Tourism

Introduction

Our group have chosen Shangri La as our topic of discussion for our report writing.

Shangri La is a cooperation that has a lot of hotels and resorts in the whole wide world. The name of ‘Shangri La’ was actually from a novel published in 1933 named, ‘Lost Horizon’ written by James Hilton. In present days, the name ‘Shangri La’ has become famous in the worldwide. In 1971, Shangri La has its own deluxe hotel in Singapore. After that, Shangri La had grew into a huge cooperation which own 72 hotels and resorts in different countries, such as, Asia Pacific, North America, the Middle East, Europe and yet Shangri La is planning to develop more hotels in different countries.

Besides that, Shangri La has two Asia’s most prestigious recreational clubs, that is, the Aberdeen Marina Club in Hong Kong, and the Xili Golf and Country Club in Shenzhen. Furthermore, Shangri La’s always follow Asian Hospitality as their unique hospitality to treat their customer. In order to compete with other hotels and resorts, Shangri La had emphasized on hospitality towards their customer. The main thing that makes Shangri La being successful and being different from the other hotels and resorts is offering high level of Asian standards of hospitality and caring for people.

Therefore, Shangri La hotels and resorts will care for each and every customer. They will make sure that every customer will satisfied with their services. Shangri La search for trendsetters and professionals to serve their customer and to achieve the goal, that is, to make sure every customer has great experience once they stay in the hotels and resorts. Strategic planning is critical to business success. Different from classic business planning, the strategic variety involves vision, mission and outside-of-the-box thinking.

Strategic planning describes where you want your company to go, not necessarily how you’re going to get there. However, like all other “travel plans,” without knowing where you want to go, creating details on how to arrive are meaningless. Strategic planning defines the “where” that your company is heading. In order for a business to be successful, there needs to be a roadmap for success. A strategic plan helps to provide direction and focus for all employees. It points to specific results that are to be achieved and establishes a course of action for achieving them.

A strategic plan also helps the various work units within an organization to align themselves with common goals. Building a strategic plan is not difficult. It will take some thought and some feedback from customers and others, but businesses should be routinely garnering feedback from appropriate constituent groups on an on-going basis. The process of developing a strategic plan should be rewarding for all involved and usually helps develop stronger communications between members of the planning team. Once developed, the key to making the plan work is a commitment to seeing it through and sound implementation.

Many businesses have developed strategic plans only to put them on a shelf to gather dust. Managers need a well-developed strategic plan in order to effectively establish expectations for their employees. Without a plan, expectations are developed in a void and there is little or no alignment with common goals. A good strategic plan looks out 2 to 5 years and describes clearly how the business will grow and prosper over that planning horizon.

Strategic Plan

Describe mission statement, strategic goals and corporate strategies for a hotel

Mission Statement

In 2010, Shangri-La Hotels and Resorts had more than seventy hotels and 40,000 employees, with a vision to double within five years, all while maintaining their unique culture of high quality caring and hospitality. In recent years, the hotel chain has won almost every global award, including Asia’s best hotel brand for business and vacation, best luxury hotel chain (Asia Money), best business hotel brand in Asia Pacific (Business Traveler) and top five best overseas hotel (Observer and Guardian) (Marquardt 2011).

Shangri-La has a powerful vision for its employees as well as its guests. Employee learning and development is an integral role in Shangri-La and is part of the company’s mission, which states that its aim includes “enabling all employees to achieve their personal and professional growth. ” Eng Leong Tan, Director for HR notes, “We seek to be the first choice employer among hospitality workers. We are committed to providing an environment in which employees can learn and grow.

It is not enough just to pay well and offer good benefits. Growth opportunities are equally important, especially to younger employees” (Marquardt 2011). Shangri-La’s hotel mission statement we envision a community of responsible and educated citizens who are environmentally conscious, practice social responsibility in their daily lives and inspire others to do the same. We commit to operating in an economically, socially and environmentally responsible manner whilst balancing the interest of diverse stakeholders (Lincoln 2007).

We strive to be a leader in corporate citizenship and sustainable development, caring for our employees and customers, seeking to enrich the quality of life for the communities in which we do business and serving as good stewards of society and the environment (Shangri-La Asia Limited 2010). “To delight our guests every time by creating engaging experiences straight from our hearts”. Again the same, they want to delight their quests, but as there is a low traffic of guests, it is self explanatory that they are not fulfilling the needs of their guests.

According to their mission they want to differentiate them with others by providing the guests a feeling of home and interacting but for that they need customers, without that they can’t do anything (Kumar Swain 2011).

Strategic Goals

Shangri-La Hotel is a facility of services which provide places to stay for customers around the world. It is known as a hotel or a resort for consumers to relax or even have a vacation at the hotel. Shangri-La Hotel is a much known hotel in Singapore because it was founded there itself. Shangri-La Hotel has provided a hotel for business traveler.

Therefore, it has made another target of business in its management. With these targets, the company has proven to be the world’s best finest hotel in management and services. This hotel has also been situated in Malaysia itself, which have also become a finest hotel for business travelers and also travelers around the world and locally. Therefore, with these achievements, we have decided to make a research about the company itself and prove of its facility that satisfies us as a customer (Shangri-La International Hotel Management Ltd. 2012).

Great hotels are made by great employees, not by crystal chandeliers or expensive carpets. This strongly held belief at Shangri-La Hotels and Resorts translates to a firm commitment to employee development. Such dedication will be increasingly important as the group’s workforce grows from 37,000 to nearly 60,000 by 2013 (Shangri-La International Hotel Management Ltd. 2012). The process begins with careful selection staff are “hired for attitude, trained for skills” providing a fertile foundation for the Shangri-La philosophies to be embraced.

Shangri-La then invests heavily in training perhaps more than any other hotel group with intensive, ongoing coaching for all staff at 68 hotels and resorts. The group then retains its high caliber staff by creating an environment whereby employees may achieve their personal and career goals. Shangri-La has one of the lowest staff turnover rate in the industry (Shangri-La International Hotel Management Ltd. 2012).

Corporate Strategies

Shangri-La Care the group’s defining feature is its exceptional and warm hospitality, as defined by its philosophy Shangri-La hospitality from caring people.

