Importance of Being On Time Essay

Scheduling the work day is one of the most important duties any leader in the Marine Corps or the Armed forces in general, tackles each and every day. Being at the right place at the right time for any member of the Armed forces is extremely essential to the defense of the entire United States of America. It’s because of this that being on time is remarkably important. Dependability, accountability, consistency and discipline are all crucially important for all members of the armed forces. Being on time shows that a Marine is dependable and has his or her priorities straight. Being at the appointed place of duty means to be there on time and has always been one of the most important aspects of being a Marine. Failure to be on time not only hinders mission ready capability and readiness, but also can without a doubt cost unnecessary loss of life. It is important to realize that it is necessary for those in the Armed Forces are held to a high standard. Punctuality remains and always will be an extremely vital aspect of military bearing and discipline. It has a direct correlation to a Marine appearance, combat readiness, mission effectiveness, and essentially every aspect of military life and responsibility. I cannot place enough emphasis on how important being on time constantly is. For instance; a Marine who is late or does not report at all to a place at the time ordered effectively compromises and diminishes the efficiency of which the task or mission at hand can be completed. In an extreme case a Marine who is not on time to relieve the current guard’s post would cause the combat effectiveness and readiness of the unrelieved guard to be greatly reduced. This would be caused by fatigue, or lack of supplies, etc. Consequently the guard on post could be compromised and the security of the area could be breached. These things do occur, however, they can undoubtedly be avoided by merely, once again, being on time. The importance of being on time is so you will be early to where ever you need to be and accomplish whatever you need to do. If you are early you will always have time to make sure everything that you need to do is straight and there aren’t any errors in what you need to do. It is important to be on time for work because it shows that you are dedicated in the things that you do and it can help you in moving up in your field of expertise. It is important to be on time in the military because you will be at the right place at the right time, you will be accountable for and if anything was to happen no one can accuse you of anything because you were where you were suppose to be at the right time. Whenever you show up late to something it shows that you have no discipline or respect for anyone else because now everyone has to wait for you to arrive instead of starting on time or possibly earlier. It is important to be on time because it shows leadership, commitment, loyalty and that you are responsible enough to be trusted without supervision. It is very important to be on time because it is crucial to the mission, my leadership, and me as a Marine.

Career Development Plan Summary

Kudler Fine Foods is creating new responsibilities for certain teams within the organization. The team that I am responsible for will begin ordering for the Bakeries of all three stores. This is a role that Kathy Kudler has previously held. The responsibility that my team currently has for Kudler Fine Foods is to run the Bakery of the La Jolla, California, store. The team will increase from four to nine employees. This report will provide an explanation of the current and new job responsibilities. Training requirements for the existing and new employees will be provided. The performance evaluation process for both individual associates, and as a team will be reviewed. Challenges that may be presented with the evaluation process will be included. Items such as incentives, benefit packages, career development, and compensation plan will conclude this report. Current and New Roles The Bakery Team of La Jolla’s store currently consists of four employees plus myself. Jeff Lynch and Sue Anderson are both lead Bakers. April Cox and Sarah Byrd are the Bakery Sales associates. The team members who will be ordering for the other two stores will work from the store for which they will be placing orders. The exception will be that they will be expected to attend the bi-weekly team meeting that will be held at the La Jolla store. The new roles added are described below. First Level Manager: Tracey Willingham will fill this role. Tracey has been with Kudler Fine Foods since Kathy Kudler opened the La Jolla Store. She has held many positions during this time. She has a vast knowledge of all areas of the store and will be an asset to the team. She will be the manager of both existing and new associates. Order Clerk for La Jolla Store: Sarah Ross was selected for this role as she has also been with the La Jolla store since the beginning. She began as a cashier and has advanced to her current position of Lead Sales Associate for the Wine Division of the La Jolla Store. Order Clerk for the Del Mar Store: April Fett is new to Kudler Fine Foods. She has experience working with Fine Foods stores in the New York area. She has recently moved to California to be closer to her family. April will continue in this role once the Del Mar store is closed and the transition is made to the Carlsbad store. Order Clerk for Encinitas Store: Jesse Driscoll will be responsible for placing the orders for the Encinitas store. Jesse worked for Kudler Fine Foods when he was in high school as a stocker. He has completed college and will return to Kudler Fine Foods in this new role. Trainer, Reports, Backup: The last position to be filled in the reorganization of the team is to be filled by Mary Johnson. Mary has been with Kudler Fine Foods for three years. She has had experience as a Baking, Fruit, and Wine Sales Associate. She will be responsible for providing training to those who will be ordering. She will also be responsible