Analysing Post Apartheid Gender Inequality In South Africa Politics Essay

Analysing Post Apartheid Gender Inequality In South Africa Politics Essay Despite the South African constitutions commitment to equal rights for women, the demand for gender equality is incompatible with the preservation of traditional authority in the post-apartheid era. Discuss. Women in South Africa have the most clearly spelt out legal rights in the whole of Africa and when looking at the newly formed constitution the situation for women in South Africa seems to have made a dramatic move in the right direction. After all the constitution prohibits any form of discrimination on the basis of not only gender but sexual orientation. And although it validates both gender equality and the institutions of traditional authority, if they come into direct conflict it is gender equality that will prevail. The national parliament has also moved from being 141st in the world, in regards to the percentage of women members, pre-1994 to 7th post-1994.  [i]  This signals a new era in South Africa, and is mainly down to the ANCs undoubted dedication to gender equality and the introduction of its quota in national elections. However despite the leaps forward in gender equality the fight for womens rights is far from over and it is in the rural areas that the discrimination is most severely felt by women. The South African constitution may be one of the most gender sensitive in the world but this did not come about uncontested by the traditional authorities,  [ii]  who believed the introduction of gender equality would lead to the end of some African traditions, such as, Lobola,  [1]  and in the long term their very institutions. Traditional authorities are seen to be the biggest obstacle facing the women in rural South Africa. This essay will discuss the history of traditional authorities and how the colonial and apartheid eras have influenced and shaped them, the affect they have had of on the development of womens rights and their relevance to understanding the rural womens position. Also the broader tension felt between the principle of elected representation and the continuation of non-electe d chiefs that has implications for the position of women and the country as a whole. And finally a brief look at the question; why did the ANC make concessions to the chiefs at the time of transition. But ultimately that the ANC-led governments belief that they can recognise the institution of traditional leaders while at same time upholding the constitutions principles of gender equality and representative democracy is completely contradictory. Today in post-1994 South Africa the term traditional authorities is an all-encompassing term in which it refers to chiefs of all different ranks and that have jurisdiction over rural people.  [iii]  But this concept of traditional authority has, over the years, has been reshaped and moulded to not only benefit the white ruling governments that have dominated South Africas history but also the patriarchal systems. The two main institutions that were reconstructed were chieftainship and customary law. In the colonial era they were used as a cheap form of administration, later to ensure the successful use of the migrant labour system. In the apartheid era they were used in the states attempt to divide the African population into their ethnic groups so that they would be easier to control. Customary law may be seen by some as a long African tradition but others, as illustrated by Cherryl Walker, believe that customary law is not only sexually discriminatory in the extreme but also a construct of the past hundred years.  [iv]  The chief was also reinvented to become dependent on approval from the centre, for any chiefs that were perceived to be disloyal to the dominant white state, were removed and replaced by more compliant individuals. During this time the most valuable power the chief possessed was the power to allocate land, and it remains so today. This power was beneficial to the apartheid state but has caused massive complications for the reconstruction of rural areas under the new ANC-led government,  [v]  and has been hugely detrimental to the population of rural women and gender equality. The issue of land allocation was one of the largest issues to be resolved facing the new post-apartheid government, and remains so to this day. For the first ten years the new ANC-led government has been very vague on the issue of traditional authorities and land allocation. Traditional authorities took advantage of this indecisiveness and used to their benefit. Things were further complicated by the fact that the constitution recognised the institution of traditional leaders but failed to specify the roles, functions and powers of said authorities. This resulted in massive confusion for the people on the ground and when elected councillors were introduced in 1995/96, the lack of a clear definition led to tension between the newly elected councillors and the traditional authorities, as neither were clear as to what role they would play and considered the other institution to illegitimate. When the ANC came to power and the new democratic constitution was enforced many South Africans believed that the newly elected councillors would take over the function of land allocation, the government indicated that it would become the responsibility of the Traditional rural councils (TRC) however the old apartheid laws were effectively still in place, government officials still used, with a few adjustments, the apartheid procedure and did not recognise the elected councillors as having power to allocate land, as a result by 2000, (the end of the transition period) the rural people had become dissatisfied with the rural councillors.  [vi]   It wasnt until the combination of the Traditional Leadership and Framework Act  [2]  (framework act) in 2003 and the Communal Land Rights Act  [3]  2004, that the government finally clarified the role of traditional authorities. The combination of these two acts drew criticism from a huge range of civil society organisations, ranging from gender activists to land activists, such as, the programme for Land and Agrarian Studies (PLAAS) and the National Land Committee (NLC) they considered these new traditional councils to be, as Ntsebeza illustrates, a retreat from democracy and the Communal Land Rights Act was an attempt to revive a defunct apartheid institution which was above all extremely discriminatory of women.  [vii]  The reason that the traditional authorities being in control of land allocation is such bad news for women is because of their continuing use of customary law.  [4]  Despite the fact that gender equality should, according to the constitution, prevai l over institutions of traditional authorities, in practice customary law and practice tend to win in matters marriage, divorce and property ownership (with most chiefs still unwilling to allocate land to women) resulting in deeply patriarchal decisions that lessen womens rights to those of their husbands, fathers or even sons.  [viii]  The principle of customary law has even been upheld in the Supreme Court rulings (2000) despite what is clearly stated in the constitution.  [ix]  This elevation of hereditary chieftainship to a privileged and protected position within local government seriously compromises rural womens access to and influence on local governments.  [x]  The framework act has created councils that are dominated by traditional authorities whilst the Communal Land Rights Act has given these structures extraordinary powers, combined they have effectively given the traditional authorities back the powers that they had enjoyed in the apartheid era under the Ba ntu Authorities Act.  [xi]  Through these acts the national government has majorly failed the women in rural areas in relation to land and womens right over its allocation and use, in effect the government has failed to uphold the very principles in the constitution of equality all they have done is further entrench the concept of male-domination in both peoples minds and the institutions in rural South Africa. One of the major reasons behind the increase in dominance in the traditional authorities in rural areas is due to the lack of a significant civil society movement in particular a powerful Womens movement post-1994 to push for equality. Before the first democratic elections in South Africa, the general womens movement was much stronger. Successfully contesting the traditional authorities proposals to have customary law exempt from the gender equality clause  [xii]  and later defeating their bid to have customary law entrenched itself. The womens organisations also managed to successfully mobilise itself after being sidelined in the constitutional negotiation process to form the Womens National Coalition in 1992, with the aim to draft a charter for womens rights, that would be included or at least consulted when the constitution was drawn up. However this coalition didnt last long after the charter was formalised, the ANC womens league become suspicious and believed that other part ies would use the coalition to better themselves and not women as a whole, and as a result dropped out. This left the womens movement in tatters.  [xiii]  There was a further blow to the movement when the ANC was elected to government as many women that were at the forefront of the womens movements became members of parliament on ANC tickets. Leaving the majority of the womens organisations without key players and leaders. The situation was worse in rural areas for these organisations due to the fact they were predominantly urban based and were nowhere near as organised as the traditional authorities. As a result it was far more difficult for rural women to come together against the repressive nature of the Traditional Authorities as they had no organisation or figurehead to unite under. The traditional nature of rural South Africa is also felt within the rural local councils, where the number of women is actually lower than that of the national parliament. This goes against the western norm that women usually do better at the local level.  [xiv]  Gotez and Hassim illustrate two main reasons for this, firstly that traditional patriarchies can be more intense and immediate in their repressive effect on womens engagement at local level compared to the national and secondly that womens movements capacity to support women in local politics and help develop gender equality policy platforms can be fragmented by decentralisation.  [xv]  The lack of an effective womens movement post-1994, has had a negative effect on the development of gender equality. Another problem women face in rural councils is that they are set up to accommodate a male councillors way of life and not a womans who still have to uphold their traditional responsibilities for the home and family, C onnell argues that this holds dangerous potential for fostering exclusivity in political leadership.  [xvi]  Many believe that there are too many meetings that run late and seem to discuss the same issues over and over, which is just not practical for women councillors who have a family and a home to look after alongside their job as councillors. Unfortunately due to the smaller number of women in local councils than in the national parliament they are unable to ensure that matters such as hours of sitting and childcare are addressed, instead their concerns are ridiculed as womens problems by the male-dominated councils.  [xvii]  These issues enforce the perceptions that women are not capable of serving as councillors and damage the potential contribution of women councillors. Problems like this show just how deeply entrenched male-domination still is in South Africa,  [xviii]  and not just in rural areas but on the national scale. The male domination on real power is st ill very evident. The ANCs history towards Traditional Authorities is very important in understanding why the act the way they do towards them. The ANC was formed in 1912 and many of its founding members were traditional authorities who opposed to the Union of South Africa. However as time when on the ANC became a more radical movement and combined with pressure from its youth League and its communist allies the ANC split in two when it came to what to do with Traditional authorities today; the first being pro traditional authorities providing that they were critical of government policy. The second, who were clearly influenced by their communist allies, argued that the institution of traditional authorities belong to a previous feudal era and should be replaced by a more democratic institution.  [xix]   One of the main questions to be looked at is why the ANC has made so many concessions to the traditional authorities at the time of transition at the expense of gender equality, in spite of their obvious commitment to equality, in particular gender equality, both in the constitution and their own party politics (i.e. the election quota). The ANC has always been split and extremely ambiguous in its views and policy towards the institution of traditional authority. It is also widely accepted that tampering with the power of chiefs threatens to create a mass amount of political problems.  [xx]  Because of this most politicians feel the issue is best left alone. There are a number of possible reasons this. The first being that the ANC is fundamentally urban based and has always been considered to be very weak in rural areas, alongside that it has never had a coherent programme to build alternative democratic structures in the rural areas to try and combat this problem.  [xxi]  And as a result the ANC has been and remains depended on traditional authorities to be their main representation in rural areas. This originated when the party was in exile but has continued to the present day, which makes it difficult for the ANC to alienate them. The ANC has to also remember that it has to take peoples commitment to custom, culture and tradition seriously if it wants keep its support in rural areas and if any program of rural construction is to succeed.  [xxii]  The ANC cannot just rush in and dismantle peoples beliefs and way of life as a large number of people still believe in and support traditional authorities and what they stand for, it will be long and slow process that will have to be carried out with the upmost care, Ismail [1999] illustrates this point well that traditional leaders cannot be abolished overnight without causing some political disequilibrium among the indigenous people especially in rural areas.  [xxiii]   The ANC has also faced direct pressure from the traditional authorities themselves, both through the Inkatha freedom Party (IFP), the Congress of Traditional Leaders in South Africa  [5]  (CONTRALESA) and the right-wing Zulu nationalist chief Buthelezi, who is recruiting chiefs who opposed the ANC during the anti-apartheid era.  [xxiv]  The ANC feels it must maintain a good relationship with CONTRALESA so that it wont lose the support of the traditional authorities who are members and their followers, who the ANC consider to be important voter blocks. Ultimately the ANC had a choice to make; to take the Traditional Authorities head on in order for womens rights to not only be written in the constitution but actually be put into practice and be experienced by women throughout south African society, or to appease the Traditional Authorities and allow for gender inequality to continue despite this going against the very constitution they wish to uphold. Unfortunately (for womens rights) the ANC has seemed to favour the latter option. But the very fact that the ANC has need to make a choice between the two is evidence of the incompatibility of Traditional Authorities and the concept of gender equality. One thing that the womens movement must remember is that getting women into parliament is not a guarantee that she will help promote gender equality as not all women have feminist interests and will most likely represent their parties interests not that of women,  [xxv]  this can be partly due to the party-list system used in South Africa, which means if you want to stay high on the list and remain in parliament you have to tow the party line. There is also the problem that women just dont feel comfortable enough to raise the question of the prolonged gender inequality within South African society, this is generally down to the traditional view upheld by many South Africans. Friedman actually argues that by putting women on committees when they are not comfortable with being in a position of authority may actually be counterproductive for and long-term strategy for empowering women.  [xxvi]  This can be down to the inexperience and uncertainty of women councillors which may l ead to them being unable to effectively articulate their opinions and concerns, leading to the reinforcement of not only the opinion that women are not cut out to be involved in politics but also the very concept of inequality. This is shown very clearly by Goetz and Hassim with their study in Temba in 2000, in which women councillors had made no concrete suggestions except to second motions.  [xxvii]  According to the women in Temba this is because they feel intimidated by the men who still hold the traditional values of women being inferior. men in the council laugh and interrupt our contributions.  [xxviii]  This is a problem that is widely known about to the majority of ANC members but still little is being done to address the issue. It is clear that if gender equality is to be a success then it is not just the traditional institutions that need to change, it is the peoples views about gender as well. Men need to accept women as their equals and women need to be empowere d so that they can be confident enough so that they can stand up for their opinions, concerns and rights. Traditional authorities in their current state are most definitely incompatible with the demand for gender equality. However as customs and traditions are never set in stone but a product of a complex and dynamic history of contestation, co-optation, reconstruction and invention,  [xxix]  traditional authorities could, if they learn to incorporate gender equality and accept the legitimate role of the democratically elected local bodies, in theory be a legitimate part of the South African democracy. However if they continue to push of their unelected body to have increased power and refuse to recognise the legitimacy of rural elected bodies and that women have equal status then they should not have a place in a democratic South Africa, as the very nature of traditional authorities is undemocratic. It is up to the government to follow through with their promise of equality, and particularly for this case gender equality by either removing them completely (which will inevitably be u npopular with a large proportion of the population especial in rural areas) or alternatively force them to become more democratic. In the current state it is unlikely that the government will do so as it could very well play into the hands of their opposition. Therefore there is a desperate need for a strong womens movement to not only put pressure on the government but to also mobilise the women of South Africa to stand up for their constitutional right of equality.

The Strategy Formulation Framework Tourism Essay

The Strategy Formulation Framework Tourism Essay 2.0 Introduction Chapter 2 will introduce the users about the Methodology used in conducting the research and analysis of the strategies used by Saba Restaurant. The type of methodology used in the conducting this research is The Strategy-Formulation Framework. The purposes of introducing this methodology to the user are to provide the information by which the validity of the research will be ultimately judged. This is to ensure that the team that carries out the research will be able to provide the users with clear and precise descriptions of how the research and analysis was done, and the rationale for the specific key points chosen. In such this will allow the users of the report to carry out similar strategy formulation method to evaluate whether the results are reproducible, and also allow the users to judge whether the results and conclusions are relevant, reliable and valid in the sense that the result will reflect the business natures and it industries. 2.1 Vision and Mission Statement First and foremost for the first part of the Chapter 2, the users will be introduced about the formulation and the evaluation of a companys vision and mission statement. To enable an organization to formulate and implement good alternative strategies, a clear vision and mission statements are needed. This part will be focusing on the concepts and tools needed to evaluate and formulate a good business vision and mission statement. In order to give users a better understanding on vision and mission statement of a business, it is important to focus on the business when it is first started. Vision and mission statements are the resulting written documents which mirrors the basic ideas of the sets of belief about a business. It is crucial for the owner or manager to revise the founding set of beliefs as the business starting to grow. Those new ideas will then be reflected in the revised vision and mission statement. Synergies are said to be achieved when the managers and employees work together to formulate the vision and mission statements for an organization. As a result of such work, the output gained in the form of resultant documents can reflect the personal visions that managers and employees have in their hearts and minds about their own futures. In the end, such shared vision will create commonality of interest within the organization that will motivate both the employees and management to achieve the organizational goal as one. 2.1.1 Vision Statement Evaluation In order to formulate a good vision statement, it is important to involve all the managers and executives in an organization to come out with a common agreed vision that will strives to achieve in the long-term organizational goals. Basically, most of the organizations nowadays have both a vision and mission statement but in order for an organization to operate in long run, the vision statement should be established first and followed by the establishment of the mission statement of an organization. A clear vision statement should be able to answer the question of What do we want to become? Thus, the said vision will able to provide the organisation the foundation for developing a comprehensive mission statement in which that enables an organization to operate effectively and efficiently in the short-run. A vision statement basically is evaluated based on the following characteristics: Should be short and clear, preferably in one sentence; and Should involve as many managers or executives as possible when developing the vision statement. All in all, it is very important to have a clear vision statement before an organization set up its mission statement in order to have a clear view of an organizations long term business operation and to always strive for the vision to achieve desired future position of the company. 2.1.2 Mission Statement Evaluation In order to formulate an effective mission statement, the mission statement should always be broad in scope. The term broad in scope highlight the relationship between specificity and generality of the mission statement. Due to the fact that an overly specificity statement would most likely limit the potential of creative growth for the organization; while an overly generality statement which includes various strategy alternatives could lead to dysfunctional in an organization. Thus, an effective mission statement should be able to answer the question What is our business? As a mission statement reveals an organizations effort in become what they want to be and whom they wish to serve their products and services. A good mission statement will enable the management of an organization in the formulation and consideration of a range of possible alternative objectives and strategies without excessively limiting the management creativity. Besides that, an effective mission statement needs to be reconciliatory so that the organization is able to reconcile the differences effectively among the organizations diverse stakeholders and appeal these differences to them. Nonetheless, a good mission statement should be able to assist organization in identifying the relative attention that it needs to dedicate to meeting the claims and obligations to various stakeholders. The harmony relationship between the specificity and generality of mission statement is usually difficult to achieve, but it is well worth the effort. The following characteristics are what an effective mission statement should have: Broad in scope; do not include monetary amount, numbers percentages, ratios, or objectives Less than 250 words in length Inspiring Identify the utility of a firms products Reveal that the firm is both socially and environmentally responsible Reconciliatory Enduring Include the nine mission statement components Nevertheless, as mission statement is often the most visible and public part of the strategic-management process, it is important that it also includes the nine components which made up of the following: Customers Who are the firms customers? Product/Services What are the firms major products and services? Markets Where does the firm compete (geographically)? Technology Is the firm technologically current? Survival, growth profitability Is the firm committed to growth and financial soundness? Philosophy What are the basic beliefs, values, aspirations and ethical priorities of the firm? Self-concept What is the firms distinctive competence or major competitive advantage? Public image Is the firm responsive to social, community, and environmental concern? Employees Are employees treated as valuable assets of the firm? In conclusion, an effective business mission statement must be able to reflect the judgments about the future growth directions and strategies that are able to achieve an organizations long-term goals and objectives. Besides that, an effective mission statement should provide useful criteria for selecting among alternative strategies and act as a basis for decision making over various strategic option. Thus enable the organization to determine the best alternative strategies to strive for and what type of decisions to be made in order to achieve the organizations goal and objectives. As such, the mission statement should be updated often to stay relevant. 