Boots ltd Current strategic position

Boots ltd Current strategic position Management Summary Introduction This report will examine findings and analyse Boots current strategic position in the industry. It will analyse whether or not the new IT system has had any impact in the organisation efficiency and financial wise. Here I will discuss the formation of one of the most biggest pharmaceutical and cosmetic company in Europe. Boots is one of the largest cosmetic high street and online retailer in the country, and in recently in continental Europe. It was founded by John Boot in 1849 when Mr Boot opened an herbalist shop in Nottingham. Boots as a company was formed in 1883 and they appointed their first pharmacist a year after. They opened their first flagship store in Nottingham in 1892. Since then it has been one of the most popular place to go get cosmetics and medicine. The companys chemists were taken over by UniChem Plc in 1991 and they started their global brand recognition by opening their first Boots store in Republic of Ireland in Dublin in 1996. Since the mid 1990s Boots faced heavy competition from many sectors of the retail industry. They had to restructure their brand in order to counter attack the competition it faced. In July 2006, Boots merged with their biggest rival Alliance UniChem. By announcing this deal, this made Boots the largest distributor in pharmaceutical and healthcare products. This also gave them continental recognition as UniChem was one of the largest pharmaceutical players in continental Europe. Like Wal-Mart bought Asda but they are known as Wal-Mart in America and Asda in Europe, Boots is known as Boots in England but UniChem in Europe. Alliance UniChem and the Boots merger allowed these two companies become the biggest pharmaceutical and cosmetic dealers in Europe, reaching out to more and more people, thus making a huge profit in the process. It elevated both companies to higher grounds and is still thriving to be more successful. Boots have a website setup for the American market, but do not sell online, and many of their products are only sold via department stores and pharmacies in America, but they do not have outlets for the average customer to come and look around. In 1997, Boots formed a loyalty card scheme, called the Advantage Card, a card which customers carry, get points when they purchase products and then reward them with special offers. This also allowed the company to find out the buying habits, and find out what customers normally would buy and then send them special offers regarding these in order to bring them back into the store and spend more. They estimated that they would sign up eight million customers, but by December 1998 they went over this estimate by signing up over ten million customers to the Advantage Card scheme, and by this their estimate of the four percent sales growth actually succeeded. The cost of the scheme was  £25 million therefore the sales growth was an important part of this scheme. The IT system was a huge part of the organisations card scheme. Boots is a long-established IBM customer, but they were researching other companies in regards to their new customer analysis system before deciding to stick with IBM. The reason they went for the IBM solution was because they offered the complete package as well as their own technical support teams and experience. This would obviously save them time due to the fact they do not need to train up a new person to train more people therefore the ones that create this will be able to train the Boots employees into how to use the IT system. The database project started in spring 1997, 6 months before the card launch. This is because the company would need to make sure the database is right before they can officially launch the cards otherwise there would be a system overload, or even a backlog which would cost a lot of money, this would also enable the structure being right from the start. The size of the database eventually went up to 1.6 TB (terabytes) which held more than 2 million card holder details and some non card holder buyer behaviours in order to contrast between the two buying behaviours. The analyst team at Boots analyse these customer buying behaviours, thus finding out what type of products intrigue the card holders, as well as the non card holders. By doing this, they can create a report for the marketing team, and tell them what can be done to entice non card holders to join the Advantage Card scheme. They can also find out what products are selling the most between the two categories of buyers, and find out new ways to sell their products to the four groups of promotion buyers, the deal seekers (only seek promotion deals), stock pilers (who buy in bulk when the items in promotion then dont bother coming back when they are not), the loyalists (the ones that buy the products a little more when they are on promotion then revert back to their normal buying habits) and the new market (customers that buy the product when they are on promotion and then continue buying the products when they arent. This report will now analyse the Boots strategic position by evaluating using different methods. Strategic Evaluation Swot Analysis Using Swot Analysis, I will now analyse the organisations current position. Strengths Boots is a powerful pharmaceutical and cosmetic retail brand. It has a reputation of having great deals compared to other stores, and has a wide range of products in store. It has grown substantially from being a one-store shop in a city to being a continental brand (by merging with Europes biggest cosmetic and pharmaceutical brand Alliance UniChem). By merging, the company has become the biggest cosmetic brand in Europe, and has the entire infrastructure in place to make it a successful and big brand. The company has a good IT system which was created and run by IBM which is one of the worlds biggest IT company in the world, and uses its IT infrastructure to analyse what products are being sold the most, the most popular and customers buying behaviour, using the loyalty card scheme the backbone of this. By doing this, the analyst team at Boots use this information to give these loyal shoppers deals and it therefore eventually makes profit. The company uses its vast financial profits to invest time and money in training people and retaining a development team. By doing this they have people who know what they are doing, therefore have an advantage over other brands who do not consistently train and invest in their employees. The companys online shopping is a great help to people who cannot go to the store because of their disability/being old. Their online prescription feature allows the user to order their prescription drugs online and delivered to them. This reaches out to more people, and especially to those with disability who cannot go to their local pharmacy, and get it delivered to