Impact of e-commerce strategies on Easyjet Sales The WritePass Journal

Impact of e-commerce strategies on Easyjet Sales Introduction: Impact of e-commerce strategies on Easyjet Sales Introduction:Approaches focussed:Divisions of approaches and applies: Merits and demerits of approaches:ConclusionReferenceRelated Introduction: Easy jet is an European airline which was launched in 1995 by its founder Greekcy Priot   Stelios Haji-Loannou. It was started with two wet leased Boeing like 737-200 aircrafts and today it operates 196 aircrafts with 20 buses all over around the Europe. It carried 45.2 million passengers in the year of 2009 which made it as a second largest low cost European airline behind Ryanair. In 2002, Easy jet bought London Stansted based Go airline  £ 374 million (easy-jet.com). Go was the low cost scheduled passenger airline which provides service within the Europe. The main reason behind this acquisition was profitable and established airline with strong growing aspects that reveals a year to year increase of 232 per cent. Nearly 90% of sales in Easy jet are online from this website. There are two significant features based on its success are: low price and E- commerce strategies .The purpose of this Easy jet‘s, online the presence of information’s and procedures to sketch and propose suggestion on the progression involved in creating a booming online presence( David Cynthia1999). Apart from this it will define its approaches for its significant success of industry. In this paper, we will first discuss about the approaches and it applies. Then based on PESETEL framework we will find out the reason for applying. And in final the merits and demerits approaches in order to discuss about the alternatives approaches for easy jet. The above figure shows out about the airlines point which tells the increasing and decreasing of online analysis. As airline industry it was first an upstart one which later tipped to be failed later (Johnson, Scholes Whittington 2008). An online pamphlet website is debatably best than anything. For instance, to attain more profit many organizations presence the society, community, discussion and contented into Easy jet online website [1]Camerer, C, (1985),. No wonder that, easy jet online sales strategy has made a significant success. Based on this success strategy we will see the two main approaches which are used in this research are: internal company and external company. This approaches precepts more preparation, planning and ideas with precise and clear understanding to reach the perfect goals of company strategy. In order to bud a better online sales we need to concentrate in certain task like forecasting, ease of steering, a well-built reception, implementing text with suitab ility for web, advertising , testing and accessing the goal for   success way. Approaches focussed: For example, the internalities of company can be focussed in terms by (i) Direct sales approach (ii) website designs and merges. Whereas   the externalities of companies like (i) density (ii) attraction of point to point networks towards consumers (iii) increasing in confidentiality and (iv) strong intense towards brand and advertising. Based on the above approaches we can define the following aspects into ten divisions. Divisions of approaches and applies: First of all Easy jet concepts is to provide a low fare for the route and optimise the saving cost methods. This is the main advantages for the easy jet in terms of comparison with other competitors because it does not consists of any luxury acts in terms of high class seat and all it just provides everything in a simple pricing structure. For example, if you book the tickets earlier you need to pay less. This attracts the consumers in terms of gaining a sensible price( Tony Morden 1993). Secondly, selling the tickets in online reduces the customers to get rid of from the counter because they are booking the tickets through email. So just an confirmation number is needed on screen, so that more complex issues in fulfilment of sales to distribution or warehouse, logistics to worry about the sale that had happened (Pritchard, 2002). Thirdly, Easy jet does not utilize outsourcing approach as it applies a direct sales strategy. For example, the customers directly pay with the payments so no commissions and intermediaries problems in terms of extra pay so that, the increases in sale of internet pay will be more than before at the same time. Fourthly, the website designs are appropriate. For example, it is mentioned in the case study that orange colour is necessary for the convenience of customers. This can avoid the wrong booking date and spell by the customers in rather terms of implying the correct low cost ticket( Pritchard , 2002); instead of high design the website mainly focuses on the speed and simplicity so that , they can efficiently provide good services to the customers. The below figure tells the seat rates when the customers books ticket earlier. These are also efficient in customer service. Fifthly, Easy jet pushes out the sales percentage of an internet penetration through the way of carrots and sticks. Carrot means to attract the customers in the guise of discounts and inventory which were booked in a online. Stick means to restrict the flights available to customers on a phone which applies a simple price structure. The more the early they book the less will the cost for the tickets. This provides a milestone like millions seats which were sold online to attract the consumer.   Sixthly, the customers confidences are increased when they book in the online it ensure the security to the data. This reaches the high brand in terms of awareness with consumers and supported by innovative advertising ( Easy jet 2002) . To ensure such type of the security we have to store the customer data in a web platform (Pritchard, 2002).   