for tracking the ordering process of all three stores. She will keep Tracey and myself updated each week with the orders that have been placed by each store as well as any trends she finds while creating the reports. Mary will also be a backup order associate for Sarah, April and Jesse when they are take vacation time. Training Plans Because Kathy has always covered the ordering for all stores, our first training steps will be for Mary to spend time with Kathy over the next month to learn the ordering process. After completing this training, the next week she will refresh her memory of how the Bakery operates. Her days will be split between time with the Bakers and the Sales Associates. During this time, she will also ask customers for any suggestions of items they want to see at the Bakery, so that the team can consider making improvements to the items offered. After Mary has finished spending time becoming familiar with what the Bakeries in each store are responsible for and how the ordering process works, she will take two weeks to create training plans. I have asked Mary to create two different training plans. The first will be held for the new members of the team and will provide training of the Bakery process. The second will be held for the current team members so an understanding of the new roles is provided. Tracey and Mary will spend time with each associate after the training sessions are held to provide coaching sessions. April and Jesse will also have online training sessions to complete within the first two weeks of their employment. The courses to be taken will be those required for all associates to complete. The name of the courses are Ethics, Diversity, and Business Conduct. Kathy is also planning a new training course for associates of all stores on Customer Service Skills. Mary will coordinate this training for the La Jolla store and for April and Jesse. Performance Appraisal Systems Feedback Official feedback as a part of the Performance Appraisal System will be completed twice a year. The first will be a mid-year review and the final will be a year-end review. This feedback will be provided in the form of a written performance appraisal. The meetings will be held one-on-one, away from the work area. During the one-on-one meeting the associate and I will discuss feedback received from clients, peers, and me. The feedback process will be a standard process for all associates. The first feed back shared will be from me and will include what I have observed, giving specific examples. The discussion will include speaking of the impact of their performance. This will allow a time for the associate to acknowledge the need for possible improvements. It will be important for the associate and me to come to an agreement on possible improvements or next steps for advancement. The most important part of the feedback discussion will be to reinforce the support that I will provide them and the resources available to him or her (SelfGrowth, 2009, pp. 1 & 2). A job description for the current position as well as other roles within the team will be shared during the review meeting. This will allow the associate to review the current requirements and discover what steps may be needed to advance. This will also offer the employee the opportunity to ask questions about advancing or the benefits of education. The local community college offers several courses for Sales Training. A pamphlet from the local college will be made available to each associate who wishes to learn more about the classes. An additional step toward feedback will be put in place at the same time. This step will be to provide any feedback received at the time it is received. This will apply to both good feedback or suggestions for improvements. Offering this to the associates more than twice a year will help him or her monitor his or her progress. Any feedback received from trainers will also be shared with the associates. Team Evaluation Process and Incentives In addition to be evaluated as an individual, the team will be evaluated for the progress made of working together and to identify any opportunities for improvement. Working as a team is important to the success of Kudler Fine Foods. A team that works well together and supports each other will provide better customer service. The steps of evaluating a team provide needs for a different appraisal system. When evaluating an individual you can address individual goals and progress. With a team, the results are based on more than one person trying to obtain a personal goal. The team has goals and needs each person to help meet the goals. While an individual may be great at his or her own position, the manner in which he or she works within a team could provide issues for the team. The most important part of a team evaluation is to remain fair. While the team is to be evaluated for success, the individual contribution must also be taken into consideration. How each person helps the team meet the goals will be considered. The opportunity to be a good team player has to be offered to each associate. One motivation that will be provided for meeting team goals is by providing a luncheon for the team each quarter if goals are met. The team will be considered for an end of the year bonus if all quarters within the year are met as a team and as a company. Strategies to Discourage Social Loafing Social Loafing in the team environment refers to the team member or members who do not perform his or her fair share of the work. The social loafer on the team may believe that he or she can cruise along whereas the rest of the team performs each member’s given duties, then the loafer expects the same credit as the other members (Dayton Business Journal, 2001). What the loafer in any of the instances fails to realize is that their lack of participation has a negative effect on the other members of the team. To discourage social loafing, all team members should understand that his or her individual performance and participation is observed and assessed. Members, who do not fairly contribute should not expect the same credit. Assessing the contributions of every member of a team eliminates loafing. Besides the team lead or the manager assessing the team member’s performance, each member can have the chance to critique the performance of fellow team members. References http://www.selfgrowth.com/print/583277