2.2 Strategy-Formulation Framework Chapter 2 Part 2 will be discussing about the Strategy Formulation Framework in details to enable users to understand the nature of the framework and also to understand each stages of strategy formulation framework. Strategic management analysis plays an important role in an organization as it largely involves  managers, executives or strategists in making critical alternative decisions based on objectives information. Users will able to understand the important concepts that help managers, executives or strategist in formulating, evaluating and deciding which alternatives is the best course of action. Factors that will determine the decision of the management in generating alternative strategies are the External Environment Forces and the Internal Environment Forces. Both the External and Internal Environments Forces have strong relationship within organizations, as these forces are the Strengths, Weaknesses, Opportunities and Threats (SWOT) that the organizations currently have and will be anticipating in the near future. Firstly any changes the External Environment Forces will affect the consumer demand for both industrial and consumer products and services. Nevertheless, the external forces also directly affect both suppliers and distributors. Any changes made in the external force will ultimately alter an organizations effort on the opportunities and threats anticipation. Organizations will able to develop clear mission, develop long-term strategies and develop policies to achieve annual objectives and organizational goals through identifying and evaluating both external opportunities and threats. The external environments forces include the following factors that will be used to evaluate and gather information on organizations opportunities and threats: Key External Forces Demographic Forces Factors comprises of the demographic forces are usually the population demographic such as age, gender race distributions, marriage divorce rates, immigration rate, education systems, education levels, distribution of income wealth, and other factors that will affect the populations demographic Economic Forces These forces mainly consist of factors such as inflation rate, GDP growth rate, unemployment rates, import or export conditions and other factors that will generally affect the economics of the world. Political/Legal Forces Factors which needed to be consider in this forces are the government stability relations with other countries, government spending and taxation policies, industrial policies, laws and regulations on employments, environment protection, foreign trade, duties and tariffs, and other factors that may affect these type of forces. Socio-cultural Forces Socio-cultural forces mainly consists the factors of the social class structure and mobility, the attitudes towards lifestyle trends, work places, consumerism and environmentalism, and other factors in which might affect these type of forces. Technology Forces Factors such as the new discoveries or development in the industry, speed of technological transfer, obsolescence rates within own or related industry, government polices and spending on research, technology changes and others should be considered. Global Forces Global forces mainly consists of factors arises from all other external forces that are in relation to global contexts. Physical Forces Factors that focus on the physical existences and locations of an organization in a specific area will affect its market capabilities. Industry Forces Industry forces mainly comprises of the competitive forces of an organization with all its competitors in the industry. Factors such as the bargaining power of customers suppliers, threat of new competitors substitute products or services and rivalry among existing competitors. Secondly, the Internal Environment Forces will be the organizations Strengths and Weaknesses in the functional areas of business. No organization is equally strong or weak in all areas. Objectives and strategies are established with the purpose of capitalizing the organizations internal strength to overcome the weaknesses. An organization strengths and weaknesses can be seen and evaluated from its effort in marketing, finance, accounting, management, management information system, production or operation and its research development efforts. The internal environment forces include the following factors which will be used to evaluate and gather information on organizations strengths and weaknesses: Key Internal Forces Resources This key internal factor mainly focuses on the organizations internal resources such as materials or other assets that are used to produce economical benefits for the organization. Examples of such factors are the financial resources, human resources, physical resources and other resources that may affect an organizations operation. Capabilities Capability is the ability of an organization to initiate and perform its daily operation. It concern about the ability of an organization to utilize the resources and transform them into future benefits, and to create competitiveness edge over its competitors. Core Competencies Core Competency is reflected as a unique ability that an organization has which cannot be easily imitated that give an organization one or more competitive advantages, in creating and delivering value to its customers in its industry. Then again, the Strategy-Formulation Framework is regarded as important strategy-formulation techniques which are integrated into a three-stage decision-making framework. The tools used in this framework are applicable to all organizations type and able to help strategists formulate, evaluate and select strategies. Stage I: The Input Stage External Factor Evaluation (EFE) Matrix Competitive Profile Matrix (CPM) Internal Factor Evaluation (EFE) Matrix Stage II: The Matching Stage Strengths-Weaknesses-Opportunity-Threat (SWOT) Matrix Strategic Position and Action Evaluation (SPACE) Matrix Boston Consulting Group (BCG) Matrix Internal-External (IE) Matrix Grand Strategy Matrix Stage III: The Decision Stage Quantitative Strategic Planning Matrix (QSPM) Table 1 As show in Table 1, Stage 1 of the formulation framework consists of the EFE Matrix, the IFE Matrix and the Competitive Profile Matrix. Being the Input Stage, Stage 1 act as the basic input to summarize the information needed to formulate strategies. This information is largely dependent on the Key External and Internal Forces that managements or strategists have identified and evaluated. Stage 2 which is the Matching Stage, focuses on generating feasible alternative strategies by using the key external and internal factors that have been summarized in Stage 1. Tools in Stage 2 include the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, the Strategic Position and Action Evaluation (SPACE) Matrix, the Boston Consultation Group (BCG) Matrix, the Internal-External (IE) Matrix and lastly the Grand Strategy Matrix. Results from Stage 1 and 2 are then be used in Stage 3 to indicate which alternative strategies are the best for the organization in its current state and to achieve long term objectives. Stage 3 also known as the Decision Stage involves a single analytical technique that is designed to determine the relative attractiveness of feasible alternative strategies or actions. Quantitative Strategic Planning Matrix (QSPM) uses input information from Stage 1 to objectively evaluate feasible alternative strategies identified in Stage 2. As QSPM will reveals the relative attractiveness of alternative strategies and thus provide an objective basis for selecting specific strategies. Details on all nine techniques of strategy formulation framework will be further discussed in the following part starting from Chapter 2 part 3. 2.3 Stage 1: The Input Stage Stage 1 of the formulation framework consists of the EFE Matrix, the IFE Matrix, and the Competitive Profile Matrix (CPM). As the Input Stage, these three tools basically are the summary of basic input information needed to formulate strategies. The information derived from these three matrixes will provide the basic input information for the Stage 2 and Stage 3 of the framework. 2.3.1 External Factor Evaluation (EFE) Matrix In stage 1, users will be focusing on identifying an organizations internal and external environment factors by using The External Factor Evaluation (EFE) Matrix. EFE Matrix also known as the Industry Analysis focuses on summarizing and evaluating an organizations external environment which covers the industrys economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive information. These external environment forces will ultimately affect an organization in making decision on choosing feasible strategies alternatives to meet its long term goal. Table 2 is the example of EFE Matrix. The rest of the page is left blank as intended Key External Factors Weight Rating Weight Score Opportunities 1. 2. 3. 4. 5. 6. 7. 8. Threats 1. 2. 3. 4. 5. 6. 7. 8. Total 1.00 Table 2 Steps in developing EFE Matrix List a total of 16 to 24 key external factors consist of both opportunities and threats that affect an organizations industry which are identified in Chapter 3 External Environment. Information picked should be as specific or objectives as possible, using percentages, ratios and comparative numbers. Assign each factor with a weight that ranges from 0.0 (not important) to 1.0 (very important). Usually opportunities receive higher weights than threats, but if threats are severe or threatening, then it should be given higher weights. The sum of all weights assigned to the factors must equal to 1.0 Assign a rating between 1 and 4 for each key external factor. This is to indicate how an organizations current strategies will effectively respond to these external factors, where 4 = superior response, 3 = above average response, 2 = average response and 1 = poor response. Multiply each factors weight by its rating to determine a weighted score. Sum the weighted score for each variable to determine the total weighted score for chosen organization. Factors includes in EFE Matrix should always be as objective as possible, where factors should be stated in quantitative terms to the extent, rather than being just vague terms. No matter how many numbers of key opportunities and threats included in an EFE Matrix, the maximum or highest possible total weighted score for an organization will always be 4.0 and the minimum or lowest possible total weighted score is 1.0 and an average score of 2.5. Rating above average rating of 2.5 indicates that the organization is taking the advantage of existing opportunity and minimizes the potential threats; rating below 2.5 indicates that an organization is not effectively taking advantage on the external opportunities and also trying to avoid the threat they are facing. As conclusion, the EFE is used to summarize and evaluate the key external opportunities and threats that are beyond the control of the organization. 2.3.2 Competitive Profile Matrix (CPM) Other than External Factors Evaluation (EFE) Matrix, Stage 1 also includes the Competitive Profile Matrix (CPM) that is used to identify an organizations major competitors and its particular strengths and weaknesses in relation to a sample organizations strategic position. Similar to EFE Matrix, the weights and total weighted scores in CPM have the same meaning and purposes. Illustration of Table 3 will further allow users to understand the calculation and evaluation of a CPM. Company A Company B Company C Critical Success Factors Weight Rating (1-4) Score Rating (1-4) Score Rating (1-4) Score Advertising Product Quality Price Competitive Management Financial Position Customer Loyalty Global Expansion Market Share Total 1.00 Table 3 Critical Success Factors in the CPM include both the internal and external forces issues that make up the factors in the EFE Matrix and IFE Matrix, and thus the ratings for the factors are referred to strengths and weaknesses, whereby 4 =major strength, 3 = minor strength, 2 = minor weakness, and 1 = major weakness. However, these critical success factors are not grouped into opportunities and threats as the ones in the EFE Matrix. The rating and total weighted scores for rival firms can be used to compare the competitive performance to the sample firm. The results from the comparative analysis will provide important internal strategic information. However, users have to aware that they should avoid assigning the same rating to firms included in the CPM analysis. Nonetheless, users should also be reminded that the rating in a CPM are not aiming to arrive at a single number, but rather to integrate and evaluate information that aids in decision making. In conclusion, the CPM is used to identify a firms major competitors and its particular strengths and weaknesses in relation to a sample firms strategic position. The rating results from CPM should be used to aid an organization in decision making. 2.3.3 Internal Factor Evaluation (IFE) Matrix Last technique used in Stage 1 will be the Internal Factor Evaluation (IFE) Matrix. Users will be focusing on constructing IFE to summarize and evaluate on the internal strategic management or the major strengths and weaknesses in the functional area of an organization. When developing IFE Matrix, users are required to use their intuitive judgments. Below is an example of IFE Matrix which is illustrated in Table 4. Key Internal Factors Weight Rating Weight Score Strengths 1. 2. 3. 4. 5. 6. 7. 8. Weaknesses 1. 2. 3. 4. 5. 6. 7. 8. Total 1.00 Table 4 Steps in developing IFE Matrix List a total of 16 to 24 key internal factors consists of both strengths and weaknesses which are identified in Chapter 3s Internal Environment. Information picked should be as specific or objectives as possible, using percentages, ratios and comparative numbers. Assign each factor with a weight that ranges from 0.0 (not important) to 1.0 (very important). The sum of all weights assigned to the factors must equal to 1.0. Factors being strengths or weaknesses that have the greatest impact on organizational performance should be given the highest weights. Assign a rating of 1 to 4 to each key internal factor. Rating 1 = major weakness, 2 = minor weakness, 3 = minor strengths and 4 = major strengths. Beware that only weaknesses will receive rating 1 to 2; and strength will receive rating 3 to 4. Multiply each factors weight by its rating to determine a weighted score. Sum the weighted score for each variable to determine the total weighted score for chosen organization. Just like EFE Matrix, factors includes in IFE Matrix should always be as objective as possible, where factors should be stated in quantitative terms to the extent, rather than being just vague terms. No matter how many numbers of key internal strengths and weaknesses that are included in an IFE Matrix, the total weighted score can range from a low of 1.0 to a high of 4.0 and an average score of 2.5. Rating above average rating of 2.5 indicates that the organization is internally strong, while rating below 2.5 indicates the organization is internally weak. It is important to user that while developing IFE Matrix, try not to have the financial ratio analysis as key internal factors to be more than 30 percent of the total factors. This is because financial ratios are generally the result of many other factors and thus this may create confusion and disorient the organization in which strategies to be considered based on the financial ratios analysis. In conclusion, the IFE Matrix is used as a technique to summarize and evaluate the key internal strengths and weaknesses of an organization, also to act as a basis for identifying and evaluating the relationship among the key internal factors. By the end of Stage 1, users will now able to understand the use of the three techniques or tools (EFE Matrix, CPM and IFE Matrix) to summarize and evaluating both key internal and external factors of the organizations and its industries. Next part of the Chapter 2 will be focusing on the Stage 2 of the Strategy Formulation Framework which is the Matching Stage.

