Economic, Social And Political Economy Essay

Introduction In 1920, the independent kingdom of Korea was forcibly annexed to Japan, it lasted until the end of the second World War. After World War II, the United States (US) decided to occupy the southern half of Korea to prevent the Union of Soviet Socialist Republics (USSR) from taking control of the entire peninsula. USSR was helping North Korea’s fight against the Japanese forces. The US divided Korea at the 38th parallel to keep Seoul within the American-occupied area. USSR did not oppose the division. (Korean War, 2006) Both the USSR and the United States started to organize the governments in their half of Korea. When they did so, the political factions that used to be united against Japan started to emerge again. These factions represent the left-wing and right-wing views. The left-wing wanted an overhaul of Korea’s land ownership laws, which unduly favored rich landowners. And the right wing vehemently refused the reform. (Korean War, 2006) From 1945 to1948, the US suppressed the widespread leftist movement and backed Syngman Rhee. Rhee had lived for decades in the United States and has a solid anti-Communist credentials. He was also popular with the right. (Korean War, 2006) The USSR, on the other hand, supported the left and Kim Il Sung. Kim II Sung received support from North Koreans and China. Kim fought with Chinese Communist forces against the Japanese in Manchuria in the 1930s. Kim forced a radical redistribution of land when he first came into power. By the end of 1946 the regimes of both North and South Korea were in place. The division of Korea was formalized until 1948. The South established the Republic of Korea while the North established the People’s Republic of Korea.   (Korean War, 2006) The regime was barely in placed South Korea when it had to contend with a rebellion in the south from the left-wing, particularly in its southernmost province. North Korea supported the rebellion. It was South Korea that first provoked North Korea into a war, but and Kim II Sung was willing to fight the war, too, with the help of USSR and China. In 1949, fighting in the 38th parallel broke out between the North and the South. In 1950, the army of North Korea crossed the dividing line. The Korean War reached its height from 1950 to 1953. In 1953, a cease fire agreement was signed. It ended the fighting but the Korean peninsula remained divided. (Korean War, 2006) The Korean War was considered as one of the most destructive of the 20th century. There was an estimated death of 2.4 to 4 million Korean, mostly civilians. The other countries who supporter either side also experienced casualties. China, who supported the North, lost almost 1 million soldiers. The US, who sided with the South, lost a little more than 36 thousands. The economic and social damage to the Korea Peninsula was incalculable. In the North Korea, the three years of bombing destroyed most of the modern buildings. (Korean War, 2006) Because of the Korean War, the US and Japanese economy received a much needed boost after World War II.   Japan became the source of materials for the war. Meanwhile, defense spending in the US nearly quadrupled in the last half of 1950. (Korean War, 2006) The North Korean Economy after the War   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Because North Korea endured 3 years of US bombing, a new capital had to be rebuilt after the war in North Korea. By 1960, the discipline and forced-labor policies of the Kim II Sung’s regime resulted in recovery and development. The general standard of living of the people remained low.   There was an emphasis to heavy industrial growth but not production of economic goods. (North Korea, 2006) In 1995, there was a nationwide food crisis. In 1996, it became a widespread famine. USSR and China withdrawal of its food subsidies, the government’s agricultural policies, and a series of floods and droughts are factors that contributed to the food crisis. International humanitarian relief agencies provided food aid and other relief efforts. In 1998, an estimated 1 million people had died of starvation and famine-related illnesses. The food crisis continued into the early 2000s. (North Korea, 2006)   The Juche Idea Juche is the official state ideology of North Korea. It is also the basis for its political system. Juche literally means â€Å"main body† or â€Å"subject†. In North Korean sources, it had been translated as â€Å"independent stand† and the â€Å"spirit of self-reliance†. The core principle of the Juche ideology has been that â€Å"man is the master of everything and decides everything†. (Juche, 2006, para. 1) It was Kim Il-sung which advanced Juche as a slogan in speech titled â€Å"On Eliminating Dogmatism and Formalism and Establishing Juche in Ideological Work†. It was made in rejection of the policy of de-Stalinization in the Soviet Union. It became a systematic ideological doctrine in the 1960s. Kim Il-sung outlined the three fundamental principles which are as follows: (1) independence in politics, (2) self-sustenance in the economy, and (3) self-defense in national defense. (Juche, 2006, para. 2) In 1982, Kim Jong-il authored a document titled â€Å"On the Juche Idea†. An article in Wikipedia said: According to Kim Jong-il’s On the Juche Idea, the application of Juche in state policy entails the following: 1) The people must have independence (chajusong) in thought and politics, economic self-sufficiency, and self-reliance in defense; 2) Policy must reflect the will and aspirations of the masses and employ them fully in revolution and construction; 3) Methods of revolution and construction must be suitable to the situation of the country; and 4) The most important work of revolution and construction is molding people ideologically as communists and mobilizing them to constructive action. (Juche, 2006, para. 3) One of the first application of the Juche idea in North Korea was the Five-Year Plan known as the Chollima Movement. The Five-Year Plan involved rapid economic development, with a focus on heavy industry. This is to ensure independence from the USSR and China. (Juche, 2006, para. 4) But the reality of the Juche Idea is its economic program of â€Å"self-reliance† has resulted in economic dependence. North Korea has been an aid-dependent regime. From 1953 to1976 it depended considerably on Soviet industrial aid. The USSR remained North Korea’s greatest economic benefactor until its 1991 collapse. It experienced a food crisis in the early part of its regime which later developed in to a famine. It has accepted aid from China, South Korea and the international community. In 2005, the country was the second largest recipient of international food aid. In 1998, Juche made pragmatic adaptations to capitalism. (Juche, 2006, para. 5) The state ideology has been an alternative to traditional religion. Juche have incorporated religious ideas into the state ideology. Juche is considered the largest political religion in North Korea. Practice of all other religions is overseen and subject to heavy surveillance by the state. (Juche, 2006, para. 6) Improving Relationship with the South After the Korean War, North Korea developed a hard stance against the South. In the 1960’s, an assassination team nearly succeeded in killing Park Chung Hee, the South Korean president at that time. In 1968, North Korean gun boats seized a US intelligence gathering vessel and subjected its crew to extreme circumstances for a year. In 1969, a US reconnaissance plane was shot down. There were guerrilla raids launched against the South. These attacks made the South even more dedicated in renewing their defense measures and influenced the formation of a harder political order in South Korea. (North Korea, 2006) Through the 1970s and 1980’s, there were efforts to affect the unification of the North and South Korea, but these efforts failed. In June 2000, the leaders of North and South Korea, agreed to promote reconciliation and economic cooperation between the two countries. This was the first face-to-face meeting between the leaders of the two countries since the country was divided. (North Korea, 2006) The meeting of the leaders of these two countries led to the first cross-border visits of family members separated since the Korean War which was officially authorized by both states. The agreement also led to many favorable consequences for both countries. Trade and investment increase. There was a more relaxed military tension. It also partially reopened road and rail links severed by the Korean War. There was also a start of mail service between the two countries. (North Korea, 2006) During the opening ceremonies of the 2000 Summer Olympic Games in Sydney, Australia, the athletes from North Korea and South Korea paraded together under one flag, the neutral flag of the Korea Peninsula. But the athletes still competed separately in the different events. (North Korea, 2006) In October of 2000, Kim Dae Jung was awarded the Nobel Peace Prize for his efforts to bring about reconciliation between the two countries. (North Korea, 2006) South Korea, together with China, is instrumental in bringing almost 1 billion dollars in aid and investment to North Korea. South Korea’s help prevent the collapse of the North Korean economy (Fajola & Fan, 2006). However, recent political developments may trigger old hostilities in the region. The insistence of North Korea to develop and test nuclear weapons may bring war in Northeast Asia again (Fajola & Fan, 2006). South Korea, despite its own pressing need, offered to supply North Korea energy if it would cease the production of nuclear weapons (David 2006). There is still no news whether North Korea has accepted its offer. Politics and International Relations Before the Korean War, The Workers’ Party of Korea was established. Kim Il Sung emerged as the leader of North Korea. He enjoyed the military support of the USSR until the soviet troops withdrew in 1948. Under the Workers’ Party leadership, political and economic changes had been made. The egalitarian land reforms were enforced. There was a radical redistribution of land from the land owners to laborer and tenant farmers. The landless labor and tenant farmers supported these reforms. Because of these reforms, there was massive confiscation of land and wealth from the Japanese or to enemies of the regime. Aside from the reforms, there was also party-directed economic planning and development. (North Korea 2006) Kim II Sung fought against the Japanese and, in 1949, welcome the war against South Korea. When North Korean forces crossed the dividing line to the South, the US joined the fighting with the approval of the UN. There was also a small contingent from Great Britain, Canada, Australia, and