Situation Analysis/Target Market Identification Report for Ford Falcon Ute

10850 Marketing 100 Sem 1 2013 SA/TM ID Report Cover Sheet Name______adf_____Sally Student____________sfaf_______________ Student Number___012545654__ 12345678_______________________sf_________ Tutor’s Name__sfaf_____ Tina Tutor _____________fasdfdf________ Tutorial Day________Wednesday_______adfdf___________________________ Tutorial Time:______10am – 11. 0am_______________________asdfdsf____ Student Comments to Lecturer/Tutor (if any)________adff_____________________ _________________________________________________________________ ____________________________adfsdfsadf_____________________________________ Please read the following and electronically sign where indicated: Declaration: I declare the attached assignment is my own work and has not been previously submitted for assessment. This work complies with Curtin university rules concerning plagiarism and copyright. (Refer to www. policies. curtin. edu. u/documents/unit_outlines-plagiarism_state. doc for copyright a nd plagiarism information. I have retained a copy of this assignment for my own records. Electronic Signature of student:____adfsdf__Sally Student_______asdfsdfsdf_________ Recorded Mark:____________________________________________________ Lecturer/Tutor who marked: __________________________________________ CRICOS (Perth – 00301J) (Sydney – 02637B) TABLE OF CONTENTS Situation Analysis/Target Market Identification Report for Ford Falcon Ute. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 1. Situation Analysis/Current Marketing Mix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 1. 1 1. 2 1. 3 1. 4 Current Product †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Current Price†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Current Place†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Current Promotion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 2. 0 Segmentation Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 2. 1 2. 2 2. 3 3. 0 4. 0 Define segmentation (using more than just the textbook’s definition) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Explain segmentation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Three benefits to Ford Falcon Ute from using segmentation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Target Market Characteristics/Images/Rationale Table†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Reference List†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 Appendix Page 2 of 18 Situation Analysis/Target Market Identifi cation Report for Ford Falcon Ute. 1. 0 Situation Analysis/Current Marketing Mix . 1 Current Product Ford Falcon Utes (FFU) are eye-catching utility vehicles that are available in several bright colours. The facade of the vehicles is sleek and sporty with flashy rims which promises power and the back of the FFU is like a truck. The FFU is unique and will allow use for both work and play. The car would appeal to masculine audiences who find use in a utility vehicle. The distinctive aspect of the product is the ‘Ford’ emblem which is oval and dark blue with silver outline and inner ring with the brand ‘Ford’ in cursive font.The emblem is recognizable worldwide. The basic benefit that customers get when purchasing a FFU is transportation. But, the FFU offers more; the car serves as an icon and an Aussie bloke’s style accessory (McDowall 2012). Not only useful for work, the vehicle is multi-purpose as it allows them to be a romantic when it is fitted-out with an old mattress for star gazing (McDowall 2012). Also, the consumer may head to the beach with mates for some fun and throw a ‘barbie’ with some beer and prawns in the back (McDowall 2012).The extra services that customers can get from the purchase of this vehicle are excellent long-term customer service and dealer warranty services for the car. Customers may also visit the website to understand the company and the vehicle more. In addition to that, extra accessories for the FFU are available for customers to purchase. For example, car insurance, GPS, rubber floor mats, tow bars, mudspats and many more (Ford 2012). Customers may also be gifted with Ford merchandises for example, caps, umbrellas, key chains or mugs when they purchase the vehicle. The FFU comes in many makes and models.There six different models of the FFU that customers can choose from. Customers can choose between auto or manual transmissions, and customize down to what colour and trimming to pref erence and specification. Being able to customize and personalize the FFUs is a big selling point for customers, as they will feel that their vehicle is unique and one of a kind. Potential buyers will spend a significant amount of time looking for the product as it is a big investment. They will begin with information search, consulting relatives and friends, salespersons, do online research and read testimonial from real customers on forums and blogs.If customers cannot find the FFU, or if the wait is too long for the vehicle to be delivered, they might accept a substitute. There are many competitors with similar products in the market, for example the Holden Ute, Nissan Ute, Mazda Ute and many more. On the other hand, when a customer has had their heart set on a product which they had spent so much time researching on, they might prefer to wait, especially since it would be a significant investment. The FFU has been in the market since 1961 (Hammerton 2012). Ford produces all type s of vehicles which range from cars, sports utility vehicles, commercial and performance.The FFUs are known to be fast, reliable and durable. The FFU is different to competitors because of the stylish design and the reputable brand name that has been in the market for more than 50 years. Page 3 of 18 1. 