Aboriginal People of Canada Essay -- Canada

Aboriginal people represent less than 3% of the total population in BC. Yet, they account for more than 9% of all suicides in BC (Chandler). The numbers of suicides amongst aboriginal youth are even more alarming – nearly one-fourth of all youth suicides in BC are committed by aboriginals and more than half of all aboriginal suicides are committed by youth (Chandler). The fact that indigenous communities in Canada have the highest rate of suicide of any culturally identifiable group in the world implies that these alarming statistics may not solely be a result of aboriginal communities belonging to a minority cultural group. I will attempt to build a speculative hypothesis behind the significantly high suicide rates amongst aboriginal youth in Canada. I will do so by turning to three factors that I think are most important amongst the several factors that may be coming together and playing a role in the high vulnerability to suicide amongst aboriginal youth. I believe this is important because the more accurately we identify causal factors that may be responsible for aboriginal suicide, the more specific suicide prevention programs can be made. This pool of factors must include those that are common to all suicidal behaviour, those that are responsible for suicidal behaviour in marginalized communities and those that might be specific to the history and context of aboriginals in Canada. In this commentary I have chosen one factor from each of these three pools of factors – one, the interpersonal-psychological theory to explain suicide in general; two, loss of self-identity, which could be a leading cause for aboriginal suicide worldwide; and three, the impact of residential schools on the psychological makeup of aboriginals of Ca... ...l these communities by providing material, social and emotional support to them. Works Cited Bechtold, D. W. "Indian Adolescent Suicide: Clinical and Developmental Considerations." Indian and Alaska Native Mental Health Research: Journal of the National Center Monograph 4 (1994): 71-80. Print. Chandler, Michael. "Self & Cultural Continuity as a hedge against youth suicide." university of british columbia, 7 february (2012).presentation. Kirmayer, Laurence, et al. "Suicide Among Aboriginal People in Canada". Ottawa: Aboriginal Healing Foundation, (2007). Joiner, T. E. â€Å"Why people die by suicide. Cambridge.† MA: Harvard University Press (2005). Joiner, Thomas E. et al. â€Å"Main Predictions of the Interpersonal-Psychological Theory of Suicidal Behavior: Empirical Tests in Two Samples of Young Adults.† Journal of abnormal psychology 118.3 (2009): 634–646.

Present and Future Benefits of Solar Powered Homes Essay -- Argumentat

Present and Future Benefits of Solar Powered Homes Introduction   Ã‚  Ã‚  Ã‚  Ã‚  The following is a feasibility study on the need to apply solar power for homes and the benefits to be expected from it. This report contains information on the expected benefits of using solar power for homes in place of traditional methods of power such as electricity and gas. Solar power is beneficial to consumers because it saves them money compared to the increasingly high prices of conventional methods of generation. Solar power is also beneficial to society because it is much safer for our environment than the burning of fossil fuels or the use of nuclear power that is characteristic of gas and electricity power. This report explores solar power as an alternate and superior means of power generation for homes. Discussion and Results â€Å"Photovoltaics—A Path to Sustainable Futures†, a journal article by Joshua M. Pierce states that since 1957, electricity demand in the US has increased by over 450% while the US population has increased by only 50%, which illustrates how the demand for electricity has grown. During the first half of the 20th century, the national average price of electricity decreased as more efficient generating units were brought into service and this general trend has continued, but more electricity is needed so there is a need for different methods of generation like nuclear and solar power. Nuclear and fossil fuel generation have many negative environmental impacts, so there is a need for change which enables consumers to reduce dependence on these harmful technologies. â€Å"Photovoltaics—A Path to Sustainable Futures† states that new technology such as solar power has become a primary focus for researchers and they not only believe solar power to be environment ally safer but more cost effective as well. All of us are electricity consumers and therefore are familiar with this issue that directly affects us. When looking at alternate ways to produce electricity, one matter that particularly stands out is the consumer’s cost for the use of electricity compared to the use of solar power. According to www.solcomhouse.com, over 200,000 homes in the U.S. use some type of solar technology and more than 10,000 homes are entirely power by solar energy. The advantages of using solar power for homes, also known as Photovoltaic systems, are numerous. Many solar-power... ...rgy. References Passive Solar Buildings by J. Douglas Baccomb is a book that we have used that explains a broad survey of solar power-energy technologies and the reasons for their increased use. WWW.solcomhouse.com by The Ozone Hole, Inc. is a web site that gives an overall definition of solar power and its many uses. â€Å"Convincing the Home Builder to Build Solar Homes- Evaluation of the Passive Solar Workshop for Builders† by S. Klein is a journal article that discusses the increasing need for electricity and the most cost effective and environmentally safest way to keep up with the demand. â€Å"Photovoltaics -- A Path to Sustainable Futures† Volume 34, 20022002 by Joshua M. Pierce is another journal article that explains the technical, social, and economic benefits and limitations of PV technologies to provide electricity. Solar Heating Systems: Analysis and Design with the Sun-Pulse Method by Gordon F. Tully is another book that we used for our background information on how solar energy systems work. WWW.Millionsolarroofs.com by the U.S. Department of Energy is a web site that contains information on government programs supporting the use of solar power generation in homes.

Free Essays On Shakespeares Sonnet 5 :: Sonnet essays

Analysis of Sonnet 5 Those hours that with gentle work did frame The lovely gaze where every eye doth dwell Will play the tyrants to the very same, And that unfair which fairly doth excel: For never-resting time leads summer on To hideous winter and confounds him there, Sap check'd with frost, and lusty leaves quite gone, Beauty o'ersnow'd and bareness everywhere: Then were not summer's distillation left A liquid prisoner pent in walls of glass, Beauty's effect with beauty were bereft, Nor ir nor no remembrance what it was. But flowers distill'd, though they with winter meet, Leese but their show: their substance still lives sweet. This sonnet is fairly easy to read and understand, but there are a few subtle ways Shakespeare makes it more interesting. First, the "which" in line 4 seems to mean "that", but a pun arises when read aloud allowing "witch" to be replaced. This is definitley an option when referring to "Those hours," significant of time, as seeing time as a witch. Shakespeare does not hold time in such high regard, and therefore we get a slightly altered reading of line 4: 'and that unfair witch hastens your increasing age by fair means'. In this reading, time is both fair and unfair, much recieved as a child getting his deserved punishment. 5-6: '"Never-resting time" always forces summer into winter, where summer is unhappily detained'; 7-8: 'Where,the sap is encroached with frost, and the leaves of the tree have vanished, beauty being overly-covered and barren everywhere:'. 9-12: 'At that time summer was remembered through perfumes, (but) beauty's effect [the scent] was subsided through the perfumes [the scent is there, but the aesthetics are gone], and there was no remembrance what it really was'.

