Hrm approaches in different work systems

Hrm approaches in different work systems HRM Approaches in different Work systems: A comparison between manufacturing plant and call centre of high street bank Ting Wang As Peter Boxall and John Purcell (2008) mentioned in literature, work system refers to â€Å"choices about what work needs to be done, about who will do it, and about where and how they will do it†. Each work system contains its features to interact with operation choices as well as HR management. This paper mainly focus on the relationship between work systems and strategies of HR, especially in comparing 2 different types of work systems and their corresponding approaches to HR. I will explain this in the main 2 parts follow a 3-step-way: environment analysis, work system and HR approaches. Approaches to in manufacturing plant Assume there is a new, high technology and capital intensive manufacturing plant in York. Since the plant is a new entrant in the industry, its aim is basically cost control and expending market share. The capital intensive, high technology feature and cost control demand determine the plant has to limit the number of employees and enhance their abilities and efficiency in work. As we can see, the plant is a typical model of manufacturing firms. Manufacturing industry initially employed low paid labors to accomplish simply, repeated work and without a basic knowledge requirement. It was argued by Watson (1986) that workers were machines using motor not mental skills. As the technology developed rapidly these years in manufacturing industry, machines can mostly take over the jobs done by labors and push the employees to another level called â€Å"high involvement† (Lawler, 1986), and other similar approaches as â€Å"high commitment† (Arthur, 1992), â€Å"high performance† (Huselid, 1995) or â€Å"sophisticated† (Koch and McGrath, 1996). James, Chester and Robert (2002) concluded former literatures and described high involvement work systems (HIWSs) being utilized by provide employees skills, information, motivation, and latitude to gain the work forces competitiveness. The high involvement approaches was discussed by Vandenberg, Richardson and Eastman (1999) based on Lawler (1986) high-involvement work processes, which contains 4 factors as â€Å"PIRK† model. In â€Å"PIRK† model â€Å"P† stands for power, â€Å"I† means information, â€Å"R† refers to reward and â€Å"K† is defined as knowledge. By this means, a set of HR approaches can be generated through enhance each variable of â€Å"PIRK† to achieve final outcomes. For instance, training opportunities can be used as a HR approach to enhance employees knowledge and directly improve their abilities to solve problems. This is a direct way of using the model as Batt (2002) mentioned in his work, and the indirect way influence employees motivation and satisfaction to make them feel comfort and safe at work. In general, the HR approaches can be used in a manufacturing plant includes the following key practices: 1. Teamworking. As we mentioned before, the plant is highly concentrated on making use of technology and capital resources, teamworking is a chance for employees to get involved in important events in the plant. It can affect workers in organizational commitment, work satisfaction as well as knowledge improvement. 2. Advanced training. The plant has needs on innovation and product design to compete in the market as a new comer, therefore the training has to be of some technical level which is firm-related and more difficult than general training. Advanced training can better helps employees to gain information and knowledge, and reduce the chance of turnover. 3. Incentive practices. In a newly plant, if there is extra budget can be used on rewards, there should have some incentive practices. Not only this method can motivate employees to devote more, but also it can enhance their responsibilities to the plant, if the rewards are actually shares of the plant. There are much more approaches can be used in this plant to improve performance, however, the effectiveness still becomes an uncertain question, since there is no measurements to evaluate the whole process. Approaches to call centre for a high street bank In comparison, we imagine there is a call centre to be established for a high street bank. Bank industry is more of service-oriented, call centre in a high street bank is not expected to bring about profit directly. The employees responsibilities are to solve problems that already happened in the past or expected to be happened in the future. They give the answers from a wide-ranging question bank which contains the frequent asked questions and edgy questions. All of them attached answers below so that the operators on the phone can answer different questions with in a short time. Besides the answers, operators from the call centre also needs to be use properly words, expressions, tunes, and strictly follow a standardized formula to do the whole telephone communications. The features of call centre determined the employees they wanted are more general background, better in communication just like a good listener with excellent understanding and ability of oral expression. Service market is more labor intensive compared to manufacturing industry, and call centre can be categorized into the â€Å"Tightly Constrained† work systems, according to Herzenberg (1998)s typology of work systems. Herzenberg describe this type of service as â€Å"high volume, low