Merger and Acquisitions Theories in Management

Merger and Acquisitions Theories in Management Management theory and practice Mergers and acquisitions are a main means by which single and individuals are able to grow and then enter the new markets. After this happens, the competitive structure of the whole industries may alter radically in a span of a short time. Mergers are the unifications of two or even more firms into forming a new one whereas acquisitions are the companys purchases of the majority of the shares from another. Mergers and acquisitions can also represent a major mechanism through which the firms that are national are able to become multinational firms. The cost and benefit analysis of the mergers and acquisitions affect the decision by the managers and the shareholders of whether to take up a specific merger and acquisition. The decision by the employees also can lead to the acceptance or refusal of the merger and acquisition (Paul Simon 2). In this paper, I am going to research on why the employee-related issues prevent the succeeding of a merger or acquisition. The modern business environment is characterized by change that is continuous in nature. Every organization is considered as a system where work, process, system, people are all aligned in order to ensure that the unit of the individual, individual and overall systems are well fit to deliver the strategies of the organization. The objective of the integrative process is to integrate people, processes, technologies and strategy without interrupting service, quality or product and not only to combine financial standing of any two companies. Employees issues in relation to the integration phase always relate to the human capital related integration issues such as integration of the culture of the organization, leadership, organization structure and design, processes and systems and retention of the key talent. The other important issues are effective planning for the purpose of integration, employee communications, and the selection of good leaders to manage the business combination and the creation of practices and policies for knowledge sharing and learning and also the transfer. The failure to address the issues that concern merger and acquisition impacts the new and current organization very negatively at the stage of post-merger in two levels. One of these two levels is the individual level and the reactions of the individual employees are insecurity, powerlessness, alienation, a drop in productivity, loss of energy and the rise in absenteeism which increases turnover and profits. Other stress factors include the performance evaluation criteria, the loss of control over the life of the professional and also the alterations in the reporting relationships which would also impact the merger or the acquisition adversely or negatively. There are also many other psychological impacts which result from the merger activity. These are lifestyle instability, loss of confidence, depression, anxiety among others and these symptoms may lead to large-scale industrial strikes at times (Nilanjan and Bhattacharya 143). From this we can find that due to these impacts, the employees can resist the mergers and or acquisition in their companies. The other level is the corporate level and at this level the impacts are long-term in the cultural integration, organization structure and design, processes and systems. The failure to tackle these issues in the phase of planning of the merger process can lead to outcomes such as benefits integration, high financial costs, incompatible HR plans and policies, inadequate communication to the employees, insufficient provisions and reserves for risks that had not been discovered and/or improperly evaluated, inefficient financial accounting for the integration costs, the loss of loyalty of the employees leading to the high turnover rates, the dilemma of the workforce reduction, reduced productivity and finally leads to lowered employee morale (Nilanjan and Bhattacharya 144). These issues are the ones that drive the employees to be against and protect the mergers and acquisitions. The strategic combinations of the mergers and acquisitions have a dramatically greater chance of success in terms of providing the added value to all employees, and shareholders. The success could also be experienced in justifying of the acquisition premium when they are led, designed and implemented with these four elements. The first element is the integrative perspective in which the mergers need to be seen as combinations that try to balance the interplay of the organizational architecture and organizational strategy with the guiding principles of the management of the change. The second element is the designed integration which is the scope, intensity and degree of the integration and should be driven by elementary business case for the merger or acquisition which defines integration process. The third is the differential leadership because leadership is very vital and different leaders have different roles. The leadership roles should be considered and assigned at the initial stages because this could bring confusion at the late stages. Lastly, the expanded due diligence factor is considered where the organizational issues are discussed. In this case, the organizational diligence is made a crucial part of the merger and the acquisition chain of events as is the due financial and legal diligence. An example of the job losses caused by mergers and acquisitions and also the reduction of salaries of the members of banks is the European banking sector. Since the start of 1990s, the European banking sector has witnessed massive job losses and the decrease of the salaries of the employees who were left. The impact of these job losses has been greater in the Northern Europe rather than in the southern Europe. The employment in the sector of insurance has also been affected as a result of mergers and acquisition. The nature and quality of the employment has greatly changed from the year 2000 in Europe (Paul and Simon 2002: 45). The reductions of employment have affected the branch administrative and networks functions. The older workers with the conventional banking skills who do not qualify and therefore not transferable easily to the new developed and centralized functions, for example those that work in the call centers, are affected adversely. These are the people who may rise ag ainst any mergers and/or acquisitions and also the banks may consider these people and reach a decision not to accept any mergers and acquisitions. Mergers and acquisitions have been known to accelerate corporate practices because the enterprises tend to review the whole cost structure entailing the mergers and acquisitions with the aim of identifying the very maximum savings that are possible. The job losses have increased greatly from 17.5% to 