KIM's Biscuits (Project)

QUESTIONNAIRES

We invite you to make our efforts fruitful for the better service  to community  by us  with “SILVER LAKE ( KIMS CO. LTD).we are surveying  that why we couldn’t succeeded in  satisfying needs of our community . Which has perceived and got by deep study of decrees in our kim’s demand. So please make your participation for the stated reason. Your responses will be strictly confidential. the information will give on the aggregate. Your information will be coded and will remain confidential.

Thank you very much for your time and support. Please start with the survey now by selecting the right choice.

(Note: Part A of the questionnaire is from consumer and part B is from the distributor/sales persons to analyze both aspects)

(PART –A)

v      Which of the following the kim’s biscuit you like? (Grade them as A, B, C, and D)

 

·         CRACKER                                    

·         ZEERA

·         PENUT

·         BELL

v      Following has the kim’s quality rank before you:

A.                           B.                       C.                        D.                        E.

(Much better, some what better, about the same, some what worse, much worse)

v      Taste of biscuit you like:

·         Sweet

·         Salty

·         50  50 

v      Kim’s biscuit  Prices as compared to quality and competitors are:-

·         High,

·         Reasonable

·         Low

·         About  the same

v      How motivated are you?

• By media
• By reference
• By experience

v      How long you are using Kims’s biscuit?

·         Less than one year

·         One year

·         More than one year

v      Kims biscuit size and style is:

·         Excellent

·         Very goo

·         DGood

·         Poor

v      Kims biscuits are easily available:

·         Agreed

·         some what agreed

·         disagreed

·         some what disagreed

v      you are satisfied from kims biscuit:

• Strongly disagreed
• Somewhat disagreed
• Neither agreed nor disagreed
• Somewhat agreed
• Strongly agreed

Just tick the following by your choice:

                                                                  Poor              Average          Good         Very Good            Excellent

1. Advertisement ……………..                           
2.  Expectations……………
3. Packaging ………………….
4. Quantity …………………….
5. Energy ………………………

Questionnaire part B  

(From distributor)

Ø      Are you feel that the supply chain is

• Regular
• Irregular

Ø      The prices of Kims biscuits as compared to its competitors are

• High
• About the same
• low

Ø      The prices of Kims as compared to the quality are:

• High
• reasonable
• low
•  

Ø      Are the Kims biscuits profitable for you?

• Yes
• No

Ø      Are you have been provided D.S.P. system

• yes
• No

Ø      Area Manager visits the market.

• regularly
• Somewhat regularly
• Irregularly

Ø      The company is going to fulfill the demands of customers

• yes
• No

Ø      Yours suggestions please.

                        ………………………………………………………….

                        ………………………………………………………….

KIM's Biscuits (Project)

APPENDIX

1. First, globalization, new technologies, and deregulation have created an environment that is increasingly complex and unstable. Second, and partly in response 79
2. to the first set of factors, the new employment contract is often associated with new organizational forms such as networks, flexible specialization, or “virtual” organizations.
3.  In many cases, the new organizational forms directly affect the employment contract, as when employers increase hiring of temporary or contract employees.
4. The employment contract can only influence organizational change if the contract affects outcomes that employers care about. In fact, substantial evidence and theory suggests that employees perceptions of fair treatment can have large effects on the organization (Barnard, 1938; Blau, 1964; Gouldner, 1954). To consider a single channel, numerous studies have found that organizational citizenship behavior (OCB, Organ, 1988) 98
5. is higher when employees perceive more fairness, especially procedural justice (e.g. Farh 99
6. Et al., 1990; Konovsky and Pugh, 1994; Moorman, 1991). 100
7. Psychological Contracts in Organizations, Rousseau (1995)
8. Kruse and Joseph (1998, p. 22)
9. present survey evidence that in 1995 190
10. lower trust in their employer in 1997 than in 1989 (Kruse and
11. Joseph, 1998, p. 22–23). 193
12. Kahneman, Knetsch, and Thaler performed their survey between May 1984 and July
13. 1985 217
14. Levine (1993); Piron and Luis (1995); Rabin (1993).
15. Academy of Management Executive, 1996. Special Issue on Careers in the 21st Century.
16. Adams, J.S., 1963. Toward an understanding of inequity. Journal of Abnormal Social Psychology 67, 302–320. 394
17. Annable, J., 1997. Insecure executives make the economy grow. The Wall Street Journal. 395
18. Barnard, C., 1938. The Functions of the Executive. Harvard University Press, Cambridge, MA. 396
19. Belman, D., Levine, D.I., 1999. Have internal labor marketwage structures declined in large employers? University Of California, Mimeo. 398
20. Blau, P.M., 1964. Exchange and Power in Social Life. Wiley, New York. 399
21. Burack, E.H., Singh, R.P., 1995. The new employment relations compact. Human Resource Planning 18 (1), 400
22. 12–19. 401
23. Cappelli, P., et al., 1997. Change at Work. Oxford University Press, New York. 402
24. Cashman, K., Feldman, J., 1995. Reengineering the employment contract. Executive Excellence 12 (2), 15–16. 403
25. Charness, G.B., Levine, D.I., 1999. When are layoffs acceptable? Evidence from a quasi-experiment. University of California, Mimeo (forthcoming in Industrial and Labor Relations Review). 405
26. Cowherd, D.,Levine, D.I., 1992. Product quality and pay equity between low-level employees and top management: 406
27. An investigation of distributive justice theory. Administrative Science Quarterly 37 (2), 302–320. 407
28. Doeringer, P., Michael P., 1971. Internal Labor Markets and Manpower Analysis. Heath Lexington Books, 408
29. Lexington, MA. 409
30. Dornstein, M., 1991. Conceptions of Fair Pay: Theoretical Perspectives and Empirical Research. Praeger Press, 410
31. New York. 411
32. Farber, H., 1995. Are lifetime jobs disappearing? Job duration in the United States: 1973–1993. NBER Working 412
33. Paper No. 5014. 413
34. Neumark, D., Daniel, P., Daniel, H., 1997. Has job stability declined yet? New evidence for the 1990s. NBER 454
35. Working Paper No. 6330. 455
36. Organ, D.W., 1988. Organizational citizenship behavior: the good soldier syndrome. DC Heath, Lexington, MA. 456
37. O’Shaughnessy, K.C., Levine, D.I., Peter, C., 1999. Changes in managerial pay structures 1986–1992. Working 457
38. Paper No. 67B, Institute of Industrial Relations, UC Berkeley. 458
39. Piron, R., Luis, F., 1995. Are fairness constraints on profit seeking important. Journal of Economic Psychology 459