cost, standardised quality, tight task supervision, low to moderate formal education of workers, and limited training†. Boxall (2003) followed Herzenbergs work and defined 3 types of competition and work organization in private sector services. Based on his definition, call centre belongs to â€Å"Massive service firms† which related to a mix of mass markets and higher value-added segments. There are significant differences in HR strategies between a high-tech manufacturing plant and a high street call centre. Though Boxall (2003) pointed out that firms aim for high-valued segments in services are more likely to use HIWSs approach in HRM, a call centre still can not fit the HIWSs very well. One of the reasons as I mentioned before is that call centre â€Å"is not expected to bring about profit directly†. In this case, even if using HIWSs to improve service quality and enhance employees happiness index can be worked out, that wont generate extra profit for the bank. Customers may choose another bank since they discover their current bank really disappointed because of a poor quality telephone service, but they are less likely to choose a bank just based on its perfectly high level of telephone service. After examined the features and work system of call centre, a figure (Figure 1) will be given out to illustrate the properly approach of HRM which is suggested to be adopted by a call centre manager. The figure contains both the approaches and requirements. Left side stands out the key approaches of HR which match the middle and right features of employees. Key HR approaches Employee competency Employee commitment General training; Communications; Performance appraisal; Standardized behavior; Communication skills Stress level; Work balance; Figure 1: Approaches used in call centre The HR approaches are used to enhance either employee competency or commitment to achieve further outcomes. They looks much simpler compared with manufacturing plant, that is because the two firms have different features and outcomes. Conclusion It is obviously that a manufacturing plant adopts different HR approaches compared with a call centre. The reasons are various and hard to distinguished, since there are so many factors inside or outside the firms and interact with each other all the time. However, there are three main reasons affect the HR management within different work systems. First one is production factor. Whether the firm is capital intensive or labor intensive determines the scale and cost of employees as the former tends to hire fewer employees with high requirement and the latter tends to keep adequate employees with general knowledge backgrounds. The second factor is product differentiation. An industry which requires highly differentiation product the information and knowledge is needed all the time therefore the HR approach in training is intensive and specialized so that the worker can apply it to work and enhance performance. By contrast, a call centre offers almost the same service to different custo mers; therefore the training approach is more basic and contains rules, regulations to achieve consistency and homogeneity. The third factor is profitability. Profitability differs in specific types of positions; a research department manager in manufacturing plant usually generates more profits than a telephone operator in call centre. In that case the manager will gain job satisfaction through rewards and involvement in business decision making, whereas the telephone operator may feels less satisfied in work and has turnover intention. The reason is simply because firms need to keep profitable employees stable and ignore or pay less attention on the common employees without competitive advantage. The 3 factors reflects how the work system and HR aims combined together to affect HR approaches. These approaches, however, meet a major challenge of measures. Previous literatures like Arthur (1992, 1994), Huselid (1995), James, Chester and Robert (2002) did empirical work on measures to evaluate effectiveness of HR approaches. James, Chester and Robert (2002) state the relationship between a differentiation-oriented competitive strategy and its performance is positive. Whether all these approaches and measurements can be trusted in the bounds of good sense or practicality is a big issue we should focus on the future.

Kengdie

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Bskyb Marketing Plan

BSKYB | MARKETING PLAN | | MATHEW KURIAN STUDENT ID – 4745251| EXECUTIVE SUMMARY The rationale of this report is to write a Marketing Plan for an existing company in the UK (BSkyB Sky), selected from any industry (telecommunication industry). This plan is aimed at identifying ways in which the firm designs its strategy for the next 5 years. BSkyB (Sky) should target acquiring 30% of the yearly revenue by 2018, after five years of systematic implementation of the extended marketing plan.The target markets of BSkyB are both individual citizens and small business enterprises, where the later will be at the centre in the targeting. BSkyB (Sky) is to segment the targeted markets geographically where the concentration will be small cities in UK. BSkyB (Sky) will concentrate its product/service strategy on SMS texting, apart from other common mobile communication services. BSkyB (Sky) plans competitive pricing to appeal the customers in UK mobile telecommunication sector.When it come s to distribution strategy, BSkyB (Sky) will place its services to the