Essay about Boris Yeltsin - 2067 Words

Boris Yeltsin We dont appreciate what we have until its gone. Freedom is like that. Its like air. When you have it you dont notice. Boris Yeltsin Yeltsin, Boris Nikolayevich, president of Russia, elected shortly before the breakup of the Union of Soviet Socialist Republics in 1991. Yeltsin, who was elected to a second term 1996, is a central figure in the transition away from communism in the former USSR and has dominated Russian politics in the last decade. Early Life #9;In 1930, Ignaty Yeltsin, a well-off peasant of Butka village was declared kulak. His mill and other valuables were seized by the state. Rumors have it that Ignaty either fled the village, or was sent to internal northern exile. 1931,†¦show more content†¦In 1977, Boris was ordered by the Kremlin to destroy the Ipatyev House, where the last tsar, Nicholas 2 was executed with his family, and the hose was demolished over night and the site was paved over with asphalt. In April 1985, Boris moved to Moscow, where he was elected the First Secretary of the Moscow City Committee. This position elevated him to the status of an alternate member of the Politburo of the Central Committee. This period of Boriss life is remembered by the citizens of Moscow, because of the renovation of Arbat (a historical street in downtown Moscow). Boris sharply criticized the Secretariat of the central committee, for its slow pace of reforms at the plenary meting of the central committee, in 1987. As a result, Boris lost his position in the Moscow committee and in the Politburo. He was hospitalized with heart trouble when the KGB, on the order of Mikhail Gorbachev, made him leave the hospital and escorted him to a plenary meeting of the Moscow city committee, where he was sacked. The next year, Boris was appointed first Vice Chairman of the state Committee on Construction (an obvious demotion). Yeltsin the Democrat #9;March 1989 became the turning point in Boriss career. He was elected to Congress of Peoples Deputies of the USSR from Moscow electoral district number 1, in the first multi-candidate parliamentary elections in the entire history of the USSR. One of the more popularShow MoreRelatedThe Fall of Russia Essay1348 Words   |  6 Pagesgovernment. Through the use of reforms many of these issues were cured but not overnight. Boris Yeltsin and his Prime Minister Yegor Gaidar implemented several policies while the economy was not moving well. Then Vladimir Putin would carry on reforms while making new ones or changing existing policies. How would these amendments affect the economy after the collapse of the Communist regime? In 1992, Yeltsin launched an economic reform program developed by Acting Prime Minister Yegor Gaidar. TheRead MoreCorrupt Politics, President s Escape And More For New Ukraine1273 Words   |  6 Pagesnot want NATO to expend since 1995, and John J. 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Constantine Gods Gift to Christianity - 1168 Words

Christians have been persecuted around the world for their faith during varying periods of time since the birth of the religion. Even today there are stories of Christians being killed or beaten severely at the hands of Hindu extremists in India or in places like China and North Korea. Yet Christianity thrives as the world’s largest religion. Persecution of Christians was especially brutal and widespread during the fourth century in the Roman Empire. Christians were tortured until they denied Christ or killed if they refused, their possessions, houses and buildings were confiscated and they were forced to observe pagan sacrificial traditions. Constantine the Great’s rise to power brought about tremendous change in Roman attitudes and laws from absolutely destroying Christians to accepting, protecting and even supporting the furthering of Christianity. Before Constantine became the sole ruler of the entire Rome Emperor â€Å"by the defeat of Licinius [in] 324†, he was the â€Å"sole Emperor of the West† (Ayers 277). Constantine’s predecessors, Diocletian in the West and Maximinus and in the East, were known for their brutality towards Christians. Under Maximinus, Christians were â€Å"burned at the stake, maimed, crucified, subjected to eye-gouging†¦ [and their] corpses were left lying in the streets for the dogs and vultures† (Johnson 163). Besides bring threatened with the loss of their own lives, Christians were also forced to watch as their possessions were confiscated. Eusebius sharesShow MoreRelatedIs Sunday the Sabbath? Essay980 Words   |  4 PagesGod changed the Sabbath from Saturday to Sunday. Sunday keeping was actually created by the man by the name Constantine. He was the first Roman Emperor to adopt Christianity. He changed the day of worship from God’s holy Sabbath day, Saturday, to Sunday. 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Dissertation Fast Food Restaurants Free Essays

string(62) " systems situated within an independent external environment\." ABSTRACT Organizational behaviour in fast food industry is an important area to analyze as fast food sector is growing rapidly. It has direct positive relation with organizational productivity. Around the globe, the penetration of fast food sector is enormous. We will write a custom essay sample on Dissertation: Fast Food Restaurants or any similar topic only for you Order Now A field study was conducted in order to evaluate the employees’ perception of various dynamics of organizational behaviour. The context selected was the fast food restaurants of Pakistan. A sample of 100 fast food restaurants’ employee was selected and data was collected using pre-printed structured questionnaires. The main data collection technique employed was factor loading using principle component analysis. It was performed on various constructs which were used to understand the organizational behaviour. The findings of this dissertation exerts organizational decision markers to focus on acceptance of change by managers and employees, being more responsive to customers’ suggestions, employees awareness about organizational mission, non-monetary appreciation by the colleagues and seniors, task prioritization, intra-team dynamics, workload adjustment, resource sufficiency, organizational justice in the form of fairness, imparting training to the employees, job relevant training to employees, provision of congenial work environment to employee, security at work place, coordination with employees, ensuring transparency while promoting people and elimination of biasness among employees. The accomplishment of these would have important bearings on overall organizational behaviour and will ultimately improve the productivity of the organization. Like many researches, this research also has some limitations. Future research should take in to account these short comings. Table of Conte nts ABSTRACT1 You can read also Classifications of Restaurants CHAPTER 1: INTRODUCTION OF DISSERTATION: AIMS AND OBJECTIVES OF DISSERTATION5 1-1: A Brief Account of the Area of Interest:5 1-2: Choice Rationale of the Thesis Research:6 1-3: Aim of the Dissertation Research:7 1-4: Fast Food Industry of Pakistan – the Context:7 1-5: Research Questions of Dissertation:8 1-6: Research Objectives of Dissertation:9 1-7: Nature of Research Output and Final Outcome of Dissertation:10 1-8: Structure of the Thesis:11 1-9: Chapter Summary:12 CHAPTER 2: REVIEW OF ACADEMIC AND SCHOLARLY LITERATURE13 2-1: Organizational Behaviour– An Imperative issue for Businesses:13 2-2-1: Culture:15 2-2-2: Change:16 2-2-3: Customer Orientation:17 2-2-4: Rewards and Recognition:18 2-2-5: Leadership/Supervision:19 -2-6: Fair Treatment of Employees:19 2-2-7: Job Characteristics:20 2-2-8: Training:20 2-2-9: Work Environment:21 2-3: Summary:22 CHAPTER 3: THEORETICAL FRAMEWORK OF THE DISSERTATION23 3-1: Theoretical Underpinnings – Rationale:23 3-2: Research A ims and Objectives:24 6. 1. 13-2-1: Background Discussion:24 6. 1. 23-2-2: Research Aims:25 6. 1. 33-2-3: Research Objectives:26 3-4: Summary:32 CHAPTER 4: DESIGN, METHODOLOGY AND METHOD(S) OF DISSERTATION RESEARCH33 4. 1: Nature of Research Endeavours:33 4. 2: Type of Research:34 4. 3: Reference to Sampling Frame:35 4. 4: Population Attributes and Sampling Design:35 4. 5: Decision on Sample Size:36 4. : Characteristics of Data Collection Instrument:36 4. 7 Pre-Testing the Data Collection Instrument:37 4. 8: Field Survey and Data Collection – Primary and Secondary Research:37 4. 9: Data Analysis and Report Writing:38 4-10: Summary of the Chapter:39 CHAPTER 5: FINDINGS AND ASSOCIATED DISCUSSION40 5. 1: The Pakistani Fast Food Sector – Context of Dissertation:40 5-2: Reliability Analysis:42 5 – 3: Review of Dissertation’s Aim and Associated Objectives:43 5 – 4: Demographic Profile of the Employees:44 5 – 5: Primary Data Analysis:46 5 – 6: Research Objective 1: To explore the employees’ perception of culture of fast food restaurants of Pakistan. 9 5 – 7: Research Objective 2: To explore the employees’ perception of change dynamics of fast food restaurants of Pakistan. 52 5 – 8: Research Objective 3: To explore the employees’ perception of customer orientation of fast food restaurants of Pakistan56 5 – 9: Research Objective 4: To explore the employees’ perception of leadership dynamic of fast food restaurants of Pakistan. 61 5 – 10: Research Objective 5: To explore the employees’ perception of rewards and recognition of fast food restaurants of Pakistan. 64 5 – 11: Research Objective 6: To explore the employees’ perception of job characteristics of fast food restaurants of Pakistan. 7 5 – 12: Research Objective 7: To explore the employees’ perception of fair treatment with employees among fast food restaurants of Pakistan72 5 – 13: Research Objective 8: To explore the employees’ perception of training among fast food restaurants of Pakistan75 Table 5 – 37 gives the rotated component matrix of training. It shows that two factor were extracted when factor loading was applied. The first was â€Å"number of trainings given to employees in last six months† (0. 959) and â€Å"number of trainings† given in last one month’ (0. 956). The factor could be termed as â€Å"recent training offered to employees†. The second factor extracted was loaded on two variables i. e. , â€Å"employees training on assessed needs† (0. 63) and â€Å"employees are trained to meet changes in job† (0. 873). The factor extracted could be named as â€Å"job relevant training†. 78 5 – 14: Research Objective 9: To explore the employees’ perception of work environment among fast food restaurants of Pakistan. 78 5 – 13: Summary:82 6-1: Conclusion of t he Dissertation:84 6-2: Recommendations:85 6-2-1: Recommendation 1: Change Dynamics:86 6-2-2: Recommendation 2: Customer Orientation:87 6-2-3: Recommendation 3: Leadership Dynamics:87 6-2-4: Recommendation 4: Rewards and Recognition:87 6-2-5: Recommendation 5: Job Characteristics:88 6-2-6: Recommendation 6: Fair Treatment with Employees:88 6-2-7: Recommendation 7: Training:89 -2-8: Recommendation 8: Work Environment:89 6-2-9: Recommendation 9: Culture:90 6-3: Limitations of Research:90 6-3: Future Research Opportunities:91 REFERENCES92 APPENDIX101 QUESTIONNAIRE102 CHAPTER 1: INTRODUCTION OF DISSERTATION: AIMS AND OBJECTIVES OF DISSERTATION This is the first chapter of the dissertation. It will contribute a brief overview of the dissertation topic. It will also contribute the aims and objectives of the dissertation research. Further to this, this chapter will underscore the final outcome of the dissertation along with dissertation structure. In addition to this, the chapter will also contribute the structure of the dissertation. The chapter will end with the summary of the chapter. 