Organization Change Essays - Marketing, , Term Papers

Organization Change Organization Change Describe the present of situation of the company, and the main reasons that causes the problems. 3J Tech Company now is faced with high percentage of sales drop and huge amount of its customers complaining. The situation is overwhelming because the customers have been asking not to continue the contract with 3J Tech, and turn around to do business with its competition. Therefore, this results that the company is losing its market share and reputation in the market. All of these problems are occurred is because of its product with poor quality. Moreover, the main reasons that causes poor quality of the product are its inefficiency and inefficient material, people, production of technology, and management style. Introduce the companys history and the principle of business and its environment such as its competitors. 3J TECH Corporation was found in 1984, and the CEO is wenj Huang. The companys main business that is involving in computer network products such as Fax Modem, PCMCIA Cards, Tel Talk etc. Actually the company was doing well in the beginning because of its sales and marketing ability. However, because of Huangs management style, it has been destroyed the companys performance. Huang asked the employees must work hard to the company but he did not take care what the employees need; for example, the employees in sales department asking for sales commissions that was totally ignored by Huang. The same situation also happened to the engineering department asking for the need of experts to support the performance was not concerned by Huang. In addition, Huang slashed costs and funneled the cash to other enterprises in which he was involved. Needless to say, 3J Tech members despised him. When the time went by, the employees lost his or her enthusiasm to work for the company because of largely unresponsive to worker concerns. Therefore, the quality of the product went down because the employees did not work hard as before. Then, it results the order went down. When the company received more complaining of poor quality from its customers, the only thing Huang did was to put a lot of pressure on the managers of each department. Alan Guo, who has so many working experience in sales and marketing, the manager of sales department has no moral in malpractice. Kiwi Huang, who was hired with high salary from Wenj, the manager of production department and he was the senior engineer form one of most famous TECH corporations. Basically, he obeyed to Wenjs order, and he followed Wenjs management style. Peter Zhuang, who has professional knowledge in technique of research and development, the manager of engineering department. The managers then blamed all these problems on the workers; therefore, it caused high turnover rate in the company. In contrast, Huang did not feel bad because of employees often resignation because he believed he could always hire the employees who have more loyalty to the company. When the new employees come to the company, they wont work hard to the company because of the companys culture tell them that you gain not thing from the company even though you work very hard for them; the only thing you will have is a lot of blaming. Therefore, the employees wont stay longer than two years on average in the company. Actually there are more than 100 organizations which are doing the same business like 3J Tech in the market. Comparing with its competitors, the company is considered as young and developing company in this market. Therefore, in order to gain the market share, the companys strategy was to offer cheaper price than its competitors to the customers. As a new CEO, give my assessment of the situation in global. Use fish bone to analyze the main reasons that causes poor quality of the products. Eventually Wenj Huang was forced out because his poor management style resulting the companys poor performance, but Huang era left deep internal organizational wounds. Jing-Wen Hsieh, the new CEO, who came to the company after Huang left. Hsieh finds out that the companys sales go down dramatically is all because poor quality of the products which resulted its customers replacement, and she realizes that if she wants