Turkey to help with the Americans. USSR, an ally of North Korea refused to vote during the deliberations in the UN. In October 1950, China supported North Korea in the War. When cease fire was finally agreed upon, thousands of lives where lost on both sides. Millions worth of infrastructure were also destroyed, particularly in the North which experienced massive bombing operations from the US. (North Korea 2006). In the political front, North Korean leadership began to veer away from USSR influenced. The intensifying conflict between China and the USSR, allowed North Korea even more independent action. (North Korea, 2006) North Korea actions after the Korean War seemed to be geared towards building of nuclear might. When both North and South Korea joined the UN in 1991, they signed agreements regarding nuclear and conventional arms control and reconciliation. In 1992, North Korea signed an agreement allowing the International Atomic Energy Agency (IAEA) to inspect the country’s nuclear facilities. In 1993 the North Korean government refused the inspection of nuclear waste sites which is believed to contain undeclared nuclear material for nuclear weapons. This resistance continued until the first half of 1994. (North Korea, 2006) South Korea suspended its formal acceptance of the 1968 Treaty on the Non-Proliferation of Nuclear Weapons (NPT) which it signed in 1985. In 1993, the U.S. Central Intelligence Agency (CIA) suspected North Korea of building at least one atomic weapon from plutonium extracted from fuel rods at a nuclear power plant. (North Korea, 2006) In 1994, the US and North Korea reached an agreement called Agreed Framework. In this agreement, North Korea will suspend the operation of designated nuclear facilities capable of producing and reprocessing weapons-grade plutonium and allow IAEA inspectors to verify the suspension. The agreement called for annual deliveries of heavy fuel oil to North Korea. The U.S. agreed to take steps to end economic sanctions against North Korea, sanctions in placed since the Korean War. (North Korea, 2006) The 1994 Agreed Framework is also a step towards normal diplomatic relations between the US and North Korea. North Korea agreed to suspend operation of the nuclear facilities in return for two new reactors that will be built by US, South Korea and Japan. In 1995, the construction of the two reactors started. In 2002, US abrogated the agreement. It charged North Korea of violating the agreement by initiating a secret weapons-grade uranium-enrichment program. North Korea denied that it had such a program. Because the US abrogated in 2002, North Korea resumed plutonium production. In February 2005, it issued a statement that it was now a â€Å"nuclear weapons state.† (North Korea, 2006) While relations between the two Koreas are improving, the relations between the US and North Korea became even more strained because of the issue of nuclear weapons. The US had placed North Korea on a list of countries supporting terrorism and had characterized North Korea as being part of an â€Å"axis of evil†. China attempted to act as a mediator between North Korea and the US, but the US refused to meet in one-on-one negotiations. To compromise, China fashioned a series of negotiations which would take place among China, Japan, Russia, North Korea, South Korea, and the US. The talks were held in Beijing, China. (North Korea, 2006) Without reaching an agreement, the six-party talks recessed in early August 2005. When the talks resumed in September 2005, North Korea pledged to abandon all nuclear weapons and programs in exchange for economic aid and security guarantees. The talks stalled. Early of July 2006 North Korea launched seven test missiles, including a long-range Taepodong-2 missile, which fell into the Sea of Japan. Even if the test were considered successful, these raised tensions in the area. Concerned international community, through the UN Security Council, called for economic sanctions against North Korea. (North Korea, 2006) The 2006 Nuclear Testing Analysts are saying that North Korea’s gaining bragging rights as a nuclear power may have political and economic fallout. Many fears that the nuclear tests being done by North Korea can trigger instability in Northeast Asia. China, which had been a supporter of North Korea, is reconsidering its support for the Kim Jong II. China, with the help of South Korea, had given billions of dollars in aid and investment to North Korea. Both countries helped prevent the collapse of the economy for fear that such will send refugees pouring into their own borders. An Asia Times Online writer said that South Korea offered to supply North Korea’s energy needs if the latter will abandon its nuclear arms. China’s foreign minister, Li Zhaoxing expressed the Chinese government opposition to the nuclear test. (Fajola and Fan, 2006) Because of the tests, South Korea stopped the delivery of emergency assistance to help the North deal with recent floods. President Roh Moo Hyun said, â€Å"The South Korean government at this point cannot continue to say that this engagement policy [sunshine policy] is effective. Ultimately, it is not something we should give up on, but objectively speaking, the situation has changed. Being patient and accepting whatever North Korea does is no longer acceptable,† (qtd. in Fajola and Fan, 2006, para. 7). Analysts say that the shift in position of China or South Korea is partly based on the possible reaction of Japan, the nation most threatened by North Korea’s ballistic missiles. A nuclear-armed North Korea could lead Japan arm itself more aggressively. A U.S. congressional report may lead Japan, South Korea and Taiwan to develop their own nuclear weapons. It would start an arms race in the region and feed regional disputes. (Fajola and Fan, 2006) Japan has already said that it would impose harder measures against North Korea. The measures can include a ban on the remittances sent home by North Koreans working in Japan. (Fajola and Fan, 2006) Another motivation for China’s position is its failed attempt to mediate between US and North Korea in the series of negotiations in Beijing. To save face and to meet international pressure, China may impose tougher economic sanctions and reduce aid to North Korea to force the latter to stop production and testing of its missiles. (Fajola and Fan, 2006) Seung Joo Baek, an analyst from the Seoul-based Korea Institute for Defense Analyses also said: North Korea’s message is that no matter how hard South Korea, Japan, the United States gang up on them, they won’t budge. They want to be recognized as a nuclear power. They are assuming that it is the only thing that will keep them safe. We will have to wait and see if they are right. â€Å"(qtd. in Fajola & Fan, 2006, conclusion)       References    Korean War. (2006). In Encyclopà ¦dia Britannica. Retrieved November  30,  2006, from Encyclopà ¦dia Britannica Online: http://www.britannica.com/eb/article-9046072. Korean War (2006). In Microsoft ® Encarta ® Online Encyclopedia 2006. Retrieved November  30,  2006 from http://encarta.msn.com. North Korea (2006). In Microsoft ® Encarta ® Online Encyclopedia 2006. Retrieved November  30,  2006 from http://encarta.msn.com. Nguyen, D. â€Å"South Korea Enters the Great Game.† May 13, 2006.   Retrieved November  30,  2006 from http://www.atimes.com/atimes/Korea/HJ10Dg02.html. Juche (2006). In Wikipedia 2006. Retrieved November  30,  2006 from http://en.wikipedia.org/wiki/Juche Fajola, A. & Fan M. â€Å"North Korea’s Political and Economic Gamble.† October 10, 2006. Retrieved November  30,  2006 from http://www.washingtonpost.com/wp-dyn/content/article/2006/10/08/AR2006100801169_2.html   

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What ways has learning about new environmental issues changed the way of living sustainably? The knowledge of environmental issues has changed the way we live. We learn a lot from our past experiences. Environmental problems paved a way for scientific advancements. An example of this is the invention of alternative fuel in vehicles. Environmental issues help promote social networks among countries. Information technology improved our communication with other people. We learn about counter measures of certain environmental problems from them and in turn, we share our knowledge to them. In our everyday lives, we learn the importance of cleanliness and discipline. Throwing our garbage anywhere might start an epidemic and result to death of animals and plants as well as humans. What important information has the greatest impact on the way you think about the environment? How can you apply this knowledge in the future? The most important information that changed my way of thinking about the environment is the knowledge of Global Warming. Why? Well, among the biggest mistakes humans ever made was to cause the depletion of the ozone layer. Its effects are devastating yet there isn’t an effective way of stopping it. The knowledge of such issue will help save humanity. I may be the one to find a way to stop Global Warming in the future. Nevertheless, if only all will help in solving this problem, we might be able to find the most effective way of saving the environment, saving our own lives. Reference: Global warming. (n. d. ). Britannica Concise Encyclopedia. Retrieved March 02, 2007, from Answers. com Web site: http://www. answers. com/topic/global-warming

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Marketing Game Report Essay Example | Topics and Well Written Essays - 1000 words

