THE IMPORTANCE OF CREATING A STRATEGIC FIT BETWEEN ORGANIZATIONAL STRUCTURE, OBJECTIVES, AND THE ENVIRONMENT
AN ANALYSIS OF SELECTED AUTOMOBILE COMPANIES (BMW, VOLKSWAGEN AND TOYOTA)
1 INTRODUCTION
2 LITERATURE REVIEW

• Strategic Management
Peter Drucker popularized the concept of strategic management in the 1950s following his economic theory-based research on the management approaches used in industrial organizations (Wolf, 1996). The American business consultant notably said that ‘management is doing things’ whereas ‘leadership is doing the right things’ (Avery and Bergsteiner, 2011). Drucker held the opinion that the only leadership group comprises of managers, noting that if managers of major business corporations fail to address environmental, social and governance (ESG) issues, no one else can or will take responsibility for the common good (Finlay, 2010). Thus, strategic management is an important feature of both small and large corporations because it determines their survivability and sets the pace for global sustainability (Pertusa‐Ortega et al, 2010; Vătămănescu et al, 2016).

In a business environment regularly disrupted by external factors (such as changing government policies, technology advancement, COVID-19, climate change and global warming), strategic management can be the key to value creation and sustainable profits (Laorden et al, 2022). However, organizational leaders must continually scan the external business environment to understand current strategies applied by competitors. It is also important to identify internal core competencies in order to forecast and take timely decisions that can increase opportunities for growth and reduce risks. According to Polonsky (1995), an understanding of global trends, particularly stakeholder expectations and the competitive landscape, can provide competitive advantage if organizations have the right structures. Employees must also understand and support the mission statement (objectives) while managers ensure that resources are equitably distributed based on needs (Tan et al, 2011). This highlights the importance of organizational structure and commitment to strategic planning in any marketplace (Kurzynski, 2012; Thakur et al, 2022).

Evidence-based research shows that strategic management encourages inclusive leadership and goal-setting for the workforce thereby improving employee motivation, engagement and overall productivity (Avery and Bergsteiner, 2011). Other benefits include financial gains and long-term competitiveness. But it is not enough for organizations to just implement strategic management plans. To sustain growth, leaders need to regularly monitor progress, assess performance to align activities with the corporate blueprint on ESG impact, and make changes where necessary to achieve sustainable growth (Kurniawan et al, 2014).

ABSTRACT
This paper explores various institutional drivers and barriers of the circular economy. Using a cross-regional comparison of China, the US, and Europe to provide insights into the key global sustainability concerns, the author applied a qualitative approach. Methodology for the critique essay was exploratory and narrative in nature. Theories ad concepts discussed in the analysis include the Institutional Theory, Triple Bottom Line (TBL), Corporate Social Responsibility (CSR), Ethics etc. Findings show that companies are more focused on climate change than other equally important sustainability issues such as investing in programs to educate business owners and customers. The author suggests stakeholder collaboration to improve the economic, social and governance (ESG) impact of business.

INTRODUCTION
Modern-day business corporations face complex and unprecedented challenges from the political, economic, social, technological, environmental and legal systems. These systemic setbacks to sustainable business require innovative and strategic management approaches. Yet, many executives are reluctant to align sustainability to their organizational culture and business strategies in the mistaken belief that the costs outweigh the benefits (Acerbi & Taisch, 2020). On the contrary, academic research and business experience point toward the opposite direction. Even so, embedded sustainability efforts result in a positive impact on business performance. In fact, sustainability in business refers to its effects on the economy, society and environment. A sustainable business strategy aims at positively impacting one or more of these three key areas, thereby helping to address some of the world’s most pressing problems vis-à-vis: (a) climate change (b) depletion of natural resources (c) income inequality (d) human rights issues (e) pollution (f) fair working conditions, and (h) racial injustice (Baxter & Childs, 2017).
Circular Economy (CE) emerged in the 1970S, and in recent years, it has been touted as a reliable tool for promoting a sustainable development process. It is also considered a guiding principle for corporate organizations and governments, particularly in the formulation and implementation of industrial and environmental policies. However, opinions on the relevance of CE differ among stakeholders in different sectors—including academicians. This is more so because CE as a concept has contradicting definitions and lacks substance. Thus, CE faces a risk of becoming counterproductive unless users -- in theory and practice -- stop referring to it as a solution to all kinds of environmental concerns (Julian & Ralf, 2019). This paper is a critique of “Exploring institutional drivers and barriers of the circular economy: A cross-regional comparison of China, the US, and Europe,” a study conducted by Valtteri et al (2018) which explored the facilitators and barriers to CE in the three continents.

RESEARCH METHODS
Valtteri et al (2018) applied the institutional theory to identify and compare various factors impeding or facilitating implementation of the circular economy in China, U.S. and Europe. Then the scholars used a qualitative research method, which includes purposive, theory-based, maximum variation and case sampling methodologies to collate and analyse secondary data collated from books, journals, websites of multinational corporations etc. They also applied replication logic to increase the validity and reliability of research results.
The study by Valtteri et al (2018) is flawed for many reasons, particularly its theoretical leaning and methodology. The institutional theory provides a strong footing for comparative case studies, but it lacks the analytic framework required to make practical conclusions due to some inherent problems. For example, the theory dos not provide coherent explanations of political phenomena, and this limits its acceptance as a key model for sustainability-related global management practices. Moreover, it is difficult to measure institutions due to their complexity. The institutional theory, as proven in various literatures, does not represent a critique of historical evidence in corporate governance. Thus, criteria used in the analysis of institutions are static and ineffective in a dynamic contemporary business and/or political environments (Alston et al, 1996).

Further, the study of selected companies across three continents is totally unrealistic, mainly because results from analysing few companies cannot be validated to have common implications for global businesses. Additionally, it is hard to examine the causality and results of a qualitative research. Therefore, the scholars should have limited the study area to a country (instead of continents) and used some common approaches such as:

(a) Action research—which allows collaboration between researchers and participants that align theory and practice to achieve social change.
(b) Narrative research—that promotes critical analysis of stories/experiences shared by participants in order to understand how they perceive a phenomenon. This involves focus groups and use of interviews.

The scope and conceptual framework of our research are illustrated by the figure below, which highlights the dependence between health and socioeconomic factors operating through interactions with the healthcare system.

Figure 1

Preventive measures that reduce exposure to these behavioral risk factors are likely to be among the most cost-effective interventions to reduce the ill-health and economic burden arising from non-communicable diseases (NCDs). Without underestimating the importance of socioeconomic determinants of health and public health programs targeting them, this research will purposefully concentrate further downstream on identification of the economic consequences of chronic health problems that have materialized and evaluation of health interventions intended to stop or slow the deterioration in health as a result of such conditions. This focus makes the research relevant to the primary responsibilities of health systems in relation to NCDs – diagnosis, treatment and control.

Inefficiencies that manifest in progressively fewer chronic illnesses being diagnosed, treated and controlled (see the shrinking circles) result in losses of both health and economic output. The circularity of the relationship can give rise to health-related poverty traps with poor health causing poverty and vice versa. The bidirectional arrows between socioeconomic factors and diagnosis, treatment and control of chronic illness represent potential socioeconomic barriers to accessing the healthcare system as well as the out-of-pocket (OOP) cost of using healthcare, which may further exacerbate this poverty trap.

Experiment to identify the impact of improved access to healthcare (diagnosis and treatment) on health and economic outcomes will be structured around the conceptual model of the next figure.

Figure 2:

Accessibility and use of healthcare will be exogenously varied to assess the potential of improved healthcare delivery for increased social protection and work productivity, and thus health-led socioeconomic development. We have designed interventions that encourage access to diagnosis and treatment for specific health conditions, weakening the bidirectional causal link between healthcare use and socioeconomic factors (see smaller arrows in the figure). The aim is to diagnose more of the pool of chronic illness and subsequently bring more illness under treatment and control. The size of the circles in the figure just above should increase and shrink less in moving from one stage of the process to the next.

In principle, there is a wide range of potential policy instruments that may potentially achieve this. The exact intervention used to improve healthcare access will depend on the healthcare context of each study site and described in more detail in the country-specific research tabs above.

However, all interventions will in one form or another experimentally manipulate the accessibility of healthcare services by facilitating contact with clinical care providers, and investigate the potential impact of increase accessibility of health services on the dynamic interplay between health events, healthcare use and subsequent health and socioeconomic outcomes and the overall cost-effectiveness of increasing the accessibility of health services from a society’s point of view.

https://meziesblog.com/health-healthcare-and-socio-economic-development/

Leading through Digital Disruption: A Case Study of InBev, UK

Table of Contents
Executive Summary-------------------------------------------3
1.0 Introduction------------------------------------------------3
1.1 The Case for Change-------------------------------------4
1.2. Capture Insights------------------------------------------6
1.3 Make Fast Decisions-------------------------------------7
1.4 Acquire and Engage Talents-----------------------------9
1.5 Create a Digital Ready Culture-------------------------11
1.6 Steer Collaboration--------------------------------------12
1.7 Selection of Leaders-------------------------------------13
Conclusion----------------------------------------------------15
References---------------------------------------------------- 15




EXECUTIVE SUMMARY
AB InBev is a UK-based brewing company. The brewer was established in 2004 after a successful merger between Interbrew (Belgium) and AmBev (Brazil). With strong presence in over 30 countries and consumers in more than 130 countries, AB InBev integrates the cloud software and Artificial Intelligence (AI) to continually transform its digital system and maintain market visibility at the global stage. This study analyses challenges to AB InBev's digital transformation efforts. The purpose is to gain insight into the brewer’s business environment and proffer workable management strategies and/or digitalization ideas capable of enhancing performance of the core areas of disruptive innovation—people, business and technology (AlMulhim, 2021, p.1365). Using findings from this study, the researcher will analyse how technological advancement can be leveraged to digitalize businesses, improve brand value, and expand market segments for profitability and sustainability (Magnusson, 2020, p.335).

1.0 INTRODUCTION
Diffusion of advanced technologies in global business has radically transformed value creation. The incorporation of digital technologies, especially in the manufacturing industry, has also enhanced work process and productivity levels—as well as strengthened relationship with customers (Sepasgozar & Loosemore, 2017, p.1218). Digital transformation in the business domain therefore encourages paradigm shift from a culture=oriented concept to an innovative approach that questions traditional ways of doing business. On this premise, digital disruption emphasizes the need for business leaders (in both large and small corporations) to learn how to accept failure and as motivation to embrace creative thinking and use of evidence-based research to improve competitive advantage and achieve sustainable profits for their organizations (Margiono., 2021, p.319).
The term ‘digital disruption’ is often used in the business domain. It can be heard in almost every global management discussion as a strategy for achieving business goals in the fast-changing digital age. The problem is: many business leaders neither understand what digital disruption means nor have robust implementation strategies. In most cases, business managers have no ideas on what aspect of their corporate plan should be altered—and whether there is need for change management. Digital disruption refers to changes experienced from launching new digital technologies, services, and business models that transform the value of existing goods and/or services within an industry. This study examines AB InBev, UK to identify how organizations can achieve business goals through digital disruption.