24% due to many mergers and acquisitions. A merger and/or acquisition also referred to as a takeover invalidates in many ways the employment contract. The employee works for someone else without having taken the required steps to change his or her employers. This brings into clear view in an emphatic manner the one-sidedness of the employment relationship and also the idea that the employees do not have any control over the decision of who their employers are. The mergers and/or acquisitions are described as the legitimate means for breaking the implicit contracts in the view of restructuring (Paul and Simon 2002: 183). The mergers are seen as avenues to disrupt job security that the employees have held for long periods and therefore are bound to disrupt the process of mergers and/or acquisitions. These mergers and acquisitions appear to the employees as deliberate strategies to violate the internal norms and also as a hard, brute exercise of powers and therefore they can prevent the succeeding of the mergers and acquisitions. The integrating of the different company procedures and systems requires the harmonization of the different aspects of terms and conditions that apply to the employment signings. These include job titles, pay scales, job descriptions, entitlements and benefits, supervisory and reporting lines are all subjected to revision in order to ensure that there is common practice in the new mergers and acquisitions. These changes may make the employees to reject any mergers and acquisitions. The mergers and the acquisitions upset the links between explicit and implicit contracts in accompany that was in the past based on trust between workers and managers, they are presently founded on assumptions and beliefs regarding mutual responsibility between employees and employers. The integration, merger and acquisition also requires the harmonization of the different aspects of conditions and terms of the employment to ensure that common practice in the combined organization which may alter the existing practices of the human resource and management of either or even both of the organizations. Workers or employees have also considered the lack of incentives due to mergers and acquisitions. There is no transparency in the reward systems and the mergers also lead to contradiction between performance assessments that focus on personal contribution and the objectives that require team-based work. The employees therefore call for better balanced team-based and individual rewards. This is supported by trade unions where they argue that the alterations to the psychological contract which include erosion in the job security are not well reflected in the enterprise reward systems after the mergers and acquisitions. This decreased job security, increased workloads, stress and anxiety are other significant consequences of the heightened merger and acquisitions activity. These factors coupled with lowered morale and also a deterioration of the organization performance has led the employees to be against the implementation of mergers, takeovers and acquisition. This human side of the acquisitions and mergers is all about the overall impact that mergers and/or acquisitions have on the employees in a certain company. These impacts on the psychological difficulties that the employees experience, the culture clashes which may emerge in companies during the post-merger integration period. Finally the ways in which these outcomes manifest themselves that include communication breakdowns, there is also the we-they mentality that occurs between the inclusive organizations in the merger and acquisitions, minimized commitment, reductions in productivity, organizational struggles for power and also office politicking and at last the loss of the key and main organizational members. All these factors combined include the employee issues that affect the realization of mergers and acquisitions (Anthony and James 3). Through research through face to face interviews, a writer concluded that the employees were an important asset to the companies and that they should be considered when the management decides on mergers and acquisitions. Through an interview with an employee of a company that had undergone acquisition, Hayes was told that the employees would not make any move because they were told that their methods were outdated and that they would have to readjust to the new companys way of conducting their activities. He indicated that when he tried to complain to the corporate about the situation, he was warned that if he squawked too loud, his position would be in jeopardy. This resulted to the destruction of the company morale and with time, the main people started leaving and it did not take much time before he also resigned (Hayes 1981: 131). If the company had taken into consideration all complains of their employers, they would have retained their experienced workers and this would increas e the productivity levels. Acquisition and mergers can adequately transform the organizational processes, systems, structures and also cultures of one or both of the companies involved that the employees will often feel confused, frustrated, frightened, stressed or even frustrated and therefore whenever the employees of a particular company here of any merger and/or acquisition they are ready to prevent the realization of the same. On the personal level, these feelings often lead to psychosomatic difficulties, sense of loss, marital discord and at the extreme level, they can lead to suicide. On the level of organization, these feelings are manifested in lowered productivity and commitment, increased disloyalty and dissatisfaction, increased turnover among the key managers, power and leadership struggles especially among the managers who remain in the organization and finally an increase in the dysfunctional work-related behaviors at all the levels of the hierarchy. These impacts on the employee and by the empl oyee are issues that negatively affect the mergers and acquisitions. It is reported that in the 3000 and above mergers that occurred in the year 1985, so many employees estimated to be more than ten thousand lost their jobs and others were forced to accept early retirement (Kanter and Segger-man 1986: 17). It was also estimated that by the year 1990, there will be 2500 savings and loans and 5400 banks that would be involved in mergers and these would affect more than 900, 000 people in the United States. In the year 2009, it was noted that there were decreasing mergers and acquisition activities and that also the credits were tightening. One of the reasons of a successful merger and transaction activity is the compensation which is never done and if it is done it is only given to the executives. The compensation can be a powerful tool to motivate the management and its team to influence positive outcomes in the