Organisational Change And Development In Royal Mail

Organisational Change And Development In Royal Mail This assignment has been undertaken in order to examine and evaluate the modernisation of the Royal Mail. It will begin with identifying the reason for change within the company, and how the need for change was detected. After which the implementation of planned change in the Royal Mail will be discussed and its effectiveness will be evaluated. The resistant factors they met whilst trying to implement this modernisations programme will also be discussed. An evaluation of the planned change will be conducted in order to assess the extent of its effectiveness. The report will conclude will an analysis of the Business Transformation 2010 and Beyond National Agreement between Royal Mail the Communication Workers Union, implications for failure will be assessed from this agreement; theory will be linked throughout the report with evidence and discussion. Table of contents Introduction (p. 4-5) Main Findings Reasons for modernising the Royal Mail (p. 6-7) How change was planned in the Royal Mail (p. 8-10) Types of change (p. 11) Resistance to change in the Royal Mail (p. 12-13) Kurt Lewins 5 Force analysis applied to the Royal Mail (p. 14) Kotters 8 step plan applied to the Royal Mail (p. 15) Effectiveness of the Planned change in the Royal Mail (p. 16) Implications of failure (p. 16) Reference/Bibliography (p. 17-) Introduction The Royal Mail is part of the fabric of the country and the lives of the millions of people who use it every day. Uniquely it has the network of people and sorting offices spanning the country that can deliver to every household and business at one price, six days a week. But the future of this network is under threat as people increasingly switch to digital technology as their preferred way of communicating (Mandelson, 2009). Rollinson (2005) identified the term change refers to an organisation having to move from one situation to another, in the modern world being able to change can also be the dividing factor of an organisations failure or success, Beer and Nohria (2000) also identified that 70% of all change initiatives fail. Martinez et al (1997) identified five change objectives set out by Royal Mail in the 1980s as: privatization, modernization, commercialization, separation and automation, of these modernisation, which is the main focus of this report, automation and privatisation are still not finalised, thirteen years after this article was written. The Labour government has been pushing for privatisation of the Royal Mail for years ever since the Thatcher government, it believed the move would aid in financing part of the pension deficit and also make the company more competitive in this liberalised market, which was introduced in 2006. Lord Mandelson was pushing legislation up to 2009 in the hope of selling parts of the nationalised company (Hooper et al, 2008; Porter and Griffiths, 2008; Porter, 2009; Datamonitor, 2008). Hooper (2009) states that modernisations without privatisation would be very difficult due to the constant intervention from government, Private postal companies throughout the world have identified this constant intervention as the major factor in union disputes (Hooper et al, 2008). Resistance from the CWU on modernisation has been a constant topic as they believe that modernisation will bring about job losses, such resistance has especially been seen in the last two years by way of two massive strikes by postal workers (Poulter, 2009; Hooper et al, 2008). These strikes came at one of the worst times in UK history, a recession was in full force for the second in 2009, however after recording loses over many years the Royal Mail made a 4% profit in 2009 of  £184 million compared to 2008 figured of  £177 million, unfortunately this profit was overshadowed with the overall drop in group revenue due to a decline in mail volumes because of the downturn and a rise in digital media, this has led to a 5-7% yearly drop in sales since 2005, during this time staff were informed there would be pay freezes which inflamed already tense relations with the union (Royal Mail, 2009; Prince, 2009; Hooper et al, 2008). In 2000 the postal services act which governs the postal industry within the UK was introduced, the act provided for the Post Office to be converted to a PLC, set in place a new licensing system, gave the postal services commission (Postcomm) powers to protect the universal service, promote greater competition within the UK market and offer more protection to consumers with the introduction of Postwatch (Hooper et al, 2008). Main Findings Reasons for modernising the Royal Mail Hooper et al (2008) has stated for the Royal Mail to become competitive in this it must first become more efficient, in order to become more efficient it must modernise. It must be noted that even though the country is in a recession which had a major impact on the company, this was not a reason for the company to modernise (Hooper et al, 2008). There are eight reasons for modernisation of the Royal Mail listed below: Universal Postal Service (UPS): The main reason for change which the CWU also agreed upon is the survival of the UPS, which is the collection of mail six-days a week from 28 million homes and business across the UK, at prices which remain independent and set at a tariff no matter the distance up and covers five areas: up to 2kg for letters and packets (priority and non-priority), up to 20kg for parcels (non-priority), registered and insured service, international outbound services and offering services which support the security of mail (Hooper et al, 2008; POSTCOMM, 2010). Pricing: The introduction of a 5% weighted average increases by Royal Mail in 2007-2008 led to a reduction in revenues, sales volumes fell as customers increased their use of electronic media, business switched to competitors and there was an increased use of second class mail. It is known