1.1 THE CASE FOR CHANGE
The adverse effect of COVID-19 pandemic on global business was enormous. AB InBev’s 2020 Annual Report shows that disruptions in volume of sales and total earnings have spurred global market leaders to think creatively in order to transform business outlook. Digital disruption at AB InBev therefore provides a leeway to revitalize business by aligning process (business activities) with ever-changing customer needs. But despite AB InBev’s integration of innovation to fast-track digital transformation, COVID-19 pandemic presents a formidable challenge to supply chain (Tarofder et al, 2013, p. 450). The company incurred huge losses during the lockdown as restricted movement affected delivery of non-essential products. The world’s largest brewer declared a thirty-two percent (32%) decline in sales (April 2020) around England. In March 2020, AB InBev sales in China recorded a significant drop (46.5%) although the loss reduced to 17% in April, 2020 (Rachel., 2020).
Using business insights from China and South Korea, AB InBev developed and shared best practices with stakeholders across its global supply chain to maximize economies of scale, capacities and resources (Tarofder et al, 2013, p.436). The investment in social capital involved maximization of technology (including e-commerce platforms and B2B sales) to connect with consumers/customers. To achieve this business objective the company converted operations to produce and donate millions of bottle water and hand sanitizer to support the fight against COVID-19. The pandemic was therefore a key opportunity to improve brand image through corporate social responsibility (CSR) (Bharadwaj et al, 2013, p.477).
A second problem AB InBev faced during the COVID-19 era was slow experimentation of its CSR efforts. A study conducted by the Harvard Business Review emphasized that one of the major setbacks to digital transformation is lack of human/material resources (capacity) to conduct experiments rapidly. This is more so because digital innovation in the business domain has taken a fast-paced motion that requires creative ideas and managerial dynamism to sustain competitiveness—some of the reasons why Ab InBev needs change management (Magnusson, 2020, p.335). Additionally, AB InBev business operations indicate inadequate use of internet technology (IT) and poor networking strategies prior to the pandemic (Rachel., 2020). The UK-based company however relies on digital disruption to continually satisfy consumer needs and expand customer base for sustained global dominance in the manufacturing industry. Basically, the popular brewer aims at achieving zero incidents in its supply chain within the UK, where there is technology designed to track, protect and manage safe comportments. Although drivers are trained to maintain speed limits, obey traffic rules and avoid heavy breakage, AB InBev delivery vehicles are equipped with telemetric technology (such as safety alarms, dashcams and seatbelt sensors) to identify dangerous routes and any unprofessional behaviours from employees (Tarofder et al, 2013, p.439).

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E-ENVIRONMENTAL FACTORS

The second “E” in the PESTEL analytical framework represents “environment.” In other words, the environmental/ecological factors in any business setting[98] emphasize the need for organizations and governments to collaborate on environmental issues that have direct impact on human lives[99]. For example, gas emissions from technological products and industries are identified as major causes of global warming and climate change. Governments therefore have an obligation to protect the world by implementing environmental laws, sensitizing individuals (consumers) on why they should support use of environmentally sustainable products, and punishing organizations for activities that deteriorate ecological systems further. Some of the identified environmental factors are: (a) water disposal laws (b) energy consumption regulation (c) increasing global support for eco-friendly products/services etc. The impact of environmental factors on business organizations reflects on the intensity of their CSR activities, eco-friendly R& investments, as well as the level of commitment to ethical practice[100].

Global shutdown measures have reduced the spread of COVID-19 and give our planet a brief respite from the destructive results of economic development[101]. As at 17 March 2021, Worldometer records showed 121,662,973 coronavirus cases, 2,687,876 deaths and 98,075,112 recoveries. Out of these numbers, the US had the highest global death toll with 550,276. Despite the immeasurable distress and loss of lives, daily news updates about the disease is not positive for the environment as some cities across the world were tagged ‘Coronavirus hotspots’ and deserted. Lack of professional health workers/volunteers and the rising number of dead, contaminated bodies created further challenges for mortuaries and crematories[102]. In some locations, dead bodies were abandoned on the streets and in people’s homes thereby worsening the environmental impact of COVID-19[103]. Considering the devastation caused by COVID-19, the United Nations (UN) Environment chief says this pandemic is by no means a “silver lining” for our environment, adding that the highly infectious virus has wrecked families and shaken the foundations of human civilization[104].

The United States of America

Medical and industrial waste is on the rise in the US. Beyond that, the focus on plastic restrictions and pollution regulations has changed towards controlling and preventing the spread of COVID-19. However, most recycling companies closed business at the peak of the pandemic thereby creating a gap in the nationwide environmental change campaigns. The virus spread also disrupted US-led international climate change meetings focused on strengthening values and promoting intergovernmental cooperation on environmental safety and other concerns.

The United Kingdom

The UK declared lockdown on 23 March 2020 leading to widespread loss of jobs, especially among low-income earners who also live in crowded areas with high exposure to the virus[105]. Over 2 million jobs in the UK retail and wholesale sector performed by nearly 25% of the total workforce were affected by the COVID-19 pandemic in different ways. Although demand for labour in grocery and online retail business increased by a small margin, the positive trend was overshadowed by the significant number of temporary store closures in non-food retail[106]. Basically, COVID-19 impact on the environment is best analysed with the significant drop in accommodation/hotel, travel and food services especially in areas with high infection rates[107].

EU Member States

The lockdown across Europe significantly reduced the number of private cars driven by owners[108], Due to the high risk of infection from using public transport mediums (e.g. flights and buses), most commuters stayed back home. Individuals and families also relied on the service industry for supplies of essential products[109] thereby lowering the previously high number of collisions, gas emissions, and direct contact with individuals or unknown points of infection. For example, motor-vehicle usage in Germany, Spain and Italy declined by more than 80 percent after the lockdown. Thus, the lockdown greatly improved the quality of air, and more importantly, increased bond among family members. But despite the positive results achieved with COVID-19 restrictions[110], the negative impact of a sedentary lifestyle on people’s health cannot be overemphasized. Many people died in their homes for various reasons such as: (a) emotional pains (caused by separation from loved ones) (b) financial burden (caused by unemployment, loss of jobs and reduced income) and (c) poor health condition arising from an inability to access drugs/medical services when needed.

L-LEGAL FACTORS

“L” in the PESTEL framework stands for the legal factors (i.e. laws and regulations) that control business activities within any jurisdiction[77]. The legal aspect of business (e.g. antitrust laws, patent infringement, employment regulations, employee safety and health regulations, product regulations, competitive regulations etc) are relevant to this paper because the knowledge is critical for avoiding unnecessary legal costs in every business environment[78]. The legal and political elements are linked and interchangeably used because both factors for instance influence corporate social responsibility (CSR)[79] and good corporate governance[80].

On this premise, Coronavirus related legal issues and considerations have proved quite extensive for business leaders, legal practitioners and scholars, too. As governments take actions (such as restricted movement, business closure, court prosecutions, fines) to control COVID-19 pandemic and restore order, organizations face the challenge of COVID-19 fraud, CSR and ethical practice[81]. Employees also need to deal with setbacks arising from cumbersome and expensive whistleblowing procedure (as in the UK) as well as ineffective whistleblower protection laws[82] and lax enforcement mechanisms found in many EU Member Countries. These examples underscore the need for a global legal framework that enhances crisis management and strategic response during disaster periods[83]. Some of the identified legal concerns fall under disclosure, corporate governance, employment, contracts, financing etc[84].

The United States of America

The executive branches of federal and state governments in the United States are legally authorized to enact rules and regulations designed for implementing laws passed by Congress[85]. But the executive arm of government basically relies on government agencies to perform its functions that involves a typically lengthy process, public comment and congressional oversight[86]. In some cases, however, there are exceptions to the rule because the executive can override certain governmental regulatory processes to take lawful and immediate actions when necessary[87].

Although executive orders or emergency rule making has been applied to previous emergency situations in the US, the COVID-19 pandemic called for enactment of laws that transcend every jurisdiction in the country[88]. Therefore, the functional effects of executive orders are far-reaching and mostly contentious because it creates difficulties for oversight at both federal and state tiers of government.[89] Yet, executive orders passed during the COVID-19 pandemic such as the Family First Coronavirus Response Act (FFCRA) will shape current and future US generations as the country continues its recovery process from the political and socio-economic impact of COVID-19[90].

The United Kingdom

COVID-19 lawsuits rooted in public health, employee safety, and fraud concerns are common in the United Kingdom because many employees are facing “forced adjustment” to new work environments, new measures, and changing government guidelines[91]. A fast-paced change in employers’ administrative/business decisions also trigger mental, physical and emotional breakdown among employees. These challenges led to an intensive search for more effective ways to strengthen whistleblower laws, establish responsive internal/external reporting channels, and encourage workers to report unethical behaviours in corporate organizations[92]. Thus, UK employment litigation rate has been the world’s highest since the emergence of COVID-19[93].

EU Member States

The disparity in whistleblower laws implemented in EU member states stifles whistleblowing activities and render legal framework for protecting whistleblowers largely ineffective in some countries. Using the Polish whistleblowing law as a reference point[94], a healthcare professional in the EU country was fired by the hospital director[95] for allegedly reporting missing masks and PPE on social media. In reaction to the news, Poland’s Ombudsman cited the constitutional rights and freedom of expression and instructed the Ministry of Health to rescind the decision on the dismissed employee. However, retaliations against doctors are not isolated; suppression of healthcare employees in EU Member States[96] has become a growing practice as nurses and medical staff are mandated to gain approval from management on matters pertaining to COVID-19 before speaking directly with journalists. In Hungary, health workers are subjected to harsh legal practices that discourage whistleblowing activities[97]. Evidence-based research shows that Hungarian employees and journalists (and their counterparts in other EU countries) are denied rights and freedom of expression including a prison term of five years for spreading “fake” news.

Conclusion

Whistleblowers in the coronavirus era have become essential watchdogs fighting against suppression and control of information. Historical trends in well-structured and free economies (e.g. the United States, Australia, Canada and United Kingdom) show there are ‘fearless’ whistleblowers risking their lives to disrupt activities of politicians, public administrators and corporate organizations who intentionally withhold information, fail to circulate news at the right time, or promote fake news. Potential whistleblowers are therefore gaining motivation from the exemplary lives of public interest defenders who are consistently and painstakingly pushing back against governmental censorship all over the world.

T-TECHNOLOGICAL FACTORS

“T” in the PESTEL framework emphasizes the technology-related opportunities and threats to every business. Discussion on the technological factors that affect because growth is relevant because the staggering number of COVID-19 deaths and its negative implications for global business has necessitated a sudden shift more disruptive technological and scientific solutions[62]. For example, global healthcare organizations are leveraging technological advancement to improve clinical care and telehealth services[63]. Companies in the private and public sectors can also optimize work process and increase competitiveness by exploring the huge benefits of technology in areas such as customer relationship management (CRM) and product/service differentiation. Furthermore, the COVID-19 pandemic significantly accelerated digital transformation in small-, medium- and large-scale businesses all over the world. For example, remote jobs in the Coronavirus era enable many people to juggle home-schooling for their children while effectively handling professional responsibilities amid stay-at-home orders. In additionally to, technology trends such as Artificial Intelligence (AI), robotics, drones, vehicle animation and cloud revolution, webinar platforms (e.g. Zoom, Skype, Google Meet) gained wider acceptance in the business domain because they don’t just limit physical interactions between humans but accelerate speed of communication as well as increase productivity levels[64]. Technology adoption has therefore become a new trend for organizations aiming to adjust business strategies and sustain profits in the post-Coronavirus era.