2 Current Price The FFU exists in a monopolistic competitive environment. It is the market where lots of sellers exists to offer similar products and sellers have to differentiate themselves using branding, quality and features of the product (Martin 2012). Sellers also use prices to differentiate themselves from the competitor. Price makes an impact to the demand of vehicles as the FFU cost a significant amount.If a FFU costs A$40,000 and if the price of the FFU decreases by 10%, it will be a discount of A$4,000, which makes it a very good deal where demand will most likely increase. On the other hand, if the price of the FFU increases by 10% it will mean that buyers will now have t o pay A$44,000 for exactly the same vehicle, then demand will most likely decrease. Customers will begin searching for another option with better value to purchase as there are many similar vehicles in the market. The business costs are very important when determining the price of the FFU.This is because every cost that is going into the production, advertising and distribution of the car is passed on to the customers. Sellers will have to search for the most effective and efficient option of producing the vehicle parts, and assembling the cars. Some of the sellers’ decisions which will affect the prices of the vehicles are, costs of having the vehicles assembled in countries the vehicles are sold at compared to the shipping costs of assembled vehicles to be sold internationally. Shipping costs are expenses that must be considered when setting the price of the FFU.Labour costs play a significant part as the vehicle has to be produced from raw material up until to the sale of the product. Some considerations to reduce the costs may be to employ intermediary agents to assist with other operations that may require some specialty expert knowledge. The price of the FFU is in the middle range amongst its competitors. Current price of a basic FFU compare to competitors are as listed in the table below; Ford Falcon Ute Holden Ute Mazda Ute Volkswagen Ute From $41,595 (www. ford. com. au) From $38, 990 (www. holden. com. au) From $28,560 (www. mazda. com. au) From $43,990 (www. volkswagen-amarok. om. au) Buyers of the FFU will base purchase on the image of the product (please refer to section 3 for a detailed explanation of the target market). The buyers are looking for a product that is distinctive and unique and a durable vehicle. The vehicle will be used to travel extensively on an everyday basis for both work and leisure. Hence, the vehicle buyers choose to purchase will have to be able to withstand the weather, terrains, and wear. Price is not so much an is sue, however when compared alongside other similar vehicles (as started in the table above), the FFU seems to be selling on the more pricey side.Therefore, if the buyers are budget sensitive, they may decide to weigh in other brands and test-drive the other brands of Utes that are more budget friendly. Page 4 of 18 1. 3 Current Place The FFU uses intermediaries in their business. The use of intermediaries in businesses ensures the effectiveness and efficiency on how the business is run. It also reduces costs and increases competency of a business. Therefore, customers are not able to buy the product directly from the Ford factory. There are many places aside the factory that customers can purchase FFU from.Ford is an international brand and the company strives to ensure that customers can find their products easily. Locations that customers can purchase the FFU are official dealerships, private sellers, franchised dealers and private car yards. The most obvious location customers ca n purchase the FFU is from a Ford dealership that is available worldwide. Customers may search on the Ford official site for a dealer location closest to them. The vehicles are also available for purchase from a licensed dealer for example, John Hughes, AHG and many more.Customers may also choose to purchase the FFU second hand from a third party; for example a previous owner (a private sale), a licenses private car yard, or even a franchised car dealer. Customers may search for car listing information in the classified section of the newspapers or on though the internet. Major newspapers like The West Australian and free communities newspapers like the Canning Times or Freemantel Gazette will have these listings and information similar to free online advertisement pages like www. carsales. com. au or www. gumtree. com. au and many more.The characteristic of the FFU that influences its distribution is the, size, rules and regulation of export countries, durability and demand. A vehi cle is a huge product to ship and transport internationally, hence as stated above in Section 1. 2 of the report, Ford may have partnerships in various locations to produce parts of the cars and have the parts shipped to be assembled in different locations to save costs. However, if the costs are too high and it is not viable to produce or ship a car in certain countries, then Ford might decide not to distribute to that particular country.Affecting distribution decisions are also the taxes and regulations of imported cars in certain countries. In Malaysia, the government aims to protect their local car brands and had imposed exorbitant tax prices on imported cars. In this instance, it may reduce Ford’s affluence in the Malaysian market and definitely reduce sales. Hence it is important for Ford to conduct extensive research and consider if distributing their products to certain countries will be profitable. A positive aspect of distribution of vehicles is that they have no us e by date. There is no shelf-life and a car is a machine that will still work after 6 months.The only downside is to consider the year the car was made as cars lose their value from the date it has been produced. The longer it has been sitting in the show room or the store, or has been driven (odometer has a reading) the least value the car has. Hence, Ford has to extrapolate and forecast the production and distribution amount. Similar to demand, Ford will have to conduct a market research and consider whether customers will use the FFU in their country, or region. For example in states like Western Australia, the need for Utes is high as there are plenty of off roads terrains and plenty of development and mining sites.On the other hand, the demand for Utes may differ significantly in Victoria where it is more developed and there is less need for a utility vehicle. Page 5 of 18 1. 