1-1: A Brief Account of the Area of Interest: The world is at the verge of transition (Adler and Gundersen, 2008). This exerts enormous pressures on managers to sharpen their skills with reference to dynamic issues. Priem et al. (1995) suggested that environmental dynamism dictates the decision making process and firm performance. Thompson (1967) highlighted that organizations are open systems situated within an independent external environment. You read "Dissertation: Fast Food Restaurants" in category "Food" Garg et al. (2003) suggested that these environmental concerns are also closely related to the selection of senior managers in the organisation. Businesses are growing day by day. Increase in he size changes the ownership pattern and separated the ownership form the management of organization. There are different managers who work on the behalf of their owners and managers have other people who work for their managers. These managers assume responsibility of manipulating resources as well as day-to-day running of the enterprise so as to ensure the accomplishment of short-range and long-range plans. An organization is a group of people arranged in different teams and department in a particular manner. These people generally belong to the society where the organization is located. This collection of people generally holds for an extended period of time and work together towards accomplishment of organization’s long-term mission. According to Cartwright (1965), an organization can be regarded as a collection of related people arranged on the bases of their interdependence on each other yet with an emphasis on the whole. The behaviour of people within organization is controlled and can be forecasted quite often. The contribution of people or parts of the system would lead to the accomplishment of organizational goals and objectives. Organizational behaviour involves study of activities of people and their behaviour that influences organizational performance. The core areas of OB include motivation, leader behaviour, group structure and processes, change process, job and work design and work stress (Bigelow et al. , 1999). Research in the domain of organizational behaviour corroborates an association between behaviour of an organization and its productivity level. The work of Hansen and Wernerfelt (1989) revealed that as compared to economic indicators of organizational performance, the factors associated with organizational behaviour have twice as much explanatory power as much the economic variables. The study of organizational behaviour draws attention to lot of areas which might be advantageous or cumbersome for the organization. It identifies issues like workforce diversity and offers solutions to manage it. The insights arising out of OB enables managers to harness the workers’ efficiency. This is generally accomplished through empowering employees. It also guides managers to design jobs and workplace in such a way as to facilitate achievement of organizational goals and objectives and reduce job stress (Robbins, 1998). 1-2: Choice Rationale of the Thesis Research: Organizational behaviour in fast food industry is an important area to analyze as fast food sector is growing rapidly. Fast food items can be cooked rapidly and thus can be obtained in no time. Around the globe, the penetration of fast food sector is enormous. It gives convenience for busy lifestyle yet it is high in calories, sugar and fat (Glanz et al. , 1998). Many people don’t have their eating schedule in terms of breakfast, lunch and dinner. It is generally defined as immediate consumption food available at premises or in specific eating areas (Data Monitor, 2005). Bender and Bender (2000) highlighted that fast food items do not have large variety of goods and generally adopts a unique production processes. Hamburgers, pizzas chicken and sandwiches are specialized fast food products. Fast food industry is regarded as a basis for obesity. Many US fast food producing firms faced court trial because of public concerns on obesity (Adams, 2005). Importance of nutritional values of fast food was also analyzed by researchers (Nayga Jr, 1997, O Dougherty et al. , 2006). Further to this, Brown et al (2000) also emphasized the importance of understanding nutritional requirements and fast food for youngsters. The above discussion asserts the importance of understanding or studying the fast food organization. This dissertation will use the context of fast food industry and will analyze dynamics of organizational behaviour in the said context. 1-3: Aim of the Dissertation Research: This research focuses on analysis of the â€Å"perception of employees about various dynamics of organizational behaviour in fast food industry of Pakistan†. The fast food industry is growing rapidly in Pakistan. It incorporates mushroom growth of both international and national fast food chains in various parts of the country. This phenomenal growth gained prominence in 1993 and since then it has been unmatched. The various imensions of organizational behaviour envisaged for this dissertation research include organizational culture, change dynamics, customer orientation, leadership dynamics, rewards and recognition, job characteristics, fair treatment, training and work environment. 1-4: Fast Food Industr y of Pakistan – the Context: In contrast to past, where the hotels and restaurants were serving traditional and local food, the trend is now shifting towards Western meals especially fast food. The fast and busy life of residents of Pakistan is leading to more and more people dining out. Now-a-days, one can find fast food and fast food restaurants in all parts of the country. People can find fast-food literally every where. Hospitals are serving fast-food. One can stop at a nearby shopping centre. Gas Stations added separate sections which serve fast food. University, college and school cafeterias are offering fast food. One may find huge crowds of people in fast food restaurants on weekends. The Pakistan’s fast food market comprises of global giants like Kentucky Fried Chicken (KFC), Pizza Hut, McDonalds, Hardees, etc. In addition to these, Hilal Fried Chicken (HFC), Al-Najam Fried Chicken (AFC), Fried Chicks, Italian Pizza and many other small firms are also gaining popularity. People from all walks of life and from all ages are visiting these restaurants. Despite its nutritional value, the fast food is also becoming a status symbol. According to Health and Integrated Survey (2009), the average spending of a household on food and related is around 44 percent of the total spending. Moreover, the population of Pakistan has exceeded 170 million. This large size of population spending huge sum of money on their food and related item makes fast food sector really a lucrative area for investment. Pingali (2007) also reported that in Asian people are increasingly using western food and this trend is also influencing the food management system in this country. One of the trends out of this westernization of food in Asia is the outburst of fast-food restaurants in Asian countries. 1-5: Research Questions of Dissertation: The achievement of above stated research aim requires answering number of research questions. These research questions are given hereunder: 1) What is the employees’ perception of culture of fast food restaurants of Pakistan? 2) What is the employees’ perception of change dynamics of fast food restaurants of Pakistan? 3) What is the employees’ perception of customer orientation of fast food restaurants of Pakistan? 4) What is the employees’ perception of leadership dynamic of fast food restaurants of Pakistan? 5) What is the employees’ perception of rewards and recognition of fast food restaurants of Pakistan? 6) What is the employees’ perception of job characteristics of fast food restaurants of Pakistan? ) What is the employees’ perception of fair treatment with employees among fast food restaurants of Pakistan? 8) What is the employees’ perception of training among fast food restaurants of Pakistan? 9) What is the employeesâ €™ perception of work environment among fast food restaurants of Pakistan? For each of the above mentioned research question, research objectives are developed which are give in the next section. 1-6: Research Objectives of Dissertation: In order to achieve research aim and answering research questions, various research objectives were developed. These are based on selection of nine constructs that have been identified from the literature. It is envisaged that the disseration would encompass following research objectives: ) To analyze the employees’ perception of culture of fast food restaurants of Pakistan. 2) To analyze the employees’ perception of change dynamics of fast food restaurants of Pakistan. 3) To analyze the employees’ perception of customer orientation of fast food restaurants of Pakistan 4) To analyze the employees’ perception of leadership dynamic of fast food restaurants of Pakistan. 5) To analyze the employees’ perception of r ewards and recognition of fast food restaurants of Pakistan. 6) To analyze the employees’ perception of job characteristics of fast food restaurants of Pakistan. 7) To analyze the employees’ perception of fair treatment with employees among fast food restaurants of Pakistan ) To analyze the employees’ perception of training among fast food restaurants of Pakistan 9) To analyze the employees’ perception of work environment among fast food restaurants of Pakistan. 1-7: Nature of Research Output and Final Outcome of Dissertation: The accomplishment of this dissertation will facilitate organizational decision makers, particularly the senior management, in developing an understanding of various factors which are perceived to be important dimensions of organizational behaviour. This understanding could serve as a basis for various insights about evaluating their (senior management) current endeavours and subsequent decision making. By working on various dimensions of organizational behaviour, an organization can improve employees’ comfort level with the organization which has direct link organizational performance and profitability. The final outcome of the dissertation is a reduced list of factors which will be regarded as more important by the employees. The dissertation research involves identification of a number of factors from literature which are perceived to be the determinants of organization behaviour. These variables are reduced to few factors by using factor analysis. 