Seventhly, Easy jet applies to the Microsoft technologies which are more convenient, affordable, ease and focusing resources on a single skill to support the business need. Eighthly, Easy jet merged with go and working on full support in order to jump it as a transaction volume. It applies a great stress and capacity planning to ensure its ready in terms of volume (Pritchard 2002). Ninthly ,According to Easy jet annual report of 2002/2003 it utilise the dense point to pint the network with link major airports with an large attachments areas , so it remains in high level frequency for business and leisure travellers. In this consumers will be more for online booking. Finally, Easy Jet is busy working on intranet projects discussion forums, feedback forms, so the senior managers know about staff’s intensity (Pritchard, 2002). This approach makes employee relations in an effective way and void industrial action (e.g. Cabin Crew strikes) and interrupted operations. Over view of PESTEL analysis: Political factors: it decides the deregulation of European flight market in 1997, theResult for this is any airline can operate any route within the European Union. Before, the market for flight was largely controlled by the governments of European countries, trying to secure their respective national carriers market share (Geiger et al., 2009). According to The Times, the development of freedom of movement and trade in the European Union has led to greater levels of completion on European routes coupled with increased movement of people. These enable Easy Jet to offer the route between any point in the European Union. For example the countries like Iraq with an unstable political Environment may cause restrictions and the uncertainty of air travellers; the United Kingdom and European countries have a stable political environment. Economic factors: Back to 1998 the Easy Jet applied E- commerce strategy, as the world economy grew and the development of global economy, the demand of air travels increased rapidly. But the cost of fuel has increased recent years, therefore efficient financial management of fuel reserves including trading with options and futures is getting more and more important to keep cost down and be competitive in the market place. And because the global economy recession, the air travel is affected, but on the other hand easy Jet focus on Low cost strategy which became attractive to travellers. Social factors: Lifestyle, tastes and fashions are all changing; customers require opportunities to visit new and interesting, haul, destination (Oxford IS, 2010).Because of this economy recession the number of unemployment has increased and the bargaining power as an employer has increased. So low fare air travel has a significant travellers. So it is important to ensure customer comfortableness. Technological factors: There are two main technology issues involved: modern aircraft and Internet technology. According to the Times, modern aircraft are safer and economic to run in cheap as possible. With the development of Internet, airlines can easily realize direct Sale approach, and also it takes benefits to both customers and the company. For the customers, it would be efficient and easy to purchase the tickets and confirm through email. In same time we can book hotels and other things. As a result, it improves the customer satisfaction in terms of convenience. Environment factors: The company needs to pay attention to the noise pollution control and energy consumption control that required by the government, and it may increase the operation cost. Consumers are becoming aware of the environmental impact of their actions (British Airway, 2009) and it started to get increase among them. So the failure of adopting a protect environment strategy may affect the company income and reputation. Legal factors: According to Open Skies Agreement (AEA, 2009), it provides the opportunity for airlines freely transport between the European Union and the Unite State. It increases the opportunity for easy Jet to expense the network and attract more travellers. The recognition of trade unions and industrial action (e.g. Cabin Crew strikes) is an important issue the company needs to pay attention to. So it is necessary for the company to know the feeling of staffs to remain good employee relations. Through the PESTEL analysis we can find that the approaches of Easy Jet has used in the creation of online sale which are suitable for the vision of the company. This develops the strength of largest low cost airline in European country (Easy Jet, 2003). Merits and demerits of approaches: Figure 1 and 2 illustrates the financial performance of Easy Jet since 2000 to 2010. The strategies applied have made a positive impaction on the sales and the number of passengers’ increases every year, especially in 2003 after merging with Go. I think there are five main advantages by applying the approaches: more customers, customer satisfaction, wider geography, high efficiency and cost saving. Through the low strategy planning the Easy jet wins in terms of quality. To access the online booking of Easy jet it is very simple and also customer can book hotel and transport through this website while booking the tickets. It offers a better and convenient service to customer which can increase the customer satisfaction. As Easy Jet maximize the using of e-commerce, it enables a wider geography for the tickets that can be booked online.. For example, customer can get all the travel information such as time, price, and so on the Internet, so the call centre agent does not need to cover each Item for every customer. It saves the workload of the company and makes more efficient. As this applied for the direct sale approach and the majority sale of tickets is through Internet, the cost for operation is been decreased. It needs not to be re-located to a larger facility .Through these approaches we have made a big success but there are some disadvantages which needs to pay attention like offer of low fare tickets, fuel prices increase, and this will affect the profit from the increased fuel costs. As we know, 90% of sales are generated from its website, so Internet and information system play a very important roles for the sale. It will be a disaster if the system crash or customers cannot access Internet, as the company would face big loss and impact the reputation of company. To void such disadvantages, the alternative approach is to reinforce the distributors to