4 Current Promotion The first promotional ad for the FFU was a television ad (available through this li nk: http://www. youtube. com/watch? v=AUbgfWTptoU (YouTube 2000). The ad was aired on national television in the year 2000. It features the FFU racing a modified jet-look alike race car on a flat but rocky terrain. In the ad, as the FFU drive past the jet race-car, the passenger of the FFU made a cheeky remark, â€Å"must be stuck in third†.Then driver decides to accelerate, and the FFU speeds ahead of the jet race-car leaving the jet race-car driver with an amazed look on his face. Then there is a voiceover, mentioning â€Å"The XR8 Falcon Ute, It’s Unbelievable† and the ad moves to the next screen which shows steel bars coming together with the words, ‘Built Tough’ and the Ford logo in the middle of the screen. The next ad, is one of the few from a series of ad. It is a series of ad using the humour appeal which is found on the myFord website (myFord 2012) (refer to appendix for the ad). The ad shows a FFU parked at the top of a cliff, overlooking the beautiful scenery at sunset.A lady sits by the car with her picnic mat and basket and her partner is in the car. They are watching the sunset together, while holding hands (with his hand out of the window and she reaching out for him on the mat from the grass). The caption at the bottom of the ad is â€Å"You’ll never want to get out of the all new Falcon Ute†. Other series of these ads include a guy barbequing from the window of his car on the beach, a couple getting married in a garden with the bride holding the groom’s hand from the car and a lady sun bathing at the beach while the only visible thing about her partner’s hand, holding a bottle of beer from the car window.The TV ad and the website ad are not sending the same message. This could be because these ads are for a slightly different product; they are for the ‘upgraded’ versions of the originals. Hence, Ford wants to send a different message to the buyers that they have identi fied as their target audience and their needs at that particular point in time. For the TV ad, the general message of the TV ad is that the FFU is built for speed and for the web ad, is that the FFU is built for comfort. The theme in the first ad is comparison and demonstration while the theme for the second ad is humor.For the first ad, the business is trying to rule out any misconception of a utility vehicle being slow. Hence, they compared the FFU to a speed of jet race car, and showing (but not exactly proving) that the FFU in fact can be faster than a jet race car. For the web ad, the Ford used humor to show how the FFU, being a utility vehicle can be used on all terrains (mountain, beach, garden) and at the same time it is still very comfortable (that the driver will not want to leave the car for any reasons).At a glance, the messages and the themes of the ads are different but there exists an inherent common goal for both the ad, which is, â€Å"it is built tough, spacious, just for male young adults who like fast, durable, comfortable cars. † Ford wants to attract the masculine audience that has a need for utility vehicles. Ford focuses on promoting to the audience that they do not need to compromise utility for speed and style. The fact that the vehicle is so versatile is a plus point. Page 6 of 18 2. Segmentation Theory 2. 1 Define segmentation (using more than just the textbook’s definition) According to Lamb et al. (2009, 29) segmentation is when marketers diversify their products to attract different groups of customers. Elliott, Rundle-Thiele and Waller (2010, 188) states that the group characteristics that customers are divided into are called segmentation variables. These segment variables include things customers have in common that may be attributed towards their buying behaviours.This segmentation variable influences the decisions for the Ford and how they position and place their product in the market. There are four broad seg ment variables; these are Geographic, Demographic, Psychographic and Behavioural (Kotler et al. 2008, 229). Geographic segmentations are customers’ characteristics of the locations they live; like, climate, local population, topography and if is an urban, suburban or a rural 2. 2 Explain segmentation For example, for the purpose of this assignment the FFU marketers will target customers living in Western Australia.The demographic characteristics are the customers’ age, sex, ethnicity, income and household composition. The FFU will be targeted towards males that are approximately age 26 to 37. The psychographic segmentation characteristics include personality attributes and motives, lifestyles, their VALS characteristics and their Roy Morgan values. FFU will focus their efforts on advertising a segment that will be most lucrative which will be young male adults who have an active lifestyle and that requires a durable vehicle for work and leisure.The behavioural characte ristics includes how often customers purchase, how loyal they are to the brand and others. 2. 