Participative Management Essays

Participative Management Essays Participative Management Paper Participative Management Paper 1. Introduction to Participative Management: Participative Management refers to as an open form of management where employees are actively involved in the organization’s decision making process. Participative Management can also be termed as ‘Industrial Democracy’, ‘Co-determination’, ‘Employee Involvement’ as well as ‘Participative Decision Making’. The concept is applied by the managers who understand the importance to human intellect and seek a strong relationship with their employees. They understand that the employees are the facilitators who deal directly with the customers and satisfy their needs. Involvement of employees and other stakeholders who will be influenced by management decisions in helping to make those decisions. Participative management can increase employee commitment to an organizations goals at the same time it offers fresh insights into how the organization can become more effective. The idea behind employee involvement at every stage of decision making is absolutely straight. Open and honest communication always produces good results both for organization as well as workers. Freedom and transparency in company’s operations take it to the next level and strengthens the basis of the organization. On the other hand, there are several companies that straightway rule out the possibility of participative decision making process. According to them, employees misuse their freedom of expression and participation in decision making as it provides higher status to employees and empowers them. However, there are many companies who have embraced this particular style of management and are now getting positive results. Toyota is the best example. The company has been following suggestion schemes and employee involvement procedures for over a decade now. The management receives almost 2,000,000 suggestions and ideas every year and around 95 percent of these are implemented by the company. Who is not aware of Toyota’s success rate? Around five thousand improvements per year have made Toyota one of the fastest growing organizations globally. The need is to develop and implement a comprehensive company policy and everything works well. Employee participation at each level of decision making process is not at all harmful if managed efficiently. The whole process can be well coordinated and controlled by the sincere and honest efforts of human resource managers. 2. Concepts of Participative Management: The traditional logic of organizing is to give simple work to employees at the bottom of the pyramid who then report through a supervisor up a hierarchical chain of command to senior executives who provide direction, coordination, and control. This does not work well for organizations managing knowledge intensive tasks. As the number and visibility of high knowledge-based organizations increases, the need for a â€Å"new logic† of management has gained currency among both academics and managers (Lawler 1996; Beer et al. 1990; Case 1998). Lawler (1996:22) summarizes some of the principles of this new logic, as shown in Table 1 Old Logic Principle| New Logic Principle| Organization is a secondary source of competitive advantage|  ¦ Organization can be the ultimate competitive advantage|  ¦ Bureaucracy is the most effective source of control|  ¦ Involvement is the most effective source of control|  ¦ Top management and technical experts should add most of the value|  ¦ All employees must add significant value|  ¦ Hierarchical processes are the key to organizational effectiveness|  ¦ Lateral processes are the key to organizational effectiveness|  ¦ Organizations should be designed around functions|  ¦ Organizations should be designed around products and customers|  ¦ Effective managers are the key to organizational effectiveness|  ¦ Effective leadership is the key to organizational effectiveness| There are five different perspectives and rationale for workers participation in organizations: A) The Managerial Approach: which is inspired by productivity and efficiency goals (participation is organized at a lower level in order to relieve worker dissatisfaction and morale problems). This approach reflects the emerging viewpoint that organizational design and management effectiveness can provide a significant competitive advantage. It gives considerable attention to issues of organizational design and organizational change, on the basis that entirely new work structures and ways of organizing work can lead to substantial gains in effectiveness (Lawler et al. 2001). A key issue in this approach is the extent to which management delegates or retains the power to initiate, frame, an d terminate participative processes. It also reflects management’s view that the direct participation of workers undermines union power. B) The Humanist Psychology Approach: which is inspired by human growth and development goals, (participation as a way to enhance the well-being of the individual by promoting individual creativity, self-esteem, and ego strength). This approach reflects a much more positive view of human nature and emphasizes the need to retrain managers to develop their participative leadership skills and unlearn authoritarian behaviors. C) The Industrial Relations Approach: which is inspired by democratic goals (participation is not only a means to an end in itself but also a way to create a strongly democratic society, characterized by active participative citizens). This approach reflects the importance of the external environment to the organization (not highly recognized in bureaucratic, hierarchical organization design, but more widely recognized in organic, open-system designs). Participation in the workplace is seen as contributing to an effective and just society. D) The Political Approach: which is inspired by revolutionary goals (participation as a means to change the overall structure of ownership to a collective base and to educate workers to class consciousness). E) The Psycho-Sociological or Anthropological Approach: which is inspired by synthetic, multidimensional goals (participation as a way of acculturation, of pushing workers to internalize the economic norms of the organization) and emphasizes the fundamental aspects of human nature and how to get the best out of workers. It emphasizes the fundamental social interactions in the workplace and the role of participation in addressing issues of resistance, motivation, and engagement. 3. Scope of Participative Management The scope of participative style of management certainly depends on the organization, its nature, functions and processes. Though associating employees at every stage of decision-making is not possible still regular exchange of information, ideas, consultations, thoughts, decisions and negotiations between employer and the employees definitely is a boon to the organization The scope of workers’ involvement in managerial decision-making may extend to social, economic and personnel decision making depending upon the requirements of the organization. But there is a difference of opinion about the extent to which employees can participate in managerial decision-making process. Should they be equal partners and make joint decisions or should workers be given opportunities through their seniors to come up with the ideas. The first school of thoughts favors the actual participation of workers while the second school of thoughts suggests the consultation of workers in managerial decision making. It is up to the management to decide which style it prefers and till what extent it requires involvement of employees. However, if we talk about the scope of workers’ participation in social, economic and personnel decision-making, it may have a direct impact on some of the most crucial activities of the organization. Employees can participate in the following decision making areas: * Social Decision-Making: It refers to employee involvement in decision making regarding hours of work, rules and regulations at workplace, welfare measures, workers’ safety, employee welfare and health. In this category, employees have a say in decisions in these areas. They may take an advantage of their liberty and sometimes, can dominate the management. * Economic/Financial Decision-Making: It includes involvement of employees on various financial or economic aspects such as the methods of manufacturing, cost cutting, automation, shut-down, mergers and acquisition and lay-offs. Inviting ideas from employees on various issues like how to cut down the operating cost can work wonders. * Personnel Decision-Making: The employees’ participation in personnel decision-making refers to their involvement in various management processes including recruitment and selection, work distribution, promotions, demotions and transfers, grievance handling, settlements, voluntary retirement schemes and so on. Participation of employees in these processes can safeguard their interests and motivate them to work hard for the betterment of self as well as the organization. Employee participation in decision-making process although is beneficial. However, there may be some limits on it to ensure that they do not take advantage of their liberty and right of participation. There are several ways through which employees can participate in the whole process. Some of them are financial participation, participation through collective bargaining, participation at the board level, participation through ownership, participation through work councils and committees and participation through suggestion schemes. Anyone of these ways or processes can be adopted by the management to ensure participation from workers. 4. Objectives of Participative Management: Participative management acts as a force to motivate employees to meet specific organizational goals. The main idea behind this style of management is not only using physical capital but also making optimum utilization of intellectual and emotional human capital. This is the process of involving people in decision making process to ensure that everyone’s psychological needs are met. It, in turn, increases the job satisfaction among employees and improves the quality of their work life. There are few main objectives to introduce participative style of management: * To Make Best Use of Human Capital: Participative management does not restrict organizations to exploit only physical capital of employees. Rather it makes the best use of human intellectual and emotional capital. It gives employees an opportunity to contribute their ideas and suggestions to improve business processes and create a better working environment. * To Meet the Psychological Needs of Employees: When employees have a say in decision making process, it gives them a psychological satisfaction. It is a simple force that drives them to improve their performance, create a proper channel of communication and find practical solutions to design better organizational processes. * To Retain the Best Talent: Participatory management is one of the most effective strategies to retain the best talent in the industry. It gives employees a sense of pride to have a say in organizational decision making process. Once they are valued by their seniors, they stick to the organization and become management’s partners in meeting specific goals and achieving success. * To Increase Industrial Productivity: In today’s competitive world, motivation, job security and high pay packages are not enough to increase industrial productivity. Leadership, flexibility, delegation of authority, industrial democracy and employee say in decision making are important to increase annual turnover of any organization. * To Maintain a Proper Flow of Communication: Two-way communication plays an important role in the success of any organization. Employee participation in decision making ensures proper flow of communication in the organization. Everyone contributes their best and tries to strengthen the organization by contributing their best to improve business processes. Participative management is beneficial to organization as well as employees. It gives employees a higher degree of enjoyment at work place that drives them to work harder. It is equally rewarding for the management as it ensures tremendous improvement in work culture within the organization as well as increase in its productivity. 5. Features of Participative Management: Employees have always been bossed around their managers and told what they are supposed to do. They never had the authority to decide things in the company. Gradually, times are changing and employees are encouraged to participate in organization’s decision making process. Management motivates them to come up with ideas and suggestions that can make organizational processes far more efficient. The main idea behind adopting participatory form of management is to work together, achieve targeted goals in minimum possible time and stay ahead of competition. Some of the features of participative management are given below: * Ethical Dimensions: Participatory management has ethical dimensions and based on morals, principles and values. In this form of management, everyone is treated equally when it comes to organizational decision making. It is based on employee empowerment, responsibility sharing and delegation of authority. Proper Channel of Communication: Participative form of management encourages two-way communication. It is not only management that decides what employees need to do but it also encourages employees to participate in decision making and give ideas and suggestions to make organizational processes better and more efficient. They are allowe d to share their problems, views, ideas and feedback with their managers. * Empowers Employees: Participative style of management gives employees a chance to participate in management processes. They are encouraged to come up with their views. This provides a higher status to employees as they also have a say in decision making. Recognition of Human Dignity: In this form of management, all employees are treated equally irrespective of their designations when it comes to giving ideas and suggestions for organizational decision making process. Employees are no more the servants of managers but are the most important assets of an organization. * Psychological Satisfaction to Employees: Most of our lives are spent at workplace. It is important for everyone to have psychological satisfaction as far as our employment is concerned. Commitment from the organization, respecting the dignity of individuals and co-determining the company policies are some of the features of participative manage ment that provide psychological satisfaction to employees. Participative Management is a universally recognized concept but still most organizations hesitate to adopt it. Through this style of management, both the parties, employer and employees, are satisfied. It brings management and employees closer and thus, should be adopted open heartedly. 