All staff undergoes the “Shangri-La Care” training programme within six months of joining the group. The programme is designed to develop a consistent Shangri-La style of service to deliver a superior guest experience and build brand loyalty. Respect, courtesy, sincerity, helpfulness and humility are all core values of the training. Under the umbrella theme “Shangri-La Care the Shangri-La Way” the programme is divided into four modules: Shangri-La Care 1 – “Shangri-La hospitality from caring people”, Shangri-La Care 2 – “Delighting customers”, Shangri-La Care 3 – “Recover to gain loyalty” and Shangri-La Care 4 – “Taking ownership. The four modules of Shangri-La Care focus on the group’s mission: Delighting customers each and every time, part of Shangri-La’s guiding principles (Mohd Rizal 2007). Shangri-La Care is a living culture within the group, strongly supported by top management and continuously cascaded through the organization. All hotels are required to allocate a specific budget for people training and development and the hotels’ general managers are responsible for ensuring the all the allocated funds are spent year after year.

Below is Shangri-La Care Modules that line out what service personnel do and how to serve their customers should best (Shangri-La International Hotel Management Ltd. 2012).

Shangri-La Care 1: Shangri-La Hospitality from Caring People First of all, addresses how to make the guests feel special and important by focusing on the five core values of Shangri-La Hospitality: Respect, Humility, Courtesy, Helpfulness and Sincerity. It also imbues the value of ‘Pride without Arrogance’ as the service hallmark (Mohd Rizal 2007). . 4. 2 Shangri-La Care 2: Delighting Customers Focuses on the importance of guest loyalty and how it can only be achieved by delighting the guests not just the first time but every single time. Employees must be guest obsessed, doing more for guests by ‘going the extra mile’, being flexible and never saying no, anticipating and responding quickly, and recognizing the guest’s individual needs (Mohd Rizal 2007). 4. 4. 3 Shangri-La Care 3: Recover to Gain Loyalty High lights the importance of recovery when a mistake is made.

When recovery is done well, it may be an opportunity to gain further commitment and loyalty but if there is no or poor recovery the lifetime value of the guest is lost in addition to at least 25 others who may hear of the incident through word of mouth. The module teaches the five steps to recovery – Listen, Apologize, Fix the Problem, Delight – the Extra Mile and Follow Up (Mohd Rizal 2007). 4. 4. 4 Shangri-La Care 4: Take Ownership Finally, addresses the importance of our employees taking ownership to show care for the customers, colleagues and company.

The driver of ownership is “SELF”, which means S (Show commitment), E (Eager to take initiative), L (Lead ourselves) and F (Filled with passion). This module attempts to create in the employee’s the mind-set to live in an environment that is filled with Care for guests, Compassion for colleagues and Pride in the company (Mohd Rizal 2007).

SWOT chart for the Shangri-La

Hotel Strengths| Weaknesses| 1) Shangri-La Hotel is regarded as one of the world’s best management hotel. It includes Shangri-La Hotel and Traders Hotels. 2) Shangri-La Hotel manages to train well employees who are able to provide better quality services to customers. 3) Shangri-La owns strong capital and service that helps it earn good reputation and consumer loyalty. 4) Shangri-La Hotel the uniqueness of interior design of the hotel rooms, lobby, dining cafe and state of the art facilities has been able to attract customer’s intention. It also has been on the luxury of facilities, which can make customers feel comfortable. ) Improved the existing electronic Best Practice process to ensure company-wide benchmarking where ideas with potential for global implementation are highlighted. The most valuable Best Practice recognition was created and is awarded on an annual basis. | 1) Senior executives approaching retirement with no clear recognizable successor. 2) Problems in recruiting employees to work at the resorts. 3) Shangri-La is very famous in Asia but not in the other continents. So it is hard to attract those customers. ) Losing market share to rivals and higher overall unit costs relative to rivals 5) Unattractive compensation packages. Thus, failure to understand culture differences. | Opportunities| Threats| 1) Relatively safe and peaceful business environment. No natural disaster around the Hotel location, no riots, no terrorist attack, without violent protest or demonstration. 2) The resort hotel is located in a unique island with beautiful beaches and clear water ideal for snorkeling and living activities. 3) Shangri-La has opportunities to attract more ustomers. And then it can improve its fame all around the world. 4) The income of residents continued to rise, according to Maslow’s theory of the level demand, when the people’s living standards up to a certain extent, they hope to meet spiritual needs. Hotel facilities will attract customers’ so the hotel consumption of the people will continue to increase. 5) Increase presences in Asia and also relaxed travel restrictions. | 1) Aggressive fishing activities have been carried out nearby the island lately and it has caused unduly pollution as a result. ) There are many existing and newly built island resorts in the Asia-Pacific region. 3) The competitors are strong. There are lots kinds of hotels, so Shangri-La does not have tremendous competitiveness. 4) Restrictions on travel. 5) Increase in the cost of labor and current economic situation. | SWOT analysis can be defined as “a critical assessment of the strengths and weaknesses, opportunities and treats in relation to the internal and environment factors affecting an entity in order to establish its condition prior to the preparation of the long term plan. In addition, strengths and weaknesses analysis involves looking at the particular strengths and weaknesses of the organization itself and itself and its products/services range. It is an internal appraisal. An analysis of opportunities and threats is concerned with profit making opportunities in the business environment and with identified threats such as falling demand, government legislation and new competition etc. Therefore it is an external appraisal.

 Reference

1. Online Business Advisor, 2006, (Why is Strategic Planning important), viewed 23 February 2012, Available from: http://www. onlinebusadv. com/? PAGE=171
2. David Ingram, D 2012 (Why is the Implementation of projects important to strategic Planning and the Project Manager) viewed 23 February 2012, Available from: http://smallbusiness. chron. com/implementation-projects-important-strategic-planning-project-manager-18215. html
3. Shangri-La 2012, (International Hotel Management Ltd. ) viewed 23 February 2012, Available from: http://www. shangri-la. com/en/corporate/aboutus/overview 4

A public Servant is someone who does something that is in the best interest of the people. It can fit many different roles but is often used by politicians to describe them. A Civil Servant is someone whose job is to do government work, usually a bureaucratic. A civil servant or public servant is a civilian career public sector employee working for a government department or agency. The term explicitly excludes the armed services, although civilian officials will work at “Defence Ministry” headquarters.