3 Three benefits to Ford Falcon Ute from using segmentation †¢ Targeted, effective advertising – The Ford marketers can create advertising campaigns that are focused and targeted towards the segments in the market that they want to sell to. Targeted advertising is effective as potential buyer will find the message of the advertising relevant to them. For example, if the ad were to show a 60 year old man as the spokesperson for a Ute the ad may be ineffective. Save money on advertising – If Ford produced which is targeted to appeal to a particular segment; they can also set the image of the product. This will also increase efficiency as there will be less wastage of valuable time, effort and advertising funds. It is better to produce one ad that is focused where the target audiences will understand and be able to relate to rather than 10 ads that have little relevance to t he market and will more likely cause confusion. †¢ Easier to monitor changes in a segment than a whole market – If Ford place a team to focus on the arget market of the FFU, they will be able to foresee and predict to market changes that are specific to the segments. The car industry and the society’s choices are deeply impacted by both macro-environmental and micro-environmental forces. For example, if the targeted market is expected to be impacted by the bad economic conditions to come and sales of the FFU is predicted to fall, FFU can react to it in a timely manner by producing budget versions of the FFU to attract the segment during the bad times. Page 7 of 18 3. 0 Target Market Characteristics/Images/Rationale TableColumn 3. 1: SPECIFIC Characteristics of your assigned brand’s primary target market AND explanation of why they are relevant to your product. 3. 1. 1 Column 3. 2: Image that illustrates characteristic given in Column 3. 1 (Insert pictures b elow)v 3. 2. 1 Column 3. 3: Explain how the image provided in Column 3. 2 illustrates the characteristic provided in Column 3. 1. 3. 3. 1 G E O G R A P H I C SPECIFIC Characteristics Country: The Target Market has to be located in the country where the unit is being taken. Hence, the Target Market for the Ford Falcon Ute lives in Australia.Explanation of why According to MUARC, TAC, VicRoads and RACV*, when choosing large cars, Australians like Ford as they are perceived to having the have the safest large cars (Michelle Ainsworth 2011). The Australian flag in the shape of the Australian continent represents the geographic location of the Target Market. * MUARC – Monash University Accident Research Centre, TAC – Transport Accident Commission, RAVC – Royal Automobile Club of Victoria. SPECIFIC Characteristics Climate: The Target Market for the Ford Falcon Ute lives in places that experience all types of climatic conditions.Explanation of why The Target Market wil l find the Ute reliable in all types of harsh weather. As mentioned in the Australian Bureau of Statistics, â€Å"Australia experiences many of nature’s more extreme phenomena; including droughts, floods, tropical cyclones, severe storms, bushfires, and the occasional tornado† (ABS 2009). The image depicts that Australia goes through a four season weather change. Page 8 of 18 SPECIFIC Characteristics Topography: The Target Market for the Ford Falcon Ute is located in Western Australia Explanation of why Western Australia is mostly made up of the deserts and outback.As quoted from the Australia Bureau of Statistics, â€Å"Australia is the second driest continent in the world and has the largest desert region in the southern hemisphere. More than a third of the continent is effectively desert; over two thirds of the continent is classified as arid or semi-arid. † The Target Market for the Ford Falcon Ute will find it particularly suitable on the rough terrain. SPE CIFIC Characteristics Urban: The Target Market for the Ford Falcon Ute lives in or near major metropolitan centers. Explanation of why There is easy access to services, food, entertainment and provides many choices when it comes to buying a vehicle.The convenience factor of living near the city is worth paying more for which may be an indicator that the Target Market would be willing to pay a premium price. The Pinnacles desert is a popular symbol of Western Australia. G E O G R A P H I C This picture of the Central Business District depicts that the targeted segment lives in the vicinity of the city. Page 9 of 18 Column 3. 1: SPECIFIC Characteristics of your assigned brand’s primary target market AND explanation of why they are relevant to your product. 3. 1. 2 Column 3. 2: Image that illustrates characteristic given in Column 3. 1 (Insert pictures below)v 3. . 2 Column 3. 3: Explain how the image provided in Column 3. 2 illustrates the characteristic provided in Column 3. 1 . 3. 3. 2 SPECIFIC Characteristics Sex and Age: The Target Market for the Ford Falcon Ute is a male between 21 and 35 years old. D E M O G R A P H I C The image portrays a male in his late 20s’ enjoying a beer, ready to have fun. Explanation of why The target market has a full driver’s license and likes driving big cars with ‘power’. He is energetic and always on the move, therefore a vehicle that is tough, powerful and dependable like the Ford Falcon Ute will suit his needs.SPECIFIC Characteristics Job: The Target Market for the Ford Falcon Ute has a blue collar job. Explanation of why He loves what he does as it allows him flexibility and he is not a ‘rules kind-ofguy’. He is spontaneous and hates routine. He likes the Ute as it enables him to transport his work supplies and still look good. This picture shows a guy happy with his job as a blue collar worker/tradie. Page 10 of 18 SPECIFIC Characteristics Household composition: The Target Mar ket for the Ford Falcon Ute is a young adult who is most likely in stage 1, young singles (bachelorhood) of the Family Life Cycle.Explanation of why He has just gained his financial independence, has no commitments and has all his disposable income to spend. Now, he is in control and he can make his own decisions on what to purchase. He chooses the Ute, because it makes him look good to the ladies. The picture demonstrates the target market’s family life cycle stage. Being an eligible bachelor, he is very popular among the ladies. D E M O G R A P H I C ME! SPECIFIC Characteristics Income: The Target Market for the Ford Falcon Ute makes a sizeable salary between $75K and $100K per year and spends it all.Explanation of why He has no financial commitments and does not have a reason to save, yet. He purchases the Ute, which symbolizes his masculinity and spending power. Financial independence accompanies the bachelorhood stage. The picture shows that he has his own sizable income now. Page 11 of 18 Column 3. 