their door the next working day. Weaknesses Though Boots is one of the biggest brands in UK and Europe, it still is not Global like some of the companys rivals. The system that is in place could cause error hen external influences such as recession affects shoppers. It may set the trends of customers and forecasts but not necessarily forecast the trend for recession and other external influences. Like most other companies, the year of 2009, which was mostly hit by recession and VAT went down to 15% to help people with this downfall, affected businesses. Their loyalty card system is showing the customer buyer behaviour, but is it really taking into account the recession period? People are buying less and less and therefore targeting customers that used to buy these products, and offering them deals that they may not buy due to the recession, will adversely affect them, the buyer and the company. Other external factors that contribute to their weaknesses are interest rates and inflation. By this going up each year, it makes the product prices go up also. This affects the trend in buying. Will people buy the same product they bought cheaper the year before? The loyalty card scheme may help towards this problem, but will casual buyers end up buying it here or go and buy it from a pound shop. In terms of company image, Boots are well known only in UK, whereas the company uses a different name in Europe due to Boots not being an universal word and Alliance is a universal word in Europe and UniChem is the name of the company they merged with, thus giving them profits but not actual name recognition. The company have recently moved their brand to the USA. The company is also known as Alliance Boots, and their pharmacy over there is called The DrugStore. They do not have shops in USA, but sell their products in department stores or normal drug stores/pharmacies. But because their American website does not allow online shopping, only advertising the brand, and they do not have any outlets in America, they are missing out on huge profits as America are one of the highest prescription drug users in the world. It may be good distribution but making outlets will sell more. If the company was to merge with an American pharmacy/cosmetic/pharmaceutical company, they could slowly intr oduce their brand to the American market and make it global. The IT system needs to be enhanced so it can cope with this expansion. The brand in the UK also only have shops in high streets, maybe making more stores like Tesco have with their Tesco Express branches, they can reach out to more people. Opportunities Boots should take the opportunity of merging with an American company so that they can break the American market. Also to do this same thing for Asia they can make their brand a Global brand. In 1997 they introduced Boots in New Zealand, but the store closed down in the same year due to slow sales. If an opportunity of merger for good companies in Asia and America come in, Boots could do well with this, that way they can focus their intentions of getting brand recognition in these markets where they could see their profits go above the scale. Boots are just a trade and distributor in America, this means they selling in department stores and pharmacies, but they do not have a store out there to show the market what the company actually does. New locations offer Boots opportunities to exploit the market development. Threats Being number one means that you are a target for competition, locally and globally. This means more and more companies will be competitively putting their prices down to compete with big companies, thus getting more and more people to shop with them rather than the big companies. The stores loyalty card scheme is helping this cause, getting more and more customers to shop with Boots so that they can be rewarded. By being a global retailer, if they expand their operations to the USA and further, means they are exposed to political problems in the country they do their business in. Political downfall and economy downfall means fewer shoppers, and they need to tackle this problem to avoid loss of profits. The cost of producing many products has fallen because of lower manufacturing costs, due to outsourcing to low-cost regions of the world. This has lead to more and more price competition between rivals, therefore resulting in price deflation. This is a threat because rivals are finding more and more ways to entice customers to shop with them rather than their competitor. Supermarkets in particular will name their rivals in advertisements, stating they are cheaper than them. Boots on the other hand do not tend to name their competitor, rather focusing on their own name recognition to sell their products, and using their loyalty card scheme to reward their loyal customers, whilst the casual customers do not bother signing up to the loyalty card scheme and tend to shop only when there are promotions in store as the loyalty card offers do not appeal to them. Their direct competition in terms of cosmetics AND pharmaceutical products are Superdrug. Superdrug sell from both categories, but Superdrug does not seem to carry such a large range as does Boots, but are slightly cheaper. Therefore when it comes to recession, Superdrug will tend to sell more due to them selling cheaper. When recession is over, will customer buying behaviour change? There is a chance of that, un less they are so used to buying cheap products it may change slightly. Superdrug have less variety than Boots, therefore Boots tend to sell more of the products that the average customer cannot buy in Superdrug. Price is normally higher on these due to the company knowing their competitor not selling the same product. Porters Five Forces Model Now I will use Porters Five Forces model for competitive analysis of the companys strategic position. The five forces allow the marketer to compare a competitive environment. Existing Competitors The main existing competitor is Superdrug in terms of what gets sold in Boots. This is because Superdrug sells what Boots sell, but has less variety but is cheaper. Customers tend to shop at stores that are cheaper, but because of Boots selling more variety it counter attacks this problem. It also allows the customers to choose between the brands, which gives healthy competition for both, which is good for the company and customers, as it gives them new ways of ousting the competitor. Superdrug does not have a loyalty scheme, thus eliminating the need for a good IT system. Boots have an advantage over this as their IT system was created and developed by IBM, and they can monitor activities using their IT system, and this is a huge bonus for them. Other competitors are supermarkets and smaller stores, such as Asda and Tesco. Asda and Tesco do not have pharmacy facilities, but they sell cosmetic goods, which are most of the time are on offers. This tends to leash the customer to their store, but one main disadvantage of them is that they do not tend to sell varieties of these products. They may have their own loyalty cards, but people who tend to shop more and more on cosmetic products tend make use of their Boots Advantage card. Threats of New Entrants