1-8: Structure of the Thesis: This dissertation comprises of six chapters. At the outset of each chapter, the introduction of the chapter is given. Similarly, each chapter ends with conclusion of the chapter. This section reveals a brief snapshot of each chapter. Chapter 1- Introduction of Dissertation: Aims and Objectives of Dissertation: This was the first chapter of the dissertation. This chapter emphasized the importance of studying organizational behaviour and importance of fast food industry. It also put forth the research aims and objectives. This chapter ended while elaborating the final outcome of the dissertation research and overall structure of the dissertation. Chapter 2 – Review of Academic and Scholarly Literature: This chapter will contribute the literature on importance of studying organizational behaviour. It will elaborate all the constructs (organizational culture, change dynamics, customer orientation, leadership dynamics, rewards and recognition, job characteristics, fair treatment, training and work environment) and related variables. It would also contribute an overview of global fast food industry with a particular emphasis on why it should be studied. This chapter will extract variables that will serve as the basis of development of theoretical framework. Chapter 3 – Theoretical Framework: This chapter will be linked with previous chapter (Review of Academic and Scholarly Literature) and will present the theoretical framework developed for this dissertation. It would dictate the methodology and associated areas of research. Chapter 4 – Methodology: This chapter will contribute the details of various research techniques which will be used for accomplishment of the dissertation research. Various sections that will be presented in this chapter will include population selection and sampling design, questionnaire development, pre-testing and piloting, overview of statistical techniques and other connected issues. Chapter 5 – Findings and Discussion: This chapter will present findings based on the dissertation research. These findings will be linked with the dissertation research objectives. Chapter 6 – Conclusion, Limitations and Future Research Areas: This will be the last chapter of the dissertation and would contribute conclusion, limitations and future research areas. 1-9: Chapter Summary: This chapter highlighted the overall aim of the dissertation and associated research objectives. It exerted the importance of understanding of organizational behaviour and identified various constructs which will be studied during the course of research. This chapter also contributed a snapshot of final outcome of the dissertation research and overall structure of the dissertation. The next chapter will contribute literature review on organizational behaviour and associated constructs. CHAPTER 2: REVIEW OF ACADEMIC AND SCHOLARLY LITERATURE The last chapter gave the introduction of the dissertation. This chapter presents review of literature on various constructs which are subject of discussion of this dissertation. These include culture, change, customer orientation, rewards and recognition, leadership/supervision, fair treatment of employees, job characteristics, training and work environment. The chapter starts with the importance of understanding and studying organizational behaviour and ends with the conclusion. 2-1: Organizational Behaviour– An Imperative issue for Businesses: Adler and Gundersen (2008) suggested that present era is observing a high level of transition from one type of general and business practices to others. Kaplan and Norton (2001) suggested that in such hostile and dynamic environment, organizations attempt to perform better strategies as compared to their rivals. The key to perform better than rivals is to formulate better strategies as compared to the competitors firms. The organizations, in an attempt to compete in the industrial age, attempt to formulate and apply knowledge based strategies yet it has lot of challenges. In contrast to the previous century, where the environmental change is incremental, the current era is characterized by a rapid change in organization’s environment. Saint-Onge (1999) commented on organizations’ abilities and suggested that in the wake of such speedy change, the key to shine out of the crowd is to be better informed as compared to your counter-parts. Further to this, Kennerley and Neely (2003) supported this idea and suggested that the dynamism of environment requires organizations to continuously change the course of action so as to match with the situation. Katz and Kahn (1978), long ago, referred to organizations as open systems. They further exerted that being an open system the organizations interact with the external environment and takes influence from the happenings in the external environment. Earlier, Thompson (1967) contributed similar idea. The work of Garg et al. (2003) suggested that these environmental concerns are in issue of primitive importance for the organization decision makers specially top management. Consequently, the changes in the external environment are closely monitored and their possible influence on the organization is also gauged. In the present times, the size of businesses is increasing. This brings additional challenges for the organizations as it also results in change in ownership and management pattern of the organization. Increasingly, the ownership and management of the organization is getting distinct. Organizations, being governed by the managers, instead of owners exerted that managers and employees are important stakeholders of the enterprise. They are the one who make important decision making about the enterprise’s resources. Moreover, they are the one who directs the working of the organization in certain directions so as to enable its ultimate purpose, the mission. Mintzberg (1980) regarded that organizations are coordinated units where people tend to synchronize their work with each other so as to make necessary mutual adjustment. Further to this, the work of Cartwright (1965) also highlighted the features of organizations as a collection of related people who are put together in such a way that they have certain level of dependence on each other. All of these people, if taken together, results in the full organization. The behaviour of the people in the form of their contribution towards attainment of organization goal is important. Such behaviour is often controlled and forecasted by the organizational decision makers. The working of people, their behaviour and the influence of behaviour on the organizational performance constitute organizational behaviour (OB). The study of organizational behaviour encompasses variety of areas that has to be studied. These include work stress, motivation, leader behaviour, group structure and processes, change process and job and work design (Bigelow et al. , 1999). A number of management studies revealed strong positive association between OB and organizational productivity. Hansen and Wernerfelt (1989) revealed that as compared to economic indicators of organizational performance, the factors associated with organizational behaviour have twice as much explanatory power as much the economic variables. OB highlights both problems and new advantageous vistas for enterprises. It identifies issues like workforce diversity and offers solutions to manage it. OB has been quite influential in increasing the level of employees’ performance. It also guides managers to design jobs and workplace in such a way as to facilitate achievement of organizational goals and objectives and reduce job stress (Robbins, 1998). 2-2:Construct Definitions: The general understanding of the constructs and their various dimensions studied are given under each construct definition. 2-2-1: Culture: It refers to a widespread understanding of organizational value system by the people who form organization (Becker, 1982). As a concept, it has roots in social anthropology and has been extensively used to understand the behaviour of primitive societies (Kotter, 1992). It is concerned about the shared traditions and customs of an organization and organizational members’ feeling about these. Organizations should hire those persons that match with the organizational culture. If hiring is not aligned with organizational culture, it would lead to decrease in motivation and commitment of the hired (Reilly et al. , 1991). Misfit employees have more turnover than individuals who perceive a good fit (Sheridan, 1992). It has been widely used as â€Å"corporate† or â€Å"organizational culture†. The work of Denison (1984) and Furnham (1993) suggested that organizational culture can be used to achieved economic success. For this organization need to have a work force commitment towards various dimensions of organization culture including core values, beliefs and assumptions. This idea was furthered by Hofstede (1980). Moreover, Deal (1982) suggested that strong organizational culture is an important determinant of organizational performance. For the dissertation, the construct culture is broken down into various variables including â€Å"inter-group work coordination†, â€Å"intra-Group work coordination†, â€Å"biasness†, â€Å"people orientation†, and â€Å"innovation and risk-taking† (O’Reilly Iii et al. , 1991, Chatman and Jehn, 1994). Tjosvold et al. (1992) suggested that creating a culture in which people at same management level coordinates with each other is a difficult task however, it is critical for the organization. This issue becomes more important if the environment is turbulent. Beer et al. (1994) also highlighted that in the wake of changing external environment, the success of a change management program depends on the extent of coordination between various functional departments as well between various management levels. Similarly, Lemons and Jones (2001) and Meyer and Smith (2000) suggested that if any organization ensures transparency in its systems specially promotion, it would increase the commitment of employees with the organization. They suggested that despite the fact that every year companies spend lot of money in ensuring fair treatment with its employees; the biasness in promotion is still an imperative issue. Kaplan and Ferris (2001) suggested that if employees find problem in organization’s promotion system, it would evoke perceived organizational injustice. Koys (1991)suggested that organizations must maintain transparency in promotion as it is a legal requirement. 2-2-2: Change: Dynamic environment requires organizations to continuously update them as per the needs of the environment. Hall (1987) suggests that typically organizations do not prefer to change themselves and if they are posed to change, they show massive resistance. Organization’s survival depends on its ability to manage change. Similarly, an organization’s success or failure depends on the things its employees do or fail to do. There are a number of changes that takes place in an organizational setting. This include change taking place in terms of social value system, educational change, political, technological, environmental, market, business, economical and religious, etc. For the purpose of the dissertation research, various dimensions of change that has been incorporated for study include â€Å"acceptance of change by individual†, â€Å"acceptance of change by senior management† and â€Å"rewarding of change†. Paterson and Cary (2002) highlighted that change management programs result in anxiety among employees. Iverson (1996) suggested that if an organization facilitates its employees during the times when a change is brought in, it would result in positive influence on organization. Kavanagh and Ashkanasy (2006) suggested that if senior management provides leadership in change management, it would facilitate change implementation and acceptance by employees. 