balance the ticket sale approaches. Instead of direct sale and sale most of the tickets through Internet, Easy jet can apply outsourcing strategy to corporate with intermediaries. With a balance tick ets sale system, the risk and loss will be minimized when the internet system does not work. Conclusion Thus from the above case study and analysis we conclude that   Easy Jet has become one of the largest low cost airlines in Europe with 90% sale online. And through this case study, we can also notice that information system has a significant impact on the process of strategy management. Based on the case study, we can conclude that there are three aspects that information system affects strategic management: reach new customers, Easy Jet applied online ticket sail which helps to reach wider geography customers. The business information is processed efficiently and lower cost for the operation change the industry structure, the fast and accurate information can affect the industry structure, especially when high information content is required. For instance, the information system does not need to establish new call centres for the increasing sale. So the provision of effective information system is therefore an important part of the corporate strategic task (Lynch, 2006). Reference Camerer, C, (1985), â€Å"Redirecting Research in Business Policy and Strategy†, Journal of Strategic Management, Volume 6. Harvard business review. (1999). Corporate strategy . Harvard business school press Johnson, G. , Scholes, K. Richard Whittington (2008). Exploring Corporate Strategy. 8th ed. Harlow: Prentice Hall. Pearson Education. Lynch, R. (2006). Corporate Strategy. 4th ed. Harlow: Prentice Hall. Easy Jet. (2011). Easy Jet to become North West’s largest airline – Over 4 million passengers a year.easyjet.com/EN/News/largest_airline_in_the_north_west.html. Accessed 27.02.11. Easy Jet. (2011). Low cost, care and convenience. http://corporate.easyjet.com/en/about†easyjet.aspx. Accessed 27.02.11. The Times. (2011). Economic conditions. thetimes100.co.uk/theory/theory†Ã¢â‚¬ economic†conditions†Ã¢â‚¬ 362.php. Accessed   28.02.11. Oxford Information Services. (2010). An analysis of British Airways Marketing Environment. coursework.biz/Essays/University/Business_Studies/115/. Accessed 28.02.11. British Airways. (2009). Strategic Report 2009. scribd.com/doc/23329171/British†Airways†Strategic†Plan. Accessed 02.03.11. Reachlive. (2002). Interview with Simon Pritchard of easyJet. reachlive.net/interviews/Q4†02/Simon_Pritchard.htm. Accessed 02.03.11 Tony Morden (1993).Business strategy and Planning. McGraw- hill book company ltd. [/level-freee-rstricted]

An English Language Dialogue About Prescriptions

An English Language Dialogue About Prescriptions Students and teachers can use the following short description of prescriptions in order to expand and check common English usage of terms relating to medical prescriptions, as well as treatments.   A prescription is written by a doctor to give patients medicine needed to alleviate symptoms or stabilize a medical condition that might be chronic in nature. The prescription is written by a physician in order to tell the pharmacist which medication is required. These often include a number of prescription abbreviations. Prescriptions vs. Recommendations Prescriptions are used for medications that a doctor feels is necessary for treatment. These are legal documents that are required in order to receive medicine which is prepared by the pharmacist in a pharmacy. Recommendations, on the other hand, are courses of action that a doctor feels will be helpful for the patient. These could include simple daily tasks such as taking a walk or eating more fruits and vegetables.   Dialogue: Giving A Prescription Patient: †¦ what about the problems Ive been having sleeping?Doctor: Im going to give you a prescription for some medicine to help you get a better nights sleep. Patient: Thank you doctor.Doctor: Here, you can get this prescription at any pharmacy. Patient: How often should I take the medicine?Doctor: Just take one pill about 30 minutes before you go to bed. Patient: How long should I take them?Doctor: The prescription is for thirty days. If youre not sleeping well after thirty days, Id like you to come back in. Patient: Is there anything else I can do to help me sleep at night?Doctor: Dont worry so much about things at work. I know, I know... easier said than done. Patient: Should I stay home from work?Doctor: No, I dont think thats necessary. Just remember to stay calm. Understanding Prescriptions Prescriptions Include: Patient identifier: first and last name of the patient, as well as the date of birth (DOB)Medication (also named drug): The medicine that is prescribed  Strength: How strong the medication prescribed is (50 mg, 100 mg, etc.)Amount: How often the patient should take the medicineHow much: Number of pills, tablets, etc. provided  Frequency: How often the patient should take the medicine  Route: How the patient should take the medicine (by mouth, topical, sublingual, etc.).  Refills: How often the prescription should be renewed  Signature: Signature of the physician writing the prescriptionDate: The day on which the prescription was written Key Vocabulary amount how muchchronic recurring, happening again and againdrug idiomatic term used to refer to medicineeasier said than done not easy to dofrequency how often something is done  medical condition illness, sickness, diseasemedication medicinepatient identifier information that identifies a patientpharmacist person who has a license to prepare medications for patientspharmacy licensed store which sells medicine that requires a prescriptionphysician doctorprescription order from a doctor for medicineto refill to provide medicine again based on a prescription  route how medicine should be takenstrength how strong the medicine issublingual under the tongueto alleviate to make easier, to relieveto get a good nights sleep to sleep enough to feel restedtopical placed on the skinto stabilize to make regular  to stay calm to be relaxed  to take a pill to take medicine by mouth

Equity and trust Essay Example | Topics and Well Written Essays - 2750 words