Conceptual Skills

Conceptualizing Organizational Change This paper focuses on conceptualising organisational change as a planned and manageable process. Different theoretical assumptions are presented in order to support the argument of change as a planned and manageable process in contemporary organisations. The paper utilises examples from two Nigerian companies, Access Bank Plc and Unilever Nigeria Plc. The main conclusion is that Access Bank Plc indicates that change can be a planned process, while Unilever Nigeria Plc shows the case of change as a manageable process. However, it is indicated that change may not succeed as a planned and manageable process especially in the context of Nigerian public education and the food and beverage industry. The paper also contributes to understanding change as a flexible and innovative process occurring in global companies. Introduction It has been suggested that organisational commitment may lead to the proper implementation of change. Managers tend to rely on employees while planning or managing organisational change, but organisational commitment may decrease as a direct response to such change (Grieves 2010). Manifesting positive employee attitudes towards change has been linked with successful change initiatives in organisations. It has been argued that change can be both a planned and manageable process (Caldwell 2006). At the same time, it may appear that change as a planned and manageable process may fail, as it will be shown in the case of Nigerian public education and the food and beverage industry. The objective of this paper is to explore the dimensions of change as a planned and manageable process, with focus on the performance of two Nigerian organisations, Access Bank Plc and Unilever Nigeria Plc. Change as a Planned Process: Access Bank Plc, Nigeria This section provides evidence on change as a planned process as applied in Access Bank Plc, Nigeria. There is an argument outlined in the change management literature suggesting that employee attitudes towards change might be affected by the perceptions employees demonstrate towards organisational change (Olufemi 2009). Employees play an important role in forming specific attitudes towards organisational change as a planned and manageable process (Caldwell 2006). They may either show positive or negative evaluative judgments of the change model. Change as a planned process indicates the presence of two dimensions, change readiness and change resistance. These dimensions reflect the presence of strategic planning within organisations that are ready to embrace the innovative concept of change. Change readiness has been associated with employees’ behavioural responses to change (Hughes 2010). Resistance to change may not take place in case employees strongly believe that they ha ve the capacities to cope with such projected change. Even though resistance to change may take place, it may be perceived in a positive way considering that it would force companies to implement new and more effective strategies to address the issue of change. Change can be a planned process, which managers aim to link with change-oriented activities. It can be argued that planned change occurs when some stakeholders manifest a desire to change, enhance their personal introspection, and modify their behavioural patterns in relevant ways (Hughes 2011). However, it would be unrealistic to state that planned change reflects the idea that everyone decides it is useful. Change as a planned process indicates the presence of solid changing forces in both the internal and external environment of organisations. Kotter’s 8-step model of change indicates that change can be a planned process involving eight proposed steps from creating the urgency for change to managing it accordingly in the organisational context (Hughes 2010). Jarrett (2003) has argued that planned change seems to increase an organisation’s effectiveness. Approaches to change as a planned process may reflect the relevance of different theories and concepts that tend t o describe the stages and procedures of implementing change. The integrative model of organisational change suggests that change can be a planned process through a strong focus on exploration, planning, action and integration (Jarrett 2003). In addition, emergent theories of change present an argument that managers who aim at developing change as a planned process show an in-depth understanding of the organisation, its culture, assets and readiness to change. Researchers have argued that change projects utilising process orientation and learning are more expected to succeed than those manifesting expert planning at all stages of organisational change in contemporary business (Nistelrooij and Sminia 2010). Change planning and management have identified change as an essential competency for the majority of organisational leaders. Planning change in the context of certainty has become a necessary aspect in organisations which openly promotes flexible communication based on change and innovation. Since some individuals may perceive change as an i ntegral part of organisational life, it would be relevant to focus on developing effective strategies to monitor and sustain such change (Hughes 2010). Planning in relation to change refers to a consideration of the current and future needs of organisations. Companies illustrating that change can be a planned process focus on planning as a goal-directed activity, in which emphasis is put on organisational goals while trying to maintain change. This may result in better coordination and easy implementation of change in companies (Carnell 2007). An exploration of the Nigerian banking industry reveals a close relationship between planned organisational change and HRM interventions. New banking management practices in Nigeria require the implementation of planned change that may contribute to improved organisational commitment, performance and compliance with important regulatory standards (Olufemi 2009). The acquisition of Intercontinental Bank by Access Bank Plc, Nigeria, has resulted in the necessity of redefining organisational change as a planned process to reflect the needs of the new workforce and the objectives of the banking organisation (Paton and MacCalman 2008). It has been suggested that successful change planning and management in organisations depends on staffing, alleviating fears, effective communication and planning, and integrating human resource systems (Hughes 2011). In the case of Access Bank Plc, planned organisational change has resulted in creating the need