The term always includes the (sovereign) state’s employees whether regional, or sub-state, or even municipal employees are called “civil servants” varies from country to country. In the United Kingdom, for instance, only Crown employees are civil servants, county or city employees are not. Many consider the study of civil service to be a part of the field of public administration. Workers in “non-departmental public bodies” (sometimes called “Quangos”) may also be classed as civil servants for the purpose of statistics and possibly for their terms and conditions. Collectively a state’s civil servants form its Civil Service’ or Public Service.

Two concepts of public servants and civil servants are very confusing in any study of public administration as both are very similar to each other. Not understanding the two concepts clearly is the reason why some students make the mistake of treating them as interchangeable, which is wrong as despite similarities, there are vital differences that need to be highlighted. One thing common to both a civil servant and a public servant is the fact that they are both officials in government departments, and though they are termed servants, they are actually bred and brought up to feel superior to common people.

Both have an umbrella of security in the sense that their jobs are guaranteed, even if they are average or poor performers, and this sense of security makes them arrogant in their behavior towards common people. Technically speaking, a civil servant is as much a public servant as a bank officer, though the major difference pertains to the level of control each has in his hands. A civil servant is always a part of the administration, and is thus, a rung above other public servants.

Even, a nurse working in a government hospital qualifies to be a public servant, though she cannot be compared to a district magistrate (DM) who belongs to the category of civil servants. There are huge differences in not just pay scales and salaries; there are different sets of rules and regulations in hiring and promotion for both civil servants as well as public servants. Civil servants are selected through Union Public Service Commission at the union level, whereas every state has its own Public Service Commission to select civil servants and press into service at state level.

IMPACTS OF TOURISM IN HOST COMMUNITIES Tourism is one of the most important worldwide activities; it is also of great importance to the socio-economic and cultural development of a country. Tourism is a vital tool for conservation of natural systems, contributes to sustainable development of local communities and creating communities about sharing experiences. But if this activity is disorganized, uncontrolled and poorly planned can cause damage to both, environmental and cultural.

People started feeling the necessity to travel when they realise the world was full of new and different things to do, and at the same time those things offer them new lifestyle. However they were not only with the intention to visit and learned, they wanted to establish and teach their own traditions to these new places and societies. Nevertheless, not all people change the community, the majority of time community changes the idea of what would be an appropriate lifestyle of those new members. For this reason we can say that tourism has been creating positive and negative impacts on host communities.

On the other hand, when people decide to travel the cultural factor plays an important role at the moment decision is about to make. Tourists usually choose a destination completely different to their current environment. That is why this essay will discuss the good and bad consequences tourism cause on host communities. In addition, it will argue about the importance of the cultural factor within the tourism. Negative impacts on host communities It is hard to think that tourism an activity that can make feel happy can carry negative impacts.

According to Bruce (2001), one of the biggest problems of tourism is that tourists and visitors invade places that belong just to the community, such sacred temples or lands, destroying or making bad use of their properties. This is due to travel agents vending trips to the authenticity of host communities, assaulting their private places, ceremonies and rituals. And, because of that tourist may misunderstand the main reason of why those rituals or ceremonies are for, along with bad comments about the destination causing decreasing of the tourism.

Tourism also brings a number of consequences such: prostitution, gambling, begging and crime. The existence of these activities except of crime is due the tourist. People create these new services to satisfy the customers in this case the tourists. Prostitution in third world countries is very common. According to Duncan, E, and Navarro, H (2001) in Colombia, Cartagena children prostitution is common due to the economic conditions of the population. The majority of the children don’t have enough money to satisfy their basic necessities such food, and clean water.

For that reason they sell their bodies for less than 50 dollars to tourists. One the other hand, another negative impact of tourism in undeveloped countries is the use of money earn by tourism activities. Indigenous from third world countries do not receive any profit made by them, contrary they live in poor conditions. This kind of host communities, despite what is sold to tourists is their lifestyle they suffer from health problems, poor access to education, expropriation of their land, extreme poverty, violation of their right and discrimination. On the other hand crimes increase in countries which the lifestyle is too high, due to the large number of tourist in the area. Furthermore, French, C, and Craig-Smith, S (2000), even though tourisms bring employment, it also brings rivalry between citizens in the community. The type of work that tourism creates is casual or part-time jobs, that means that natives won’t have the opportunity to work all the year. Besides foreign people travel to those communities in peak season and take the job of the citizens.

Positive impacts on host communities On the other hand tourism can bring positive impacts to host communities. Gursay and Rutherford (2011) suggest that: Its basic tent is that locals are likely to participate in an exchange if they believe that they are likely to gain benefits without incurring unacceptable cost if locals perceive that the benefits are greater that the cost, they are inclined to be involve in the exchange and, thus endorse future development in their community. ” (Gursay & Rutherford 2011, p. 95) To travel tourists must have a purpose, most of the time people go overseas to know new cultures, different sceneries. For that reason is important that the destination place have good infrastructure, flora and fauna sanctuaries and great amenities for the tourists. Besides, the local people can make use for personal purpose. In addition, tourism helps the preservation of traditional customs such: dances, food, rites, and festivals. It is important to protect old customs to attract tourist to go.

Christopher (1998) state: “The impacts can be positive, such as the case where tourism preserves or even resurrects the craft skills of the population” (Christopher 1998, p. 169). Conclusion In conclusion tourism can bring positive and negative impacts; the negative impacts can be more than the positive. However, it is an industry that won’t finish despite all the consequences its make. Tourism helps the economy and develops of a country. Reference 1. Bruce, D 2001, Environmental, Ecotourism.