Cause and Effect Essay Essay

The United States has the 26th highest rate of gun violence in the world (Washington Post, 2012). It accounted for 70 percent of all homicides and less than 10 percent of all nonfatal violent crimes from 1993 to 2011 (Bureau of Justice Statistics, 2013). So how will the United States overcome the battle to end gun violence? The United States Government, worried parents and various anti-gun groups have always scrutinized how to fix the problem. What causes violent acts to be committed with a gun? In order to find out the basics of why these crimes happen, criminal justice experts must understand the indicators that may lead up to these wretched acts of violence. A decline in parenting and family values, poverty, drugs and mental illness may be a few of the causes of gun violence. Families are splitting up at an exceptional rate leaving one-parent households. Kids rely on their parents to be there for them as they grow, teach them right from wrong, and show them the importance of nucle ar family values. Two parent homes are not the norm as they once used to be. Divorce also plays a role in the lack of parental support. The mom may teach the child one thing and the father teaches another. They may even make the child feel at fault for the divorce. Families also split for the simple reason that both parents have to work to make ends meet. Similar to the examples of divorce, parents are not home at the same time to give kids the direction that they need to stay out of trouble; even worse, the child may resort to living on the streets to get the attention he/she needs. If he relies on the â€Å"streets†, there is a high probability that he may become affiliated with the wrong people or gangs. Having a two-parent household impacts on the child’s life so that he can refrain from having gangs as a support channel. The second major cause of gun violence is poverty. Poverty is always one of the key factors in violent acts of crime. Consider Detroit. Once a thriving city from the automotive industry, it now holds one of the nationâ€⠄¢s highest crime rates (Forbes, 2013). Poverty brings drug dealing and gangs. People use guns in impecunious areas, for protection from other gang members, and/or drug dealers. Drug dealers see the poverty-stricken towns or cities as a favorable place to sell their drugs because they prey upon those they may view as being unprotected. In turn, those who live in these areas may feel the need to be armed. As mentioned above, both parents are  not always able to stay together, resulting in one of them possibly moving to a lower income neighborhood where gangs are prevalent. One expert believes that there is a fix to end gun violence in theses underdeveloped areas, stating, â€Å"If America’s leaders would invest in proven pathways out of poverty, we could radically diminish violence in America. If America spent as much money offering opportunities to every 16 to 26 year old as we spending locking them up for minor offenses that further cut them off from a positive future, we could end poverty in a generation or two† (Dorothy Stoneman 2012). Poverty is and always has been one of the leading causes of gun violence, but ultimately it is the drive of the parents to make sure that their kids have what they need in life rather than a gang member or drug dealer providing it for them. Drugs in America are one of the battles incessantly fought and will always seem like a losing battle for many law enforcement agencies. Drugs are one of the problems that come with the territory of living in a poverty covered city or neighborhood. Drug dealers often use guns to protect themselves and their drugs to prevent another drug dealer from taking their business should one of their deals go wrong. Along the Texas/Mexico border in the war on illegal immigration, border patrol agents are also fighting the war on drugs that are being smuggled into the United States. The drug smugglers bringing these drugs into the U.S. are heavily armed and extremely dangerous. Every day thousands of pounds of illegal drugs pass through the border. One staggering statistic shows that horrific violence from the Mexican drug war claimed as many as 50,000 lives each year (The Daily Nightly 2012). This is a serious security concern for U.S. Currently, many Americans are resorting to drug running or s elling as a way to make a living. An unstable economy, high rates of unemployment and the lack of job security have led many adults making money in all the wrong ways. There is no real fix to keep drug dealers out of the country in order to keep gun violence at a minimum. Despite all the programs, schooling, and mentorships that are available to make an honest living, many make poor decisions that will affect them for the rest of their lives. Not only does it hurt them, but their families as well. Drugs lead to gun violence, which go hand in hand with each other in causing many problems. Mental illness is a serious condition that is not taken as seriously as it should be. Not only does mental illness apply to soldiers return home from war, but also to  kids and adults who may have suffered some type of traumatic even during their lives. On December 14, 2012, Adam Lanza went into a Newtown, Connecticut school and killed twenty children and six adults (NY Daily News, 2013). The motive for his actions was unknown, but one thing is certain, he suffered from a mental illness (CNN, 2013). The high cost of the tragic events caused by mental illness make many Americans feel unsecure along with other reasons for gun violence. Many are being undiagnosed or misdiagnosed with other illnesses rather than mental illness as they should be. Moreover, it is the responsibility of those that interact with the mentally to get them to a doctor for the medical attention they need to get better. Factors that contribute to gun violence are a lack of good parental support channel, drugs, poverty and mental illness. Policymakers must seek a solution to resolve problems of gun violence in America. While making laws to protect the citizens of the United States, they must be sure not to infringe on the right to keep and bear arms. Chicago doesn’t have a gun problem; it has a father problem. When young men don’t have fathers, they don’t learn to control their masculine impulses. They don’t have fathers to teach them how to channel their masculine impulses in productive ways. When young men don’t have fathers, those men will seek out masculine love — masculine acceptance — where they can find it. Often, they find it in gangs (Lee Habeeb 2006). This proves that the reasons for gun violence are valid and should be focused on. Furthermore, gun violence will continue until the indicators and symptoms start being recognized. References Ferrara, P. Habeeb, L. (February 2013). The root cause of gun violence. Retrieved from http://spectator.org/articles/33965/root-cause-gun-violence Ferguson, C.J. (November 2013). Adam Lanza’s motive a mystery in Sandy Hook killings. Retrieved from http://www.cnn.com/2013/11/27/opinion/ferguson-sandy-hook/ Sandoval, E. Otis, G.A. (December 2013). Warning graphic content: audio tapes of 911 calls made from Sandy Hook school as Adam Lanza went on gun rampage killing 20 children and six adults. Retrieved from http://www.nydailynews.com/news/national/911-recordings-sandy-hook-shootings-released-article-1.1536629#commentpostform Potter, M. (March 2012).

Ikea’s Organizational Behavior

INTRO: IKEA is known for its strong organizational values, which are based on Swedish norms and in particular the opinions and values of the founder himself. It is not unusual to see IKEA employees following the norms and values even outside the working hours, but how important is OB really for IKEA? IKEA’S BRIEF HISTORY 1940-1950 A Swedish 17-year-old man named Ingvar Kampard founded Ikea in 1943. It all began with the Ikea catalogue that was sent from house to house, which is still known today as Ikeas signature. In 1948 the range of IKEA products extended to furniture and by 1958 the first store is opened. 960-1970 By the end of the seventies, Ikea manages to not only open stores all over Europe, but in Canada and Australia as well. 1980s The large cash flow start coming in once Ikea enters the US in1985. By this time IKEA has 10,000 co-workers and 60 stores. Ingvar Kampard retires from Group Management and becomes an advisor to the parent company INGKA Holding B. V. 1990s In 90s IKEA expands in Eastern Europe as well as China. In 1990 the first environmental policy and social responsibility policy is introduced in IKEA.In 1997 IKEA launches Children`s furniture and becomes a retailer with offers to the entire family. By 1999 IKEA group grows to 50,000 co-workers and has 158 stores in 29 countries. 2000s In the year 2000 IKEA arrives to Moscow, Russia and same year Code of Conduct is introduced, called IKEA WAY. Following years IKEA is actively participates in world donating events and promotion of social responsibility. IKEA AT A GLANCE 287 IKEA GROUP STORES WORLDWITE In 2011 IKEA Group opened 7 new stores in 7 countries. As of 31. 08. 2011 it had 287 stores in 26 countries 13 0888 3 144 49 Top 5 purchasing countries: 1. China 22% 2. Poland 18% 3. Italy 8% 4. Sweden 5% 5. Germany 4% Top 5 Selling Countries: 1. Germany 15% 2. USA 11% 3. France 10% 4. Italy 7% 5. Sweden 6% CO -WORKERS PER FUNCTION * Purchasing, distribution, wholesale, range & other: 1 4,300 * Retail: 100,000 * Swedwood: 16,000 * Swedspan: 700 * Total co-workers in FY11 131. 000 TOTAL SALES: Sales increased by 6. 9% compared to 2010. Total sales amounted to EUR 24. 7 billion. SUPPLIERS IN 2011: 1,018 suppliers in 53 countriesPRODUCTS: The IKEA range consists of approximately 9,500 products. PRINTED CATALOGUES, LANGUAGES & EDITIONS: The IKEA catalogue was printed in more than 208 million copies in 30 languages and 59 editions. STORE VISITS: In 2011, the IKEA Group stores had 655 million visits. IKEA . COM: IKEA websites had 870 million visits in 2011 As for Ikeas competitors, there is Wal-Mart, Howden and Ashley Furniture. Company Employees According to Emil Svallingsson who is an employee at IKEA for 10 years, about 50% of the employees are proud of their jobs.The other half refers the individuals who do not share the exact same vision about the company, and need to be told how to do things and have a stereotypical â€Å"boss†, rather than be all a part of one team. Culture Center – Together In the hometown of IKEA, Almhult, there is a Culture Center called â€Å"Together†. It is a place for employees all over the world to attend education, meetings and to learn about the company culture. There is a lecture hall, access to product archives and documents, as well as exhibitions and interactive installations.Employees are stating that the center is a great help to keep their foundational values alive and that it makes them more motivated in the everyday work life. â€Å"Together† works as a meeting place for people working at IKEA as well as a place for developing employment skills. The main idea is to gather the IKEA culture in to one building. Since there are more and more warehouses build over the world, it is not always easy to keep the same values for everyone, and therefore the center is the beginning to keep the company culture as Ingvar first created it to be. Our heart is in Almhult and it's amazing to be a ble to have a cultural center here. † -Ingvar Kamprad â€Å"Together† is also a great example of their flat organizational structure. Hopes are that employees, by themselves, will get a deeper understanding for the culture and by that develop IKEAs future together. † Ikeas center provides different exercises to the employees that show the entire IKEA concept and how it works at its best; how all the employees’ jobs together create one big job structure, and how products are being made and the importance of raw materials.At IKEA, training is crucial to keep the social work environment functional. From the training sessions, the hope is to develop awareness, knowledge and responsibility. All employees receive this training in order to take charge of their own development. In general, IKEA wants to give the opportunities for co-workers to grow, both at an individual level, but also in their professional roles. In return, IKEA expects their co-workers to do the ir job as well as possible depending on their ability and experience, take responsibility, and be willing to develop and grow continually and to act in an open and straightforward manner.Workforce Diversity Gender The gender diversity at IKEA is probably among the best one's over the world. They have applied special workforce diversity programs in all departments, and are working for a continuing development. The program is based on â€Å"stomach feeling† and employee’s opinions in order to fill the positions in a fair way. In the warehouses, there is quite an equal diversity between genders. Right now, globally it is about 54% are women and 46% men. Even among the higher positioned jobs such as warehouse responsible, it's equally divided, 52. % measured to be women and 47. 