Politics By William Butler Yeats Analysis - 1228 Words

Women have been in a constant war with themselves and society since the dawn of Adam and Eve. Adam, being the man, is seen as unmistakable and only slightly less perfect than an angel. Eve, on the other hand, is the beginning of all sin and death in the world. To no one s surprise, women still face titles as degrading as Eve’s in this day and age. â€Å"Politics† by William Butler Yeats is a poem about this constant raging war women face. Yeats cleverly tells a story about a man and a girl to send a message to all women that they are more than what society makes them out to be using politics. The oppression women face is rarely talked about, and if it is, it is largely ignored. Yeats was able to convey his message without being ignored by†¦show more content†¦However, this is not to say that Yeats has created a narrator that wishes to control women. The girl is related to â€Å"Roman...Russian...Spanish politics† (Yeats). This comparison is anything but random. These three nations during the time period of the poem were fascist and controlling countries that were willing to do whatever it takes to obtain what it is they desire. This relationship between the obtainer and the obtained is the same in society. Society has taught men that they must be the obtainers and do whatever it takes to obtain control of women, even if that means complete degradation. The girl in the poem represents freedom in a man’s war; she is presented as the prize. Women are given value and a title of importance only when associated with men. Women are able to provide freedom, yet they are unable to free themselves from their own oppression because of the intensity of it. Talking about politics is easy, talking about an issue that crushes souls and prevents an entire sex from pursuing their dreams is hard. â€Å"Politics† by Yeats had the power to make this issue a household talk. Nor women, men, or society are oblivious to the oppression women. Yet â€Å"here’s a traveled man that knows† (Yeats). In the poem, society is given the pronoun â€Å"he† to magnify the influence and power that men withhold over women in society. The exclusion of women in society exemplifies their oppression. TheShow MoreRelatedEssay The Life and Work of William Butler Yeats2147 Words   |  9 PagesThe Life and Work of William Butler Yeats Born in Dublin in the year 1865, William Butler Yeats would go on to become universally recognized by his peers as the greatest poet of this century writing in the English language. This recognition would come as early as 1828, a decade before his death with the publication of arguably his finest volume, The Tower (Fraser, 207). The son of one time attorney and later well known painter John Butler Yeats, W.B. Yeats was of partially Cornish and GaelicRead More The Irish Troubles: Yeats Poetry Essays2024 Words   |  9 PagesPoetry William Butler Yeats, born in Dublin, Ireland [June 13, 1865], is considered by many to be one of the greatest English-language poets of the 20th century. The following exposition, grounded on the hypothesis that Yeats’ poetry was resolutely influenced by the political occurrences of that time period, will give biographical information, a recounting of the political upheaval during that period, specific poetry excerpts/critical analysis and validation of hypothesis. William Butler Yeats isRead MoreWho Goes with Fergus11452 Words   |  46 PagesWho Goes With Fergus This poem is about the dichotomy of the thinker and the actor. Yeats, in love with Maud Gonne, was the thinker, the courtly lover -- the one who would brood upon loves bitter mystery. Yeats was Mr. Nice Guy. Yet Yeats wanted to be the actor - the alpha male - the Fergus. Note the sexualized subtext that permeates the poem, who will pierce the deep woods woven shade? Who will drive with Fergus. Finally, we get the reasons to be the alpha male - the man of action, in theRead MorePoems with Theme with Life and Death and Their Analysis8446 Words   |  34 PagesEI WAI KHAING AN ANALYSIS OF THEMES ON LIFE AND DEATH OF SOME POEMS Abstract: Some basic elements of poem and types of poem are included in this paper. Although there are countless number of poems on Life and Death, only the ones which seem noteworthy are studied and analysed in terms of themes. Different opinions of different poets on life and death found in their poems are also presented and contrasted in this paper. This paperRead MoreSymbolic Meaning of the Land in Gone with the Wind6993 Words   |  28 PagesReviewÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…...4 2.1 Brief Introduction of Margaret Mitchell and Gone with the WindÂ…Â…Â…Â…Â…Â…Â…Â…Â…4 2.2 Previous Researches of Gone with the WindÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â….4 2.3 The Views about Sociology of NovelsÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…..5 Chapter 3 Narrative Analysis of the LandÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…...7 3.1 Contextual Meaning of the LandÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…..7 3.2 Social Emotions of Novels of the LandÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…8 3.3 Social Function of Novels of the LandÂ…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…...Â…..9 3.4 Living CircumstancesRead MoreHenry David Thoreau4404 Words   |  18 PagesThoreau, advising the young man and introducing him to a circle of local writers and thinkers, including Ellery Channing, Margaret Fuller, Bronson Alcott, and Nathaniel Hawthorne and his son Julian Hawthorne, who was a boy at the time. The best analysis of Thoreaus character was Emersons funeral elegy for him. Emerson was well aware of Thoreaus devotion to his principles and said that he had a perfect probity. Emerson also realized, perhaps better than anyone else, that Thoreau gave an edgeRead MoreCultural Analysis For Doing Business8067 Words   |  33 PagesAbstract This paper will present a Cultural Analysis for doing Business in Ireland. This paper will answer four main questions, while adding additional information and insight to the nation of Ireland. Among reading this paper, the reader should be able to understand Ireland’s culture, how people in Ireland conduct business, how U.S. and Ireland compare in business, and the implications for U.S. businesses that wish to conduct business in Ireland. These research questions were tackled using scholarlyRead MoreA Picatrix Miscellany52019 Words   |  209 PagesMcKenna On the Moon and the Lunar Mansions IV. Extracts on the Moon V. The Mansions of the Moon: â€Å"On the Creation, Proportion and Composition of the Heavens for the Fashioning of Images† VI. The Picatrix: Lunar Mansions in Western Astrology VII. W. B. Yeats and â€Å"A Vision:† The Arab Mansions of the Moon On Ritual and Talismans Picatrix Astrological Magic Aphorisms Extracts on Planetary Ritual Clothing Twenty Two Benefic Astrological Talismans Astrology, Magical Talismans and the Mansions of the Moon RitualRead MoreContemporary American Poetry and Its Public Worlds Essay8159 Words   |  33 Pagescapacious enough to represent why it is that we care about public life at all. If we can understand those cares in materialist form, we may be able to clarify how revolutionary change might be possible. So Althusser casts as the goal of ideological analysis the capacity to explain the imaginary relation of individuals to their real conditions of existence. Ideology then simply is any socially effective imaginary renderings of objective conditions. The ideological need not be imposed by power and disclipine

