I recommend a policy that is developed with the individuals at all levels of the business to ensure varied concerns are addressed and the needs of the business (their viewpoint) is clearly understood.

Works Cited Customer, A. “Amazon. com: Moral Issues in Business (9780495007173): William H. Shaw, Vincent Barry: Books. ” Amazon. com: Online Shopping for Electronics, Apparel, Computers, Books, DVDs & More. Web. 16 Jan. 2012. <http://www. amazon. com/Moral-Issues-Business-William-Shaw/dp/049500717X>. “First Amendment to the United States Constitution. ” Wikipedia, the Free Encyclopedia. Web. 16 Jan. 2012. <http://en. wikipedia. org/wiki/First_Amendment_to_the_United_States_Constitution>. “Freedom of Speech. ” Dr. R. Standler’s Professional Homepage. Web. 16 Jan. 2012. ;http://www. rbs2. com/freespch. htm;.

1. Is it fine to privatize profits and nationalize losses, is it right for organisational development? As the United States Of America had to suffer sub-prime crisis during 2007-2008. Many home-owners defaulted in their payments causing Freddie and Fannie to suffer multi-billion dollar losses. The share prices tumbled by more than 90% and the investors around the world felt that these two firms might not be able to live upto the guarantees which they have to provide to the public.

It is somehow justified to “Privatize profits and nationalize losses” as the major companies(Freddie and Fannie) which required bailouts were US federal government entities and their guarantee was backed up by the federal government and in case of crisis the US government backed it with a gurarantee. Therefore the mortgage was a very safe option for the public. It is somehow argued that to privatize profits and nationalize losses is not good for the Organisational Development of the companies as this might set up a bad example for the future.

It encourages weak leadership and poor management. The organisations should access the risk associated with their functioning and should adopt a proactive approach to counter such problems. The assured government bailout would affect the organisational working which would otherwise have been different. 2. Was this a result of failure of leadership of these firms ? The downfall of such huge companies is not just a failure of the financial system, but also a huge leadership failure.

Excessive interest in personal financial goals as against the larger interest of the organization is one of the root cause of this meltdown. These days some managers are not that efficient and rely on reward and incentives. They believe that if they hire smart people, give huge incentives for personal results, the management of the firm would take care of itself. Under such circumstances, taking risks to achieve personal goals even if that puts others or organization in danger seems acceptable.

These particular leadership failures have been a major cause of this full-scale meltdown of US financial So, proper approach and tackling problems in advance can avoid such kind of downfall of the companies. For eg. The subprime crises has never been thought off in indian market and the indian companies are not providing sub prime loans and have been only dealing with prime mortgage market so as to avoid future debacles which would prove fatal for the economy. The sub prime market of India is considerably small than the Prime mortgage market.

In the past years, SMART trains have been hit by poor maintenance issue as their trains were breaking down when it was needed the most (peak-hours) thus affecting their efficiency. After the major breakdowns, SMART publicly announced numerous of changes. However, there were more break-downs in the following months. A research will be done in this paper to study, investigate and search reasons for this resistance. 2. Literature Review Change is something most people are afraid of as it sometimes requires a walk into he unknown and it definitely disturbs the status quo of the present environment.

The researcher would be discussing this subject matter as shown in the diagram below. 2. 1 Importance for Change Change in an organization often occurs as a response to an ever-changing environment, a retort to a recent crisis situation. The developing body has within it an underlying form, logic, program, or code that regulates the process of change and moves the entity from a given point of departure toward a subsequent end that is preferred in the present state. (Wick and Quinn, 1999, up. 361–386) Individual heartsickness are not seen as an important determinant of innovative behavior between people in organizations.

However, administrative positions and roles do seem to have an impact on the involvement of an individual in the change process. Structural characteristics of the organization strongly affect the organization’s innovative behavior. Political and economical factors and other organizations innovativeness is a major determinant of an organization’s change behavior. (Baldric and Burnham, 1975, up. 165–176) In this viewpoint, the political, economical, social and technological factors play a major role in the importance for hanged. 2. 1. Political and Economical Factors Even though political and economical factors are two separate factors, economical issues are usually derived from legislations be it local or in a foreign country. Change can be affected by these factors by a number of causes. It has been identified that political issues can affect the success in managing change. (Baldric and Burnham, 1975, up. 165–176) “A good example would be the need to find an alternative to oil.