Equity and trust - Essay Example A discretionary trust is a kind of trust, and it can prevail only if a trustee has the core Trust obligation1. For instance , if a settlor creates a trust for the benefit of John Smith with a trust fund of say ? 10,00,000 by appointing Abraham Lincoln as its trustee and to pay any unspent money in that trust to John Smith after 20 years . He also stipulates that within the 20 year, Abraham Lincoln can spend all or any of the trust fund and its income to all or any of the Settlor’s kids or grand kids. The above fall under discretionary trust as John Smith has the authority to decide how to distribute the trust funds for the advantage of the Settlor’s kids or to Abraham Lincoln himself. A fixed trust is one where the trustee may not have any power to select how to divide the trust funds other than the specified beneficiaries2. ... of beneficiaries for whom the trust is meant for and is also known as â€Å" given postulant â€Å" check.4 In IRC v Broadway Cottage Trust5, it was held that so as to fulfil the test of certainty of objects, a whole record of the donees should be recognised failing which the trust would be declared as void or the test is continued to be applicable, particularly for a fixed trust6. In McPhail v Doulton7 , Bertram Baden, as a settlor vested some assets to trustees to divide the income in their complete authority, to employees both present and past of Mathew Hall & Co Ltd or their dependants or relatives. The main issue was whether trust fulfilled the litmus test for certainty of objects and whether it is just a power or a trust8. McPhail case is relating to a discretionary trust where trustees have a crucial obligation to use their discretion to offer benefits to beneficiaries which has been assigned by the settlor to the trustees, and it is not â€Å"just power† given to the trustees by a settlor. Further, the main objective of the discretionary trust is to safeguard both the income and the capital of the fund and as a result, the beneficiaries derive benefits from the outcome of the Settlor’s profligacy. Moreover, discretionary trust is being mainly planned as a tax-avoidance method by making the rights of the beneficiaries under the discretionary trust as vague as those rights are designed more arduous to tax9. In Re Gestetner Settlement10 case, a trust was established for the members of a â€Å"specific class â€Å"as the trustees may choose the beneficiaries as they deem fit from that specified class. IRS argued that the trust was void due to uncertainty, and it was held that under discretionary trust, the trustees have such authority to decide or identify the

System Implementation At Red and Hot Chinese Restaurant Assignment

System Implementation At Red and Hot Chinese Restaurant - Assignment Example HACCP is in line with the ISO 9000 standards in terms of ensuring safe restaurant kitchen operations. It is based on the seven principles recommended by the US National Advisory Committee on Microbiological Criteria for Foods (NACMCF). It is defined as a system of controls and documentation designed to minimize the potential for food-borne illness due to pathogens or the physical or chemical combination. (Baraban and Durocher, p. 134) It addresses all biological, chemical and physical hazards and how to identify and control/prevent them. Food safety has become an important public policy issue because of concerns about food-borne illnesses and how consumers have increasingly sought ways to lead healthful lifestyles. (Engle and Quagrainie 2006, p. 151) As a result, authorities are increasingly requiring for food establishments and food handlers to have control on sanitation procedures. Some countries are even formulating laws that are related to food safety and the HACCP system. The entire HACCP processes look and appear very technical and complicated, but the truth is that it is an extremely systematic way of ensuring that food is produced in a kitchen is safe. Based on initial research, the HACCP system is a recognized as a worldwide standard in food safety, adopted by various food and hospitality establishments such as hotels, restaurant, ships, and so forth. While there is no formal HACCP system in place at Red and Hot Chinese Restaurant, this does not mean that there is no food safety strategy in place. I found this out, among other important facts about the restaurant, after I conducted a series of interviews with the Kitchen manager, several cooks, stewards and food servers. I have asked a set of questions which determined the staff’s knowledge and actual experience with the HACCP model and how it works.  

Cinderella Syndrome Essay -- essays research papers

Cinderella Syndrome I think the time has come for someone to write â€Å"Cinderella: The Sequel.† How did we get here? In 1697, French writer Charles Perrault updated an age-old fairy tale about a young woman named Cinderella to appeal to his contemporaries, French nobility and bourgeoisie. So many of the early versions of the tale boasted a very resourceful young woman who played an active role in her destiny. Perrault, however wrote his Cinderella as a well-mannered, docile, selfless women who would fit seamlessly with the ideal 17th century upper-class society. Historically, fairy tales have reflected the values of society in which they were written or revised mirroring its preoccupations, obsessions, ambitions, and shortcomings. What do these updates say about our culture’s view of women and marriage? It was this version that Walt Disney made famous in the 1950’s and to which feminists strongly reacted to in the 1960’s and 1970’s and ultimately co-opting the story to their own needs. What do these updates say about our culture’s view of women and marriage? In her famous poem, â€Å"Cinderella, Ann Sexton mocks the happily ever after. â€Å"Cinderella and the prince lived, they say, happily ever after, like two dolls in a museum case that was never bothered by diapers or dust.† Today’s teenage girls have been brought up by women who read Sexton and her peers and who have taught their daughters that they can want it all, marriage, career, family. But can they have it all? I feel that ...