The Causation Of The Modern Slave Trade - 1646 Words

There are endless reasons that human trafficking exists in modern times. These reasons are not black and white, and have a multitude of contributing factors, cause and effect, and influences. The causation of the modern slave trade is outlined in chapters three, four, and five of the text: Human Trafficking: Interdisciplinary Perspectives, written by Mary C. Burke. Chapter three, titled, â€Å"Sociological Perspective: Underlying Causes† relates sociology to the concept of human trafficking to better understand the culture behind the slave trade, including political and economic characteristics. A factor contributing to the existence of human trafficking is globalization and the development of national economies. While globalization can be†¦show more content†¦Ã¢â‚¬Å"Globalization influences human trafficking as traffickers take advantage of new transparent borders, broadband communication, and economic upheaval to prey on those most vulnerable †¦ people are larg ely defined by their economic worth, and since the most vulnerable have only their bodies to sell (labor †¦ sex) †¦ human beings become commodities and victims† (Burke 2013). Additionally, chapter four defines population and migration as an explanation for human trafficking. As the world’s population increases dramatically, there are many poor and vulnerable individuals who are forced to find a way to survive. â€Å"Traffickers are resourceful, inventive, and opportunistic, and can find a way to manipulate †¦ population growth †¦ there is an increase in the supply of potential victims who traffickers can exploit and from whom they can profit† (Burke 2013). Victims are driven into human trafficking because they are unable to sustain themselves living in poverty, or are vulnerable as an immigrant or refugee. However, poverty is not a black and white cause of human trafficking, as poverty and economics exacerbate other reasons, such as gender inequality. Females around the world do not have the same opportunities that a male might, including adequate healthcare, nutrition, and education. These females areShow MoreRelatedThe Slave Trade Was A Never Ending Cycle1561 Words   |  7 Pagesforever changed by the Atlantic Slave trade. Some were affected positively, in the case of slavers and wealthy slave owners. Others, the men, women, and children captured and sold into slavery were affected in an overwhelmingly negative way. Slavery was perceived and experienced in two distinctly different ways by Africans and Europeans. 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Employee Welfare Measures free essay sample

Employee welfare is an important facet of industrial relations, the extra dimension, giving satisfaction to the worker in a way which even s a good wage cannot. With the growth of industrialization and mechanization, it has acquired added importance. The workers in the industry cannot cope with the pace of modern life with minimum sustenance amenities. He needs an added stimulus to keep body and soul together. Employees have also realized the importance of their role in providing these extra amenities. And yet, they are not always able to fulfill workers demands however reasonable they might be. They are not primarily concerned with the viability of the enterprise. Employee welfare, though it has been proved to contribute to efficiency in production, is expensive. Each employer depending on his priorities gives varying degrees of importance to labour welfare. It is because the government is not sure that all employees are progressive mined and will provide basic welfare measures that it introduces statutory legislation from time to time to bring about some measures of uniformity in the basic amenities available to industrial workers. Industrial progress depends on a satisfied labor force and the importance of labor welfare measures was stressed as early as1931, when the Royal Commission on labor stated the benefits which go under this nomenclature, are of great importance to the worker and which he is unable to secure by himself. The schemes of labor  welfare may be regarded as a wise investment? which should and usually does bring a  profitable return in the form of greater  efficiency Employee welfare work aims at  providing such service facilities and Amenities which enable the workers employed in  an organization to perform Their work in healthy congenial surrounding conductive to good  health and High morale. Employee welfare is a  comprehensive term including various services, Benefits and facilities offered by the  employer. Through such generous fringe Benefits the employer makes life worth  living for employees. The welfare Amenities are extended in additional to  normal wages and other economic Rewards available to employees as per the legal provisions. INDUSTRIAL PROFILE Automotive industry: The Indian automobile sector can be divided into several segments: 2 amp; 3 wheelers, Passenger cars, Commercial vehicles (Heavy CVs/ Medium CVs/Light CVs), Utility vehicles (UVs) and Tractors. Agricultural tractors and Earth Moving Machinery is an associated sector, which keeps the wheels of the agrarian economy moving. It is heavily reliant and aligned to the automobile and allied engineering sector and plays a significant role in India. The automotive Industry in India is now working in terms of the dynamics of an open market. Many joint ventures have been set up in India with foreign collaboration, both technical and financial with leading global manufacturers. Also a very large number of joint ventures have been set up in the auto-components sector and the pace is expected to pick up even further. The industry is characterized by a very high percentage (75%) of production in the 2/3 wheelers sector. India ranks as the largest manufacturer of motorcycles and second largest in manufacturing of scooters in the world. India today is also the second largest manufacturer of tractors, as well. The industry has intense forward and backward integration. The joint venture list indicates a wide variation ranging from 10% to 100%. The equity participation is not regulated by Government but is market driven. By 2020, the luxury car segment is estimated to be around three per cent of the overall passenger car market in India. So, there is huge opportunity for growth. India is going to be one of the biggest markets for us, worldwide, according to Tomas Ernberg, Managing Director, and Volvo Auto India. India is the largest base to export compact cars to Europe. Moreover, hybrid and electronic vehicles are new developments on the automobile canvas and India is one of the key markets for them. Global and Indian manufacturers are focusing their efforts to develop innovative products, technologies and supply chains. Major Developments amp; Investments * Volvo Group plans to invest Rs 3,800 crore (US$ 710. 28 million) in India over the next few years. Of this, Rs 1,800 crore (US$ 336. 