1: SPECIFIC Characteristics of your assigned brand’s primary target market AND explanation of why they are relevant to your product. 3. 1. 3 Column 3. 2: Image that illustrates characteristic given in Column 3. 1 (Insert pictures below)v 3. 2. Column 3. 3: Explain how the image provided in Column 3. 2 illustrates the characteristic provided in Column 3. 1. 3. 3. 3 P S Y C H O G R A P H I C SPECIFIC Characteristics VALS: The Target Market for the Ford Falcon Ute belongs to the VALS Group – Experiencers (The VALS Types 2006) Explanation of why He is motivated by self-expression and has a lot of energy; he loves trying new things and goes by the motto ‘No Fear’. The Ute is best suited for his lifestyle as it brings him to places no other cars can reach (rough terrains, mountains, sand)The picture portrays him and a buddy skydiving in the Avon Valley, Western Australia. SPECIFIC Characteristics Personality Attributes: The Target M arket for the Ford Falcon Ute loves hanging out with his mates and is socially aware. Explanation of why He has moved out of home and no longer has a curfew to abide by. He also does not need to rely on public transports or a taxi cabs to get him home after his weekly partying escapades. He owns his own car now, and he frequently offers his friends a ride on his Ute. He is proud to show it off and loves receiving compliments on his car.As depicted in the picture, he places importance in his social circles. He enjoys dinners, drinking and entertainment with his friends. He uses the Ute to take his friends home, when he is the designated driver. Page 12 of 18 P S Y C H O G R A P H I C SPECIFIC Characteristics Roy Morgan Value Segments: The Target Market for the Ford Falcon Ute is in the ‘new and different’ segment. Their attraction to things which are new and innovative usually means that they are the first to adopt on new products and services, often just for the excitem ent of having a new toy – regardless of the cost. Roy Morgan Research 2012) Explanation of why The target market likes the Ford Falcon Ute because it is new to the market and boasts advance technology. It has the EcoLPi, Bluetooth mobile phone integration, and iPod integration (Ford 2012). As shown in the picture, the Ford Falcon target market is attracted to innovative products and new toys. SPECIFIC Characteristics Lifestyle: The Target Market for the Ford Falcon Ute has a typical laid-back Australian lifestyle. Explanation of why What better way to transport ingredients for a good old ‘barbie’ and a slab of beer than in his Ute?Like all Aussie blokes, he LOVES his ‘barbie’ and hanging with his mates on a warm summers’ day, particularly when there is beer involved. The picture shows a typical Aussie barbeque menu: steaks and chicken wings. Missing in the picture is a can of beer. Page 13 of 18 Column 3. 1: SPECIFIC Characteristics of your as signed brand’s primary target market AND explanation of why they are relevant to your product. 3. 1. 4 Column 3. 2: Image that illustrates characteristic given in Column 3. 1 (Insert pictures below)v 3. 2. 4 Column 3. 3: Explain how the image provided in Column 3. 2 illustrates the characteristic provided in Column 3. . 3. 3. 4 SPECIFIC Characteristics Loyalty: The Target Market for the Ford Falcon Ute is not brand loyal. B E H A V I O R A L The image depicts that the target market for the Ford Falcon Ute is not brand loyal. Explanation of why Being an Experiencer (The VALS Types 2006), he prefers new-to-the market and new technology than to limit himself to particular brands. He likes trying new brands and new things. He purchased the Ford Ute as some of his mates already own the Holden Ute. SPECIFIC Characteristics Benefit expectation: The Target Market for the Ford Falcon Ute values the benefits of status, usability and low maintenance.Explanation of why The benefits sough t in the Ute are serving as symbols of his masculinity and status as well as transporting his work supplies. He needs for the vehicle to be durable and dependable. The picture shows how the target views himself. Customers purchase products consistent to their ideal self-image. The Ute is an extension of the symbol of his masculinity. Page 14 of 18 SPECIFIC Characteristics Price sensitivity: The target market is not worried about the price tags on his purchases. He feels that spending big bucks in exchange for style is worth it. B E H A V I O U R A LExplanation of why He prefers to spend on things that are classy and up market. He likes the Ford Falcon Ute because it looks stylish, even if it means spending more compared to the Holden Ute. This is a picture of the target market’s bachelor pad. He has a race car simulator with 3 flat screens, high end gym equipment and an elevated flat screen LED TV in the entertainment corner of his apartment. SPECIFIC Characteristics Volume u sage: The Target Market for the Ford Falcon Ute has a high usage rate. Explanation of why The picture depicts that the usage rate of the Ute will be high.The Ute will be used to transport work supplies, fetch his mates to AFL games and drive through road-less terrains. The image depicts a dirty car which is used frequently. The target market possibly went off road for a job yesterday. Page 15 of 18 4. 0 Reference List ABS (Australian Bureau of Statistics). 2006. Australian Deserts. Cat. no. 3101. 0. Canberra, A. C. T. : ABS. http://www. abs. gov. au/AUSSTATS/[email  protected] nsf/Lookup/1301. 0Feature+Article12006 ABS (Australian Bureau of Statistics). 2009. The exceptional heatwave of January –February 2009 in south-eastern Australia.Cat. no. 3101. 0. Canberra, A. C. T. : ABS. http://www. abs. gov. au/AUSSTATS/[email  protected] nsf/Lookup/1301. 0Chapter1012009%E2% 80%9310 Ainsworth, Michelle. 2011. The Herald Sun: MUARC, TAC, VicRoads, RACV reveal Australia's safest us ed cars. Accessed July 28, http://www. heraldsun. com. au/news/muarc-tacvicroads-racv-reveal-reveal-australias-safest-used-cars/story-e6frf7jo-1226102225219 Carsales. 