that the UK offers some of the lowest postal costs compared too many other European countries so increases are justify but the implementation must be able to offset lost revenue. As volumes fall due to digital media the better choice may be to implement price decreases instead to stimulate growth (Hooper et al, 2008). Pension deficit: This is one of the largest within the UK currently standing at  £4 billion; also until recently it was still possible to sign up for this pension. Figures in 2008 showed it had risen by  £2.5 billion since 2006 (75% increase). Due to the costs in paying the deficit, which is currently  £280 million per year and will continue for the next 15 years, competing within Europes liberalised market is made very difficult. The deficit is almost six times larger than the cash generated by Royal Mail making it a very volatile problem (Hooper et al, 2008). Improved efficiency: The Royal Mail is 40% less efficient compared to its competitors. Its network of mail centres and delivery offices have not been upgraded in years, Automation is severely inefficient with 70% of mail being sorted by machine compared to 95% in European companies, also all mail is hand delivered compared to 15% hand deliveries in Europe with walking sequence machines cover the remaining 85% (Hooper et al, 2008). Working practices: Certain working practices such as early finishes restrict Royal Mails efficiency to provide a better service, upon finishing rounds postal workers are eligible to return home no matter how early, they can also claim overtime on extra hours worked to finish a round or can decide to simply not finishing the round. Covering for absence only when receiving overtime, not using equipment at the instruction of the CWU and demarcation, employees refusing to work in other areas of the same site (Hooper et al, 2008). New technology: The volume of mail sent has been on a decline even since 2005, this is due to the rising use of digital media, this is being felt across the world with the UK showing one of the highest fall off figures, -3.2% in 2006-2007, however the internet also provides opportunities by way of the online shopping market as home deliveries have jumped in recent years making this a highly profitable market, also the Royal Mails use of machines to sort letters covers 70% while the some of the leading European companies are hitting 95% (Hooper et al, 2008; Warner, 2009). Competition: 2006 saw the Royal Mail lose its 350 year monopoly on the UK postal market, going forward any licensed operator can deliver mail to residential and business customers in the liberalised market of which Royal Mail controls 99% , although the Royal Mail still is required to provide a universal postal service (BBC, 2005), research conducted by Lawson (2010) indicates that the national operators in countries such as Germany and Sweden continued to hold onto the majority share of the market years after it became liberalised. Electronic media such as email is also a threat to the company as it become more popular. Transportation net working costs: The rising costs of fuel is having a hugely negative impact on the Royal Mail, employees uses over 30,000 vehicles to deliver mail (Hooper et al, 2008), the Royal Mail (2008) has identified a loss in revenue due to higher costs of fuel. However, Attwood (2010) states the Royal Mail is set to trial new Ford Transit vans powered by hydrogen-fuelled internal combustion engines in an effort to reduce fuel costs, plus they are also environmentally friendly as they only emit water vapour. How change was planned in the Royal Mail Planned change was a term first coined by Kurt Lewin to distinguish change that was consciously embarked upon and planned by an organisation, as averse to types of change that might come about by accident, by impulse or that might be forced on an organisation (Burnes, 2004). Hooper et al (2008) had reported that the universal postal service cannot continue under present policies, problem areas have been identified as the pension deficit, performance and relations between the Royal Mail, unions and the regulator. The BERR report of 2009 includes recommendation made by the Modernise or Decline report compiled by Hooper et al (2008), in which it identifies three main areas for the Postal Services Bill to address: Regulation: Transferring responsibility of regulation which Postcomm currently holds to Ofcom, providing for future financial support for the UPS, extending competition law powers to the postal market and providing for a new access regime (BERR, 2009). Pensions: Provide powers to establish a new government scheme, rights to move members to the new scheme, amend the existing scheme, set out a new division for Post Office Ltd employees and the ability to transfer assets from the scheme to government (BERR, 2009). Partnership: Royal Mail companies providing the UPS will remain in the public sector, part- privatisation of the Royal Mail, Hooper et al (2008) has identifies this as being a necessity if the company is to achieve modernisation and additional legislation being obligatory for a Government to sell more than a minority stake in the company (BERR, 2009). Planned change is more related to the Royal Mail compared to Emergent change as it involves strategically thought-out and planned objectives/goals, which are used to change the environment of an organisation, whereas emergent change is unpredictable and dynamic, does not work off plans compared to planned change and is continuous (Burnes, 2004) Although these changes were planned and most were implemented in the 2010 National Agreement, part-privatisation of the Royal Mail received alot of criticism from other party members and the CWU. due to the currently climate Peter Mandelson admitted he was unable to find a suitable candidate for the investment so ended the proposed privatisation plans from the postal services bill (Wintour and Webb, 2009). To fully understand planned change