The United States of America

COVID-19 badly damaged US industrial production. For example, total output in the manufacturing, mining and utility sectors declined in March 2020 and the trend has continued for over a year with very insignificant improvements[65]. This sharp fall presents a huge challenge for the US economy, particularly the manufacturing sector, which offers jobs to more than 12 million workers. The Joe Biden administration is therefore focused on stimulating the manufacturing sector (with tax exemptions, incentives[66], and backward integration policy) because most companies in the main economic sector depend on employees whose jobs cannot be carried out remotely[67].

The United Kingdom

The impact of COVID-19 crisis on the UK technology sector varies by industry subsector; for example, the UK construction industry subsector suffered minimal losses than its past record from the global financial crisis (2007–09) era mainly because of access to government infrastructure stimuli and significant improvement in the e-commerce sector[68]. On the other hand, companies dealing in steel production equipment subsectors, including specialized firms in machine tools and plastics machinery, have experienced a higher negative impact in their businesses. Additionally, industrial production in the car manufacturing subsector experienced a surge in consumer demand,[69] and as R& investments continue to drive innovation in the UK, the prospects for sustainable economic growth are quite high[70].

EU Member States

At the onset of COVID-19 and its remarkably gripping fears across Europe, government and business leaders dialogued on more effective ways to control spread of the deadly virus[71]. Among the emergency response objectives are the need to protect residents and frontline workers, as well as to keep supply chains moving efficiently[72]. But the lockdown across Europe was an isolated solution. Health professionals/administrators required new technologies (including electrification, connectivity, automation and AI) not only to disrupt old trends in the technology sector, which is also riddled by growing environmental concerns, but to transform care delivery and increase access to safe and affordable health care. However, the major challenges were how to satisfy the changing needs of individuals and households, and the emergence of shared mobility as both factors continually alter long-standing demand patterns on technology adoption. Technology-based challenges in the era of COVID-19 (such as the high cost of R&, decline in sales, low profit margins and high tariffs) are therefore affecting the overall ‘ease of business rating’ and economic performance of EU Member States. Thus, global leaders should understand that evolving technologies provide opportunities to optimize internal efficiency and disruptive innovation is a great asset in business management. Then how to add vibrancy to the economy and transform it into investors’ haven becomes a determinant factor for achieving competitiveness. As a matter of urgency, the EU can leverage collaborative leadership efforts and technology diffusion to revitalize its pandemic-ravaged and dwindling economies[73].

Conclusion

The prospects of technological innovations in human civilization are without limits, and the world has seen how technology can help humans and industries to survive crisis periods[74]. For example, remote working has saved numerous jobs and sustained human connection via phone calls, video chats, social media etc. Doctors and other health workers can virtually and safely provide crucial and minor clinical services from their offices and homes through electronic monitoring devices. Teachers and personal trainers are also able to keep students and clients very active across national boundaries [75]. Whistleblowing activities also increased during the COVID-19 pandemic due to provisions for anonymous reporting via emails, telephones and social media platforms These examples show that information and hope in our technologically-enabled world spread faster than the virus no matter its fatality rates and high infectivity. The best health crisis management strategy is to adapt technology according to the changes and/or priority areas[76].

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2.0 INTRODUCTION

A study of innovation in health management would require an in-depth analysis of the scope and nature of primary health care (PHC) delivery as perceived by scholars—and that is the purpose of this section on literature review. Basically, the chapter starts with discussions on concepts such as “innovation,” “service,” “human and material resource management” and “health care.” By starting with the evolution of concepts and definitions relating to innovative management and health care delivery in their current forms and future expectations, this study on “Innovative Health Management Strategies for Enhancing the Primary Health Care Delivery in Nigeria” will examine the fundamental elements of population health management.

Rabeh (2014) notes that strategic management is dependent on the effectiveness of analysis conducted by organizations, and how results—as well as expectations—are aligned with opportunities and challenges in a business environment. Thus, business administrators are saddled with the responsibility of identifying the most effective strategic management models and best service delivery frameworks. The manufacturing sector therefore presents an ideal setting for understanding the role of innovation in service because, in this study, health care is considered as an intangible commodity delivered to care users who are also required to pay for service received.

The main objective of business research is to identify the strengths, weaknesses, opportunities and threats (SWOT) within a complex system. This explains why organizations conduct business research while choosing organizational strategies that fit both internal and external processes. In the context of health care, it is also necessary to discuss the most efficient ways of integrating people, process and technology. This activity is accomplished by evaluating the idea of "fit" while selecting innovative management strategies. For example, the integration of customer relationship management (CRM) technology is considered by reviewing literatures connected with the ideas of “best fit” and “best practice.” With the acquired understanding, any existing model influencing the formulation and implementation of organisational management strategy is then examined using both internal and external factors, including other characteristics of innovation.

Moving towards the core theme of the research, this section on literature review will analyse key strategies for achieving population health management outcomes. An overview of Nigeria PHC system provides insight into the underlying reason for this academic research. Discussions on global health issues will include an analysis of challenges facing health organisations—such as change management, wrongful application of strategies, poor funding etc. This section will also present a review of the current situation and prospects of health care delivery in Nigeria—with a comparative study of health systems in selected developing countries. Since the core of this research is on the benefits of formulating and implementing innovative management strategies connected with human capital development, process improvement and technology adoption, the review of literature moves to connect these basics with business strategy.

This study aims mainly at understanding the performance of primary health care providers and the variables driving performance. It also investigates the role of innovation in healthcare delivery, especially in Nigeria, where mismanagement of human, material and intellectual resources is perhaps the bane of primary health care (PHC). Although the study uses quantitative surveys at the level of primary health care facilities, health workers and care users in their vicinities, the main objective is to explore the health management strategies currently utilised in the Nigerian PHC system—as well as to recommend an innovative way of enhancing service delivery to individuals and households in rural communities.

2.1 AN OVERVIEW OF THE PHC SYSTEM IN NIGERIA

Nigeria operates one of the world’s most complex health care systems (Grol & Wensing., 2001). Public health in the country functions within a three-tiered administrative structure. The Federal Government (FG) controls affairs in University Teaching Hospitals and Federal Medical Centres. In the lower cadres, the state government coordinates affairs in general hospitals whereas the local government is responsible for dispensaries (Worlu et al., 2016). As a major stakeholder in Nigeria’s health care system, the private sector provides medical services to a large number of citizens, too (Adelowokan et al., 2019). But more importantly, successive Nigerian leaderships have—through various acts of parliament—formulated and implemented myriad of health policies to accommodate fast-evolving concerns in public healthcare. Only few health programmes such as the National Health Insurance Scheme (NHIS) is widely adjudged to be effective, reliable and suitable for the wide-growing health needs of Nigerians (Wensing et al., 1998; Aiyegbusi & Adegbite., 2008). Health care services under the NHIS are categorized as follows:
(a) Preventive care—which includes health education, family planning, and immunization
(b) Maternity Care—which covers up to 4 live births
(c) Outpatient Care
(d) Specialists Consultation
(e) Inpatient Care—which guarantees access to a standard ward for about 15 days per year
(f) Preventive Dental Care

Studies in health management show the growth and long-term survival of Nigeria’s healthcare system relies on the successes of NHIS (Adefolaju., 2014), whose major milestone is the continuous quality care rendered to children less than 5 years old and the disabled. Generally, the financial cost of PHC services in Nigeria is cheap and affordable although stakeholders in the system have not properly exploited developmental options offered by the application of innovative health management strategies (Bartholomew et al., 2001; Abayomi., 2012; Biege et al., 2013). The identified challenges of Nigeria’s PHC system include: (a) inadequate infrastructure, especially at the local government level (b) unreliable data storage systems (c) dysfunctional surveillance mechanisms to assess performance of PHC service (d) low morale of doctors due to unavailability of modern health equipment, politicization of service, corrupt practices among local government area (LGA) leaders, and poor remuneration for health workers etc.

P-POLITICAL FACTORS

“P” emphasizes the important role of politics in business. Considering that there is a correlation between regulated systems and free markets, and the fact that global economics supersedes domestic economies, the “P” in PESTEL requires organizations to weigh various threats and opportunities before expanding into new regions, product segments, or sales initiatives. Thus, political factors have direct impact on organizational decision-making process and may even help determine the location of corporate headquarters.[1]

The impact of COVID-19[2] on political systems is enormous; the pandemic has disrupted politics at domestic and international levels, having caused indefinite postponement of legislative activities, isolation or deaths of numerous politicians in many countries[3]. Elections were postponed due to fears of spreading the deadly virus, and this led to questions on the relative advantages of autocracy and democracy, particularly on state response to crises situations and the level of emergency preparedness[4].

The United States of America

COVID-19 is a ruthless killer[5]; the disease holds no political views, and its pathogens only aim to contaminate, spread and thrive in humans. On social policies (e.g. welfare policies), Americans are deeply divided by politics on matters relating to the handling of COVID-19[6]. According to an update from HealthDay/Harris Poll, Republicans are less likely to be worried than Democrats about the pandemic, thus, less likely to take steps to end the infection. Similarly, twice as many Republicans agree that America’s response to the COVID-19 pandemic is overblown – 52% versus 26% of Democrats, the survey from HealthDay/Harris Poll shows[7]. On the other hand, 8 out of 10 Democrats (i.e. 82%) said they “always” use facial masks when going out compared to 66% of Republicans. Twice as many Republicans also think there’s no need for restrictions on public gatherings (i.e. 55% versus 26% of Democrats)[8]. Thus, disregard for social distancing and COVID-19 guidelines was a major factor in the high number of deaths recorded across the United States[9].

The United Kingdom

COVID-19 timeline in the United Kingdom[10] shows successes and failures in governmental efforts to control and prevent the disease[11]. Political disruptions caused by COVID-19 raised serious concerns when Health minister Nadine Dorries and MP Kate Osborne tested positive to the virus. The surge in UK infection rate eventually led to the one-year postponement of local elections on 13 March 2020, a decision which remains Britain’s longest postponement of democratic elections. Fear of COVID-19 therefore led to the scaling of political activities in the UK[12], Welsh and Scottish parliaments, prior to Prime Minister, Boris Johnson’s announcement of the national lockdown on 23 March 2020. The PM and UK Secretary of State for Health and Social Care Matt Hancock, including Labour Party MP Angela Rayner (the Shadow Secretary of State for Education) and Chief Medical Officer Chris Whitty later tested positive to the virus during the lockdown[13].

In addition to the COVID-19 impact on stability of governments, a major policy issue in the UK started with different medical associations protesting corruption[14] and dangerously low levels of Personal Protective Equipment (PPE), which endangers patients’ health. UK ministers were blamed for failing to ensure availability of quality PPE, thereby exposing both patients and health workers to the scourging virus[15] — and the negative effect on employee morale, engagement, and productivity levels cannot be overemphasized. Britain has however surpassed other EU Member States in the number of people vaccinated against COVID-19, with a very high number of whistleblowing activities and employment litigations[16].