6. Pre-requisites of Participative Management: Participative management can best be described as a style of decision making that ensures that involvement of stakeholders at all levels. This operates at three levels, Problem analysis, strategy formulation and final implementation of the solution. There are certain prerequisites to be met before participative management can be put to work. Participative management requires following pre-requisites: Willingness from the managers to give up some charge to the workers: Managers must share some level of their authority with the workers and they must in turn be in a position such that the successful participation of all is ensured. It cannot be successful i n any organization unless is carefully planned, timed and well thought upon. * Change in the employee’s idea: The change must come in the organization culture and certain other style of decision making to participative style. * Attitude of the top and middle management: Top management needs to approach employee involvement with a receptive and open mindset. This encourages participation. They must be open to new ideas and innovations. Since decision making is based on inputs of one and all, therefore its success also depends on the degree of participation of employees. In certain organizations despite obvious proofs, the employees decide not to participate or make contribution. In yet another organizations the employees are not skilled enough to make meaningful contributions to the final decision making process. This can be overcome by imparting the right kind of training and by the manager himself by ascertaining the individual strengths of his team members and asking for relevant contributions based upon the same. 7. Preparation for Participative Management: Participative management in itself does not ensure success and should not be seen as tool to create magic within no time. There is certain ground preparation required before an organization can decide for implementation of the management style. The following things need to be taken care of: * Clearly defined objectives: Each party mainly the management and the employees must have clearly defined objectives. Operationally there should be no clash between the objectives of the two. * Clear Communication: There should be clear and timely communication between the management and the workers or the employees. This helps in building trust between the two parties. Workers also gain a sense of responsibility increasing their stake in their work and in the organization as a whole. * Choosing the Representative: It is important for the workers to choose their representative from among themselves and not any person from outside the labor union. This is important for two reasons. First, the person is able to better understand the problems of his colleagues and report the same to the management. Second, the management is keener to talk and listen from a person who works within the organization. * Training the Workers: Training and awareness regarding the usefulness of participative management is required to make it more effective. Further training is required to ensure that every person at every level knows his what contribution he/she has to make. * Confidence: Both parties workers and the management need a trust to develop between the two. Participation should not be perceived as intimidation to the position of any. If workers think that their status will be adversely affected, they refuse to participate. Similarly, if managers suspect that they will lose their authority, they will decline to participate. * Increasing Workers Participation: Workers participation needs to be increased at each level in order to encourage them to contribute meaningfully. Further, their suggestions and recommendations need to be treated with dignity and respect. Nothing can be more motivating than seeing your recommendation being put to practice. * Ensuring ROI: Participation should not be at the cost of the values of the organization. It has to be carefully planned; employees should devote a certain time for participation and the rest upon their own specific area of work. Participative management may be a solution for each and every type of organization. It is a big challenge in big organizations with big employee size. The implementation needs to be carefully planned and implemented gradually. 8. Importance of Participation: The greatest and widely accepted benefit of participation is the increased work ownership of employee. An employee is better able to relate himself/herself with his or her work and this improves performance and efficiency at work. Concepts by John Newstrom and Keith Davis worked extensively upon the subject. They identified three variables that lead to increased performance. These variables are a part of participative management. According to them, the three variables that collectively enhance performance are: * Removing conditions of Powerlessness: This implies empowering the employees to take decisions on their own, be enterprising and take more risks. This requires a wholesome change in the entire organizational structure and culture. Then leadership becomes a crucial aspect. The choice of a leader who can inspire, motivate and delegate with equal efficacy assumes importance. The reward system needs a revamp. Psychologically empowerment connotes increased responsibilities in the mind of an employee, a hike is required. Finally, participation should result in either job enrichment or job enlargement. Job enlargement means expanding the job responsibilities adding task elements horizontally. Job enrichment on the other hand means that the job becomes more rewarding monetarily and otherwise. * Enhance Job Related Self Efficacy: Increase in responsibilities also demands increased efficiency at work. This is achieved by providing training helping an employee achieve job mastery. Laying down benchmarks for a certain set of responsibilities by the use of role models (those who have already accomplished tasks in similar capacities under similar workload) also benefits. * Perception of Empowerment: Employees often misunderstand the idea of participation. There may be a certain group of employees who participate aggressively and in the process their own work gets affected. These perceptions need to be taken care of otherwise they may be well the undoing of all the good work. Empowerment means more competence and value addition to work. It means that individual accepts the responsibilities with humility and fulfills them with grace and efficacy. It calls for increased use of talent. It is in wake of this that the concept of talent management is fast evolving. 9. Benefits of Participative Management: There are few benefits that have been associated with participative management and these are follows: * Innovation and increased efficiency: The problem solving process and openness to new ideas can result in innovation. Apart from this as mentioned above there is also knowledge sharing amongst the workers and the managers. This means that those who are part of a certain process at the ground level give inputs for improved efficiency of the same. This has dual implications, helping improve the quality of product and curtailing the cost of manufacture. Timeliness: There is improved communication between the managers and the workers and between workers across different units. A loophole or flaw is reported in time. * Employee satisfaction and Motivation: Empowering the employees increases their ownership or stake in their work. This increases efficiency and productivit y. Consequently there is decreased absenteeism and less employee turnover. This also works in attracting more people towards the organization and the job. * Product quality: A say in decision making means that workers can immediately pin point and suggest remedial measures for improving the efficiency of the process they are a part of. This means that quality control in product or service is exercised for the lowest level. Less supervision required: There is greater focus on management of self with due emphasis of widening one’s skill set. One of the major benefits of this is that there is a lesser need of supervision and support staff. * Better grievance handling: Increased communication paves way for reduced number of grievances and quick and effective resolution of dispute (often on the spot). * Flexibility: Flexibility is increased as a result of cross training. Increased coordination among team members also offers a comfort zone for the newly hired. Participative managem ent thus results in overall increase of the ownership of work of an employee. This empowerment can lead to increased efficiency, better productivity, improved morale and job satisfaction. But the fact the participative management requires an overall change in the organizational culture, the implementation of the same, especially when there is a bureaucratic style of decision making in place, can be a major challenge. 10. Limitations of Participative Management: Participative management is undoubtedly one of the better approaches to management. But like any other style of decision making there are certain limitations. These limitations arise either externally or internally. The following are certain limitations of participative management: * The employee’s right of not participating: An employee has the right to not participate. Certain people do not believe in the usefulness of participation and therefore opt out of the same. Some labor unions for example question the usefulness of participation reasoning that participation offers the management deep insights into the workers and they may then use it against the latter. * Manipulation: Managers may sometimes use participation to manipulate employees. This may be both conscious and subconscious. Similarly, representatives of the labor unions may also exploit the workers in the name of participation. * Workers Psychology: An existent psyche amongst the employees, that they are the workers and their primary purpose is to serve their masters (management) prevents them from participating. It is therefore of little interest to such people. General Bias: Resistance to change inside the organization as mentioned earlier is the biggest hurdle to participative management. Managers decline to share power or to delegate apprehending that they may lose authority by doing so. Workers similarly show disinterest in the participation presuming everything to be well in ord er. * Trade Unions: Trade unions are integral to the success of participative management; they may be equally detrimental to the success of the same. Most of the trade unions engage in politics and are little bothered about participation. Add to it, the approach of representatives or individuals is also not very favorable. Workers join trade unions for personal rather than organizational reasons. 11. Ways of participation of employees in decision making: Participation of workers in decision-making process has resulted in successful value creation in many organizations. Though the extent to which employees should participate in organizational decision making is still a matter of debate. Some say that workers’ union should participate with management as equal partners while some believe in restricted or bounded participation, that is, participation of employees or workers to a limited extent. However, there are a number of ways through which employees can participate in decision-making process of any organization. Participation at the Board Level: Representation of employees at the board level is known as industrial democracy. This can play an important role in protecting the interests of employees. The representative can put all the problems and issues of the employees in front of management and guide the board members to invest in employee benefit schemes. * Participation through Ownership: The other way of ensuring workers’ participation in organizational decision making is making them shareholders of the company. Inducing them to buy equity shares, advancing loans, giving financial assistance to enable them to buy equity shares are some of the ways to keep them involved in decision-making. Participation through Collective Bargaining: This refers to the participation of workers through collective agreements and by deciding and following certain rules and regulations. This is considered as an ideal way to ensure employee participation in managerial processes. * Participation through Suggestion Schemes: Encouraging your employees to come up with unique ideas can work wonders especially on matters such as cost cutting, waste management, safety measures, reward system, etc. Developing a full-fledged procedure can add value to the organizational functions and create a h ealthy environment and work culture. * Participation through Complete Control: This is called the system of self management where workers union acts as management. Through elected boards, they acquire full control of the management. In this style, workers directly deal with all aspects of management or industrial issues through their representatives. * Participation through Job Enrichment: Expanding the job content and adding additional motivators and rewards to the existing job profile is a fine way to keep workers involved in managerial decision-making. Job enrichment offers freedom to employees to exploit their wisdom and use their judgment while handling day-to-day business problems. * Participation through Quality Circles: A quality circle is a group of five to ten people who are experts in a particular work area. They meet regularly to identify, analyze and solve the problems arising in their area of operation. Anyone, from the organization, who is an expert of that articular field, can become its member. It is an ideal way to identify the problem areas and work upon them to improve working conditions of the organization. Employees can participate in organizational decision making through various processes mentioned above. However, there are other ways such as financial participation, Total Quality Management, participation through empowered teams and joint committees and councils through which they can contribute their share in making the organizations a better place to work. 12. Advantages and Disadvantages of Participative Management: There exist both advantages of and disadvantages of participative management. 12. 1 Advantages: Increase in Productivity: An increased say in decision making means that there is a strong feeling of association now. The employee now assumes responsibility and takes charges. There is lesser new or delegation or supervision from the manager. Working hours may get stretched on their own without any compulsion or force from the management. All this leads to increased productivity. * Job Satisfaction: In lots or organizations that employ participative management, most of the employees are satisfied with their jobs and the level of satisfaction id very high . This is especially when people see their suggestions and recommendations being implemented or put to practice. Psychologically, this tells the individual employee that, ‘he too has a say in decision making and that he too is an integral component of the organization and not a mere worker’. * Motivation: Increased productivity and job satisfaction cannot exist unless there is a high level of motivation in the employee. The vice versa also holds true! Decentralized decision making means that everyone has a say and everyone is important. * Improved Quality: Since the inputs or feedback comes from people who are part of the processes at the lowest or execution level. This means that even the minutest details are taken care of and reported. No flaw or loophole goes unreported. Quality control is thus begins and is ensured at the lowest level. Reduced Costs: There is a lesser need of supervision and more emphasis is laid on widening of skills, self management. This and quality control means that the costs are controlled automatically. 12. 2 Disadvantages: * Costs: Participative managem ent increases cost. If workers are to take important management roles, then they must be trained on many complex issues. Many workers may feel dissatisfied, since the promises of democratic management are often not connected to results; hours are longer, debates can get fierce, and the workplace can become divided. * Time: If the very long workday is to be avoided, then council meetings would have to take place during work time. This means lost labor hours, lost productivity and endless distraction. Many managers would not want to constantly referee debates over firm issues when the council members are debating. * Union Objections: Independent labor union representatives are concerned that organizations will use employee participation or involvement programs to deter employees from using the independent union representation. The law should continue to prohibit companies from setting up company dominated labor organizations. * Decision making slows down: Participative management stands for increased participation and when there are many people involved in decision making, the process definitely slows down. Inputs and feedback start pouring from each side. It takes time to verify the accuracy of measurements which means that decision making will be slowed down. * Security Issue: The security issue in participative management also arises from the fact that since early stages too many people have been known to lots of facts and information. This information may transform into critical information in the later stages. There is thus a greater apprehension of information being leaked out. 13. Conclusion: Participative management is an effective decision making tool. It is often the managers who implement it the wrong way. Participative management calls for a change and this change can not come overnight. You require patience and consistency before employees realize the usefulness of the management style. Participative Management is a universally recognized concept but still most organizations hesitate to adopt it. Through this style of management, both the parties, employer and employees, are satisfied. It brings management and employees closer and thus, should be adopted open heartedly. There are other problems that often arise with the managers. The problems may arise because of the following: Managers often view it as the ends and not as a tool. There is confusion if whether participative management means democratization. Managers sometimes manipulate the process for their own advantage. Finally it can be said that there are positives and negatives of participative management, but the company should allow some kind of participation from its employees in the decision making process. References: 1) http://business. yourdictionary. com/participative-management 2) academia. edu/467403/Why_should_Employees_participate_in_management_decisions_The_advantages_of_participative_management 3) ehow. com/info_8526128_disadvantages-participative-management. html 4) Lawler III. , Edward E. 1996. From the Ground Up: Six Principles for Building the New Logic Corporation. San Francisco: Jossey-Bass Publishers. P. 22. 5) managementstudyguide. com/participative-management. htm

