Business researchers and practitioners agree on the idea that “successful entrepreneurship relies heavily on access to social networks, which provide both, information and trust. Membership of a network not only provides useful contacts that can be trusted – it can also enhance an entrepreneur’s own reputation for trustworthiness” (Casson and Buckley, 2010, p.150). There are many global and local networks with a strong entrepreneurship focus such as Chambers of Commerce, Trade Unions, Freemasons, Trade Associations, Quakers, Business Incubators and others. Each of these networks has its own admission rules, structure, customs etc. and offer business, social and economic values in a unique manner. This article represents a brief analysis of Freemasons, one of the most secret organisations in the world, with the focus on the value the organisation offers in terms of entrepreneurial networking. There are more than six million Freemasons with more than quarter of million Freemasons under United Grand Lodge of England alone (FAQ, United Grand Lodge of England, 2011, online). The popularity of topics associated with Freemasons are increasing in the media for the reasons covered further in this paper. A Brief History of Freemasons There are contradictory opinions in various sources about the origins of Freemasons. It has been stated that “one of Freemasonry’s alleged origins dates back to the building of Solomon’s Temple in Jerusalem from 970 to 931 B.C.” (Karg and Young, 2009, p.13). According to Jacob (2007) Freemasonry has started by labour leaders and stonecutters in the Middle Ages. Men who were the representatives of other professions than workers in stone stated to be admitted into the organisation starting from 1640s in English, later in Scottish Lodges, and they were referred to as admitted or accepted Masons (Hodapp, 2007). Ridley (2011) informs that the first Grand Lodge, the Grand Lodge of England…
It has been established that “special events are widely recognised as being a growth sector of the tourism industry with potential to generate substantial economic benefit for the city, township or region involved” (Tonge, 2010, p.5). Therefore, it is important to explore the quality issues associated with special event management in order to maximise the economic benefits of special events in various levels. According to Tum et al (2006) the management of special events can be distinguished from many other types of businesses with increased level of influence of human factor on the success of special events, as well as, the increased probability of occurrence of unforeseen circumstances. This situation makes ensuring the high quality in special events a challenging task to accomplish and assigns extra responsibilities for special event managers. Both, special event researchers and practitioners agree about the importance of quality in the provision of special events in a successful manner. Allen (2010) links the increasing importance of quality in special events to dramatically intensifying level of competition in the marketplace. According to ‘UK Events Market Trends Survey’ conducted by industry association Eventia, 1.3 million events have been staged during the year of 2010 and the market size for the year is estimated to be 16.3 billion GBP (Quainton, 2011, online). Such intense level of competition leaves special event companies searching for competitive edge in order to survive in the marketplace and providing high level of services has been acknowledged as one of the most effective sources of competitive edge. Some of the challenges faced by service organisations in general, and special events organisers in particular directly relate to the nature of the business and are not shared by the businesses operating in manufacturing industry. Specifically, it has been stated that “the definitions that aimed to describe services…
Several decades ago there was a global social pattern where husbands were considered to be the breadwinners, whereas wives stayed at home and were mainly engaged in bringing up their children and doing household chores. However, this pattern has changed dramatically and irreversibly in global level in general and in Europe and USA in particular. As a result, today both, husbands and wives have their own career aspirations and this has caused a range of implications for their families, as well as, organisations employing them. Dual-career couple has been defined as “a married couple where both husband and wife have different careers” (HR Dictionary, 2011, online). “For dual-career couples and working women, balancing work demands with personal and family responsibilities is difficult to do” (Jackson and Mathis, 2007, p.295), and the situations becomes even more challenging where dual career couples have a child or children. Organisations have to introduce specific measures and initiatives in order to assist their dual-career couples and parent employees to achieve work-life balance, and thus to achieve their commitment and contribution to the achievement of organisational objectives in an effective manner. The Issues Associated with Dual-Career Couples and Parent Employees It is a fact nowadays that “the number of dual-career couples is increasing and the trend is worldwide. DuPont, for example, has 3,500 dual-career couples in the workforce of 100,000” (Aswathappa and Dash, 2007, p.160). Werner and DeSimone (2009) explain this dramatic increase in the numbers of dual career couples with increasing role and rights of woman in society and changing family values. From a purely economical viewpoint increasing numbers of dual career couples, as well as, parent employees is considered to be a positive tendency, because this will positively contribute to the level of tax revenues and value creation and ultimately, increasing standard of…
By John Dudovskiy
Category: HRM