EU Member States

The Coronavirus pandemic exposed political disharmony among EU Member States. Spanish Prime Minister, Pedro Sánchez suggested a unanimous adoption of an effective response to COVID-19 in order to avoid the attendant political and economic crises[17]. The Italian Prime Minister Giuseppe Conte supported this idea with highlights on the consequence of negligence to the European project. Conte also stated that “the whole European project risks losing its raison d’être in the eyes of our own citizens”. But tax policies, trade regulations, and entry mode regulations are a major obstacle to the suggestions[18]. For example, Germany banned exportation of PPE and France restricted exports of medical equipment to other countries. Although the action from Germany and France attracted widespread criticisms, it underscores the ineffectiveness of EU as a political union[19].

Conclusion

The overall attitude of Americans towards COVID-19 containment and prevention is deeply swayed by their political leanings[20]. In the UK and many EU Member States, the issues hinge on poor governance and inadequate investment in the health sector. The emergence of COVID-19 has therefore raised political debates on (i) politicisation of beliefs about the novel coronavirus (ii) the effectiveness of existing whistleblower frameworks[21] and (iii) the availability of adequate mechanisms for international cooperation. In some cases, the pandemic has greatly undermined and destroyed the roots of democracy.

More here: https://academicscores.com/2022/07/26/a-pestel-analysis-of-covid-19/

2.3 Leader-Member Exchange (LMX) Model

Popularly known as a “Dyadic” relationship model, the leader-member exchange theory concentrates the effectiveness of relationships in organizations, particularly how workers and leaders perform in favourable or harsh work conditions. According to the theory, managers often view their subordinates as people with different characteristics, thought-patterns and temperament thus highlighting the need to avoid a one-fits-all leadership style. Harris et al (2011) found that the LMX theory is flawed because it neglected the fact that situations, treatments and relationships vary between leaders and individual followers. However, the theory sought to provide a means through which leaders can build better relationships and help individuals gain satisfaction from their jobs (Büyüközkan & Ilıcak., 2019).

2.3.1 An Assessment of the Leader-Member Exchange (LMX) Model

LXM describes how group leaders can retain their coveted positions through some strategic exchange bargains with members. The LMX process is separated into three: role taking, role making, and reutinization (Uhl-Bien et al., 2012).

Role taking (delegation of tasks)

This stage starts with the induction programme, where leaders have an opportunity to test skills possessed by new employees. Managers/supervisors should familiarize themselves with workers’ capabilities before they start work as “In-group” or “Out-group” members since their qualifications and practical experience were unknown before the employment offer (Nahrgang et al., 2009).

Role making (implementation of tasks)

The role-making stage is where managers/supervisors interact with new recruits through informal and unstructured ways to understand their work attitude, temperament, loyalty, trustworthiness and skills, among others. The collated information is then applied in delegating tasks according to employees’ most productive areas. Bird (1977) notes that through this negotiation process, leaders are able to identify those workers with similar personal traits, which enhances a leader’s chance of being successful.

In-Group and Out-group: Leaders often forge strong bonds with members of an inner group (In-group) who are trusted, appointed as advisors or assistants, given roles with high-level responsibilities, involved in decision-making processes, and given access to resources belonging to the organization. In return, the “In-group” members compensate for these benefits with hard work, dedication given tasks and commitment to achieving organizational goals. On the hand, members of the “Out-group” have levels of trust, influence and relationships with leaders, and are made to work in unfavourable conditions (Yukl, 1994).

Routinization: In this last phase, the leader-staff relationship is established. Members of the “Out-group” express alienation, hate and mistrust for their managers consider that moving out of the “less favoured” group becomes impossible after the perception is established unless they consider changing departments or jobs, in which case, they start from the scratch. Further, after members are classified as “In-group or Out-group” members, even in their subconscious minds, it changes their relationship with managers thereby leading to satisfaction or frustration (Liden et al., 1997).

According to Blanchard et al (1993), organizations should avoid routinization because it has failed as a healthy management practice. It impedes efficiency in the administrative process, hampers productivity, and presents huge threats to sustainability. Ryanair therefore needs some effective strategies to maximize potentials of all employees (Büyüközkan., 2004).

Graen and Uhl-Bien (1995) suggested the following approaches for harmonized relationships in organizations:

Identifying the Out-Group

Managers should conduct unbiased inquiries to know their Out-group members and understand what makes them different from their counterparts. Further, there should be an assessment of completed tasks to ascertain their capabilities. This will confirm the difference between facts and perceptions (Case., 1998).

Re-establishing Relationships

Building better relationships in organizations take a good amount of research and efforts. Understanding the personality traits of each employee and taking cognizance of the fact that workers are aware of their leader’s fair or discriminatory practices will strengthen leader-member relationships, especially where managers are committed to creating a conducive work environment for the good of all (Day & Miscenko., 2016).

Providing Suitable Training and Career Growth Opportunities

Successful leaders are those who ensure that every staff member, from top to bottom, is regularly enrolled for training programmes which enhance their career opportunities and personal growth. Moreover, managers/supervisors should ensure that team members benefit from their direct mentoring or coaching. Ryanair should therefore increase investments in staff training and harmonize relationships for improved performance in tasks and behavioural attitude (Harris et al., 2011).

2.3.2 The Importance of LMX Model

• The Leader-Member Exchange theory differ from other leadership theories because it concentrates on detailed relationships between managers/supervisors and subordinates.
• It is an exceptionally explanatory theory, with potentials of enhancing use of every organization’s human capital.
• It highlights the importance of communication between leaders and followers.
• It is a practical, tested and proven approach (Day & Miscenko., 2016).

2.3.3 Critical Assessment of the LMX Model

According to Northouse (2016), the LMX theory failed because it did not offer detailed explanations on how leaders and followers forge high-quality exchanges. Further, the theory is criticised for its focus on fairness, with regards to the attention received by followers. These flaws therefore call for an extensive research to improve theorization of the LMX model. Similarly, Uhl-Bien et al (2012) suggested an in-depth evaluation of LMX practices, with focus on reassessing leader-member relationships for details of the low and high-rated interactions.

While Anand et al (2011) argued that LMX is yet at its embryonic stage, highlighting need for improvement, Harter and Evanecky (2002) found that the theory ignored issues on equality of workers and emphasized nonexistence of processes the allows Out-group members to join their In-group counterparts with approval from leaders. The theory also failed to outline how aggrieved members could confront their supervisors when faced with “unfavourable” situations such as discriminatory practices within the organization, salary deductions, undue punishments or denial of opportunities for promotion.

Foundations in Management

Resubmission coursework

Module Code: BMG857

MODULE CO-ORDINATOR:

Resubmission coursework: Individual Assignment

Through the use of the internet and other search facilities, and direct contact with organisations, students will be required to create an individual assignment on the following topic:

Using organisational examples, critically discuss the importance of creating a strategic fit between organisational goals, an organisation’s structure, and the environment.

Students will be required to submit a written presentation for assessment, which will account for the remaining 100% of their resubmission assignment marks. The required length for the project report is 2,500 words, excluding appendices.

Students will be expected to conduct a thorough literature review around their chosen topic and display clear evidence of extensive research into their chosen case study organisation(s).

It is expected that in completing the assignment students will make extensive reference to the relevant literature; any references cited must be included in a bibliography at the end of the assignment, and the quality of the bibliography will be taken into account in the assessment of the assignment. It is also expected that students will make extensive use of internet sources in researching information on both the company and its business environment. The marking criteria for the assignment are included below.

Submission date Submission date: DD/MM/YYYY 23:59pm. Assignments should be submitted via Turnitin on Blackboard learn.

Late assignments will not be accepted without documentary proof of exceptional circumstances.

NOTE: YOUR ATTENTION IS DRAWN TO THE UNIVERSITY’S POLICY ON EXTENUATING CIRCUMSTANCES IN RELATION TO THE LATE SUBMISSION OF COURSEWORK – NAMELY THAT CLAIMS OF EXTENUATING CIRCUMSTANCES MUST BE SUBMITTED USING FORM EC1 BY NOT LATER THAN THE DATE ON WHICH THE WORK WAS DUE TO BE SUBMITTED.


Feedback: Assignment feedback for the written assignment will be provided in written format by the tutor. Students are encouraged to explore and discuss ways of improving their marks.

 
RESUBMISSION COURSEWORK INDIVIDUAL ESSAY (100%) MARKING CRITERIA
FOUNDATIONS IN MANAGEMENT – BMG857

Student Name:

Comments:



Classification % Range Content Application of Theory Knowledge and Understanding Evidence of Reading Referencing and Bibliography Presentation, Grammar and Spelling

Distinction 70 – 100 Critical insightful evaluation and synthesis of complex high level of originality and reflection. Demonstrates the ability to pursue research at Doctoral level Extensive evidence of advanced applications and/or empirical results, where applicable, informed extensively by current research and practice in the area Exceptional knowledge and conceptual understanding of complex and/or specialised principles and concepts and the development and advancement of ideas and practice Extensive evidence of integrating supplementary sources Outstanding referencing and bibliography Outstanding, well-directed presentation, logically and coherently structured, using correct grammar, spelling and citation

Commendation 60 – 69 Critical evaluation and synthesis of complex issues and material which includes an original and reflective approach Clear evidence of relevant applications and/or empirical results, where applicable, informed by current research and practice in the area Wide knowledge and depth of understanding of complex and/or specialised principles and concepts and the development of ideas and practice Evidence of extensive reading of supplementary sources Comprehensive referencing and bibliography Excellent presentation, logically structured, using correct grammar and citation

Pass 50 – 59 Some critical evaluation and synthesis of key issues and material Evidence of relevant applications and/or empirical results, where applicable with some links to current research in the area Appropriate knowledge and depth of understanding of key principles and concepts with some understanding of their development in practice Evidence of reading supplementary sources Adequate referencing and bibliography Orderly presentation, clear structure and acceptable grammar and spelling

Fail 45 – 49 Some evaluation and synthesis of issues and material Occasional relevant applications and/or empirical results, where applicable Basic knowledge and depth of understanding of key principles and concepts only Limited evidence of reading Limited referencing and bibliography Adequate presentation and structure, grammar, spelling and citation

Fail 31 – 44 Limited evaluation and synthesis of issues and material Limited applications and/or empirical results, where applicable Limited and/or superficial knowledge of key principles and concepts Minimal evidence of reading Inadequate referencing and bibliography Poor presentation and structure, grammar, spelling and citation

Fail 0 – 30 Little or no evaluation and synthesis of issues and material Little or no evidence of relevant application and/or empirical results Virtually devoid of any evidence of knowledge and understanding Little or no evidence of reading Inadequate referencing and bibliography Inadequate presentation, structure, grammar, spelling and citation

2.2 Fielder’s Contingency Model

Having confirmed the effectiveness and shortcomings of the SWOT analysis on Ryanair’s managerial problems, it becomes necessary to test how Fielder’s Contingency Model on leadership-staff relationships can transform business.
Fielder’s Contingency theory concentrates on leadership, with the opinion that an organization’s success depends most on managers’ leadership style, relationship with subordinates, clarity of tasks, ability to motivate through rewards and punishments, and overall influence which stirs admiration, respect and loyalty among followers (Lamb., 2013).