Aggression and violence, nature or nurture

Aggression is a common behavior in humans. It is not necessary to regard aggressiveness in a person as a bad quality for it has been found to be necessary in animals and is a part of nature. The more aggressive animal in a species is generally more successful, powerful and gains control over food, territory and mates. Aggression is also a means of maintaining social order. Aggressiveness in this case becomes a necessity for Darwin’s survival of the fittest. In the highly developed human, there is a negative form of aggressiveness called as malignant aggression where man causes harm or injury to another for the sole purpose of sadistic pleasure or revenge. These acts are generally premeditated or planned and it is this form of aggressiveness that should be discouraged in children. This form of aggressiveness is more often than not due to nurture and not nature. It results from negative emotions like frustration, hatred, prejudice, and fear or from depression or mental imbalance. Children are exposed to violence from a very early age thanks to television, news and cases of domestic violence at home and quarrels in the school. Children have been found to learn from these experiences and behave in an aggressive manner because of this sort of exposure. But it has been found that the aggressiveness is an innate trait and is as much biological and genetical as it is environmental. Children who are aggressive and violent have been found to have parents and relatives who are violent and aggressive. There are two ways of looking at this. The child could be aggressive by nature as the gene of aggressiveness is prevalent in the family or the child can be violent by nurture as he sees violence on a daily basis and believes it to be a part of life. But the fact remains that a child, genes or otherwise, would not be prone to violent behavior unless he was brought up in a violent environment. Statement of Study. Aggression can be useful in some cases but when it becomes violent can be destructive. While many biologists claim that the genes precondition aggressive behavior in a person, psychiatrists and sociologists believe that man’s behavior is a reflection and result of the environment and society that he is brought up in. Various studies and observations prove that man’s aggression is neither solely because of nature or solely because of nurture. It is because of a combination of the two. Both heredity and environment are responsible for man’s intricate personality, including the areas of violence and aggression but environment has more influence on the person and the environment and method of bringing up the child can help control and discourage the aggressiveness in the child. INTRODUCTION The news everyday is full of reports about rape, murders, wars and other forms of violence. But that is at a larger scale. Even in day to day life we come across acts of violence and aggression. Children’s fights among themselves, couples’ fights and arguments at the work place are all common happenings. Each year in the United States alone, over 5 million children are directly exposed to violence of some sort or the other whether it is domestic violence, physical abuse or movies on television. Defining Aggressiveness Aggression is a desire or intent to hurt or harm someone, not necessarily physically, and follow it up with an action with intent to harm that person. It is a noxious stimulus, which attempts to show authority, superiority and make a stand. It can be verbal, such as, insults, threats, accusations or sarcasm or physical in nature such as punishment, restrictions or physical abuse. There are two main types of aggression – Affective aggression and Instrumental aggression. Affective aggression is simply anger and its goal is to injure and harm. Instrumental aggression is self – protection and defense and is seen in situations such as wars or by a victim against the perpetrator. Most violent behavior is a defensive response to perceived aggression. It is a reaction to an expected action. Benign aggression is another name for instrumental aggression while the term malignant aggression is used to describe aggression whose aim is to hurt other for sadistic pleasure. Malignant aggression is a form of affective aggression. Aggression is also a means of maintaining social order among many species. It is present in many animals, especially mammals, with animals competing with each other for food, dwelling spaces and mates. The stronger and more aggressive competitor is generally successful. Aggression therefore can be self – protective and useful but can also be destructive and violent. However, if aggression is an effective method among animals in maintaining social order and self – defense, reckless violence appears to be a poor survival mechanism. Violence is heterogeneous and is generally impulsive, reactive or defensive and carried out in a moment of anger or fear. At other times it can be predatory and remorseless aggression. Violent behaviors can also be related to intoxication from alcohol or due to neuropsychiatric conditions. Violent acts may be the result of personal or cultural belief systems (political or religious terrorism) and can be directed against a specific victim (domestic violence) or a specific group (racism and bigotry against African   Americans, Jews or Homosexuals). Violence can also be sexualized as in the case of rape. It is evident that the emotion of aggression does not exist alone. It is generally combined with other negative emotions such as fear, anger, and depression and in cases of planned violence, even prejudice and hatred. The Nurture Theory All the theories and hypothesis provided under the nurture theory support the view that man’s aggressiveness is conditioned by his environment, learning and his experiences. Aristotle proposed that at birth, man’s mind is a blank slate or â€Å"tabula rasa†. One’s environment and experiences are recorded on it, promoting a particular behavior or personality in that individual. Buddhism too focuses on the principle that human behavior can be controlled by altering one’s state of mind. According to Buddha’s teachings, suffering can be eliminated by removing from the mind, desire, greed, anger, passion, fear and other destructive impulses. Certain social pressures and situations cause an aggravation of aggressiveness in daily life such as influence of media, pollution of various types, abusive parenting, overcrowding, racist or prejudiced views and a sense of humiliation and defeat or helplessness. Behaviorists apply the â€Å"principles of social learning theory† where aggression is dealt in term of:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Features of the environment that fosters the initial learning or acquisition of the behavior.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Environmental influences that facilitate aggressive behavior (as said earlier).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Environmental conditions that maintain aggressive behavior (as said earlier). Pollution and Aggressiveness Research has revealed that pollution such as noise and air pollution may not cause but increase probability of aggressive behavior. High levels of noise for long periods of time results in loss of hearing, hypertension, stress and a decrease in the efficiency level that results in frustration. Air pollution such as emission from cars and other motor vehicles causes an increase in heart and lung problems, fatigue and decrease in efficiency and lack of concentration. Pollution of any type is an intensifier of already present behavior. An already aggressive person will only become more aggressive to the extent of becoming violent. Frustration – Aggression Hypothesis According to this hypothesis, â€Å"Aggression is always a consequence of frustration. The existence of frustration always leads to some form of aggression†. This basically means that when there is a hurdle blocking the path towards a goal, frustration sets in. as a result of frustration, aggression occurs which is a series of actions, not necessarily right ones, to attain that goal. This hypothesis is not entirely true. Frustration does not always result in aggression and violence. People react in different ways when frustrated. They may bite their tongue, think about something else, attempt a different route to the goal, laugh it off or get depressed, and not necessarily angry. (Sarah McCawley, 2002) Social Learning Theory This model of Nurture theory denies that humans are innately aggressive and that aggression is learned by either observing aggressive model (movies, domestic violence or even the news) or by receiving payoffs following acts of aggression. These payoffs may be in the form of stopping aggression by others, gaining praise, status and respect by being aggressive, a sense of power and security or just reducing tension and stress. (Sarah McCawley, 2002)   In her article â€Å"The Nature of Aggression (or is it Nurture?)†, Sarah McCawley says that if a particular person or a specific group are perceived as offensive or dangerous or inferior than we are prone to be aggressive and irritable towards that person or group. Our society and culture provides us with certain stereotypical ideas that direct our resentment, prejudice, discrimination and hatred towards certain types of people. If we dislike someone or some group, we are more inclined to hurting them. This makes it evident as to how our thoughts influence our actions and every time we demean another human and look at him with hatred or contempt, we increase the potential for aggression. (Sarah McCawley, 2002) A few researchers feel that aggression is used at times as a means of recovering lost pride. When one’s pride is hurt, violence is an attempt to restore status and self – esteem by hurting the offender. The inability to find meaning in one’s life causes resentment and a sense of helplessness. In such cases malignant aggression is observed. Hitler was a prime example of malignant aggression, killing millions of innocent Poles, russians and Jews. This is all a result of an underlying sense of powerlessness, which compels them to prove to themselves and others that they are powerful. Stalin is another example who tortured and killed many political prisoners who opposed his policies. In daily life, such incidents can be noted in the behavior of a teacher or boss when he sees a student or worker break into a cold sweat. Hauck in his work â€Å"Overcoming Frustration and Anger† beautifully explains how these negative emotions of powerlessness, frustration and depression an be overcome and thus control anger. Our own irrational ideas are the cause of these emotions. Hauck described a woman who had been insulted and abused by an alcoholic husband for 30 years. She hated him. He had wasted enormous amounts of needed money on drinks. He was self-centered. The woman hated her husband and had contempt for him. When a rational emotive therapist told her â€Å"Your husband is sick. You are demanding that he change but he can’t.† she started to view her husband with sympathy and pity instead of hatred. She had created her own misery and anger by drowning in self pity. But when she looked at her husband as a patient who needed help, she looked upon herself as his caretaker and savior. Thus her change in attitude and thoughts helped her lose the anger that was inside her.

Case Studies and Readings in Sports Coursework Example | Topics and Well Written Essays - 750 words

Case Studies and Readings in Sports - Coursework Example When Under Armour started to enter the market, it had to face huge challenges from the existing players like Nike, Adidas. The increasing acceptance of Under Armour products and the suitable marketing strategies adopted by Plank helped the company to penetrate the apparel segment of the sports industry and gain considerable market share. Critique The case study of the Under Armour could be analyzed to highlight the growth of a product lifecycle under the brand name of its company from a very obscure position to a market leadership position by virtue of quality and ability to meet the demands of the customers. Under Armour is a company in the sports industry that manufactures and sells performance wears that are not only strong as compared to the earlier one but also comfortable for the sportspersons as its regulates body temperature and keeps them agile during the time of sporting events. The company was founded by Kevin Plank who was himself a footballer in the college days and had faced difficulties due to the performance wears or the shirts that they wore during their playing days. Those shirts were of inferior qualities and caused difficulties as those absorbed due to bodily perspirations which made them heavy feel heavier at the time of playing. The Under Armour which became synonymous with the brand name of the company with the increasing acceptance of the performance wears by the sportspersons acquired high market shares in a short span of time which posed threat to the existing market players like Adidas. The sportswear sold by Under Armour was of high quality due to the high quality cotton and fabric used in the process of production. The sportswear manufactured by Under Armour could regulate the body temperature and wipe off the sweat and body perspirations that helped to keep the footballers and the athletes free from external disturbances due to their bodily activities. The inner wears of Under Armour were highly elastic and could fit the skin smoot hly thereby giving comfort to the players which helped in improving the sports performances. When Under Armour decided to enter the market with the growing acceptance of its products, they faced huge challenges from the market leaders Like Nike, Adidas who ruled the athletics apparel industry. At that point of Nike was the market leader in the athletic apparel market with 21.3% market share followed by Adidas. This prompted Under Armour to adopt several marketing strategies to penetrate the potential market segment for athletic apparels for men and women. The various marketing strategies included endorsement by the target users, word of mouth, buzz marketing and product placement strategies (Kraft and Lee, 2009). The company realized that the athletic apparels and inner wear for sports are manufactured to meet the needs of the athletes and improve their performance through provision of comfort offered by better quality of fabric. Under Armour was used by athletes and the endorsement by these sports celebrities provided the marketing communication to the other athletes and sports lovers. This increased the likelihood of brand recall and provided more credibility to the users of the athletic apparel. The spread of word of mouth among the customers who were the sports lovers and the athletes, footballers themselves led to the increase in the increase

International business Essay Example | Topics and Well Written Essays - 500 words - 5

International business - Essay Example In fact, it is a rate at which currency of one country is exchanged for another. Generally, correspondences between currencies, exchange rate reflect correspondence between two national economies. That is why it is not surprising that exchange rate is sometimes called a temperature of a national economy. Generally, there are two types of exchange rate regime – fixed exchange rates and floating exchange rates. According to the fixed exchange rate regime, monetary authorities set some particular exchange rate, which does not change because of the market conditions. This opinion can be proved by the following words. â€Å"A set price will be determined against a major world currency (usually the U.S. dollar, but also other major currencies such as the euro, the yen or a basket of currencies). In order to maintain the local exchange rate, the central bank buys and sells its own currency on the foreign exchange market in return for the currency to which it is pegged† (Currency Exchange: Floating Rate Vs. Fixed Rate). Under the floating exchange rate regime, exchange rate of a particular currency is determined by the market forces. The exchange rate is set by relation between supply and demand for this currency. Central bank of a country cannot influence the market in order to affect the exchange rate. It is quite difficult to say which exchange rate is better. The final choice depends on the particular macroeconomic conditions, international conjuncture, instruments of macroeconomic policy, particular period of time, etc. Therefore, opinions of experts have been divided in this context. Generally different periods in history were characterized with the different exchange rate regimes. Under the gold standard the currencies of all the countries were linked to gold. It was a period of the fixed exchange rate regime – from 1870 to 1914. The regime was quite affective, but growing imbalances in international economy, lack of stocks of gold have ruined the