45 million) would be invested in its joint venture (JV) with Eicher Motors. Volvo also aims to export about 30 per cent of the capacity at its Indian engine plant it plans to open in Pithampur, Madhya Pradesh in 2013, as it looks to leverage costs from India operations * Honda Car India, the wholly-owned subsidiary of Honda Motor Co, plans to set up a greenfield diesel engine factory at its second industrial location in Rajasthan * Jaguar Land Rover (JLR) will incur capital expenditure worth US$ 3. 26 billion per year over the medium term mainly for product development, according to Crisil. In addition, Tata Motors has started assembling the Jaguar XF at its new facility in Chakan near Pune, Maharashtra * The research and development (Ramp;D) team of Fiat India will assist Chrysler to design and develop the smallest Jeep, to be launched globally by mid-2014. The Italian company has also commissioned an Ramp;D set-up, Chrysler India Automotive Pvt Ltd, in Chennai * Hero MotoCorp has started construction of its fourth manufacturing plant and a new Global Parts Centre (GPC) at Neemrana, Rajasthan. The project will attract an investment of Rs 550 crore (US$ 102. 0 million) and both facilities are expected to be operational by FY 2013-14 * Mahindra amp; Mahindra (Mamp;M) plans to invest US$ 900 million over the next four years in SsangYong Motor for developing three new vehicles and six engines. The investment would be from internal accruals, fresh equity and debt, as per Mr Pawan Goenka, President (Automotive amp; Farm Equipment sectors), Mamp;M. The firm plans to buy Navis tars 49 per cent stake in the truck and engine making joint ventures (JV) Mahindra Navistar Automotives Ltd and Mahindra Navistar Engines Pvt Ltd for about US$ 31. 5 million * Luxury carmakers like BMW, Audi are planning more Made in India products to increase the number of offerings in the sub Rs 2. 5 million (US$ 46,729) category to expand market. The luxury carmakers are planning to tap the younger customers with lower price points * VE Commercial Vehicles Ltd (VECV), a joint venture between Swedens Volvo Group and homegrown Eicher Motors, will invest Rs 1,200 crore (US$ 224. 30 million) by 2014 for expanding production capacity and developing new products * Luxury car brands in India have registered growth of 12. 5 per cent during January-November 2012 period. The luxury car market in India is expected to reach 150,000 units by 2020, as per Mr Tomas Ernberg, Managing Director (MD), Volvo Auto India - The Modern Industry After 1945, sales once again took off, reaching 6. 7 mill ion in 1950 and 9. 3 million in 1965. The U. S. auto industry dominated the global market with 83% of all sales, but as Europe and Japan rebuilt their economies, their auto industries grew and the U. S. share dropped to about 25%. Following the OPEC oil embargo in 1973, smaller, fuel-efficient imports increased their share of the U. S. market to 26% by 1980. In the early 1980s, U. S. auto makers cut costs with massive layoffs. Throughout the 1990s, imports—particularly from Japan—took an increasing share of the U. S. market. Beginning in the early 1980s, Japanese and, later, German companies set up factories in the United States; by 1999, these were capable of producing about 3 million vehicles per year. That year, 8. 7 million vehicles were sold in the Untied States. Since then, domestic production by U. S. companies has continued to decline, so that they now produce somewhat more than half of all light motor vehicles sold in America (and many of their vehicles contain a significant percentage of foreign parts as determined by dollar value). In 2007, over $440 billion worth of motor vehicles and parts were produced in the United States by U. S. and foreign companies employing more than 902,000 workers. The credit crisis that began in 2008 and the associated recession resulted in significant losses for most automobile manufacturers. The U. S. industry was especially hard hit, losing sales as well from late 2007 to mid-2008 as customers sought more energy-efficient cars as gasoline prices skyrocketed, and in late 2008 U. S. automotive companies sought government financial aid. Subsequently, the government forced Chrysler and General Motors to declare bankruptcy (2009) and reorganize in an attempt to create viable companies; the U. S. and Canadian governments and the United Auto Workers owned much of the new companies. Complaints about auto pollution, traffic congestion, and auto safety led to the passage of government regulations beginning in the 1970s, forcing auto manufacturers to improve fuel efficiency and safety. Auto companies are now experimenting with cars powered by such alternative energy sources as natural gas, electricity, hydrogen fuel cells, and solar power. COMPANY PROFILE JKM AUTOMOTIVE (A DIVISION OF DYNAMATIC TECHNOLOGIES LIMITED)  designs and builds highly engineered products for Automotive, Aeronautic, and Hydraulic and Security applications. With futuristic design, engineering and manufacturing facilities in Europe and India, we are able to meet customers exacting requirements on 6 continents. Our facilities which are located in India (Bangalore, Chennai, Coimbatore, Nasik), United Kingdom (Swindon, Bristol) and Germany (Schwarzenberg), are lean, green and clean, and designed to support neighboring communities as well as the environment. With three design laboratories in India and Europe, Dynamatic ® is a leading Private Ramp;D Organization, with numerous inventions and patents to its credit. The Company and its Subsidiaries employ around 50 scientists and 500 engineers with expertise in Mechanical Engineering, Advanced Computer Aided Engineering, Materials amp; Metallurgical Engineering, Fluid Dynamics and Defense amp; Aerospace Research. CORPORATE STRUCTURE - HYDRAULICS DYNAMATIC ® HYDRAULICS  is one of the world’s largest Hydraulic Gear Pumps makers, and, is focused on being number one. It has two state-of-the-art manufacturing facilities, located in Bangalore, India, and Swindon, U. K. | | | India The Dynamatic ® production facilities in Bangalore employ cutting-edge technologies and modern machinery to manufacture a wide range of sophisticated Hydraulic Valves and custom tailored Hydraulic Solutions extending from simple Hydraulic Pumping Units to complex Marine Power Packs and Aircraft Ground Support Systems to Turnkey Industrial Installations. - AUTOMOTIVE amp; METALLURGY Dynamatic ® produces high quality Ferrous and Non-Ferrous Automotive Components for Highway, Off-Highway and Technology oriented applications for leading Global Automotive OEMs. The Company possesses modern Ferrous and Non-Ferrous foundries as well as modern state-of-the-art automotive component manufacturing facilities in India and Germany, and is able to vertically integrate the competence and locational advantages of its facilities to deliver greater value to our customers. | | JKM Wind Farm generates green energy for captive consumption, enabling Dynamatic ® to achieve a significant reduction in monthly energy costs at its Chennai complex. JKM Automotiveâ„ ¢Ã‚  produces high quality Ferrous and Non-Ferrous critical Engine and Transmission Components on a single-source basis for leading Global Automotive OEMs including Hyundai Motor India Limited, John Deere, Cummins, Honeywell Turbo Technologies Limited and Ford Motor Company. JKM Automotives manufacturing facilities incorporate modern technologies and highly efficient production processes, and are certified to the highest quality and safety standards specified by the Automotive Industry. JKM Automotiveâ„ ¢, a dominant force in the Indian Auto Component Industry, catering to over 40% of the Indian passenger car market, is currently working towards enhancing our global footprint through collaborations with international Automotive OEMs. | | High Precision Robotic Core Setter in the GFD Moulding Line   at Eisenwerk Erla GmbH, Germany. | Eisenwerk Erla GmbH  is a preferred supplier of Precision, Complex Metallurgical Products for Automotive Engines and Turbochargers to leading Global Automotive OEMs including Audi, BMW, Borg Warner Turbo Emission Systems, Volkswagen and Daimler. The Eisenwerk Erla site which has been in business for over 630 - 1. 