There are vast differences between working life in UK and China that relate to many aspects of employment. At the same time there are still some similarities between the workplaces in above two countries as well. The main points relating to the differences can be summarised into the following three points: First, there are different perception of working hours in UK and China. In UK usually the working hours are fixed, and the cases of employees working beyond their working hours are rare, and even in these occasions they get paid for overtime. In China, on the other hand, although there are specific contracted hours for employees, nevertheless, the cases of employees staying beyond their contracted hours without additional payment are commonplace. Second, there are different management styles in UK and China. Specifically, in UK the majority of managers practice democratic and participative management styles, and assign a part of the decision making function to their subordinates, by involving them in decision making process. In an eastern country like China, on the other hand, managers have paternity and authoritative management style, and the occasions where employees are involved in decision making are not common (Wood, 2009). Third, there are differences in motivation between UK and Chinese managers. Financial rewards are considered to be one of the most effective motivational tools in UK workplaces. On the other hand, “while additional money may motivate Chinese employee, they will not generally demand rises directly. As members of collectivist society, the Chinese are more likely to see success or failure as a group effort, leading to group recognition and raises rather than individual rewards” (Silvermore, 2005, p.116). Fourth, there are vast differences in duration of employment between UK and China. In UK it is popular among employees to change companies every several years caused…
The level of effectiveness of people working in the position of Chief Executive Officer (CEO) is important not only for the well-being of employees working for the same company, but to the state of the national economy in general. Therefore, it has to be insured that only people with relevant skills, character, experience and knowledge are employed in such a responsible position. This first part of the report discusses working conditions, rewards and main tasks of CEOs, as well as briefly analyses qualifications, personal characteristics and skills CEOs must posses. Moreover, CEO person specification is also provided in the first part of the report. CEO Working Conditions, Rewards and Main Tasks CEO’s working conditions are perceived to be posh and luxurious with fashionable and highly expensive office furniture, usually grandiose design and latest technological appliances. However, Burke and McDonald (2010) warn not to be mislead with the perception of comfort associated with the role of CEO and mention such elements as increasingly long working hours, and huge amount of stress to be associated with the role. CEO’s usually receive remuneration packages that are highly attractive and include basic pay, usually in six digit figured, bonuses and a wide range of other perks, such as company cars, free insurance, and in some instances even free homes. Moreover, even when CEOs have to leave their position due to some reasons they are offered a considerable sum of payment, known as a golden parachute. According to Canals (2010) CEO’s main tasks can be summarised to the following points: a) Implementing the mission and values of company; b) Leadership development c) Allocating resources in an efficient manner d) Maximising operational efficiency e) Implementing operational design Qualifications for CEO There is no specific formal qualification requirements for individuals aspiring to the corporate executive…
According to the UK Office for National Statistics (2010), the following figures represent the extent of e-commerce in UK during the year of 2009: The total amount of e-commerce sales by non-financial businesses reached £403.8 billion (24.9% increase from 2008) The volume of sales conducted over a web-site amounted to £115.0 billion The volume of e-commerce non-website sales have assessed to reach £293.3 billion The volume of businesses sold over a website amounted to 14.9%, and 6.9% of businesses have been sold over alternative platforms than websites, such as ICTs The amount of businesses purchased over computer networks were assessed to be 51.9%, and its value £466.3 billion Totally, 76.0% of businesses were found to own a website Moreover, it has been estimated that “online shoppers in UK are expected to spend £162 billion ($336 billion) per year on product via the internet by 2020” (Conrady, 2010, p.251). The above figures indicate that the significance, size, and scope of e-commerce are increasing in UK, as well as in a global level. Therefore, there are realistic reasons to believe that the demand for competent e-commerce marketing managers will increase significantly in the future, and this makes the career choice of the author of this paper wise and effective. References Conrady, R, 2010, Trends and Issues in Global Tourism, Springer Publications E-Commerce and ICT Activity 2009, 2010, UK Office for National Statistics
By John Dudovskiy
Category: Industry Analysis
Paauwe (2004) stresses the role of various types of team building activities in order for the each individual member of the team to be motivated. In order to achieve a greater positive impact, Paauwe (2004) stresses, team building activities have to be conducted in an environment outside of office and in informal circumstances. Shermon (2004) expands the above point by stating that company management has to adopt a proactive approach in terms of celebrating memorable dates that relate to everyone such as company anniversaries and a range of national and international holidays, as well as celebrations related to individual members within the workforce such as birthdays, additions to family etc. Moreover, Johns et al (2005) offer interesting viewpoint in terms of motivating employees in the workplace. Specifically authors state that managers have to be effectively motivated themselves in order to be able to motivate their subordinates. However, Johns et al (2005) fail to provide any sound recommendations in terms of self-motivation to be engaged by managers. Johns et al (2005) also maintain that employee motivation activities should be institutionalised within business activities and not to be occasional activities managers engage in. Furthermore, the authors state that there should be an employee motivation program established in organisations that should ensure systematic employee motivation through a range of measures that might include training and development programs, appreciations of the most notable contributions to the success done by individuals and groups through tangible and intangible means etc. Torrington et al (2008) take this advice to the next level by stating that ‘infrastructure of motivation’ should be present within organisations that include devising organisational systems including various policies and procedures in such a way that they contribute to the level of employee motivation. References Torrington, D, Hall, L & Taylor, S, 2008, Human Resource…