Jonathan Franzen - the Discomfort Zone Essay Example for Free

Jonathan Franzen the Discomfort Zone Essay A personal History analysts of one mans identity by V Jonathan Franzens The Discomfort Zone is essentially a collection of Franzens essays published in The New Yorker that deal with problems, life time experiences, both social and emotional aspect of the authors life. This essay will focus mainly on Franzens effectual attempt to create a self portrait and at the same time make it legible and comprehensive in a way that anyone could cope with the problems and experiences he had during his maturation. The book contains six essays : House for Sale, Two Ponies, Then Joy Breaks Through, Centrally Located, The Foreing Language and My Bird Problem which are written in an autobiographical, chronological way that enables the reader to follow his life from childhood, adolescence to his maturation. In the firts section of the book, entitled House for Sale, Jonathan returns to his family home in St. Louis after his mothers death, in attempt to sell the house wher he spent most of his life. Here is where Franzen shows his witty and humorous mind, regardless of how serious and grevious the situtaion is : I went through the house and stripped the family photos out of every room. Id been looking forward to do this almost as much as to my drink. My mother had been too attached to the formality of her living room and dining room to clutter them with snaphots, but elsewhere each wndowsill and each table-top was an eddy in which inexpensively framed photos had accumulated. (4) He compares his mothers house to a novel which she continuously reorganized and rearranged throughout the years. When talking about his mothers lifetime struggle to keep everything inside and outside the house in order, he feels the melancholy nd dissatisfaction with the way things ended. On one hand he wanted the house to be sold and even disliked it , but on the other, as he says : ? Id outgrown the novel Id once been so happy to live in, and how little I even cared about the final sale price. (25) Franzen also managed to fit some of his political an social ideas and opinions in this section. He talks about the social situation in America during his childhood which was shaped by the idea that the middle working class would always feel the debt to its society. He revises both liberal and conservative political concept of the time eing and puts himself in the ?middle: heavy, skinlike, pulp smelling masses that reglued themselves to my fathers work boots, there was nothing but my family and house and church and school and work. (15) In Two Ponies we follow the life of Jonathan as a 10 year old boy and his reflections on both family life and current social situations around him. The opening part of this section actually provides a hint about the relationships inside the Franzen family. He was growing up alongside his two brothers, Tom and Bob, whom he appreciated and respected infinitely. According to Jonathan, Tom is a true representative of the social epidemic of that era, a rebellious adolescent who ran away from home in a search for his own identity: ? Late adolescents in suburbs like ours had suddenly gone berserk, running away to other cities to have sex and not ot go to college, ingesting every substance they could get.. For a while, the parents were so frightened and so ashamed that each family, especilly mine, quarantined itself and suffered by itself Toms bed, neatly made, was the bed of a kid carried off by the epidemic. (32) In spite of being a child, Jonathan is able to provide comfort to his mother in times she felt sadness and shame because of Toms leaving. He is therefore unconciously building up his emotional strength and at the same time bonding with his mother like never before. The insatiable obsession with Charles M. Schulzs ?Peanut Treasury is peculiar at times. As he lives a life of an extremely excellent student, he almost always and at all occasions compares his neighborhood, school, friends, family with the ?Peanuts. In his fantasy and in his dreams he became a part of that comic strip. In The Washington Post review Birds on the Brain A novelist exposes his life as a nerd, Bob Ivry wrote : ?ln that unsettled season, Franzen sought solace in a private, intense relationship with Snoopy and the rest of the Peanuts gang. The grownup Franzen can see why his pre-teen mint-me would identify so obsessively, and the reason is no less heartbreaking for its ordinariness: Nobody grows up, or apart, in a comic strip. Charlie Brown represents an on going inspiration for Franzen. The world as he knew it was shaped by the ideas from the very character. Many of his school activities esemble a lot to the stories in ?Peanut Treasury, such as the spelling bee, where he actually found out he was very much competitive and enjoyed exposing his great knowledge and his ?geek spirit to others. Our brains are like cartoonists and cartoons are like our brains, simplifying and exaggerating, subordinating facial detail to abstract comic concepts. (40) Jonathan loves comic books and cartoons just as much as any other child his age, but unlike others, in search of another, better reality, he ?sticks around a lot more than others, weirdly up till end of his adolescent years. It is in this section that Franzen mentiones the ?C omfort Zone , the thermostat mother and him. Then Joy Breaks Through is one of the interesting parts of the book where Jonathan is in his adolescent years and is resisting the common teenage temptations. Jonathan joins a group of young people called ?Fellowship which was sponsored by the First Congregational Church. During a weekend retreat with the ?Fellowship the children are engaged in different activities typicall for such camping trips, but are also allured by various temptations (drugs, alcohol,sex etc) which are obviously forbidden. However, all Jonathan concernes about is how to avoid ?Social Death and not having to face the embarasement in case someone found his mothers letter where she addressed him as ?Dearest Jonathan.

Analysis of Ma Jodes Character in The Grapes Of Wrath :: essays research papers

For this essay on John Steinbeck’s The Grapes of Wrath, I have chosen to do a character analysis. The character that I chose is Ma Jode. I have chosen Ma Jode, because I think she is one or the most important characters in the book. Ma Jode is the most important character because she is very strong-minded. Ma and the family know that she is the backbone of the family and she is very strong-minded, so if she shows any concern or weakness, the family may fall apart. If there is anything on Ma’s mind she must not show any sign of it around the family. Ma might be just as frightened with doubts and fear as the rest of the family, but she always maintains a strong figure or leader. In order for things to go Ma’s way, she must push for them. There are many situations were Ma has to push and put order back and continue strong leader as she is displayed as. An example of were Ma must stay strong is when the family agrees to let Tom and Casey stay behind, to fix the Wilson’s car, without her approval, and she thinks that that will break up the family. After that incident, she pretty much replaces Pa’s place as the head of the family. Another big situation is when she is threatening a police man with a pan, and she tells the family there leaving the government camp. Pa’s gets pissed because his power became lessened due to Ma’s leadership, Pa says â€Å"Seems like the times are changing.† Ma’s loves her family so much that she often sacrifices he own well being to help out the family in any way that she can possible do it. An example of her doing so, is when Grandma is dying. The family stops at the boarder of California and she fears that if the guard know the grandma is dead, they wont let them in, so she lies to the guard and tell them that grandma is very sick and she needs to see a doctor. Ma sits next to grandma for the rest of the night. That is a big sacrifice for the family, because she had to lay next to a dead person all night just to get her family through to California. During the hole journey for the Jode family Ma is the strongest, and upheld character of the book.

