Csr – Evaluation Methods

Claremont Colleges Scholarship @ Claremont CMC Senior Theses CMC Student Scholarship 2011 An Evaluation of Corporate Social Responsibility Initiatives Implemented by Alcoa, Votorantim, and Vale as a Means to Aid in Poverty Alleviation in the Brazilian Regions These Mining Companies Operate Emily A. Coleman Claremont McKenna College Recommended Citation Coleman, Emily A. , â€Å"An Evaluation of Corporate Social Responsibility Initiatives Implemented by Alcoa, Votorantim, and Vale as a Means to Aid in Poverty Alleviation in the Brazilian Regions These Mining Companies Operate† (2011).CMC Senior Theses. Paper 198. http://scholarship. claremont. edu/cmc_theses/198 This Open Access Senior Thesis is brought to you by [email  protected] It has been accepted for inclusion in this collection by an authorized administrator. For more information, please contact [email  protected] claremont. edu. CLAREMONT McKENNA COLLEGE AN EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY INITIATIVES I MPLEMENTED BY ALCOA, VOTORANTIM, AND VALE AS A MEANS TO AID IN POVERTY ALLEVIATION IN THE BRAZILIAN REGIONS THESE MINING COMPANIES OPERATE.SUBMITTED TO PROFESSOR WILLIAM ASCHER AND DEAN GREGORY HESS BY EMILY AIKO COLEMAN FOR SENIOR THESIS FALL 2010/ SPRING 2011 APRIL 25, 2011 Acknowledgements Thank you to my loving parents who supported me throughout my academic career from preschool to my degree at Claremont McKenna College. I would have never made it without you! Thank you to my excellent professors who have challenged me to stretch outside my comfort zone in order to help me grow academically and personally. A special thank you to Professor William Ascher for his undying support and constant critiques.You made this process enjoyable and stress free. I truly appreciate your invaluable contribution to my Claremont McKenna College education. Lastly, thank you to my friends, Career Services Center, Kravis Leadership Center, and the wonderful staff at Claremont McKenna College for you r friendship and support throughout my college career. Table of Contents I. The Role of Corporate Social Responsibility in International Development Corporate Social Responsibility Strategies Corporate Social Responsibility Implementation Techniques Corporate Social Responsibility Assessment Methods II.Historical Trends of Corporate Social Responsibility Strategies Implemented by Corporations in Brazil Background: Corporate Social Responsibility in Brazil Corporate Social Responsibility in Brazilian Business Culture Brazilian Government Social Policies Brazilian Government Environmental Policies Present State of Corporate Social Responsibility in Brazil Modalities of Corporate Social Responsibility in Brazil Corporate Social Responsibility in the Mining Industry Challenges Faced By Mining Companies The Mining Industry in Brazil III.ALCOA in Juruti, Para: Bauxite Mine and Shipping Port The Region Alcoa’s Perspective on Corporate Social Responsibility Corporate Social Responsib ility Initiatives Civil Society Organization Partners Conflicts with the Local Community Evaluation of Aloca’s Corporate Social Responsibility Program and Impacts Analysis of Aloca Corporate Social Responsibility Table 1. Alcoa corporate social responsibility programs and impacts analysis IV.Votorantim in Niquelandia, Goias: Nickel Mine and Processing Center The Region Votorantim’s Perspective on Corporate Social Responsibility Corporate Social Responsibility Initiatives Civil Society Organization Partners Conflicts and Community Challenges for Votorantim Program and Impacts Analysis of Vorotantim’s Corporate Social Responsibility Table 2. Votorantim corporate social responsibility programs and impacts analysis V.Vale in Carajas, Para: Iron Mine, Railroad, and Smelting Industry The Region Vale’s Perspective on Corporate Social Responsibility Corporate Social Responsibility Initiatives Civil Society Organization Partners Conflicts and Challenges at the Car ajas Mine Evaluation of Corporate Social Responsibility Program and Impact Analysis of Vale’s Corporate Social Responsibility 1 6 10 14 19 19 19 23 25 26 30 33 34 36 38 38 38 40 42 44 45 48 49 52 52 52 54 56 57 59 60 62 62 63 65 67 68 69 70 Table 3. Vale corporate social responsibility programs and impacts analysis VI.Analysis of Corporate Social Responsibility Strategies: Alcoa, Votorantim, and Vale Evaluation of the Data Collection Analysis of Alcoa, Votorantim, and Vale’s Corporate Social Responsibility Initiatives Degree of Monitoring and Evaluations Implemented by Alcoa, Vale, and Votorantim Can Companies Learn from Corporate Social Responsibility Experiences? VII. Assessment and Recommendations Considerations for Corporate Social Responsibility Development and Implementation Implementation of Evaluations Conclusion VII. Bibliography 65 73 73 74 84 87 89 90 94 99 100I. The Role of Corporate Social Responsibility in International Development Even though each year m illions of people in developing countries are rising out of poverty to join the emerging middle class, a large portion of the developing world still lives on less than $2 a day. Governments, non-governmental organizations, non-profits, and corporations acknowledge this disparity and aim to address the issue using a variety of methods. Mineral extraction corporations, in particular, have the potential to play a key role in alleviating poverty.These firms are eager to meet the increasing demands of the newly developing global middle class by spreading their operations further around the globe. Their sprawling presence creates new opportunities to serve the world? s impoverished through corporate social responsibility initiatives. Today, many of the problems seen in developing countries include inefficient distribution of resources, poverty, poor standards of living, overpopulation, malnutrition, disease, lack of education, gender inequality, and government corruption.Corporate social responsibility initiatives create new avenues to address these issues associated with developing nations. In the past 20 years, the private sector has been experiencing a paradigm shift from purely focusing on generating profits to also contributing to the social good. Today, civil society pressures corporations to not only earn profits, but also contribute to the betterment of society. Corporate social responsibility initiatives are methods of how companies can provide services to society.The term is roughly defined as â€Å"economic, legal, ethical, and philanthropic expectations placed on organizations by society at a given point in time â€Å"(Carroll and Buchholtz 2000, 35). Carroll and Buchholtz argue that each of these corporate social responsibility components must be met before the 1 subsequent component can be met (2000). Essentially, businesses must first fulfill economic responsibilities which include, making profits, providing employees with safe and fair paying jobs, and providing customers with good quality products. More broadly speaking: to be a functioning economic unit and stay in business.Secondly, businesses need to commit to their legal responsibilities. Meaning a business must obey the laws and follow industry norms. Since the government is viewed as an extension of society, the laws that the government enacts are social codes that must be met before any other social responsibilities are pursued. The third step of corporate social responsibility is to address a business? s ethical responsibilities. Carroll defines this element as what is generally expected by society, above and beyond economic and legal requirements (1991).Society generally expects corporations to be just, fair, and to do what is right. Lastly, businesses will focus on corporate social responsibility philanthropic initiatives. The Greek word â€Å"philanthropy† directly translated means â€Å"the love of the fellow human. † Thus, philanthropic corporate s ocial responsibility is how businesses can positively contribute to the overall quality of life (Hennigfeld et al 2006, 8). Corporations are driven to participate in corporate social responsibility by a compilation of altruistic and utilitarian motives.The stronger and more integrated application of these motives precipitate richer, fuller relationships capable of producing higher value for stakeholders on multiple levels (Austin 2004, 30-32). Altruistic components refer to a passion to help society. Utilitarian components refer to organization competitiveness. It is important to note that each factor does not represent a â€Å"right† or â€Å"wrong† corporate social responsibility method. There is not an innate tension between the two because both are essential in the corporate social responsibility process. While it is important to serve the needs of the community, it is equally important to meet the legitimate needs of a corporation. (Austin 2004, 33). Davis and Blo mstrom's â€Å"Iron Law of Responsibility† suggests that â€Å"in the long run, those who do not use power in a manner which society considers responsible will tend to lose it† (1975, 50). The most successful corporations must choose to intentionally and strategically become a part of the solution to complex issues today, in order to preserve their businesses for the future.Michael Porter, well-known for his work on competitive advantage, argues that if a corporate philanthropic activity does not have a strategy base, it is a disadvantageous activity. Thus, even though companies gear corporate social responsibility towards an altruistic element, a utilitarian element must be present, as well. Porter attests that certain philanthropic investments will create a long-term competitive advantage for business, industries, and communities (2003). In some cases, companies are better equipped than governments to meet society? needs because they possess specialized skills and te chnologies that are significantly more efficient than government. Similarly, the â€Å"bottom of the pyramid† method aims to tap into the nearly 4 billion person market in developing countries. When companies transform their products to meet the financial and resource needs of this market they simultaneously increase profitability and contribute to reducing poverty. In addition, when companies contribute to social, economic, or environmental community needs the company is investing in the region? s potential for business operations in the future.As a result, improving the company? s competitive advantage compared to those companies who do not participate in equitable quality corporate social responsibility. 