16, 73–96. 460

Podsakoff, P.M., Michael, A., Scott, B.M., 1997. Organizational citizenship behavior and the quantity and quality 461

of work group performance. Journal of Applied Psychology 82 (2), 262–270. 462

Rabin, M., 1993. 463

KIM's Biscuits (Project)

SECTION E

FINDINGS AND RECOMMENDATIONS

 

 

FINDINGS

The history of the company shows that the reasons of the problem are lot much.

The major reason is to depend completely on one person. Unequal distribution of work is another one. Due to the lack of Advertisement Company product name has been washed from the minds of customers. Distributor is another step, which can increase the sale, but the area manager did not visit the market form the long time.

SECTION F

ACTION PLANS

Priority Action 1:        New energetic and experienced Sales Manager should be appointed.

 Priority Action 2:         Improve the working envoirement of the company, make it so attractive the worker may became satisfied.

Priority Action 3:          Serve the consumer, it is the key element for the success,so

 focus on customer demand

Priority Action 4:         Assigne equal responsibility and parallel authority.

Priority Action5 :         Optimize and renewal of the wage structure to improve worker                             

                                    retention.                                                                    

PriorityAction6 :         Appoint skilled marketing manager to improve the advertisement

                                    and to build the goodwill of the company once again.

Articles

1. Rousseau, D. M. and Shperling, Z. Pieces of the action: Ownership and the Changing Employment Relationship, Academy of Management Review, 2003, 12, 115-134.
2. Bartunek, J. M., Cummings, T. G., Pearer, J. L., Rousseau, D M., Tung, R.L., Van de Ver, A. H., Urbanowicz, N., Leading what seems (to its leaders at least) to be an incentiveless, learningless organization that sometimes appears (to its leaders, at least) to work, Journal of Management Inquiry, 2003, 12,
   105-114.
3. Dabos, G., and Rousseau, D. M. Mutuality and reciprocity in the psychological contracts of employee and employer, Journal of Applied Psychology (in press).
4. Trust in and Between Organizations" (with R. Burt, C. Camerer, and S. Sitkin); Academy of Management Review, Vol. 19.
5. "Not so different after all: A cross disciplinary view of trust" (with S. Sitkin, R. Burt, and C. Camerer); Academy of Management Review, Vol. 23, pp. 1-12, 1998.
6. "Why Workers Still Identify With Their Organizations," Journal of Organizational Behavior, Vol. 19, pp. 217-233.
7. "Assessing the Psychological Contract" (with S. Tijoriwala); Journal of Organizations Behavior, Vol. 19, 679-698.