Alto Golf Course

Alvor, home to breathtaking white sand beaches, a blue sea clear beyond compare, and spectacular cliffs, is also home to the Alto Golf Course—the last golf course by Sir Henry Cotton, the legendary three-time winner of the British Open. Upon his passing, the Alto Golf Course project was continued by the golf journalist, Peter Dobereiner. For its backdrop, the course has the beautiful Monchique mountains. Adding to its beauty are two valleys, fairways, and greens that gently wind and undulate. In the first nine holes, the players are treated to a breathtaking view overlooking Lagos Bay.In the last 9 holes (which face inland) is the famed hole number 16, nicknamed the â€Å"Giant,† which is probably the longest hole in all of Europe. For all of its 604 metres, it is a Par 5 challenge. It is so challenging, that anyone who can do 5 strokes or under for this is given a certificate and his or her name is added to Alto Golf Course's roll of honour. For a golf course designed by two major greats, packed with challenges and decorated by amazing scenery, this is a golf course one just cannot afford to miss.If making a pilgrimage to the golf capital Algarve, the Alto Golf Course should be among the top of one’s list. Course Facilities Bar and Restaurant, Driving Range, Golf Academy, Golf Clubhouse, Men’s and Ladies’ Locker Rooms, Practice Bunker, Pro Shop, Putting Green, Resident Professional Course Details Location: Alvor, Portimao, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Henry Cotton Required Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 6,699Length: 6,215m Pestana Gramacho Golf Course Course Information and Presentation Almond groves, olive trees, fig trees, pine trees, and Carob trees all decorate the landscape of Pestana Gramacho Golf Course, a rolling 6,107 meters of golf challenges. Pestana Gramacho is an eighteen-hole won der, with nine holes added in June 2002. Designed by Ronald Fream, it is situated in the midst of the golf capital of Algarve. Pestana Gramacho is a member of the Carvoeiro Club, which is a fishing village 60 kilometres from the Faro Airport.This means that if one aims to finish a game in the Gramacho, at least an hour and a half of travel allowance should be observed if one is to catch a flight elsewhere after a game. Pestana Gramacho Golf Course is a very challenging course and one would need to negotiate the dense vegetation during a game. A deft drive to the fairway's right would be needed in hole number 2, which, at par 5, requires a ball dodge to the tall pine trees. Hole number 6 is much of a challenge too, because a drive to the tee over a body of water at par 3 is needed.A real challenge, the Pestana Gramacho Golf Course is a par 72 course off the back tees, reminiscent of the St. Andrews double greens. It has 18 large double greens, making it an unparalleled experience for even the veteran golfer. Course Facilities Bar and Restaurant, Basketball Court, Bunker Practice Area, Chipping Green, Driving Range, Football Field, Golf Academy, Golf Shop, Lawn Bowling Green, Pro Shop, Putting Green, Tennis Court Course Details Location: Quinta do Gramacho, Lagoa, Algarve Course Type: Resort Architect/Designer: Ronald FreamRequired Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 9 Par: 36 Yards: 6,473 Length: 2,980m Vale do Milho Golf Course Course Information and Presentation The Vale do Milho Golf Course is perfect for those wanting a short game but don't want to compromise on the challenges golfer might face: it is only 970 meters, but is packed with challenges that would test even golfing champions. Designed by David Thomas, this 9-hole course is located two kilometres from the coastal village of Carvoeiro. This golf course is great for practising one's short irons.What it has is a good number of bunkers, and even water hazards, to keep a golfer challenged all throughout the golf course's 970 metres. The Vale do Milho is not just a challenging course; it also features breathtaking spots such as waterfalls, and a wonderful view of the sea. With views and spots to relax and just breathe nature in, a golfer would be treated to a truly delightful time on the green in Vale do Milho. A trivia: David Thomas is also the designer of the Brabazon Course. It is located at The Belfry, just near Birmingham, England.The Brabazon Course had enjoyed the honour of playing host to the Ryder Cup, for three times at that, in 1985, 1989, and 1993. This is the world's most prestigious golf tournament, a biennial convergence of American and European golfing teams. With designing credentials like David Thomas's, and its own natural charm, the Vale do Milho is a golf course worth taking a trip to. Course Facilities Bunker Practice Area, Chipping Green, Driving Range, Golf Academy with Computer and Video Swing Analys er, Pro Shop, Putting Green, Snack Bar, Snooker Room Course Details Location: Praia do Carvoeiro, Lagoa, AlgarveCourse Type: Resort Architect/Designer: David Thomas Required Handicap: None Men’s Handicap: None Women’s Handicap: None Holes: 9 Par: 27 Yards: 1,012 Length: 926m Balaia Golf Course Course Information and Presentation Located within the confines of Balaia Golf Village (a resort and holiday establishment) between Albufeira and Vilamoura, the Balaia Golf Course caters to golfers of all ages and ranges of skill. Dubbed as the â€Å"Executive Course†, the Balaia Golf Course’s title indicates the high quality of its layout, with subtle changes that present great challenges for gofers of all handicaps.The Balaia Golf Course opened as a 9-hole course in 2001, its compact layout designed to challenge the golfer’s precision and shot length control—the course boosts the demands of a game and golfers are expected improve their iron shots and short games as a result. With subtle changes in the terrain and holes ranging from 58 to 160 meters, the ability to hit precise shots and deliver accurate puts are the secrets to scoring well on any game. The course is lovely to behold with its wooden bridges, lakes, manicured greenery, and elegant clubhouse serving as a backdrop.Located within a resort village, the Balaia Golf Course arguably has one of the most extensive amenities among the courses in the Algarve. A weekly 9-hole friendly tournament, the Stableford Tournament, is also open to all golfers every Wednesday. Course Facilities Bar and Restaurant, Beach Resort, Beauty Parlour, Bunkers, Chipping Green, Driving Range, Gift Shop, Golf Academy, Hairdresser, Health Club, Hotel, Indoor and Outdoor Swimming Pools, Medical Clinic, Men’s and Ladies’ Locker Rooms, Pitching Green, Pro Shop, Putting Green, Resident Professionals, Souvenir Shop and Tobacconist, Supermarket, Tennis Courts Course DetailsLocation: Balaia Golf Village, Albufeira, Algarve Course Type: Resort Architect/Designer: South Golf Required Handicap: Handicap Certificate Men’s Handicap: 28 Women’s Handicap: 36 Holes: 9 Par: 27 Yards: 1,076 Length: 984m Pine Cliffs Golf Course Course Information and Presentation The spectacular cliffs of Algarve, a breathtaking view of the Atlantic Ocean, a 9-hole golf course with the 9th hole affectionately called the â€Å"Devil's Parlour†Ã¢â‚¬â€all these are elements of the Pine Cliffs Golf Course, which is just a stone's throw away from the Sheraton Algarve Hotel. The Pine Cliffs was built in a pine woodland edging the cliffs of Algarve.It was opened in 1990, and was designed by Martin Hawtree, from Hawtree & Son of England (also the designers of the Cerregueira course). The â€Å"Devil's Parlour† is a hole located over a cliff with a 200-foot drop. Its Par 3 ninth is the signature hole, as it is 140 metres over the deep chasm. Par 4 is no less challenging, beca use the golfer's drive must go through a narrow gap between pine trees. But what makes Pine Cliffs a golf course worth going on a â€Å"pilgrimage† for is the challenge it poses to its players: nine holes, 2274 metres in length, and the famed 9th hole—the one over the ravine.Add to that the tempting beaches of Algarve and the fact that the Sheraton Algarve Hotel is a 5-star hotel. With all these amenities and features, a golfer would not want to miss playing this amazing Algarve golf course. Another â€Å"attraction† to the Pine Cliffs golf course is that its president is the British Formula One motor racing star Nigel Mansell. Course Facilities Bar and Restaurant, Chipping Green, Driving Range, Golf Academy, Golf Clubhouse, Golf Shop, Hotel, Men’s and Ladies’ Locker Rooms, Private Beach, Pro Shop, Putting Green, Swimming Pool, Tennis Court Course DetailsLocation: Pinhal do Concelho, Albufeira, Algarve Course Type: Links Course Category: Links Arch itect/Designer: Martin Hawtree Required Handicap: None Men’s Handicap: None Women’s Handicap: None Holes: 18 Par: 33 Yards: 6,690 Length: 2,274m Vilamoura Old Course Course Information and Presentation Vilamoura Old Course is a Frank Pennink masterpiece. One of the most popular on the Algarve, it is set on property that features a luxuriously green landscape, with tree-lined fairways that make it a challenge for golfers. Situated in the outskirts of Vilamoura, it is nestled close to Algarve's breathtaking beaches.The Old Course (Vilamoura l) was inaugurated in 1969, and then renovated in 1996. The Vilamoura Golf Courses, which feature three separate layouts, are part of the places-to-be in terms of where to golf in Europe. It had played host to the 1979 Portuguese Open, in which Brian Barnes won. The fairways had been renovated in 1997. Pine trees run through the verdant and lush fairways, and these add challenge to the game. The course starts with easy Par 4 holes. Th is would be a breeze for those who keep their golf balls on the fairway, as the green of the Par 4 holes can be reached with a deft drive.The highlights of the golf course include the highly challenging Par 3 holes, which would stretch a player's skill, for the player has to have great control over the ball, and his irons selected carefully. The trees make the game more challenging and the greens are small, making little room for error on the player's part. The behind-the-scenes are to be credited for the excellence of the Vilamoura Golf Courses: the excellent irrigation system keeps the green healthy, while the excellent staff is attentive to the golfers' needs.It is no surprise, then, that the Vilamoura Golf Course is one of the most favoured golfing destinations among all the other golf courses in Europe. Course Facilities Bar and Restaurant, Driving Range, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Pro Shop, Putting Green Course Details Location: Vi lamoura, Quarteira, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Frank Pennink Required Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 73 Yards: 6,970 Length: 6,254m Vilamoura Victoria Golf CourseCourse Information and Presentation Designed by renowned architect, Arnold Palmer, the Victoria Golf Course is considered one of Europe’s best, and is comparable to the creme de la creme of golf courses such as Oitavos. It one the latest golf courses to have opened in the Vilamoura area, it is currently one of the longest 18-hole courses in the whole of Portugal, with holes featuring a minimum of 5 tees for golfers of all handicaps. The Victoria Golf Course’s terrain is virtually flat, with a series of man-made mounds specially designed to mimic the shapes and outlines of inland hills.This feature gives a feeling of harmonious motion. Bodies of water have been etched on the landscape t o serve as an attractive backdrop to the course. Existing wetlands and native vegetation were also carefully preserved. The design of the Victoria Golf Course is one of the most sophisticated in Europe. Not one green among the 18 greens of the course is alike, as its design team created them to have totally different shapes, sizes, and consequently, difficulties. Local knowledge of the course layout and landscape is therefore an advantage.The 2005 World Golf Championships took place in the Victoria Golf Course—a testament to its excellent quality. Course Facilities Bar and Restaurant, Buggy Bar, Driving