3 Adversaries of corporate social responsibility business strategy refute that corporations should play a role in philanthropic activities. Milton Friedman once attested that the primary â€Å"social responsibility of business is to make profits (Friedman, 1970). † Within his argument, Friedman claims that only human beings are responsible for their actions and that corporations are not considered human beings.Therefore, corporations are not responsible for their business activities, but rather the individuals a part of the corporation must hold themselves responsible. Further, Friedman (1970) asserts that social issues should be the responsibility of the state, not business. This is because managers do not have the capacity to understand how to address society? s needs. This rests under government jurisdiction. Since legal restrictions on business activity are set in place by the government, who represents society, managers are obligated to solely act in the interest of shareholders, as long as the mandatory legal framework is being met.According to Friedman, shareholder interest revolves around fulfilling the corporation? s central purpose: profitability (1970). For managers to act otherwise, would be considered „theft? from shareholde rs. Friedman does not deny that corporations participate in such corporate social responsibility activities, however he argues that any business action performed for corporate-interest should not be classified as corporate social responsibility (1970). If actions are grounded in a central goal to produce profit, then Friedman reasons it should be not characterized as a corporate social responsibility activity.Either way, corporations are engaging in corporate social responsibility activities, therefore, investigating the most efficient models provides valuable information to these entities. Determining which element causes the other, corporate social responsibility initiatives or profitability, is nearly impossible to prove because of the ambiguity between 4 each factor. There is, however, a positive relationship (Porter and Kramer, 2002). So according to Carroll? four-level corporate social responsibility design, it is imperative that corporations take into account social concerns because corporate social responsibility promotes profitability, which is the first requirement of his corporate social responsibility model. Corporations are attracted to corporate social responsibility activities because of the multi-tiered benefits for the community and the corporation itself. For example, by using a socially responsible business structure studies show an increase in new consumers who are attracted to the company? s positive reputation.Further, companies who uphold social responsibility attract a higher quality workforce, which is even more committed to their corporation because of its perceived socially responsible mission. Establishing a positive mutual relationship with the government is also an advantage for corporations. They gain more autonomy from and influence over legislation in order to promote their own business practices. Overall, corporate social responsibility represents short-term and long-term investments in the local population, government, and ec onomy to secure a prosperous business in the future (Henningfeld 2006).Individual corporations participating in corporate social responsibility initiatives dictate their own strategies according to their industry norms, available corporate resources, and specific community needs. Some corporations commit to meeting the minimum governmental regulations. By doing this, corporations curb the most pressing public concerns, but do not go beyond their legal obligation. On the other hand, corporate social responsibility could be used to fulfill a philanthropic vision in which a corporation proactively and consistently contributes to society above and beyond the basic governmental requirements.Regardless of the differing corporate social responsibility 5 missions, each entity strategically formulates their corporate social responsibility agenda to, in some regard, meet the needs of the communities it affects. This agenda dictates how a corporation? s resources and expertise are administered . Discussed below are examples of methods in which corporations may construct corporate social responsibility initiatives. This information represents hypothetical strategies and possible results, not necessarily strategies proven to be most effective.Corporate Social Responsibility Strategies (1) Environmental Sustainability Environmental sustainability initiatives aim to provide an environment that meets the needs of those today, without compromising the ability for future generations to meet their own needs (United Nations, 1992). Since a wide range of people benefit from sustainable development and environmental activist groups strongly support these initiatives it is useful in influencing positive public opinion. In addition, corporations preserve future resources for their own business activities.The first step corporations take in pursuing environmental sustainability is to thoroughly research the environmental impacts of their operations. If corporations are producing negati ve environmental externalities, local communities are inflicted with present and future environmental challenges. In response, corporate social responsibility resources are used to create proactive and retroactive sustainable business responses, techniques, and technologies in order to reduce their direct environmental impacts. Further, environmental education and sustainable community development can be provided.This strategy places more responsibility on the local citizens to use their sustainability education to benefit their 6 own community. In theory, it creates a longer lasting sustainable influence because community members can use their knowledge throughout their entire lifetimes and pass on sustainable traditions to future generations. (2) Anti-corruption/ Anti-bribery Multinational corporations operating in the developing world typically possess more influence over political, social, and economic issues than local community members.This is due to the fact that the corporat ions have superior financial resources, connection with the government and knowledge about national legal issues. Despite this power disparity, it is in a corporation? s best interest to avoid engaging in corrupt activity. The news of questionable business operations eventually leaks out to the global community. Currently, international business etiquette disapproves of corrupt behavior and views it as immoral. A company that participates in corrupt activities negatively impacts its reputation, thus, diminishing shareholder confidence and ultimately decreasing overall business value.To avoid this, a corporation should adopt anticorruption and anti-bribery corporate social responsibility strategies. When a corporation refuses to engage in dishonest activities, it reflects positively on corporate operations and adds to a just political climate (Stewart 2009). In addition, a contribution to a smooth running government benefits corporations because they can operate with few governmental interventions and also save money by avoiding bribes. 7 (3) Local Economic Development Corporations may choose to invest in local economic development.As a method to spur business growth corporations provide microfinance loans to local start-up or small businesses within the community. Business management courses that extend knowledge concerning entrepreneurship and sustainable business are another beneficial corporate social responsibility economic development alternative (Stewart 2009). In addition, contribution to infrastructure such as roads, ports, and city centers are beneficial for local trade because goods can be more efficiently transferred over a broader region. 4) Education and Training If a corporation employs people from the local community, it is necessary that these people are trained adequately. Education integration into business operations is imperative for social development (Nelson 2006). Corporate social responsibility focused on educational development helps p eople become more self-sufficient by teaching them skills that will attribute to being more productive members of society. This type of corporate social responsibility strategy, creates valuable human capital. Corporations could choose to focus on primarily employee training or choose to extend services to the entire community.The latter would consist of supporting primary to tertiary schools in order to invest in local human capital for potential future employees. The locally operating corporations will be more efficient with trained and educated employees who gain business and operations skills. 8 (5) Health and Wellness Access to health care services attributes to healthier community members, therefore extending a person? s work life and improving productivity. â€Å"Business works best when operating in stable and secure societies,† (Plugge 2004) in which a healthy workforce plays an important role.Corporate social responsibility health and wellness strategies may include education about basic hygiene, nutrition, and sanitation. Corporations who open access to basic medicines reduce the risk of many common illnesses that could be avoided or significantly reduced. All of these benefits contribute to stronger, healthier, and more productive employees. (6) Gender Equality and Women Empowerment Evidence shows that empowering women contributes to positive socio-economic development within communities in developing countries (Malhorta et al 2002, 33).Female leadership programs, increase corporate employment of women, provide microfinance loans for female entrepreneurs, and establish strict sexual harassment corporate policies are all possible corporate social responsibility gender equality initiatives (Plugge 2004, 6). By empowering women, more people are added to the work force, more businesses are developed, and familial relationships are more equalized. As a result, the community becomes increasingly competitive. (7) Employee Volunteerism Highly qualif ied professionals immigrate into local developing communities when a large business opens.These people have received ample training and are intellectually 9 qualified to operate a business on multiple levels. Using employee volunteerism within the local community is another example of a beneficial corporate social responsibility strategy. Depending on each employee? s skill set, corporate volunteers serve the community by improving local business strategies, infrastructure, education system, and public services. Studies have shown that employees desire a sense of â€Å"self-worth and a belief that their work provides value to the community,† rather than solely receiving high salaries (Shayon et al 1975, 2).Employee volunteerism fulfills this desire for importance in corporate work. When employees participate in volunteer work they also gain and perfect skills that will be more effective within corporate operations. Hence, this corporate social responsibility technique improve s employee morale, provides needed services to the community, and advances employee skills. Corporate Social Responsibility Implementation Techniques Corporations choose from a variety of implementation techniques in order to maximize the positive effects of each corporate social responsibility strategy within communities.Specific techniques are â€Å"aimed at mobilizing not only money, but also the company? s people, products, and premises to help support and strengthen local communities and non-profit partners† (Nelson 2006, 7). Discussed below are examples of corporate social responsibility implementation techniques that multinational corporations invest in. 10 (1) Philanthropic Cash Donations The philanthropic corporate donation phenomenon began in the United States during the 20th century with business leaders such as Rockefeller, Mellon, Ford, Gates, Kellogg, and Packard.This type of relationship is based upon responses to non-profit requests for donations with simple à ¢â‚¬Å"check-writing,† rather than a deeper interaction with charitable organizations. Interactions between corporations and non-profits are usually infrequent, with low engagement, and do not apply strategic planning. The basis for this implementation technique is to promote company image in a way that consumers and stakeholders perceive a compassionate and responsible institution. On the flipside, nonprofits receive the necessary funding to maintain service operations (Austin 2004, 4). 