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US Government Development after Revolution - Essay Example After all, this was one of the reasons why Americans revolted against their English masters, to have their basic personal freedoms and political rights for them to enjoy. This is why these principles were enshrined in the U.S. Constitution but there were distinct periods in early American independence when the citizens alternated between liberalism and conservatism. Public attitudes regarding this matter were a reflection of the exigencies of the times back then and influenced by political thinkers. The colonial era (1607 to 1783) was a period when individuals had very few rights in relation to the larger community. The frontier mentality necessitated that individuals have to subsume their rights for the greater good because it was necessary for survival. Many colonial writers, political thinkers and philosophers extolled this virtue but things underwent a radical change after the American war for independence. The revolution was a success and American citizens now had to contend with what to do with their lives and their government. This paper is a short discussion on the developments of the American government after the Revolution. Discussion The United States of America gained complete independence from Great Britain via the Treaty of Paris signed on September 03, 1783 and ratified by the two countries on January 14, 1784. The agreement was notable for a few things, primary of which was it enlarged the boundaries of the new country and the American state legislatures were given the freedom to recognize the rights of real loyalists (former real British subjects) whose lands, estates and properties were confiscated during the course of war. Wording of instructions of the Congress of the Confederation (this was the name of the government back then) left it to the discretion of individual states on how to proceed on this point as it merely stated â€Å"earnestly recommend† without any sanctions for possible violations. As can be seen by subsequent events, some state legislatures reneged on this undertaking by failing to return confiscated properties, refused to pay old debts to former British creditors and confiscated anew some properties supposedly to pay off old debts owed to them by some loyalists. In other words, the prevailing situation after Independence was quite chaotic, as the central government was powerless to impose its will on the states. A good number of the states disobeyed lawful orders at their own will and sole convenience without much fear of penalties from the new federal government. The intervening period between the signing of the Treaty of Paris and the convening of the Continental Congress to finally draft and adopt the Constitution was a time of chaotic conditions in terms of relations between the newly-independent states and central government and a good number of the luminaries of the American Revolution saw the need for a strong or at least, a viable federal government to prevent the nation from breaking up and fragmenting. One of those who saw the dangers was Benjamin Franklin, who advocated for limits on rights of states and individuals to preserve the Union and its hard-won independence (Ward 96). He had the foresight to kno w that a weak central government

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Project Management Essay Example | Topics and Well Written Essays - 2250 words

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The Manager as a Planner and Strategist Essay Example for Free

The Manager as a Planner and Strategist Essay The Nature of the Planning Process: Planning is a process that managers use to identify and select appropriate goals and courses of action for an organization. The cluster of decisions and actions that managers take to help an organization attain its goals is its strategy. Thus, planning is both a goal-making and a strategy-making process. Planning is a three-step activity: 1)Determining the organization’s mission and goals: A mission statement is a broad declaration of an organization’s purpose that identifies the organization’s products and customers and distinguishes the organization from its competitors. 2)Formulating Strategy: Managers analyze the organization’s current situation and then convince and develop the strategies necessary to attain the organization’s mission and goals. 3)Implementing Strategy: Managers decide how to allocate the resources and responsibilities required to implement the strategies between people and groups within the organization. Levels of Planning: In large organizations planning takes place at three levels of management: Corporate Level, Business or Division Level, and Department or Functional Level. The Corporate-level plan contains top management’s decisions pertaining to the organization’s mission and goals, overall strategy, and structure. Corporate-level strategy indicates in which industries and national markets an organization intends to compete. The corporate-level plan provides the framework within which divisional managers create their business-level plans. A division is a business unit that has its own set of managers and functions or departments and competes in a distinct industry. Divisional managers are those who control the various divisions of an organization. At the business level, the managers of each division create a Business-level plan that details long-term goals that will allow the division to meet corporate goals and the division’s business-level strategy and structure. Business-level strategy states the methods a division or business intends to use to compete against its rivals in an industry. The business-level plan provides the framework within which functional managers devise their plans. A Function is a unit or department in which people have the same skills or use the same resources to perform their jobs. Functional managers are those who supervise the various functions such as manufacturing, accounting, and sales within a division. A Functional-level plan states the goals that functional managers propose to pursue to help the division attain its business-level goals, which, in turn, allow the organization to achieve its corporate goals. Functional-level strategy sets forth the actions that managers intend to take at the level of departments to allow the organization to attain its goals. An important issue in planning is ensuring consistency in planning across the three different levels. Functional goals and strategies should be consistent with divisional goals and strategies, which in turn should be consistent with corporate goals and strategies, and vice versa. Once complete, each function’s plan is normally linked to its division’s business-level plan, which, in turn, is linked to the corporate plan. Who Plans? In general, corporate-level planning is the primary responsibility of top managers. Corporate-level managers are responsible for approving business and functional-level plans to ensure that they are consistent with the corporate plan. Corporate planning decisions are not made in a vacuum. Other managers do have input to corporate-level planning. Even though corporate-level planning is the responsibility of top managers, lower-level managers can and usually are given the opportunity to become involved in the process. At the business level, planning is the responsibility of divisional managers, who also review functional plans. Functional managers also participate in business-level planning. Similarly, although the functional managers bear primary responsibility for functional-level planning, they can and do involve their subordinates in this process. Time Horizons of Plans: Plans differ in their time horizons, or intended durations. Managers usually distinguish among long-term plans, with a horizon of five years or more; intermediate-term plans, with a horizon between one and five years; and short-term plans, with a horizon of one year or less. Typically, corporate- and business-level goals and strategies require long and intermediate-term plans, and functional-level goals and strategies require intermediate and short term plans. Most organizations have an annual planning cycle, which usually linked to the annual financial budget. Although a corporate- or business-level plan may extend over five years or more, it is typically treated as a rolling plan, a plan that is updated and amended every year to take account of changing conditions in the external environment. Rolling plans allow managers to make midcourse corrections if environmental changes warrant or to change the thrust of the plan altogether if it no longer seems appropriate. Standing Plans and Single-Use Plans: Managers create standing and single-use plans to help achieve an organization’s specific goals. Standing plans are used in situations in which programmed decision making is appropriate. When the same situations occur repeatedly, managers develop policies (a general guide to action), rules (a formal, written guide to action), and standard operating procedures (SOP a written instruction describing the exact series of actions that should be followed in a specific situation) to control the way employees perform tasks. Single-use plans are developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations. It includes Programs, which are integrated sets of plans for achieving certain goals, and Projects, which are specific action plans created to complete various aspects of a program. Why Planning is Important? Planning determines where an organization is at the present time and decides where it should be in the future and how to move it forward. When mangers plan, they must consider the future and forecast what may happen in order to take actions in the present and mobilize organizational resources to deal with future opportunities and threats. However, the external environment is uncertain and complex, and managers typically must deal with incomplete information and bounded rationality. Almost all managers engage in planning. The absence of a plan often results in hesitations, false steps, and mistaken changes of direction that can hurt an organization. Planning is important for four main reasons: 1)Planning is a useful way of getting managers to participate in decision making about the appropriate goals and strategies for an organization. 2)Planning is necessary to give the organization a sense of direction and purpose. A plan states what goals an organization is trying to achieve and what strategies it intends to use to achieve them. 3)A plan helps coordinate managers of the different functions and divisions of an organization to ensure that they all pull in the same direction. 