2-2-3: Customer Orientation: Consumers/customers are at the heart of organizations. Traditional concept of customer’s satisfaction and customers being the profit centre is transforming into customer delight. Nowadays, the uyers are equipped with more information and are better aware in comparison to the past. They have variety of methods through which buyers can check organizational assertions and thus can make an informed decision (Urban, 2003). Customers always try to maximize their value commonly regarded as customersâ€⠄¢ perceived value. It can be obtained by comparing a customers’ thinking about the benefits that he derives from a product and all associated costs that he incurred for obtaining that product. It also includes cost of foregoing related options. Those organizations which provide better value to its customers as compared to its rivals enjoy high level of customer loyalty. This idea was substantiated by Hennig-Thurau (2004) who suggested that if an organization improves the customer orientation of its service employees, it would result in increased customer satisfaction. This would result in enhancement of customers’ commitment and organization would be better able to retain these customers. Brady and Cronin (2001) highlighted that if the employees maintain customer orientation, it would influence the perception of the customers towards quality of the products and services produced by the organization. So, that makes a strong point that organizations should focus on creation and provision of relatively better value to its customers (Learning, 1998). Shapiro (1988) suggested that customer orientation contends that customer related information should be transmitted at all levels across the organization. It should then be used in the strategic management and for tactical decision. Similarly, Kohli (1990) exerted that customer orientation deals with the extent to which information about the buyers is gathered and incorporated in decision making. similarly, Ruekert (1992) furthered this idea. The significance of customer orientation can be witnessed from its high recognition in management literature. Similarly, the work of Narver and Slater (1990) and Jaworski and Kohli (1993) substantiated that customer orientation brings economic benefits to an organization. employees’ empowerment to provide high value services†, customer feedback system† and â€Å"customer focused processes† were used to evaluate â€Å"customer orientation† construct for this dissertation research. 2-2-4: Rewards and Recognition: D espite the fact that in day to day life both recognition received from the management and the rewards given to an employee are used interchangeably yet both are not the same (Hansen et al. , 2002). The area has attracted a lot of discussion and had been topic of lot of research papers (Cooley and Lawrence, 2006, McDermott and O’Dell, 2001, Bessant and Francis, 1999, Johnson, 1996). However, it is regretful that despite a lot of attention in academic and scholarly literature, the traces of concept in business world are scarce. The evidence of use of rewards and recognition in developing employees’ motivation development is still not very evident. As a result of this, such organizational initiatives did not prove very fruitful. The work of Lewis (1998) and Parasuraman (1987) suggested that an organization can improve the quality of its service offering by linking the same with rewards that it offers to its employees. The same was also corroborated by Kotler (1999). Similar evidence arise from the work of Bowen (1999) who suggested that if employees were given rewards then they would have enhanced focus in managing the customers complaints. It’s a common phenomenon that one will feel dissatisfied if he/she is not rewarded or recognized for his/her good work. Monetary rewards are regarded as one of the top rated motivators (Locke et al. , 1980). Money is the mean which provides employees an opportunity of satisfying numerous desire. In addition to this, money can also act as a barometer through which an employee evaluate his worth in comparison with other employees who serve with them (Doyle, 1992). Moreover, money is not important to all employees. According to Maslow (1943), human beings have variety of needs categorized into various groups. He further exerted that high achievers are intrinsically motivated. For the purpose of this dissertation, the provision of â€Å"Monetary† and â€Å"Non-Monetary Rewards† were used. Where monetary rewards essentially takes the form of money, Govindarajulu and Daily (2004) suggested that non-monetary rewards takes various forms including appreciation, paid-vacation, preferred parking space, time-off from normal working in the office, etc. 2-2-5: Leadership/Supervision: Yukl (1994) highlighted that the concept of leadership gained a lot of prominence through-out the century. Despite the fact that there a variety of leadership definitions are in place (Bass, 1990) yet the underlying meaning behind all of them is that it is meant to influence to influence organizational members towards attainment of goals and objectives of the enterprise. The leaders and founders of the organizations are also influential in setting the overall value systems and in shaping the culture of the enterprise (Schneider, 1987, Schein, 1990). Managers use formal strategic management process to identify and select appropriate goals and actions for the organization (Chandler, 1962). Determining the organization’s mission and goals is the first step of the planning process. Once the mission and goals are agreed upon and formally stated in the corporate plan, they guide the next steps by defining which strategies are appropriate and which are inappropriate (Pearce, 1992). The organization’s mission, objectives, strategies and tactics must be communicated to everyone. Therefore, it is the responsibility of the supervisors that they should ensure that all efforts had been made in communicating targets, matters of importance and urgency, technical specifications, words of advice and motivation along with performance related feedback. Friendly and accommodating supervisors yield more satisfied and motivated employees. 2-2-6: Fair Treatment of Employees: People exert power and try to influence each other when they work in group. They try to find ways to influence others, earn rewards and advance careers (Culbert and McDonough, 1980). They exhibit or attempt to exhibit political behaviours to persuade the distributions of privileges and punishments (Mintzberg, 1984). Organizations protect the rights of all employees. It leads to respectful working relationships among employees, inculcates sense of ownership and provides a fair dispute resolution system. If a person is not treated fairly, he will feel betrayed. It would possibly result in employee’s de-motivation and will adversely affect his/her performance. â€Å"Perception about fairness of disciplinary actions†, â€Å"proper allocation of training opportunities†, â€Å"fair dispute resolution† and â€Å"mutual trust† was included in this construct. Collier and Esteban (2007) suggested that if an organization treats its employee fairly, it would increase employee commitment with the organization and is an indicator that organization is fulfilling its corporate social responsibility. Engelbrecht et al. (2008) highlighted that in the present days the organizations have deputed a very diverse workforce. This diversity has lead to significant amount of conflicts in the organization. This demands that managers must treat all the employees fairly irrespective of their gender, age, ethnic background, etc. 2-2-7: Job Characteristics: Employees adopt attitudes and behaviours towards their jobs on the basis of social information processing (Salancik and Pfeffer, 1978). People have the ability to adjust their attitudes and behaviour on the basis of their perception about the changing nature of job. Moreover, employees develop psychological contracts about their jobs that set out what management expects from the employees, and vice versa (Robinsons et al. , 1994). These physiological contracts, being an important determinant of employees’ behaviour should be clearly communicated to employees (Schein, 1980). â€Å"Skill variety†, â€Å"task identity†, â€Å"task significance†, â€Å"autonomy† and â€Å"feedback† proposed by Hackman and Oldham (1976) were used to observe job characteristics for the purpose of this dissertation. According to Morris and Venkatesh (2010), the job characteristics are strongly associated with job satisfaction and organization performance so organization must focus on job design and characteristics. Similarly, Wood (2008) suggested job characteristics are often ignored while looking at job satisfaction. He suggested that organization must not ignore it as it is strongly associated with job satisfaction. 2-2-8: Training: Organizations are inefficient because they are managed by inefficient persons. Inefficient employees yield lower productivity and hence lower efficiency. It results in lower profitability and hence lower investment in Human Resources. This results into a vicious circle of inefficiency (Fani, 2005). Similarly, the work of Bettencourt (1996), Lewis (1998) and Yavas (1998) out forth that organization must focus on training its lower level employees not only to improve their technical capacity but also in improving the interpersonal skills of the employees. These skills would held them in coping with changing requirements of the buyers of products and services, handled different and complex personalities and adjusting themselves according to the situation so as to enable them deliver enhanced value to the buyers. Boshoff (2000) exerted the training of employees and highlighted that if the employees are not equipped with relevant technical and behavioural skills, they would be unable to deliver competitive service and it would result in high level of customers’ grievance. This was further corroborated by Bitner (1990) who reported that around 43 percent of the complaints from dissatisfied customers were the outcome of the incapable people handlings customers’ affairs. Even, competent and skilled employees don’t remain competent and skilled forever. Due to increasing competition, technological changes and quest for improved production process, job roles changes and so does the required skills. Organizations all over the world spend billions each year on employees’ training. The money is generally used to educate employees, provide them with opportunities to learn new things so that they can do their job better and enhance their future career. Individualization of training programs increases their effectiveness (Kolb, 1976). â€Å"Training Need Analysis†, and â€Å"Previously taken training† were used to measure this construct. According to Dysvik and Kuvaas (2008), if an organization gives an employee training opportunities, the employee would not learn new things but would also become loyal and committed to the organizations. Both of these things will positively influence the organizations’ performance. Similarly, Schmidt (2007) suggested that if the employees of an organization are satisfied are with the workplace learning and formal training provided to them, it would positively influence their job satisfaction. 