It is a particularly related illustration at the time of writing, with the condition in Iraq remaining unsound and with U. S. Iran affairs being unstable” (Raviolis, 2013). While managing change, firms need to sustain a high standard of honesty and integrity to be able to operate successfully in markets (Retreat and Brick et al. , 2009, up. 371-?390) especially in countries where the government keeps a close eye on its economy. However, in some instances, if an enterprise contributes a significant economic activity to the host nation, the host country may become more dependent on the subsidiary. (Rosenstein and Sings, 1991, up. 340-?361) for examples, small countries like Singapore depend on investments of Multinationals.

Thus, these roves that political and economical factors in the globalizes world would affect an organization’s need to change. 2. 1. 2 Social Factors As political and economical factors can affect organizations, it as well affects the social environment hence affecting the organizations indirectly. This is sometimes due to social movements of the society at large. Be it psychologically (due to technological advancements) or physically and thus, organizations would have to reposition and maintain itself to survive. At times, these social movement ends up becoming an organization.

Organizational continuance is a special form of ambition alteration, in which the primary movements of the organization is to maintain or to get an increase of membership, funds, and other necessities of organizational existence and losing its original goal. (Zeal and Ash, 1966, up. 327–341) Slight changes can lead to bigger ones, and original intent can be completely lost. For example, a social movement can become a commercial establishment; a radical rock radio station becomes an almost respectable part of a large corporation. March, 1980)

According to the researcher, these movements include how the mass population thinks. The reason is because whenever new information is provided and understood, it would be setting the stage for the failure or rise of organizations. An example would be the fall of Monika and rise of Apple. 2. 1. 3 Technological Factors The technological advancements in society have made it more difficult for organizations to adapt in today’s volatile environment. Technology seems to evolve in response to the interplay of history, individuals, and market demand.

Technological change is a function of variety and chance as well as structure and pattern (Dustman and Anderson, 1986, up. 439-?465) and in this globalizes environment this statement is further supported by Townsend and Demark et al. (1998, up. 17-?29) as new organizations will be unrestrained by geography, time, and organizational boundaries due to the advancement of technology. 3. Why is change resisted Bringing change to an organization is good if the organization would want keep up if the changing times. However, not every employee in the organization would want change.

The researcher would be discussing a few of the major resistance which goes against the organization. 3. 1. 1 Political Resistance Organization employees may have political resistance because they think that they would lose something of importance when the change is accepted, like loss of power, ole, and position in the company, status, size of budget, even individual compensation. (Wilma and Killingly, 2013, up. 14-?21) This type of resistance is usually by employees who are in decision making positions. Individuals and groups can also convey or feel degrees of resistance.

It must be kept in mind that resistance is self-motivated and it changes depending on the different types of situations. (Starr, 2011, up. 646–660) This means that this resistance is as well purely based on self interest and not on the interest of the organization. For example, the employees loud feel that they will not be seen with the same value as they were after the change, learn new software and systems 3. 1. 2 Uncertainties/ Blind Resistance Uncertainty represents the degree of argument that is often inherent to an organization accounting improvement and change. (Masque and Teller et al. 011) Employees usually resist change as they are venturing into uncharted charity and thus it would be disturbing the status quo of their environment.

Uncertainties usually happens when individuals are not capable to give a logical reason to the events or to even guess future actions, even as uncertainty is connected to the childhood of assigning numerous guesses to the same event. (Modern, 2007) Uncertainties are closely linked with political resistance as these two are interlinked with one another. 3. 0. 3 Low tolerance for change It has been noted by researchers that every individual are constrained by their ability to adapt to change.

Cotter and 2008, p. 130) had stated that the key barrier to organizational growth is managers’ lack of ability to modify their attitudes and behavior as quickly as their organizations would need. This is even though the managers understand the need to change in the way they work but are moieties psychologically incapable to make the change. Kelley and up. 453-?465) suggests a generalization that echoes the same finding. The attitudes of high valued group members will have a larger opposition to change than with those of low valued group members.

This simply states the fact that employees with more power and influence would have little to no tolerance for change whilst employees with less influence and power would have a greater tolerance for change. 4. Methods to Reduce Change Resistance Whenever change is resisted in an organization, the organization must devise ways to educe this resistance. As the researcher has discussed in section 3, there are many forms of resistance and to counter these resistances, there are a number of tools organizations use to reduce the resistances.