2.2.1 How the Fielder’s Contingency Model Works
The success of Fielder’s Contingency Model relies on its recognition that one leadership style is incapable of solving management problems and managers’ effectiveness depends on changing variables. In addition, the theory suggests that organizations should utilize unique strategies in solving their leadership problems considering that different problems need custom-made solutions. Although the model is classified into “leadership style” and “situational favourableness,” its highlight is the Least Preferred Co-worker (LPC) scale through which managers categorize their workers according to the following traits: “Friendly or Unfriendly,” “Cooperative or Uncooperative,” Open or Guarded,” Supportive or Hostile” etc (Fielder., 1967).

The Style of Leadership
Fielder’s model describes leadership as either relationship-oriented or task-oriented. While task-oriented leaders concentrate on improving performance and are autocratic in nature, relationship-oriented leaders tend to rely of employees’ creativity, welfare, and teamwork to achieve organizational objectives. As shown in Appendix A, Fielder is of the opinion that leaders are differentiated by how they rate their workers. Those who offered high scores are relationship-oriented whereas those who gave low scores are task-oriented (Bass., 1990).

There are 16 variables on the LPC scale, where workers are required to identify their colleagues according to preference using the numbers 1 (minimum) to 8 (maximum). m rating) and 1 (the minimum score). Accordingly, participants are workers who must have interacted with their colleagues either as individuals or as group members during organizational activities such as training or assignments. After the relationship-based test, workers’ response to the questions are calculated to identify task-oriented or relationship-oriented leaders. According to Forsyth (2006), relationship-oriented leaders add excitement to workers’ roles, abhor discrimination of any kind, settle grievances amicably, contribute to employees’ personal lives and career growth, and offer effective solutions to organizational problems. On the contrary, their task-oriented counterparts are scored low on the LPC Scale because they are strict with task scheduling and performance, with less consideration for workers’ emotions, convenience or expectations.

Situational Favourableness
Fielder (1992) opined that the second part of his Contingency Model, “situational favourableness,” is an exercise which follows a clear understanding of the kind of leadership existing in organizations. On this backdrop, it becomes clear that when managers are in total control of situations, he/she develops confidence that instructions will be obeyed by subordinates. To enable users correctly predict characteristics of situations and boost performance, this factor is categorized into: Leader-Member Relations, Task Structure, and Leader’s Position Power.

Relationship between Leaders and Members: This highlights the importance of respect, trust and confidence between leaders and their followers. Forsyth (2006) notes that less cordial relationships cause managers to withdraw attention from workers and focus on tasks as a behaviour-control and conflict-resolution tool.

The Structure of Employee Tasks: This concentrates on the clarity of tasks and organizational structure as part of the factors influencing high performance in organizations. Unstructured, unfavourable or ambiguous tasks lead to low performance whereas tasks with clear instructions and clear goals aid attainment of goals (Vecchio., 1977).

Administrative Power of Leaders: This emphasized on the influence of leaders in administration. For example, successful leaders are those with true executive powers to plan, direct and control activities as well as offer rewards for high performance and punishments for failure. Fielder (1967) described leaders without power as “unfavourably disposed.”

As Figure 14 indicates below, Fielder’s Contingency Model offers a three-step process towards identifying leader-member relationships, the situations and type of leadership required. Importantly, the theory agrees that there is no ideal leader. Managers in organizations are either “good” or have “poor leader-member” relationships. Further, their positions of power may be described as “strong” or “weak” while task scheduling abilities are classified as “high” or “low.” Accordingly, the 8-Octant Continuum categorized leaders as “favourable” or “unfavourable” using a scale of 1 to 8.

Results between 1 to 3 fall under Low Least-Preferred Co-Worker (LPC) while those between 4 and 7 are labelled High Least-Preferred Co-Worker (LPC). Workers who scored 1-3 on the LPC Scale need managers/supervisors that focus on tasks and, on the other hand, those who are rated high are advised to work with relationship motivated leaders.

Figure 14: Fielder’s Contingency Model

Source: Fiedler (1967)

2.2.2 Benefits of Fielder’s Contingency Model
• Useful in choosing the best leadership style for different situations.
• Widely used by managers for decades and still strategically effective in handling management issues in organizations.
• As a remodelled version of older leadership theories, Fielder’s theory relies on behavioural characteristics and encourages leaders to be flexible for optimal performance in changing situations (Fielder., 1958).

2.2.3 Failures of Fielder’s Contingency Model
• Its inflexible nature makes it less effective and appealing to managers.
• The assumption that natural leadership style is static because same is tied to managers’ personality traits makes the model rigid since leaders can choose not be influenced by their nature (Nebeker., 1974).
• Most leaders have been unable to solve their organizational problems with the model (Northouse., 2007).
• A possible score of 50% on the scale makes it hard to categorize leaders.

SECTION 2
EVIDENCE REVIEW

2.0 Introduction

This section of the research contains a detailed discussion of all analytical models adapted to the study of Ryanair’s current business together with solutions to the identified problems. The SWOT analysis and Fielder’s Contingency Model focused on discovering areas that can be maximized for competitiveness and others that can lead to huge losses if ignored. Further, the Leader-Member Exchange (LMX) Model looked at which practices and processes should be adjusted or eliminated by Ryanair management.

2.1 SWOT Analysis

2.1.1 An Overview of the SWOT Analysis
2.1.2
SWOT stands for Strength, Weakness, Opportunity and Threat. It is an essential analytical model adopted by organizations for the purpose of understanding business environments, particularly the internal and external factors that influence outcomes in a volatile market. Business strategies implemented in businesses require regular reviews for necessary adjustments that aid goal attainment or elimination of unproductive activities (Melear., 2006).
Ivancevich et al (2007) described SWOT as strategic planning tool. The analytic model proves useful in identifying an organizations strongest and weakest links, including opportunities and threats present in the business setting. According to Kouzes and Posner (1987), SWOT does not only help managers in decision making, it is important where factors from external and internal environments need to be synced for profitability and sustainable growth. In addition, SWOT aids in problem identification processes; enables prompt decisions where a quick-and-direct action is necessary; and presents several options to achieving business growth, especially where there are new opportunities or threats are unavoidable. Lamb and McKee (2004) noted that SWOT helps Consultants justify their choice of road maps to solving organizational problems. Without the analytical framework, it becomes difficult to determine which changes are necessary, what activities are productive or non-productive, and when existing strategies fail to achieve their objectives. Importantly, SWOT allows room for flexibility. Mid-way reviews may be conducted during the implementation, with any desirable changes applied for positive results (Gudmundsson., 2019).

Figure 10: The SWOT Analysis Model

Source: Author (2018)

2.1.2 Internal Analysis
A SWOT analysis presents all internal factors that organizations should address or maximize to achieve goals. It is essential to every company’s survival and is what distinguishes successful and ailing organizations. With this analytical model, managers/supervisors scrutinize delivery of products/services in the chain to measure performance against objectives (Pitt & Brown., 2001).
Although weaknesses are responsible for an organization’s failure and are mostly found in the internal environment, it is not limited to it. According to Pettigrew (1979), some circumstances can transform a weakness into strength. The internal factors found within organizations are as follows: Customers’ loyalty; Operating Capital; Patent Rights; Quality/Number of Employees; Copyright Materials; Efficient Organizational Structure; Skilled Suppliers; and Effective Distribution Channels (Novicevic et al., 2004).

2.1.3 External Analysis

The external analysis concentrates on identifying factors in the external environment that represent opportunities and threats to any organization. These include the markets, eco-system and third parties as presented in Figure 11. Impact from external environments (high or low) are not controlled by organizations, rather, managers need careful examination of the factors to be able to correctly distinguish threats from opportunities (Sandford., 2007).

Figure 11: External Analysis

Source: The Author, 2018

Companies discover their purpose for existence in markets, which serve as a point-of-contact for buyers and sellers of goods and services. Markets may be digital or physical. According to Valentin (2001), Consumers influence the success or failure of businesses and, as such, they represent a crucial aspect of marketing.

In the eco-system, there are lots of factors which exert influence on organizations although they are unconnected to the markets, for example, technological developments which are either maximized for efficiency and growth or neglected for low productivity or stagnancy. Factors in the eco-system separate successful manager from the fold (Jago., 1982).

Lastly, third parties include governments, business partners, competitors, regulatory institutions and the media, including any other influential factor which is neither considered part of the market or eco-system.

Explanations on the external analysis indicate that every organization compete in political, economic, social and legal settings which have direct impact on activities thus providing threats and opportunities for managers to identify and properly manage (Gharajedaghi J., 2006).

Further explanations on the cyclic influence of factors in the external environment are shown in Figure 12 below:

Figure 12: External Sources of Business Opportunities

Source: Author, 2018
Similar to the identified opportunities, the external environment also functions with threats classified under the following variables: lowering of price by competitors; increased cost of supplies; unfavourable government regulations and so on (Newstrom & Davis., 1993).
Figure 13: External Sources of Threats to Business Growth

Source: Author, 2018
2.1.4 How the SWOT Analysis Works
The SWOT analysis revolves around four quadrants: Strengths, Weaknesses, Opportunities and Threats, which influence the activities of change and innovation leaders in organizations. A good application of effective SWOT strategies ensures productivity, growth and sustainability. According to Beare et al (1997), the SWOT strategy is classified into two: “SO + ST” and “WO + WT”. The first category stands for Strengths and Opportunities, as well as Strengths and Threats. The second group comprises of Weakness and Opportunities plus Weakness and Threats.

“SO + ST” looks into the internal factors that can aid maximization of existing opportunities in the external environment. It also focuses on the organizational strength that can eliminate or reduce the threats or negative impacts from the external environment.

On the other hand, “WT + WO” aims at identifying opportunities that can transform an organization’s weakness into profits by eliminating or reducing impact from factors that pose as threats to business.

2.1.5 Advantages of Using the SWOT Analysis
Findings from the research show that using the SWOT Analysis provides several advantages to individuals, groups and organizations. The merits, according to Witkin & Altschuld (1995), are as follows:
 Aids planning, implementation and supervision of projects.
 Serves managers as a problem-solving tool.
 Its flexible, easy and comprehensive approach allows users to link results from organizational strengths, weaknesses, opportunities and threats while formulating effective policies or solutions.
 It creates room for collaborations between Consultants and clients, particularly from managers whose ideas, experiences and contributions aid formulation of more effective strategies.
 It offers top management of organizations a sense of ownership for adapted business strategies thus inspiring participation among the ranks (Chaudhry & Javed., 2012).

2.1.6 Disadvantages of the SWOT Analysis
The SWOT analysis has been criticised for being objective in nature. According to Lewis et al (1995), the analytical framework is disliked because of its dependence on data which may have been gathered by biased scholars. The involvement of clients in the research process also creates room for distorted results. In addition, focus on organizational Strengths makes users disregard the underlying Weaknesses, Opportunities and Threats. Therefore, decisions emanating from SWOT findings may not provide the best business strategies (Büyüközkan & Ilıcak., 2019).