for the human resource department to focus on staffing (Olufemi 2009). The expansion of the bank’s recruiting base has been associated with perceptions of change as a planned process, in which the institution is focused on attracting more talented employees. Even though organisational change may create fear and uncertainty, managers considering change as a planned process may alleviate those fears (Hayes 2010). The acquisition initiated by the Nigerian bank shows that employees have learned to adapt to new processes and procedures within the institution (Olufemi 2009). The case of Access Bank Plc indicates that organisational change can be a planned process due to the interventionist strategies employed by HR managers of the organisation. The creation of new job structures by the bank reflected the necessity to relate organisational change to employees’ roles and expectations (Olufemi 2009). This was done in order to accommodate employees working in both companies considering the acquisition process that took place. The existing human resource systems in the bank showed the trend of planned organisational change which further reflected employees’ commitment to the bank’s long-term objectives. Moreover, Access Bank Plc needed to adjust its HRM policies to achieve its initially determined strategic goals which represent the process of planned change within the institution (Hayes 2010). The model found in the bank presents the existence of convergence among HRM interventionist strategies that were consistent with the perceptions o f change as a planned process. Variables such as fear, planning and development as well as integrated human resources indicate a strong focus on organisational change which has been adequately planned at Access Bank Plc. The bank’s managers have ensured understanding of the planned change process which is fundamental for change implementation (Nistelrooij and Sminia 2010). The interests of various stakeholders are considered as part of such ongoing planning process. As a result of the acquisition, Access Bank Plc tried to alleviate employees’ uncertainty through setting clear corporate objectives and effective communication (Paton and McCalman 2008). Flexibility has been associated with planned organisational change in this Nigerian organisation. Taking various perceptions into consideration was important in encouraging employees’ commitment and planning change. Despite the occurrence of certain conflicts in the institution, the managers demonstrated strong leadership skills while planning and managing change. Another significant aspect of the planned change process in Access Bank Plc is the formation of a change team for better articulation of the stages expected during organisational change. The Nigerian bank has demonstrated readiness of its employees to accept change as it has been linked with improved organisational performance (Olufemi 2009). The organisation’s managers encouraged integration between processes and implementation of new organisational methods to cope with the process of planned change. Strong corporate culture, strategy, structure and relevant organisational priorities emerged as a result of the Nigerian bank’s focus on organisational change as a planned process. The process of planned change tries to incorporate potential situations of crisis that may occur in the organisation (Caldwell 2006). Therefore, the planned approach to change incorporates unpredictable events that may result from different organisational conflicts. The Nigerian bank ensures constant adaptations to changing organisational situations. Considering that organisational change is unpredictable is important in perceiving such process as comprising of different organisational factors and flexible learning (Hughes 2010). Lessons learned from the case of Access Bank Plc involve both practical and theoretical considerations, such as identifying sources of change resistance, involvement of employees on a regular basis and developing proper communication plans (Olufemi 2009). The idea is to help the bank’s employees perceive themselves as part of the ongoing organisational change which reflected elements of a planned process. They need to understand that organisational change may influence them to a significant extent in terms of becoming more confident and competent in accomplishing their roles and responsibilities (Nistelrooij and Sminia 2010). It has been demonstrated that all levels of management of Access Bank Plc were aligned w ith organisational change and thus prevented the formation of negative attitudes among employees. In conclusion, the progress of change in the Nigerian bank was significant due to the role played by HR managers and leaders who placed importance on communication to achieve the planned process of change. Failure of Change as a Planned Process: Nigerian Public Sector This section describes the failure of change as a planned process in the Nigerian public sector. In a study conducted by Abdulraheem et al. (2013), it has been found that government reform agenda in Nigeria failed to achieve proper results in improving the quality of education in the country despite adopting the model of change as a planned process. In-depth interviews were conducted as the results showed that cultural differences are a significant indicator of adherence to organisational values (Abdulraheem et al. 2013). It has been suggested that despite the easy formulation of theories and models of change as planned, such aspects of change were difficult to implement in practice. Employees’ resistance to change was indicated across the Nigerian public sector. Cultural differences in terms of change prevented the successful implementation of change. Different education programmes have been introduced in the context of the Nigerian public sector, but they failed to achieve the objectives of meaningful change in education they initially presented. Abdulraheem et al. (2013) pointed out that change as a planned process was counterproductive to some educational programmes. The divergence of organisational values in Nigeria reflected the unsuccessful adoption of change as a planned process in public education. Despite change efforts, the level of educational development was failed to be comprehended properly. Change as a Manageable Process: Unilever Nigeria Plc This section covers the implications of change as a manageable process in the case of Unilever Nigeria Plc. The business environment in general has created a fast pace of change in the workplaceVarious acquisitions, advanced technological tools, reformation, cutbacks and economic recession are all aspects that contribute to a quite unstable business climate (Hayes 2010). The capability to adjust to the demands of the evolving workplace is considered an essential element for individuals and organisational existence. Organisational change is constantly present at Unilever