2) Independent Service Provider Less commonly pursued, corporations may choose to develop an â€Å"in-house† philanthropic service department to carry out their corporate social responsibility strategies. This department would act as the management team for the creation and implementation of corporate social responsibility strategies autonomous from non-profits, non-governmental organizations or the government. Nonetheless, consultation from these service organizations and the government occurs because of their specialized understanding of philanthropic initiatives which the corporation does not possess.Employee volunteerism would be the most common resource used within this implementation technique because it is one of the most accessible assets the company holds. 11 Direct Corporate Humanitarian Investments represent another form of independent service provider implementation technique that corporations autonomously develop. This technique â€Å"involves a firm using its resources and know-how to alleviate a particular instance of human misery† (Dunfee ; Hess 2000, 95). Corporations with specific niches in a development sector best optimize this technique.For example, the pharmaceutical company, Merck, held the patent to the drug that controlled river blindness. Hence, Merck was the only entity that could distribute this drug independently to developing communities for a reduced price. (3) Partnerships Corporate and social sector partnerships resemble a jo int-venture relationship in order to achieve common philanthropic goals central to the mission of each institution. Within the partnership each organization shares its resources equally and frequently communicates about specific initiatives.In addition, the managerial complexity required within a partnership typically precipitates a separate department to directly manage and implement the bilateral exchanges (Austin 2004, 4-5). In contrast to the previous implementation techniques, corporations acting in a partnership focus on specific initiatives and programs. For example, cause-marketing, project development, and synchronization of strategies are all activities involved within corporate and non-profit partnerships. Multinational corporations play an additional role in partnership corporate social responsibility implementation.Specifically, multinational corporations frequently participate in cross-sector partnerships because most have a mission to engage with the local community. Not only do corporations transfer technology and economic 12 development, but also their values and social policies (Austin 2004, 35). This adds another level of influence within the partnership. Methods of how corporations establish partnerships include social networking, past relationships, connections through acquaintances, related institutions or an affiliation with a specific cause.Typically in developing countries partnerships are with reputable non-profits or non-governmental organizations. Corporations partner with mostly traditional institutions because of their established reliability and proven success. In more progressive developing countries relationships could be developed with local service organizations, but in more underdeveloped countries multinational western based service organizations are used. A partnership acts as a form of risk-management for both the corporation and non-profit organization.Corporations utilize a partnership as an effective tool to address in curred harm to the community from business activities or as a resource to resolve future issues (Austin 2004, 34). Specifically in industries that produce negative externalities, a preventative alliance with a non-profit that specializes in neutralizing harmful business activities is extremely advantageous. Businesses cut-costs, improve public image, and engage with the local community with an established partnership. Moreover, when a corporation partners with the government or provides a service to society, both parties create a â€Å"win-win† relationship (Steward 2009, 18).The government gains from the economic development, material wealth, and jobs that corporations provide. Corporations benefit from government investment in infrastructure and legal protections. In addition, the government determines laws and regulations that a corporation must abide by. Thus, positive and reliable partnerships would influence the government to be more willing to 13 responsive to accommod ating corporate needs. Governments are better off because corporations create an increase in GDP, provide jobs to local citizens and contribute to national development.Non-profits and non-governmental organizations further gain from partnering with corporations. Funding diversification and reducing dependence on public resources are the main examples of how these organizations reduce their business risks. Corporations provide a secure source of funding despite possible government fluctuations in monetary support. For example, if a non-profit organization relies solely on government funding and there is a change in government leadership, budgeting, or policy that reduces funding to the non-profit, the organization would be at-risk of losing many resources.By partnering with corporations, non-profits and non-governmental organizations reduce their financial risk and gain valuable business strategy consultation. Corporate Social Responsibility Assessment Methods The evaluation of corpo rate social responsibility initiatives is extremely important for organizational analysis and public awareness. Documenting corporate social responsibility investments may influence corporations to be more accountable and take more ownership over their activities because it will be appraised by corporate and public experts.Firms use a variety of corporate social responsibility assessment methods in order to internally assess and externally report their corporate social responsibility investments. Reporting assessments may be an important and efficient way to communicate corporate social responsibility investments and achievements with academia, the financial community, government, policy makers, regulators, interest 14 groups, non-governmental organizations, general public, the local community, employees, shareholders, and the industry (Tilt 1994).Jason Saul (2009) believes that â€Å"at the end of the day we have to demonstrate value, and the way we demonstrate value to business, and to society, is by speaking the language of the business—by speaking the language of measurement. † Therefore, he argues that quantitative analysis of corporate social responsibility initiatives and reporting is a key component of corporate social responsibility management. In addition, if companies choose to use the internet and their websites to disseminate their social and environmental activities they have the potential to increase their transparency.This is an advantageous mode of communication because of its wide accessibility, low-costs, and ability to easily create in-depth or interactive tools (Line et al, 2002). The information gathered from expert audits, annual reports, corporate social disclosure reports, environmental sustainability reports and corporate assessments can be used to assess the efficiencies and short comings of corporate social responsibility initiatives. Important factors to consider are generally firm transparency, corporate governance, code of conduct, corporate social disclosure, social mpacts, community relationships, product quality, and stewardship (Szablowski 2006, 49). Thomas Haynes (1999) further recommends all companies measure four critical areas of corporate social responsibility: 1) economic function, 2) quality of life, 3) social investment, and 4) problem-solving. However, Harold D. Lasswell would consider these four critical areas incomplete because it does not take into account the evaluation of corporate social responsibility investments and policies according to the appraisal results. The corporate social responsibility goals must be specific and clear in order for the evaluations to be 15 ffectively implemented to improve corporate social responsibility programs and investments or to propose alternatives. In the past decade, corporate social disclosure reports are being more commonly used. These reports consist of voluntary and mandatory accounting of community issues above purely economic activi ties, such as human resources, community involvement, energy, product safety, environmental issues). The Corporate Citizenship Company, an international corporate responsibility and sustainability consulting firm, uses seven categories to assess the effectiveness of corporate social responsibility activities.Assessment Factors by Corporate Citizenship Company (Yakovleva 2005, 23) 1) Shareholders a. Return on investment b. Corporate governance 2) Employees a. Salary and Benefits b. Health and safety c. Training and staff development d. Diversity e. Communications 3) Consumers a. Price/ value b. Quality of product c. Advertising policy 4) Business partners a. Jobs sustained b. Payment of bills c. Technology transfer 5) Government a. Tax contribution b. Local economic impact c. Transfer pricing policies 6) Community a. Charity contributions b.Local economic impact c. Transfer pricing policies 7) Environment a. Sustainable raw materials 16 b. Emissions to water and air c. Energy efficie ncy d. Waste management e. Reduced packaging f. Consumer education In partnership with the Corporate Citizenship Company, the London Benchmarking Group analyzes corporate social responsibility investments and gives each program and service quantitative value. The LBG was founded in 1994 and consists of over 100 companies dedicated to measuring Corporate Community Investment. Hundreds of companies round the world use the LBG method to quantitatively value corporate social responsibility activities. Monetary values are applied to 5 variations of business activities: 1) business basics, 2) mandatory contributions, 3) commercial initiatives in the community, 4) community investment, and 5) charitable gifts. These varying business activities allow corporations to classify a monetary value to a company? s corporate social responsibility inputs including cash, time, in-kind, and management costs (â€Å"Measure for Measure,† 2004).The companies also assess their corporate social resp onsibility outputs and impacts in order to equate the net gains of corporate social responsibility investment. For example, new availability of cash or other resource, quantity of people aided, and business benefits represent measurable outputs. Assessment tools have the potential to be extremely valuable in corporate social responsibility strategies. Companies should be evaluating the performance of their corporate social responsibility investments to gain further intelligence about how to efficiently improve the use of their corporate resources.However, currently corporations are not required by law to report their corporate social responsibility activities. Those that do report use different methodologies, creating inconsistencies in appraisals techniques. 17 Some models that companies are presently using could be omitting crucial key factors in corporate social responsibility efficiencies, thus, providing incomplete information. A comprehensive corporate social responsibility ev aluation model needs to be established in order to effectively assess and improve corporate social responsibility activities. 