Source: https://academicscores.com/2022/07/09/theoretical-analysis-of-the-link-between-employee-welfare-and-organizational-performance/

The court sentence is harsh but reflects the gravity of his crime. It's obviously intended to deter others from envying ill-gotten wealth. Notwithstanding the widening poverty line and negative impact of economic recession on an average Nigerian, young people still have an option to change the narrative by voting right.

Congrats! God never disappoints those who trust in Him.

TITLE
HOW TO ACHIEVE COMPETITIVE ADVANTAGE BY IMPROVING EMPLOYEE WELFARE
SUBTITLE
A CONSULTANCY REPORT FOR RYANAIR


1.7 Conceptual Framework
Based on systemic issues identified from the SWOT analysis, Leader-Member Exchange theory and Fielder’s Contingency model, strategies for Ryanair’s business transformation is presented as a conceptual framework below. The Consultant found that Ryanair management, supervisors and staff, including the airline’s employment agency, are the main actors in this research (Avolio et al., 2009).

Also, findings from this study show that the company may face a decline in revenue and consequentially loose its massive market share to competitors due to its management crisis and unceasing neglect of the pilot body (Bass., 1990).

The conceptual framework thus indicates that while implementing proposals from this research, Ryanair needs to improve relationships with and among all stakeholders in the system. Management should also initiate an effective staff training programme, which should be regularly evaluated for proper adjustments in line with organizational objectives (Fan., 2013). To achieve sustainable growth, the management has to restructure work processes, collaborate with reputable recruitment agency, provide conducive work environment and see that contract terms, especially for pilots, aim at increasing the number of “In-group” members and reducing that of the “Out-group” (Huettinger., 2006; Bauer & Ergoden., 2015)

Figure 9: Addressing Ryanair’s Current Situation via a Conceptual Model

Source: The Author, 2018.

The Consultant is optimistic that Ryanair’s proper implementation of this conceptual model will upgrade managerial competence, improve relationships, motivate workers, enhance productivity, and transform business operations for long-term sustainability. In addition, the proposed change and innovation strategies will instil a constructive culture, which management and staff need to make meaningful contributions in their responsibilities as essential parts of a unified-in-purpose system. Ultimately, the benefits will include reduced friction between management and staff, high-level competitiveness and incremental profits (Deluga., 1998).


1.8 Plan to be implemented by Ryanair










1.9 Benefits of Implementing the Proposals
Ryanair has several benefits to gain from implementing the strategic road maps provided in this study such as

 Increased commitment and loyalty from employees which, in turn, leads to high productivity level
 Improved relationship between staff and management
 Reduced conflicts and less chances of aggrieved pilots quitting their jobs
 More support from top executives to staff members, particularly with understanding of roles, motivation, bonus, benefits etc.
 Better protection from potential workplace risks
 Active participation, on the part of employees, in the decision-making process
 Enhanced brand image
 Job security and more opportunities for growth
 Better use of feedback channels for criticisms, suggestions and complaints that promote organizational values, culture and objectives

1.10 Risk Associated with Ryanair NOT Implementing the Proposal
Research findings identified several risks that may arise if Ryanair board fails to implement the strategies. The underlying risks include:
• Prolonged conflicts with staff, regional pilot body and stakeholders which may result in loss of confidence, resignations and reduced investments in the company.
• Mistrust and disloyalty to Ryanair management.
• Poor relationship between employees, supervisors and top executives.
• Increased dissatisfaction from customers which leads to loss of market share and a decline in earnings.
• Negative brand image and high cost of recruiting new workers.

1.11 Risk of Implementing Proposal
The benefits accruing from Ryanair’s execution of the proposals are not without costs. These are some of the identified inevitable risks linked to the proposed business growth and sustainability strategies:
• Implementing the strategic road map may consume time
• Similarly, it requires huge capital investments
• Contracts with some recruitment agencies may be terminated
• Business activities and processes may slow down due to change in the leadership structure
• Understanding of new roles and responsibilities may take productive time
• Change and innovation strategies often bring conflicts, opposition and total rejection from those who are negatively affected by the strategic road maps.

1.12 Conclusion
Findings from the study found Ryanair to be market-oriented and profit-oriented, with less attention to employees who are the foundation of growth in any business. The company’s contractor employment model was evaluated by the European Court of Justice (ECJ) in September 2017. The ruling stated that employees of Ryanair have a right to be protected under the laws of the country where they live and work. Therefore, the company was advised to grant basic rights which workers had been denied for many years. Further, the court ordered Ryanair to desist from settling employment disputes in the Irish courts. The company relented, and subsequent industrial actions as well as resignations from pilots have not solved the lingering problems (Cullen., 2017).

However, the Consultant is optimistic that a strict implementation of the proposals will boost the airline’s competitiveness, improve the frosty relationship between staff and management, and increase earnings (Zhu et al., 2012).
It is also worth noting that the effectiveness of all analytical tools (SWOT Analysis, Fielder’s Contingency model and the Leader-Member Exchange model) used in this study determines Ryanair’s sustenance of its industry reputation as the No.1 International Airline.

References

TITLE
HOW TO ACHIEVE COMPETITIVE ADVANTAGE BY IMPROVING EMPLOYEE WELFARE

SUBTITLE
A CONSULTANCY REPORT FOR RYANAIR


1.0 Executive Summary

1.1 Introduction

1.2 Ryanair’s Situational Analysis
Ryanair was founded on 28 November, 1984 and the low-cost Irish airline has its head office in Dublin, Ireland. Voted Europe’s Largest Airline in 2016, the company is reputed for its large number of international passengers and total flights flown in both local and international routes. The airliner currently operates 220 routes with a fleet size of 450, and is remarkably expanding business operations by dint of its innovative business model and EU’s 1997 deregulation of the aviation sector (O’Halloran., 2016).

For fiscal year 2018, Ryanair documented €7.151bn as total revenue whereas operating income, net income, total assets and total equity stood at €1.667bn, €1.145bn, €12.36bn and €4.469bn respectively. The 2018 annual revenue, according to Statistica, is approximately an increase by 46% compared to a total €4.88bn the company earned in 2017. Ryanair commenced operations on 8 July, 1985 and has justified its slogan, “Low fares, made simple,” by offering cheapest flights according to industry records, however its major problem lies with incompetent leadership (Higgins., 2007; Southwest Airlines., 2007; Klophaus & Fichert., 2019).

Figure 1: Ryanair’s Annual Revenue (2012-2018)

Source: Statistica

Considering the achievements and potentials of Ryanair, its long list of problems appears to have had less impact on customers and investors as well, but not pilots, as acknowledged by the Irish Air Line Pilots’ Association (IALPA). The airliner’s culture of disrespect to its workers and customers has been a matter great concern to the organization and, negligence on the part of Ryanair management, was necessary for the avoidable disaster and more that followed until 2 October, 2018, when two Ryanair planes almost collided mid-air. On 25 September, 2018, an accident was avoided in Porto, Portugal, when the crew on the Ryanair’s Boeing 737-800 sighted an unidentified object on the runway. Further, there are documented evidence of hydraulic failure, dropped nose wheel, flaps problem, bird strike, and more than thirty passengers taking ill aboard a flight. On 23 August, 2018, the company’s first officer lost consciousness aboard a flight from London to Italy. The incident was alleged to exhaustion possibly due to lack of pilots on the company’s payroll (Cullen., 2017; Klophaus & Fichert., 2019).

Effective crisis management mechanisms are lacking at Ryanair and the pilot body has suffered most. This disrespect has led to dissatisfaction, loss of motivation, and consequential resignation from quality pilots which has become a recurring incident at the company. Ryanair management therefore needs to understand that no organization in a competitive market environment can implement expansionist strategies, whether aggressive or not, through a negligent culture. In addition, the airliner’s use of short-term employment model for a large number of pilots has affected workers’ loyalty thus leading to loss of experienced professionals to competitors. According to a survey conducted with 1,000 pilots on the company’s payroll, Ryanair Pilot Group found that over 80% of them wanted a permanent employee contract. Research findings from the U.S. Securities and Exchange Commission (SEC) show that, between 2011-17, pilots at Ryanair work for an average of 4.6 years, with a mean size of 390 pilots leaving the company since 2012. This average has been on the increase (Bratton & Gold., 2007).

Ryanair has a total of 13,000 employees, according to its 2017 Annual Report. The Chief Executive Officer (CEO) is Michael O’Leary. David Bonderman holds position as the Non-Executive Chairman.
For further understanding of Ryanair’s current situation, the researcher will adapt a SWOT analysis and other analytical models below:

1.3 SWOT Analysis of Ryanair
A SWOT analysis is required to identify factors that are considered as strengths, weaknesses, opportunities and threats in Ryanair’s business. The visual presentation below is expected to enhance productivity and attainment of organizational goals, if properly applied by management as contained in the proposals from this study (Caputo et al., 2019).

Figure 2: Ryanair’s SWOT Analysis

Source: The Author, 2018.

Results from the SWOT analysis highlight Ryanair’s dominance in the European market. The company has a quality workforce, strong financial base, and is very attractive for investors due to its high level of profitability, a probable reason the recurring problems have not affected revenues.

Figure 3: Ryanair’s Stock/Share Price between 2015 - 2018

Source: Ryanair (2018)

The identified weaknesses include low or fluctuating price of stocks due to the company’s business predictability level which has also affected its business ratings. Ryanair is infamous for its poor crisis management mechanisms, which have led to loss of quality, experienced and productive workers. Further, negligence and lack of training for top management is a major weakness that needs urgent attention for long-term sustainability and incremental profits (Budd et al., 2013; Litrico & Lee., 2018).

Also, the SWOT analysis showed some threats to business growth. These include terrorism within Britain, Europe and other continents where the company operates. While downward review of profit estimates could lead to sanctions from government agencies, high tax rates in local, regional or foreign markets has a huge impact on profits. Additionally, poor work conditions, managerial incompetence and waning public image could create unforeseen problems in the future if not properly and timely handled (Karaman et al., 2018).

Importantly, Ryanair, as the “Number 1 International Airline” operates in 37 countries from over 215 airports and more than 1,800 routes, with higher than 2,000 flights completed every day. The company boasts of a 33-year unblemished record for safety, an industry-highest punctuality rate, with 88% timely arrivals out of 600,000 flights it documented in a one-year period (Klueber & O’Keefe., 2013; Beria et al., 2017).

Figure 4: Remarkable achievements by Ryanair

Source: Ryanair (2018)

In Addition to the numerous opportunities, Ryanair is rated above competitors on punctuality index. The opportunities for expansion and growth are unlimited considering Ryanair’s effective use of profit-oriented and market-oriented business strategies, especially if proposals from this research are implemented.

1.4 Fielder’s Contingency Model
To ascertain how negative public image and ineffective leadership may affect Ryanair’s long-term sustainability, the researcher applied a contingency model, which explains that no one leadership style is acceptable to all employees. Problems at the airline have lasted over a decade with no existing innovative strategies. A practical approach is therefore required to confront Ryanair’s managerial issues, with regular reviews conducted for adjustments in line with organizational goals (Ashour., 1973; Beria et al., 2017).