and individuals are shown ato manage, control and guide it. Such change refers not only to accepting human factors, but also to an ability to organise and manage change factors efficiently, considering that change may be predictable (Grieves 2010). Organisational change taking place in the Nigerian organisation is at a transitory stage in a direction of stabilising its future position in the industry. The process of o rganisational change at Unilever can be managed as the procedure of planning, controlling and executing change in organisations in such a way is to reduce employee confrontation/resistance and cost to the organisation. In turn increasing the usefulness of the change effort becomes a priority to managers. Change is both predictable and attractive for the Nigerian company embracing the idea of innovation (Carnell 2007). The current business environment indicates signs of rapid competitiveness which results from the application of change initiatives that target the development of companies in a relevant direction Aspects of globalised markets and swiftly evolving technology influence businesses to adopt change in order to strengthen their performance in the market (Hughes 2010). For instance, such changes may reflect the introduction of a new software programme, or refocusing a marketing strategy. Companies, it has been suggestsed, must accept the force of change simply because their business environments require constant changes to take place (Jarrett 2003). Different external and internal organisational factors guide companies to consider the importance of change. Internal demands for change are derived from senior management and lower-level employees who drive the urgency for implementing change. External demands reflect changes in the PESTLE business environment (Burnes 2005). In practice, the management of change as presented in the case study of Unilever Nigeria Plc reflects common aspects of change observed in other Nigerian manufacturing organisations. . Observing the level of accepting organisational change among employees of Unilever Nigeria Plc may allow managers to structure the process of change in a manner to reflect employees’ different perceptions and expectations of change (Anthonia et al. 2013). This example also focuses on drawing lessons that can be functional and useful to other companies operating in the business environment of Nigeria. Approving and implementing organisational change indicate Unilever employees’ eagerness and willingness, support and assurance to the organisation which is important during the phase of major shifts in the structure of the organisation (Jarrett 2003). It has been suggested that senior managers are usually not in a rush in introducing change. They adhere to the belief that such procedure must be slow, balanced and systematic, particularly in large manufacturing companies like Unilever Nigeria Plc. Results from the survey conducted among employees of the Nigerian organisation revealed that the mean acceptance of change for all participants was reasonable. It has been indicated that characteristics of work settings do not represent any barriers to adopting change by Unilever employees. Acceptance of change by Unilever employees indicates the enthusiasm and confidence of the involved parties to hold and operate in a flexible business environment dominated by stakeholders’ assurance to influence and execute the changes (Anthonia et al. 2013). As highlighted by different scholars (Caldwell 2006; Jarrett 2003), the process of change can be both planned and managed especially if all stakeholders accept the desired outcomes by such organisational change. Researchers have argued that change should be established, executed and managed in such a way that draws the dedication from the affected parties like employees to accomplish the desired goals (Burnes 2004; Carnell 2007; Hayes 2010). The idea is that change is obligatory and predictable for organisations, as in the case of Unilever. It has been argued that to productively promote innovation in Unilever Nigeria Plc, it is not possible for senior management to have the ability and expertise needed for recognising th e necessity to manage change. Managers needed to widen their understanding of the major factors that may encourage or obstruct employees’ support for change initiatives in the organisation (Hughes 2010). This is significant because employees are considered the main stakeholders as well as the executers of change in the organisation. In the case of Unilever, it has been indicated that older employees and management staff were less receptive to the concept of change in comparison to younger employees working in the organisation. From the perspective of Unilever Nigeria Plc, employees were expected to hold and manage the execution of innovation through recognising the importance of innovative organisational culture. Unilever is a manufacturing company, in which the success of innovations is closely associated with support and encouragement from both senior management and non-managerial personnel (Anthonia et al. 2013). Additionally, innovations in Unilever Nigeria require strategic policies representing the company’s vision, goals, priorities and ways of action. In order to contribute to successful management of change within the organisation, senior managers combined effort and interpersonal reliance of all employees from all organisational departments and levels comprising the organisation’s hierarchical structure (Olufemi 2009). Unilever Nigerian Plc indicates an objective to deliver sufficient dividend on stakeholder investments. Yet the company is not resistant to most problems faced by oth er Nigerian companies. Similarly to most organisations operating in Nigeria, Unilever faced different internal challenges that weakened its competence to accomplish its mission thus pursuing to reinvent itself and manage the change process. Unilever Nigeria Plc has achieved solutions through innovations in order to implement change which has been recognised as a manageable process. The organisation is dedicated to innovation in various dimensions of its business, such as products, change policies, marketing initiatives and change mechanism strategies. It has been demonstrated that Unilever should reconsider the way in which it carries out its business activities in the economic Nigerian environment (Anthonia et al. 2013). The Nigerian organisation provides a practical example of how companies embrace the idea of change and manage it accordingly, with the idea to guarantee that the change process is executed effectively (Hayes 2010). Employees’ support, motivation, encouragement and commitment to change is fundamental. For example, results from surveying employees at Unilever revealed that most employees accept innovations, as non-managerial staff was more ready to accept change. Unilever Nigeria Plc tries to achieve