2-2-9: Work Environment: Nature of Job, physical environment and work space and characteristics of job can influence an employee’s work behaviour. Evidence indicates that even relatively modest variations in temperature, noise, lighting, or air quality can exert appreciable effects on employee performance and attitudes (Bell et al. , 1990). For instance, an increase in temperature can adversely affect both physical (Bell et al. , 1982) and mental performance of a person (Fine and Kobrick, 1978). Similarly, unpredictable noise interferes with an employee’s ability to concentrate and pay attention (Baron, 1994). Loud and unpredictable noises also tend to increase excitation and led to reduced job satisfaction (Bell et al. , 1990). Furthermore, right intensity of light is related with task difficulty and required accuracy (Wineman, 1982). â€Å"Workplace Cleanliness†, â€Å"Temperature†, â€Å"Ergonomics†, â€Å"Lighting† and â€Å"Ventilation†, and â€Å"workplace safety† were used in the dissertation for this construct. Biswas and Varma (2007) suggested that the firms should provide safe and healthy working environment to its employees. It would give employees a comfort factor in the organization and they become more productive employees. Peek-Asa et al. (2007) suggested that organization should ensure that it has a comprehensive workplace security program 2-3: Summary: This chapter put forth the review of academic and scholarly literature on the dissertation area. It suggests that organizations are in a constant state of flux. External environment triggers organizational change. Such change in the organizations exerts their continuous study so as to observe the related phenomena. OB involves studying influence of people and their behaviour on organizations. The research in the domain of organizational behaviour encompasses research into variety of associated areas. These include work stress, motivation, leader behaviour, group structure and processes, change process and job and work design. A number of management studies revealed that there is a strong relationship between organizational behaviour and organizational performance. This chapter offers review of literature of various constructs. These constructs includes culture, change, customer orientation, rewards and recognition, leadership, fair treatment, job characteristics, training and work environment. The next chapter will give the theoretical framework of the dissertation. CHAPTER 3: THEORETICAL FRAMEWORK OF THE DISSERTATION This chapter will contribute the theoretical framework for this dissertation research. It would use the literature contributed in the preceding chapter and will put forward the proposed model. 3-1: Theoretical Underpinnings – Rationale: Thompson (1967) and Katz and Kahn (1978) suggested that organizations are open systems. They further exerted that being an open system the organizations interact with the external environment and takes influence from the happenings in the external environment. Garg et al. (2003) argued that these environmental concerns are in issue of primitive importance for the organization decision makers specially top management. Presently, the size of businesses is increasing. This brings additional challenges for the organizations as it may result in change in ownership and management pattern of the organization. Increasingly, the ownership and management of the organization is getting distinct. Organizations, being governed by the managers, instead of owners exerted that managers and employees are important stakeholders of the enterprise. They are the one who make important decision making about the enterprise’s resources. Moreover, they are the one who directs the working of the organization in certain directions so as to enable its ultimate purpose, the mission. Mintzberg (1980) regarded that organizations are coordinated units where people tend to synchronize their work with each other so as to make necessary mutual adjustment. Similarly, the work of Cartwright (1965) also highlighted the features of organizations as a collection of related people who are put together in such a way that they have certain level of dependence on each other. All of these people, if taken together, results in the full organization. The behavior of the people in the form of their contribution towards attainment of organization goal is important. Such behavior is often controlled and forecasted by the organizational decision makers. The working of people, their behavior and the influence of behavior on the organizational performance constitute organizational behavior (OB). The study of organizational behavior encompasses variety of areas that has to be studied. These include work stress, motivation, leader behavior, group structure and processes, change process and job and work design (Bigelow et al. , 1999). A number of management studies revealed strong positive association between OB and organizational productivity. Hansen and Wernerfelt (1989) revealed that as compared to economic indicators of organizational performance, the factors associated with organizational behaviour have twice as much explanatory power as much the economic variables. OB highlights both problems and new advantageous vistas for enterprises. It identifies issues like workforce diversity and offers solutions to manage it. OB has been quite influential in increasing the level of employees’ performance. It also guides managers to design jobs and workplace in such a way as to facilitate achievement of organizational goals and objectives and reduce job stress (Robbins, 1998). 3-2: Research Aims and Objectives: 1 3-2-1: Background Discussion: The fast food industry is growing rapidly in Pakistan. It incorporates mushroom growth of both international and national fast food chains in various parts of the country. This phenomenal growth gained prominence in 1993 and since then it has been unmatched. According to Economic Review (1998), fast food restaurants are penetrating in Pakistan. This upsurge of fast food restaurants is the results of rapidly changing culture of Pakistan and ever high level of globalization which brought western value system to Pakistan. The life style of Pakistani people is becoming busier and busier. This left with very less time for cooking at home. At lunch times, people are using instant or fast foods. Similarly, Pakistanis have now easier access to western food. A large number of national and international fast food chains are opening a number of outlets all over the Pakistan. Initially, these fast food outlets were restricted to large and/or major cities of Pakistan, including federal and provincial capitals yet presently there operations have also been extended to other cities. 2 3-2-2: Research Aims: This section deals with the presentation of dissertation aims and objectives. The main purpose of this research, as envisaged in chapter one of this dissertation, was the analysis of â€Å"the perception of employees about various dynamics of organizational behavior in Fast food industry of Pakistan†. The various dimensions of organizational behavior envisaged for this dissertation research include organizational culture, change dynamics, customer orientation, leadership dynamics, rewards and recognition, job characteristics, fair treatment, training and work environment. For each of these dimensions, research objectives were developed. The achievement of these research objectives would ensure the fulfillment of overall research aim. The research model is presented here under: [pic] Figure 3-1: The Dissertation Model Figure 3-1 gives the theoretical framework for dissertation research. It shows that culture, change, customer orientation, rewards and recognition, supervision and leadership, fair treatment, job characteristics, training and work design are the factors that influence organization behavior. 3 3-2-3: Research Objectives: The overall aim of the dissertation is broken down into various research objectives. The research objectives of this dissertation are linked to nine constructs. The selection of these nine constructs is the result of the review of academic and scholarly literature which was given in the second chapter of this dissertation. This section highlights research objectives along with the various variables which would be used to capture the perception of employees about various organizational dynamics. The research objectives along with extracted variables in diagrammatic form are given here under: Research Objective 1: To explore the employees’ perception of culture of fast food restaurants of Pakistan. [pic] Figure 3-2: Variables of Culture Construct Figure 3-2 gives the operational definition of the Culture construct. These variables would be the subject of inquiry through questionnaire. Research Objective 2: To explore the employees’ perception of change dynamics of fast food restaurants of Pakistan. [pic] Figure 3-3: Variables of Change Construct Figure 3-3 gives the operational definition of the Change construct. These variables would be the subject of inquiry through questionnaire. Research Objective 3: To explore the employees’ perception of customer orientation of fast food restaurants of Pakistan. [pic] Figure 3-4: Variables of Customer Orientation Construct Figure 3-4 gives the operational definition of the Customer Orientation construct. These variables would be the subject of inquiry through questionnaire. Research Objective 4: To explore the employees’ perception of leadership dynamic of fast food restaurants of Pakistan. [pic] Figure 3-5: Variables of Supervision Leadership Construct Figure 3-5 gives the operational definition of the Supervision and Leadership construct. These variables would be the subject of inquiry through questionnaire. Research Objective 5: To explore the employees’ perception of rewards and recognition of fast food restaurants of Pakistan. [pic] Figure 3-6: Variables of Rewards and Recognition Construct Figure 3-6 gives the operational definition of the Rewards and Recognition construct. These variables would be the subject of inquiry through questionnaire. Research Objective 6: To explore the employees’ perception of fair treatment with employees among fast food restaurants of Pakistan [pic] Figure 3-7: Variables of Fair Treatment Construct Figure 3-7 gives the operational definition of the Fair Treatment construct. These variables would be the subject of inquiry through questionnaire. Research Objective 7: To explore the employees’ perception of job characteristics of fast food restaurants of Pakistan. [pic] Figure 3-8: Variables of Job Characteristics Construct Figure 3-8 gives the operational definition of the Job Characteristics construct. These variables would be the subject of inquiry through questionnaire. Research Objective 8: To explore the employees’ perception of training among fast food restaurants of Pakistan. [pic] Figure 3-9: Variables of Training Construct Figure 3-9 gives the operational definition of the Training construct. These variables would be the subject of inquiry through questionnaire. Research Objective 9: To explore the employees’ perception of work environment among fast food restaurants of Pakistan. [pic] Figure 3-10: Variables of Work Environment Construct Figure 3-10 gives the operational definition of the Work environment construct. These variables would be the subject of inquiry through questionnaire. 