Fiedler’s Contingency Model was used to evaluate the existing leadership style and current business situation at Ryanair. To achieve valid results, a Least-Preferred Co-Worker (LPC) which has been added as Appendices A was also utilized.
Figure 5 indicates that leadership rating at Ryanair is low due to its profit and market-oriented strategies which do not cater for worker’s welfare. Poor staff-management relationship is a threat, despite the huge earnings documented in the company’s annual reports. The researcher therefore examines Ryanair’s Situational Favourableness in line with methods propounded by Fielder to gain insight into the company’s power structure, administrative roles, activities, as well as relationship between staff and management. According to Strategic Direction (2007), leadership at the airline is criticized for its ill-treatment of pilots with regards to welfare packages, contracts, job security, remuneration, and tight job schedules.

Figure 5: Fielder’s Contingency Model of Ryanair (A)

Figure 6: Fielder’s Contingency Model of Ryanair (B)

Source: The Author, 2018

According to Fielder’s 1958 work “Leader Attitudes and Group Effectiveness,” the contingency model provides organizations with the most productive leadership structure. However, Rowe (2007) notes that lack of a much-needed leader-follower approach makes it less effective. In addition, the model lacks flexibility, especially for the fact that Fielder believes a natural leadership style is permanent and connected to a person’s personality traits. Instead, research findings show that leaders can switch from being task-oriented to people-oriented, and can always abandon their natural leadership style (Strube & Garcia., 1981).

The best leadership model includes management strategies that build and nurture cordial relationship between rank and file, allow inputs from workers during decision-making activities, and create conducive work environment devoid of discrimination and exploitation of any kind. Fielder et al (1969) categorized factors that affect leaders’ effectiveness as:
• The group composition: Though the staff-management relationship is a crucial factor that determines leadership style, the impact of how group members feel about the organization and leader cannot be ignored. For instance, followers tend to trust, obey and sacrifice themselves to achieve goals supported by sociable leaders who show unwavering trust. On the other hand, authoritarian leadership often experience rejection, opposition and disloyalty.
• The nature of roles and activities: Workers perform better when they have well-structured roles and understand their jobs. This makes it easy to work with less supervision and eliminates unnecessary conflicts. Where roles are intertwined, leaders are bound to experience unproductiveness, chaos and losses.
• Leader’s influence: A competent leader is distinguished by his/her knowledge, skills, temperament, ideas and practical performance. However, those who are naturally gifted with leadership influence and possess exceptional interpersonal skills tend to earn recognition from employees and are therefore dependable in difficult situations.

1.5 The Leader-Member Exchange Model (LXM)
Considered one of the most effective approaches to understanding organizational leadership, the leader-member exchange theory (LMX) concentrates on interactions between leaders and followers. The two-way relationship-based approach argues that every leader has a unique way of communicating with subordinates (Graen & Uhl-Bien., 1995). On this premise, LMX claims that the quality of these “dyadic” relationships influence workers’ overall performance based on the fact that cordial relationships at work often lead to emotional attachments which go beyond jobs. LMX is widely used among managers because it provides employees with a positive work experience, improves productivity and strengthens relationships within organizations (Deluga., 1998; Leavy., 2003).

Figure 7: The LMX Concept

Source: Adopted from Dulebohn et al (2012)
The researcher conducted oral interviews to understand the existing categories of workers at Ryanair and found, using the leader-member relationship approach, that employees, particularly pilots, are separated into “In-group” or “Out-group”. Members of the first group enjoyed a cordial relationship with managers and are therefore trusted, with other benefits that include financial rewards, promotion, job security etc. On the contrary, members of the “out-group” face difficult challenges ranging from mistrust, unconducive work environment, dissatisfaction, as well as other harsh management practices (Dulebohn et al., 2012).

Figure 8: Ryanair’s Leader-Member Exchange Model (LXM)

Source: Forsyth (2006)

With about 85% of pilots working on short-term contract-based employment model, a greater number of employees at Ryanair are understood to be frustrated, insecure and uncertain of their future at the company. Out-group members are excluded from the decision-making process. They work more for less pay and do not have opportunities for growth. This work condition affects their relationship with management, commitment to organizational goals, and overall performance (Northouse., 2007). According to Newstrom and Davis (1993), the “In-group” members are a contrast of their “Out-group” colleagues. The former is involved in decision-making processes, with better understanding of their roles, opportunities for growth, easy access to managers and are trusted (Nolan et al., 2014).


1.6 Changes to be Adopted by Ryanair
In line with findings from Ryanair’s business environment, the Consultant therefore propose the following changes: 
Theme Strategy Responsibility
Performance Analysis Collaborate with the recruitment agency for regular assessment of inputs from workers, with adjustments made where necessary (Fan., 2013). Ryanair board and management of the recruitment agency.
Employee Contract Reassess employee contracts with the recruitment agency, with focus on what criteria differentiate members of the In-group and Out-group. Ryanair board and management of the recruitment agency.
Salary Structure Adopt a uniform salary scale, pay salaries on time or not more than 2 days after the due date, with adequate compensations for overtime and workers in high-risk jobs. Monthly and yearly awards should be offered to appreciate outstanding employees and motivate others. Workers’ Union Executives
Human Capital Development Increase investment in periodic, on-the-job training of staff members, starting with an effective induction programme for clarification of roles and understanding of company values and objectives (Fan., 2013). Management

Working Conditions Prioritize workers’ safety by providing standby medical personnel, security staff, washrooms, and first-aid items. Offer periodic trainings on security matters, especially for workers on high-risk jobs. Management
Employee Welfare Adequate preparation for emergency situations. This includes medical and security staff, as well as adopting equality and fairness in dealing with members of both “In-group” and “Out-group”. Ryanair management and Workers’ Union executives

Feedback Channels Channels of communication between management and staff should be available, safe-to-use and responsive, especially for handling abuse reports, suggestions, complaints and conflicts. Investigations should be fair, open and timely. Staff meetings should hold every month (Maria Ugolini et al., 2014). Management
Workers’ Union Workers’ Union executives should hold periodic meetings with management twice a year or as may be necessary, to deliberate on employee welfare and other issues. Ryanair management and Workers’ Union executives
Corporate Governance Ryanair top executives should evaluate activities and processes daily to gain understanding of performance and identify problem areas. Policies should be comprehensive for all workers to interpret and implement. Ryanair board should periodically enrol for training and have their performance or managerial abilities evaluated for competency (Maria Ugolini et al., 2014).

Ryanair Board of Directors

References

SUMMARY: In some industries, a weak labor market has left candidates with fewer options and less leverage, and employers better positioned to dictate terms. Those who are unemployed, or whose current job seems shaky, have seen their bargaining power further reduced. But the complexity of the job market creates opportunities for people to negotiate the terms and conditions of employment. Negotiation matters most when there is a broad range of potential outcomes.

There are 15 rules for negotiating a job offer. One is “don’t underestimate the importance of likeability,” which means managing inevitable tensions in negotiation, being persistent without being a nuisance, and understanding how other people perceive your approach. Another rule is “make it clear they can get you.” Indicate that you’re serious about working for a potential employer, and don’t discourage them from trying to win you by suggesting you have too many better options. You should also “be prepared for tough questions,” like Are we your top choice? Don’t lie or try too hard to please, lest you lose your leverage. And “consider the whole deal,” including the job’s perks, location, opportunities for growth, and flexibility in work hours—not just the salary. These and other guidelines can help you attain the terms and conditions of employment you want.

JOB-OFFER NEGOTIATIONS ARE RARELY EASY. CONSIDER THREE TYPICAL SCENARIOS:
You’re in a third-round interview for a job at a company you like, but a firm you admire even more just invited you in. Suddenly the first hiring manager cuts to the chase: “As you know, we’re considering many candidates. We like you, and we hope the feeling is mutual. If we make you a competitive offer, will you accept it?”

You’ve received an offer for a job you’ll enjoy, but the salary is lower than you think you deserve. You ask your potential boss whether she has any flexibility. “We typically don’t hire people with your background, and we have a different culture here,” she responds. “This job isn’t just about the money. Are you saying you won’t take it unless we increase the pay?”

You’ve been working happily at your company for three years, but a recruiter has been calling, insisting that you could earn much more elsewhere. You don’t want to quit, but you expect to be compensated fairly, so you’d like to ask for a raise. Unfortunately, budgets are tight, and your boss doesn’t react well when people try to leverage outside offers. What do you do?

Each of these situations is difficult in its own way—and emblematic of how complex job negotiations can be. At many companies, compensation increasingly comes in the form of stock, options, and bonuses linked to both personal and group performance. In MBA recruitment, more companies are using “exploding” offers or sliding-scale signing bonuses based on when a candidate accepts the job, complicating attempts to compare offers. With executive mobility on the rise, people vying for similar positions often have vastly different backgrounds, strengths, and salary histories, making it hard for employers to set benchmarks or create standard packages.

IN SOME INDUSTRIES A WEAK LABOR MARKET HAS ALSO LEFT CANDIDATES WITH FEWER OPTIONS AND LESS LEVERAGE, AND EMPLOYERS BETTER POSITIONED TO DICTATE TERMS. THOSE WHO ARE UNEMPLOYED, OR WHOSE CURRENT JOB SEEMS SHAKY, HAVE SEEN THEIR BARGAINING POWER FURTHER REDUCED.

But job market complexity creates opportunities for people who can skillfully negotiate the terms and conditions of employment. After all, negotiation matters most when there is a broad range of possible outcomes.

A professor who studies and teaches the subject frequently advise current and former students on navigating this terrain. Every situation is unique, but some strategies, tactics, and principles can help you address many of the issues people face in negotiating with employers.

TELL PEOPLE YOU PLAN TO WORK ABROAD AND YOU’LL GET A LOT ENVIOUS GLANCES.
Your American friends will start picturing you at sidewalk cafes or touring ancient ruins. Your European friends will see you eating fast food and working on Wall Street. Maybe those images are even motivating you to make the move.

Whether you want to go abroad for career opportunities, economic, family or other reasons, do a bit of a reality check before you start packing—yes, there will be serious packing involved!

Here are some things to consider before embarking on an international move.

Try to avoid showing up in a new country without a contract for a job. While a few good prospects might be enough, they may not be enough. I moved overseas having been promised, in writing, two jobs, only to have them both fall through. Getting settled in a foreign land is so much work that if you go without a contract, it may take a lot longer than is comfortable for you to find out what you need to know in order to find a job. If you’re emigrating for reasons other than work, you’re going to need to be your own headhunter. If you’re an American moving abroad, start with a Google search of expatriates and their jobs where you want to work

Compare the credentials you have with standards in the country. Find out how smoothly your professional qualifications will transfer. If they don’t transfer at all, you’ll want to know exactly what you will need to do once you arrive, or reconsider your choice. Evaluate what makes sense based not only on the amount of effort needed, but also on the length of time you’ll be abroad. If it’s a question of getting an additional license, taking a test, or even taking classes, do as much of the research and paperwork as you can before you get on a plane.

Need a Visa? Build a network. Visas thrive on connections. If you are looking for an employer who will sponsor you, it will benefit you to cultivate–ASAP–as many connections as you can to gain allies who will vouch for you as a valuable prospect and help persuade the right person to hire you.

You have an elevator pitch (if not, you need that, too). Now create your visa pitch! Before you start the interview process, familiarize yourself with what you’ll need from employers as much as possible so you can pitch the idea to potential bosses in a way that makes the process sound as simple as possible. You should be ready to explain the steps they need to take and offer them as much help as you are can to complete the process. Be aware you might be asked to help with the cost, so be ready.