the goals outlined in its vision of being a leading manufacturing organisation in Nigeria. However, the changes (or innovations) used to direct the company in that direction must be suitable to all stakeholders as well as properly executed (Burnes 2005). However, the successful execution of change and implementing other alteration measures in Unilever Nigeria Plc represents the relevance of two functional categories of human resources, that is management and non-management employees. Employees’ commitment to accomplish the various stages of change is a necessary requirement for the transformation of the company into an innovative enterprise because it would reflect strong indications of a company’s dynamic tempo of development (Hughes 2011). It has been found, through administering surveys to a sample of 720 senior/management staff and junior/non-managerial staff, that employees of Unilever Nigeria Plc demonstrated a positive attitu de towards change. This indicates a high level of recognition of change on the behalf of stakeholders (Anthonia et al. 2013). The findings recommended that senior management of Unilever Nigeria Plc indicated effective practices of uniting employees in order to sustain and manage the change process. The findings further implied that since employees at the company are likely to assess change completely, they are not opposed to it and thus any resistance is not expected to take place. In other words, employees would accept change and oppose it only if it increases legal concerns that may emerge in the workplace (Hughes 2011). This is consistent with the views shared in the organisational change management literature in the sense that negative attitudes of change may be an indicator for growing anxiety among employees. These findings are consistent with claims presented in existing literature, which shows that individuals may resist change or innovations because of uncertainty, misunderstanding, peer pressure, personal conflict and inaccurate perceptions of the change process (Anthonia et al. 2013; Hughes 2011; Paton and McCalman 2008). In particular, participative management, quality control management and trust in management emerged as important determinants of accepting the vali dity of the organisational change process by turning it into manageable and acceptable among employees of Unilever Nigeria Plc (Anthonia et al. 2013). The change initiated by senior management of Unilever Nigeria Plc was supported by employees, indicating that the organisation has adequately communicated the necessity to embrace and manage change (Anthonia et al. 2013). The major objective of the case study was to describe the organisational management of change at Unilever Nigeria Plc, which provided evidence that the change process can be manageable. The outcome that can be illustrated from this case study is that the corporate strategic model implied above does not seem to fit in with the assumptions of change demonstrated by senior managers (Hughes 2010). This may result in damaging the execution of necessary change at the organisation. This can apply to all manufacturing companies in Nigeria, as the majority of Nigerian organisations face interrelated challenges across different industry sectors. Failure of Change as a Manageable Process: The Food and Beverage Industry in Nigeria This section demonstrates findings that change has failed as a manageable process in some companies operating in the food and beverage industry in Nigeria. Olarewaju and Folarin (2012) aimed at exploring the impact of economic and political environment changes on organisational performance. Respondents from three companies operating in this industry filled questionnaires, as the results indicated that change failed as a manageable process. It has been suggested that managers should demonstrate greater concerns regarding organisational change and performance in terms of employing regular scanning of programmes introduced in organisations. It has been concluded that the influence of the external business environment, which involves persistent change, on organisational performance in the food and beverage industry in Nigeria was inadequate (Olarewaju and Folarin 2012). Understanding change as a manageable process was not effective across this industry because some food and beverage companies did not succeed in maintaining their performance measurement system properly. Forces shaping competition in the industry were irrelevant, pointing out that change initiatives were inadequate in this business context. Conclusion This paper presented arguments that change can be a planned and manageable process in contemporary organisations. The focus was on discussing the implications of change in the context of Nigerian companies, respectively Access Bank Plc and Unilever Nigeria Plc. It has been concluded that Access Bank Plc demonstrates a change structured process that is planned, whereas Unilever Nigeria Plc illustrates a manageable change process (Caldwell 2006). In addition, details of the failure of change as a planned and manageable process were included with regards to Nigerian public education and the food and beverage industry. The paper also illustrated the argument that change is linked with innovative organisational culture, which indicates a strong focus on the expected innovative performance of companies (Burnes 2004). The implications of conceptualising change as a planned and manageable process may help individuals and practitioners in the field recognise important characteristics and stag es of organisational change. References Abdulraheem, I., Mordi, C., Ojo, Y. and Ajonbadi, H. (2013) ‘Outcomes of Planned Organisational Change in the Nigerian Public Sector: Insights from the Nigerian Higher Education Institutions’, Economic Insights-Trends and Challenges, Vol. 2(1) pp26-37 Anthonia, A., Adewale, O. and Joachim, A. (2013) ‘Organisational Change and Human Resource Management Interventions: An Investigation of the Nigerian Banking Industry’, Serbian Journal of Management, Vol. 8(2) pp139-153 Burnes, B. (2004) Managing Change, London, Prentice Hall Burnes, B. (2005) ‘Complexity Theories and Organizational Change’, International Journal of Management Reviews, Vol. 7(2) pp73-90 Caldwell, R. (2006) Agency and Change, London, Routledge Carnell, C. (2007) Managing Change in Organisations, London, Prentice Hall Grieves, J. (2010) Organisational Change: Themes and Issues, Oxford, Oxford University Press Hayes, J. (2010) The Theory and Practice of Change Management, London, Palgrave Hughes, M. (2010) Managing Change: A Critical Perspective, London, CIPD Hughes, M. (2011) ‘Do 70 Per cent of All Organizational Change Initiatives Really Fail?’, Journal of Change Management, Vol. 11(4) pp451-464 Jarrett, M. (2003) ‘The Seven Myths of Change Management’, Business Strategy Review, Vol. 14(4) pp22-29 Olarewaju, A. A. and Folarin, E. A. (2012) ‘Impacts of External Business Environment on Organisational Performance in the Food and Beverage Industry in Nigeria’, British Journal of Arts and Social Sciences, Vol. 6(2) pp194-201 Olufemi, A. J. (2009) ‘Managing Organisational Change in Nigeria Manufacturing Enterprises: Lessons from the Unilever Nigeria Plc’, International Business Management, Vol. 3(2) pp15-21 Paton, R. A. and McCalman, J. (2008) Change Management: A Guide to Effective Implementation, London, Sage Van Nistelrooij, A. and Sminia, H. (2010) ‘Organization Development: What’s Actually Happening?’, Journal of Change Management, Vol. 10(4) pp 407-420