Range, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Pro Shop, Putting Green, Valet Service Course Details Location: Vilamoura, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Arnold Palmer Required Handicap: Handicap Certificate Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 7,215 L ength: 6,560mVilamoura Pinhal Golf Course Course Information and Presentation A Frank Pennink masterpiece, the Vilamoura Pinhal Golf Course, also known as Vilamoura 2, is a beautiful course set on a rolling, meandering, countryside. It is lined with umbrella pine, and is more open than the Old Course. The greens are much smaller, however, and would require your shots to be 100 percent accurate. The Pinhal Golf Course is located on the outskirts of Vilamoura. It had to be redesigned by Trent Jones in 1985, due to urban development.He incorporated both British and American layout concepts in the remodelling of the golf course, thus, the golfer needs to employ different styles of playing to negotiate the layout of the course. The most challenging hole has to be hole 17. For a Par 5 championship tee, it has all of 502 meters, and is a pretty complicated shot, even to veteran golfers. But nonetheless, playing the Pinhal remains an extraordinary experience. One very attractive feature of the Pinhal Golf Course is the fact that it was built in the midst of breathtaking pine woodland.It also has a spectacular view of the sea, which makes playing on this course an absolutely delightful experience. A trivia: The Pinhal Golf Course was chosen for the use of the 1988 Portuguese Ladies' Open, a part of the professional European circuit for women. Course Facilities Bar and Restaurant, Chipping Green, Coffee Shop, Driving Range, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Pro Shop, Putting Green Course Details Location: Vilamoura, Quarteira, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Frank PennickRequired Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 6,400 Length: 6,300m Vilamoura Laguna Golf Course Course Information and Presentation The Vilamoura Laguna Golf Course (also known as Vilamoura 3), designed by Joseph Lee and William Roquemore, i s located on the periphery of Vilamoura, near the breathtaking coastline of the Algarve. The Laguna Golf Course opened its doors in 1990. It sports three nine-hole courses, with ten lakes scattered all throughout the grounds. For the greenery, the designers chose Bermuda grass.Being close to the sea, the Laguna Golf Course has wet, marshy grounds, which pose a challenge to even the most serious of players. Water is a constant contention, and bunkers have been strategically placed to provide challenge to the players. Precision in the placement of both the tee and the fairway shots are needed, and the greens have to be approached accurately. The course is a Par 72 game in all the 18-hole courses. Water hazards have been scattered all throughout the course, not to mention that the grounds are marshy and near the sea. Care is to be taken with choosing the clubs to use, because of the challenges that dot the course.While the course is challenge-filled, it is not that long a course, relat ively—a golfer can thus play without straining himself too much. Pleasure—sports-wise and aesthetics-wise—await the golfer out for a relaxing time on the green. Every second you spent in the course is a sheer pleasure. Course Facilities Bar and Restaurant, Buggy Bar, Bunker Practice Area, Chipping Green, Driving Range, Golf Shop, Pro Shop, Putting Green Course Details Location: Vilamoura, Quarteira, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Joseph LeeRequired Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 6,746 Length: 6,133m Vila Sol Golf Course Course Information and Presentation The Vila Sol is in between Vilamoura and the Quinta do Lago. Opened in 1991, it is already one of the main places to go to in terms of golfing in Portugal. The Vila Sol Golf Course, a sprawling course designed by Donald Steel, is home to 27 holes categorized as Prime (holes 1-9), Challenge (10-18), and Prestige (19-27). It operates as three 9-hole loops, and requires accurate shots in its pristinely kept green.The Vila Sol is wrapped around a massive pine woodland, where fig, oak and almond trees abound. The architectural style used here is that of the British school—this poses a bit of a challenge to the golfer's strategic skills, especially with the trees, lakes and bunkers dotting through the entire golf course. The most difficult holes on the entire course are always the first four holes. If a golfer wants a low overall score, he better work hard on those four early in the game. The Vila Sol features sceneries of diverse woodlands and a challenging game to boot. Its charm partly lies in its great variety of trees.What makes it the ultimate in golfing experience however, is the fact that it is home to excellent and well-kept facilities. In the years 1992 and 1993, it was selected for the Portuguese Open, which sealed its international acclaim. Cour se Facilities Bar and Restaurant, Beach Club, Chipping Green, Driving Range, Golf Academy, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Pro Shop, Putting Greens, Sauna, Tennis Court, Tennis Court, Turkish Bath Course Details Location: Vilamoura, Quarteira, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Donald SteeleRequired Handicap: Handicap Certificate Men’s Handicap: 27 Women’s Handicap: 35 Holes: 18 Par: 72 Yards: 6,762 Length: 6,242m Vale do Lobo Ocean Golf Course Course Information and Presentation Vale do Lobo Ocean Golf Course, situated east of Vilamoura, is one of the most famous courses in Europe, with its 16th hole (which features a tee over two ravines) being arguably the most photographed hole in the world. The hole plays to a green located over a deep ravine in the cliffs. As one of the oldest golf courses in the province, it has placed the Algarve on the map as one of the best golfing desti nations in the world.It opened in 1966 and served as a venue for the Portugal Ladies Open (part of the WPG European Tour) in 1987, as well as the Portuguese Open in 2003. Much of the Vale do Lobo Ocean Golf Course is situated near the Atlantic sea, which serves as a breathtaking backdrop for golf games. Winding through thick pine forests before getting to the Ocean holes, the winds passing through the Vale do Lobo Ocean Golf Course is challenge to even the most experienced golfer. With narrow fairways, precision and accuracy are important for a getting a good score.Olive, pine, orange, and eucalyptus trees abound, creating excellent and challenging training conditions. Course Facilities Bar and Restaurant, Beach, Chipping Green, Driving Range, Golf Academy, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Practice Balls, Practice Green, Practice Net, Pro Shop, Putting Green, Swimming Pool, Tennis Court Course Details Location: Vale do Lobo, Almancil, Algarve Course Type: Championship Course Category: Championship Architect/Designer: Sir Henry Cotton Required Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 5,799Length: 5,495m Pinheiros Altos Golf Course Course Information and Presentation The Pinheiros Altos Golf Course is located eighteen kilometres east of Vilamoura in Quinta do Lago. Designed by American architect Ronald Fream and opened in June of 1992, this over 6-kilometer long golf course is the site of professional golfer pilgrimage before tournament seasons begin. The point of seduction is the spacious practice ground that includes three putting greens, bunker areas, and chip shots, along with several other greens. There are also comprehensive golfing programmes for golfers of all skill levels.Included in these programmes are video analyses of golfers' swings. The Pinheiros Altos is so constructed that the first nine holes are built on sandy, hilly ground lined with umbrella pine trees, while the back nine are on level ground peppered with lakes that translate into water hazards, and even sticky sand traps that challenge even the most skilled of players. What makes the Pinheiros Altos Golf Course extraordinary is not just the fact that it is an avenue for golfers to practice; what is more alluring about it is that it is just beside the Natural Park of Ria Formosa, home to a diverse array of bird species, and intriguing flora.Beyond the exotic charm of the nature park beside it and its use as a practice ground, the excellent upkeep of the Pinheiros Altos is what makes it a golfing destination worth going to, especially for the most devoted of golfers. Course Facilities Bar and Restaurant, Buggies, Bunker Practice Area, Caddy, Chipping Green, Club Fitting Centre, Driving Range, Golf Academy, Golf Clubhouse, Golf Shop, Pro Shop, Putting Green, Trolleys Course Details Location: Quinta do Lago, Almancil, Algarve Course Type: Championship Course Cate gory: ChampionshipArchitect/Designer: Ronald Fream Required Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 6,615 Length: 6,049m Quinta do Lago North Golf Course (formerly Ria Formosa) Course Information and Presentation Located in heart of town, the Quinta do Lago North Course is considered to have the best finishing holes in the Algarve. The course provides an excellent test of ability for players of all handicap levels. Its terrain—with sandy soil, dense umbrella pine forests, and various vegetations—offers very different challenges.Three architects designed it: William Mitchell designed holes 1-5 and 15-18, while Joseph Lee and Rocky Roquemore designed holes 6-14. Accuracy and the right selection of golf club is an important aspect of winning a game. The course features four par 5 holes that require hard and solid drives, as well as great accuracy, to play well and get good scores. The Par 4 holes are m ostly doglegs, with the exception of the 10th and 13th holes. The ability to negotiate winds plays a big part when playing in the par 3 holes.The lakes on the 13th and 18th holes pose as daunting obstacles and have claimed many balls. The bunkering is top-notch, both on the fairways and the greens, and gives the course an edge over many other courses of similar quality and design. Course Facilities Bars, Boutique, Chipping Green, Driving Range, Golf Academy, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Pro Shop, Putting Green, Restaurants, Tennis Court, Trolleys Course Details Location: Quinta do Lago, Almancil, Algarve Course Type: Championship Course Category: ChampionshipArchitect/Designer: William Mitchell Required Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 7,074 Length: 6,205m Sao Lourenco (San Lorenzo) Golf Course Course Information and Presentation The Sao Lourenco is a very celebr ated golf course, rated the second best golf course in Europe by the Golf World magazine. It was designed by Joseph Lee and William Roquemore, and is exclusive to Dona Filipa and Penina guests. Situated beside the Atlantic Ocean, the Sao Lourenco boasts a diverse terrain of pine trees, and even lakes and beaches.What adds more charm to this golf course is the fact that it is beside the Ria Formosa Park in Quinta do Lago. The Ria Formosa is home to exotic flora and fauna, thus, golfers who want to unwind can enjoy nature at its most enticing just a stone's throw away. The entire course is a challenging Par 72, at 6,238 meters in length. The 5th hole allows the golfer to catch a glimpse of the Ria Formosa, while the 6th and 7th holes flirt with the wetlands. It also has the legendary 8th hole, which requires three absolutely perfect shots to get to the green.Even the best players of Portugal had trouble negotiating this 8th hole. Course Facilities Bag Drop, Bar and Restaurant, Boutiqu e, Buggies, Bunker Practice Area, Chipping Green, Club Hire, Driving Range, Golf Academy, Golf Clubhouse, Golf Shop, Men’s and Ladies’ Locker Rooms, Practice Balls, Pro Shop, Putting Green Course Details Location: Vale do Lobo, Almancil, Algarve Course Type: Championship Course Category: Links Architect/Designer: Joseph Lee Required Handicap: Certificate preferred Men’s Handicap: 28 Women’s Handicap: 36 Holes: 18 Par: 72 Yards: 6,860 Length: 6,238m