The researcher would be discussing eight of the most effective ways to try and offset the resistance. . 0. 1 Education & Communication Whenever employees resist change, it is usually because they were not informed on the benefits the change can bring to the organization. However, it can be that the decision maker is positioned above the change agent. Now, the decision maker is costively willing to a planned change but refuses to give endorse the change as it may adversely affect the confidence or competence of the employees. This is when the subordinate must go on to communicate and educate the employees of the organization so as to get the endorsement from the superiors. Patti, 1974, up. 367–383) To “unfreeze” employees and to make them comfortable with change, Fern and Ex. et al. (2006, up. 168-?176) suggests employing effective written and verbal communication amongst fellow colleagues. The result would make it for the superior to consent the change as the employees would have an open mind to the change. . 0. 2 Participation and negotiation If by educating and communicating has little effect to reduce the resistance, the change champion can employ the participation and negotiation tactics.

This is when Boomer and Rich et al (2005, up. 733-?753) found out that influence strategy of ‘encouraging appeals’ (I. E. , exciting eagerness based on principles, morals etc. ) and ‘consultation’ (I. E. , looking for participation and support) more often elicited commitment rather than compliance or resistance. In a participative work culture, because staff share identical identity and appreciate why new actions and changes re essential, they are more prepared to work as one and engage in new activities. (Chou and David et al. , 2006, up. 48–263)

Negotiation can be employed when employees are losing out because of change such as loss of power or to handle more work. By negotiating and coming to terms with offers, employees’ resistance would be greatly reduced. 4. 0. 3 Small Scale of Change When there is a radical change, there is a major shake-up in how the organization works and many employees resist this change as they are not ready. To counter this resistant, the organization could slowly and gradually transform so as to not create a rustic disturbance in the status quo of the working environment.

As stated by Choc and Rona, (2011, up. 46-?73) most organizational change models recognize the significance of the “unfreezing” step through such phase as building energy, warm- up or defrosting behaviors, or gaining buy-in to the change attempt. They usually do this by applying incremental changes and not to radicalized the way work is done in the organization 4. 0. 4 Explicit and Implicit Coercion When the previous three methods fails to reduce the resistance of some employees, the management would have no choice but to take a final stand and would have to Royce the employees.

The need to coerce employees into doing something they would otherwise not do that is, to work as hard as they can all the time, even though such hard work is not obviously in their own interests. (Swell and Barker, 2006, up. 934–961) would be in the interest of the organization. This argument is further supported by Cotter and Schlesinger (2008, p. 130) as managers frequently deal with opposition coercively. At this Juncture, they basically compel employees by implicitly threatening them (with the loss of Jobs, promotion possibilities, and so forth).

This loud be the final draw for every manager as the next option would be to release the employee. 5. Conclusion With the research done on why employees resist change and how to deal with this resistance, the researcher would like to conclude by suggesting to SMART to consistently upgrade and update about the organization to their employees has this will be seen as applying incremental change. The top management would have to as well think of ways to prevent future breakdowns of transport services and not be resistant to change and only focus on the future profits as this has drastic consent

THE MATERNITY BENEFITS ACT, 1961 BY SUSHMA SUDHINDRA 1. OBJECTIVE To regulate the employment of women in certain establishment for certain period before and after child-birth and to provide for maternity benefit and certain other benefits. To provide healthy maintenance of pregnant women employee and her child 2. APPLICABILITY Every factory, mine or plantation(including those belonging to Government) To every shop or establishment wherein 10 or more persons are employed 3. TERMS OF EMPLOYMENT No employer shall knowingly employ a woman in any establishment during the 6 weeks immediately following the day of her delivery or her miscarriage.

No woman shall work in any establishment during the 6 weeks immediately following the day of her delivery or her miscarriage. No pregnant woman shall, on a request being made by her in this behalf, be required by her employer to do any work which is of an arduous nature or which involves long hours of standing or which in any way is likely to interfere with her pregnancy or the normal development of the foetus, or is likely to cause her miscarriage or otherwise to adversely affect her health.

The period referred to in sub-section (3) shall be – (a) at the period of 1 month immediately preceding the period of 6 weeks, before the date of her expected delivery; (b) any period during the said period of 6 weeks for which the pregnant woman does not avail of leave of absence. 4. PAYMENT OF THE MATERNITY BENEFITS Every woman shall be entitled to, and her employer shall be liable for, the payment of maternity benefit at the rate of the average daily wage for the period of her actual absence i. . immediately preceding and including the day of her delivery and any period following that day. The average daily wage means the average of the woman’s wages payable to her for the days on which she has worked during the period of 3 calendar months immediately preceding the date from which she absents herself on account of maternity, [the minimum rate of wage fixed or revised under the Minimum Wages Act, 1948 (11 of 1948) or ten rupees, whichever is the highest].