2012. Accessed March 12, www. carsales. com. au Elliott, Greg, Sharyn Rundle-Thiele, and David Waller. 2010. Marketing. 2nd ed. Milton, Queensland: John Wiley & Sons Australia, Ltd.Ford Falcon XR8 Ute Advertisement. 2000. YouTube video, 0. 28. http://www. youtube. com/watch? v=AUbgfWTptoU Ford Feel the Difference. 2012. Ford. Accessed March 12, http://www. ford. com. au/servlet/Satellite? c=DFYPage=1248884753526=wrapper ite=FOA#overlay=1248916613837 Ford. 2012. Accessed March 10, www. ford. com. au Ford: Ford Falcon Ute Accessories. Ford. 2012. Accessed January 12, http://www. ford. com. au/commercial/falcon-ute/accessories/exterior Gumtree. 2012. Accessed March 12, www. gumtree. com. au Hammerton, Ron. 2012. Ford Falcon Ute goes five stars.Go Auto. http://www. goauto. com. au/mellor/mellor. nsf/story2/0B9A1FB567000AE1 CA257745 000048D7 Holden. 2012. Accessed March 10, www. holden. com. au Kotler, Adam and Denise Armstong. 2008. Principles of Marketing. 4th ed. Frenchs Forest, NSW: Peasons Education Australia. Lamb, Charles, Joseph Hair, Carl McDaniel, Jane Summers and Michael Gardiner 2009. Mktg. 1st Asia Pacific ed. China: Cengage Learning Australia Pty Limited. Page 16 of 18 Martin, Cathy. 2012. â€Å"Lecture 5: Chapter 6 Markets Segmentation, Targeting and Positioning. † PowerPoint lecture notes.

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Table of Contents 1.0 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 1.1 Background†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 1.2 Problem Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 1.3 Purpose†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...8 1.4 Significance of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10 1.5 Nature of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..12 1.6 Hypothesis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦13 1.7 Theoretical framework†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.13 1.8 Assumptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.15 1.9 Scope, Limitations, and Delimitations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.15 1.10 Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦16 2.0 Literature Review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.17 2.1 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..17 2.2 History of Organizational Turn – Over and Empowerment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 2.3 Individual Relationships to Turn – Over†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦19 2.4 Cultural Behaviors in Organizations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...21 2.5 Leadership Roles in Turn – Over Rates†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..22 2.6 Motivational Theories†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.24 2.7 The External Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..26 2.8 Communication, Information and Job Performance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...28 2.9 Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..30 3.0 Research Methods†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦31 3.1 Research Method and Design Appropriateness†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...31 3.2 Population, Sampling and data Collection Procedures†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦32 3.3 Validity – Internal and External†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...32 3.4 Data Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...33 3.5 Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..33 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..34 1.0 Introduction Organizational turn – over is a difficulty that most businesses face, specifically because it leads to gaps in the work flow, changes the pace which many are working in and alters the way in which businesses are able to develop and grow. Organizational turn – over becomes detrimental for the overall production of a company and can create lapses with those who are interested in

Policy manual Assignment Example | Topics and Well Written Essays - 750 words

Policy manual - Assignment Example Electrical shocks and protection from fall can be avoided if employees are aware of the nature of work involved and familiarity with the work site. The company shall conduct a twice a week audit of the work place or site construction to check the actual hazards of the construction site and provide a remedy to improve the work place before they can injure the employees. Safety plans and programs must be followed. ABC CORPORATION values the importance of its construction workers who are responsible in building our modern and state-of the-art buildings which our company is known for. The company recognizes the role of the Construction Manager to ensure that all construction workers are contained in a safe and hazard-free work place. The Construction Manager are expected to ensure the safety of the work place and must report to the Management in case construction workers are exposed or will be exposed to possible harm and danger while in the performance of their duties. The improvement of the welfare of the workers in the work site shall be given utmost importance. The Manager is tasked to report to Management of a possible hazard in the work place and see to it that the employees work in a healthy environment to ensure the high standards of productivity and achievement for the employees. Part-time regular employees are biweekly or monthly paid staff who fill-in budgeted positions who are still part of the regular payroll who shall work at least 50 percent  or more of the normal work week schedule and  five months or more of the year. Probationary employees should undergo a 5 month-period of rendering work with pay, but still subject for evaluation if the employee’s performance deserves to re regularized by the company. These employees have lesser benefits compared to regular employees. Those employees or workers who shall be injured or contract a disease in the performance of their work are