Socio-cultural impact, John Wiley & Sons Australia, Milton, pp. 120-124. 2. Christopher, P 1998, Tourism: principle and practice. The socio-cultural impact of tourism, 2nd edn, vol. 8, Longman, England, pp. 168-184. 3. French, C, Craig-Smith, S, and Collier, A 2000, Principles of tourism. The impact of tourism, 2nd edn, Person Education, Australia, pp. 305-330. 4. Gursay, D & Rutherford, D 2011, “Developing a community support model for tourism”, annals of tourism research, vol. 38, no. 3, pp. 64-988, SciVerse ScienceDirect Journals, EBSCohost, Viewed 27 April 2012. 5. Navarro, H, Duncan, E 2001, “Prostitucion de menores en Cartagena: Estimacion de costos sociales y economicos”, Universidad Jorge Tadeo Lozano seccional del Caribe Departamento de investigaciones, pp. 8-11, google schoolar, viewed 14 March 2012. 6. Wearing, S & Neil, J 2009, Ecotourism Impacts, Potentials and Possibilities. Ecotourism and Protected areas: Visitor Management for Sustaninability,2nd edn, Burlington: Elsevier

FUNDAMENTAL OF MANAGEMENT TITLE: Samsung Company PREPARED BY: MUHAMMAD IKHWAN BIN RAMLI (2012619556) NURFATIN AMALINA BINTI NAZUMUDDIN (2012224332) NOR SUZIYANA BINTI NOR SAMSUDIN (2012456178) NIK NURUL AFIQA BINTI NIK ZAINI (2012255996) LECTURER: MADAM FAZIDA BINTI KARIM ACKNOWLEDGEMENT . Bismillahirahmanirrahim. First of all, we would like to thank ALLAH S. W. T and his messenger, Prophet Muhammad S. A. W. It is because of his blessing, it is possible for us to finish this assignment. We also like to thank our parents. It is because of them we can finish and possibly to do this assignment.

With their support, hope and prayers, we were able to complete this assignment. We also like thank our lecturer, Madam Fazida Binti Karim. Due to her guidance, ideas and knowledge, we were able to finish this assignment with full inspiration and determination. She also gives a lot of advice on how to finish this assignment. We would also like to thank all of our classmates because of their classmates because of their support, new ideas, opinions and additional information for this assignment. Finally, we would like to thank everyone that got involved in helping to complete this assignment successfully.

Without them, we would be facing plenty of complications and challenges for finish this assignment CONTENTS No| Contents| Page| 1| Introduction| 3-4| 2| Planning| 5-8| 3| Organizing| 9-13| 4| Motivation| 14| 5| Leading| 15| 6| Control| 16| 7| Conclusion| 17| 8| References| 18| 9| Appendices| 19-20| INTRODUCTION From 1958 onwards Samsung began to expand into other industries such as financial, media, chemicals and ship building throughout the 1970’s. In 1969, Samsung Electronics was established producing what Samsung is most famous for, Televisions, Mobile Phones (throughout 90’s), Radio’s, Computer components and other electronics devices. 987 founder and chairman, Byung-Chull Lee passed away and Kun-Hee Lee took over as chairman. In the 1990’s Samsung began to expand globally building factories in the US, Britain, Germany, Thailand, Mexico, Spain and China until 1997. In 1997 nearly all Korean businesses shrunk in size and Samsung was no exception. They sold businesses to relieve debt and cut employees down lowering personnel by 50,000. But thanks to the electronic industry they managed to curb this and continue to grow. The history of Samsung and mobile phones stretches back to over 10 years. In 1993 Samsung developed the ‘lightest’ mobile phone of its era.

The SCH-800 and it was available on CDMA networks. Then they developed smart phones and a phone combined mp3 player towards the end of the 20th century. To this date Samsung are dedicated to the 3G industry. Making video, camera phones at a speed to keep up with consumer demand. Samsung has made steady growth in the mobile industry and are currently second but competitor Nokia is ahead with more than 100% increase in shares. Introduction of Samsung Samsung is known globally for its electronic products and it is one of the successful brands in the electronic industry.

It is an established company almost all around the world. Samsung Electronics is a South Korean multinational electronics and information technology company headquartered in Samsung Town, Seoul. It is the flagship subsidiary of the Samsung Group. With assembly plants and sales networks in 61 countries across the world, Samsung has approximately 160,000 employees. In 2009, the company took the position of the world’s biggest IT maker by surpassing the previous leader Hewlett-Packard. Its sales revenue in the areas of LCD and LED displays and memory chips is number one in the world.

Samsung History Unlike other electronic companies Samsung origins were not involving electronics but other products. In 1938 the Samsung’s founder Byung- Chull Lee set up a trade export company in Korea, selling fish, vegetables, and fruit to China. Within a decade Samsung had flour mills and confectionary machines and became a co-operation in 1951. PLANNING Mission Statement Samsung’s current Management Philosophy is “We will devote our human resources and technology to create superior products and services, thereby contributing to a better global society.   Since its founding in 1938, SAMSUNG has maintained a mission statement that responds both to its own change, and to new developments in the world: “Economic contribution to the nation”, “Priority to human resources”, “Pursuit of rationalism”. Each slogan represents significant moments in SAMSUNG’s history, reflecting different stages of the company’s growth from a domestic industrial leader into a global consumer electronics powerhouse. In the 1990’s, we transformed our mission statement to keep pace with our growing global operations, rapid changes in the world economy, and escalating competition from well-established rivals.

Vision As stated in its new motto, Samsung Electronics’ vision for the new decade is, “Inspire the World, Create the Future. ” This new vision reflects Samsung Electronics’ commitment to inspiring its communities by leveraging Samsung’s three key strengths: “New Technology,” “Innovative Products,” and “Creative Solutions. ” — and to promoting new value for Samsung’s core networks — Industry, Partners, and Employees. Through these efforts, Samsung hopes to contribute to a better world and a richer experience for all.

As part of this vision, Samsung has mapped out a specific plan of reaching $400 billion in revenue and becoming one of the world’s top five brands by 2020. To this end, Samsung has also established three strategic approaches in its management: “Creativity,” “Partnership,” and “Talent. ” Samsung is excited about the future. As we build on our previous accomplishments, we look forward to exploring new territories, including health, medicine, and biotechnology. Samsung is committed to being a creative leader in new markets and becoming a truly No. 1 business going forward.