8 II. Historical Trends of Corporate Social Responsibility Strategies Implemented by Corporations in Brazil Background: Corporate Social Responsibility in Brazil Throughout Brazilian history, philanthropic and charitable donations were significantly represented in the nation? s culture. Since the colonial period, the Catholic Church has inspired the establishment of many civil society organizations that carry out needed services for society. This movement grew during the industrialization period and gained substantial public support.During military rule, civil society organizations diminished in quantity because of the extremely centralized government. By the democratization period during the late 1980s until present, more and more corporations have adopted corporate social responsibility initiatives, thus, influencing a shift in Brazilian business culture. B razilian society remains highly centered around philanthropic concerns, which is made evident through a study cited by Cappellin and Giuliani. In 2000, 70 percent of the adult population donated goods and money to social organizations or people in need (2004).Understanding the historical trends of the evolution from philanthropy to corporate social responsibility strategies will provide more insight into the analysis of mining company corporate social responsibility and how it could be most effectively implemented. Brazilian colonial development was originally based upon an agricultural slave economy under an authoritarian and centralized government. The country? s colonial origins also influenced the predominance of the Catholic Church in Brazilian society. The state collaborated heavily with the Church.Responsible for public services including education, health and social welfare, the Church played an important role in connecting 19 the state to its people. After the separation of Church and state in 1891, the Church continued to invest in schools, hospitals and charitable works (Landim 1998, 68). During this period, â€Å"popular Catholicism† inspired the establishment of the first societal associations, including the most notable â€Å"Brotherhoods of Mercy. † These endeavors were sponsored by the business elites, who helped in establishing a philanthropic cultural norm among many wealthy citizens.These associations were used for worship, as well as creating some of the first hospitals, homes and psychiatric hospitals (Landim 1998, 67). Corporations did not notably donate to philanthropic associations, but business leaders contributed individually. The state managed Brazilian society in a hierarchical fashion that maintained power and wealth within exclusive authoritarian elite. For example, societal changes generated by industrialization in the late nineteenth century were managed using agreements between the dominant elites (Landim 1998, 64 ).Under governance, the Brazilian rich became relatively richer while the poor became relatively poorer. This disparity is evident to this day. During the industrialization period between 1822 and 1930, the government established associations to provide services and resources to the unemployed as a strategy to attract foreign workers. Trade unions gained momentum during this period, as well. Thus, businesses were forced to deal with employee rights and services in order to contract with the trade unions.James Austin notes that if corporate social responsibility was implemented, it only extend to corporate employees (Austin 2004, 29) during the industrialization period. Military governments controlled the state from 1964-1985. They prioritized economic growth through expanding its industrialization system to diversify from the 20 previous mono-culture agriculture of sugar, rubber, coca, and coffee (Schroy 2006). In the mid-twentieth century the military government instigated anti-inf lation policies and invested in economic infrastructure: industry, transportation, and power, but failing in essential reform of public education (Evanson 2002).In addition, this period also marked the suppression of social organizations and social movements. The state controlled all social initiatives from education, to social security and health care. Consequently, the evolution of corporate philanthropy into Brazilian business strategy became extremely limited. However, the Brazilian non-governmental organizations, civil society organizations and non-profits that did operate during the period of military rule were given minimal supported by the government, so some organizations turned to corporations as a source of resources and funding.This process led to significant alterations to how Brazilian social organizations strategized their operating models (Austin 2004, 207). Corporate Social Responsibility in Brazilian Business Culture In Brazil, like elsewhere, companies are being c hallenged to better strategize their corporate social responsibility resources in order to become a part of the shifting paradigm that businesses should implement corporate social responsibility initiatives in their development. A survey conducted by Instituto Ethos (2002), a Brazilian corporate social responsibility on-profit organization founded in 1998, reveals that Brazilian consumers expect ethical behavior from companies. It is no longer acceptable for a corporation to produce negative externalities without engaging in activities to recuperate and compensate those who are affected. On the other hand, Brazilian consumers seek out 21 companies that operate sustainably, collaborate with the community, and provide quality working conditions (Instituto Ethos 2002). Corporations increasingly devote more resources to their corporate social responsibility initiatives as a result of public pressure and evolving business missions.In the 1990s, an increase in civil society organizations occurred because of the changing economy and collaboration of business leaders. Liberalizing the Brazilian economy presented many challenges due to over 25 years of strictly regulated military rule. After eradicating most trade barriers, local Brazilian businesses were faced with intense international competition that nearly suffocated local businesses. This created an extremely unfavorable economy for corporate commitment to factors outside of direct business activities, such as corporate social responsibility.Instead, business leaders personally founded third-sector organizations in order to influence legislation and public opinion regarding issues they were most passionate about. For example, a group of business people who all had a mission to mobilize, encourage, and help companies manage their business in a socially responsible way, established Instituto Ethos. Once the Brazilian economy began to recover in the mid-1990s, businesses slowly started engaging in corporate social r esponsibility initiatives once again, first with charitable giving (Austin, 2004) to many of the newly established third-sector organizations.The increase in research, academic studies, dissemination pieces, and broad media communication about corporate responsibility initiatives has further influenced businesses to participate in corporate social responsibility activities. The stronger spotlight on this shifting business paradigm further increases awareness and promotes widespread expectation of corporate social responsibility investment. 22 Brazilian Government Social Policies During the early part of the twentieth century, civil society organizations rapidly gained a strong presence within Brazilian culture.In 1938, the Decree-Law was enacted establishing the Conselho Nacional de Servico Social (National Social Service Council or CNSS): a linkage institution between the state and public sector. The institution? s main duties included implementing and assessing aid to the poor and determine which nonprofits should receive government funding. In addition, the Legiao Brasileira de Assistencia (Brazilian Legion of Assistance or LBA) was established to serve the needs of the noticeably vulnerable portions of the population, for example, young children, pregnant women, and the elderly.These services were carried out with the partnership of social or church organizations. These departments of state maintained a social network within the government and society that set a precedent for subsequent social governing and Brazilian culture. The military acted as a highly centralized functioning government from 1964 to 1988. Under military rule, the government directly controlled the economy, national development, and social service agencies. The military focused on rapid economic growth and expansion creating the â€Å"Brazilian Economic Miracle. From 1964-1972, Brazil experienced an average of 10% GDP growth (Schroy 2006). Despite its economic achievements, Brazil negl ected education and health care reform leaving a significant portion of the population in poverty (Evanson 2002). By the end of military rule, the economic disparities between the rich and poor were epic creating the societal need for poverty assistance. 23 The current democratic government and constitution were founded in 1988 after the military relinquished governing power. In light of the experience under the military governments, the 1988 constitution directly protects Brazilian civil rights.It is best known as the â€Å"Citizen Constitution† due to the state? s commitment to enhancing social policies and defending human rights (Austin 2004, 210). This philosophy aids in developing and maintaining civil society organizations that contribute to reducing poverty, improving health care and education, and protecting the environment. Government regulation of business also reflects the protection of civil rights. For example, in 1995 the Environmental Crime Law was enacted to g ive citizens the right to sue business executives in court if they do not comply ith health, environmental, or safety standards (Cardoso 2003). To understand the remaining needs and opportunities for corporate social responsibility contributions, it is important to understand existing social policies. Currently, the Brazilian government actively implements social service programs for poverty alleviation and social safety protection. The government of President Luiz Inacio Lula da Silva established the Ministerio do Desenvolvimento Social e Combate a Fome (Social Development and Fight Against Hunger Ministry or MDS) in 2004.This ministry enacted â€Å"Assistencia Social† (Social Assistance), â€Å"Bolsa Familia† (Family Bag), â€Å"Seguranca Alimentar e Hutricional† (Food and Nutrition Security), â€Å"Inclusao Produtiva† (Production Inclusion), and â€Å"Avaliacao e Gestao oa Informacao† (Information Management and Evaluation) all aimed at elevatin g poverty and promoting human development (Desenvolvimento Social, 2010). As a result, Brazil? s poverty rate declined by 20 percent during the 1990s (Cardoso 2003). Bolsa Familia was created in 2003 as a 24 ethod to reduce short-term poverty and combat long-term poverty by requiring children to attend school and become vaccinated. Currently, the program provides 11 million families with US$44 a month (Casanova 2009, 141). The past decade has shown even more social improvements. The World Bank justifies that living on less than US$1. 25 equates to living in poverty. In 2003, 22. 9 percent of the Brazilian population was impoverished, but by 2009 only 10 percent of the population was impoverished (Santos 2010). It is important to note that there are still many weaknesses within the social system. 3 percent of the active working population does not qualify for unemployment or social insurance, leaving them at risk against sickness, accidents or maternity leave. At the same time, 20. 