1. 2 COMPANY POLICIES 1. Code of Ethics 2. General policy regarding Laws and Business Conduct 3. Conflicts of Interest 4. Internal accounting control procedures and records 5. Policy on Insider trading 6. Policy on Intellectual Property 7. Commercial Bribery/ Avoidance of offerings or monetary receipts or other inducements 8. Information of a confidential or proprietary nature 9. Environment, Health and Safety Policy 10. Harassment 1. Violations of the Code 1. 1. 3 GROUP COMPANIES 1. M/s Oldland Aerospace Limited UK 2. M/s Dynamatic Hydraulics Banglore 3. M/s Dynamatic Limited UK 4. M/s India North Region Dynamatic Technologies Limited- New Delhi 5. M/s India South Region Dynamatic Technologies Limited Chennai 6. M/s India West Region Dynamatic Technologies Ltd Mumbai 7. M/s Dynametal-Chennai 1. 1. 4 MILESTONE * Company establishment August 1997 * Start of production October 1998 * Certification of QS9000 May 20 01 * Major expansion of Plant-I 2001/02 Start of export business June 2003 * Major expansion of Plant-I 2003/04 * 100 PPM certified by HMIL October 2004 * Certification of TS16949 February 2005 * Inauguration of Plant-II September 2007 * Certification of ISO 14000 amp;OHSAS 18000 December 2007 * Certification of FORD Q1 April 2008 1. 1. 5 DEPARTMENTS The departments functioning in JKM Automotive are 1. Production 2. Maintenance 3. Marketing 4. Quality 5. Product Development 6. Product Engineering 7. Materials 8. Stores 9. Tool Crib 10. HRD 11. Finance 12. Excise 3. Information Technology 1. 1. 6 STRUCTURE OF THE ORGANIZATION Managing Director Executive Director Deputy COO General Manager AGM Senior Manager Manager Deputy Manager Asst. Manager Deputy Manager Officer Supervisors Assistance Contract Workers TOT’s Apprentices Fig 1. 1 Structure of the organization 1. 2 PRODUCT PROFILE M/s JKM Automotive, a division of Dynamatic Technologies Limited, produces high quality ferrous and non-ferrous critical engine and transmission components on a single source basis for Global Automotive OEMs. Customers include Hyundai Motor India Limited, John Deere, Cummins, Honeywell Turbo Technologies Limited, Fiat India Automobiles Pvt. Limited, Ford Motor Company, Daimler India Commercial Vehicles Limited, Renault Nissan India Private Limited and TATA Motors Limited. M/s JKM Automotive has two manufacturing facilities located in Chennai, the automotive hub of India, which incorporate state-of-the-art technologies and highly efficient production systems and processes to produce automotive components for highway, off-highway and technology oriented applications. Both facilities are certified to the highest quality and safety standards specified by the automotive industry including TS 16949, OSHAS 18000 and ISO 14000, as well as, to Ford Q1 quality standards. The Automotive division’s production and quality systems have also been audited and approved by various Global Automotive Majors including Hyundai, TATA Motors, FIAT, Ford, Nissan, Honda, Volkswagon, Renault, Peugeot Citron (PSA), Daimler, John Deere and Cummins. M/s JKM Automotive has registered stellar growth over the past decade, evolving from a green field venture into a dominant force in the Indian Auto Component Industry. The Division caters to over 40% of the Indian passenger car market including the Hyundai cars Santro, Accent, i10, i20 and Getz, the TATA Indica, Indigo, Vista and Manza , FIAT’s Linea amp; Punto as well as General Motor’s Tavera. JKM Automotive has been working towards enhancing its global footprint through collaborations with international Automotive OEMS for various developmental projects and has established direct supplies to John Deere (USA), Cummins (UK amp; USA), Ford Motor Company (South Africa), Honeywell ( Italy amp; France) and Getrag Ford ( UK). M/s JKM Automotive association with internationally renowned, progressive automotive OEMs keeps it constantly geared to anticipate and fulfill the challenges posed by the global automobile industry. 1. 2. 1 Products 1. Oil pump assy Accent 2. Water pump assy Accent 3. PA Exhaust manifold 4. Fork shift – Accent 5. Inlet manifold – Accent 6. Camcap shift BRG’s – Accent 7. Water pump assy – Santro 8. Exhaust axis fold – Santro 9. Rocker cover assy – Santro 10. TIP Rocker arm-A 11. TIP Rocker arm-B 12. Pulleys – Santro 13. Fork shifts – Santro 4. Exhaust manifold Accent 15. Rocker arm assy – Santro 16. Camcap tharst assy – Santro 17. Oil pump assy – Santro 18. Case oil seal assy – Santro 19. PA Fork shift 5R 20. PA Fork shift 3,4 21. PA Fork shift 1,2 22. PA kappa exmani 23. PB kappa exmani 24. Inlet manifold – Santro 25. 3 port exmani 26. 3 port leaded exmani 27. 1. 2 leaded exmani 28. 1 . 3 inlet manifold assy OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE: * To study the employees welfare measures in Dynamatic Technologies Limited (A Division of JKM Automotive). SECONDARY OBJECTIVES: * To identify the various welfare measures provided to the employees. * To know their satisfaction  towards the welfare measures * To understand how welfare measures improve the motivation of the Employees. * To find out employees preference regarding welfare measures which they like to have in future. NEED OF THE STUDY * To know  about the legal provisions in Dynamatic Technologies Limited (A Division Of JKM Automotive) * To find whether Labor welfare helps in providing good industrial relations. To know  about the employees satisfaction towards welfare measures. * To find out the  facilities entitled by Dynamatic Technologies Limited (A Division Of JKM Automotive) SCOPE OF THE STUDY * The present study has been undertaken to study find out effectiveness of employee welfare measures in Dynamatic Technologies Limited. * To find out the practical difficulties involved in welfare measures that can be evaluated through this study. * The study can be used to bring out the solution for the problem faced by the employees availing the welfare measures. Through the study, company would be able to know the satisfaction level of employee on welfare measures. REVIEW OF LITERATURE The term is derived from the French word â€Å"WELFARE†. This French word is â€Å"wellbeing  or happiness or prosperity of  individuals† ‘Welfare means faring or doing well’. It is a comprehensive term and refers the physical, mental, moral and  emotional wellbeing of individual. DEFINITION