organized retail shops in the UK mobile telecommunication sector. For some markets, the distribute shops will be opened BSkyB (Sky) in malls of the geographically segmented cities. In order to reach the targeted customers in UK mobile telecommunication market BSkyB (Sky) will centrally focus on advertising so far as promotion is concerned. INTRODUCTION BSkyB (Sky) is a comparatively youthful firm in UK telecommunication industry, however has a considerable and rising track in the UK.BSkyB (Sky) offers an array of entertainment and communications services to just about 40% of homes, where its aired television channels are watched by more than half the populace every week in the country, and moreover BSkyB (Sky) employs thousands of group all through the different regions of UK the country. BSkyB (Sky) claims to have changed consumers’ experience of television and home communications in UK, whilst making mom entous returns for its shareholders and further confidently contribute to the economy of the country overall. More clearly, overall, BSkyB (Sky) was projected to s put in a ? 5. billion giving to UK GDP in the year of 2011. So far as UK telecommunication industry is concerned, BSkyB (Sky) is fast emerging as a major player in the industry as regards the market segments of broadband and telephony markets, though its performance in these market segments are yet to be acknowledged as leading (CorporateSky, 2013). The major facts about BSkyB (Sky) are presented in the Table. Table: Key Facts: BSkyB (Sky) Source: BSkyB (2013) Adjusted operating profit for BSkyB (Sky) is a foremost measure of the underlying business performance. It has increased by 14% in 2012(? m) Source: CorporateSky (2013)Even though BSkyB (Sky) is making substantial profits restricting its operation the solo targeted segment of UK telecommunication market, yet it has ample opportunity to grow and increase profits shif ting gears, where there ia an opportunity awaiting in mobile telecommunications services market segment. It is in this context that a marketing planning is developed for BSkyB (Sky) in this report. IDENTIFICATION AND ASSESSMENT OF MARKET The marketing process of a firm all concerns to planning and implementation of the research objectives defined in terms of the identified market segment to be targeted.This is what marketing management is described as an order of selecting target markets and further based on marketing planning acquire, carry on, and nurture customers all the way through generating , bringing and communicating advanced customer value. In this framework, marketing practitioners in firms are expected to be possessing proficient skill as per the requirements in the market, and they need to look for controlling the echelon, time, and concerto of demand (Mullins, Boyd and Larreche, 2006). The marketing attempt is connected to not only servicing he customers but as well be nefiting the firms. So far as identification and assessment of the market is concerned, the procedure all concerns to analysing marketing opportunities, deciding target markets, planning marketing strategies, extending marketing agendas and finally monitoring and controlling the marketing endeavor that largely connect to marketing planning . However, a foremost component of the marketing planning process is discerning, innovative marketing strategies and plans that may well direct marketing attempts (Kotler and Keller, 2009:80).In this direction, the first and foremost task is to identify the opportunities in the market and find out the prospective segments where a firm can take opportunities to enhance its business and profitability. This report all concerns to identifying and assessing potential segments for BSkyB (Sky) UK telecommunication market. This business organizing operating in UK telecommunication industry is yet to make a mark and achieve a leading position.On the basis of identified market opportunities, it might be suggested to BSkyB (Sky) to concentrate on mobile telecommunications services, which appears a promising market segment, where BSkyB (Sky) huge opportunities to expand its business and so the profitability in order to emerge as a leading player in UK telecommunication industry. It is worth to mention here that UK mobile telecommunications market corresponds to one of the most striking tele-communications markets globally , with the mobile telecommunications services market segment creating just about ? 1 billion of revenue yearly, where yearly growth in this market segment is projected to total ? 900 million yearly. Therefore, BSkyB (Sky) should target acquiring 30% of the yearly revenue by 2018, after five years of systematic implementation of the extended marketing plan. MARKETING PLAN The marketing plan is the most fundamental tool for expressing and integrating the marketing attempts whilst targeting to a specific market. The marke ting plan functions on two echelons namely strategic and tactical. Firstly when it comes to strategic marketing planning it all concerns to establishing target markets and the value offer for the customers.On the other hand, the tactical marketing planning spells out the product, price, place and promotion as strategies (Kotler and Keller, 2009:80). In the Figure a methodical process of marketing plan model is developed that involves planning, implementation, and controlling. Figure: Marketing Planning Model Source: Kotler and Keller (2006) In order to develop marketing planning for BSkyB (Sky), the both the strategic