A Startling Fact about English Persuasive Essay Topics Uncovered

A Startling Fact about English Persuasive Essay Topics Uncovered Many students come online to discover persuasive essay topics for higher english simply to pick precise topics and get started writing about them. Hopefully, you could find a couple of tips that you believe can help you improve your essay writing abilities. On our site, there are types of essays to select from. There are several steps that you should take to be able to write an exemplary essay. Within a two-week period, you find it possible to revise your paper and enhance its quality when you feel a scarcity of uniqueness. On the flip side, in case you made a great choice, focus on what influenced you to make that decision and the way it has changed you. There are a lot of tiny details to learn, and the procedure takes quite a bit of time and commitment. It might be really boring to look for worthy English essay topics on your own, therefore we think that it's time to provide you with a hand of assistance. A n essay writing service can be an important teaching and learning tool for everybody involved with education. Finally, there are a number of superb online resources which can aid in improving your writing. English language classes usually take a lot of writing. If you would like to write in another language, you should practice in creative ways every single day. Gossip, Lies and English Persuasive Essay Topics An important consideration to keep in mind is to ensure you don't have a thing in the essay that isn't related to your topic. Think of something you're not permitted to do but wish you could. Pay close attention to all things electronic, and you will be certain to find something debatable of what you see. When you're picking your topic, bear in mind that it's much simpler to write about something which you currently have interest ineven in case you don't know a good deal about it. Here's What I Know About English Persuasive Essay Topics Creative Essay writing is curr ently recognized among the most helpful activity for kids for their general personality development. Overall, you can observe that writing a persuasive essay isn't a brain surgery. There are several persuasive essay topics to select from to finish your high school or college assignment. Select a law and explain why it's so important to you. Inspiration to make your own advertising or media argumentative essay topics isn't really hard to discover. You don't need to find super technical with legal argumentative essays, but make sure you do your homework on what the recent laws about your preferred topic actually say. Try out another topic and do the exact same 5-minute writing test till you locate a topic you know you can readily write on. The multiple topics could be found, for instance, in the dissertation abstracts international database. New Step by Step Roadmap for English Persuasive Essay Topics There are a great deal more essay topics that could be developed but it i s all dependent on that which we see around us. Nobody expects your very first essay to be ideal. The subject of your essay is crucial. There are several intriguing topics that could be become a persuasive essay if you take the opportunity to consider about doing it. Persuasive essays share a good deal of resemblance with argumentative essays. All persuasive essays are like argumentative essays. Good persuasive essay topics must be persuasive. Moral argumentative essay topics are a few of the simplest to get carried away with. You see, the conventions of English essays are somewhat more formulaic than you may think and, in a variety of ways, it can be as easy as counting to five. Students need to be careful about posting on social networking. Every American should learn how to speak English. English is really the most demandable language on earth from past many decades. English Persuasive Essay Topics: No Longer a Mystery Persuasive essays are a fantastic method to encourage the reader to check at a particular topic in a different light. As soon as you own a thesis, think about your principal topic and discover words that relate to it in various ways. Select a prompt at random from above, or select a topic that you believe will be hard that you detach from (because you are going to want to write about the subject, instead of the argument) set timer to 50 minutes and compose the essay. A topic sentence is the initial sentence in a paragraph, and it summarizes the remainder of the paragraph. English Persuasive Essay Topics - the Conspiracy To choose which subject you're likely to discuss, it's crucial to see the complete collection of good persuasive speech topics from the special area of study. On the opposite side, obtaining a list of good persuasive essay topics is inadequate. Paper topics can choose the type of a statement which you are able to discuss and debate on by voicing your own perspective along with other viewpoints. Discover which of the topics, you currently have a fairly good background on which will make it possible for you to have a relative edge. Getting the Best English Persuasive Essay Topics Luckily essay writing is one particular location where you can. Students may also utilize persua sive essays so as to teach themselves various topics since the writers of persuasive essays are often likely to present their arguments with a lot of evidence and strong rhetoric. Always bear in mind, any essay have three distinct pieces. The moment the essay itself should consist of 3 parts, it's desirable to generate an outline for every one of them. Though the conclusion paragraph comes at the conclusion of your essay it shouldn't be considered an afterthought. When you are finished with your essay, you must not simply check it for spelling and grammatical errors, but nevertheless, it also has to be checked for logical fallacies. English Persuasive Essay Topics Options You may continue to keep your argumentative essays for your upcoming job portfolio in case they're highly graded. In order to come up with own style you are able to utilize English essay samples which you may come across online. It is often as large or as small as it is possible to think about! English essay format is essential, so you need to adhere to a particular structure.