OF EMPLOYEE WELEARE: Welfare measures may also be  provided by the government, trade unions and non-government agencies in addition to the  employer. International Employee Organization efforts to make life worth living for  workers† According To the Oxford dictionary â€Å"Welfare is  fundamentally an attitude of mind on the Part of management influencing the method by  which management activities Are undertake Employee Welfare a s a term which is understood to include such services, facilities and amenities as may be established in the vicinity of  undertaking to enable the  persons employed in them to  perform their work in healthy, congenial surrounding to provide them amenities conductive to  good and healthy and high  moral†. INTERNATIONAL  EMPLOYEE ORGANIZATIONAT ASIAN RAGIONAL COFERENCEARTHUR JAMES TODD {1933} point welfare is  Ã¢â‚¬Å"Anything† done for the comfort and improvement, intellectual and social of the  employees over and above the wage paid, which is not necessary for the industry. PROUD E. S. defines the welfare work as voluntary efforts on the part of  employers to improve the existing industrial system the  condition of employment in their own factories. Industrial Relations Journal, Vol. 36, No. 5, pp. 348-366, September 2005. Using British national survey data, this article assesses the  impact of nions on management  practices to reduce labor costs, implement high-performance work systems, and make employee welfare provisions. Relative to non-union workplaces, those with unions are found to have  practices which are consistent with mutual gains outcomes.? Staff development and employee  welfare practices and their effect on productivity? Ghana Library Journal: Vo l. 19 (1) 2007 pp. 83-96 Staff development and employee welfare are valuable assets in an organization since an organization’s primary aims are productivity and profitability. Every organization primarily needs committed and dedicated  staff that will help the organization to meet its tactical and strategic objectives. The study examines whether staff development policies exist in three special libraries in Ghana, and whether training programmers are being offered to increase staff competence, efficiencies and performance. It was also aimed at assessing staff welfare practices and how these affect  productivity and performance. In conducting the survey, two  sets of questionnaires were drawn up. One set  was administered to management and the other set went to Library staff. The survey revealed that all the Organizations under study have staff development policies and training programmers for staff to enhance their capabilities and efficiency. Again, the survey revealed that  staff welfare is catered for since several motivational avenues and  incentive packages are available to  boost their morale. In his book on â€Å"The spirit of Industrial Relation† Prof. H. S Krikardly observes that â€Å"the whole field of welfare is one is which much can be done to comate the sense of frustration of the industrial worker, to relieve them of their personal and family worries’ to improve their health, to afford them a means of self expressions, to offer them some sphere in which one can excel all others to help him to a wider conception of life, if within the field of welfare and particularly that part of it which comprises sports and games, a large measures of self government can be left to worker, even in management of facilities provided by the employer, a sense of responsibility, initiative and co-operation can be fostered and often among those whose daily tasks afford them the least opportunity of developing characteristics. So essential to industrial enterprises and wise citizenship. As a result of the above measures, the improvement in production could be achieved. The study conducted by Sahni S. L. ( 1938 ) reveals that regular welfare departments were started in the Textile Mills in 1934. A Majority of the mill officials, who were deputed to carry out welfare work in addition to their duties, looks upon in as a means of placating labor. They attempted to keep worker out of labor organization. This revealed the need for an independent labor department under qualified labor officers. The recreation facilities were not only meager but had not reached down the workers levels. The study by Chitnis R. Y. 1950) reveals that 242 workers of a loyalty were interviewed and only 3% of them attended lectures arranged at their factories to explain the E. S. L Scheme. Over ? the felt that the benefits derived were not worth the contributions made for 2 out of 3 said it was regard to calculation of the rate of payme nt. The scheme was not extended to members of the family. Padaliya G. L. (1952) has the observation by his study as the implementation of the non-statutory services and programs involved and approximate per capita expenditure of Rs. 1. 75. As regards Industrial Programs, Nursery School, Adult education Classes, Reading room and Library, Games sewing classes, Creches and club activities were available According to the study conducted by Aggarwal S. K. 1955) the mill provided a variety of welfare amenities like recreation, education, housing, health, canteen, social security. The welfare programs dated back to the year 1921 and did not come about as a result of the passing of the factories act of 1948. The management was deeply concerned about the welfare of the workers and spends a good deal of money in providing these facilities with a view to project their socio-economic and culture development. RESEARCH METHODOLOGY Definition of Research: The manipulation of things, concepts or sy mbols for the purpose of generalizing to extend, correct or verity knowledge, whether that knowledge aids in construction of theory or in the  practice of an art.? D. Slesinger and M. Stephenson RESEARCH DESIGN: A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Regarding this project, descriptive research design concern with describing the perception of  each individuals or narrating facts on welfare measures and diagnostic design helps in determine the frequency with which something occurs or its associated with something else. These two research design help in understand the characteristic in a given situation. Think systematically about aspects in given situation, offers idea for probe and research help to make certain simple decision. DESCRIPTIVE RESEARCH: In this research it deals with descriptive research type. It  includes surveys and fact-finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. 1. 1. 5. 