Goals a global leader in digital convergence technologies and device solutions, recently announced the second year results of its sweeping PlanetFirst initiative, a companywide commitment to become one of the world’s most environmentally friendly companies by 2013. Marking the progress towards achieving the comprehensive sustainability goals set out under the PlanetFirst initiative, Samsung outlined the following key milestones: * Reduced sales-normalised greenhouse emissions* from its manufacturing facilities by 38% during the first half of 2011, when compared against mission levels at the end of 2008 * Attained global eco-labels for 2,210 product models as of the end of 2010, making the company No. 1 in the world for environmentally friendly products for the fifth straight year * Invested an additional 1. 6 trillion won (R10. 25 billion) in environmentally friendly product development and green manufacturing sites in 2010 “Samsung continues striving to meet the global, companywide commitment laid out in 2009 under our Eco-Management 2013 initiative,” said Park Sangbum, senior vice president and head of the CS ; Environment Center, Samsung Electronics. We’re focused on instilling an eco-management mindset in all employees in order to become a true leader in sustainable business practices. ” Says Deon Liebenberg, Managing Director for Samsung South Africa; “We are very proud that Samsung, as a leading global brand, has taken a sustainable approach to climate change and are committed to complying with this global initiative. ” Samsung reported its progress across four core objectives – laid out under the Eco-Management 2013 initiative unveiled in July 2009: OBJECTIVES Grow our core business in Egypt. * Expand our core business outside Egypt. * Maintain market leadership and increase our market shares. * Loyalty and commitment to our Customers. * Build alliances with the leading manufacturers in the industries we serve. * Keep investing in People, Systems, Facilities and Distribution Systems with a long term view. ORGANIZATION Oh-Hyun Kwon •  Vice Chairman ; CEO, Samsung Electronics,

Head, Device Solutions, Samsung Electronics (2012~Present) •  Vice Chairman ; Head, Device Solutions, Samsung Electronics (2011~2012) •  President ; Head, Device Solutions, Samsung Electronics (2011~2011) •  President ; Head, Semiconductor Business, Samsung Electronics (2008~2011) •  President ; Head, System LSI Division, Samsung Electronics (2004~2008) •  Head, LSI Technology, Samsung Electronics (2000~2004) •  Head, ASIC Business, Samsung Electronics (1998~2000) Gee-Sung Choi •  Head, Corporate Strategy Office (2012~Present)   Vice Chairman ; CEO, Samsung Electronics (2010~2012) •  President ; CEO, Samsung Electronics (2010~2010) •  President ; Head, Digital Media ; Communications Business, Samsung Electronics (2009~2009)  •  Head, Telecommunications Networks Business, Samsung Electronics,     Head, Mobile Communications Division, Head, Corporate Design Center (2007~2009) •  Head, Digital Media Business, Samsung Electronics (2003~2007)  •  Head, Visual Display Division, Samsung Electronics (1998~2003)  •  Head, Memory Sales and Marketing, Semiconductor Business, Samsung Electronics (1994~1998) Ju-Hwa Yoon   President ; CFO, DMC Management Office, Samsung Electronics,     President ; CFO, Corporate Management Office, Samsung Electronics (2011~Present)  •  President ; CFO, Corporate Management Office, Samsung Electronics (2010~2011)  •  President ; Head, Corporate Auditing Team, Samsung Electronics (2009~2009)  •  Head, Management Support Team, Corporate Executive Staff, Samsung Electronics,     Head, Global ERP Task Force, Corporate Executive Staff, Samsung Electronics (2007~2009)  •  Head, Management Support Team, Corporate Executive Staff, Samsung Electronics,     Head, Management Innovation Team, Corporate Executive Staff, Samsung Electronics (2004~2007)  •  Head, Management Support ; Innovation Team, Corporate Executive Staff, Samsung Electronics    (1998~2004)  •  Head, Management Support ; Innovation Group, Corporate Executive Staff, Samsung Electronics    (1996~1998) Dong-Min Yoon •  Attorney at Law, Kim ; Chang Law Office (1999~Present)  •  Director, Social Protection and Rehabilitation Bureau at the Ministry of Justice (1998~1999)  •  Chief, Planning Management Department at the Ministry of Justice (1997~1998)  •  Public Prosecutor, Daejeon Supreme Public Prosecutor’s Office (1995~1997) In-Ho Lee •  Corporate Advisor, Shinhan Bank (2009~2011)   Chief Executive Officer, Shinhan Financial Group (2005~2009)  •  President & Chief Executive Officer, Shinhan Bank (1999~2003)  •  Director & Deputy President (Executive Vice President), Shinhan Bank (1991~1999) Han-Joong Kim •  Professor Emeritus, Yonsei University (2012~Present)  •  Chairman, Korea University Sport Federation (2010~2012)  •  Trustee, Korean Council for University Education (2008~2012)  •  President, Yonsei University (2008~2012) •  Chairman, Board of Directors, The Korean Society for Preventive Medicine (2006~2008)  •  Professor, Department of Preventive Medicine & Public Health (1982~2012) Byeong-Gi Lee •  Professor of Electrical Engineering, Seoul National University (1986~Present)  •  President, IEEE Communications Society (2010~2011)   Commissioner, Korea Communications Commission (2008~2010)  •  President, Korea Information and Communication Society(KICS) (2007~2007)  •  President, Korea Society of Engineering Education(KSEE) (2003~2004)  •  Vice Chancellor for Research Affairs, Seoul National University (2000~2002)  •  Member of Technical Staff, AT&T Bell Laboratories (1984~1986) MOTIVATION The following are our strengths related to implementing motivation – bonus system: * Adaptation of, already existing, motivation systems to organizational changes generated by the implementation of a new strategy. * Revitalization of the systems that do not produce desirable business results. * Creation of motivation systems based on effectiveness (with an metrics system already implemented). Adaptation of the system to organizational culture; creation of systems that strengthen organizational functional culture. * Effective implementation of the system, ensuring that the middle and upper management be committed to and support it. Implementation or revitalization of the motivation system results in: * Increased employee commitment. * Improved business metrics. * Consolidation of changes, new business strategy. * Creation of functional teams and cooperation to meet organizational objectives. From our broad experience we see also the following as motivation and engagement leverages: * Implementing/revitalization of measures system.

Our experience also shows that besides greater motivation it also leads to greater effectiveness (average growth of 10-15%) * “Goal-oriented Development! ” type of a project that combine several tools into a integrated development project for key employees/leaders. We have carried out such in many companies, P&G Gillette, Samsung and Kamis among them. When carrying out a motivational – bonus system project we often also implement solutions as: * Performance Management System * Managing by Objectives System * Key Performance Indicator System (on a line staff level) * Skill Matrix * Competence Model * Balanced Scorecard * Management Academy with elements of individual coaching LEADING PATH-GOAL THEORY Samsung company use path-goal theory for leadership concept.