4)A plan can be used as a device for controlling managers within an organization. A good plan specifies not only which goals and strategies the organization is committed to but also who is responsible for putting the strategies into action to attain the goals. Henri Fayol said that effective plans should have four qualities: Unity: Means that at any one time only one central, guiding plan is put into operation to achieve an organizational goal. Continuity: Means that planning is an ongoing process in which managers build and refine previous plans and continually modify plans at all levels so that they fit together into one broad framework. Accuracy: Means that managers need to make every attempt to collect and utilize all available information at their disposal in the planning process. Flexibility: Means that plans can be altered and changed if the situation changes. Scenario Planning: One way in which managers can try to create plans that have the four qualities described by Fayol is by utilizing scenario planning (Contingency planning), which is the generation of multiple forecasts of future conditions followed by an analysis of how to respond effectively to each of those conditions. Planning is about trying to forecast and predict the future in order to be able to anticipate future opportunities and threats. Because the future is unpredictable, the only reasonable approach to planning is first to generate scenarios of the future based of different assumptions about conditions that might prevail in the future and then to develop different plans that detail what a company should do in the event that one of these scenarios actually occurs. The great strength of scenario planning is its ability not only to anticipate the challenges of an uncertain future but also to educate managers to think about the future – to think strategically. Determining the Organization’s Mission and Goals: Determining the organization’s mission and goals is the first step of the planning process. Once the mission and goals are agreed upon and formally stated in the corporate plan, they guide the next steps by defining which strategies are appropriate and which are inappropriate. Defining the Business: To determine an organization’s mission, managers must first define its business so that they can identify what kind of value they will provide to customers. To define the business, managers must ask three questions: (1) Who are our customers? (2) What customer needs are being satisfied? (3) How are we satisfying customer needs? Answering these questions helps managers to identify not only the customer needs they are satisfying now but the needs they should try to satisfy in the future and who their true competitors are. All of this information helps managers plan and establish appropriate goals. Establishing Major Goals: Once the business is defined, managers must establish a set of primary goals to which the organization is committed. Developing these goals gives the organization a sense of direction or purpose. In most organizations, articulating major goals is the job of the CEO, although other managers have input into the process. The best statements of organizational goals are ambitious – that is, they stretch the organization and require the managers improve its performance capabilities. Although goals should be challenging, they should also be realistic. Challenging goals give managers an incentive to look for ways to improve an organization’s operation, but a goal that is unrealistic and impossible to attain may prompt managers to give up. The time period in which a goal is expected to be achieved should be stated. Time constraints are important because they emphasize that a goal must be attained within a reasonable period. Formulating Strategy: In strategy formulation managers analyze an organization’s current situation and then develop strategies to accomplish its mission and achieve its goals. Strategy formulation begins with managers’ analyzing the factors within an organization and outside, that affect the organization’s ability to meet its goals now and in the future. SWOT analysis and the five forces model are two techniques managers use to analyze these factors. SWOT Analysis: SWOT analysis is a planning exercise in which managers identify organizational Strengths, Weaknesses, environmental Opportunities, and Threats. Based on a SWOT analysis, managers at the different levels of the organization select the corporate-, business-, and functional-level strategies to best position the organization to achieve its mission and goals. The first step in SWOT analysis is to identify an organization’s strengths and weaknesses. The task facing managers is to identify the strengths and weaknesses that characterize the present state of their organization. The second step begins when managers embark on a full-scale SWOT planning exercise to identify potential opportunities and threats in the environment that affect the organization at the present or may affect it in the future. With the SWOT analysis completed, and strengths, weaknesses, opportunities, and threats identified, managers can begin the planning process and determine strategies for achieving the organization’s mission and goals. The resulting strategies should enable the organization to attain its goals by taking advantage of opportunities, countering threats, building strengths, and correcting organizational weaknesses. The Five Forces Model: Michel Porter’s five forces model: A well-known model that helps managers isolate particular forces in the external environment that are potential threats. Porter identified these five factors that are major threats because they affect how much profit organizations competing within the same industry can expect to make. 1)The level of rivalry among organizations in an industry: The more that companies compete against one another for customers, the lower is the level of industry profits. 2)The potential for entry into an industry: The easier it is for companies to enter an industry, the more likely it is for industry prices and therefore industry profits to be low. 3)The power of suppliers: If there are only a few suppliers of an important input, then suppliers can drive up the price of that input, and expensive inputs result in lower profits for the producer. 4)The power of customers: If only a few large customers are available to buy an industry’s output, they can bargain to drive down the price of that output. As a result, producers make lower profits. 5)The threat of substitute products: Often, the output of one industry is a substitute for the output of another industry. Companies that produce a product with a known substitute cannot demand high prices for their products, and this constraint keeps their profits low. Porter argued that when managers analyze opportunities and threats they should pay particular attention to these five forces because they are the major threats that an organization will encounter. It is the job of managers at corporate, business, and functional levels to formulate strategies to counter these threats so that an organization can respond to its task and general environments, perform at high level, and generate high profits. Formulating Corporate-Level Strategies: Corporate-level strategy is a plan of action concerning which industries and countries an organization should invest its resources in to achieve its mission and goals. Managers of most organizations have the goal of growing their companies and actively seek out new opportunities to use the organization’s resources to create more goods and services for customers. In addition, some managers must help their organizations respond to threats due to changing forces in the task or general environment. (Ex. Customers may no longer buy some kinds of goods or services, or other companies enter the market and attract away customers). Top managers aim to find the best strategies to help the organization respond to these changes and improve performance. The principal corporate-level strategies that managers use to help a company grow, to keep it on top of its industry, and to help it retrench and reorganize to stop its decline are: Concentration on a Single Business, Diversification, International Expansion and Vertical Integration. An organization benefits from pursuing any one of them only when the strategy helps further increase the value of the organization’s goods and services for customers. To increase the value of goods and services, a corporate-level strategy must help an organization differentiate and add value to its products either by making them unique or special or by lowering the costs of value creation. 1)Concentration on a Single Business: Most organizations begin their growth and development with a corporate-level strategy aimed at concentrating resources in one business or industry in order to develop a strong competitive position within the industry. Sometimes, concentration on a single business becomes an appropriate corporate-level strategy when managers see the need to reduce the size of their organizations to increase performance. Managers may decide to get out of certain industries. Managers may sell off those divisions, lay off workers, and concentrate remaining organizational resources in another market or business to try to improve performance. In contrast, when organizations are performing effectively, they often decide to enter new industries in which they can use their resources to create more value. 2)Diversification: Diversification is the strategy of expanding operations into a new business or industry and producing new goods or services. There are two main kinds of diversification: Related and Unrelated. Related Diversification: Is the strategy of entering a new business or industry to create a competitive advantage in one or more of an organization’s existing divisions or businesses. It can add value to an organization’s products if managers can find ways for its various divisions or business units to share their valuable skills or resources so that synergy is created. Synergy is obtained when the value created by two divisions cooperating is greater than the value that would be created if the two divisions operated separately. In this way, related diversification can be a major source of cost savings. In pursuing related diversification, managers often seek to find new businesses where they can use the existing skills and resources in their departments to create synergies, add value to the new business, and hence improve the competitive position of the company. Unrelated Diversification: Managers pursue unrelated diversification when they enter new industries or buy companies in new industries that are not related in any way to their current business or industries. Main reasons for pursuing unrelated diversification: †¢Buy a poorly performing company, transfers to it their management skills, turn around its business, and increase its performance, all of which creates value. †¢Purchasing businesses in different industries lets managers engage in portfolio strategy, which is apportioning financial resources among divisions to increase financial returns or spread risks among different businesses. Sometimes, too much diversification can cause mangers to lose control on their organization’s core business. Although unrelated diversification might initially create value for a company, mangers sometimes use portfolio strategy to expand the scope of their organization’s business too much. And so, it becomes difficult for top managers to be knowledgeable about all of the organization’s diverse business. Unable to handle so much information, top managers are overwhelmed and eventually make important resource allocation decisions on the basis of only a superficial analysis of the competitive position of each division. This usually results in value being lost rather than created. 