2  SAMPLE  DESIGN: A sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. Sampling is used to collect data from limited numbers whereas census is used for large numbers. For the research, sampling method was used. There are different types of sample design based on two factor namely the representation  basis and the element selection technique . There are two main categories under which various sampling method can be put. There are 1. Probability sampling 2. Non probability sampling In this particular research the A studies is on probability sampling. And in the simple random sample is used. PROBABILITY SAMPLING: Probability sampling is based on the concept of random selection; the sample may be either unrestricted or restricted. When each sample elements is drawn individually from the  population at large, then the sample so drawn is known as  µunrestricted sample, where as all other forms of sampling are covered under  the term  µrestricted sample. The most frequently used probability samples are: * Simple random sample * Systematic sample * Stratified sample (proportionate amp;  disproportionate) * Cluster sample NON- PROBABILITY SAMPLING: Non-probability sampling is that sampling procedure which does not afford any basis for  estimating the probability that each item in the  population has of being  included in the sample. * Judgment sampling * Convenient sampling * Quota sampling. * Snowball sampling SAMPLING METHOD: In this research systematic sampling method is used to collect the primary data by using questionnaire. SYSTEMATIC SAMPLING: A Systematic sample is selected at random sampling. When a complete list of the population is available, this method is used. If a sample of 10 students is to be selected from 100 students, under this method kith  item is picked up from the sample frame and k  is the sample interval. POPULATION SIZE: The overall population size is 250. SAMPLE SIZE: The total sample size of 100 Has been taken for this study. Both male and female employees have been interviewed. 1. 1. 5. 3 DATA COLLECTION METHOD: Primary Source of Data: Primary data is known as the data collected for the first time through field survey. Such data are collected with specific set of objectives to assess the current status of any variable studied. RESEARCH INSTRUMENT: In this project, the data were  collected through structured questionnaire. QUESTIONNAIRE: A questionnaire is a schedule consisting of a number of coherent and formulated series of question related to the various aspects of the under study. In this method a pre  ± printed list of question arranged in sequence  is used to elicit response from the important. Types of questions: The following are the types of questions, which are used  in research. They are: a) Open ended question b) Close ended question c) 5 point liker’s scale a) Open ended questionnaire: An open-ended question gives the respondents complete freedom to decide the form length and detail of the  form. b) Close ended questionnaire: The close-ended question is of two types they are as follows: * Dichotomous question this type has only two  answers in the form of ? YES? or  ? NO? , TRUE? or  FALSE? etc * Multiple  ± choice questions. In this case the respondents are offered two or more choices and the respondent have to indicate which  is applicable in the following cases. * 5 point scale will be used to analyze the questions like â€Å"Highly Satisfied, Satisfied, Neutral, Dissatisfied, Highly Dissatisfied† 1. 1. 5. 4 STATISTICAL TOOLS APPLIED: * Percentage Analysis * Chi-Square method * Correlation. PERCENTAGE ANALYSIS: Percentage refers to a special kind of ratio. Percentage analysis test is done to find out the  percentage of the response of the respondents. In these tool various percentage are presented by the way of Bar-diagram, Pie charts in order to have better understanding of the analysis. It is expressed as, Percentage (%) = ((No of respondents * 100) / total no of respondents) CHI – SQUARE METHOD: A chi-square test is a statistical test commonly used for testing independence and goodness of fit. Testing independence determines whether two or more observations across two populations are dependent on each other (that is, whether one variable helps to estimate the other). Testing for goodness of fit determines if an observed frequency distribution matches a theoretical frequency distribution. In both cases the equation to calculate the chi-square statistic iswhere O equals the observed frequency and E the expected frequency. The results of a chi-square test, along with the degrees of freedom, are used with a previously calculated table of chi-square distributions to find a  p-value. The p-value can then be used to determine the significance of the test. CORRELATION: In statistics, the Pearson product-moment correlation coefficient (r) is a common measure of the correlation between two variables X and Y. When measured in a population the Pearson Product Moment correlation is designated by the Greek letter rho (? ). When computed in a sample, it is designated by the letter r and is sometimes called Pearsons r. Pearsons correlation reflects the degree of linear relationship between two variables. It ranges from +1 to -1. A correlation of +1 means that there is a perfect positive linear relationship between variables. A correlation of -1 means that there is a perfect negative linear relationship between variables. A correlation of 0 means there is no linear relationship between the two variables. Correlations are rarely if ever 0, 1, or -1. If you get a certain outcome it could indicate whether correlations were negative or positive. Mathematical Formula: : The quantity r, called the linear correlation coefficient, measures the strength and the direction of a linear relationship between two variables. The linear correlation coefficient is sometimes referred to as the Pearson product moment correlation coefficient in honor of its developer Karl Pearson. The mathematical formula for computing r is: LIMITATIONS OF STUDY The respondents are unable to fill the questionnaire on specific time due to their busy schedule * Many employees gave diplomatic (open/sensitive) answers to some of the questions. * Some employees hesitated to give the actual situation; they feared that management would take any acti on against them * Sometimes the wrong opinion expressed by the respondents can adversely affect the genuine results/project. DATA ANALYSIS AND INTERPRETATION AGE TABLE NO: 3. 1. 1 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| BELOW 25 YRS| 25| 25| 25 35 YRS| 43| 43| 36 45 YRS| 19| 19| 46 55 YRS| 9| 9| ABOVE 55 YRS| 4| 4| TOTAL| 100| 100| AGE CHART NO:3. 1. 1 INFERENCE: From the table no 3. 1. , 43% of the respondents belong to the age group of 25 – 35 yrs, 25% of the respondents belong to the age group of below 25 yrs, 19% of the respondents belong to the age group of 36 – 45 yrs, 9% of the respondents belong to the age group of 46 – 55 yrs and 4% of the respondents belong to the age group of above 5 yrs. GENDER TABLE NO:3. 1. 2 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| MALE| 72| 72| FEMALE| 28| 28| TOTAL| 100| 100| GENDER CHART NO:3. 1. 2 INFERENCE: From the table no 3. 1. 2, 72% of the respondents are male and 28% of the respondents are female. EXPERIENCE T ABLE NO:3. 1. 3 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| BELOW 1 YRS| 45| 45| 2 3 YRS| 34| 34| 4 6 YRS| 13| 13| 7 9 YRS| 6| 6| ABOVE 10 YRS| 2| 2| TOTAL| 100| 100| EXPERIENCE CHART NO:3. 1. 3 INFERENCE: From the table no 3. 1. , 45% of the respondents have an experience of bolew1 yr, 34% of the respondents have an experience of 2 – 3 yrs, 13% of the respondents have an experience of 4 – 6 yrs, 6% of the respondents have an experience of 7 9 yrs and 2% of the respondents have an experience of above 10 yrs. QUALIFICATION TABLE NO:3. 1. 4 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| SSLC| 0| 0| DIPLOMA| 0| 0| UG| 80| 80| PG| 17| 17| OTHERS| 3| 3| TOTAL| 100| 100| QUALIFICATION CHART NO:3. 