3 percent of children are still living in poverty (Santos 2010). Overall though, the system as a whole has been effective in reducing poverty. Brazilian Government Environmental Policies The government has a formal commitment to sustainable development in addition to improving civil society. For instance, the Brazilian â€Å"Environmental Protection and Licensing Plan† requires corporations to receive a „Previous License? „Installation License? , and „Operation License?. At each stage, environmental risk assessments must be completed by the company and approved by the environmental government agency, Insituto Brazileiro do Meio Ambiental (IBAMA 2010). At any time in the application process, the Brazilian government has the right to halt construction. Government regulations appear to be strict; however, past precedent shows that the government encourages profitable resource extraction industries, such as mining. Mineral exports are a robust commodity for Brazi l contributing to GDP and tax revenue for the quickly 25 eveloping nation. Therefore, the government reduces regulation and loosens its monitoring system in order to promote rapid resource extraction and increase national revenue. At the same time of the increasing expansion of the mining industry, the International Council of Minerals and Metals, consisting of 19 robust multinational mining corporations, have set in place environmental and social commitments in an attempt to preserve environmental and social rights. Each mining project must receive a â€Å"Social License to Operate† from the International Council of Minerals and Metals.This requires consent by the local community through negotiations and written agreement of how the community will regulate mining activities. The firm is obligated to administer an environmental impact assessment to pinpoint potentially hazardous affects on the environment and how it plans to rehabilitate any degraded environments. However, th e International Council of Minerals and Metals does not regulate corporate social responsibility initiatives. Companies themselves are responsible for implementation and assessment.Present State of Corporate Social Responsibility in Brazil Instituto Ethos, Brazil? s prominent social change non-profit organization, reports that more than half of Brazilian companies implement social policies (2010). Public opinion continues to promote a shift in corporate culture to develop solutions to some of the country? s toughest problems such as, environmental degradation, poverty, and health care. The vast inequalities within Brazilian society have become a hot topic among international development organizations. For example, even though Brazil? s economy is 26 anked as the eighth largest economy in the world (IMF 2010), 50 million people are living on less than US$30 a month. Globally, Brazil is ranked 4th to last in income distribution and 73rd on the Human Development Index (Austin 2004, 215 ). This wealth disparity highlights the extensive potential corporate social responsibility initiatives could have upon the disadvantaged populations. Corporations operating in Brazil view corporate social responsibility as a tool to restore trust among the public by serving those who suffer from the unequal distribution of national wealth originally initiated by some of these corporations.SustainAbility ViceChairman Geoff Lye reasons that â€Å"if business leaders can make a difference but choose not to, they will live to regret the disruptive social, environmental, and economic consequences that will result from failing to achieve development goals† (Lye 2006). Purely focusing on firm profitability is not enough now. A corporation? s culture, impact, and global image play an imperative role in Brazilian business activity. Businesses that do, however, chose to participate in corporate social responsibility initiatives usually focus on issues that have relevance to their own business activities.For instance, Roberta Mokrejs Paro and Claudio Bruzzi Boechat (2008) researched business priorities and corporate social responsibility initiatives of 30 Brazilian companies. The study uncovered that corporations prefer corporate social responsibility activities that are important for business activities. For example, the top four corporate social responsibility initiatives among the participants are in the energy, water, education, and environmental sectors. These were also the top four sectors for the implementation of business activities (Paro 2008, 539). 7 The Brazilian government heavily promotes corporate social responsibility activities, as well as, implements extensive corporate regulations in order to protect its environmental, social, and economic identities. Even though some business philosophies behind corporate social responsibility activities appear to be clearly defined and structured, often the reality is a different scenario. Emilio Klein a resea rcher at the International Labor Organization remarks about corporate social responsibility in Brazil Hopkins 2007, 177): †¦in that country everything is there on paper, perfectly neat and rational. But when you check the reality then things are very different. I would say that roughly in Latin American large corporations, and almost all enterprises, lack something that is essential in the background of your definition: fairness. They are unfair with their stakeholders, both inside and outside, and they can be so because they have all the power, including of course the government. If you add to that their short-term perspective, then you get what we get [in Brazil].Employees, customers, purveyors or whatever, are being squeezed and pushed around by business, particularly those related to basic services (privatized), financial services and commerce. Even though the Brazilian government has set into place complex social and environmental protection laws, the enforcement and regul ation of these principles are extremely limited. Therefore, businesses easily take advantage of local communities by out maneuvering them through economic and political avenues. As a result, businesses typically operate according to their own motives, not the governmental guidelines.Instituto Ethos uses strategies such as expanding the corporate social responsibility movement, deepen corporate social responsibility practices, creating a more favorable business environment for corporate social responsibility, and articulating corporate social responsibility within public policies to achieve their mission. Currently, this Brazilian corporate social responsibility organization has 907 member companies 28 who combined employ about 1. 2 million people and contribute to about 30 percent of GDP. Business represents one of the most powerful groups in Brazilian society.Therefore, it is pivotal that this sector engages in corporate social responsibility activities to achieve development succe ss. In 1999, the UN Secretary General launched the Global Compact Program. This aims to coordinate business and corporate responsibility initiatives. Instituto Ethos organized a conference of over 107 companies to develop guidelines for Brazilian companies to participate in this Program. Fourteen principles were created: 1) Indivisibility of rights (all human rights must be considered as a whole) 2) Meeting employee human rights should be viewed as positive and productive for business 3) Companies are leading agents for hange because of their large presence in society, 4) Possible new labor relations could be developed 5) Refuse child labor 6) Implement multiple intervention corporate social responsibility programs 7) Business participation in policy development for long-term commitment 8) Promote women rights 9) Environmental protection 10) Exchange knowledge and methodologies 11) Increase interaction with UN agencies 12) Pro-active thinking 13) Create methods for discussion 14) Mo nitor Global Compact indicators 29These goals represent key factors that Brazilian companies could address while constructing their corporate social responsibility initiatives. Because of the scope of corporate social responsibility options is broad, the presence of corporate social responsibility and corporate social conscience create a favorable environment for further promoting corporate social responsibility into businesses not yet participating. Modalities of Corporate Social Responsibility in Brazil Within the Brazilian corporate social responsibility environment, corporations most commonly participate in civil society partnerships.A study conducted by James Austin (2004, 215) shows that of the 385 companies that participated, 85 percent rely on some variation of alliances with civil society organizations to implement social responsibility strategies. Of this group, 15 percent solely use partnerships to conduct their social practices, 37 percent use non-permanent partnerships, and 33 percent occasionally engage in partnerships. Most often these partnerships are multi-sectored, because each civil society organization has specific niches that aid in the common corporate social responsibility goal.For example, businesses often partner with non-governmental organizations and non-profits that already have social management expertise to reduce implementation and operating costs for business social responsibility activities. In addition, corporations are amenable to working with local non-governmental organizations or non-profits because it can lead to positive community relations. In addition, corporations may also choose to partner with the local, regional or national government to implement social initiatives. Business leaders often view Brazilian governmental organizations as non-cooperative, bureaucratic, slow, nd 30 inefficient. Therefore, business and government alliances tend to be infrequent in Brazil (Austin 2004, 220). However, these difficulties do represent an opportunity for businesses to enhance government entities and to provide advice on how to make the government processes more effective. For example, Naturas commitment to improving local public education in Itapeceriaca da Serra not only required the company to work closely with the local government quiz, but also led to the establishment of â€Å"Barracoes da Cidadania† (Community Shelters).This program is managed by the Municipal Secretary of Culture in order to provide needy children and youth social and cultural activities and equipment (Austin 2004, 220). Even though such partnerships are becoming more prevalent, a significant proportion of corporations? efforts remain un-partnered because of factors such as lack of confidence in civil society organizations, lack of information, and precedent frustration. 