3)International Expansion: Corporate-level managers must decide on the appropriate way to compete internationally. If managers decide that their organization should sell the same standardized product in each national market in which it competes, and use the same basic marketing approach, they adopt a Global Strategy. Such companies undertake very little, if any, customization to suit the specific needs of customers in different countries. But if managers decide to customize products and marketing strategies to specific national conditions, they adopt a Multidomestic Strategy. The major advantage of a global strategy is the significant cost savings associated with not having to customize products and marketing approaches to different national conditions. The major disadvantage is that, by ignoring national differences, managers may leave themselves vulnerable to local competitors that do differentiate their products to suit local tastes. The major advantage of a Multidomestic strategy is that by customizing product offerings and marketing approaches to local conditions, managers may be able to gain market share or charge higher prices for their products. The major disadvantage is that customization raises production costs and puts the Multidomestic company at a price disadvantage because it often has to charge prices higher than the prices charged by competitors pursuing a global strategy. Choosing a Way to Expand Internationally: A more competitive global environment has proved to be both an opportunity and a threat for organizations and managers. The opportunity is that organizations that expand globally are able to open new markets, reach more customers, and gain access to new sources of raw materials and to low-cost suppliers of inputs. The threat is that organizations are likely to encounter new competitors in the foreign countries they enter and must respond to new political, economic, and cultural conditions. Before setting up foreign operations, managers need to analyze the forces in the environment of a particular country in order to choose the right method to expand and respond to those forces in the most appropriate way. There are four basic ways to operate in the global environment: a)Importing and Exporting: The least complex global operations are exporting and importing. A company engaged in exporting makes products at home and sells them abroad. An organization might sell its own products abroad or allow a local organization in the foreign country to distribute its products. Few risks are associated with exporting because a company does not have to invest in developing manufacturing facilities abroad. A company engaged in importing sells at home products that are made abroad. The internet has made it much easier for companies to inform potential foreign buyers about their products. b)Licensing And Franchising: In licensing, a company allows a foreign organization to take charge of both manufacturing and distributing one or more of its products in the licensee’s country or world region in return for a negotiable fee (Pursued by manufacturing company). The advantage is that the licenser does not have to bear the development costs associated with opening up in a foreign country. The risks associated with this strategy are that the company granting the license has to give its foreign partner access to its technological know-how. In franchising, a company sells to a foreign organization the rights to use its brand name and operating know-how in return for a lump-sum payment and share of the profits. The advantage is that the franchiser does not have to bear the development costs of overseas expansion. The downside is that the organization that grants the franchise may lose control over the way in which the franchise operates and product quality may fall. c)Strategic Alliances: One way to overcome the loss-of-control problems associated with exporting, licensing, and franchising is to expand globally by means of a strategic alliance. In a strategic alliance, managers pool or share their organization’s resources and know-how with those of a foreign company, and the two organizations share the rewards and risks of starting a new venture in a foreign country. A strategic alliance can take the form of a written contract between two or more companies to exchange resources, or it can result in the creation of a new organization. A joint venture is a strategic alliance among two or more companies that agree to jointly establish and share the ownership of a new business. d)Wholly Owned Foreign Subsidiaries: Managers invest in establishing production operations in a foreign country independent of any local direct involvement. Operating alone, without any direct involvement from foreign companies, an organization receives all of the rewards and bears all of the risks associated with operating abroad. This method is much more expensive than the others because it requires a higher level of foreign investment. Advantages: Higher potential returns, reduces the level of risk since managers have full control over all aspects, protect their technology and know-how†¦ 4)Vertical Integration: When an organization is doing well in its business, managers often see new opportunities to create value by either producing their own inputs or distributing their own outputs. Vertical Integration is the corporate-level strategy through which an organization produces its own inputs (backward vertical integration) or distributes and sells its own outputs (forward vertical integration). A major reason why managers pursue vertical integration is that it allows them either to add value to their products by making them special or to lower the costs of value creation. Vertical integration can be a problem when forces in the environment counter the strategies of the organization and make it necessary for managers to reorganize or retrench. Vertical integration can reduce an organization’s flexibility to respond to changing environmental conditions. Formulating Business-Level Strategies: According to Porter, managers must choose between the two basic ways of increasing the value of an organization’s products: Differentiating the product to add value or lowering the costs of value creation. He also argues that managers must choose between serving the whole market or serving just one segment of the market. Based on those choices, managers choose to pursue one of four business-level strategies: 1)Low-Cost Strategy: With a low-cost strategy, managers try to gain a competitive advantage by focusing the energy of all the organization’s departments or functions on driving the organization’s costs down below the costs of its rivals. According to Porter, organizations pursuing a low-cost strategy can sell a product for less than their rivals sell it and yet still make a profit because of their lower costs. Thus, these organizations hope to enjoy competitive advantage based on their low prices. 2)Differentiation Strategy: With a differentiation strategy, managers try to gain a competitive advantage by focusing all the energies of the organization’s departments or functions on distinguishing the organization’s products from those of competitors on one or more important dimensions, such as product design, quality, or after-sales service and support. Often, the process of making products unique and different is expensive. Organizations that successfully pursue a differentiation strategy may be able to charge a premium price for their products, a price usually much higher than the price charged by a low-cost organization. The premium price allows them to recoup their higher cost. 3)Focused Low-Cost Strategy: Managers pursuing a focused low-cost strategy serve one or a few segments of the overall market and aim to make their organization the lowest-cost company serving that segment. 4)Focused-Differentiation Strategy: Managers pursuing a focused differentiated strategy serve just one or a few segments of the market and aim to make their organization the most differentiated company serving that segment. Formulating Functional-Level Strategies: Functional-level strategy is a plan of action to improve the ability of an organization’s functions to create value. It is concerned with the actions that managers of individual functions can take to add value to an organization’s goods and services and thereby increase the value customers receive. The price that customers are prepared to pay for a product indicates how much they value an organization’s products. The more customers value a product, the more they are willing to pay for it. There are two ways in which functions can add value to an organization’s products: 1)Functional managers can lower the costs of creating value so that an organization can attract customers by keeping its prices lower than its competitors’ prices. 2)Functional managers can add value to a product by finding ways to differentiate it from the products of other companies. There must be a fit between functional- and business-level strategies if an organization is to achieve its mission and goal of maximizing the amount of value it gives customers. The better the fit between functional- and business-level strategies, the greater will be the organization’s competitive advantage and its ability to attract customers and the revenue they provide. Each organizational function has an important role to play in the process of lowering costs or adding value to a product. Creating value at the functional level requires the adoption of many state-of-the-art management techniques and practices. All of these techniques can help an organization achieve a competitive advantage by lowering the costs of creating value or by adding value above and beyond that offered by rivals. Planning and Implementing Strategy: After identifying appropriate strategies to attain an organization’s mission and goals, managers confront the challenge of putting those strategies into action. Strategy implementation is a five-step process: 1)Allocating responsibility for implementation to the appropriate individuals or groups. 2)Drafting detailed action plans that specify how a strategy is to be implemented. 3)Establishing a timetable for implementation that includes precise, measurable goals linked to the attainment of the action plan. 4)Allocating appropriate resources to the responsible individuals or groups. 5)Holding specific individuals or groups responsible for the attainment of corporate, divisional, and functional goals. The planning process goes beyond the mere identification of strategies; it also includes actions taken to ensure that the organization actually puts its strategies into action. It should be noted that the plan for implementing a strategy might require radical redesign of the structure of the organization, the development of new control systems, and the adoption of a program for changing the culture of the organization.