1. 4 INFERENCE: From the table no 3. 1. 4, 80% of the respondents have completed UG , 17% of the respondents have completed PG and 3% of the respondents have completed other educational courses. | WHETHER THE ORGANIZATION PROVIDES PROPER WELFARE FACILITY TABLE NO:3. 1. 5 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| YES| 94| 94| NO| 6| 6| TOTAL| 100| 100| WHETHER THE ORGANIZATION PROVIDES PROPER WELFARE FACILITY CHART NO:3. 1. 5 INFERENCE: From the table no 3. 1. 5, 94% of the respondents said yes and 6% of the respondents said no. SATISFACTION LEVEL ON WELFARE ACTIVITIES TABLE NO: 3. 1. 6 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 14| 14| SATISFIED| 50| 50| NEUTRAL| 21| 21| DISSATISFIED| 9| 9| HIGHLY DISSATISFIED| 6| 6| TOTAL| 100| 100| SATISFACTION LEVEL ON WELFARE ACTIVITIES CHART NO:3. 1. 6 INFERENCE: From the above table 3. 1. , 50% of the respondents are satisfied with the welfare activities, 21% of the respondents are neutral, 14% of the respondents are highly satisfied, 9% of the respondents are dissatisfied and 6% of the respondents are highly dissatisfied. DRINKIG WATER FACILITY TABLE: NO: 3. 1. 7 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| EXCELLENT | 10| 10| VERY GOOD| 53| 53| GOOD| 27| 27| AVERAGE| 6| 6| POOR| 4| 4| TOTAL| 103| 100| DRINKIG WATER FACILITY CHART: NO: 3. 1. 7 INFERENCE: From the above table 3. 1. 7, 53% of the respondents are feeling very good about the drinking water facility, 27% of the respondents are feeling good, 10% of the respondents are feeling excellent, 6% of the respondents are feeling average and 4% of the respondents are feeling poor. WHETHER THE COMPANY PROVIDES PROPER WASHING FACILITY TABLE NO: 3. 1. 8 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| YES| 93| 93| NO| 7| 7| TOTAL| 100| 100| WHETHER THE COMPANY PROVIDES PROPER WASHING FACILITY CHART NO: 3. 1. 8 INFERENCE: From the above table 3. 1. 8, 93% of the respondents said yes that the organization provides a proper washing facility and 7% of the employees said no. SATISFACTION LEVEL ON MEDICAL FACILITY TABLE NO:3. 1. 9 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 50| 50| SATISFIED| 34| 34| NEUTRAL| 16| 16| DISSATISFIED| 0| 0| HIGHLY DISSATISFIED| 0| 0| TOTAL| 100| 100| SATISFACTION LEVEL ON MEDICAL FACILITY CHART NO:3. 1. 9 INFERENCE: From the above table 3. 1. 50% of the respondents are highly satisfied, 34% of the respondents are satisfied and 16% of the respondents are neutral with the medical facility which is provided by the Organization. OPINION ON ambulance FACILITY TABLE NO: 3. 1. 10 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| STONGLY AGREE| 31| 31| AGREE| 56| 56| NEUTRAL| 13| 13| DISAGREE | 0| 0| STRONGLY DISAGREE| 0| 0| TOTAL| 100| 100| OPINION ON ambulance FACILITY Chart NO:3. 1. 10 INFERENCE: From the above table 3. 1. 10 56% of the respondents are agreed, 31% of the respondents are strongly agreed and 13% of the respondents are neutral with the Ambulance facility which is provided by the Organization. WHETHER THE COMPANY PROVIDE PROPER REST ROOM FACILITY TABLE NO: 3. 1. 11 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| YES| 57| 57| NO| 43| 43| TOTAL| 100| 100| WHETHER THE COMPANY PROVIDE PROPER REST ROOM FACILITY CHART NO: 3. 1. 11 INFERENCE: From the above table 3. 1. 11 57% of the respondents said yes that the company provides proper rest room facility and 43% of the respondents said no. OPINION ON refreshments TABLE NO:3. 1. 12 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| STONGLY AGREE| 46| 46| AGREE| 29| 29| NEUTRAL| 11| 11| DISAGREE| 10| 10| STRONGLY DISAGREE| 4| 4| TOTAL| 100| 100| OPINION ON refreshments CHART NO: 3. 1. 12 INFERENCE: From the above table 3. 1. 2 46% of the respondents are strongly agree, 29% of the respondents are agree, 11% of the respondents are neutral, 10% of the respondents are disagree and the 4% of the respondents are strongly disagree with the refreshments which is provided by the Organization. SATISFACTION LEVEL ON CANTEEN SERVICE TABLE NO: 3. 1. 13 PA RTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 4| 4| SATISFIED| 7| 7| NEUTRAL| 51| 51| DISSATISFIED| 25| 25| HIGHLY DISSATISFIED| 13| 13| TOTAL| 100| 100| SATISFACTION LEVEL ON CANTEEN SERVICE CHART NO: 3. 1. 13 INFERENCE: From the above table 3. 1. 13 51% of the respondents are neutral, 25% of the respondents are dissatisfied and 13% of the respondents are highly dissatisfied, 7% of the respondents are satisfied and 4% of the respondents are highly satisfied with the canteen service which is provided by the organization. SODEXO FACILITY TABLE NO: 3. 1. 14 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 14| 14| SATISFIED| 50| 50| NEUTRAL| 21| 21| DISSATISFIED| 9| 9| HIGHLY DISSATISFIED| 6| 6| TOTAL| 100| 100| SODEXO FACILITY CHART NO: 3. 1. 14 INFERENCE: From the above table 3. 1. 14 50% of the respondents are satisfied, 21% of the respondents are neutral, 14% of the respondents are highly satisfied, 9% of the respondents are dissatisfied and 6% of the respondents are highly dissatisfied with the SODEXO service which is provided by the organization. UNIFORM FACILITY TABLE NO: 3. 1. 15 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| STONGLY AGREE| 44| 44| AGREE| 20| 20| NEUTRAL| 21| 21| DISAGREE| 10| 10| STRONGLY DISAGREE| 5| 5| TOTAL| 100| 100| UNIFORM FACILITY CHART NO: 3. 1. 15 INFERENCE: From the above table 3. 1. 15 44% of the respondents are strongly agree, 21% of the respondents are agree, 20% of the respondents are neutral, 10% of the respondents are disagree and 5% of the respondents are strongly disagree with the Uniform which is provided by the organization. FIRST AID FACILITY TABLE NO: 3. 1. 16 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 44| 44| SATISFIED| 30| 30| NEUTRAL| 11| 11| DISSATISFIED| 10| 10| HIGHLY DISSATISFIED| 5| 5| TOTAL| 100| 100| FIRSTAID FACILITY CHART NO: 3. 1. 16 INFERENCE: From the above table 3. 1. 6 44% of the respondents are highiy satisfied, 30% of the respondents are satisfied, 11% of the respondents are neutral, 10% of the respondents are dissatisfied and 5% of the respondents are highly dissatisfied with the first aid facility which is provided by the organization. WHETHER THE COMPANY PROVIDES FIRST AID TRAINING FACILITY TABLE NO: 3. 1. 17 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| YES| 95| 95| NO| 5| 5| TOTAL| 100| 100| WHETHER THE COMPANY PROVIDES FIRST AID TRAINING FACILITY CHART NO: 3. 1. 17 t INFERENCE: From the above table 3. 1. 17 95% of the respondents said yes tha the company provides proper first aid training facility and 5% of the respondents said no GIFTS amp; VOUCHERS TABLE NO: 3. . 18 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 20| 20| SATISFIED| 56| 56| NEUTRAL| 13| 13| DISSATISFIED| 11| 11| HIGHLY DISSATISFIED| 0| 0| TOTAL| 100| 100| GIFTS amp; VOUCHERS CHART NO: 3. 1. 18 INFERENCE: From the above table 3. 1. 18 56% of the respondents are satisfied, 20% of the respondents are highly satisfied, 13% of the respondents are neutral and 11% of the respondents are dissatisfied with the Gifts amp; Vouchers which is provided by the organization. WORKING ENVIRONMENT TABLE NO: 3. 1. 19 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| HIGHLY SATISFIED| 56| 56| SATISFIED| 29| 29| NEUTRAL | 7| 7| DISSATISFIED| 6| 6| HIGHLY DISSATISFIED| 2| 2| TOTAL| 100| 100| WORKING ENVIRONMENT CHART NO: 3. 