activity involving mergers and acquisition. This has not been the case in the recent past and the employees are laid off without being paid well leading to the negative feelings that they experience shortly afterwards. This can explain the reduction of the merger and acquisition activity because the employees through their managers are able to prevent the realization or completion of a merger and/or acquisition owing to the fact that they are not compensated. In the recent past there was the acquisition of Merrill Lynch by the Bank of America, there was a problem in the executive pay and compensation and this led to a very expensive roadblock to the desired transaction. A report by the PricewaterhouseCooper indicates that the merger and acquisition activity has decreased 86 percent from the year 2008, the previous year. In addition to these statistics, when the High Court approves the schemes of arrangement of a merger, it takes into account the workers interests. The scheme of arrangement must provide for adequate protection for the employees service benefits and conditions. If the scheme shows otherwise, the High court does not agree to the terms and conditions of the merger and therefore we find that the issues of the employee are considered. The organizational behavior is always reflected by acquisition behavior, the relative size and the cultural compatibility. Global mergers and acquisitions are the main corporate strategies which the multinational corporations use to diversify, expand or even consolidate their businesses. In the year 2006, there was a recorded worldwide annual value of the acquisition transactions exceeded US $ 4 trillion (Larsen 2007: 23). This trend was also recorded in the year 2007 where the worldwide transaction value of the acquisitions in only the first 3 months ranged at US $ 1.13trillion which was the highest busiest recorded quarter ever in history (Saigol and Politi 2007: 145). However, almost 83%of these transactions were unsuccessful (KPMG, 1999; Sirower 1997). A considerable amounts of research developed that the failures were caused by the absence of a national cultural fit which is the cultural distance of the workers and employees (Rottig and Reus 2006: 340). This may lead to cultural problems and clashes among the involved workforces. This in return lowers the employee cooperation and commitment, cause voluntary turnover of the acquired top managers and could also complicate the process of post-acquisition integration (Very and Schweiger 2001:22). The cultural distance might have some positive results but it is among the high points that lead to the failure of the mergers and acquisitions and it is an employee-related issue. The organizational culture which is defined as the interdependent and interrelated system of practices, beliefs, norms and assumptions that the members of the organization bear collectively should be put into consideration before a merger and/or acquisition because when they are altered extensively after the merger, the employees will tend to work against them and this will not promote success of the merger and/or acquisition. The assumptions, norms and practices could be unconscious which are learnt through the socialization of the organization and often reflect the shared perceptions of the daily practices and also determine the things that are carried out within an organization (Gertsen, et al. 1998: 123). An example is the acquisition of the Tokyo Bank by the Mitsubishi Bank in the year 2003. These two organizations had very dissimilar organization cultures. The employees of the Mitsubishi Bank shared a common cultural norm of being to work on time, wearing only white shirts while at work and also thanking their department supervisors and managers in person for any monthly pay checks. But in contrast, the employees of Tokyo Bank were not used to strict dress code and being reprimanded for getting to work late and they also had no duty to carry out a thanksgiving ceremony as they collected their monthly salaries. After the acquisition activity, a huge number of the employees of the Tokyo Bank were alienated by the strict culture of the Mitsubishi Bank and they left the combined company voluntarily. This was in the United States. This is an example of how the employee-related issues could lead to unsuccessful mergers and acquisitions. Poor communication between the employees of the same company after a merger or an acquisition could lead to problems of integration in both the domestic and the international mergers and/or acquisitions. This may cause unsuccessful mergers and acquisitions and it is an employee-related issue. On the other hand, the international acquisitions are characterized by ethnocentrism; nationalistic attitudes; xenophobia and language barriers (Vaara 2003: 864) and these could lead to the failure of the mergers and acquisitions. Work cited Nilanjan Sengupta and Bhattacharya Mousumi. Managing change in organizations.PHI Learning Pvt. Ltd. Anthony Buono and James Bowditch. The human side of mergers and acquisitions: managing collisions between people, cultures and organizations. Chicago: Beard Books, 2003 Kanter, R and Seggerman, T. managing mergers, acquisitions, and divestiures. Management review, Oct 1986, pp 16-17. Hayes, R. what happens to my people after I sell? The human side of acquisition. In S. J. Lee and R. D. Colman (eds.), handbook of mergers, acquisitions and buyouts. Englewood Cliffs: Prentice Hall, 1981. Paul Temple and Simon Peck. Mergers and Acquisitions: critical perspectives on business and management. : Taylor Francis, 2002. Thomas Straub. Reasons for frequent failure in mergers and acquisitions. Germany: DUV, 2007. Rottig, D. Reus, T.H. Organizational and national cultures consequences for acquisition performance: A meta-analysis, Paper presented at Southern Management Association, Clearwater Beach, 2006. Saigol, L. Politi, J. MA volume tops $1,000bn, Financial Times, March 30: 13, 2007. KPMG. Mergers and Acquisitions: Global Research Report 1999. London: KPMG, 1999. Gertsen, M., Soderberg, A.M. Torp, J.E. Cultural Dimensions of International Mergers and Acquisitions, Walter de Gruyter: Berlin, 1998 Gertsen, M.C., Soderberg, A.M. Torp, J.E. Different concepts of culture, in Gertsen, M. C., Soderberg, A.M. Torp, J. E., editors (eds.) Cultural Dimensions of International Acquisitions, Walter de Gruyter: Berlin, 1998. Vaara, E. Post-acquisition integration as sense making: Glimpses of ambiguity, confusion, hypocrisy, and politicization, Journal of Management Studies, 40(4): 859-94, 2003 Very, P. Schweiger, D.M. The acquisition process as a learning process: Evidence from a study of critical problems and solutions in domestic and cross-border deals, Journal of World Business, 36(1): 11-31, 2001. Sirower, M.L. The Synergy Trap: How Companies Lose the Acquisition Game, Free Press: New York, 1997.