and tactical approach is adopted where the focus of the marketing efforts is concentrating on marketing mix components in the forms of product, price place, and promotion, apart from segmentation and targeting.Moreover, the marketing planning process for BSkyB (Sky) is developed based on the model extended by Kotler and Keller (2009) as mentioned above. This marketing planning is developed for BSkyB (Sky) to target the mobile telecommunication market segment in UK telecommunication market, so that BSkyB (Sky) could expand its business in the market and emerge as a leading player in the segment with enhancing its profitability for ensuring long term survival and sustainability. The planning involves marketing objectives, segmentation and targeting.The implementation involves marketing mix strategy and finally controlling involves measuring and reviewing the mid term achievements. This marketing plan is developed keeping in mind the duration of five years. Marketing Objectives, Targeting and Segmentation The process and strategy of segmentation all concerns to positioning strategy of a firm in the market, where the firm has already recognized and assessed the targeted customers , and further it is indispensable to determine as what position the firm wishes to engage in the selected market segments (Armstrong and Kotler, 2005).For getting done a thr iving positioning, whilst the target customers discover that the product fulfills their wishes and needs, there are strategies the firm needs to peruse in the forms of defining objectives, deciding target markets and for segmentation(Mullins, Boyd and Larreche, 2006; Kotler and Keller, 2009). UK mobile telecommunications market corresponds to one of the most striking telecommunications markets globally, with the mobile telecommunications services market segment creating just about ? 21 billion of revenue early, where yearly growth in this market segment is projected to total ? 900 million yearly. Therefore, BSkyB (Sky) should target acquiring 30% of the yearly revenue from mobile telecommunications services market segment by 2018, after five years of systematic implementation of the extended marketing plan. The target markets of BSkyB are both individual citizens and small business enterprises, where the later will be at the centre in the targeting. BSkyB (Sky) is to segment the tar geted markets geographically where the concentration will be small cities in UK. Marketing Mix StrategyThe strategy of marketing mix involves deciding strategy about the four components of marketing mix namely product, price, place and promotion. In fact marketing mix strategy is trademark of marketing actions. Marketing mix is in fact a conscious attempt as regards division of a firm to decide on their offered products/services that eventually determine the success/failure of the firm in the market. Hence, the marketing mix strategy should be in line with the point in time, competition and the hope of the customers (Armstrong and Kotler, 2005). Accordingly the marketing mix strategy is developed for BSkyB (Sky).Product/Service BSkyB (Sky) will concentrate its product/service strategy on SMS texting, apart from other common mobile communication services. Price BSkyB (Sky) plans competitive pricing to appeal the customers in UK mobile telecommunication sector. This implies that BSkyB (Sky) will decrease or increase the price of services keeping in mind the movements of competitors, though high pricing strategy will be avoided in order to penetrate the market. Place When it comes to distribution strategy, BSkyB (Sky) will place its services to the organized retail shops in the UK mobile telecommunication sector.For some markets, the distribute shops will be opened BSkyB (Sky) in malls of the geographically segmented cities. Promotion In order to reach the targeted customers in UK mobile telecommunication market BSkyB (Sky) will centrally focus on advertising so far as promotion is concerned. The budgeting of promotion is to be as following: Print Advertising| Electronic Advertising| Internet Advertising | Others| 25%%| 35%| 30%| 10%| Controlling Strategy Yearly or half yearly controlling of marketing plan is suggestive in order to make sure that the firm is not wastefully expending and achieving the marketing objectives as per planning.So far as performance achi evement is concerned financially the foremost ratio to watch is marketing expense-to-sales ratio. Moreover, the period-to-period fluctuations in every ratio may well be tracked on a control diagram. The conduct of consecutive remarks even within the higher and lower control limits ought to be looked at (Mullins, Boyd and Larreche, 2006). UK mobile telecommunications market corresponds to one of the most striking telecommunications markets globally , with the mobile telecommunications services market segment creating just about ? 1 billion of revenue yearly , where yearly growth in this market segment is projected to total ? 900 million yearly. Therefore, BSkyB (Sky) should target acquiring 30% of the yearly revenue by 2018, after five years of systematic implementation of the extended marketing plan. The achievement in this regard will be evaluated on yearly basis. Furthermore, period-to-period fluctuations in every ratio will be tracked on a control diagram by the marketing practit ioners in BSkyB (Sky). Following is the planning of controlling on yearly basis. 