According to this theory, it is leader job’s to help the followers in achieving Samsung goals and provide the necessary direction and support. So, Samsung president himself also has to assist Samsung employees and make sure that they enjoy working at our company. This will make Samsung goals more easy to be achieve because Samsung employees is enjoy their working. LEADERSHIP STYLES * DIRECTIVE LEADER According to this theory, the employees are need to know what the leader want from them, schedules work to be done, and give specific guidance to accomplish task. Samsung company are avoiding this type of leader styles to ensure that Samsung employees are not feel pressure and stress. * SUPPORTIVE LEADER

Leader must be friendly and shows concern for the needs of employees. In order to make that happen, every month we will give a reward to the best leader that most friendly and most concern to Samsung employees. * PARTICIPATIVE LEADER Samsung company always having a group-decision making with Samsung manager and employees in order to listen to their suggestion before making a decision. The ideas from employees sometimes very useful to Samsung company. * ACHIEVEMENT-ORIENTED LEADER Samsung also sets challenging goals and expects employees to perform at their highest levels. It makes employees work harder in order to achieve Samsung Company. CONTROL

The objective of this policy is to ensure that the disclosure of information about the Company is accurate, complete, fair and timely in accordance with applicable legal requirements, and to establish disclosure-related responsibilities and procedures, and guidelines on managing disclosure information in order to prevent improper transaction by officers and employees. The CEO shall be responsible for matters related to the disclosure control policy. Matters with respect to disclosure practices and the management of disclosure information shall be determined by this policy except otherwise stipulated in applicable laws, regulations, and the articles of incorporation.

To prepare comprehensive Audit Programmes for effective evaluation of internal control systems and procedures. To prepare a yearly Audit Plan with focus on operational controls and risk assessment of the company To determine the adequacy and effectiveness of the company’s internal control systems. To ensure current practices/controls are in compliance with current accounting standards, company’s policies and procedures. To prepare audit reports on audit findings and the recommendations by management for submission and presentation to the Audit Committee on a quarterly  basis. To liaise and coordinate with the external auditor to ensure adequate audit coverage and minimize duplication of work. review company internal control system.

Execute audit objectives as designed on audit program efficiently and effective Conduct audit implmentation (operational audit) CONCLUSION In conclusion, I learned how hard it is when you open an organization or company. I also learned about how to manage the company and subordinate. In addition, I know the function of the manager and how to become a good manager. In group discussions, we have learned about the basic management planning, organizing, leading and controlling. I also learned about motivation. In planning I learned how to create goals when opening an organization or a company, how to set goals and ways to achieve their goals. In the organization, I learned about how to create and structure the organization.

In the lead, I learned about how to make employees feel enjoy to work at my company and how to get a good and responsible leaders. I also learned about how to manage product quality. Finally, a company must have a plan, organization, control and good leadership to form a perfect company REFERENCES path goal theory in leadership – Google Search www. google. com. my Path–goal theory – Wikipedia, the free encyclopedia en. wikipedia. org motivation of samsung company – Google Search Motivation – bonus system http://www. samsung. com/hk_en/aboutsamsung/samsunggroup/annualreport/downloads/2003/SAMAR04_11_24p. pdf www. samsung. com APPENDICES TABLET Samsung Galaxy Camera Samsung Electronics Factory Samsung computer

HNA group’s five blocks of business are all interrelated around the airline industry and tourism space. All business blocks compliment each other and are instrumental toward HNA group’s achieving success in the “soaring plan”, going forward. The strategic organization of the HNA group in terms of visible resources, organizational resources, financial resources and human resources allow it to synergize across its business blocks and derive profitability which is higher than individual players in each of these businesses.

Looking at major crises that affected the HNA Group, such as the SARS epidemic and oil price fluctuations, I believe that being in multiple blocks of business allows the group to hedge its risks against such unexpected global events. Air transport is definitely the major growth area for the HNA group, generating 78% of the group’s revenue. Efficient operations and lean management allow it to derive higher margins compared to its competitors.

The group’s plans in this business block are aggressive, indicated by the formation of Grand China airlines. Airports are directly complementary to the airline operations and provide an avenue to grow and expand, with the increasing Chinese government policy towards privatization of airports. The tourism block and the hotels block complement each other in addition to benefiting the air transport business. The relative industries serve a primary purpose of diversifying the Group’s assets, protecting it against unexpected global fluctuations.

Looking at the HNA group’s current financial distress, I believe that the HNA group could look at generating some cash immediately by disposing off some of its high value physical assets or some of its relative industries. The group has high fixed assets amounting to $1636 million, which include some high value properties in business districts where they face direct competition from international chains like the Marriott and the Hilton group. From 2004 to 2008, revenue from hotels increased from 3% to 4%, which is not very significant.

Also, relative industries such as department stores, property management and computer systems do not figure prominently in revenue figures for 2008. Finance and commerce look like attractive industries to enter. They are complementary to each other in several respects and generate 31% of HNA’s revenue in 2008. Further expansion in these areas and ways to integrate these businesses with the primary businesses of air transport, hotels and airports is the direction that I would recommend that the HNA group should pursue.

As it is a human right to have a holiday, this report discus the motivating reasons and the appeal factors why people choose their tourist destination. The report will start with definitions of tourism and motivation, followed buy a few theories of motivation, and ending with a conclusion. Theses theories are relating to the push of individual/s to embark on a holiday, and the pull of the tourist destination.

Definitions

• According to the UK Tourism Society and cited in the BTEC National Travel and Tourism book, by Elise James, Joanne Thirlaway and Ursula Woodhouse. (2007, pg3) Their defection of tourism is as follows. “ The temporary, short-term movement of people to destinations outside the places where they normally live and work, and their activities during their stay at these destinations.”

• Motivation as defined in the in the book Tourism: Principles and Practices. By Cooper, Fletcher, Gilbert, Shepherd and Wanhill, 2nd edition. (1998, pg32) Is “ Derives from the word ‘motivate’, which is to course a person to act in a certain way, or to stimulate interest”.