Gender discrimination in the workplace

Gender discrimination in the workplace Introduction: My selected thesis topic basically lays emphasis on how employee motivation and productivity get effected by gender discrimination in workplace and how different variables effects under different envirnoment. Now I shall move to explaining the topic in detail. OVERVIEW: My research interest is in this field because I know the gravity of the situation and how important it is for both genders to treat each other equally. As we move towards development an integrated effort is needed and everyone has to do his/her bit. Women need to be looked upon as equals by men from the very start so that they can get good education and pursue good careers in the future. Gender discrimination is a very real and actual problem that is being faced by firms and more importantly women in our society. It is important to note that gender discrimination takes place not only at the workplace but in every walk of life for a common Pakistani woman. When being faced by pressure from all sides, it is very tough for the woman to carry out her day to day activities and work at her full Most of us wake up in the morning, go to college or our respective job and act in ways that are more or less our own. We respond to the atmosphere around and the people in it with little thought as to why what makes us do such things e.g. why we enjoy some activities more than others and why we fine some recreational activities better than others. All these actions are motivated by something. Motivation is defined as the forces either within or external to a person that arouse persistence and want towards completing a given course of action. Employee motivation affects productivity and part of a managers task is to channel motivation towards the accomplishment of organizational goals. Thus, a manager has to study that what motivates his employees and what influences their choice of action furthermore why they persist in that action over time. So the way people are treated deeply affects how they will perform at the workplace. Gender discrimination against someone will obviously affect his/her productivity; this study is intended to prove how deeply the two are connected to each other. Discrimination is treating of employees based on criteria that are not job related, these may include race, color, gender, ethnicity and religion. Organizations these days are moving towards diversity which means women and minorities will play a larger role in the workplace than in the past and it will be more important to keep them working at their optimum level if success is intended in the future. MANGERIAL CONCERNS: When someone in the workplace is judged, appraised, promoted or given a pay based on criteria which are not job related, discrimination occurs. This discrimination leads to the employee being demotivated because he/she knows that no matter what amount of work they put in, they will be reward on the basis of criteria which are not job related. My study is not entirely based on the wage differentials but also deals with motivational effects of discrimination at the workplace on the whole. The main motivating factor for employees has always been pay. There has used a huge gender gap in pay in Pakistan but has now decreased over time but still exists. This gap in motivation is mainly because of differences in characteristics of the jobs carried out, the labor market experience they bring to the job and discriminatory treatment of women by employers or co-workers (which will be my area of study). All these factors interact in many complex and different ways. Thus making it difficult to determine precisely how much of the difference can be attributed to discrimination. Women and men do differ greatly in their preference of jobs and the roles they play in families. Still, the skill set of a woman has now come much closer to a mans. As my thesis shall suggest, there is continuing discrimination against women in the labor market w hich leads to demotivation because there is loss of confidence for the worker. Confidence in self abilities and in the firm one is working for account as a great motivating factor. According to Maslows hierarchy of needs one of the pillars of motivation is to get appreciation for doing a certain task. Many women are raped, sexually harassed and given unfair treatment by the society leading to high rates of female illiteracy and prostitution. In my view, it is very important for the woman to be soundly educated because in our society the responsibility of raising children mainly lies with the mother. When the mother herself is not educated she can not possibly give her child the support and basic fundamental training needed to become a good human being. Moving to gender discrimination in the workplace regarding Pakistan, most of the women are house wives in our country and there are very few double income families. Although the gender gap in the workplace has reduced significantly over the past decade it still remains high with most of the working women mainly pursuing very low paid jobs e.g. teaching, nursing, receptionists and many of them work in houses as maids and helpers etc Term Working Definition Motivation [a] Motivation refers to the forces either within or external to a person that arouses enthusiasm and persistence to pursue a certain course of action. Discrimination [b] To discriminate socially is to make a distinction between people on the basis of class or category without regard to individual merit. Gender Discrimination at the workplace [c] Promoting/Rejecting or treating one person differently to another based on a criterion which is not job related. In this case mainly gender Workforce Diversity [d] Hiring people with different human qualities who belong to various cultural or sub cultural groups. Glass Ceiling [e] Invisible barriers that separate women and minorities from top management positions. Disparate Treatment Gender Discrimination [f] This is also called direct discrimination. To put it simple, it is treating an employee a different manner because of their gender. Harassment [g] Harassment refers to a wide spectrum of offensive behavior. When the term is used in a legal sense it refers to behaviors that are found threatening or disturbing, and beyond those that are sanctioned by society. Verbal Harassment [h] Verbal harassment refers to persistent and unwanted verbal advances, typically in the workplace, where the consequences of refusing are potentially very disadvantaging to the victim. Also casually known as flirting. Sources: (Daft, Richard, (2000), Management 4th Edition, p. 526) (Stokes, DaShanne. (In Press) Legalized Segregation and the Denial of Religious Freedom) (Daft, Richard, (2000), Management 4th Edition, p. 524) (Daft, Richard, (2000), Management 4th Edition, p. 453) (Daft, Richard, (2000), Management 4th Edition, p. 462) (Taylor, Allison, (2005). Wrongful Termination) (Taylor, Allison, (2005). Wrongful Termination) (Wikipedia, http://en.wikipedia.org/wiki/Harassment) Study Objectives To study wage differences between men and women working on equal level in the banking sector. To conduct questionnaire surveys from employees to find out differences in treatment for males and females. Study how difficult it is for a woman to get promoted in a workplace How treatment of supervisors differs from males to females Is the working environment psychologically suitable for a woman to work in on a long-term basis. The ways harassment takes place for a women in her workplace and who is the main harasser LITREATURE REVIEW Gender discrimination and harassment are topic of immense importance as they have been under discussion for over more than a decade, many studies and researches have been conducted to investigate on the different aspects of this topic, to correlate and identify the various variables from within the studies to contribute to the society in a direct or an indirect way. All the studies point out to a healthy working environment for both Men and Women so that they are more motivated producing better results for the companies as a whole. The areas of research on this topic in the past focuses on Law, job satisfaction, employee turnover, organizational costs, social responsibility and corporate culture providing insights into many factors influenced by gender discrimination and harassment. Almost all the studies focuses on problem faced by women from within the organization and social external factors involving discrimination and effecting productivity. Relationship between the variables dr awn in the previous studies shows the direction of the research and how the factors interrelate with each other. Studies show that people have protection against this menace of discrimination and harassment but its effectiveness is always challenged and debated for over some time. Law and justice are always closely looked upon when it comes to harassment at work place. A study Gender-Based Harassment and the Hostile Work Environment (Joshua F. Thrope) tests whether non-sexually motivated gender discrimination is as serious a factor in creating a hostile working environment as sexually motivated gender discrimination. Although Title VII of the Civil Rights Act of 1964 applies to all gender-motivated discrimination, in practice many lower federal courts make a distinction between sexually motivated gender discrimination and non-sexually motivated gender discrimination (gender-based harassment) in a work environment. This study illustrates a court case of Dwyer v. Smith in which a police officer alleged that her co-workers and supervisors engaged in a pattern of abusive conduct that created a hostile working environment. (Thorpe). The failure of the plaintiff to allege a case of sexual harassment proved to be fatal to her case. Sexual harassment is only a part of gender discrimination that female employees face in a hostile work employment. Ridicule, rudeness or insults directed at working women may not be sexually motivated but may still create a hostile working environment. The failure of courts to view gender-based harassment claims as actionable has reduced the availability and deterred the effectiveness of Title VII. The study claims that in order to recognise gender-based discrimination as actionable it must be severe or pervasive or it could be misinterpreted. Impacts and consequences have been explored in many previous findings and emphasis have been given on the nature and reason of harassment, but from within harassment sexual harassment is the concept which is quite highlighted factor discussed in findings as in, Recent Thinking about Sexual Harassment: A Review Essay (Elizabeth Anderson) discusses the wrongs of sexual harassment and presents three theories that capture a different aspect of sexual harassment. Dignity theory explains the offensiveness of harassment; autonomy theory deals with the coercive nature of sexual conduct whereas equality theory highlights the group based harms of sexual harassment. This article also gives an example of airlines that expect female flight attendants tolerate customers anger, rudeness or ogling without any objection and hence, make it difficult for them to perform their jobs satisfactorily. The essay also tries to provide remedies and explains that antidiscrimination law has been quite useful in helping people understand their rights and combat sexual harassment in the workplace. Most people perceive harassment and gender discrimination