Grievance Redress Mechanism in Government

GRIEVANCE REDRESS MECHANISM IN GOVERNMENT GRIEVANCE REDRESS 1. 1Â  Grievance Redress Mechanism is part and parcel of the machinery of any administration. No administration can claim to be accountable, responsive and user-friendly unless it has established an efficient and effective grievance redress mechanism. In fact, the grievance redress mechanism of an organization is the gauge to measure its efficiency and effectiveness as it provides important feedback on the working of the administration. I. (A) STRUCTURE OF GRIEVANCE REDRESS MACHINERY AT APEX LEVEL The grievances of public are received at various points in the Government of India .There are primarily two designated nodal agencies in the Central Government handling these grievances. These agencies are:- (i)Â  Department of Administrative Reforms and Public Grievances, Ministry of Personnel, Public Grievances & Pensions (ii)Â  Directorate of Public Grievances, Cabinet Secretariat Department of Administrative Reforms & Public Grievances 2. 1Â  Department of Administrative Reforms & Public Grievances is the nodal agency in respect of policy initiatives on public grievances redress mechanism and citizen centric initiatives.The role of Department of Administrative Reforms and Public Grievances consists primarily to undertake such citizen-centric initiatives in the fields of administration reforms and public grievances in the Government so as to enable the Government machinery to deliver quality public services to the citizen in a hassle-free manner and eliminate the causes of grievance. 2. 2Â  The grievances received by the Department are forwarded to the concerned Ministries/Departments/State Governments/UTs, who are dealing with the substantive function linked with the grievance for redress under intimation to the complainant.The Department ‘takes up’ about 1000 grievances every year depending upon the seriousness of the grievance and follows them regularly till their final disposal. This enables the Department to evaluate the effectiveness of the grievance redress machinery of the concerned government agency. 2. 3Â  On the basis of the grievances received, Department identifies the problem areas in Government which are complaint-prone. These problem areas are then subjected to studies and remedial measures are suggested to the Department/Organisation concerned. Directorate of Public Grievances (DPG) . 1Â  Based on the review of the public grievances redress machinery in Government of India carried out in 1987, the Directorate of Public Grievances was set up in the Cabinet Secretariat with effect from 01. 04. 88. This Directorate was set up initially to look into individual complaints pertaining to four Central Government Departments which were more prone to public complaints. Subsequently, more Departments having larger public interface were added to its purview and presently this Directorate is handling grievances pertaining to 16 Central Government Organisations . . 2Â  The Directorate was envisaged as an appellate body investigating grievances selectively and particularly those where the complainant had failed to get redress at the hands of internal machinery and the hierarchical authorities. Unlike the Department of AR&PG, Directorate of Public Grievances has been empowered to call for the files and officers for discussion to see that grievance handling has been done in a fair, objective and just manner.Wherever the Directorate is satisfied that the grievance has not been dealt in such a manner, it makes suitable recommendations for consideration and adoption by the concerned Ministry/Department which are required to be implemented within a period of one month. 3. 3Â  The empowered and enlightened citizenry of today is far more demanding and the government, therefore, has to develop, evolve and enable itself to meet the evolving demands of the society that it has to serve. The society oday is impatient with the old system of governance which is not coming up to its expectations. To them, a government employee is perceived as insensitive, aloof, corrupt and overall the administrative system as autocratic, opaque and with no work culture 3. 4Â  This requires a paradigm shift in governance to a system where the citizen is in the center and he is consulted at various stages of formulation and implementation of public policy. To achieve this objective, India needs a public service which is capable, innovative and forward looking.The traditional role of civil service which was of administrator, service provider and controller of development activities has to make way for the new roles of facilitator and regulator so as to create best environment and conditions in the country for building a nation of excellence. 3. 5Â  Department of Administrative Reforms & Public Grievances is the nodal agency in Government of India for formulation and implementation of such policies and strategic initiatives so as to enable and equip the government machinery to meet the challenges involved in achieving this objective. . 6Â  Department of Administrative Reforms and Public Grievances is the driving engine of reforms in administration and governance. The Department proposes to introduce and lead Change to establish a public service of quality, efficiency, integrity and effectiveness and modernize the public service. It is the nodal agency in government for facilitating administrative improvements and reengineering of processes across the government. Citizen’s Charter initiative, Public Grievance Policy, Quality Management in Government, e-Governance, Review of Administrative Laws etc.Documentation and Dissemination of Best Practices, Organisation & Methods, Information & Facilitation Counters, Civil Services Reforms are some of the areas under the ambit of Department of Administrative Reforms & Public Grievances. 3. 