PAYMENT OF THE MATERNITY BENEFITS No woman shall be entitled to maternity benefit unless she has actually worked in an establishment of the employer from whom she claims maternity benefit, for a period of not less than 80 days in the 12 months immediately preceding the date of her expected delivery provided that the qualifying period of 80 days aforesaid shall not apply to a woman who has immigrated into the State of Assam and was pregnant at the time of the immigration.

For the purpose of calculating under the sub-section the days on which a woman has actually worked in the establishment [the days for which she has been laid off or was on holidays declared under any law for the time being in force to be holidays with wages] during the period of 12 months immediately preceding the date of her expected delivery shall be taken into account. PAYMENT OF THE MATERNITY BENEFITS

The maximum period for which any woman shall be entitled to maternity benefit shall be 12 weeks of which not more than 6 weeks shall precede the date of her expected delivery provided that where a woman dies during this period, the maternity benefit shall be payable only for the days up to and including the day of her death: Provided further that where a woman, having been delivered of a child, dies during her delivery or during the period immediately following the date of her delivery for which she is entitled for the maternity benefit, leaving behind in either case the child, the employer shall be liable for the maternity benefit for that entire period but if the child also dies during the said period, then, for the days up to and including the date of the death of the child. 5. CONDITIONS FOR CLAIMING BENEFITS Must actually work for 80 days in 12 months immediately preceding her date of Delivery. Should intimate the employer 7 weeks before her delivery date about the leave period. Can take advance payment for 6 week leave before delivery Can take payment for 6 week leave after child birth within 48 hours after submitting the proof. 6.

PAYMENT IN CASE OF DEATH OF THE WOMAN If a woman entitled to maternity benefit or any other amount under this Act, dies before receiving such maternity benefit or amount, or where the employer is liable for maternity benefit , the employer shall pay such benefit or amount to the person nominated by the woman in the notice given and in case there is no such nominee, to her legal representative. 7. PAYMENT OF MEDICAL BONUS Every woman entitled to maternity benefit under this act shall also be entitled to receive from her employer a medical bonus of 25 rupees, if no pre-natal confinement and postnatal care is provided for by the employer free of charge. 8. LEAVE FOR MISCARRIAGE

In case of miscarriage, a woman shall, on production of such proof as may be prescribed, be entitled to leave with wages at the rate of maternity benefit for a period of 6 weeks immediately following the day of her miscarriage. 9. LEAVE FOR ILLNESS ARISING OUT OF PREGNANCY, DELIVERY, PREMATURE BIRTH OF CHILD, OR MISCARRIAGE A woman suffering illness arising out of pregnancy, delivery, premature birth of child or miscarriage shall, on production of such proof as may be prescribed, be entitled in addition to the period of absence allowed to her under section 6, or, as the case may be, under section 9, to leave with wages at the rate of maternity benefit for a maximum period of 1 month. 10. NURSING BREAKS

Every woman delivered of a child who returns to duty after such delivery shall, in addition to the interval for rest allowed to her, be allowed in the course of her daily work 2 breaks of the prescribed duration for nursing the child until the child attains the age of 15 months. 11. DISMISSAL DURING ABSENSE OR PREGNANCY (1) Where a woman absents herself from work in accordance with the provisions of this Act, it shall be unlawful for her employer to discharge or dismiss her during or on account of such absence or to give notice of discharge or dismissal on such a day that the notice will expire during such absence, or to vary to her disadvantage any of the conditions of her service. 2) (a) The discharge or dismissal of a woman at any time during her pregnancy, if the woman but for such discharge of dismissal would have been entitled to maternity benefit or medical bonus referred to in section 8, shall not have the effect of depriving her of the maternity benefit or medical bonus: Provided that where the dismissal is for any prescribed gross misconduct the employer may, by order in writing communicated to the woman, deprive her of the maternity benefit or medical bonus or both. (b) Any woman deprived of maternity benefit or medical bonus or both may, within sixty days from the date on which the order of such deprivation is communicated to her, appeal to such authority as may be prescribed, and the decision of that authority on such appeal, whether the woman should or should not be deprived of maternity benefits or medical bonus or both, shall be final. (c) Nothing contained in this sub-section shall affect the provisions contained in subsection(1). 12. NO DEDUCTION OF WAGES IN CERTAIN CASES

No deduction from the normal and usual daily wages of a woman entitled to maternity benefit under the provisions of this Act shall be made by reason only of – (a) the nature of work assigned to her by virtue of the provisions contained in subsection (3) of section 4 : or (b) breaks for nursing the child allowed to her under the provisions of section 11. 13. APPOINTMENT OF INSPECTORS The appropriate Government may, by notification in the Official Gazette, appoint such officers as it thinks fit to by Inspectors for the purposes of this Act and may define the local limits of the jurisdiction within which they shall exercise their function under this Act. 14. POWERS AND DUTIES OF INSPECTORS