Research methodology, different types of philosophical

Research methodology, different types of philosophical Fischer (2004) states that research methodology is the study which raises all types of philosophical questions for the researchers to know and check the availability of their knowledge. Saunders et al. (2007) states that, the research design will be the general plan of how to answer the research questions and it should contain: Clear objectives derived from the research questions It should specify sources from which data is collected Consider the constraints that the researcher will have access to data, location time and money Discussing ethical issues Cooper and Schindler (2008) mentions that the research task is a sequential process involving clearly defined steps. They also state that despite the variation in steps involved, the idea of sequence is useful in developing a research and maintaining an order as the research progresses. According to Teresa and William (1997), research methodology provides a systematic, planned approach to a research project and ensures that all aspects of the project are consistent with one another. The method that has been used for this research is based on the research process onion as described by Saunders et al. (2007). The research goes through different layers of the research onion. The various layers are philosophies, approaches, strategies, choices, time horizons and techniques and procedures. This chapter is divided into three sections. The first section deals with the research methods that have been used for this dissertation. The second part deals with data collection methods. The last section deals with population and sampling. Research Onion- Adapted from Saunders et al. (2007) Research philosophy: Saunders et al. (2007) mentions that research philosophy depends on the way you think about the development of knowledge. It is the first layer in the research onion proposed by them. According to them, there are three approaches to research philosophy. They are epistemology, ontology and axiology. Epistemology constitutes with the acceptable knowledge in the field of study; ontology is concerned with nature of reality where as axiology studies about the researchers value in all stage of research process. They argue that the choice of philosophy depends on the research question posed and the researcher feels that the approach that has to be used is Epistemology. Jancowickz (2000) mentioned epistemology as personal theory of knowing and what researcher feels as knowledge, what he counts as evidence and proof and what he does not. Saunders et al. (2007) mentioned that there are three epistemological positions namely, positivism, interpretivism, and realism. Positivism: Saunders et al. (2007) mentions that if research philosophy reflects the principles of positivism, then we will probably adopt the philosophical stance of a natural scientist. According to Bryman Bell (2007) positivism is an epistemological position that advocates the application of methods of natural sciences to study of social reality and beyond. Reilly (2006) defined positivism as a belief that only true knowledge is scientific in character, describing interrelationships between real and observable phenomena. Interpretivism: This is a philosophy where researcher be critical of positivism and argue that rich insights, into complex world are lost if such complexity is reduced entirely to a series of law like generations. It also emphasises on the difference between conducting a research among people rather than tangible objects. Realism: This is a philosophical approach which is based on that a reality exists that is independent of human thoughts and beliefs. It holds many thoughts from positivism and it scientifically questions what is regarded as acceptable knowledge. In realism, the approach assumes a scientific approach to the development of data and underpins the collection of data and understanding of those data. (Saunders et al., 2007, p105). There are two types of realism namely critical realism and direct realism. Direct realism is what the researcher experience through his senses represents the world accurately. In critical realism, what the researcher experiences are sensations and images of the things in the real world, but not the real thing. Research philosophy for this research: Saunders et al. (2007) argues that usually a combination of positivism and interpretivism are generally used in the management of business research. However, the research philosophy varies according to research question. This research focuses on impact of sales promotions on impulse purchases. Various authors have discussed the phenomenon that happens and the researcher is trying to explore the consumer behaviour on impulse purchase. The philosophy that is used in this research is realism. For this the researcher uses acceptable knowledge in the field of impulse purchase and consumer behaviour to understand the impact of sales promotion on impulse purchase and consumer loyalty. The researcher collects and analyses data using acceptable knowledge for the purpose of answering the research question, so the research is more inclined towards realism. Research Approach: Saunders et al. (2007) states that all research work involves theories and suggests the clarity of researchers theory at the beginning of the research could inform the research the approach taken in designing the research. They, suggest two types of research approach of reasoning. They are Inductive approach and Deductive approach. Inductive Approach: In inductive approach, the researcher would collect the data and develop and theory with the result of data analysis. According to Saunders et al. (2007), the following are the features of inductive approach. Gaining an understanding of meanings human attach to events A close understanding of research context A collection of qualitative data A more flexible structure to permit changes of research emphasis as research progresses A realisation that the researcher is part of the research process Less concern with need to generalise Deductive approach: Deductive approach method is the way of testing a theory. The researcher will develop a theory and suitable hypothesis. The research strategy is the developed to test the hypothesis that is developed. Roboson (2002) suggests a five-stage model through which the deductive stage will progress: Deduct a hypothesis from the theory Express the hypothesis in operational terms Test the hypothesis Examine outcome of the inquiry Modify theory in light of results Research Approach for this research: The researcher has chosen the deductive approach over the inductive approach for this research. In deductive approach for this research, an initial stage presents a general hypothesis. This initial stage contains secondary data mentioned by various authors. This hypothesis is then tested using the data collection methods to answer the objectives. Research Strategy: According to Saunders et al. (2007), seven different strategies can be used for a research. They are: Experiment Survey Case study Action research Grounded theory Ethnography Archival research The strategy that has to be used can be chosen depending on research questions and objectives, research time and other resources that are available. (Saunders et al., 2007) The most feasible solution for this dissertation is the survey method. The survey method is associated with deductive approach. It allows the collection of a large amount of data from sizeable population in highly economical way. Utilising the questionnaire, data can be standardised allowing easy compilation. It is also a cheap option for the researcher. The survey strategy also allows collecting quantitative data, which can be analysed using descriptive tactics. The survey strategy utilises the designing and piloting of data collection method to ensure a good response rate. In the case of this dissertation, the researcher plans to distribute questionnaire among the customers and thus do the survey for this dissertation. This will be handed out by the researcher himself which adds to the cheapness of the survey. The researcher is also planning to do two mini focus group interviews among the