7Â  Following are the necessary conditions for successful implementation of any reforms ag enda: –Â  Political mandate –Â  Committed and strong executive –Â  Willingness and capability to take on vested interests in the system II. (A) PUBLIC GRIEVANCE REDRESS MECHANISM IN CENTRAL GOVERNMENT MINISTRIES/ DEPARTMENTS/ ORGANISATIONS 4. Â  The Public Grievance Redress Mechanism functions in Government of India on a decentralized basis. The Central Government Ministries/Departments, their attached and subordinate offices and the autonomous bodies dealing with substantive functions as per Allocations of Business Rules, 1961 have their respective grievance redress machinery. An officer of the level of Joint Secretary is required to be designated as Director of Grievances of the Ministry/Department/Organisation. The role and functions of Directors of Grievances are given in Department of Administrative Reforms and Public Grievances O.M. no. 1/PLCY/PG-88(7) dated 01. 03. 1988. This inter alia empowers the Directors of Grievances to call for files/reports an d take decisions or review decisions already taken, in consultation with Secretary/HOD even in those areas which do not fall within his/her domain/charge. 4. 2Â  The functioning of Public Grievance Redress Machineries in various Ministries/Departments/Organisations is regularly reviewed by a Standing Committee of Secretaries under the Chairmanship of Cabinet Secretary with Additional Secretary Department of Administrative Reforms and Public Grievances as member-secretary. . 3Â  With a view to ensure prompt and effective redress to the grievances, a number of instructions have been issued by Department of AR&PG from time to time which, inter alia include:- (a)Â  Observe every Wednesday as a meetingless day in the Central Secretariat Offices when all the officers above a specified level should be available their desks from 1000hrs. to 1300hrs. to receive and hear public grievances. Field level offices having contact with the public have also to declare one day in the week as a meet ingless day. b)Â  Designate a Joint Secretary level officer as Director of Grievances including in autonomous bodies and public sector undertakings. (c)Â  Deal with every grievance in a fair, objective and just manner and issue reasoned speaking reply for every grievance rejected. (d)Â  Analyse public grievances received to help identification of the problem areas in which modifications of policies and procedures could be undertaken with a view to making the delivery of services easier and more expeditious. e)Â  Issue booklets/pamphlets about the schemes/services available to the public indicating the procedure and manner in which these can be availed and the right authority to be contacted for service as also the grievance redress authority. (f)Â  Pick up grievances appearing in newspaper columns which relate to them and take remedial action on them in a time bound manner. Issue rejoinders to newspapers after investigation in cases which are found to be baseless and/or damagin g to the image of the Organisation. g)Â  Strengthen the machinery for redress of public grievance through, strictly observing meetingless day, displaying name designation, room number, telephone number etc. of Director of Grievances at the reception and other convenient places, placing locked complaint box at reception. (h)Â  Set up Staff Grievance Redress Machinery and designate a Staff Grievance Officer. (i)Â  Include the public grievances work and receipt/disposal statistics relating to redress of public grievances in the Annual Action Plan and Annual Administrative Report of the Ministries/Departments. j)Â  Fix time limits for disposal of work relating to public grievances and staff grievances and strictly adhere to them. (k)Â  Acknowledge each grievance petition within three days of receipt, indicating the name, designation and telephone number of the official who is processing the case. The time frame in which a reply will be sent should also be indicated. (l)Â  Constitu te Lok Adalats/Staff Adalats, if not already constituted, and hold them every quarter for quicker disposal of public as well as staff grievances and pensioners’ grievances. m)Â  Constitute a Social Audit Panel or such other machinery, if not already constituted, for examining areas of public interface with a view to recommending essential changes in procedures to make the organization more people-friendly. (n)Â  Establish a single window system at points of public contact, wherever possible to facilitate disposal of applications. (o)Â  Indicating telephone/fax number of the officer whose signature over a communication regarding the decision/reply is to issue to the petitioner. p)Â  Monitoring of grievances in organisations under Ministries/Departments on a monthly basis. (q)Â  Publicising the grievance redress mechanism through the print and electronic media. (r)Â  Review of receipt and disposal of grievances by Secretaries of Ministries/Departments in the weekly meetin gs taken by them. (B) TYPES OF PUBLIC GRIEVANCES 5. 1Â  An analysis of grievances received in Department of Administrative Reforms & Public Grievances and Directorate of Public Grievances has revealed that the majority of grievances related to inordinate delay in aking decisions, extending from several months to several years and refusal/inability to make speaking replies/disclose basic information to the petitioners to enable them to examine whether their cases have been correctly decided. It is observed that, had the concerned organizations expeditiously and appropriately dealt with the grievances in the first instance, the complainants would not have approached Department of Administrative Reforms & Public Grievances/Directorate of Public Grievances. (C) SYSTEMIC PROBLEM AREAS 6. Â  There are rules, regulations, instructions which are archaic and aimed at shifting the work towards citizens. Slackness in administration, low morale of the services, inherent inertia, absence of in centives, lack of proper authority and accountability are the delay-breeders and the delay is the major factor that generates the grievances. These factors need to be tackled properly through systematic changes. Prevention is better than cure. On these lines, the best method to redress a grievance is not to allow the grievance to arise at the first instance.Even the redress of a grievance, that arose on account of delay, is also delayed as is revealed by the analysis of grievances according to which on a average six months are taken to redress a grievance. 