5% men. However, when you are getting really high up in the working positions, such as the top board, there are no women. According to Hakan Sandman, the Marketing Director of IKEA France, the gende r diversity is very equal overall; but that it also depends on what department one is looking at. Human Resources department tend to be mostly women, as well as the Marketing department where Mr. Sandman is the only man. THE AGE DISTRIBUTION OF CO-WORKERS IN IKEAThis pie chart represents employees’ gender distribution at IKEA globally, but for example in Sweden it looks different: The age distribution in IKEA Globally: Workforce Diversity: Ethnicity Ikeas main philosophy is â€Å"The People Philosophy†: though in the past their strategy was â€Å"Swedes†, they have abandoned it in 1998 with the rise of globalization. Currently they have a lot of long-time workers from different cultures and backgrounds. IKEA sees the diversity matter as a subject for creating more challenging business atmosphere.France’s new store in Avignon has staff from 21 different nationalities. Since 1998 they have changed their recruitment base to: including everyone and not just S wedish people. Recruited staff are immediately made aware of IKEA`s cultural diversity philosophy; first day at work new staff get exercise to tell their group members something unique or different about themselves. â€Å"As a global player it is very important for IKEA to be aware of what the world looks like today, and how it will change in the future. The only common thing for all of us is that we are different.If we accept and understand this fact we can start to use this Diversity for the best of ourselves and for IKEA† (Fajtova, 2007) The corporate language of IKEA is English and in their TV commercials they feature a wide variety of different ethnicities, ages, genders and race. Holistic Responsibility: â€Å"IKEA is a leader in setting high environmental standards for its product. That means employing strict manufacturing methods and supply processes so that materials, technologies and transportation have the least amaging effects on the environment. â€Å"1  œ Rene Hausler, Partner, IKEA-San Diego Franchisee. â€Å"We consider IKEA to be setting an excellent example for other corporations to follow. IKEA is prepared to go further than just saying ‘no' to a supplier who exploits children. The company is showing a genuine interest in bringing about improvement for children by assuming a responsibility for child labour issues. â€Å"2 – Ingvar Hjartso, UNICEF Representative. It seems as if today everyone is praising Ikea, and it is not without a reason.Ikea is a remarkably socially responsible company, it sets example to so many other companies that simply are profit driven, and do nothing but destroy the eco system, or poison the environment with chemicals such as â€Å"the monstrato†. Therefore, Ikea is rewarded and recognized highly for its CSR, it has received numerous awards, including the one on April 2005, the Outstanding Sustainable Style Achievement (OSSA)3 Award for eliminating the usage of Polybrominated Di phenyl Ether (PBDE),4 a toxic fire suppressor used in manufacturing furniture.In addition, earlier in 2004, IKEA had received the BUPA Healthy Communities award for Excellence,5 an award funded by the Ministry of Health, UK. The company pays a great deal of attention to different problems in the society and the environment; this did not begin recently, for more than twenty years Ikea has been environmentally conscientious. It began in 1989 when the then president of Ikea said that the â€Å"Environment is not just a new fashion, it will not fade away, it is the new reality and we have to adapt to it. And so, in 1990 in association with Karl-Henrik Robert, was initiated The Natural Step (TNS) environmental program in IKEA. And so throughout the years, one by one it began tackling different environmental issues; waste management were the first thing that Ikea took seriously, and so each IKEA store started having an â€Å"environmental coordinator† who worked towards waste recy cling and energy conservation, and also trained employees on environmental aspects. Since 1999, IKEA has works actively to reduce waste in manufacturing. Where possible, waste from one manufacturing process was to be used in the production of other items.And it did not end there; most IKEA stores provided collection points for customers to return waste. In the recent years, Ikea has been trying hard to be environmentally friendly, and it began rewarding the same behavior in its employees. It varies throughout the Ikea’s in different countries; IKEA Poland stores provide facilities for bikes, maps of bike paths and tools to repair customer bikes, IKEA Denmark lends out bicycles equipped with trailers at its stores, IKEA UK stores offer interest free loans and a 15 percent rebate to co-workers travelling to work by public transport.And in May 2007, IKEA Canada launched a Hybrid Parking Program, rewarding customers driving a hybrid or fuel-efficient car, with a premium parking s pot. Throughout the years, Ikea’s interest rose in a better future for our children through a better environment rose; when it came to energy consumption, the company’s data showed that IKEA it consumed a huge amount of energy for electricity, but, Ikea did not simply decide to switch off the lights on earth day. The company went a step further; it tried to consciously reduce its energy consumption. Therefore, in 2003 IKEA launched a ‘Kill-a-Watt-Energy Saving Competition. The competition was open to all IKEA stores across the world and it aimed to achieve reduction in energy consumption and also to create awareness among employees regarding electricity costs. By the end of the competition, IKEA had saved energy equivalent to providing electricity to 2,000 households, or two IKEA stores for a year. From waste to energy, Ikea then focused on forestry; around 75% of the raw materials used for Ikea’s furniture, catalogs and packaging came from timber. Hence, conservation of forests was an important environmental issue. IKEA worked with groups such as Greenpeace to formulate policies for sustainable forestry.IKEA was also a member of the Forest Stewardship Council (FSC). As a result of consultations with these organizations, IKEA banned the usage of timber from intact natural forests. Many companies in industries, such as the diamond industry, choose to be ignorant; companies ignore or lack interest in where their diamonds come from, but often the blood diamonds that they purchase give life to more slavery. And even though there are a lot of different forms of slavery throughout the world, Ikea is one of the companies that does not tolerate it and even though child labor oes exist in countries where IKEA products are manufactured, IKEA does not accept child labor at its suppliers or their sub-contractors, and works actively to prevent it. The company has a special code of conduct called The IKEA Way on Preventing Child Labor, and monitor ing of compliance with The IKEA Way on Preventing Child Labor is done by IKEA trading service offices and with unannounced visits by KPMG to suppliers and sub-contractors in South Asia. As listen above, we can see that throughout the years Ikea has demonstrated over and over again that its responsibility goes beyond home furnishing.It undertook several projects for community development and a lot of its projects were centered on children, such as the one in August 2000, IKEA initiated the Child Rights Program in India in association with UNICEF. The project started in the Indian state of Uttar Pradesh (UP) and the aim of the project was to prevent child labor in ‘the carpet belt' of UP, by addressing root causes such as poverty, illiteracy and ill health. The company’s CSR extended from the community and environment, to the suppliers. Ikea did not choose to be ignorant about where their suppliers got their goods.So it launched ‘The IKEA Way on Purchasing Home Furn ishing Products (IWAY)' in September 2000, this way all of Ikea’s 2,000 suppliers spread across 55 countries, had the ‘code of conduct' to adhere to. Student Support Programs: Ikea helps students of all ages throughout the world; it has aligned with is Save the Children’s Early Steps to School Success (ESSS is designed to assist children with language, social and emotional development); an early reading readiness program that IKEA supports through financial and in-kind product donations.In addition, since early 2001, the IKEA Group supports one-year scholarships for students from Poland, Estonia, Latvia, Lithuania, Ukraine and Russia to study forestry at the Swedish University of Agricultural Science in Alnarp, Sweden. The purpose of the scholarships is to support competence building in sustainable forestry in countries that are important wood sources for IKEA, and to help future forestry professionals in those countries develop relationships with each other.And it doesn’t stop there; due to the fact that many IKEA products are made with cotton, they partnered with the WWF to run Farmer Field Schools in Pakistan and India. Ikea over and over again displays its care for the society and the environment, it is because the company is not simply profit driven, it has a vision; and the vision is â€Å"to create a better everyday life for the many people. This includes doing what we can to help create a world where we take better care of the environment, the earth’s resources, and each other†. Internal Communication: Communication & EqualityThe CEO of the company has a specific culture that has been passed on since Ikea was founded, and this culture is communicated to all of the employees. She states that when she hires a â€Å"co-worker,† as IKEA terms employees, her plan is to help the person through his or her slumps. One of her greatest rewards is to see a worker she has worked with excel, and she believes all super visors and managers should serve as mentors. Every manager is also a team member, â€Å"I’m responsible but not the center of the universe. There is always someone who knows more than you do.And there are always new things that you can learn, which I think is the essence of why I work with IKEA. † Par Sundqvist Store distribution manager Sweden In Ikea a manager is not â€Å"the boss† or the one who commands and rules his department. Due to the low power distance in Sweden, Ikea was founded on the basis that everyone is equal. And based on the chart below of Geert Hofstede’s cultural dimensions theory, one can see that because of the relatively low power distance in the U. S. , it was quite easy to communicate this approach to all the â€Å"co-workers† in Ikea North America. Exhibit 1.A Cultural Dimensions Theory Exhibit 2. A Cultural Dimensions Theory In Exhibit 1. A, one can see the power distance in both Sweden and the United States, though ther e may seem like there is a difference, once it is compared with Exhibit 2. A one can see that compared to countries such as China who have a high power distance, on average, the power distance is relatively the same in both the U. S and Sweden. Therefore, it can be concluded that Ikea’s Scandinavian way of doing business with the absence of the traditional â€Å"boss† was understood and quickly absorbed by Ikea North America.Equality within the company is emphasized and communicated to all of Ikea’s stakeholders; and though according to â€Å"glassdoor† Ikea employees give the company’s ability to communicate an average 3. 5 rating, they give serious leadership a poor rating of 3. 1 because according to the employees â€Å"there is a little too much equality†, employees want to be guided and told what to do a little more. It seems that not all employees are ready to be treated equality with their bosses and be all a part of one team. Based o n the latest updates on glassdoor, the company rating is a 3. ; the employees say it is â€Å"ok†. This company rating is based on eight components; career opportunities, communication, compensation & benefits, employee morale, recognition and feedback, senior leadership, work/life balance, fairness & respect. The lowest scores of 3. 1 were in career opportunities and in senior leadership. Two of the â€Å"Top Ten Reasons Why Good Employees Quit† are listed in the components that make up glassdoor’s company rating; employees have given to â€Å"Recognition and feedback† a score of 3. , and when it came to rating the â€Å"work/life balance†, IKEA employees gave the highest rating to it. Employees believe that better than anything else the company takes good care of their employee’s need of the work/life balance. Even though the rating seems to be solely satisfactory, it doesn’t truly represent the reality. Based on the rating one will assume that the company’s job demand is at a mediocre level, however, IKEA jobs are actually highly demanded; in Florida USA, IKEA had over 10 000 applicants for only 450 job.And in Sweden, Ikea ranks on the top 5 companies that university graduates want to work for. In addition, Ikea was on the â€Å"Top 200 World's Most Reputable Companies† (#2), Forbes, in 2009 and on the same year it was on the list of â€Å"Best Places to Work in Orange County† (Large companies), Best Companies Group, 2009. Pay and Benefits According to glassdoor. com Ikea employee’s rating of Compensation ; benefits is a mediocre 3. 4, however it does not portray the full picture. Where some believe that Ikea does a mediocre job, others are enjoying the vast benefits that Ikea provides them.Last fall Working Mother magazine named IKEA North America one of the 100 best companies for working mothers and singled out Spiers-Lopez for its Family Champion Award. The award was given for I kea great paid maternity leave and flexible work schedules. In addition, Ikea provides a number of benefits that are not usually offered to retail workers in the U. S. such as â€Å"full medical and dental insurance for those who work as little as 20 hours a week, including coverage for domestic partners and children; tuition assistance; and a 401(k) matching plan†.In addition, they receive long breaks, free uniform and the company has a food plan, it is known as the â€Å"$3 meals†. As for the facilities, there are lounges, relaxation rooms and showers. Ikea has all sorts of benefits from end of the year gift, to long service awards to sick pay and first day of school leave. Lastly, Ikea unlike most companies provides even part time workers with benefit packages. Bonuses in the company may vary, but on average the bonus of a sales associate is $785, and the team leader receives $1,002.However no all positions receive such high bonuses, when it comes to Ikea cashiers, they receive $50, and customer service associates receive $100. And all full time employees receive a 10% discount; it increases to 15% after 7 years of work. The employee discount comes hand in hand with home delivery and assembly of the furniture, always free of charge. All employees in Ikea receive above the minimum wage rate; most are paid by hour except a few who receive a fixed salary; the team leaders receives $39,908 and the department supervisor $34,712.Sales associates hourly pay is $10. 