1. 19 INFERENCE: From the above table 3. 1. 19 56% of the respondents are highly satisfied, 29% of the respondents are satisfied, 7% of the respondents are neutral, 6% of the respondents are dissatisfied and 2% of the respondents are highly dissatisfied with the Working Environment which is provided by the organization MOTIVATE THE EMPLOYEE TABLE NO: 3. 1. 20 PARTICULARS| NO OF RESPONDENTS| PERCENTAGE| STONGLY AGREE| 46| 46| AGREE| 29| 29| NEUTRAL| 11| 11| DISAGREE| 10| 10| STRONGLY DISAGREE| 4| 4| TOTAL| 100| 100| MOTIVATE THE EMPLOYEE CHART NO: 3. 1. 20 INFERENCE: From the above table 3. 1. 0 46% of the respondents are highly satisfied, 29% of the respondents are satisfied, 11% of the respondents are neutral, 10% of the respondents are dissatisfied and 4% of the respondents are highly dissatisfied with the Motivate the Employee by the organization EXPECTED WELFARES TABLE NO: 3. 1. 21 PARTICULARS| NO OF RES PONDENTS| PERCENTAGE| INDUSTRIAL TOURS| 23| 23| BUSINESS GAMES| 20| 20| MOTIVATIONAL REWARDS AND AWARDS| 29| 29| GENERAL KNOWLEDGE PROGRAMS| 28| 28| TOTAL| 100| 100| EXPECTED WELFARE CHART NO: 3. 1. 21 INFERENCE: From the above table 3. 1. 21 29% of the respondents are expecting Motivational Awards and Rewards, 28% of the respondents are expecting to Conduct General Knowledge games, 23% of the respondents are expecting Industrial Tours and 20% of the respondents are expecting Business Games. CHI SQUARE TEST: (1) To test the significant relationship between the Experience and the Satisfaction level with the employee welfare activities in JKM Automotive (A Division of Dynamatic Technologies Limited). NULL HYPOTHESIS (H0): There is no significant relationship between the Experience and the satisfaction level with the employee welfare activities. ALTERNATIVE HYPOTHESIS (H1): There is a significant relationship between the Experience and the satisfaction level with the employee welfare activities. TABLE: EXPERIENCE| HIGHLY SATISFIED| SATISFIED| NUETRAL| DISSATISFIED| HIGHLY DISSATISFIED| TOTAL| BELOW 1 YR| 8| 21| 10| 4| 2| 45| 2 – 3 YRS| 4| 15| 9| 5| 1| 34| 4 – 6 YRS| 1| 10| 2| 0| 2| 13| 7 – 9 YRS| 1| 4| 0| 0| 1| 6|

Managing the Transition from Maturity to Decline Essay Example For Students

Managing the Transition from Maturity to Decline: Essay Diamond Power Corporation Managing the Transition from Maturity to Decline: Essay Diamond Power Corporation This case study, prepared by Richard C. Scameborn, follows the Diamond Power Specialty Company from its humble beginnings in 1903 to its decline in 1991. The birth of Diamond came with the invention of the hand cranked soot blower. As the years and technology progressed, so did the Diamond soot blower. Along with this main product, Diamond also added several other products to its line, but none had the profitability of the soot blower. Diamond had the market to itself for a number of years, but eventually two competitors sprang up to challenge Diamond: Copes-Vulcan and Bayer Company. Competition did not become fierce until World War II, when the soot blower became a major commodity used by the U.S. Navy to clean boilers on board its ships. At this point, the soot blower industry became a sellers market and the need for strategy (both corporate and business) became a necessity for growth and survival. Diamond Powers main mission at its beginning, to produce soot blowers that would efficiently clean the inside of boiler as it continued working, basically stayed the same up until the addition of competition into the market. At this point, Diamond had to revise its mission to include technological advances to stay ahead of it main competitor, Copes-Vulcan. With the passage of time, production efficiency and technology were not enough. Diamond eventually had to add foreign sales, customer service, and replacement part production to its original plan to keep ahead of the game. By the 1970s, the mission to supply replacement parts and service became one of Diamonds top priorities as it opened parts and service plants in New Jersey, Georgia, Ohio, Texan, Colorado, North Dakota, California, and Washington. Diamond Powers goals over the years seem to stay pretty congruent with its mission up until the early 1980s. Basically, Diamonds goals included staying on the moderate levels of technology, building a foreign market by exporting machines and parts and establishing joint-venture manufacturing companies overseas, establishing an extensive and profitable domestic aftermarket support system that included minifactories that supplied both parts and service, and to keep the upper hand on the soot blower market share. Diamond Powers parent corporation, McDermott, Inc, utilized several different corporate strategies to try to achieve Diamonds goal of a profitable and extensive aftermarket support system. However, some of the decisions made by McDermott, Inc in regards to its replacement part division caused more harm than good. For example, when a small operator began to copy and sell Diamond replacement parts at a lower cost than Diamond with great success, McDermott overrode Diamond executives wish to acquire the operation. This decision had far-reaching repercussions as will be discussed in later paragraphs. McDermott also had to take action where Diamond was concerned when it began experienced severe financial difficulties in the late 1980s and early 1990s. McDermott had to implement a major costcutting effort and restructuring plan to keep from going bankrupt. This plan included putting pressure on Diamond to increase profits. Diamond had to take implement several business strategies in order to appease its parent corporation. Decisions made on the corporate level had a direct affect on the business strategies implemented by Diamond Power. The development of the aftermarket support system was a plan with several long term benefits. The plan, developed by the marketing vice president at the time, involved a nationwide network of minifactories that offered service and replacement parts that could be delivered in a matter of hours to industries in need. Diamonds high market share on soot blowers allowed the company to lower its new equipment prices and recoup any losses through its replacement part division. Bill Clinton, the current U.S. President, will be Essay This resulted in increased sales in both new equipment and parts. Diamonds competition, Cope- Vulcan, did not have any service centers and only limited replacement part manufacturing, and therefore did not reap profits as high as Diamond Powers. However, not all of Diamonds business strategies worked as well as the replacement part and service system. Under the pressure of McDermott, Inc, Diamond felt it had to make several rash decisions in order to increase profitability. First, Diamond did not purchase Bill Blalocks low production company that made Cope and Diamond parts. This allowed a foreign company to buy it out and break into Diamonds dominant part industry. It also allowed Cope-Vulcan to increase its part production market by forcing it to implement an aggressive management team and add new products to its line. Diamond responded to this by deciding to reverse- engineer nonpatented Cope parts in Korea and sell .