Utilitarianism By John Stuart Mill - 1805 Words

In his book Utilitarianism, John Stuart Mill presents his exposition and his major defenses of the philosophy of utilitarianism. Utilitarianism, a theory in ethics developed by the philosopher Jeremy Bentham, focuses on a concept of utility that focuses on deciding if actions are morally right or wrong by analyzing the pleasure and pain they cause. In other words, if an action causes primarily pleasure for all parties, then it must be good and right; however, if it causes pain for the parties involved, then it is bad and wrong. In his book, Mill expands on Bentham’s original ideas and presents some of his own ideas and nuances. In this paper, I will present Mill’s concept of Utilitarianism and some of his defenses of it, relate it to our modern society, and offer my own thoughts on the theory. When Mill wrote his book, he sought to expand on the work already done by Bentham, who argued that ethical decisions should be based on maximizing pleasure and minimizing pain. He agreed with the hedonic calculus approach, which is a simple mathematical approach to deciding the appropriate course of action in a moral question. The calculus is quite simple: a person weighs out the potential pleasures and pains of an action, giving them mathematical values. The values are then added together, and whichever side has the highest numeric value wins. Mill contends that pleasure, or happiness, is the one thing that everyone seeks. However, happiness alone is not what everyone seeks—qualityShow MoreRelatedUtilitarianism, By John Stuart Mill And Utilitarianism880 Words   |  4 Pagessometimes hard to define, but with John Stuart Mill and Utilitarianism it is a little bit easier. Utilitarianism is an easy one, for the reason that it is defined by the greatest happiness for everyone i nvolved. Sometimes it does not always make everyone content, but if you look at it as a whole it makes sense. Mill says that we have to look at the bigger picture. One person’s happiness affects another’s and so on. Utilitarianism is a moral theory that John Stuart Mill, the philosopher, formulated toRead MoreUtilitarianism, By John Stuart Mill1365 Words   |  6 Pages In John Stuart Mill’s book Utilitarianism, he argues for the defense of utilitarianism, an age old theory originally developed by Jeremy Bentham that states the proper course of action is the one that maximizes happiness. The course of action that maximizes general happiness is also the only true standard for moral assessment. Mill also introduces the idea of ‘first principle’ which states that it is not acceptable for individuals to characterize actions as either ‘good’ or ‘bad’, because it isRead MoreUtilitarianism, By John Stuart Mill1372 Words   |   6 PagesAct Utilitarianism is a long standing and well supported philosophical argument that when boiled down to its most basic elements, can be described as creating â€Å"the greatest good for the greatest number† (122). Such was the sentiment of John Stuart Mill, one of act utilitarianism’s (also known as just utilitarianism) greatest pioneers, and promoters. Mills believed that his theory of always acting in a way that achieved the greatest net happiness was both superior to other philosophical theories andRead MoreUtilitarianism, By John Stuart Mill1599 Words   |  7 PagesUtilitarianism is a doctrine in normative ethics that is outlined and defended by many philosophers, including the English philosopher John Stuart Mill as a standard to determine what are right and wrong actions. At its most basic claim, the right course of action one must take should be in the interest of maximizing what is known as utility. The right course of action is determined as being ri ght if it maximizes the total benefit and happiness gained, while at the same time reducing the greatestRead MoreThe Utilitarianism By John Stuart Mill984 Words   |  4 PagesDecriminalize Drug use Utilitarianism as an example of consequentialism is a moral theory generally considered to have started in the late eighteenth century. In the book Utilitarianism by John Stuart Mill he defined the ethical theory stating that â€Å"†¦actions are right in proportion as they tend to promote happiness; wrong as they tend to produce the reverse of happiness†(7). The idea behind the theory is that people seek happiness, and that the ultimate goal of all human beings is to be happy.Read MoreUtilitarianism, By John Stuart Mill854 Words   |  4 PagesJohn Stuart Mill, among other things, was an English philosopher and economist who lived from 1806 to 1873. Mill grew up being immersed in the principles of utilitarianism. Mill’s essay on utilitarianism, titled Utilitarianism, was written to debunk misconceptions of and to provide support for the ideology. Mill’s essay and argument span five chapters, where his discussions range from definitions, misconceptions, re wards, methods, and validity. Utilitarianism is generally held to be the view thatRead MoreJohn Stuart Mill And Utilitarianism983 Words   |  4 PagesIn Utilitarianism actions are judged right and wrong solely on their consequence, and in order to assess this consequences, the only thing that matters is the amount of happiness and unhappiness caused and by calculating happiness and unhappiness caused, nobody’s happiness counts any more than anybody else’s. Utilitarian ethics is the most common form of ethics used today, it has thrived because two needs have been met by it. Firstly, end-based thinking is common and people have sought to improveRead MoreJohn Stuart Mill And Utilitarianism1202 Words   |  5 Pages I contend that the philosophy of John Stuart Mill and Utilitarianism can be used to show that society should will that genetic enhancement be morally acceptable if the adverse cognitive or emotional effects are outweighed by the benefits. Glannon argues tha t gene enhancement is morally objectionable because â€Å"there would be the unacceptable social cost of some people suffering from adverse cognitive or emotional effects of the enhancement.† Under Utilitarianism, society would likely deem that geneticRead MoreUtilitarianism By John Stuart Mill930 Words   |  4 PagesAnalysis Paper 2 In the essay â€Å"Utilitarianism† by John Stuart Mill, he explains his support for utilitarianism and argues any misconceptions of it. In his essay he talks about the difference between higher and lower pleasures and what significance they have in his utilitarian moral theory. His theory is based on the rule that â€Å"actions are right in proportion as they tend to promote happiness, wrong as they tend to produce the reverse of happiness.† Many people experience different kinds of pleasureRead MoreUtilitarianism, By John Stuart Mill2436 Words   |  10 PagesUtilitarianism is an ethical speculation that communicates that the best movement is the one that expands utility. Utility is portrayed in various courses, frequently to the extent the success of mindful substances, for instance, people and diverse animals. Jeremy Bentham, the coordinator of utilitarianism, delineated utility as the entire of all bliss that results from a movement, short the burden of anyone req uired in the action. Utilitarianism is a variation of consequentialism, which communicates