An Inspector may, subject to such restrictions or conditions as may be prescribed, exercise all or any of the following powers, namely: (a) enter at all reasonable times with such assistants, if any, being persons in the service of the Government or any local or other public authority as he thinks fit, any premises or place where women are employed or work is given to them in an establishment, for the purposes or examining any registers, records and notices required to be kept or exhibited by or under this Act and require their production for inspection; (b) examine any person whom he finds in any premises or place and who, he has reasonable cause to believe, is employed in the establishment: Provided that no person shall be compelled under this section to answer any question or give any evidence tending to incriminate himself: (c) require the employer to give information regarding the names and addresses of women employed, payments made to them, and applications or notices received from them under this Act; and (d) take copies of any registers and records or notices or any portions thereof. 15. POWER OF INSPECTOR TO DIRECT PAYMENTS TO BE MADE (1) Any woman claiming that maternity benefit or any other amount to which she is entitled under this Act and any person claiming that payment due under section 7 has been improperly withheld, may make a complaint to the inspector. 2) The Inspector may, of his own motion or on receipt of a complaint referred to in subsection (1), make an enquiry or cause an inquiry to be made and if satisfied that payment has been wrongfully withheld, may direct the payment to be made in accordance with his orders. (3) Any person aggrieved by the decision of the Inspector under sub-section (2) may, within thirty days from the date on which such decision is communicated to such person, appeal to the prescribed authority. (4) The decision of the prescribed authority where an appeal has been preferred to it under sub-section (3) or of the Inspector where no such appeal has been preferred, shall be final. 5) Any amount payable under these sections shall be recoverable as an arrear of lane revenue. 16. FORFEITURE OF MATERNITY BENEFIT If a woman works in any establishment after she has been permitted by her employer to absent herself under the provisions of section 6 for any period during such authorized absence, he shall forfeit her claim to the maternity benefit for such period. 17. ABSTRACTS OF ACT AND RULES THERE UNDER TO BE EXHIBITED An abstract of the provisions of this Act and the rules made there under in the language or languages of the locality shall be exhibited in a conspicuous place by the employer in every part of the establishment in which women are employed. 18. REGISTERS, ETC.

Every employer shall prepare and maintain such registers, records and muster-rolls and in such manner as may be prescribed. 19. PENALTY FOR CONTRAVENTION OF ACT BY EMPLOYERS If any employer contravenes the provisions of this Act or the rules made there under he shall be punishable with imprisonment which may extend to three months, or with fine which may extend to five hundred rupees, or with both; and where the contravention is of any provision regarding maternity benefit or regarding payment of any other amount and such maternity benefit or amount has not already been recovered, the court shall in addition recover such maternity benefit or amount as if it were a fine, and pay the same to the person entitled thereto. 20. PENALTY FOR OBSTRUCTING INSPECTOR

Whoever fails to produce on demand by the Inspector any register or document in his custody kept in pursuance of this Act or the rules made there under or conceals or prevents any person from appearing before or being examined by an Inspector, shall be punishable with imprisonment which may extend to 3 months, or with fine which may extend to 500 rupees or with both. 21. PROTECTION OF ACTION TAKEN IN GOOD FAITH No suit, prosecution or other legal proceeding shall lie against any person for anything which is in good faith done or intended to be done in pursuance of this Act or of any rule or order made there under. 22. POWER OF CENTRAL GOVERNMENT TO GIVE DIRECTIONS The Central Government may give such directions as it may deem necessary to a State Government regarding the carrying into execution the provisions of this Act and the State Government shall comply with such directions. 23.

EFFECT OF LAWS AND AGREEMENTS INCONSISTENT WITH THIS ACT (1) The provisions of this Act shall have effect notwithstanding anything inconsistent therewith contained in any other law or in the terms of any award, agreement or contract of service, whether made before or after the coming into force of this Act: Provided that where under any such award, agreement, contract of service or otherwise, a woman is entitled to benefits in respect of any matter which are more favourable to her than those to which she would be entitled under this Act, the woman shall continue to be entitled to the more favourable benefits in respect of that matter, notwithstanding that she is entitled to receive benefit in respect of other matters under this Act. (2) Nothing contained in this Act shall be construed to preclude a woman from entering into an agreement with her employer for granting her rights or privileges in respect of any matter, which are more favourable to her than those to which she would be entitled under this Act. QUESTIONS ??? Thank You!!!