6. 2Â  Many a times Departments/Organisations are found to avoid taking appropriate decisions by resorting to rejection without application of mind, not taking appropriate interest in functioning of subsidiary offices/linked autonomous organizations, and emphasize on disposal and not on the quality disposal.Decisions taken earlier are reiterated without subjecting the cases of independent examination. There is an inertia to revie w decisions taken by down-the-line functionaries. In many cases Departments/Organisations justify the delay and continue with their inability to take decisions by putting the onus on another agency or on the petitioner. Many a times, the actual cause of grievance lay in internal inefficiency of the system and failure to identify simple systemic solutions. It is also observed that the time norms set by Departments for providing services were not being adhered to in many cases. . 3Â  There is no doubt that grievances continue to arise because of a high systemic tolerance for delay, poor work quality and non-accountability in every day performance of functions. Failure to review archaic, redundant and incongruous rules, policies and procedures and to initiate simple, workable systemic changes is another cause for grievance generation. However, Departments and Organisations, which work with policies and procedures on a day-to-day basis, do not appear to have developed the ability to co ntinually look ‘within’ and identify deficiencies.All these factors have ensured that grievances, once arisen, many a time do not get resolved in ‘normal’ course and need intervention at the highest administrative level. 6. 4Â  Slackness in efficient functioning of ‘Directors of Grievances’ is identified as one of the prime cause for continuing delay in redress of grievances. Poor work quality, non-accountability in everyday performance of functions and failure to systemically review policies/procedures and suggest systemic changes are other important causes.In most Ministries, Departments and Organisations, the mechanism of Director of Grievances is not functioning as per the mandate prescribed. (D) Focus Areas 7. 1Â  In this context, it is the need of the time that the Government should review its pledge of providing hassle-free public services to the citizens by focusing on systemic changes to minimize the grievances in Government domain. In order to achieve this objective in a focused manner, it is necessary to evolve a multi-pronged strategy to be implemented in a time-bound and effective manner.Keeping in view the various factors involved in grievance redress issue, following areas need focused attention : 7. 2 Performance Review – Foreseeing areas of dissatisfaction (a)Â  To review processes, functions etc. in the organization and to cast them pro-actively in a manner that would foresee areas of dissatisfaction, identify activities where transparency, equity, prudence and propriety are compromised, interventions that can help achieve better outcomes, improve satisfaction of internal and external stakeholders. b)Â  An annual review of laws, rules, regulations, instructions and procedures be carried out with a view to simplify the procedure making the administration more transparent, accountable and citizen-friendly. Information Technology should be employed in re-engineering of governmental processes in o rder to improve efficiency and effectiveness and ensuring transparency and accountability. 7. 3 Identification of Grievance Prone Areas and Analysis (a)Â  Identify areas susceptible to corruption and/or grievance generation and conduct work audit of such areas.In addition, consider external/social audit in areas of very high public interface, with the aim of identifying wrong doers and improving processes and systems. Involve NGOs in the exercise. (b)Â  Analyse the nature and causes of grievances with the aim of identifying systemic deficiencies in laws, rules, regulations, policies, instructions, work practices and procedures, and effecting systemic changes to remove/correct these deficiencies. The Directors of Grievances be the nodal officers for such purpose. The analysis should be conducted in the month of April every year and studies of identified grievance prone areas be undertaken.Recommendations made in the studies should be implemented by December of that year so as to br ing systemic changes and remove the Causes of grievances. (c)Â  Fix responsibility in each and every case of delay, default or dereliction in performance of every day duties on failure to deliver services, and take disciplinary action to avoid recurrence. This will send a clear signal that in the event of failure to perform duties or deal appropriately with grievances within the time frame norms prescribed, a real possibility of having responsibility fixed on one’s shoulder exists.Consider the feasibility of prescribing specific penalty clauses in such cases. 7. 4 Citizen’s Charter Formulation and effective implementation of Citizen’s Charters, which should, inter-alia, include disclosure of time norms for providing various services to the citizens/clients and details of all levels of grievance redress machinery that may be approached. 7. 5 Information & Facilitation Counters (IFC) Setting up and effective operationalisation of IFC’s civic society may be involved in the functioning of IFCs to make them citizen- friendly and effective. 7. 6 On Line Registration of GrievancesMake ‘Public Grievance Redress and Monitoring System’ (PGRAMS) software, operational with every Director of Grievances. This shall enable the Director of Grievances to immediately place the details of grievances received in a database (efficient ‘dak’ management) as well as record the fact whether he intends to monitor its progress, identify the section/division where it is being sent, etc. , generate the time taken in dealing with the grievance, enable review of pending grievances in the organisation or across the organisations, generate acknowledgements to complainants, conduct analysis etc.The system should also have the facility of on-line registration of grievances by the citizens and access to information on the status of his/her grievances. 