Definitions of Tourism and Motivation

There’re as many different types of holidays and tourists destinations, as there are people. Personality traits have a lot to account for in the decision making process, of where we choose to go on holiday. Mr Stanley Plog in 1974 (Holloway 6th ed, 2002) developed a theory, which classified the general US public into two desictive groups.

• Psycho-centric A tourist that is more concerned with himself or herself, more than often is anxious about the security of travelling. They enjoy a resort or group package style holiday. Would more than likely be a return visitor for the comfort of familiarity. Example of this would be a Packaged style holiday to Spain. Were the tourist has purchased the transport and accommodation as one product. • Allocentric

A tourist that seeks excitement, novelty, and mostly likes being out of his or hers comfort zone. They would have no qualms of travelling alone to or from a destination by them selves, or stay outside the resort or hotel environment. Examples of this would be a backpacker, staying at a hostel in Budapest. Not only is it a non-English speaking country, it is also out side of the European Union. Making it more exciting to the true allocentric.

As this is only a theory, one cannot just place every body into two boxes. So of course in practice, holidaymakers fall somewhere in between these to extreme examples as mid-centric. Plog’s theories are also discusses in Tourism: Principles and Practices (Cooper et al, 1998 pg35) they suggest his theories are hard to apply inside the tourist industry. “Tourist will travel with different motivations on different occasions.”

They also follow on to suggest, that out of these individuals that gravitate more towards the psycho-centric are of a lower incomes. This in turn would limit the style or type of holiday they would go on. There motivations wouldn’t be different just the tourist destination. It would just mean that having a domestic holiday would be more appealing to save money. The family might opt for a low-key holiday like going camping in the Lake District, or to a Butlins seaside resort.

Incomes are one of the major factors in deciding where to travel. As we have briefly discussed a budget holiday and Plog’s theories. He would suggest that on the other side of the scale tourists with more expendable funds would certainly have different destinations in mind. But with money comes affordability, witch fashion and trends are a by-product of. Just like keeping up with the latest cloths fashions, is the appeal of some destination. This would be the chase, and not wanting to stereotype here. But for or the young generation there will always be the seduction of the four S’s. This will most definitely appeal to most 18 to 35, which are looking to partake in an atmosphere that is more carefree. Escaping to destinations that are away from the judgement in their local environment. This trend will pull tourist to places like Ibiza, which offers sun, sea, sand and sex.

But like all cloths they go out of fashion and tastes change. As Holloway says, “that all products, including tourism will experience a life cycle of growth, maturity, saturation and eventually decline”. Being young is just one place in the Cycle of Life. It is human nature to evolve, to grow in all areas of life and seek better things. Wells and Gubar (1966) (T:PP 2nded Cooper et al pg 41 1998) cauterised the life cycle of families in the USA, from bachelor to retired stage as seen in the graph. (Figure 3) What was appealing to a young person will certainly change when one has more obligations, to their employer and maybe their family. They theorize that as an individual moves through the life cycle there needs and wants as a tourist will change.

The tourist needs are the psychological needs they are not the essential needs of survival. In explaining these need better Abraham Maslow (1966), came up with a hierarchy of needs. (See Figure 1) The graph shows that if more of the Basic and Safety needs are achieved. We’ll then move on to more Social, Esteem, and Self-actualisation needs. These needs are for well being, such as the need to relax, to have fun and to be in love. The need maybe is to escape their daily route, or to have sought better weather.

These are like the push factors or the motivators, to take the time to have a holiday. Figure 4 shows a range of other motivators for overseas travels from the UK. As explained in Holloways book (Holloway 6th ed 2002) these Push Factors are the General Motivators that arise out of our individual perception, of what will satisfy our needs. He also talks about general motivators as a broad reason to travel, and is the start of the decision making process. Examples of this would be someone seeks change, maybe from urban environment. They mite looking at going away to the rural setting, perhaps a weekend in the Cotswolds, (See Figure 5) or vice versa.

Holloway also follows to say that along with General there is a Specific motivation to travel. The consumer has, in some way got a perception of the destination in mind, will meet their specific needs. The destination in mind might have health befits to the tourist. The attraction to Bath spa might just be, to have a day of relaxation to rest the body in the warm water. The tourist enjoys Broadway musical, so a trip to London’s West end it could be (See Figure 6). Or there is a certain attraction that’s pulling yourself or maybe your family.

Like a trip to Disneyland, were the attraction is the destination. Places like these are very convenient, as the accommodation is nearby or on site of the attraction. May be it the mode of transport that has your attention, like a train trip on the Glacier Express? What ever the motivation there is a process to explain it, and it is lustrated in this simple flow cart. (See Figure 4) The chart briefly out lines the consumers needs, the attraction of the destination, then ending motivation.

Conclusion Just start off by saying that yes it is a human right to travel, and have time off from work. But being a tourist to some people is a luxury they just can’t afford. There is always going to be two most important factors of be coming a tourist, that’s time and money. If either one of these two things is lacking, it makes it very difficult to involve in any tourist activity. But in saying that one doesn’t need to travel far to become a tourist in ones own country. Looking back at plogs theory, It would suggest that one is more allocentric domestically, than international.

The motivations in relation to travel is very diverse, the push to go on holiday is always going to exist. It’s the biggest industry in the world customer and consumers are only going to increase. The pull of the destination will change as we all move trough our lives. Our life choices, our attitudes, and the perceptions of other destinations will change. Through the media and other people infusions, will shape the type of holidays we choose. The appeal in going to a certain destinations is forever going to up to the individual. And just like the freedom of rest and leisure, we have a freedom of choice.

Tourism, the Sun-rise industry of the millennium has emerged as the largest economic activity of the world. Tourism is now recognised as an industry that generates a number of Social and economic benefits. Its importance as an important instrument for economic development and employment generation, particularly in remote and backward areas, has now been well recognised all over the world.

A glimps through the tourism activity in this country, it appears, has been suffering from a very narrow Connotation in the sense that domestic and foreign tourists make a short visit to places of historical, Archaeological and religious importance. Adventure tourism is also being promoted in some parts of the country. It will not be out of place to mention that tourism also offers immense opportunities for economic activities of the local population and thus, can be rightfully treated as an industry with people’s participation, Govt.