15 percent of the companies in the Austin? s sample do not engage in partnerships, but individually create and implement corporate social responsibility (A ustin 2004, 219).Some company executives believe that they can better manage their resources independently because they have â€Å"better control† (Austin 2004, 219) than those firms who engage in cross-sector partnerships to implement their social initiatives. Another finding is that companies that incorporate corporate social responsibility into their business models are more likely to make profits than if they treat these factors as expenses unrelated to business strategies directed to enhancing good will, educate potential employees or provide health care to the community (Hamman 2003, 238).Company executives frequently commit to carrying out ethical business practices as a component of their corporate responsibility. This includes refraining from using 31 child labor, providing fair compensation, creating safe and comfortable work conditions, and operating within the legal environmental regulations. This promotes ethical business behaviors, as well as benefits the produc t and companies because they will avoid potential labor rights issues. Further, environmentally friendly operations reflect positively on the company and its products.The company also reduces the risk for governmental fines due to negative environmental impacts. Often companies whose business leaders choose to invest in â€Å"green† technology and environmentally sustainable business practices tend to become industry leaders because they are evaluating and strategizing how to improve their operations, as opposed to maintaining the status quo. Joint commitments to practice corporate social responsibility among firms at the same level within a specific industry have proven to be an effective tool to promote company investment in corporate social responsibility initiatives.These commitments consist of each company dedicating a standardized amount of business resources to corporate social responsibility. Therefore, no company can gain a competitive advantage by not engaging in co rporate social responsibility, thus creating a â€Å"level playing field† within the industry. The International Council on Mining and Metals is an example of this type of alliance. The organization consists of 18 mining and metals companies, as well as 30 national and regional mining associations and global commodity associations.Its vision is to lead â€Å"companies to work together and with others to strengthen the contribution of mining, minerals and metals to sustainable development† (ICMM 2010). This alliance encourages mining corporations to participate in corporate social responsibility, which neutralizes potential disparities 32 between competitors because a significant amount of the world? s most prominent mining companies are members of the International Council on Mining and Metals.Corporate Social Responsibility in the Mining Industry Mining company leaders argue that the extraction of non-renewable resources is essential to world development (Jenkins and Yakoyleva 2006, 271). They declare that newly discovered mineral deposits and improved technologies will provide additional wealth into the world? s economy. Even though the mining companies claim that they are a part of an important source of global wealth, public opinion has largely focused on the negative externalities of mining activity.In response to this public cynicism, corporate social responsibility represents a valuable impression management tool that all prominent mining corporations utilize (Jenkins and Yakoyleva 2006, 272). Corporate social responsibility is treated as a strategic response to social challenges that inevitably arise from mining extractive operations. Almost all mining companies allocate resources to these initiatives. Thus, it is necessary for corporations in this industry to participate in corporate social responsibility initiatives in some capacity in order to remain current among industry competitors.It has become standard practice in the mining indus try to develop more environmentally and socially conscience operational strategies. â€Å"corporate social responsibility in the mining industry is viewed as a mechanism for maximization of positive and minimization of negative social and environmental impacts of mining, while maintaining profits† (Acutt et al, 2001). According to a poll of the ten largest mining companies in the world, the number one reason for participating in corporate social 33 esponsibility activities is to contribute positively to brand reputation. Additional incentives are to increase value to shareholders, maintain relationships with the domestic government, and satisfy socially conscience consumers (Hamann 2003, 242). Not only is corporat

Human Resource Management Assignment

ASSIGNMENT ACKNOWLEDGEMENT SHEET FOR SUBMISSION OF ASSESSMENT Serial No: 40074724 Please note: 1. Assignments must be submitted on or before the date due. 2. Students must ensure that they are not guilty of plagiarism which is, essentially, referring to the words/ideas of others without acknowledgment. Students must comply with the statement below. | Students Declaration The attached assignment is my own work, and has never been submitted for assessment on any other course before.Proper referencing has been made to all sources: published or unpublished works and the ideas of other persons. (Student’s Signature) Yasas Kalubowila Full Name of Student Mr. Kalubowila Prathibha YasasDate submitted _14 Jan 2012_ Programme _BA (Hons) – Business Management (Singapore) Course Code _39604BH______ Name of Module/subject _Human Resource Management Class ____1__________ ——————————————â €”—- Assignment Title/Reference no. (if applicable) _HRM 08701 (Part 2) ————————————————-Teacher – Dr Allen / Mr Jeffrey Tan___ ___________________________________________________________________________ For Office Use| You are required to develop a two-day induction training course for Baristas (Day 1 should focus on company induction and Day 2 on job specific induction). The course is designed for all new baristas, and will be delivered to groups of 12-16 people. Write a report which includes a) The overall aim and specific learning objectives for the course. Aim of the CourseAccording to Armstrong (2009), employees are far more likely to resign during the initial months after joining the organization. The main aim of this induction program is to welcome our new colleagues in to Cafe Co. family and to get them to understand their role within the organiz ation. This will help them to settle into their jobs more easily and at the same time this will aid the staff to add value to the company which will help the management to align with the company goals and achieve competitive advantage in the long run.In any training program, the learning objective has to be Specific, Measurable, Achievable, Relevant and Timely (Armstrong, 2006, p506) in order to archive the training goals 1. Understanding the organization and t * History * Understanding Vision, Mission & Value Statement * Basic conditions of Employment ( Working hours, leaves, holidays, insurance schemes, ) * Organizational Structure 2. Working Culture * Effective team Management * Improve leadership qualities * Getting to know the line managers 3. Product Knowledge * Varieties of coffee and preparation methods Food Menu & Beverage Menu 4. Customer service * Importance of customer service * Standard operation procedures (SOP) * Handling a customer complain * Customer appreciation Wo rd Count 170 b) An explanation of how this training program will improve the performance of employees. * Give an understanding about the company history, short term and long term goals * Company’s vision, mission and value statement * Allow the trainees to embrace company culture and understand the rules and regulations * Get to know the management staff and the environment so he trainees will not feel cornered * Understand the food and beverages which will be sold together with coffee * Learning the coffee mixtures and varieties of coffee beans in order to give a good impression to the customers * Build a friendly attitude toward work and improve on customer service to attract new customers * Understand the sequence of service to give a smooth operation in service and decrease time lags Word Count 110 Day| Time| Venue| Description| Media| Remarks| 1| 8. 30 am– 9. 5am| Training Room Foyer | Breakfast & Registration | N/A| The participant will be given with course mater ials, Employee Handbook and other necessary documentation. | | 9. 15am -9. 30am| Training Room`| Welcome speech| N/A| The managing Director of Cafe & Co will deliver the welcome speech. | | 9. 30 am- 10. 15 am | Training Room`| Introduction to Cafe Co. | ProjectorVideo on Cafe Co. | The video will show and elaborate on Cafe. Co History and the current standing. -History -Current Standing in the market| | 10. 15am – 10. 0 am| Training Room Foyer| Morning Coffee Break | N/A| Buffet Spread with refreshments| | 10. 30 am-11. 30 am| Training Room | Our Business and Our Goals| Video, PowerPoint Presentation & Speech| With aid of the Employee Handbook, the trainer will go through ,Company vision ,Mission,Value statement ,Goals – Long term and Short term| | 11. 30 am- 12. 00 Noon| Open area | Leadership icebreaker game| N/A| Trainees are divided into two groups to play the game â€Å"Magic Shoes†. Refer Appendix 1| | 12 Noon – 1. 30pm| Restaurant | Lunch| N/A| Th e Group will be taken for the lunch at a restaurant nearby| | 1. 0pm – 2. 30pm| Training Room | Employment Conditions| Presentation & Speech| The HR manager will brief on the Employment Condition and benefits given by the company * Annual Leave * Absent Reporting * Hours of work * Overtime payments * Contract| | 2. 30pm -2. 45pm| Training Room| Q & A| 2 wireless microphone, Facilitator| The Employees are to ask questions to clarify any doubts they have regarding the contract and the conditions| | 2. 45pm -3. 15 pm| Training Room | Organizational Structure and Career advancement opportunities | PowerPoint presentation| The HR Manager will ntroduce the top management and the company hierarchy. Job advancement opportunities and examples of the individuals who started as baristas which had advancements in their careers | | 3. 30pm – 3. 45pm | Training Room Foyer| Afternoon Coffee Break | N/A| Buffet Spread with refreshments| | 3. 45pm – 5. 00pm| Training Room| Intro duction to Cafe Co. Products | PowerPoint Presentation,Video Clips | The Employees will get to see the line of products which Cafe Co. offering. | | 5. 00pm | End of Day 1| Day| Time| Venue| Description| Media| Remarks| 2| 8. 30 am– 9. 0am| Cafe Co. Outlet| Breakfast| N/A| Buffet Spread with refreshments| | 9. 00am -10. 30am| Cafe Co. Outlet| Food Hygiene and Safety Requirements | PowerPoint Presentation, Demonstration| The trainer will go through the food hygiene & safety requirements. -Food preparation -Handling of equipments -Fire safety-Fire Extinguishers-Fire Drill | | 10. 30 am –11. 00am| Cafe Co. Outlet| Customer Service | PowerPoint Presentation| Trainer will give a presentation,-Importance of the customers-How to attract new customers -Customer appreciation -Customer Loyalty| | 11. 0am-12. 00 Noon| Cafe Co. Outlet| Handling Customer Complains| N/A| Role Play in groups of 3 to 4 -Each group is given a scenario -The trainer will assess them in handling the situa tion -Remarks from the trainer | | 12. 00 Noon- 1. 30pm| Cafe Co. Outlet| Lunch Meeting with the Line managers | N/A| Buffet Lunch-The Line Managers will go around and talk with the Trainees during the Lunch | | 1. 30pm-3. 00pm| Cafe Co. Outlet| Standard Operational Procedure of Cafe Co. | Demonstration and PracticalCutleries, Cutleries | The Trainer will Demonstrate the service sequence. Welcoming the Guest-Locating a table-Offering the Menu-Taking Orders-Serving -Attending to various requests from the guest -Table Settings (Cutleries)| | 3. 00pm -4. 45pm| Cafe Co. Outlet| Coffee Preparation Methods followed by Coffee Break| Coffee Machine, Coffee Cups, Sample Food in the Menu,| The Trainer will Demonstrate how to make Different Coffee Mixtures-Each Group will try to make their own Coffee-All the food items in the menu will be served during this session. -The trainer will emphasize on the importance of product knowledge. | | 4. 45 pm – 5. 5pm| Cafe Co. Outlet| Course Summery , Evaluation and Closing Address | PowerPoint Presentation, Evaluation Forms, Facilitator| The Trainer will give the Closing address and will leave the premises where the facilitator will conduct the Evaluations | | 5. 