8. Gorman, R., James, B.K., 1992. Fairness as a constraint on profit-seeking: comment. American Economic Review
9. 82 (1), 355–358. 421
10. Gouldner, A., 1954. Patterns of Industrial Bureaucracy. Free Press, New York. 422
11. Groshen, E., Levine, D.I., 1998. The rise and decline of internal labor markets. Federal Reserve Working Paper, 423
12. New York. 424
13. Hackett, B., 1996. The new deal in employment relationships, Conference Board Publication No. 1162. 425
14. Homans, G., 1961. Social Behavior: Its Elementary Forms. Harcourt Brace Jovanovich, New York. 426
15. Homans, G., 1974. Social Behavior: Its Elementary Forms (revised Edition). Harcourt Brace Jovanovich, New 427
16. York. 428
17. Kahneman, D., Jack, K., Richard, T., 1986. Fairness as a constraint on profit-seeking: entitlements in the market. 429
18. American Economic Review 76, 728–741. 430
19. Kanet, R.M., 1987. From Status to Contribution: Some Organizational Implications of the Changing Basis for 431
20. Pay. Personnel, Vol. LXIV, pp. 12–37. 432

KIM's Biscuits (Project)

RESEARCH DESIGN

Descriptive study:

1. The study shows that kim’s company has many hidden problems and the major one is “MANAGERIAL PHILOSOPGHY” which is not a suitable because as we have known by the historical review of the skim’s that only few members were on the screen and when they have been gone from the company there became a major flaw not only in companies goodwill but also its MARKETING, R&D, PRODUCTION, SALES FORCE, ENGINEERING, PLANNING AND CONTROLING SECTORS it was only because of cauterized power delegation, some managerial policies like , MGR  & subordinate relationships, no rotations. We find this information through history and survey; we conducted 10 direct interviews, 10 indirect (by email and telephone conversation) and got 60 questioners. On average, the sample respondents were regarded with the questions asked by them. We focused both open ended questions which needed fruitful answers and we are proudly presenting the questioners in out research because the open ended questions were answered more than we were expectations and closed questions which also have about 45% good information’s we needed. Sewers by them and the extra information given by them were very satisfactory and infect praiseworthy.

2. We came to know that there are 98% people who like the kims biscuit but haven’t found in the market, so there is deficiency on the part of network (intervening, I.V) which is totally depends upon management’s policies (moderating Variable). Similarly, we known that when management centralizes its Authority then it’s certain that there must be disturbance to the extent of centralized ratio

3.         Our further analytical findings include their existed unfavorable politics organizational environment.

E**= employment efficiency

U**= University effectiveness

X**= joining Reasons for employees

X~*= negative impact on Students

S**= students

X+*+ positive Impact On students

$**= Pay Cut

AD*=administrative decision

Ed*= employee Disputes

MT*=motivation

Wk*= Work load

∑= goals and Targets to be Achieved

Thus Mathematically we can say that

U** + ∑=(E** + X+*+AD*+MT*)

E**= X**-$**-Ed*-Wk*

Also

X+*=S**+ MT*+∑

And

∑∞ E**

∞ = directly proportional to.

SECTION D

ANALYSIS

In the context of university and the questioners taken from the employees of the university we have gather some of the relevant information about the research .we have prepared the questioners of about 16 questions and distributed among the 50 individuals involving 50% of the working employees and 50% of the employees who had left the university with due reasons.

We had prepared these questioners considering each of the variable what we had taken before. Our focus of knowledge was on the contract employment and the daily wage system in the education sector. We generated some of the hypothesis which were:

1. The efficiency of the employee decreases due to the Pre DWS or the TTS
2. The efficiency of the students thus decreases with decrease efficiency of the employee working in the university especially the staff members and the teaching body.
3. The environment could be effected by such deficiency
4. Employee could be annoyed and thus discipline of the institute could become worse.

According to these hypotheses we had conducted the interviews and questioners based survey and collected the data which is analyzed below;

More than 90% people are very happy with the university Hume and success.

Most of the people don’t know the basic purpose of the university in this region. Most of the people are taking this university beside the education field and thinking to get mixed the politics and self local hold which could ruin the universities’ discipline and could destroy the education environment.

There is not any kind of harassment or the discrimination found but the university is working under self motivated and on the basis of equal opportunity for all men and women, cast, creed any of the mentioned harassment is not noted. There is some harassment amongst the students which is due to the lake of knowledge and due to the wrong vision of their environment.

Employees’ working in the university are experiencing the job as career advancement and some of the teachers are clear about the job requirement they have. They are well with their upper administration and graded their head of the university as the very good amongst the five options from poor to excellent.

Many working bodies are trying to get excellent work environment through this university and feeling totally free to communicate to all cadre and group in the university.

About 70% of the employees are here because of their friends and the university reputation, means many are here because they have been told by their friends about the better opportunity in the university.

There is one of the irony that about 65% of the employees are not sure about their job description and they are neither getting their targets and quotas filled.

In one of the rating questions we had asked about the salary review which was our main and core issue we came to know that no body is happy with their salary structure and according to them they are not getting equally to their jobs and work. Many are complaining about the benefits the university should offer to their staff as well to  any type of the employee.

Answering one of the question we came to know that the work load is more and the salary package is too low and despite of the salary and wage the staff members specially those who are working in such a circumstance that they need extra benefits for them to cope with such a hard time, because many of them are from far of areas and working day and night for the success of this university alone.

In the last I would like to discuss some of the open ended questions we had asked and those include the idea about the wage system which was regarded differently. The bottom line is employees are hard worker. Amongst them few are ready to serve at any time regardless of any thing offer to them but they need incentives for their better future. They want commitment from the students and form their better tomorrow.