3-4: Summary: This chapter gave the theoretical framework of the dissertation. This chapter linked the research aims and objectives with each other and also contributed the Dissertation model. Moreover, this chapter further linked each construct with the variables which have been deployed in order to operationalize each construct. The next chapter will give methodology of dissertation. CHAPTER 4: DESIGN, METHODOLOGY AND METHOD(S) OF DISSERTATION RESEARCH In continuation to the previous chapter, which contributed the theoretical framework of the research, the current chapter will deal with the conduct of dissertation research. Major areas covered in the this chapter will be the selection of type of research, selection of population and sample size and sampling procedure, development of data collection instrument and actual conduct of research. 4. 1: Nature of Research Endeavours: In this section, the type of research will be highlighted. As it was suggested in the dissertation proposal, this research not only involves secondary research but also primary research. For secondary research, a detailed literature review was conducted using University’s library resources along with world-wide-web. Specifically, Google scholar and Emerald Insight ® were quite influential in identifying existing literature in the area of organizational behavior and related constructs. It enabled the dissertation candidate to be aware of the relevant domain of body of knowledge. Similarly, the primary research was conducted so as to capture the perceptions of employees about organizational behavior of fast food restaurants. There are number of methods that can be engaged for the conduct of primary research including personal observation, interviewing, field survey, street ethonography, etc. The main method employed for the conduct of primary research was field survey. Primary research is advocated as compared to secondary research because primary research has more relevance to the issue as compared to secondary research. Further to this, the information generated can also be tailored in primary research and also provides direct and hands-on access to the issue. However, it generally entails more time and resources. It also requires specialized skills in designing the actual survey and subsequent analysis of the data. 4. 2: Type of Research: This section would describe the type of research engaged for this dissertation. For this, the typology suggested by Cooper and Schindler (2006) was engaged. They put forth a classification scheme for categorization of variety of research. This classification scheme include variables including data collection strategy, influence of the researchers in varying the research situation, respondents’ viewpoint about the research, points of time on which data was sorted from the respondents, prior crystallization of the research issue. On the basis of above mentioned criteria, the present dissertation is regarded as a descriptive research. This is advocated because of greater extent of crystallization of issue in hand. In primary research, a questionnaire was given to the fast food employee in order to tap their responses. This made this research as a communication sort. Moreover, the questionnaire was administered in the fast food restaurants and no deviation was made in the actual daily routine of the fast food employees. Consequently, the research design is ex post facto. Further to this, it is an inferential research as the insights originating from the survey will be generalized on fast food employees’ population. Moreover, it is a cross sectional research as the data was collected once. A field survey is a method of data collection in which the research goes into the actual place where the respondents, or items from which data is to be collected, are present. Cooper and Schindler (2006) advocated the use of survey for data collection. There are number of reasons for this. For instance, the field surveys are less risky as compared to laboratory experiments and stimulation. It is because the data is collected from actual field setting and is relatively reliable. In addition to this, in field surveys the surveyors reach respondents in their actual routines and own settings. In this situation, the respondents do not find any deviation and the response are highly valid. Further to this, in field surveys the surveyor has less control on the data collection whereas in simulation and laboratory experiments this is more. 4. 3: Reference to Sampling Frame: This section would cover issues related to sampling. Extraction of sample refers to selection of a subset from the survey population. (Dr. Hani, 2010). Heckman (1979) and Emory (1980) advocated selection of such a subset on a number basis. For example, in lot of instances it is virtually impossible or very difficult to access all the members of population. Moreover, it would also be cumbersome to reach all members, attract lot of financial resources and time. On the contrary, selecting a sample would save lot of time and money. Studying a sample would be less cumbersome as compared to studying entire population. However, Heckman (1979) suggested that such sample should have the same attributes as that of population. 4. 4: Population Attributes and Sampling Design: This section would contribute the details about the population attributes. The population of this research encompasses all those people who are working in fast food chain. Fast food restaurants are those food manufacturers and sellers who serve food in last then 20 minutes. No reference has been made to the age, gender or to some other demographic characteristics. The questionnaire employed in this research also collected demographic characteristics of the employees. It would be used for generating secondary insights so as to share the context in which research was carried out. The targeted population was employees of fast food restaurants of Pakistan. A convenience based, snow ball sampling technique was used to approach the sample. Goodman (1961), Frank and Snijders (1994) and Kaplan et al. (1987) advocated the use of snow ball sampling. This refers to a situation in which the desired characteristics of the population are scarce. In addition to getting information from sampling unit about themselves, they are requested to share information about other sampling units so that they can be accessed. Data was collected from three cities of Punjab which are Lahore, Gujranwala and Sialkot. The data collection instrument also collected the designation of the respondents yet during the initial stages of the survey; respondents show that they were not very comfortable with revealing their identity. This is because of the particular nature of the research topic. It was decided not to emphasize on this question. So, the designation related data was taken out of the analysis. However, on a broad spectrum, the employees interviewed for this dissertation include people who were engaged in cooking food, in-house serving staff, delivery-men and counter staff. Majority of these respondents belong to the restaurants in the posh localities. This is because of the fact that these restaurants exist in the form of a cluster in selected cities. 4. 5: Decision on Sample Size: This section will share insights about sample selection. A sample of 100 fast-food retailers was taken for this research. In taking this decision, cost and time considerations were kept in mind. Both of these issues and geographical distance, constrain the selection of a larger sample size. However, the factor loading technique (the main data analysis technique) is not confined to any specific sample size. The Kaiser-Meyer-Olkin measure of sample adequacy is a test that would be engaged to check the appropriateness of sample. Garson (2010) shared insights on deciding about the sample size for factor analysis. The sample size of this dissertation is consistent with his suggestions. 4. 6: Characteristics of Data Collection Instrument: A customized questionnaire was developed for this research. The questionnaire has two parts. First part captures responses of the fast food employees about their perception about organizational behavior. To facilitate the respondents, the questions were grouped on the basis of constructs. Part two of this questionnaire collects information about the demographic profile of the respondents. The questionnaire actually started with salutation and reveals the core aim of the research. It also introduced the dissertation candidate and his academic affiliation. The cover page of the questionnaire also shares the method of responding questionnaire by giving an illustration. The dissertation specifically revealed that the collected information would only be used for academic purpose and results will be disclosed in group. The respondents were thanked in anticipation for their support in accomplishing this research. 4. Pre-Testing the Data Collection Instrument: Before the actual start of the field survey, it was important to ensure that data collection instrument should bear certain characteristics. These include brevity, clarity and focus on the issue. Before the actual launch of survey, 3 q uestionnaires were given to actual respondents and were evaluated for desired characteristics. Certain insights related to use of words, questions sequence and length of questionnaire was adjusted. The questionnaire was improved and launched. The addition of survey filling instruction was an attempt to improve the conduct of the survey. 4. 8: Field Survey and Data Collection – Primary and Secondary Research: At the start of this research, it was envisaged that completion of this dissertation will require both secondary and primary research. Journals, magazine, online databases and library resources were quite influential. So far primary data was concerned; a soft copy of questionnaire was send to the managers of fast food restaurants. The managers of fast food chain were requested to support in accomplishment of dissertation by cooperating in collecting data. The managers were requested to arrange prints of them and share those with employees. The employees filled those questionnaires and retuned them to managers. The managers, on request of dissertation candidate, deputed an employee and get those entered in SPSS and emailed those back to dissertation candidate. As the questionnaires were to be returned to the organizational representative instead of dissertat How to cite Dissertation: Fast Food Restaurants, Essays

1984 Key Incident Essay Example For Students