it is necessary to look at the works of Kurt Lewin who is regarded as being the father of planned change, he believed that only through learning and the understanding of the environment in which an individual is based, could a resolution to social conflicts be achieved and improved. Lewin developed four methods which were necessary in reaching planned change; three-step model, field theory, group dynamics and action research (Burnes, 2004). The Three-Step model: This is praised as being Lewins contribution to the study of organisational change, although the three-step model was not intended to stand alone but be part of his over-all Planned approach to change, which also included the field theory, group dynamics and action research (Burnes, 2004). The three step model is based on Lewins belief that successful change is brought about by using three steps moving from one fixed state (Unfreezing) through an advanced shift (Moving), to another fixed state (Refreezing). Unfreezing involves the creation of the right conditions in which change can occur, people create a sense of familiarity with their surroundings and any change no matter how minor will cause resistance (Burnes, 2004). The goal is to move a person to a change ready/unfrozen state. This was accomplished between the Royal Mail and the CWU through the 2010 National Agreement in which both parties, after years of bitter disputes have agreed to improve their relationship for the better of the company, employees and customers (Burnes, 2004; National Agreement, 2010). Burnes (2004) identifies the next stage in Lewins model as Moving, which he describes as being on a journey taking people to the Unfrozen state, old ways are in the past and the new are in the development stage of being implemented, it is here that support should be given to employees to assist with the changes being introduced (Burnes, 2004). The Royal Mail is in the Moving stage of the 2010 National Agreement as they try to implement new modern and efficient changes to the company by way of automation, technology and industrial relationships. This will take time to fully execute, Lewins model states that without reinforcement change is short lived, both sides must begin to agree soon on the changes otherwise relationships will begin to break down once again (Burnes, 2004; National Agreement, 2010). Refreeze is the final step in which the environment is stabilised, its sometimes difficult to separate from moving, many organisations dont fully implement the whole extent of the change as another form of change is usually on the rise. This stage cannot be evaluated as the 2010 National Agreement between the Royal Mail and the CWU is still being implemented at this time (Burnes, 2004; National Agreement, 2010). Types of change Due to outside influences driving change organisations are forced to keep up to speed, if change is required the appropriate changes are implements to reflect these external environmental factors in a timely and smoothly manner so to avoid putting added pressure on the company (Price, 2009). Grundy stated that many managers viewed change as being the same whilst others viewed it as having a negative impact, he identified three types of change as smooth and incremental, bumpy incremental and discontinuous, the Royal Mail uses none of these types (Senior, 2002; Price, 2009). Incremental change Continuous Change Punctuated Equilibrium Burnes (2004) identifies two other type of change as continuous transformation, which identifies the need for regular dramatic adjustments in organisations change like regular training of staff, and punctuated equilibrium, this recognises that change can occur at erratic and explosive periods of time (Senior, 2002; Price, 2009). Punctuated equilibrium is the type of change more associated with the Royal Mail, one outlining factor is the company has not changed in many years but in 2010 reached a groundbreaking agreement with the CWU for implementation for such things as a 6.9% pay rise plus working hours reduced to 39 (Hooley et al, 2008; National Agreement, 2010). Resistance to change in the Royal Mail Resistance doesnt necessarily surface in standardised ways. Resistance can be overt, implicit, immediate, or deferred. It is easiest for management to deal with resistance with it is overt or immediate. The greater challenge is managing resistance that is implicit or deferred (Robbins, 2001) Burnes (2004) identified resistance to change as the obstacles created by others to stop change; some forces will be more resistant than others such as the actions taken when people feel change to be a threatening factor, such as the modernisations planned by the Royal Mail, this has received huge resistance from employees and their union through planned strikes throughout the last two years, as they perceived the modernisation process would reduce staff numbers. The report identifies four main forces against the change process at the Royal Mail: Union resistance: The CWU also known as the Communications Workers Union is the largest union for the communications industry in the UK; it has 250,000 members most of which are Royal Mail employees, and was formed in 1995 (CWU, 2010). The sheer size of union makes it a very powerful force to be reckoned with, its also well documented throughout the years that the CWU and management at Royal Mail have very different views on what is best for the company, resulting in strikes against the modernised plan proposed by the Royal Mail, this was because the CWU felt its members were at risk from new technological advancements that they felt would result in staff numbers being reduced (Hooper et al, 2008). This could also be a result of the CWU using this tactic as a means of living up to a unions reputation with Warner (2009) adding that the chronic union militancy that once characterised shipbuilding, steel, car making and coal industries lives on in Royal Mail. Management and employee relations is poor: There