Globalize your network. This is the only way to begin really understanding a place and lifestyle if you haven’t been to the country where you’d like to work. You’ll need to learn all you can about the experience of people in the city and region, going beyond their professional lives. Talk to others who have worked abroad and find out the differences in culture, social attitudes and activities, expenses, and even the weather.

No matter where you are headed, perhaps the most important key to success is the ability to stay flexible. You can’t control everything, and should take it as a given that things won’t go completely according to plan. Once you have arrived in your new country, remember to stay open to embracing the new on a personal level as well as professionally. Try new foods, listen and ask questions, learn the language as much as possible. You’ll get the most from your experience, no matter how long it lasts.

Bold fashion statement . She's apparently passing a message some people won't understand.

First, it was money ritual and then organ sellers. Now, people kill at the slightest provocation and they sleep, dream, wake up and move around as if we live in a Hollywood movie setting. The level of frustration and mental degradation is very high in the country. They say 'poverty is a curse' but now it's synonymous with madness. If Nigerians could see the future...

Suicide is not the easy way to finding peace.

AUDITORS, ETHICAL JUDGEMENT AND WHISTLEBLOWING

Itsaso Barrainkua and Marcelo Espinosa-Pike examined widespread claims that professionalism among auditors has decreased. The assumption was due to a shift in paradigms and particularly because the global audit market is mostly controlled by profit-seeking individuals, groups and organizations. The book focused on auditors’ commitment to professional ethics, independent enforcement and protection of public interest. Itsaso and Marcelo analysed the understanding of professional values among auditors at different stages of their career. The scholars also compared performance of research students and experienced auditors on independent enforcement to ascertain auditors’ ethical judgement and their commitment to public interest.

Findings from the study show that students were more committed to independent enforcement and protection of public interest. But auditors tend to lower professional values as they climb the career ladder. In addition, results indicate that auditors possess higher ethical judgement than students. These two values—independent enforcement and public interest—however, precede ethical judgement.

Itsaso and Marcelo suggested improvement of ethical decision-making in auditing and use of their recommendations in the education, hiring, and professional development of auditors.

1. WHISTLEBLOWING AND THE SAFETY OF PATIENTS DURING COVID-19
The increased number of retaliatory attacks on whistleblowers during Coronavirus pandemic highlights the urgent need to re-orientate employees on their rights as stipulated in the Act. Moreover, ignorance on Dodd-Frank provisions among employees, and the financial cost to governments and tax-payers, calls for immediate strengthening of whistleblower protection structures. Therefore, global health workers—including employees in all sectors of global economies—should be able to speak out during COVID-19 for the purpose of drawing public attention to inadequate personal protection equipment (PPE) supplies and unsafe working conditions without being subjected to intimidation, attack, censorship or arrest . However, governmental systems in both US and UK, including other countries afflicted by the pandemic, have failed to provide health workers with the resources and protection they need to perform optimally.

Although whistleblowing for inadequate supplies of PPE represents only one of numerous situations in which clinicians may opt to raise concerns, there is still lack of a streamlined, secure and robust communication channel through which employees in the healthcare sector can ensure patient safety. Further, systemic failures which expose employees to a bullying culture is a huge challenge that regulatory bodies are confronting with provision for anonymous reporting in order to protect informants from dismissal, harassment, and victimisation . Therefore, any whistleblower who believes he/she has been unfairly treated for making a disclosure may decide to take their case to an Employment Appeal Tribunal. The process usually involves at attempt by the Advisory, Conciliation and Arbitration Service (ACAS) to reconcile parties to the dispute.
COVID-19 has therefore facilitated rapid redesign and redeployment of health workers, equipment, and services. Scientists and researchers around the world have also—through high professional standards—created clinical environments which guarantee quality care and patient safety as well as preserve human dignity . Yet, the role of whistleblowers in maintaining ethical and legal standards remains unarguably crucial.

2. CONCLUSION
This academic research will add more to the body of knowledge by investigating the link between whistleblowing intentions and time of making a disclosure. Further, to understand the correlation between fraud and employees’ knowledge of Dodd-Frank, the researcher will explore relevant study materials on external and internal whistleblowing from the inception of Dodd-Frank in an environment where financial rewards increase as more fraud cases are reported. The study will also examine the gap between perceived knowledge of the Act and anti-regulatory behaviour. Results of the study will help organizations and SEC to create more effective policies that encourage, reward and protect whistleblowers. Basically, protection of whistleblowers is of great benefit to modern-day societies, thus, governments and organizations have the responsibility to develop tools that encourage whistleblowing .

But despite the effectiveness of Dodd-Frank and Sarbanes Oxley Act (SOX) in the U.S., whistleblowing in Britain’s NHS and all sectors is minimal because the UK government rejects the idea of monetary rewards—with emphasis on the moral aspect of whistleblowing. Although the European Union (EU) Directive does not prevent EU member states from offering financial compensations, it made no provision/reference to the issue of benefits. This highlights the need for countries to adapt customized solutions capable of solving their unique socio-economic problems instead of borrowing ineffective and time-wasting tools for controlling fraud.


References
Amon J.J. Human rights protections are needed alongside PPE for health-care workers responding to COVID-19. The Lancet Global Health. 2020 doi: 10.1016/S2214-109X(20)30252-7
Itsaso B. & Marcelo E "The influence of auditors’ professionalism on ethical judgement: Differences among practitioners and postgraduate students" 2018 Revista de Contabilidad (21) (2) 176-187
Kalil A.C. Treating COVID-19—Off-Label Drug Use, Compassionate Use, and Randomized Clinical Trials During Pandemics. JAMA. 2020;323(19):1897–1898
Mintz S "Whistleblowing Considerations for External Auditors under Dodd-Frank: A Blueprint for Future Research" 2015 Journal of Professional Responsibility and Ethics in Accounting (19) 99-128
Moore M A, Huxford J and Bethmann J B "National Security Whistleblowers and the Journalists Who Tell Their Stories: A Dangerous Policy Dance of Truth-finding, Truth-telling, and Consequence, Corruption, Accountability and Discretion 2017 Public Policy and Governance (29) 227-246
Scheetz A M and Wall J "Making Crime Pay: Timing of External Whistleblowing" 2019 Baker C R (eds) Research on Professional Responsibility and Ethics in Accounting (22) 1-30
Suh, I., Sweeney, J., Linke, K., and Wall, J. (2018). Boiling the Frog Slowly: The Immersion of C-Suite Financial Executives into Fraud. Journal of Business Ethics. Published online 2018. 1-29. Print: 2020, 162: 645-673
The Lancet Blowing the whistle on intimidation of NHS whistleblowers. The Lancet. 2011;378(9790):458
Wall, J. and Gissel, J. (2019). Board of Directors' Sanction Judgments: The Effect of Situational Factors. Journal of Managerial Issues. 31(1): 85-112.

Case Laws
Asda Stores Ltd v Brierley and others [2019] IRLR 335 CA, a case filed by more than 37,000 people. It is one of the largest equal pay case in the private sector. Court of Appeal ruled that workers in Asda supermarkets—who were mainly female—are entitled to compare their pay with what depot workers (who are mainly male) received, because both genders have common terms in their employment offer letters.
Supreme Court hearing of the appeal filed by ASDA against the Court of Appeal decision was scheduled on 13 and 14 July 2020.

Aslam and others v Uber BV and others [2017] IRLR 4 ET
This high-profile case between Uber drivers (regarded by the company as self-employed) was filed to prove that drivers are, in fact, employed workers who deserve full entitlements such national minimum wage and paid annual leave.

Source: https://meziesblog.com/auditors-ethical-judgement-and-whistleblowing/

This is beyond comprehension. I weep not for Nigeria but for its inhabitants who drink blood instead of water, celebrate with murder and praise "god" for hate crime. The rate on mental illness and intellectual slavery in Northern Nigeria is dumbfounding.

Nigerians aren't expecting anything better from the police. Even military men and woman have been at risk in this country. No one is safe anymore. Things fell apart many years ago and it appears the center will never hold.

This is shocking. Such capital punishment in a modern-day democratic society shows some humans shouldn't live among men. Unfortunately, the security situation is Nigeria seems to be getting worse every day. Bad news is no longer news at all. However, the level of barbarism perpetrated by Deborah's killers is a sign of mental degradation in people who are so blinded by hate and religious fanaticism. These hoodlums, murderers and monsters can run from the law, but they will never be far from Karma.

LO.1. Critically evaluate key sustainability concerns and the impact of business activities on these concerns.

LO.2. Critically evaluate a range of relevant theories and models such as the Triple Bottom Line, corporate social responsibility (CSR), business ethics and the role of the market.

LO.3. Propose and critically evaluate appropriate sustainable business strategies.

Valtteri Rantaa, Leena Aarikka-Stenroosa, Paavo Ritalab, Saku J. Mäkinena (2018). Exploring institutional drivers and barriers of the circular economy: A cross-regional
comparison of China, the US, and Europe. Journal of Resources, Conservation & Recycling. 135; 70–82

Assignment Description

Essay plan and critical analysis of the literature (1500 words), 40% of assessment weighting.

Critical analysis of the literature (1500 words), 40% of assessment weighting. Students are expected to critically evaluate any one of the articles in week-2 folder (Recommended Literature) on Moodle and suggest what could be done differently if they were asked to rewrite the article themselves. You must choose an alternative article to the one chosen for your first attempt. Additional Information

Critical analysis is the detailed examination and evaluation of the literature. Good critical analysis evaluates the literature in a balanced way that highlights its positive and negative qualities.

Reading critically, focus on the purpose of your literature review:

Introduction (Focus on making your introduction engaging to attract the reader’s attention and encourage them to continue reading your critical analysis)

The abstract (is the abstract clear?)

Research methods (what research methods were employed? Could the researcher used other research methods to get better results?)

Findings (Did the researcher answer the Research Questions? The discussion of your findings needs to relate to the brief and the research questions).

Recommendations (could you add any other future studies, or are the ones recommended by the researcher adequate?)

Conclusions (a conclusion that brings the information altogether)

Read through your critical analysis to ensure it sounds as professional as it should. Correct any spelling and grammatical errors and awkward phrasing when you see it. Reading your critical analysis out loud can help you identify more areas for improvement.

Doing this step a few hours or even a few days after you write your critical analysis, if you have time, can also be more effective. Proofread and refine your work as many times as you need to until you are satisfied with your critical analysis.

Reference you work using Harvard Referencing Style

You are required to add the following statement on page 2 of the assignment:
“I [student ID] declare that I am the sole author of this assignment and the work is a result of my own investigations, except where otherwise stated. All references have been duly cited”.

Font should be Times New Roman, font size of 12. Heading font size 14. Spacing 1.5 and normal margins. The assignment should be Microsoft Word processed for submission.

Matthew Issac has proven himself one of the bad eggs in the Nigeria Police, our friend. His arrest serves as a warning to those usurping their powers against some "enemies" they are supposed to re-orientate towards our peaceful existence as worthy Nigerians. What happened to dignity, neutrality and sanity in the force? I hope his confession helps to save lives, especially in our universities.