customers. Looking at all these options, the researcher feels that conducting a survey will be the best way to collect data for this research. Research choice: According to Saunders et al. (2007), the two main methods of data collection are quantitative data collection and qualitative data collection. Qualitative data that is used in research would be usually a non-numerical data. It has open-ended information. Example: Pictures or video clips. Quantitative data that is used in data would be numerical data consisting of graphs or statistics. It includes close-ended information such as attitude, behaviour of performance instruments. (John and Vicki, 2007). Saunders et al. (2007, p 146) Saunders et al. (2007) mentions that the researcher can use used both qualitative and quantitative data collection methods. This is known as mixed method of data collection. Both these could be done at the same time or one after the other, but the methods cannot be combined. John and Vicki (2007) argue that the weakness of both quantitative and qualitative methods can be overcome by using both the methods. If we use mixed methods, different methods like interview and questionnaire can be used for the study. They also state that mixed method research provides more comprehensive evidence for studying a research question than using just one method of data analysis. This was also mentioned as the most practical method since the researcher is free to use all the methods to address the problem. In the context of this research, the researcher used a combination of both quantitative and qualitative data techniques to find the data. The quantitative data is analysed with the help of questionnaires and the qualitative data is analysed with the help of interviews. The attitudes and impulse buying behaviour and perception of customers can be studied using the questionnaire surveys. For the qualitative data analysis, two mini focus groups consisting of three members each will be conducted by the researcher. The researcher will use the respondents observation and researchers observation to conclude his findings. In short, the researcher uses mixed method of data analysis to generalise the findings. Time Horizon: According to Saunders et al. (2007), time horizons are needed for the research design independent of the research methodology used. There are two types of time horizons namely Longitudinal and Cross-sectional. Longitudinal studies are repeated over an extended period. Cross sectional studies are limited to a specific time frame. This research is also limited to a specific time frame and hence the cross sectional time horizon is used. Data Collection Methods: There are two types of data involved with this research. The first one is primary data and the second type is secondary data. The secondary data contains the literature review, which is the view by various authors about the topic. The primary data which is collected to prove the hypothesis presented which is collected using secondary data. According to Saunders et al. (2007), the secondary data may not match the needs of new research; aggregations and definitions may also be unsuitable, there for to resolve this primary data has been employed to answer the nature of the problem and test the hypothesis. In other words, the secondary data is the data that is collected for some other purpose while the primary data is collected specifically for this research. Secondary data: According to Saunders et al. (2007), the secondary data consists of both quantitative and qualitative data. It contains both raw data and published data. Bryman and Bell (2007) stated that it could provide an answer to the research question. They also mentioned about the benefits of collecting secondary data. It helps us structuring ideas, developing new concepts, widen new directions to data, sketch population and organise appropriate approach to the research. Saunders et al. (2007) also mentions that the secondary data should be viewed with the same caution that we view the primary data. The researcher needs to make sure that it will be able to answer the research question and meet his objectives. For this research, the researcher gathered the secondary data from journal articles and textbooks. The journals were electronically collected from the Emerald Insight (http://www. emeraldnisight.com) and Business source complete. The researcher also referred many books and magazines. Books provided the foundation for the topic and for the research methods. The journals helped to get an insight from various authors that discussed about this topic. Magazines helped to find the current situations related to the topic. Primary data: Primary data is collected for the completion of this research. It is the data collected from the survey and we do not have any previous results for this data. There are two categories of data collection available. One of them is quantitative data collection and the second is the qualitative data collection. Qualitative data: The data that is non-numerical and that cannot be quantified is known as qualitative data. Saunders et al. (2007) mentions that the use of interviews can help the researcher to gather valid and reliable data that are relevant to his/her research. There interviews are mainly categorised into two namely standardised and Non-standardised interviews. Standardised interviews will have interview-administered questions where as the other one does not have that. Under non-standardised interviews, there are two categories. They are one-to-one and one-to-many. The one-to-one is further categorised into face-to-face, telephone and internet/intranet based interviews. The one-to-many interviews are of two kinds; group interviews and internet/intranet based group interviews. This kind of group interviews come under a category called focus group interviews. (Saunders et al. (2007) p 313) This research will be using the aid of focus group interviews. The focus group method is a form of group interview in which there are several participants, there is an emphasis on questioning on a tightly defined topic and the accent is upon interaction within the group and the joint construction of meaning. (Bryman and Bell, 2007) The main characteristic of this interview is, it involves more than one interviewee and typically contains four to twelve members. According to Cooper and Schindler (2001), the two advantages of using focus group interview are to get a depth understanding and it is a chance to observe reactions to the research question in an open-ended group setting. For this research, the researcher conducts two mini focus group interviews. These interviews are used to increase the credibly of the research and to form a background for the questionnaire design. The critical analysis of the focus group interviews helped the researcher to critically analyse the sales promotion and its impact on impulse purchasing behaviour of the participants. The researcher was able to find two groups of respondents who were willing to give the focus group interview. These groups contained both male and female participants, with the age group between 15 and 30. The interviewees were asked questions about the sales promotional activities in the store. They were also asked about the factors that affect them to buy things impulsively and if price promotions affect the impulse purchase. The mini focus interviews helped the researcher in questionnaire design by exploring the responses of sample population to analytically test the hypothesis using quantitative data. The response from the interviewees pulled out the conclusions that sales promotions play an important role in impulse buying behaviour of consumers. Quantitative data: The quantitative data is analysed using survey method. For this research, the researcher uses, questionnaire for the survey method. Saunders et al. (2007) mentions that a questionnaire includes all techniques of data collection in which each person is asked to respond to the same set of questions in a predetermined order. They also mention that it is one of the most widely used data collection within the survey strategy. The questionnaires are used in the research as it permits prompt and honest responses from a respondent than interviews. This