7. 7 Prompt and Effective Redress of Grievances (a)Â  ll grievances should be necessarily acknowledged, with an interim reply within 3 days of receipt and redressed within 3 months of receipt in the Organisation. The same time limit should apply even if co-ordination with subsidiary offices or another Department/Organisation is involved. In such instances special efforts, to be suo moto disclosed when reports are called, should be made. b)Â  No grievance is to be rejected without having been independently examined. At a minimum, this means that an officer superior, to the one who delayed taking the original decision or took the original decision that is cause for grievance, should actually examine the case as well as the reply, intended to be sent to the grievance holder. (c)Â  Make the ‘Director of Grievances’ effective through the following inter-related steps: (i)Â  Secretaries/Organisational Heads ensuring that Directors of Grievances are fully ‘empowered’ in accordance with instructions to perform their role. ii)Â  All grievance represe ntations received in the Department/Organisation, either by mail, fax, e-mail to be invariably routed through Director of Grievances before they go to concerned sections/divisions. At this stage, Office of the Director of Grievances shall go through the representations and come to a prima-facie view regarding the gravity of the matter involved and decide whether it shall monitor the case or allow down-the-line functionaries to independently deal with it.Directors of Grievances should monitor and follow up at least 3 to 5 percent of grievances received to enable them to assess the efficacy of grievance redress mechanism. (iii)Â  Fix responsibility in each case of delay, default and dereliction of duty, identified by Director of Grievances, and take appropriate action against concerned personnel. In addition, consider feasibility of prescribing specific penalty clauses for such failures. 7. 8 Review and Monitoring of Grievance Redress MechanismEnsure meaningful review of the performa nce of grievance redress machinery of the Ministry/Organisation as well as that of attached/ subordinate organization by Secretary/ Head of the Department on a monthly basis. Review should also cover action against defaulters. III. ROLE OF REGULATORS, OMBUDSMAN AND LIKE BODIES 8. 1Â  An explosive issue today in context of public grievance redress is the pace and phasing of the movement towards open markets after the gradual abandonment of centralized planning model.The Government is today withdrawing from various service sectors traditionally monopolosized by it and private enterprise is moving in. This may lead to a scenario where the Government monopolies are replaced by even more vicious private monopolies or cartels in the absence of adequate regulation, enforcement and recourse to grievance redress. 8. 2Â  This has significant implications for the role of Government. The Government can not just abandon the interests of citizens to be taken care of by the market forces in area s of service delivery covered by the private sector.In the open market scenario, it is often the major stakeholders and players which define the cost, quality and mechanism etc. of service delivery. 8. 3Â  The Government therefore needs to put in place appropriate mechanisms in the regulatory authorities, ombudsmen and like bodies in such sectors so that the concerns of individual citizens are also accorded equal importance and weightage and are appropriately and effectively addressed. They should safeguard the interests of the common citizens and ensure that the grievances of the citizens are attended to promptly and effectively.

Comparison Between Brazil And Vietnam - 1200 Words

In order to compare and contrast business in Brazil and Vietnam is important to first understand the overviews of each country. The text Managing Cultural Differences begins to layout the historical, political, and economic culture of Brazil in the Latin America section of the book. The first inhabits of Brazil were labeled the Amerindians ( Moran,R.T., Abramson, N.R. Moran, S. V., Harris, P.R., 2014, Pg. 344). The Amerindians were able to develop empires from their basic civilizations and in doing so much of brazils current culture has those influences along with the influences of Europeans from Spain and Portugal. In contrast, Vietnam’s history of beginning is from a mixture of people from Indonesia and the IndoChina regions (Cima, 1987). Information on beginning is largely difficult to find because of the length of history of the country. However, we can see that both culture have similar cultures involved in the beginnings of the civilization both being of Asian desce nt. As a result, several of the business practices have many similarities which may be attributed to the common historical background. For Brazilians, relationships are key to conducting and functioning within business and among partnerships. â€Å"Brazilians feel that a good relationship must be in place before anything can be accomplished, and it is never a good idea to damage a relationship that is intact, even if it means not completing a task.† (Moran, R.T., Abramson, N.R., Moran, S.V., Harris,Show MoreRelatedSocioeconomic Effects of Coffee Trade on the Ethiopian Farmer1549 Words   |  7 Pagesmainly to increased coffee production elsewhere, notably Brazil and Vietnam. These nations have developed massive coffee industries and are recognized as fierce competitors to African nations. Though today’s market is highly saturated thanks to globalization, world coffee prices are still rising. Why is it that an increase in availability leads to an increase in cost? 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