1984 Key Incident Essay 1984 is a dystopian novel by George Orwell in which there is an unexpected ending. This is satisfactory in conveying the writers themes of truth, control and conflict. Orwell is successful in depicting these themes through the use of characterisation, symbolism and key incident. The key incident in 1984 is not expected and this helps to deepen my understanding of the theme of control. The key incident finally occurs when Winston is taken to Room 101. Room 101 is in the Ministry of Love and it is where individuals are exposed to their very own personal fear. OBrien explains this to Winston The thing that is in Room 101 is the worst thing in the world In your case, the worst thing in the world happens to be rats. OBrien places a cage, filled with hungry rats, over Winstons head. Winston, unable to take the torture any longer, screams out Do it to Julia! Do it to Julia! Not me! Julia! I dont care what you do to her. Tear her face off, strip her to the bones. Not me! Julia! Not me! and the cage is not opened. Winston has betrayed Julia. This is the climax of the novel and allows us to conclude that Winston is finally a broken man, unable to love and have loyalty to anyone other than Big Brother. It is ironic because Winston and Julia believed that the one thing the Party could not do was interfere with the mind, Nothing was your own except the few cubic centimetres inside your skull. There is also irony in the fact that Winston betrays Julia because the Party has ultimately succeeded in destroying the only thing that they believed made them human. He had made them stop loving each other. We are confounded by this abrupt change in emotion because Winston and Julias love was so strong. This allows us to understand that indoctrination and totalitarianism was employed as a way to convey the theme of control. The events leading up to the key incident are significant because of the subtle ironies hidden within them. When Julia first initiated their contact with a note saying I love you Winston expressed to us that At the sight of the words I love you the desire to stay alive had welled up in him. This shows that fatalistic Winston will now do anything to stay alive and keep himself human. He feels he now has a purpose in life, for holding onto truth and memories for the people of the future. Moreover symbolism in the novel helped me to appreciate the key incident as a turning point. Winston buys a paperweight and this becomes a symbol. The paperweight was the room he was in and the coral was Julias life and his own. The paperweight symbolises the relationship between Winston and Julia and how they are affected by their setting. The paperweight is the room above Mr Charringtons shop where, ironically, they believe they are safe and free from Big Brother. In the room Winston and Julia feel like they have freedom and that they have created their own, perfect microcosm. Their lives appear to be untouchable like the coral in the glass but it is in fact fragile and can be destroyed easily. This is shown when they are caught by the thought police and the paperweight is smashed by an officer. In the room he rents from Mr Charrington there is a picture of St Clements Church. Winston associates the Church with the song Oranges and Lemons which ends with Here comes the chopper to chop off your head. .u898def5df412a2066223de0502ad058d , .u898def5df412a2066223de0502ad058d .postImageUrl , .u898def5df412a2066223de0502ad058d .centered-text-area { min-height: 80px; position: relative; } .u898def5df412a2066223de0502ad058d , .u898def5df412a2066223de0502ad058d:hover , .u898def5df412a2066223de0502ad058d:visited , .u898def5df412a2066223de0502ad058d:active { border:0!important; } .u898def5df412a2066223de0502ad058d .clearfix:after { content: ""; display: table; clear: both; } .u898def5df412a2066223de0502ad058d { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u898def5df412a2066223de0502ad058d:active , .u898def5df412a2066223de0502ad058d:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u898def5df412a2066223de0502ad058d .centered-text-area { width: 100%; position: relative ; } .u898def5df412a2066223de0502ad058d .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u898def5df412a2066223de0502ad058d .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u898def5df412a2066223de0502ad058d .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u898def5df412a2066223de0502ad058d:hover .ctaButton { background-color: #34495E!important; } .u898def5df412a2066223de0502ad058d .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u898def5df412a2066223de0502ad058d .u898def5df412a2066223de0502ad058d-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u898def5df412a2066223de0502ad058d:after { content: ""; display: block; clear: both; } READ: The War Zone Essay This is an important foreshadow as it is said by Mr Charrington when he reveals himself as being from the thought police. Furthermore, when Winston is sitting in The Chestnut Tree Cafi he remembers his encounter with Julia after their conversion. She looks at him with A momentary glance full of contempt and dislike. This is significant as it is juxtaposition to their feelings before Room 101. It also creates pathos from the reader as we sympathise with Winston because he has lost all the values he previously held important. Whilst sitting in the cafi , listening to the telescreen, there is an announcement about the war, declaring a victory on the frontlines and Winston is overjoyed to tears. Ultimately, he is happy to have won the struggle over himself, he loves Big Brother. Winston now awaits his execution, although his soul is already dead. He is a pathetic figure, almost beyond pity and his characteristics are the antithesis of his former self. This allows the reader to understand the theme of control, and why the ending was so unexpected, as we see Winston being indoctrinated and having only the feelings of love towards Big Brother, not absolute hate his previous emotion. Winston used to represent democracy, freedom and love but Orwell makes sure there is no happy ending. Totalitarianism does not permit such an ending, Winston must be crushed. If Winston escaped, Orwells idea of showing the true nature of totalitarianism would have been lost. Therefore when Winston was destroyed, his values were destroyed with him. Orwells clever use of characterisation and symbolism successfully conveyed to the reader the key incident and the central ideas of the novel and Winstons surprising conversion to a dedicated party member of Big Brother.

Speech Class Essay Research Paper I am free essay sample

Speech Class Essay, Research Paper I am one of those who suffer from butterflies, that uncomfortable feeling in my thorax and tummy, before talking in public. This is non merely a job for myself, but it is besides a common fright and a concern for many people. My intent is to denounce a few kineticss I feel have helped me to go a more effectual talker and to pull off my butterflies. I will turn out to you that strong organic structure linguistic communication makes thoughts and feelings more clear, vigorous and prosecuting. First, I will demo how oculus contact unconsciously engages the audience. Second, I will turn out that vocal accent is the key to a vigorous address. Third, I will corroborate that gestures reinforce the thoughts of the address, doing the address clearer to the audience. I am able to state how good my audience is prosecuting through oculus contact. We will write a custom essay sample on Speech Class Essay Research Paper I am or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Eye contact is non achieved by looking out the window, at the ceiling or floor, or at notes excessively frequently. Good oculus contact does non intend looking over the caputs of people or traveling rapidly from face to face, or even picking out and talking chiefly to one member of the audience who seems interested. Rather, oculus contact means looking into the eyes of a member of the audience and keeping the regard for a minute or two and so looking at other members of the audience in the same manner. Through oculus contact a sense of interaction is enhanced. I have learned through showing my addresss that oculus contact allows me to acquire to cognize and appreciate my audience as persons, as they are given an chance to acquire to cognize and appreciate me. By agencies of oculus contact, I am able to do thoughts and feelings more clear. I am able to find if I am being understood. I can observe marks of involvement or deficiency of comprehension. I feel that I must oculus the audie nce to truly prosecute communicating. Our voices of course convey experiencing. When we suppress our emotions or exert strong will power to command our actions, our voice reflects such activity. We may look composure and even pull off a smiling, but there is uneasiness to our voice that shows the tension. An effectual voice reflects the talker # 8217 ; s true feelings about the thought. A voice that reflects the talker # 8217 ; s personal engagement is by and large vigorous. Harmonizing to Wilbur E. Gilman, a alumnus of Queens College of the City University of New York and writer of The Fundamentalss of Speaking, the talker who develops the accomplishments to command his voice gives his words richer and fuller significances, makes his ideas clearer and more emphasized, brings out contrast in idea, expresses a assortment of feelings, heightens his flood tides and entire consequence. Hypothetically speech production, a traveling object ever attracts attending. This rule is true in public speech production in the sense that a talker can ever number on traveling his vocal accent by take downing or raising his voice to assist him derive or keep the audience’s attending. Vocal accent is valuable for marking the address and supplying assortment. I feel that the effectual voice is vivacious, forceful, and varied. A voice that is alive is filled with the exhilaration and enthusiasm, which the talker feels. In Franklin Roosevelt’s â€Å"fireside chats† , I can see the importance of vocal accent. Roosevelt’s talking on the wireless seemed self-generated and intimate, as though he was in the life room with his listening audience. Therefore, I feel that through modulating my voice, I am able to set up the temper I want and my thoughts expeditiously. Gestures reinforce the thoughts of the address and as a consequence attention deficit disorder lucidity to the address. Gestures should be kept simple and natural, so that they add to the address non take away from it. Our self-generated gestures, which are merely a contemplation of our interior feelings, stimulate others to experience as we do. There is an old expression # 8220 ; Tie a German # 8217 ; s custodies and he can non talk # 8221 ; . I believe this expression is filled with truth when applied non to Germans entirely, but besides to talkers in general. Gestures assistance in adding description to thoughts. For case, when the fisherman tells us with the usage of his custodies that he caught one # 8221 ; so long # 8221 ; , the attach toing gesture classifies our thought of the size of his gimmick. Besides, gestures, such as the clinched fist and pointed finger, give accent to of import points or to the talker # 8217 ; s feelings about certain thoughts. If gestures are i ntegrated with what is being said, they add lucidity to the address. In decision, I have defined good oculus contact and I have discussed how this oculus contact helps to prosecute the audience in communicating. I have showed how vocal accent of course conveys feeling and makes the address more vigorous. Besides, I have proven that when gestures are use expeditiously, they reinforce the thoughts of the address by adding lucidity to what is being said. The key to going an efficient talker is body linguistic communication. Eye contact, vocal accent, and gestures combined can assist a talker non merely to clear up and stress points, to propose significance, or to make an appropriate temper, but besides to let go of tenseness and do him experience more comfy while talking. Eye Contact, Vocal Emphasis, And Gestures Are Necessary For an Engaging, Vigorous, And Clear Address