sort of response is required for extracting information such as personal information. The biasness that is likely to occur by the difference in phrasing questions to different respondents is also eliminated by using questionnaire. The convenience, availability of resources in terms of time and cost and ease of automating data entry makes questionnaire the best choice for quantitative data analysis. According to Saunders et al. (2007), various factors affect choosing the questionnaire for a research. They are The characteristics of the respondents to whom the researcher wish to collect the information. Importance of reaching a particular person as respondent Size of the sample required by the researcher for the analysis Importance of the responders answers not being contaminated or distorted The type of question that the researcher needs to collect the data The number of questions that the researcher needs to ask to collect the data There are two types of questionnaires namely self-administered questionnaire and interview administered questionnaire. Self-administered questionnaire is used in this research because of its advantage that it can be completed without the presence of the researcher. This is supported by Brace (2004) that the absence of the researcher makes the respondent to be honest and the respondent gets enough time to answer the questions. One important thing that needs to be noted is the language used in the questionnaire. A simple language is usually preferred than using technical jargons. Bruce (2004) mentions that double barrelled questions and jargon must be avoided in order to reduce confusion among both parties Bryman and Bell (2007) mentions that piloting a questionnaire should be an integral part of the process. Piloting is the process by which the questionnaire is revised and tested until the researcher and clients are happy. It helps the researcher to improve the quality of questionnaire and its efficiency in assembling data. A pilot test was conducted among five MBA International students to validate the questionnaire. Based on their feedback, necessary amendments were made to the questions. Table 2: Questionnaire description: Sl. no Characteristics Questions 1 Collects the demographic information from respondents Q1,Q2,Q3 2 Identifies the shopping details like frequency and average spending Q4, Q5 3. Identifies the sales promotional activities in the store Q6,Q7, 4 Identifies consumers impulse buying behaviour and factors Q9,Q10,11 5. Identifies if price promotion affects impulse purchase Q12,Q13,Q14,Q15 The researcher distributed the questionnaires in Tesco retail store, Parnell Street, Dublin-Ireland. The researcher ensured that the consumers got enough time to complete the questionnaire. This researcher did not give any hints to answer the questions and this helped the respondent to honestly answer the questions. The researcher used an online tool called Surveymonkey for the data analysis (www.surveymonkey.com). The response and the scales used are mentioned in the data analysis chapter Population and Sampling: According to Cooper and Schindler (2008), a population is the total collection of elements about which we wish to make some inferences. They also mentioned that to draw the conclusion about the entire population, some of the elements of the population are to be selected and this process is called sampling. Saunders et al. (2007) mentions sampling technique provides a range of methods that enable to reduce the amount of data that is needed for consideration. They further mention that this is an alternative to the census method. They provide alternative when; It would be impractical for the researcher to survey the entire population The budget constraints prevent researcher from surveying the entire population The time constraints prevents the researcher from surveying the entire population Results are needed quickly Mayolor and Blackmon (2005), mentions that sampling frame facilitates, conclusion making about the social units that have been selecting units that are representative of the population. Saunders et al. (2007) classifies the sampling techniques into probability sampling Non-probability sampling. In probability sampling, the probability of each case being selected from the population is the same for all cases, where as in non-probability sampling, the probability of case being selected is being unknown. Cooper and Schindler (2008), argues that, if the non-probability sampling is feasible, if the total population for the study is unknown. In this case, the population are the customers of Tesco, Parnell Street, Dublin. Non-probability sampling is further divided into five types: Quota Sampling Purposive sampling Snowball sampling Self selection sampling Convenience sampling This research focuses on impact of sales promotion on impulse purchase and consumer loyalty. In this research, the quota sampling is found to be more appropriate for the sampling. Saunders et al., (2007) confirms that with the help of quota sampling, population could be divided into specific groups. This helps in calculating a quota for each group based on appropriate and obtainable data. According to Barnett (1991), cited by Saunders et al. (2007), quota sampling is entirely non-random and is normally used for interview surveys. It is based on the premise that the sample will represent the population, as the variability in the sample for various quota variables is the same as that of the population. For this research, the population is categorises into specific groups. Appropriate estimate from each group is prepared to distinguish the quota based on reliable data. Each interviewer will be analysed and the data will be collected from each quota. The data that is collected are then united to obtain a full sample. The researcher selected the quotas according to the age group and gender. The customers were selected by the respondent randomly first. The researcher then checked the respondents criteria of the age group and selected the people he wanted. Sampling Frame: The frame elements in the population are called the sampling frame. Saunders et al. (2007) states that the larger the samples size, the lower the likely error in generalising to the population. Hence, suitable sample should be governed by: The confidence required in the data Margin of error that can be tolerated Types of analysis that needs to be undertaken Size of the total population The sampling frame in this research includes the customers in the grocery section in Tesco, Parnell Street. The sampling size, frame and population are defined as follows: Sampling Size: 100 Elements: Customers of Tesco, Parnell Street Units: Grocery section in Tesco Parnell Street Extents: Dublin, Ireland Sampling Technique: Non-probability sampling (quota sampling) Sampling Error: 5% Time: May 2010-Aug-2010 The quotas and total sample size are given below:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   AGE GROUP   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   MALE   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   FEMALE   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   15-30   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   25   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   25   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   31-50   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   15   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   15   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   51 and above   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   10   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   10   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   TOTAL POPULATION = 100 Time constraint was the main reason for the researcher to select a small population. The researcher ensured that the researcher were ensured ample time to complete the questionnaire. The researcher made sure that the questionnaire had a simple design with no technical jargons used which would have confused people otherwise. The researcher plans to distribute the questions to 100 people and expects a sampling error of 5%. Since it is a self-administered questionnaire, the researcher expects good response from the respondents.