as a mentally or physically induced trauma but very few people measure it on the basis of the high costs involved by this practice of harassment and its deeply routed and ever growing cost is often ignored. One such article: The study Estimating the Organizational Costs of Sexual Harassment: The Case of U.S. Army (Robert H. Faley, Deborah Erdos Knapp, Gary A, Kustis, Cathy L. Z. Dubois) tested the implication of sexual harassment on the organizational costs. The increasing costs of sexual harassment encouraged organizations to give attention to the issue of sexual harassment. These costs initially included litigation and associated settlements. However, with further research it was found that harassment can lead to an overall decrease in employee motivation towards the job resulting in increases in absentees, turnover, and requests for transfers, and use of mental health services, as well as decreases in productivity (Gutek Koss, 1993; Martindale, 1990; U. S. Merit Systems Protection Board, 1981 and 1987). This study states that results indicate that the total annual cost of sexual harassment in the U.S. Army in 1988 was over $250,000,000. This not only brought attention to the organizational costs of s exual harassment and also to the seriousness of the problem as well. However, this study concludes that increase in the proportion of females in the military would increase that part of the total costs of harassment associated with females and as a result the cost of sexual harassment may grow even more. Furthermore it implies that losing a higher rank female in the army due to sexual harassment would cost a staggering amount. Hence sexual harassment continues to be a threat not only to the working individuals but also harms the companies financially. Gender Mainstreaming and Corporate Social Responsibility: Reporting Workplace Issues (Kate Grosser, Jeremy Moon 2005) focuses on the potential of corporate social responsibility (CSR) to gender equality. The paper states that women are provided equal opportunity in the workplace by the combination of legal compliance, business care and social regulation (Dickens 1999) and the theory of CSR combines all these three notions. This study suggests that a reason for slow progress in reporting gender issues is the lack of platform for gender issues to be discusses. The study has highlights the under-representation of womens issues and has stressed on the need of women representation in company practices, as employees, community members, consumers and investors among other things. The impact of sexual harassment in a legal profession on job satisfaction is examined in The Effects of Sexual Harassment on Job Satisfaction, Earnings, and Turnover among Female Lawyers (David N. Laband and Bernard F. Lentz). The results from American Bar Associations National Survey of Career Satisfaction/Dissatisfaction (1990) show that nearly two-thirds of female lawyers in private practice and nearly half of those in corporate or public agency settings reported either experiencing or observing sexual harassment by male superiors, colleagues, or clients during the two years prior to the survey. The study shows that overall job satisfaction is significantly lower among female lawyers who experienced or witnessed sexual harassment by male superiors and colleagues than among those who did not experience or witness such harassment. According to statistics shown in the study, job satisfaction among female employees is affected more than twice as strongly by sexual harassment than by t heir annual income. The study also implies that there is a direct relation between sexual harassment and intention to quit current employment. However, the study was limited by the fact that the survey did not refer to the degree of harassment. Implementation Mechanism (Shamreeza Riaz) discusses the provision of law related to sexual harassment at workplace and the effectiveness of its implementation. This study was conducted in Islamabad and Rawalpindi. Interviews were conducted with the work force of organizations, women activists, NGO workers and educational institutions. The writer argues that women participation in the making policies and in decision making can lead to a prosperous nation. However, the true potential of women is hindered due to the difficulties that they face at the work place. The Protection against Harassment of Women at the Workplace Act 2010 provides the definition and kinds of harassment at the workplace. According to the study, in 20-30% sexual harassment cases, women remain silent because of their dignity and self respect. 70% of the women are victims of physical harassment and verbal and other kinds of harassment. The writer lists the causes of harassment as lack of awareness, misuse of authori ty, lack of organizational policy and a male dominant society. The study shows that sexual harassment has very serious consequences resulting in the loss of job, a hostile environment and physical and psychological breakdown while some women are forced to quit their jobs. The International Labour Organization, United Nation on Elimination of all Forms of Discrimination against Women, Beijing program for action Declaration, European Union Legislation and Organization of American State all provide laws aiming to prevent gender discrimination. The study Branded: Corporate Image, Sexual Stereotyping, and the New Face of Capitalism (Dianne Avery, Marion G. Crain) aims to show how the adoption of sophisticated forms of marketing are distinct from the workers physical and mental labour. The study reveals the case of Jespersen v. Harrahs Operating Co. in which the court rejected a female bartenders Title VII challenge to the workplaces policy that women wear makeup, which she found sexually demeaning. Employers sophisticated marketing techniques sometimes create a property like interest and employers take advantage of their employees outside of their usual work by forcing them to propagate company brands outside of the workplace. Transforming discriminatory corporate cultures (Cheryl L. Wade) discusses gender equality in corporate environment. The writer argues that companies can only change if men change. She states that even if men witness discriminatory behaviour or harassment in their workplace, they fail to take necessary action that could promote gender equality. Many male managers may seem to support gender equality but still ignore gender conflicts in the work place. If the CEO of a company strives to bring a culture of gender equality then the workers will follow his example. Moreover, the writer states that sometimes women allow sexist comments and jokes to go unnoticed in an attempt to show that they belong to the right workplace. The corporate workplace also seems to work on the expectation that women of colour can be given jobs that are not valued in the corporate context. Hence, such negative stereotypes adversely affect the performance of women in the workplace. As the relationship between mana gement and its employees plays a central role in a companies success, it is necessary that problems of workplace discrimination be dealt with. The study Gender Justice and Its Critics focuses on the judicial practices and laws on gender discrimination. The article underlines the traditional treatment of women and the current condition of women. Women were victimized by the laws made to protect them by giving decision making powers to the male members. The writer states that in contrast to these laws, the remedial laws such as prohibition of sex-based discrimination in workplace have empowered women to make their own decisions. Laws which tried to prevent discriminatory practices have created distinct profession for men and women. Furthermore, Gender Justice claims that it is not opposed to the needs of working mothers but offers that parental benefits be given to both males and females. The study The Price of Man and Women: A Hedonic Pricing Model of Avatar Attributes in a Synthetic World (Edward Castronova 2003) investigates the demand of physical attributes and qualities of the social world. The study examines the computer generated avatars which are both male and female. However, the hedonic price analysis suggests that the female avatars are available at a discount and that there is less preference to have a female avatar. As this physical difference is not real in the synthetic world, this reluctance can be explained by the general assumption about the effectiveness of the female avatar. However, the study does not indicate whether this is arises from a prejudice on behalf of the population or simply the numbers indicate that more male players choose male avatars. This article was chosen because of the importance it holds in outside world other than corporate sector to give out an overview on the gender based difference one holds in his mind. They were shortcomings and left out concerns in those previous studies which can be looked upon on the basis of variables and introducing more measurable models which could relate and interlink the variables in appropriate and a strong way. Theoretical Framework DEMOGRAPHICS Characteristics of a human population Age Income Gender Race Experience Gender diversity Unfair treameant Promotion Placement Moral fairness Sexual orientation Female employee turnover Hiring firing. Work envirnoment Healthy Motivating Safety Stress Frequency of Women Promotion Number of times women get promoted at workplace More promotions to male or female? Productivity Equal treatment in terms of salary and promotion Drive Increased desire Encouragement Inspiration Motivated to work Motivation Level of satisfaction What one wants from a job and what one perceives it as offering Overall satisfaction Satisfaction with the job Satisfaction with the work Sense of achievement Scope of using own initiative Influence over the job Harrasment Offensive behaviour Intent to disturb or upset Unwanted sexual advances Bases of colour, race religion and sex Financial and recognition rewards Wages Salary Empower-ment Fringe benefits SURVEY QUESTIONNAIRE TO ANALYZE THE CORRELATES OF GENDER DISCRIMINATION AND IT IMPACT ON MOTIVATION This questionnaire is being exclusively used for research purpose; all the information provided by respondents would be kept confidential. Your co-operation would be highly appreciated. Personal info: Name Age Experience in this organization Education Marital status Single Married Divorced Gender Male Female Income bracket 10,000-20,000 20,000- 50,000 50,000 above Section A Levels of Satisfaction Strongly Disagree Disagree Neutral Agree Strongly Agree I enjoy at my workplace 1 2 3 4 5 Factors can be added to improve employee motivation at your workplace 1 2 3 4 5 Would you like to stay at your workplace for long 1 2 3 4 5 I am over all satisfied by the attitude of my boss and workplace 1 2 3 4 5 Do you feel as an important part of your organization 1 2 3 4 5 Are you satisfied by your designated authority 1 2 3 4 5 GENDER DIVERSITY: Strongly Disagree Disagree Neutral Agree Strongly Agree Mostly the supervisors are male 1 2 3 4 5 Majority of Co-workers are Male 1 2 3 4 5 I belive that I have equal opportunities and potential for growth as my other colleagues have 1 2 3 4 5 In my view discrimination does take place at workplace. 1 2 3 4 5 At times I have been judged/mistreated on criteria which is not merit based 1 2 3 4 5 You have been treated and judged on the basis of Gender 1 2 3 4 5 1)Race 1 2 3 4 5 2)Physical appearance 1 2 3 4 5 3)Religion 1 2 3 4 5 Working enviornement and Harassment: Strongly Disagree Disagree Neutral Agree Strongly Agree My company is strict on the laws of harassment. 