Support and involvement of NGOs. Much is needed in this area. Eco-tourism is an advanced thought on development of tourism in the natural surroundings of forests, wild animals, local population preserving the scenic beauty of the area and also the cultural background of human population. It may be mentioned here that farming and forests are the two main planks of the cultural ethos of the tribal people of Jharkhand and may be regarded as a positive and helpful human factor.

The beauty of this concept is the active participation of people inhabiting the area for promoting tourism without degrading the natural surroundings. In this way many income generating activities for the local population will emerge and they will be benefited economically and socially also mixing with the domestic and foreign visitors. ECO Tourism : The Concept :- The term ECO-Tourism was first coined by a Mexican environmentalist Hector Lascurain in 1983. Initially the term was used to describe nature-based travel to relatively Undisturbed natural areas with an emphasis on education.

The concept has, however, developed into a scientific approach to the planning, management and development of sustainable tourism, products and activities. It can be defined as travel to natural attractions that contributes to their conservation, respects the integrity of local communities and respects the integrity of local communities and enhances the tourist’s understanding of the natural attraction, its conservation and local community. It is decentralised in nature and seeks to integrate rural development.

According to the world tourism organisation :- “Tourism that involves traveling to relatively undisturbed natural areas with the specified object of studying admiring and enjoying the scenery and its wild plants and animals, as well as any existing cultural aspect (both the Past or the present) found in these areas is defined as ECO-Tourism.

As per the general definition ECO-Tourism is :- (A) Nature Based (Visitors are mainly interested in observing and appreciating nature and traditional cultures in natural areas) (B) Contributes to the Bio-diversity Conservation (C) Supports the well being of local people. D) Involves responsible action by both tourists and local people to minimize negative environmental and Socio-cultural impacts. (E) Requires the lowest possible consumption of non-renewable resources. (F) Stresses local ownership, as well as business opportunities for local people. Potentials of Eco Tourism in Jharkhand Jharkhand, formally a part of united Bihar became the 28th State of Indian federation on the 15th Nov. 2000. The whole State is constituted of 22 Districts, 211 Community Development Blocks, 3744 Panchayats and 33,315 Villages.

The state is extended from roughly 220 N. Lat. to 24037′ N. Lat. and 830 15′ East longitude to 87010′ East longitude with a total area of 79,714 Sq. km. It covers roughly 2. 4% land of total Indian territory. It is Surrounded by Orissa in the South, W. Bengal in the East, Chhattisgarh and MP in the west and Bihar in the North respectively. In a very broad sense, this state forms part of the Chotanagpur plateau and is one of the oldest part of the world. Its geological history starts from pre-Cambrian era when the solidification of the Earth was in process.

This region has witnessed many earth movements, constructions and destructions, Folding and faulting etc due to which the whole region has become tough and Undulating. But this may also be regarded as a free gift of God in the form of different landscapes and a number of water falls with full of scenic and Natural beauty. Actually from Garhwa, Palamu to Singhbhum via Lohardaga, Ranchi, Dist. there is a fault line scarp Zone. The whole area is full of undulations which is ideal for rapids and falls. The general slope of the relief is from west to East.

Almost all the famous water falls of Jharkhand fall on this line like Sukha Dari and Bal Chaura in Dhurki Block, Garhwa Dist, Gursendhu, Hirni, Hundru, Jonha, Dassam, Panchghath etc. in the eastern side of Jharkhand. All these sites have been developed like picnic spots only till date. If some stay arrangements are made available to Tourists there, I think is will be a nice opportunity to stars ET in Jharkhand within a very short period of time. Tropic of cancer passes roughly from Ranchi causing tropical climate throughout the state.

The climate is generally uniform and steady. The temperature is extreme in nature. while in summer it rises up to 470C, in winter it is 180C during day and as low as 80C during Nights. The annual average is, however, 250C. The peak rise in temperature would be in April. In terms of rainfall, on an average the state receives more than 1200 mm per annum with great uncertainty of rainfall. Thus, whole Jharkhand is hot in Summer, cold in winter and prone to heavy rains during the monsoon.

Rock formations are mostly made up of Dharwarian Khondalites in association with unclassified crystalline, Charnockites, Archaean granites and gneisses. Jharkhand is important for mineral resources also and is known as ‘Rhur Region of India or ‘storehouse of mineral resources of India”. By and large, coal is most significant mineral with about 183 mines. Jharia, Chandrapura, Bokaro, Karanpura, Giridih, Hazaribag and Rajmahal are important for coal. The other most significant minerals are mica, bauxite, Iron-ore, chinclay, Fire clay, graphite, copper, Chromite, Tungston, Uranium, Dolomite, Feldspar etc.

Incidentally, the mining and industrial activities also result in disturbing the eco-system of the area and a very consencious effort is needed at various levels to either totally stop the damage or minimise the adverse effects. Eco-Tourism, rightly implemented, may also offer a solution to this problem. The natural vegetation is by and large mixed tropical dry forest in the North and moist deciduous type in the south with over 23 thousand Sq. Km of recorded forests or 29. 27% of its geographical area. The land of Jharkhand boasts of having the best sal forest of Asia in Saranda or one of the best pine forests on the lofty Netarhat Plateau.

The important trees are Jamun, Mango, Jackfruit, Teak, Sal, Sagwan, Palas, Bamboo, Neem, Pipal etc. with numerous flowering and Medicinal plants. These trees are completely dedicated to the welfare of others. No where this tradition has been as best preserved than in Jharkhand – literally meaning “The land of forests. ” The beauty and the splendor of the vegetation on this land remains Unmatched even during the hottest summer months when the gregarious flowering of the Palas trees give it the name the flame of the forests.

These forests not only provide the best abode to our most magnificent wild mammals, tiger, elephant and gaur, but to the most enlightened spiritual traditions of Bhagwan Budha, Mahavir, Rabindra Nath Tagore and Birsa Munda, Forest percentage is higher in chatra, Hazaribag, Giridih, Gumla, Lohardaga, Ranchi, Singhbhum, Garhwa and Palamu. As the state is endowed with natural forests, the wildlife habitat too is rich. The important wild animals are wolves, hares, chital, Nilgai, Monkey, Common Langur, Elephant, Tiger, Gaur, Deer and Sambhar etc.