Essay --

Good Morning. As we start off today, I have a question and you can answer it by a show of hands. How many people in this room have ever started a project that you knew you probably wouldn’t ever finish? I mean, maybe you thought to yourself, this would be really great and I should do it, but in the back of your mind, if you were being honest with yourself, you knew that you probably weren’t going to see it through to completion? So only three people out of four hundred? (Pause, laugh) There we go†¦ ok, good, I’m not alone. Over half of you have started a project that you had no intention on finishing. Me too. When my daughter was born, I got into the common practice of reading her a book before bedtime. We read and read every night. And I realized something. Many of these children’s books are just not very good. After a few months of reading to my daughter I went into my bedroom and said to my wife. â€Å"That’s it†¦ seriously.. I’m writing a children’s book!† See had heard this kind of bravado from me before. But this time I wasn’t joking around, in fact, the next day, I pulled out my laptop, in an effort to make bedtime a better experience for every dad in the world and I started writing. At the end of a blistering 2 hour writing session I had typed three pages about a courageous carrot facing his fears. I saved the file and promised myself I would complete it the next day. My daughter is now nine years old and I’m still working on completing that fourth page. There is good news for all of us that raised our hands though. And that good news is this: God finishes everything that he starts. Today, we start a brand new sermon series called Be The Church and the text for today is located in Acts 18:1-11. When I think about being the c... ... am here to announce that he can. He does. Believe it. Last night I received a text message at 2:13am. Now, I always hesitate before I look at the phone when I receive anything after midnight. It’s typically never good. It was from my aunt. We were raised in the same home and she is now 48 and she has never believed. Just about everyday of my life for the last 15 years I have prayed for her. That the Lord would fill her with the Holy Spirit, that she would discover Him. Let me read you the text that I received.. â€Å"Chris, thank you for always praying for me. I woke up in the middle of the night and just submitted to Jesus. I want to live my life for Him. Thank you. Love, Jan.† I know I’m not the only one in the room that has been praying for a loved one for a long time. Keep being the church, keep praying and remember that God always finishes what he starts. Amen.

MACBETH oral presentation :: essays research papers

As the play nears its bloody conclusion, Macbeth's "tragic flaw" comes to the forefront: like Duncan before him, he is too trusting. He believes the witches' prophesies at face value, never realizing that, like him, things are seldom what they seem. Thus he foolishly fortifies his castle with the few men he has left, banking on the fact that the events the witches predicted seem impossible. But in fact these predictions come true: the English army brings Birnam Wood to Dunsinane, and Macduff, who has been "untimely ripped" from his mother's womb, advances to kill Macbeth. The witches have equivocated; they told him a double truth, concealing the complex reality within a framework that seems simple. It is fitting that the play ends as it began: with a victorious battle in which a valiant hero kills a traitor and displays his severed head. The first thing we hear of Macbeth in act one is the story of his bravery in battle, wherein he cut off MacDonald’s head and displayed it on the castle battlements. Here at the end of the tragedy, Macbeth, himself a traitor to Duncan and his family, is treated in exactly the same manner; after killing Macbeth, Macduff enters with Macbeth's severed head and exclaims "behold where stands / Th'usurper's cursed head". The play thus ends with the completion of a perfect parallel. The moral at the end of the story is that the course of fate cannot be changed. The events that the Weird Sisters predicted at the beginning of the play happen exactly as they said, no matter what the characters do to change them. Macbeth tries his hardest to force fate to work to his bidding, but he is not successful; Banquo still becomes the father of kings, and Macbeth still falls to a man not born of woman. The man who triumphs in the end is the one who did nothing to change the fate prescribed for him. In-depth summary of important points in the scene As the play nears its bloody conclusion, Macbeth's "tragic flaw" comes to the forefront: like Duncan before him, he is too trusting. He believes the witches' prophesies at face value, never realizing that, like him, things are seldom what they seem. Thus he foolishly fortifies his castle with the few men he has left, banking on the fact that the events the witches predicted seem impossible.

The Jihad Trap :: September 11 Terrorism Essays

The Jihad Trap    The war America is engaged in after the attacks on the WTC, the Pentagon and Pennsylvania is a war for the hearts and minds of average Muslims around the world. Bin Laden, if indeed he is the mastermind behind the attacks, has set a trap for the US into which it must not fall. By attacking the US as part of a jihad ("a holy war"), Bin Laden is in fact claiming to Muslims to represent their grievances and to represent real Islam. He is in effect saying: "Muslims, I share your grievances unlike your corrupt and authoritarian governments; I am the only one doing something about it. I have destroyed the symbols of American capitalism and stopped the heartbeat of world finance which the US dominates." The US, as well as moderate Muslims the world over, must unite and deny him this symbolic victory and must not accept to engage him in combat on these terms. We should not let him define the terms of our intellectual and symbolic battle. As a professor of Islamic law I have researched the law of jihad and can state unequivocally that the war Bin Laden has engaged us in cannot be labeled a jihad. Furthermore, I believe a strong case can be made that he has acted contrary to the tenets of Islam and can be ostracized from the community of believing Muslims. Moderate Muslims will agree with me, certainly, as they are horrified by this attack and are desperate to have it disassociated from their religion. The West must provide moderate Muslims a way out of Bin Laden's trap. According to Islamic law there are at least six reasons why Bin Laden's barbaric violence cannot fall under the rubric of jihad: 1. Individuals and organizations cannot declare a jihad, only states can; 2. One cannot kill innocent women and children when conducting a jihad; 3. One cannot kill Muslims in a jihad; 4. One cannot fight a jihad against a country in which Muslims can freely practice their religion and proselytize Islam; 5. Prominent Muslim jurists around the world have condemned these attacks and their condemnation forms a juristic consensus (ijma`) against Bin Laden's actions. This consensus renders his actions un-Islamic; 6. The welfare and interest of the Muslim community (maslaha) is being harmed by Bin Laden's actions and this equally makes them un-Islamic.