15pm| End of the Induction Program| Word Count 613 a) Explain the training methods and media you would suggest for delivering each part of the program, justifying your choices. (1000 words) Learning Styles Before planning a training program it is impotent for the trainers to understand different styles of learners.According to Honey & Mumford, there are four styles of learning; they are activists, reflectors, theorists and pragmatists (Gray, Cundell, Hay and O’neill, 2004) Honey and Mumford also suggested that the use of the senses (hear, see, feel, smell & taste) can enhance the learners learning experience. Figure 1 -They need models, facts and concepts to engage in learning -like to understand theories behind actions -Involves themselves in new experiences. -Willingness to take Risks -Have an open mind -people who learn by Doing Practical approach -like to put what they learn in to practice -Experimenting -like to try out new ideas -Learn by observing and thinking -takes time to come to conclusion -they avoid leaping in like to watch in the side lines Training Methods Choosing the correct training method to deliver the training is very important for both the trainer and the trainee. There are lots of factors to consider when choosing a method. Some of them are: Audience age, level of education, learning style of the trainees, budget, trainer’s skills and training style.Training Method | Description| Advantages | Drawbacks | Where did we use? | Why did we use? | Lesson/Instructions| The trainer will deliver the lesson to a group of people | Ideal for smaller groups. Can archive transfer of information easilyCan make the learning experience more interesting with the use of the right media. | Cannot handle Larger groupsVery trainer centered Standard of the training depends too much on the trainer| Most of the activities on the first day was more based on this method of training -Our Business and Our Goals -Employment Conditions Organizational Structures and Career Advancement Opportunities-Food hygiene and Safety requirements | This is the most common method of transferring the information out to an audience. Even though this can be bit monotonous, using of a mixture of media like videos can make the learning experience more effective. The topics like business and our goals, employment conditions and etc are very straight forwards topics which can use lessons to deliver.Seeing, Hearing | Demonstration | The trainer will demonstrate a task in front of the trainees. How to Fold a NapkinHow to prepare an espresso | Aids understanding and retention Stimulates learners interest Can give learners a model to follow| Must be accurate and relevant to learnersExamples require lengthy prep timeMay be difficult for all t o see| Standard Operational Procedure of Cafe Co. Coffee Preparation Methods| By Looking at the demonstration they will get an idea on how things are carried out.Also by giving them an opportunity to practice the above demonstrations will increase the effectiveness of the training Researches suggests, by using kinesthetic learning will increase the results in learning outcomes (teaching Mineralogy, 2011) Seeing, Feeling and tasting | Training video| These videos can be specially designed for training purposes or it can be normal media which can be taken from the web| Easier to understandImages and motion pictures can be recalled easily than words and phrases | Production cost can be high for training videos| Our business and our goals. Introduction to cafe. o| It is interesting to see something than listening to someone for few hours. Easier to capture the attention of the trainees. Seeing,| Role play| Trainees act out characters assigned to them. Information regarding the situation is provided to the trainees by the trainer. | Focus on interpersonal responses The more meaningful the exercise, the higher the level of participant focus and intensity | Outcomes depend on the emotional (and subjective) reactions of the other trainees. | Handling Customer Complains| Role playing can be a very interesting way to see how a person reacts to a certain situation.But the scenarios has to be well prepared and the trainer must always facilitate to keep the trainees from derailing away from the desired learning objectives We used this method in order to prepare the trainees or the future employees to handle difficult situations with no hesitation. Furthermore they will be well prepared to face different types of customers with different attitudes and to handle the complains well. Feeling| Games| This is to improve the decision making and sense making capabilities of the trainees. | Build a fun and enthusiastic atmosphere in the training program.Improve the critical thinkin g skills of the learnersTime management and team building skillsBring out the leadership qualities of the participants. | Time consuming. Competition might arouse the conflict among the participants| Leadership Icebreaker Game| The game â€Å"Magic shoe† is used to choose a leader within the group. This will improve the team dynamics and at the same time it will build a unity among the team members. This will benefit the participants in enhancing their decision making skills and consequently improve their time management skills as well.Word Count 904| e) Outline your evaluation strategy for the course. (250 words) Evaluation can be defined as a way of assessing or judging the value of a piece of work (Tufo, 2002). It is the systematic assessment of the worth or merit of some object (Trochim, 2006). The evaluation of this induction program is based on kirkpatrick’s 4 levels of evaluation model. Figure 2 shows the 4 levels of learning and the how it effect the participan ts. Figure 2 Level 1 (Reaction) – This is used to understand how the trainees or the participants felt about the program. Happy sheets’ and feedback forms will be given to the trainees soon after the induction program is over in order to identify the effectiveness of course delivering methods. For long term evaluation, customer satisfaction surveys and employee performance evaluations will be conducted every three months. Level 2 (Learning) – Learning evaluation can be identified as the measurement of the increase in knowledge before and after the program (Chapman, 2009). Observations will be conducted after the induction program on how the new employees handle the coffee machines and equipment.Furthermore a questioner will be given to the new employees to identify the improvement regarding the product knowledge. Level 3 (Behavior) – In one month time follow up surveys will be conducted to both employees and managers in order to identify whether the emplo yees are applying the things which they have learned during the induction program. Also customer service feedback forms will be given to the customers after one month time to find the improvement and the application of knowledge. Level 4 (Results) – Measuring the performance of the company in increase or decrease of sales.Daily sales level followed by monthly sales level. In period of 3- months’ time measure the increase or decrease in product quality and the customer feedback. Consequently by evaluating the effect on company profit will give a broad description on how the induction program has an impact on the business in long run. Word count 311 Reference 1. Armstrong, M. (2006). Handbook of HRM practices, 10th Edition, London, Kogen Page. 2. Armstrong, M. (2009). Handbook of HRM practices, 11th Edition, London, Kogen Page 3. Chapman, A. (2009).Kirkpatrick’s learning and training evaluation theory. Business balls. [Online]. Available at: http://www. businessba lls. com/kirkpatricklearningevaluationmodel. htm . [Accessed: 12th Jan 2012] 4. Fleming,N. ,and Mills,C. ,(1992). Kinesthetic Learning. Teaching Mineralogy. [Online]. Available at:http://serc. carleton. edu/NAGTWorkshops/mineralogy/xtlsymmetry/kinesthetics. html [Accessed: 14th Jan 2012] 5. Gray,D. Cundell,S. Hay, D. O’neil, J. (2004) Learning through the Workplace 7th Edition, Cheltenhan, Nelson Thornes LTD. . Leadership games. (2012). Leadership games for groups. Leadership games. [Online]. Available at: http://leadershipgames. org/ . [Accessed: 14th Jan 2012] 7. Trochim,M. K. W. ,(2006). Introduction to Evaluation. Research methods Knowledge base. [Online]. Available at: http://www. socialresearchmethods. net/kb/intreval. php . [Accessed: 15th Jan 2012] 8. Tufo,S. (2002). What is evaluation?. Evaluation trust. [Online]. Available at: http://www. evaluationtrust. org/ . [Accessed: 15th Jan 2012] Appendix 1 Magic ShoesMake 2 lines on the ground at least 8 feet apart and have the participants break into 2 groups, with each team having one pair of â€Å"magic shoes. † Instruct the team to gather behind one of the lines and have them cross the lava (the ground they are crossing) with only one person at a time using the â€Å"magic shoes† to be able to walk across the lava safely. Each team will be challenged to select a leader who would plan the strategy on how to have the entire team cross without being burned (Leadership games,2012). Section D – Student reflective statementPlease complete the questions below and submit with you assessment on Friday 15th January 2012. Please note that this is worth 5% of your assessment mark and should be approximately 500 words. What have you learnt in the process of completing your assignment? Human Resource Management (HRM) can use as a powerful force to archive organizational goals. But I feel that in the Singapore Context these practices are not carried out effectively. Especially local firms, t hey name the department as HR department but they only do administrative work. Basic things like Recruiting and selection.I feel that they need to focus more on things like HR Development and training in a strategic level. This will give the company an edge in the competition. All in all it gave me lot of insights on to the role of a HR manager and the importance of him or her in the top management to make decision making easier. What helped or hindered you progress? My work experience as a manager helped me in doing this assignment. Lot of the things mentioned in this module is similar to what I do at work. But the tough part is searching for relevant materials and resources and giving references was slowing down my progress.Nevertheless by reading the course materials and the lecture slides gave me a broad understanding regarding Human resource management and also how to build the induction program effectively. But time management was a difficult task for me as I have work during week days and weekends as well. Therefore it hindered my progress and resulted in rushing through the assignment. For each section please reflect on whether you are satisfied with you submission and if not, why not? Considering the overall work, I am contended and happy because with all the time barriers I managed to finish it on time.But because of the given word counts I had to limit my thoughts and findings which was not satisfactory. Furthermore I have doubts in my referencing method and the amount of references I used because I was unable to attend to the special class where the lecturer conducted in regarding referencing. What actions will you take as a result of what you have learnt while doing this assessment? I am working in a small company which has close to 25 employees in the whole Singapore branch which is the head office for all the other branches in Malaysia, Indonesia, India and Thailand.Last week I was in Indonesia for one of the training sessions which they were co nducting for some of their trainers (We are dealing with Schools). And I was very happy how they conducted their training. It was a well detailed and well structured. After the training they had the training program I took some feedback from the trainees and they were very good. On the other hand the training which we conduct here in Singapore is very informal sessions which don’t really follow any standard. So with the help of my knowledge I am going to change the training structure of our company and standardize for all the other countries as well.