1 2 3 4 5 In majority of workplace harassment cases the harasser is 1) immediate boss 1 2 3 4 5 2) Subordinates 1 2 3 4 5 3)Colleagues 1 2 3 4 5 Verbal harassment takes place 1)openly 1 2 3 4 5 Equal gender treatment creates a healthy environment at workplace. 1 2 3 4 5 If harassment occurs verbally my response would be 1)to react to the harasser the first time 1 2 3 4 5 2)Report the harassment to my boss 1 2 3 4 5 3) I would bear with it because there is no other choice. 1 2 3 4 5 Strongly Disagree Disagree Neutral Agree Strongly Agree I have been mistreated in an offensive manner because of my Gender. 1 2 3 4 5 Offensive treatment harm your ability to work. 1 2 3 4 5 I have switched my job because of unequal treatment 1 2 3 4 5 Harassment results in increased stress and anxiety 1 2 3 4 5 Frequency of promotions: Strongly Disagree Disagree Neutral Agree Strongly Agree I have been quickly promoted to the post I am today. 1 2 3 4 5 Male workers get frequent promotions 1 2 3 4 5 Female have more chances of getting hired for a job at first place when the interviewee is Male 1 2 3 4 5 Male have more chances of getting hired for a job at first place when the interview is Female. 1 2 3 4 5 Female workers most get in house assignment as compared to traveling assignment 1 2 3 4 5 Female get more sexually harassed than men 1 2 3 4 5 MOTIVATION: Strongly Disagree Disagree Neutral Agree Strongly Agree Discrimination affects my productivity 1 2 3 4 5 Male workers are paid more salary/wage as compared to female for the same job description 1 2 3 4 5 Male workers are more empowered to take decisions 1 2 3 4 5 Male and Female workers get same Fringe benefits 1 2 3 4 5 Low percentage of female getting promoted than men works as a less motivating factor. 1 2 3 4 5 Strongly Disagree Disagree Neutral Agree Strongly Agree Men feel more superior than women which affects motivation for women in negative way 1 2 3 4 5 Some people get desperate things to get promoted 1 2 3 4 5 Women get more limited opportunities than Men contributing negatively towards motivation 1 2 3 4 5 General training has been given to staff a your workplace in connection with general duty to promote equality between Men and Women 1 2 3 4 5 Men and Women are treated equally when it comes to performance Appraisals and analysis. 1 2 3 4 5 Gender Discrimination in the Workplace Gender Discrimination in the Workplace A quarter century of female specialists have encountered separation or unreasonable treatment in the working environment, and 17 percent said they have felt sexually annoyed by a kindred representative or director, as per an across the country review via CareerBuilder.com and Kelly Services, led by Harris Interactive. Of the individuals who reported the episode to their businesses, the larger part said the wrongdoer was not considered responsible. The most well-known episodes of separation or unreasonable treatment included: Not accepting credit for ones work (44 percent) Not having concerns tended to or considered important (43 percent) Collaborators saying deprecatory remarks to or before the specialist (38 percent) Feeling thoughts or information are for the most part overlooked (34 percent) Collaborators were talking behind their backs (33 percent) Not being given undertakings that give laborer more perceivability in the organization (31 percent) Being ignored for an advancement (26 percent) More than 50% of ladies from the GCC feel they win not exactly their male partners and that they have less risk of getting advancement, as indicated by another review on ladies in the work environment. Bayt.com, the online occupations entry, and YouGov Siraj surveyed 2,086 ladies in the Middle East, about a quarter of them in the UAE. Despite the fact that the greater part accepted they worked equivalent hours and wanted to continue functioning as long, 53 every penny felt they got less pay and 57 every penny said they were more averse to be advanced than their male partners. This disparity could originate from numerous elements, including obsolete generalizations, and unequal instruction open doors for men and ladies, said Amer Zureikat, Bayt.coms local supervisor. It could likewise be a consequence of working environments that are inadequately prepared for female preparing and profession movement, he included, including maternity leave and childcare choices. The uplifting news is that with more ladies entering the workforce and climbing the positions and involving senior parts in industry, this difference ought to characteristically revise itself, said Mr Zureikat. Jeetu Sharma, an examination partner at YouGov Siraj, said that the overview results measure how ladies in the working environment feel, not whether they do actually winless or get less advancements. The size of working environment disparity still confronted by a great many ladies has been revealed by a study that proposes more than 50% of female workers have encountered some type of segregation at work. The discovering originates from the interval aftereffects of the most considerable study ever directed into the encounters of Britains female workforce. Venture 28-40, embraced by Opportunity Now, has as of now been finished by more than 25,000 ladies and plans to get to 100,000 proceeding distributed its last results. Very nearly a fifth of the ladies overviewed so far say that their professions have slowed down in light of the fact that chiefs neglected to advance them or offer preparing open doors. A little more than one in 10 accomplished inappropriate behavior. The knowledge takes after the news that the sex pay crevice is enlarging without precedent for a long time, as indicated by information from the Office for National Statistics discharged recently. Imbalance in the working environment still exists, in various ways. While changes to the Americans with Disabilities Act request that businesses oblige specialists with restorative difficulties from pregnancy, pregnancy itself is not viewed as incapacity. Accordingly, head honchos dont need to lawfully suit pregnant laborers, notwithstanding for the most minor appeals. For one situation, a lady who worked at a Walmart in Kansas was terminated for soliciting to convey a container from water with her as she supplied the racks. Indeed, even in the wake of giving a specialists note, the lady was doubtlessly advised to discard the water or leave. Im not going to say that ladies make 77 pennies to each mans dollar on the grounds that, as opposed to mainstream thinking, that is not really genuine. (In the wake of modifying for excursion time and calling decision, insights demonstrate that ladies make 91 pennies to each mans dollar.) I will, in any case, question why this rate must be balanced. Numerous occupations are gendered, importance they are connected with manly or female intentions. Case in point, female medical attendants are viewed as typical while male medical attendants are generally not. As a rule, men are connected with the higher paying renditions of such employments, similar to a specialist. This issue makes you wonder: How would we strip the higher paying occupations of their sex undertones? As indicated by Harvard Business Review, studies demonstrate that high-potential ladies are over mentored and under sponsored with respect to their male companions. What does this mean? It implies that ladies are honored various coaches, who will send them to more presentations and gatherings, however not supports, who can [use their] impact with senior administrators to promoter for the mentee. This means more work, yet less association, which doesnt generally appear like a reasonable equalization. Under the Family and Medical Leave Act (FMLA), laborers are qualified for up to 12 weeks of maternity leave. That is, unless they work at a little organization or has been utilized for not as much as a year. Something else, 8 weeks is the most extreme time span. The way things are, this law just shields one a large portion of the workforce from unlawful end. In one report, a lady who consented to get a C-segment in return for having 11 weeks of maternity leave was let go in light of the fact that the understanding was not put in composing. As though new mothers don’t have enough issues. Regardless of the developing number of female providers, ladies are frequently still anticipated that would handle the excellent nurturing obligations. Actually, while 40 percent of mothers work low maintenance to deal with their kids, just 3 percent of men do likewise. In 2012, when a female official at the Computer Sciences Corporation documented a lewd behavior argument against one of her associates, she was advised to stop griping and was later terminated. Prior, in 2011, a day spa laborer educated her supervisor that numerous male clients had presented themselves to her; however the organization did nothing to stop it, guaranteeing that reporting the episode would head out clients. This year, a carrier pilot recorded a sex segregation suit against Delta Airlines, guaranteeing they overlooked her protestations about being pestered in the cockpit. At the point when men and ladies cooperate, the men are more inclined to get the credit — regardless of the fact that she did the majority of the work and hes lesser. It might be a mix of men being accepted more equipped and ladies not effectively assuming praise for their work. Exploration demonstrates that ladies must demonstrate that they are equipped for succeeding in a part before they are advanced into it, though men may be advanced on their apparent potential. That implies men regularly climb speedier in associations. At the point when a men strolls in the entryway, he gets the advantage of male generalizations,† Examination demonstrates that both men and ladies think ladies ought to be decent and kind and sustaining, and those men ought to be solid. At the point when men show outrage it would seem that quality, however when ladies do likewise, they are seen as excessively passionate and crazy. These generalizations are profoundly imbued, There is an example here: negative conduct toward ladies in the work environment is disregarded in light of the fact that it is not a need. A clearing explanation? Maybe. Anyhow, if these stories (and the film Jaws) has taught me anything, it’s that concealing an issue for the purpose of attention or cash doesnt end well for anybody. The discrimination against the women should be discouraged at every level. For this purpose government should take necessary actions so as to eradicate this discrimination and women get their due rights. If they are qualified enough to be employed or promoted it should not be the matter that she is discouraged because of the male dominancy rather she should take a stand and be the example for the rest of her coworkers. The government should adopt a strategy to thoroughly check the credentials of all the males applying for the job and check their previous history to check whether he is involved in any sorts of sexual harassment. For all those who mistreat women at work or at home should be heavily fined and strict action should be taken against them so as to make them learn not to misbehave with females. The society should support the working women to work with full confidence and without getting confused because of males working around them.