39, Ikea cashier’s is $9. 65/hour, customer serve associates receive $9. 38/hour, floor associates receive $10. 00/hour, Safety ; Loss prevention agent’s pay is $12. 69/hour and the pay of a co-worker is $13. 15/hr. On average the pay is around $12 per hour, with exception the interior designer who receives $16. 56 per hour. As for pension, at the moment, IKEA is building a new global pension package where they want to construct a global second-pillar retirement benefit struc ture. It is planned to be a fixed interest rate of 3. % on contributions. In 2000, IKEA introduced a multi-fund pension arrangement for their employees, which also can be used as a private retirement fund if they leave. The arrangement also offers workers who moves between countries a choice of asset mixes in which they can invest contributions. Co-workers at IKEA are able to transfer money between funds or split contributions between different plans, depending on their age and risk taking profile. It can also be mentioned that even if you choose to leave your job at IKEA, you may remain in the pension agreement. Everyone should have the same amount† – Ingvar Kamprad Ingvar also wishes to start a bonus program for employees over the world, but it is not yet defines how much money we are talking about. IKEA has 131 000 employees so the amount will easily reach very high numbers. So far, there are only 3 principles decided around the future wish; Everyone gets same amount , everyone can take part and its related to Inka holdings financial results. (Inka holdings is IKEA’s Dutch holding company) Improvements and Changes in 2011:The workforce turnover has decreased to 22% in 2011, and 81% of employees now come back from maternity leave: 100% at management level and 78% of hourly-paid workers. Thirdly, 2011 employee satisfaction survey came up with results that employees` favorability to rewards and benefits boosted by 5% in IKEA. Fourthly, IKEA launched family-friendly benefits such as a staff support program and childcare vouchers, as well as an loan with no interest in order to cover costs a month after birth. IKEA: TRAINING AND DEVELOPMENT IKEA uses mostly 3 different types of training: * Induction training (35%) Mentoring (40%) * Coaching (25%) 85% of training is on-the-job training and only 15% off-the-job training. Differences between IKEA houses per region in relation to Educational background of co-workers IKEA`s workforce has reached al ready 131,000 employees and these people are an epicenter of IKEA values. Value is a core word for company`s strategy and co-workers` involvement in it. IKEA is doubling their sales every five years; however it does not doubling their staff. One of its keys to such a success lies in training and development programs constantly offered to the employees.Each employee is offered 40-hour training every year in average. Since the very beginning employees` development was perceived as a non-stop process in IKEA. The first period for all newcomers is training in IKEA’s culture. It usually implicates learning about the company’s history by watching the educational videos. Many co-workers start they way in IKEA as part-time co-workers and shift progressively to full-time, seniors, deputies etc. Along their career path they are getting cultural training and regularly acquire IKEA’s values.The major part of training is acquiring the core aptitudes and skills such as teamwo rk, efficiency, mobility, leadership, that were considered necessary for a successful career at IKEA. Networking in IKEA takes important role in training and development. When new employee joins the â€Å"family† he/she gets immediate access to a local network. Curt Temin, who works globally with learning and development within IKEA Group, regards â€Å"networking as the ultimate tool for professional development†. One of the very first things new employee learns is an ancient Swedish word â€Å"fika† (coffee break).In IKEA they understand that even informal meetings and communication between people lead to knowledge transfer and this is where development starts. â€Å"People’s careers are only as limited as they want them to be at IKEA,† concludes Jeff Wilson, learning and development manager for IKEA US. 90% of all positions inside IKEA globally are filled inside, and 35% of those jobs are managing positions. To keep such a high data company has launched a personal development program called â€Å"PADDLE YOUR OWN CANOE†, which has 3 components and takes place ones a year.This program is open to employees who already became aware with companies values, understand their position within the company and ready for self-development. At the first step staff is invited to investigate strengths, weaknesses, self-awareness and career pathways. The second step includes meeting with manager to discuss previous conclusions, perform a skills gap examination and choose position to develop toward desired path. There are online career centers available at this stage to provide all necessary reference materials to complete this stage. Last third step in the program leads to setting goals by employee and making an action plan.IKEA has created environment for growth founded on belief that good people can be even better. In the year 2002 the â€Å"SKILLS ESCALATOR† program was born from this idea. The Skills Escalator is compound of 4 main steps. When employee starts job as a trainee comes the first step. The second comes when employee actually step into planned responsibility. The third step is called â€Å"senior† because at this stage staff becomes leading with tasks of coaching others in their specific work. When the employee has become a mentor and expert it means the last fourth step of program has been reached.This program was created due to willingness of the company to employ people not solely for one role but to take a leading position in long-term. The core idea lies in progress, in order to learn and then train others. In IKEA nobody is a trainee longer than one year. The â€Å"SKILLS ESCALATOR† always gives opportunity for staff to get higher skills level. Employees are progressing while working, they perform work and see which skill are necessary and how attain them during the working process and receiving feedback Employees are confronted with a coach, who is not telling exactly what to do, but help to ind an answer by giving few leading questions. Therefore employees receive help and support, but in such a way they describe what they need to know rather told in advanced. It gives employees control over own development. This relates to on-the-job training, which is most used training process in IKEA. In fall 2011 IKEA launched mentoring initiative â€Å"PARTNERS FOR GROWTH† which was directed by famous mentoring consultant Dr. Lois Zachary of Leadership Development Services. This program was set up to help co-workers establish vital relationships to maintain them in piloting IKEA and in pursuing their own personal development.This program targets only to the IKEA`s key management. Jeff Wilson, Leaning & Development Manager in US explains that â€Å"Partners for Growth† will have a crucial influence on IKEA, he believes, that among many other programs this one is one of the most important. As IKEA has big expansion plans for next 10 years this program will lie in the very heart of the process. A lot of efforts will be given to co-workers` development programs such this one, due to the need of greater capability for people to take superior responsibilities in US and Canada.Pernille Lopez, President of IKEA NA admits that Zachary`s knowledge helped to line up a triumphant monitoring strategy with his own. Lopez confirms, that IKEA`s main goal is to help co-workers to do their job better by developing and empowering staff. In IKEA they take extra steps in mentoring program. IKEA base mentoring program on growth of both mentee and mentor holding expectation of creating better employees by making them a partners. Innate result of this program turns IKEA`s mentees to future mentors. Major mentor to IKEA`s mentoring support groups, Dr.Zachary praises company`s commitment to development processes and finds those innovative and hopes to see mentoring process as a natural aspect of the IKEA`s culture in the next few years. â€Å"P ARTNERS FOR GROWTH† soothes the progress of individual learning, encourages professional and personal development, and has 4 strategic goals: * Develop Leaders from top to bottom – Support career development across the board – Develop and support diversity through IKEA organization – Strengthen IKEA culture Interest of employees in IKEA for more internal training | Percentage| Yes| 79%| No| 4%| Don`t know| 16%| Totals| 100%|PASSIONATE CAREER IN IKEA In IKEA at entry level all employees are hired externally, then those employees are making their way up through promotions. Only 10% of employees on higher levels are hired externally mostly because of lack of eligible candidates. Career planning in any organization is based on how the organization may help and helps its employees in planning their careers. IKEA behave as a supportive partner, in managing its employees careers, for example, by lowering the work load while employee is taking any educational prog ram, by giving time off to study, or by paying a part of the tuition fee.Therefore, career planning may include anything from policies on hiring and promotions and collecting data about personal preferences to Educational Assistance Programs and flexible working hours. Educational Assistance Program gives employees monetary benefits for taking certain training or courses. To be eligible for those benefits the employee must pass the course with the mark of 75% or higher. Those benefits depend on the course taken and on the level at which the employee is. Nonetheless, IKEA offers also its own training and development program.Whereas the company and the level of employment require certain training programs, others are optional. IKEA says that career planning mostly depends on their employees if they want to be pro-active rather than reactive, if they are willing to take more responsibility and to learn more, positions are always posted in the store and every employee may apply upon mee ting certain requirements and having good performance appraisals. IKEA as being in retail industry hires many people on a part time basis, therefore it may offer what is called flexible working hours.This primarily means that employees have a choice what day to work and what hours to work, since they are not required to work 40 hours a week. Flex work enables co-workers to balance home and work careers as well as to spend more time on personal development. Nonetheless, flex work program depends on where the co-worker is working, for instance, in some departments, such as IKEA Trading, co-workers are required to work 8 hours a day but it does not have to be in straight time as long as they have eight hours a day worked.Whereas, in other departments it means that co-worker may choose which days to take off and which days to work. Promotions within IKEA may be vertical or lateral. The policy states that in order to be eligible for promotion for a position lower than management position , the candidate must work with the company at least six months, and to be eligible for promotion for management position the candidate must work at least three years. IKEA provides good program for those employees that would like to, and are eligible for, relocation to different country.Interested co-worker needs to meet certain requirements and be the best candidate for that position. In case of not having the language knowledge IKEA provides language training therefore upon arriving in the new workplace the promoted candidate can communicate with others. This tactic ensures that all employees meeting the requirements may be chosen and the language is not a barrier. IKEA, as a part of career planning of its employees, also does succession planning in conjunction with management. It means that IKEA has charts with listed higher positions, employees on that positions, and relationships between those positions.In case of any vacancies the chart lists prospective successors that may st ep up into that position. IKEA in developing such charts takes into consideration performance appraisals, experience, personal characteristics, and personal preferences of the candidate. As mentioned earlier IKEA does it in conjunction with managers, it means each candidate's qualifications are confirmed by the manager and that manager decides whether the candidate is ready to be promoted or not. Feelings of employees in relation to competences utilized in the right way within the company TAKING CARE OF PEOPLE: EMPLOYEESIKEA always tends to give greater value to its people by calling them co-workers, in such a way highlighting the importance of workforce in this company. The most important values for communication strategy in IKEA are respect, cost consciousness, togetherness and simplicity. During the hiring process IKEA is willing to take people who are willing to growth both professionally and individually, it is always stressed and emphasized during the recruitment. IKEA wishes to create sort of a partnership with its co-workers, it is ready to listen to