Research Paper on Negotiation

1st Log on negotiation Presented To : Dr. Hassan wageih Presented By : Mahmoud Ahmed EL-Etriby Program : MIBA 38 A Date : 3 December 2011 Mr. Essam Sharaf in Qena ,The full crime of Soft Negotiator Locals in Qena continue protesting against their governor In respect for Easter, protesters demonstrated against the new governor in silence. Negotiations early today to open the railway failed. Ahram Online, Sunday 24 Apr 2011Sharaf fails to calm crowds in Qena Egypt's prime minister visits Qena where protesters had brought the city to a standstill following the appointment last month of a Coptic governor but his words do little to ease sectarian sentiments Ahram Online, Tuesday 3 May 2011 Egypt’s Prime Minister Essam Sharaf on Tuesday visited Qena where demonstrations erupted on 15 April following the appointment of Emad Shehata Mikhail as governor.Protesters objected to a Christian being governor for the second time in succession. Sharaf addressed an audience saying that although he had prepared a written speech he would rather speak to them â€Å"from his heart† and added that his government will pay attention to the development of Upper Egypt and appraised religious unity in Qena. While Sharaf had meant to discuss the crisis in Qena over a Christian governor, he instead stated â€Å"all of your demands will be met. The crowds, in turn, chanted its demand of a Muslim governor to which Sharaf only repeated that demands will be met. Life has returned to normal in Qena after Sharaf announced last week that he will freeze the activity of Mikhail for three months. The protesters had been further angered by Mikhail's past as a police officer. During the peak of the protests, both the Eastern and Western highways leading into the governorate were blocked as well as train tracks, stopping trains coming from Luxor and Aswan as well as Cairo.As we can see in the above headlines from Ahram Online the famous problem of Qena and the protesting of the people aga inst the governor, the saddest part of the story is the complete failure of Mr. Essam Sharaf as a prime minister and a negotiator in handling and solving the problem. Mr. Essam in this negotiation operation was actually a full and complete example of what we called Soft Negotiator, a negotiator that is very weak in response and too much delayed because he gets panic to the threat of the protesters . Imagine that the problem initiated in the 15 th of April and he only went to the spot of the drama 3 weeks later.After he went there he continues all the sins of soft negotiator again by being so fragile and reasonable instead of being resilient and cognitive , telling them† I am speaking to you from my heart † was completely a weak and non suitable phrase to the revolution inside the protesters as he gives them too much trust actually not in its place which made him appears very weak in front of them and give them the upper hand to move the negotiation in one way direction t owards their request only without discussing the fact that they have violate the law by blocking the highway to Upper Egypt and the cutting the railways as well which would give him a chance on a win-win situation in this adversative situation.Moreover he completes the sins of the soft negotiator by being so concessionary telling the crowd in public that â€Å"all your demands will be met† so what's the role of the negotiation skills that you must have Mr. Essam in such problems if any time you face a problem or a protest you will simply choose Satisficing and settle for something much more less than you could otherwise has, which reflects clearly a self-Reinforcing Incompetence that hinders you from leveraging your power and strengths. Finally being so soft and weak in negotiations creates a cycle in which the lack of the principled negotiator skills will deprive you not only the ability to produce correct response but also the expertise necessary to know that you have produ ced a wrong one.Being fair only is not what we need in our prime minister , its being Fair and Firm is what we need and what make him actually a successful prime minister. It's the Principled negotiator skills that we wanted from you at that time and every time in this era which Egypt is facing , Principled negotiators are the men of the new era , those who are not hard as nails or soft as pudding, those who have chess player mentality , who are Fair and Firm, who have strong personality and role profiles , who are always improving their power and strengths and face threats firmly with hidden strong threats that suits the adversative era and with an integrative and cognitive way that ensure the fairness rule to everyone. *******************************************************

Mystical Encounters Essay Example | Topics and Well Written Essays - 2250 words - 1

Mystical Encounters - Essay Example It is an effort of persons achieve perfect knowledge and gain ultimate knowledge and communion with the Supreme Being, through personal encounter with the supernatural being. The major concern of mystic is attaining realization of a union and submission to the Supreme Being. It is essential to note that the mystics in one way or the other affect individuals and communities as a whole, in the effort of attaining their goals by shaping character. This experience changes how a person view life and what they affect them as individuals or a group, thus the experience is more of personal. It can thus challenge the communal goals because, through it, individuals forming the commune obtain their character, experiences and belief. The religious belief, which the community abides by, reflects itself through the action of that community, what they encounter through the belief of the divine nature, thus mystical encounters. Mystical encounters involve any occurrence with a being without physical forms; these beings manifest it in different forms. They are normally inhuman or human forms, they maybe in the form of rocks, animals and tree spirits, which have extraordinary abilities to act differently under different situations. There are different types of mystical encounters experience by a believer these include prophetic dreams, apparitional manifestations, transfigurations, premonitions, automatic writing, spirit journey, instantaneous healing miracles among others (Dan 120). The believers of these mystics cannot explain how things happen; it is beyond human ability and understanding. The belief that the main purpose of mystics is to help its believers and followers understand how to act and approach issues accordingly. Failure to abide to the rules and regulation of mystic may lead to discrimination from the group, as it is a sign of rebellion and

Parents Role in the Care and Development of Children with Disabilities Thesis

Parents Role in the Care and Development of Children with Disabilities - Thesis Example Parents who are taking care of the disabled children have to adjust wit their new condition, expectations and they have to adjust with their emotional, social and financial pressures of life. Hence many of the parents come close to each other and make their relationship stronger. They should understand the fact that all the relationship go through good and bad times which will help them to identify the depth of the each and stay to each other. Support and understanding from the relatives is also essential for the parents to go through their difficult period. A certain responsibility of taking care of these children is in the hand of the teachers at school. Parents and the teachers should work hand in hand for the care and development of the children with disabilities. This paper deals with presentation and the interpretation of the data of the role of parents in the care and development of the children with disabilities. As defined by Individuals with Disabilities Education Act (IDEA) a child with disability means children with mental retardation, hearing impairment and many other health impairments who â€Å"needs special education and related services†.... A large part of the surveys received constituted of postal surveys which were around 11 in number three surveys were gathered from elementary school while two were received from the program after school, five surveys were directly given to the researcher. The content analysis of the data collected through the survey reveals several interesting facts which are mainly concerned about the education needs for the children who have disabilities not just handicapped, physical and mental disabilities but also learning disabilities. the children who have disabilities have less access to education institutions and in most of the cases education of disabled children is limited to high school, a very meager percentage have the chances of doing their graduate course. 1. What is the profile of the parent-respondents based on the following variables: age, civil status, employment, income, number of children, order of birth of children with disabilities, legitimacy status of child with disability/i es? Most of the parents who took part in the survey were in between the age group 21-35. While analyzing the data we can find that those who are engaged in taking care of the disabled child are females which range to 76.19% when compared to males which are only up to 23.81%. The data interpretation of the results of the survey is highly essential in order to understand the problem situation which is associated with the education needs of the disabled children in the society. The Gender classification of parents who participated in the survey process An analysis of the gender participation of people in the survey shows that there are more female participants in the survey as compared to their male counterparts. The number of

Purchasing and procurement in supply chains Essay

Purchasing and procurement in supply chains - Essay Example Thus, this study was initiated to investigate the application of supply chain management strategy in Boeing Company. The choice of Boeing is based on its strategic position in the aircraft manufacturing sector and the series of problems it faces of late. Using, appropriate theoretical framework, deduced from the work of previous researchers, the company was diagnosed, and the supply chain and suppliers relationship mapped out. Porters value chain framework also help us develop some feedback and the way forward where some value drivers, core competences and competitive advantage were identified. Having suppliers dotted all over areas and the need to link them through a common data base was emphasized. The report of calls on top management to successfully adjust Porters value chain to suit its need. Our recommendation is for customers and suppliers to be effectively integrated into the value chain, where consumers become Pro-sumers and suppliers are turned into consumers. The existing relationship with partners, suppliers, and customers should be turned in to a long term collaboration relationship. Boeing should integrate its logistics, procurement, operations, and marketing functions with other supply chain members so that materials, information, component parts, and finished product flow seamlessly from point of origin to final customer at low unit cost and at high levels of service (Christopher 1992). Supply chain management (SCM) is a strategic tool employed by present day business to efficiently integrate suppliers, manufacturers, warehouses, and customers so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time in order to minimize system wide costs while satisfying service-level requirements ( Cheng, Lai & Gunasekaran 2006). In the 90s, SCM gained momentum and received due attention from practitioners and researchers. It has become present day managerial competitive weapon

My Nursing Philosophy Essay Example | Topics and Well Written Essays - 750 words

My Nursing Philosophy - Essay Example The nature and aspect of taking care of other people in the field of health is an incredible phenomenon to most nurses. Personally, I consider it a calling to assist and aid people who are in need of medical assistance and care in this field. The care of individuals from all walks of life and the different circumstances that every one of them faces is what drives me to be better at what I do. In advocating and promoting for a safe environment in which individuals of all ages, sex, and backgrounds can acquire treatment and rehabilitation, I can say that this field offers me satisfaction, which makes me believe I am changing the world. This is even if it is in the smallest way possible. Nursing, in my opinion, is the use of clinical judgment to protect, advocate, and promote for an environment that allows people to heal and live their lives to the fullest. Health is one of the elements in nursing that aids nurses in trying to comprehend the manner in which patients are to be treated wh ile in their care. The use of every available power in the nurse’s repertoire is required in this case to allow the natural order of things to take control when caring for a sick person. It is the nurse’s duty to ensure that the patient is as comfortable as they need to be while providing them with the necessary help. This is in terms of clinical assistance that may allow them to go back to their natural state of health. Nightingale (1859/1992) claimed that the art of nursing is to â€Å"unmake what God had made disease.† This statement indicates that the primary goal of nursing should be the patient’s health, which should take precedence over everything else (Parker & Smith, 2010). Environment The environment in which most patients are exposed to may determine the existing health conditions. Poor and deteriorating environments can lead to poor health and a higher level of diseases. The doctors and physicians present in the healthcare environment need to be particularly careful when handling the sickly. Doctors may be the most crucial factor in the healing of sick people in the hospital. It is the belief of countless individuals that the doctor’s clinical and professional decision in the healthcare environment is final. Failure to abide by these decisions may lead to dire consequences. It is, therefore; crucial for most of the physicians in the field to be in a position to handle most of the cases that are reported in health facilities. Maintaining an aura of professionalism on the physician’s part can work toward preserving a patient’s dignity. This is what the medical environment should be all about, and nurses assist in making this a reality. Nursing It may be different from practicing medicine because nursing is all about care of the patient/client. Placing an individual in need of care, in the best conditions, is the principle element behind nursing. Promoting health through some of the activities in the nu rsing field is what brings out the caring aspect of nurses, which differentiates them from physicians and doctors. Creating the conditions that best suit the patient can be done by anyone, but nurses know what best to do in certain, if not all situations. The proper use of different elements in the health environment should help restore clients to their natural state. Elements such as; fresh air, cleanliness, quiet, and administration of proper diet are vital to the patient’s healing. Person The biological, spiritual, psychological, and social aspects of persons/clients/patients make them multidimensional. This makes every individual unique to their present situation, and how they might relate to their medical conditions. Dealing with all individuals, regardless of their age, is difficult. Take for instance a case where an individual may be dying from an incurable disease and has already given up and may not want treatment to help them cope with their situation. Such a case i s particularly difficult for nurses