Deposit Mobilization Essay

INTRODUCTION 1.1 Study Background For the development of any country, the financial sector of that country is responsible and must be strong. The financial sector is vast field, which comprises of banks, cooperatives, insurance companies, financial companies, stock exchange, foreign exchange markets, mutual funds etc. These institutions collect idle and scattered money from the general public and finally invest in different enterprises of national economy that consequently help in reducing poverty, increase in life style of people, increase employment opportunities and thereby developing the society and country as a whole. Thus, today’s concept, the financial institutions and commercial banks has become one of the bases for the measuring level of economic development of nation. Commercial banks are the main source which motivates people to save their earnings. Bank deals in accepting the saving of people in the form of deposit collection and invest it in the productive area. They give the loan to the people against real and financial assets. They transfer monetary sources from savers to users. In other words, they are intermediate between lender and receiver of fund they mobilize the depositor fund. Whereas in Nepal the role of joint venture banks are still to be realized as an essentials machine of mobilizing internal saving through various banking schemes in the economy. Hence, to uplift the backward economic condition of the country, the process of capital accumulation, among other prerequisites should be expedited. This project report has been prepared as an output of the researcher’s internship experience in Nepal Credit and Commerce Bank Limited. Nepal Credit and Commerce Bank Ltd. (NCC Bank) formally registered as Nepal- Bank of Ceylon Ltd. Commenced its operation on 14th October, 1996 as a Joint Venture with Bank of Ceylon, Srilanka. It was the first private sector bank with the largest authorized capital of NRS. 1000 million. The Head Office of the Bank is located at Siddhartha Nagar, Rupandehi, the birthplace of LORD BUDDHA, while its corporate office is placed at Bagbazar, Kathmandu. 1.2 Statement of the Problem Nepal is underdeveloped country and rapid economic development is the basic need of the country. Development by its means is not possible within a short period and it takes a long time for the proper development of a country, it has to build up infrastructure. In Nepal, the process of development started only after 1956 A. D. when the first five year plan came into practice. Capital in fact, plays the leading role for the economic development of a country. But in Nepal, there is shortage of capital. There are various sources of accumulating capital internal and external sources. Under external sources: aid, grants and loans are the main sources. In internal sources: accumulating capital, taxes, public enterprises, public debt are the popular in our country. But due to underdevelopment, poverty, lack of banking knowledge the desired capital for the development of the country cannot be accumulated from those internal sources. So, it can be said that in Nepal’s present situation bank deposit is dependable and permanent sources of capital accumulation. The need of deposit mobilization for economic development of a country is no more to question. But we are facing an acute problem of resources mobilization. We have 32 commercial banks in Nepal which are very much considered to be vital financial institution to mobilize domestic resources. 1.3 Objective of the Study The objective of the study is to examine relationship between the amount of total deposit and amount of total credit granted by the bank. The main objectives of the study are: * To analyze the relationship between deposits and loans and advances. * To analyze the effectiveness of deposit mobilization of the bank. * To examine how far the interest rates of deposits have positive relationship with the deposit collection of the bank. * To measure the impact of interest rates of loan on the credit extended by the bank. * To draw suggestions and recommendations to the concerned bank for the further improvement. 1.4 Significance of the Study Banks and other financial institutions play important role to increase economic standard for the development of the country. Economic development becomes slow if there are incomplete and unfair banking facilities. Especially commercial banks provide different economic and technical facilities to the people who involve in business activities. Commercial banks play major role in collection of scared small savings form depositors and transfer these funds into productive sectors for the economic development. Mainly this study covers the deposit and credit position of commercial bank (NCC), so it helps to reveal the financial position of bank and study occupies an important role in the series of the studies on commercial bank. The significances of the study are: * Important to know how well the bank is utilizing its deposits. * Important to policy formulator and also be useful for academic professionals, students particularly those involves in commerce, CA and financial institutions to formulate policies and plans on the basis of the performance of the bank. * Important to the management party of the bank for the evaluation of the performance of their bank and comparison with other banks. * Important for the investors, customers (depositors, loan takers) and personnel of bank to take various decisions regarding deposits and loan advances. * This study will be equally important to the others who are interested to know about the area. It may encourage to researcher to research further. 1.5 Relevance of the Study Currently, banks are gaining the stakeholders’ belief through their efficient management and professional services and playing an eminent role in the economy. The deposit mobilization for the bank is tough job. So, the study is focused on how the deposits are mobilized by the bank. The study attempts to interlink the financial performance and the deposit mobilization of the bank. The study is expected to be useful to different stakeholders as: 1. The study is expected to be useful to the shareholders as they can analyze the risk relating to credit. 2. The study is expected to be useful to the management bodies of the bank to improve the operations of the bank to add more value to its service 3. The study is expected to be useful to the government body, NRB for further research is the area to formulate and implement new policies and regulations. 4. The study is expected to be useful to the other stakeholders to know the practices made over the deposit mobilization by the bank 5. The study is expected to be useful to analyzes the internal strengths and weaknesses of the bank 6. The study is expected to be useful to anyone who is conducting a bank survey in the related topic. 1.6 Research Questions The study intends to reveal the following issues of deposit mobilization practices by the bank: 1. What is the relationship between deposit and loans and advances? 2. What is the effectiveness of deposit mobilization of the bank? 3. How far the interest rates of deposits have positive relationship with the deposit collection of the bank? 4. What is the increasing or decreasing trend of deposit mobilization of the bank? 1.7 Limitations of the Study As every research has its own limitation, this study is not biased. The research is done for the partial fulfillment of MBA. Therefore, this study has some limitations, which are listed below: * This research study largely depends on the secondary data like annual reports (Profit and Loss Account, Balance Sheet and Financial Statements). * The study is based on only financial and statistical tools and technology. * The study mainly based on last five years data (2003 to 2008) that are not enough for the statistical calculation and cannot be generalized for entire financial sectors. 1. 8 Organization of the Report Chapter one deals with the general background of the study and the major issues which has governed the overall study, chapter two deals with the nature of Nepal’s banking industry and challenges of banking sector in Nepal, chapter three deals with the qualitative aspect of Nepal Credit and Commerce Bank Limited which gives the introduction of major products and services provided by NCC Bank and new innovative products recently launched by NCC Bank, chapter four deals with presentation and analysis of data and Finally chapter five deals with the findings of the study and the recommendations which have been given to the bank for improving its deposit mobilization. CHAPTER II REVIEW OF LITERATURE 2.1Review of Literature Deposit is the sum of money lodged with a bank, discount house or other financial institution. Deposit is nothing more than the assets of an individual which is given to the bank for safe-keeping with an obligation to get something (interest) from it. To a bank these deposits are liabilities. Commercial bank Act 2031 (1974) defines â€Å"Deposits† as the amount deposited in a current, savings or fixed accounts of a bank or financial institution. The deposits are subject to withdrawals by means of cheque on a short notice by customers. There are several restrictions on these deposits, regarding the amount of deposit, number of withdrawal etc. These are considered more as investments and hence they earn some interest. The rate of interest varies depending on the nature of the deposits. The bank attracts deposits from customers by offering different rates of interest and different kinds of facilities. Though the bank plays an important role in influencing the customer to save and open deposit accounts with it, it is ultimately the customer who decides whether s/he should deposit his surplus funds in current deposit a/c, saving deposits or fixed/time deposit a/c. Bank deposits arise in two ways. When the banker receives cash, it credits the customer’s account, it is known as a primary or a simple deposit. People deposit cash in the banking system and thereby convert one form of money, cash, into another form, bank money. They prefer to keep their money in deposit accounts and issue cheques against them to their creditors. Deposits also arise when customers are granted accommodation in the form of loans. When a bank grants a loan to a customer it doesn’t usually pay cash but simply credits the customers account with the amount of loan. Of course, there is nothing that prevents the borrower from withdrawing the entire amount of borrowing in cash but quite often s/he retains the amount with the bank as deposit. CHAPTER III RESEARCH METHODOLOGY To solve the research problems, few systematic ways are adopted to collect the required data and information. Research methodology refers to the various sequential steps that are to be adopted by a researcher during the course of studying the problem with certain objectives. It shows overall research method from the theoretical aspects to the collection and analysis of the data. This study covers quantitative methodology in a greater extent and also uses the descriptive part based on both technical and logical aspect. This study tries to perform a well designed, quantitative and qualitative research in a very clear and direct way by using both financial and statistical tools. 3.1 Research Design This study is based on a descriptive research design and follows an analytical approach. To achieve the study objectives, the required data are collected from secondary and primary sources and analyzed through the use of different financial and statistical tools. 3.2 Research Tools In order to collect the data, the researcher had visited the bank as an intern for 8 weeks of time period. The tools that are used for the study is through direct observation at the time of internship, and discussions with the officers of the bank in concerned department. 3.3 Data Collection Method The methods of collecting data are primary and secondary. Primary data includes personal observation, informal talk and also interview with officers whereas Secondary data includes Annual report of the bank, published and unpublished documents etc. 3.4 Data Analysis Tools The processed data were analyzed and tested with the financial tools i.e. Ratio Analysis, Trend Analysis, graphs whereas Statistical tools are Karl Pearson’s Coefficient of Correlation Analysis, Probable Error (P.E) and Hypothesis Testing. BIBLIOGRAPHY Books * Annual Report of NCC Bank limited 2003/04 – 2007/08. * Kathmandu Frontier Associates (KFA), Professional Banking Course references. * Levin R. I and Rubin D.S. (2008), â€Å"Statistics for Management (7th Ed.)†, Pearson Prentice Hall. New Delhi * Sharma, Pushkar Kumar and Chaudhary, Arun Kumar (2058), â€Å"Statistical Methods†, Kathmandu: Khanal Books Prakashan. * Van Horne, C. James (2005), â€Å"Financial Management and Policy†, (12th Ed.), Pearson Prentice Hall, New Delhi. Websites www.nrb.gov.np www.google.com www.wikipedia.com www.nccbank.com.np