Gandhis Salt March of 1930

Gandhi's Salt March of 1930 What Was Gandhis Salt March? The much-publicized, 24-day, 240-mile Salt March began on March 12, 1930, when 61-year-old Mohandas Gandhi led an ever-growing group of followers from the Sabarmati Ashram in Ahmedabad to the Arabian Sea at Dandi, India. Upon arriving at the beach in Dandi on the morning of April 6, 1930, loincloth-clad Gandhi reached down and scooped up a lump of salt and held it high. This was the beginning of a country-wide boycott of the salt tax, imposed upon the people of India by the British Empire. The Salt March, also known as the Dandi March or Salt Satyagraha, became a prime example of the power of Gadhis  satyagraha, passive resistance, which ultimately led to India’s independence 17 years later. Why a Salt March? The manufacture of salt in India was a government monopoly established in 1882. Though salt could be obtained from the sea, it was a crime for any Indian to possess salt without having purchased it from the government. This ensured that the government could collect a salt tax. Gandhi proposed that every Indian refuse to pay the tax by making or purchasing illicit salt. Not paying the salt tax would be a form of passive resistance without increasing hardship for the people. Salt, sodium chloride (NaCl), was an important staple in India. Vegetarians, as many Hindus were, needed to add salt to food for their health since they did not get much salt naturally from their food. Salt was often needed for religious ceremonies. Salt also was used for its power to heal, preserve food, disinfect, and embalm. All of this made salt a powerful emblem of resistance. Since everyone needed salt, this would be a cause that Muslims, Hindus, Sikhs, and Christians could all jointly participate in. Landless peasants as well as merchants and landowners would benefit if the tax were lifted.   The salt tax was something that every Indian could oppose. British Rule For 250 years, the British had dominated the Indian sub-continent. At first it was the British East India Company that forced its will on the native population, but in 1858, the Company turned over its role to the British Crown. Until independence was granted to India in 1947, Great Britain exploited India’s resources and imposed an often brutal rule. The British Raj (rule) improved infrastructure to the land, including the introduction of railroads, roads, canals, and bridges, but these were to aid in the export of Indias raw materials, carrying India’s wealth to the mother country. The influx of British goods into India prevented the establishment of small industries within India. In addition, the British levied heavy taxes on various goods. Overall, England imposed a brutal rule in order to protect its own trade interests. Mohandas Gandhi and the INC wanted to end British rule and bring about India’s independence. Indian National Congress (INC) The Indian National Congress (INC), founded in 1885, was a body made up of Hindus, Muslims, Sikhs, Parsi, and other minorities. As the largest and most prominent Indian public organization, it was central to the movement for independence. Gandhi served as president in the early 1920s. Under his leadership, the organization expanded, becoming more democratic and eliminating distinctions based on caste, ethnicity, religion, or sex. In December of 1928, the Indian National Congress passed a resolution asking for self-rule within the year. Otherwise, they would demand complete independence and would fight for it with satyagraha, non-violent non-cooperation.   By December 31, 1929, the British government had not responded, so action was needed. Gandhi proposed opposing the salt tax. In a Salt March, he and his followers would walk to the sea and make some illegal salt for themselves. This would begin a country-wide boycott, with hundreds of thousands breaking the salt laws by making, gathering, selling, or buying salt without British permission. The key to the struggle was non-violence. Gandhi declared that his followers must not be violent or he would halt the march. A Warning Letter to the Viceroy On March 2, 1930, Gandhi wrote a letter to Viceroy Lord Irwin. Beginning with â€Å"Dear Friend,† Gandhi went on to explain why he viewed British rule as a â€Å"curse† and outlined some of the more flagrant abuses of the administration. These included obscenely high salaries for British officials, taxes on alcohol and salt, the outlandish land revenue system, and the importation of foreign cloth. Gandhi warned that unless the viceroy was willing to make changes, he was going to begin a massive program of civil disobedience. He added that he wished to convert the British people to nonviolence and thus make them see the wrong they have done to India. The viceroy responded to Gandhi’s letter, but offered no concessions. It was time to prepare for the Salt March. Preparing for the Salt March The first thing needed for the Salt March was a route, so several of Gandhi’s trusted followers planned both their path and their destination. They wanted the Salt March to go through villages where Gandhi could promote sanitation, personal hygiene, abstention from alcohol, as well as the end of child marriages and untouchability. Since hundreds of followers would be marching with Gandhi, he sent an advance team of satyagrahis (followers of satyagraha) to help the villages along the path prepare, making sure that food, sleeping space, and latrines were ready. Reporters from around the world were keeping tabs on the preparations and the walk. When Lord Irwin and his British advisers learned the specifics of the plan, they found the idea ridiculous. They hoped that the movement would die out if it was ignored. They began arresting Gandhis lieutenants, but not Gandhi himself. On the Salt March At 6:30 a.m. on March 12, 1930, Mohandas Gandhi, 61 years old, and 78 dedicated followers began their trek from the Sabarmati Ashram in Ahmedabad. They resolved not to return until India was free of the oppression the British Empire imposed on the people. They wore sandals and clothes made of khadi, cloth woven in India. Each carried a woven bag containing a bedroll, a change of clothes, a journal, a takli for spinning, and a drinking mug. Gandhi had a bamboo staff. Progressing between 10 to 15 miles a day, they walked along dusty roads, through fields and villages, where they were greeted with flowers and cheers. Throngs joined the march until thousands were with him when he reached the Arabian Sea at Dandi. Although Gandhi had prepared for subordinates to continue if he were arrested, his arrest never came.   International press was reporting the progress, and had Gandhi been arrested along the way it would have increased the outcry against the Raj. When Gandhi feared the inaction of the government might dim the impact of the Salt March, he urged students to suspend their study and join him. He urged village headsmen and local officials to resign their posts. Some marchers broke down from fatigue, but, despite his age, Mahatma Gandhi stayed strong. Daily on the trek, Gandhi required each marcher to pray, spin, and keep a diary. He continued to write letters and news articles for his papers. At each village, Gandhi collected information about the population, educational opportunities, and land revenue. This gave him facts to report to his readers and to the British about the conditions he witnessed. Gandhi was determined to include untouchables, even washing and eating in their quarters rather than in the places where the high-caste reception committee expected him to stay. In a few villages this caused upset, but in others it was accepted, if somewhat reluctantly. On April 5, Gandhi reached Dandi. Early the following morning Gandhi marched to the sea in the presence of thousands of admirers. He walked down the beach and picked up a lump of natural salt from the mud. The people cheered and shouted Victory! Gandhi called on his companions to start collecting and making salt in an act of civil disobedience. The boycott of the salt tax had begun. The Boycott The boycott of the salt tax swept across the country. Salt was soon made, bought, and sold in hundreds of places across India. People along the coast gathered salt or evaporated sea water to obtain it. People away from the coast bought salt from illegal vendors. The boycott expanded when women, with Gandhis blessing, began picketing foreign cloth distributors and liquor shops. Violence broke out in a number of places, including Calcutta and Karachi, when police tried to stop the lawbreakers. Thousands of arrests were made but, surprisingly, Gandhi remained free. On May 4, 1930, Gandhi wrote another letter to Viceroy Irwin describing his plan for followers to seize the salt at the Salt Works in Dharasana.   However, before the letter could be posted, Gandhi was arrested early the next morning. Despite Gandhi’s arrest, the action was to continue with an alternate leader. At Dharasana on May 21, 1930, approximately 2,500 satyagrahis peacefully approached the Salt Works, but were brutally attacked by the British. Without even raising a hand in their defense, wave after wave of protesters were clubbed over the head, kicked in the groin, and beaten. Headlines around the world reported the bloodbath. An even larger mass action took place near Bombay on June 1, 1930, at the salt pans in Wadala. An estimated 15,000 people, including women and children, raided the salt pans, collecting handfuls and sackfuls of salt, only to be beaten and arrested.   Ã‚   In all, about 90,000 Indians were arrested between April and December 1930. Thousands more were beaten and killed. The Gandhi-Irwin Pact Gandhi remained in jail until January 26, 1931. Viceroy Irwin wanted to end the salt-tax boycott and thus began talks with Gandhi. Ultimately, the two men agreed to the Gandhi-Irwin Pact. In exchange for an end to the boycott, Viceroy Irwin agreed that the Raj would release all the prisoners taken during the salt upheaval, allow residents of coastal areas to make their own salt, and allow non-aggressive picketing of shops selling liquor or foreign cloth. Since the Gandhi-Irwin Pact did not actually end the salt tax, many have questioned the efficacy of the Salt March. Others realize that the Salt March galvanized all Indians into wanting and working for independence and brought worldwide attention to their cause.