their ambitions and particularly interested in hiring people who share IKEA`s values.In IKEA responsibility is given to co-workers and strategy of empowerment is applied. Therefore co-workers in IKEA are not afraid of making mistakes and are encouraged to innovative way of thinking. Worst enemy or evolution in IKEA is fear of mistakes. One of the factors IKEA using to make their employees feel better at the work place is absolute avoidance of status symbols. This system allows people to feel equal. The inspiration comes from the top management, and particularly from Ingvar Kampard who brings a great encouragement through his own life.For instance, he always uses public transport instead of taxis or car whenever it is possible. This again sets a good example for cost-consciousness from the highest level on, shows that managers do not expect things from their co-workers that they aren’t willing to do themselves. For Christmas 2006 IKEA has given 9000 bicycles to its employees with a purpose of cutting down the pollution and stick to idea of togetherness and cost-consciousness, which comes from top management. The staff is getting 15% off travel tickets on public transport to sustain same goals.Another example of how IKEA takes care of its employees is training and learning which not necessarily be important for the jobs performed. In 2002 Scottish IKEA introduced IT training for co-workers even thou most of those employees were not using computers in their jobs. IKEA tries to support co-workers, increase self-awareness and encourage them through continuous motivation and incentives. As mentioned before, preference during the recruitment process is given to people who are ready to grow both professionally and personally in IKEA.Regarding the motivating theories, when we begin using McGregor’s theory of X and Y, it can be safely stated that IKEA recognizes its employees as theory Y. IKEA consequently supplies the employees with benefits and incentives in order to give the opportunity for the workforce to grow themselves and their careers. Success of IKEA does not lie in cheap prices, but particularly in treatment of so-called co-workers and direct outcome of it. IKEA has two programs directed towards older employees: The duration of notice of termination of employment is increased by one month per year of employment for employees who are 40 years of age or older.The maximum raise is six months and is in addition to the length of notice according to the law. After ten years of work in IKEA, employees going on pension are allowed to a period of six months of reduced working time with full payment before the retirement. This helps to ease the transition from work to retirement by letting leisure to gradually take the place of work. Differences between IKEA per region in relation to Perceived Stress on the workplace Differences between IKEA per region in relation to how loyal employees feel towards the companyDifferences between IKEA per region in relation if they see themselves working in the company in the next 5 years TAKING CARE OF PEOPLE: CUSTOMERS * 1 million customers visit IKEA every day * The average customer makes 3. 5 store visits per year * The average age of a customer is 42 * 60 per cent of them are female * 150 million meatballs a year are served in IKEA restaurants * 145 million catalogues are printed in 48 editions and 25 languages * IKEA staff conduct 50000 yearly â€Å"home visits† where they visit customers' homes (in exchange for an IKEA credit voucher) to find out what frustrates customers about IKEA products.All business organizations need to make sure that their customers are satisfied with the service they receive because customers are the most important part of any successful organization. IKEA is acting according to the A. R. T. of great service, to carry out a good customer service: Approachable- a n organization must create an open and friendly environment that will influence customers to come in with self-assurance so that their matter can be dealt with. Responsive -all staff should take responsibility of their action. Customer service should be flexible and provide precise and honest information, at all times.Timely – done accurately and efficiently at all time. Many businesses record customer complaints so that, they can review the matter, and to improve its customer service. THE WORK WELL PROGRAM HEALTHY PEOPLE= HEALTHY ORGANIZATION Retention of senior co-workers in IKEA in ways of: * twice a month offered body massage; * specialized course in healthy lifestyle containing a personal diet program, and guidance on losing (or gaining) weight; * help to stop smoking, handle stress or manage situations of conflict; * providing discount on fees to fitness centers; providing comprehensive health insurance coverage providing medical treatment and rehabilitation therapy in private clinics to encourage quick recovery and return to the workplace after illness; * a local project promoting good working attitude through colleague-to-colleague guidance in standing, sitting and lifting correctly Discrimination in IKEA USA Ikea has their way of conduct called the IWAY standing for ‘The IKEA Way on Purchasing Home Furnishing Products’. It defines what suppliers can expect from IKEA and specifies what IKEA requires from its suppliers. Moreover the IWAY guides the work of employees.It covers working conditions, the prevention of child labor, the environment, responsible forestry management and more. Suppliers are responsible for communicating the content of the IKEA code of conduct to co-workers and sub-contractors and ensuring that all required measures are implemented at their own operations. For example, talking about discrimination the IWAY mentions: ‘The IKEA supplier shall not discriminate with regards to workers based on race, religion, beliefs, gender, marital or maternal status, age, political affiliation, national origin, disability, sexual orientation or any other basis. Discrimination is therefore forbidden not only concerning the race but also the gender, religion, beliefs, marital or maternal status etc. However in April 2011, complaints of racial discrimination were present in Virginia, more precisely in the city of Danville. Six African American employees have filed discrimination complaints with the Equal Employment Opportunity Commission, claiming that black workers at Swedwood's (an industrial group within the IKEA Group of companies) U. S. actory are assigned to the lowest-paying departments and to the least desirable third shift which means from 11 p. m. to 7 a. m. One of the women, Jackie Maubin, mentioned that white people were more likely to receive more money than black people. Swedwood found solutions to face those issues by showing those complaints through mediation and Ikea had offered Maubin 1000 dollars. The company Ikea is trying to eliminate discrimination by hiring based on workers individual skills and ability to do the job.CONCLUSION: As shown thoroughly throughout this report, in both theory and practice, OB is IKEA’s top priority; the company pays a great deal of attention and energy to the company’s organizational behavior. It is part of Ikeas foundation, which results in great success. Though of course, whether OB is IKEA’s number one, or number two priority, it varies depending on factors such as the country in which that particular IKEA is located, as well as the culture in which it operates in.Though the origin of the Swedish IKEA has OB as a number one priority, it slightly varies depending on the location of each IKEA store or warehouse, that is due to the fact that cultures and norm and ways of doing business vary all over the world, and even though IKEA does its best to keep OB its number one priority, it is not the number one prior ity in every single IKEA all over the world. There is still room for improvement though in comparison to other companies, IKEA certainly never neglects the important of OB, but whether it is the number one or number three priority, that varies all over the world.Appendix: Interview With Emil Svallingsson, Warehouse Employee at IKEA Sweden for 10 Years According to you, how are employees being treated at the IKEA warehouse? In an equal way? In general, all employees are treated well, even though some bad things has shown during my 10 years at IKEA. If you are complaining, you are risking to not get a promotion. People were always quitting and new were starting, mostly because of annoying costumers and due to a too small number of employees. IKEA is constantly trying to cut down on their staff in order to have the consumers doing as much as possible.During a very long time, no new people were hired at my department. Additionally, I have to say that there always have been a good diver sity between men/women, religion and age. It's a good mix! Are employees proud about their jobs? †No, it's about 50/50 I would say. 50% thinks IKEA is amazing and a wonderful place to work. We call those certain people the â€Å"IKEAns†, like Indiens. The other 50% are mostly working there because of a lack of other things to do. †Is IKEA a good environment for new initiatives? You always have to push yourself forward and be initiative if you want something to happen with your carrier. It is almost expected from the employees to do more than it says in their contract if they want to achieve higher positions. †Are employees actively involved to develop IKEA, or are they according to you, in need of being â€Å"pushed† forward in order to develop? †Again, that's 50/50. The ones who believes in the IKEA concept (the IKEA`ns) loves to be a part of the IKEA family and they do not have to be pushed. The rest of us might need a clear goal to be motivat ed.I would have liked to just have a small percentage of the extra money I earned if my selling went extra well for example. They don't have systems like that. Time to time, they did have a small competition or party for the employees though. That was fun. Interview with the French marketing director Hakan Sandman How are decisions in general being taken at IKEA? Ikea is very democratic in general, even though it's different between different countries. It differs depending on a country's general values and how the people are looking at the word Trust. It is easy to say, Yes†- we trust our employees! but not as easy to live. I would say that IKEA Sweden trust their employees most of all countries, but in comparison to other companies in France, we are very good at trusting and giving away responsibilities. How are the people at IKEA helping each other in order to move forward as a group? At IKEA, it is important that it's easy for our employees to understand and live our value s and beliefs. In the retail department, there are so many people who comes and goes, so it is important that the new ones are able to learn quickly and that the old ones are willing to teach.One of our most important slogans is: â€Å"Lead by Example† which basically means that you have to live as you learn. When the founder, Ingvar Kamprad, where in his forties, he was driving around in a Porsche, drinking champagne with beautiful women and he was living a very different life from today. He later on realized the importance of guiding people by being the example himself, and started to behave in a more appropriate way for IKEA. So what is â€Å"appropriate† for IKEA? It is important for anyone who works at IKEA to be a good example when it comes to money. You have to live as you learn and you are not opposed to waist them.An example of this is when a person at IKEA Russia once where spending a bit too much, which lead to that the company lost 50 million euro. Ingvar h imself then went to the person who was responsible for the act, but instead of yelling at him for what he did, he started to lecture about good behavior and the norms of IKEA. In this case, Ingvar saw that it wasn’t the money that were important in the situation, but the symbolic act to waist 50 millions. It was just not good for IKEAs reputation. At the same time he managed to â€Å"Lead by Example† by being a really good and understanding leader. Is it really that equal at IKEA?IKEA is a flat organization, which means it is not hierarchic. Our decisions may take longer time, but when letting everyone decide, people all over the organization will truly believe in the decision and work more efficient to get through with the new idea. At IKEA, it is important to feel the â€Å"We- Spirit†. Since we are doing things together, that leads to more personal energy and everyone will be more effective. Do you prefer it like that or the other way around? Sometimes, it ma y be hard to take a decision within the overall budget for example, cause we don’t really have anyone who Really decides.Everyone might want different things and that can require more time and energy than it would have done in a hierarchical organization. But in the end, I really prefer the flat type of organization. How to you get a flat organization to be effective? It's all about a balance between time efficiency and democracy. In the warehouses, there is somewhat a hierarchy, but as flat as possible. It wouldn't work otherwise. Ingvar himself is very concerned about his employees though and likes to spend time in warehouses in order to take in the opinions of people working there. He wants them to also have power.But is it really that equal between men and women? Every department sets its own goals every year. The goals are based on feeling form the employees but also on measured facts. In the very top, there are more men than women. A lot of women are working in HR depar tment and marketing. I'm the only man at the marketing department! It is really well divided between warehouse bosses though, I would say very close to 50/50 for men and women. 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