1st year| 2nd year| 3rd year | 4th year | 5th year | %| 5%| 10%| 5%| 5%| In order achieve the marketing objectives, performance evaluation will be conducted on half yearly basis, and in the case of success/failure of achieving targets, further planning will reviewed accordingly. CONCLUSIONS AND RECOMMENDATIONS Even though BSkyB (Sky) is making substantial profits restricting its operation the solo targeted segment of UK telecommunication market, yet it has ample opportunity to grow and increase profits shifting gears, where there ia an opportunity awaiting in mobile telecommunications services market segment.BSkyB (Sky) should target acquiring 30% of the yearly revenue by 2018, after five years of systematic implementation of the extended marketing plan. In order to develop marketing planning for BSkyB (Sky), the both the strategic and tactical approach is adopted where the focus of the marketing effort s is concentrating on marketing mix components in the forms of product, price place, and promotion, apart from segmentation and targeting. BSkyB (Sky) should target acquiring 30% of the yearly revenue from mobile telecommunications services market segment by 2018, after five years of systematic implementation of the extended marketing plan.The target markets of BSkyB are both individual citizens and small business enterprises, where the later will be at the centre in the targeting. BSkyB (Sky) is to segment the targeted markets geographically where the concentration will be small cities in UK. BSkyB (Sky) will concentrate its product/service strategy on SMS texting, apart from other common mobile communication services. BSkyB (Sky) plans competitive pricing to appeal the customers in UK mobile telecommunication sector.When it comes to distribution strategy, BSkyB (Sky) will place its services to the organized retail shops in the UK mobile telecommunication sector. For some markets, the distribute shops will be opened BSkyB (Sky) in malls of the geographically segmented cities. In order to reach the targeted customers in UK mobile telecommunication market BSkyB (Sky) will centrally focus on advertising so far as promotion is concerned. Period-to-period fluctuations in every ratio will be tracked on a control diagram by the marketing practitioners in BSkyB (Sky).In order achieve the marketing objectives, performance evaluation will be conducted on half yearly basis. REFERENCES Armstrong, G. and Kotler, P. (2005), Marketing: An Introduction, 7th Edition, Prentice Hall Inc. , Upper Saddle River, N. J. Company Report (2012), BSkyB (Sky) Industry Report (2012), UK Mobile Telecommunication Industry: Euromonitor International. Kotler, P. and Keller, K. L. (2006), Marketing Management, 12th Edition, Prentice Hall Inc. , Upper Saddle River, New Jersey. Mullins, J. W. Walker, O. C. , Boyd, H. W. and Larreche, J. C. (2006), Marketing Management, 5th Edition, McGraw-Hill, New York. BSkyB (2013), â€Å"Key facts & figures†. [Online] accessed from http://corporate. sky. com/about_sky/key_facts_and_figures [22 March, 2013] CorporateSky (2013), â€Å"British Sky Broadcasting Group Plc : Unaudited results for the six months ended 31 December 2012†. [Online] accessed from http://corporate. sky. com/documents/pdf/latest_results/q2_press_release_201213. pdf [23rd March, 2013]

Treatment Options For Acute Fatty Liver Of Pregnancy

TREATMENT OPTIONS †¢ Once the mother is stabilized safe delivery is the key to recovery 6, 1 †¢ Vaginal birth is best if possible †¢ Caesarean birth is performed if the mother’s condition is deteriorating †¢ During the postpartum period, patients are at high risk of bleeding and coagulopathy ââ€"‹ Transfusion of blood products may be needed ââ€"‹ Patients may be at risk for pancreatitis – Screening serum lipase and amylase will be needed for several days ââ€"‹ In majority of cases delivery of the infant with supportive care allows the recovery of the mother from liver failure ââ€"‹ Symptoms may resolve naturally in 3-4 days 10 ââ€"‹ In some women there may be a long cholestatic phase, requiring approximately 4 weeks for recovery 6 ââ€"‹ Liver†¦show more content†¦acute lung injury and adult respiratory distress syndrome ââ€"‹ Symptomatic cardiovascular support – Maintain mean arterial pressure 75 mm Hg – Monitor volume replacement, norepinephrine infusion, hydrocortisone, and possibly, vasopressin ââ€"‹ Treatment of coagulopathy – Intravenous vitamin K – Multiple transfusions of blood products, cryoprecipitate, fibrinogen, and platelets may be required – Intravenous bolus of recombinant activated factor VIIa may be helpful ââ€"‹ Electrolytes, blood sugar – Monitor of serum electrolytes once or twice daily and supplement as needed to avoid hyponatremia – Frequent monitoring of serum blood glucose – Parenteral fluids containing 5% glucose for several days ââ€"‹ Continuous hemodialysis – To prevent intracranial pressure especially in hemodynamically unstable patients †¢ Comorbidities ââ€"‹ Chronic hypertension prior to pregnancy or during the first 20 weeks 15 – Monitor the occurrence of preeclampsia, intrauterine growth restriction and placental abruption – Women in active labor with uncontrolled severe chronic hypertension require treatment with intravenous labetalol or hydralazine ââ€"‹ Gestational hypertension – Pregnant women who develop hypertension after 20 weeks and do not have significant proteinuria – Some of these women may develop proteinuria and thus preeclampsia – Severe intrapartum or postpartum hypertension – Systolic blood pressure is greater than or equal to 160 mm Hg or if diastolic measurement is