Johns et al (2005) divides motivational tools exercised by companies into two categories: tangible and intangible. Tangible motivational tools include money, facilities, benefits, travels and some perks of the job, whereas such elements of employee recognition, appreciation letters, informal talks etc. Byars and Rue (2007) highlight the efficiency of intangible motivational tool, stating that this form of motivation causes a deeper emotional attachment compared to tangible motivational methods if effectively implemented, and at the same time they are cost effective for companies as well. This idea has been supported by a range of other authors as well who list the shortcomings of monetary motivation with statements like “money can motivate individual performance; however, the impact on performance is typically short-lived” (Marciano, 2010, p.33). Another effective employee motivation tool that has been mentioned by Simon (2007) involves the trend of ‘employee ownership’. Namely, nowadays increasing number of companies are offering or awarding stock options of the company to their employees. Simon (2007) stresses that the effectiveness of this strategy is ensured by two facts. Firstly, employees are going to feel appreciated for their contribution to the company through ‘employee ownership’ motivational tool. Secondly, ‘employee ownership’ plan will effectively motivate employees for future efficient performances, because employees will feel the sense of ownership for the business. Currently, this form of motivational tool is especially popular with a number of leading retailers in UK such as Tesco, Marks and Spencer, Sainsbury’s and others. It needs to be said that although many works have been done to address issues associated with motivation in the workplace most aspects of the issue are explored only in the surface within the business context. In other words, motivation issues within the business context are studied only with cause-and effect approach as “we can only observe the outward behaviour…
The third largest supermarket in UK, J Sainsbury plc (Sainsbury’s) has been founded in 1869, and currently has 890 stores that consist of 547 supermarkets and 343 convenience stores. The company has 150,000 employees and serves more than 19 million customers a week (Company Overview, 2011, online). Sainsbury’s operates mainly in three segments (J Sainsbury’s plc, 2011, online): supermarket and convenience retailing; Sainsbury’s Bank joint venture financial services; Property investment through British Land joint venture and Land Securities joint venture. Sainsbury’s has a range of stakeholders to deal with. A stakeholder can be defined as “someone who has invested money into something, or has some important connection with it” (Chorley et al, 2008, p.2). According to Kozami (2002) stakeholders can be divided into two categories: internal and external. An internal stakeholder for the company is someone who works for the company and therefore is interested in various aspects of the business. External stakeholder, on the other hand, is someone who is interested in the performance and other aspects of the business, even though the individual does not work for the company. Sainsbury’s internal stakeholders include shareholders of the company, managers at all levels and other employees of the company. External stakeholders of Sainsbury’s, on the other hand, include customers of the company, its numerous suppliers, and the local communities, as well as governments Sainsbury’s operates in. At has also to be mentioned that Sainsbury’s internal stakeholders can be external stakeholder of the company at the same time. For example, Sainsbury’s employees who also happen to be local residents are the type of individual who are internal and external stakeholders at the same time. Effectiveness of Sainsbury’s Communication Strategy Sainsbury’s communication strategy comprises most of the elements of popular communication strategy that include advertisement, letters, newsletters, oral communication, company magazine, formal…
Today increasing numbers of businesses are entering in various forms of strategic alliances with various parties in order to increase their efficiency and market share in one way or the other. It has been stated that “strategic alliances are cooperative agreements between firms that go beyond normal company to company dealings. Alliances and/or cooperative agreements can involve joint another’s products or joining forces to manufacture components or assemble finished products” (Aswathappa, 2011, p.383) It is clear that parties engage in strategic alliances because they expect to get substantial benefits from the partnership. However, the actual success of the partnership depends on many factors, including aims and objectives of the parties, the nature of their alliances, the culture between the companies entering in alliances and others (Das, 2010). This article represents a critical discussion of the viewpoint according to which strategic alliances, in all forms are beneficial to the parties involved. The article starts with discussing the essence of strategic alliances making distinctions between its various forms. Then the benefits of strategic alliances are described by referring to the real life examples in the global marketplace and discussing the issue in a greater detail. Moreover, the article also includes analysis downsizes of strategic alliances exploring the reasons for these downsizes, as well as formulating recommendations about how negative effects of strategic alliances can be avoided. Essence and Forms of Strategic Alliances Hitt et al (2009) state that the reasons why companies form strategic alliances include reducing the level of competition, enhancing the level of competitiveness, obtaining access to resources, taking advantage of competitive edge of strategic partners, and promote innovation. Reuer (2004), on the other hand, adopts simplistic approach when explaining the essence of strategic partnerships comparing alliances to the marriage between two people. This comparison may not fully reflect…