Homelessness and Solutions Homeless People

Let’s all help the homeless During the past decade there may have been an increase in homelessness due to the struggles of daily life. People have many ideas on ways that the government or communities can help improve these situations. It is not easy to help the homeless but any help can improve their lives and our streets. It may not take them completely off our streets but it can help them to get back on their feet.In a New York Times article, â€Å"Rooms of Their Own† on January 21, 1990 by Anna Quindlen, she reports that after observing people on the streets that all they want it a safe place to live to call home where they can have some privacy. She describes that many are mentally ill that the government cannot support any longer. Some homeless are former inmates that just need a little help getting back into society. Anna argues that the government should have to help by housing them in small studio like room to help them get back on their feet.By doing this it m ay get them back in the community and working soon to be on their own and not need the help any longer. Stuart D. Bykofsky complains in Newsweek, â€Å" No Heart for the Homeless†, on December 1, 1986 that he is fed up with the homeless laying around in the streets and making his community disgusting and unsafe to walk. He argues that why should individuals settle for these kinds of people living on there property for free and get away with it. He believes that it is not fair that they get to live on the streets for free and whileRivas 2 tax payers are getting fined for any reason. Stuart explains that the homeless need no excuse to live on the streets if there is a shelter to go to. It is their choice to go but if they choose not to then they should be fined for it as well. Not all homeless are the same because they all have different situations on why they have become homeless. Some of them have gotten laid off and simply cannot find w a job to support their families. This is all a part of Steven’s Vanderstaaty claim in his book, â€Å"Solutions Homeless People Seek†.He reveals that these unemployed people just want to work so they can get back into the community, but believe they shouldn’t have to go through all different kinds of training and programs for a job that they already have experience in. He points out that what homeless need is help getting back to society by their certain situations they may face of drug and alcohol programs or resources to help each individual that may need help mentally, physically or financially.After reading all three essays I find that any help would it be, donating time or money would help the homeless. It would show that the community does care for them as well as their surroundings to make it a cleaner and a safer place to live. Homeless or not everyone needs help may it be financially, emotionally or physically the government should have resources to help everyone!

Case Study One- Rio Tinto: Redesigning HR Essay

1. Synopsis Rio Tinto, an international London based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to insure an orderly and efficient system that would support the organization’s future productivity. This new proactive approach to management, utilization of technology, and preparation of the employees proved to help save the company and set the stage for continued future operations. 2. Answer the Questions Q1. How did Rio Tinto’s revamping of HR help with minimizing the potential problems with the reduction in force? The entirety of management to engage in strategic human resource planning is what had been revamped in the Rio Tinto organization. Engaging in centralized global planning, maintaining effectiveness, awareness in serving the best interests of the entire organization, and not carrying out decentralized single focused HR at all sixty individual business sites was a positive, yet necessary culture shift leading to increased efficiency. The intention to control issues and serve the best company interests were to maintain integrity, hold down costs (which could have been in legal fights and time), sensitivity to those affected persons and business units, and establish a data management system that handles international staffing and succession planning. What role would an HRIS have to play in managing a RIF? The role of Human Resource Information System(s) in any organization is to give employee asset visibility to enable management decisions and planning easier. In a perfect world, all employee records from hire to decision time would give a more complete picture on all employees past, present, and future value to the organization. The comprehensiveness of a database with all the intricacies loaded in to handle future plans, regional requirements,  training and education, critical skills, performance data, and succession planning allows managers the ability to see exactly where to eliminate positions and personnel that do not add to organizational productivity. Q2. Without a consistent philosophy, policies, and approaches to reduction in force (or any other disruptions in the future) what would the likely reactions from employees be? The first collective employee reaction management will see, whether the entire reduction in force plan is revealed, would be that of the union(s) being up in arms that there will be any employees getting the pink slip. The on the job efficiencies and reduction in productiveness could occur if employees become disenfranchised and are left wondering on whether they have a job tomorrow. Managers and employees who generally have a minor trust issue normally will withdraw from each other, which will result in work team dysfunctional behaviors and creativity will stalemate. If left to its own devices, strikes, walkouts, or employee sabotage could become the extreme results of poorly constructed philosophy, policies, and management approaches. 3. Describe a Similar Personal Experience During the mid-to-end of the 1990s, during my career in the US Army, we had a reduction in force (RIF) that was conducted very poorly. The perceived best interests (Washington politics) for the organization and centralized decisions were implemented without regard for the work units spread across the globe. There was no real use of a common sense approach to succession planning and ultimately we lost an unacceptable amount of mid-level managers that caused a knowledge gap that took nearly ten years to correct. At the time, the HRIS was not fully in place with management understanding the capability of the tools possible in making decisions. Changes since that time have improved in teaching management to leaders and in the near future, a RIF is on the way with the drawdown after we get our forces back here from the Middle East. We should watch and evaluate the historical lessons of the past.