is a long history of poor industrial relations between the Royal Mail management and CWU which continues to this day, this has impacted severely on the company to the extent that it has prevented the Royal Mail from modernising and expanding which has led to a high level of inefficiency (Hooper et al, 2008). However, with the introduction of the Business Transformation 2010 and beyond agreement Both parties agree that central to success is the need to fundamentally transform relationships and quickly build a culture of mutual interest between managers, union and employees. Reluctance in staff to use new technology: Staff in the Royal Mail believes that through the use of new technology certain position within the company will become redundant, and due to advice from the CWU they have refused to use this modern machinery which would aid in the efficiency of the Royal Mail (Hooper et al, 2008). Employees disliking the modernisation plan: Adam Crozier who was the chief executive of Royal Mail from 2003 to 2010 is quoted as saying: Change is difficult for everyone, but Royal Mail has no alternative but to change and modernise if it is to compete in todays highly competitive communications market. This is against the wave of criticism from employees and unions against the proposed modernisation plan due to uncertainty felt for their position (Thomas, 2009). Management at Royal Mail have declared that the plan is already seeing results with operating profits up  £7 million in 2009 compared to the year previous, however employees and the CWU have stated that they believe they deserve to be rewarded for the success they have brought to this change process, which has delivered a 4% increase in half-year profits. A pay freeze is no way to thank staff who have seen colleagues leave and workloads rise (Thomas, 2009). This pay freeze was proposed due to the recession in a bid to counter its affects; it only resulted in already strained industrial relations becoming more intense (Prince, 2009). A gradual introduction of more work due to reduced staff numbers would have been a better plan when engaging with staff. Kurt Lewins 5 Force Field Analyses This analysis by Lewin was developed in the 1960s, its based on the assumption that when the need for change arises there will be forces for and against change; the theory states that when two forces are equal change can only happen if the force for change is strengthened and the force against change weakened (Senior and Fleming, 2006). The forces for and against change within the Royal Mail Group are listed below: Driving Forces: Restraining forces: Universal service Pricing Pension deficit Improved efficiency Working practices New technology Competition Transportation net working costs Modernisation process Union resistance Management and employee relations is poor Reluctance in staff to use new technology Employees disliking the modernisation plan The restraining force of staff reluctance to use new technology is in direct contrast to the driving force of new technology, the driving force of new technology can only be accomplished if the restraining force to use new technology is weakened. This was accomplished with the introduction of the Business Transformation 2010 and Beyond agreement which states, Royal Mails investment in new equipment and technology is a fundamental part of transforming the operation, this was accomplished by introducing new ways of working, including workload measurement, compliance to standard, engineering team coach, maintenance of equipment outside of the mail centre and technical operators (National Agreement, 2010). A new development plan for training and professional development plus apprenticeships in line with standards applying to Engineers based at HWDC. This was agreed by CWU which meant the restraining force was weakened so the driving force for new technology was strengthened and is in the process of being implemented (National Agreement, 2010). Kotters Eight-Step Plan Burnes (2004) identified that in order for change to be successful all of the eight stages in Kotters plan must be completed in sequence, any deviation from these steps will result in problems for the organisation. The Royal Mail did manage to achieve some steps but many more have still to come as the company finally embraces modernisation. Step 1 Create urgency: May 1997, deciding that modernisation was required, March 2010, finally implementing it. Step 2 Form coalition: Management and unions agreeing to work on a modernisation plan. Step 3 Create new visions discussions on the Business Transformation 2010. Step 4 Communicate the vision (Unfreezing): Introduction of the Business Transformation 2010. Step 5 Empower others Step 6 Reward wins (Movement) Step 7 Consolidate improvements Step 8 Reinforce the change (Refreezing) Effectiveness of the Planned change in the Royal Mail With the introduction of the Business Transformation 2010 it gives hope to the belief that harmony has finally been reached between the Royal Mail, CWU and employees. Adam Crozier, commented: This agreement is good for the business as it allows Royal Mail to get on with its modernisation, its a good and fair deal for our people, and its a good deal for our customers as it ensures stability over the next three years (ICM, 2010). The main points of the agreement will be the introduction of a 39 hour working week, 6.9% pay rise, more job security for employees, CWU to be involved in all change matters going-forward, and the Royal Mail to remain a 75% full-time industry (CWU, 2010). These changes have been agreed on the basis that employees will embrace the Royal Mails  £2 billion modernisation plan which includes the introduction of new automated machinery and delivery equipment (ICM, 2010). Dave Ward, CWU Deputy General Secretary, said: Its been a long time coming, but this deal delivers on the major issues which postal workers have fought for. Theres a balance of pay and operational changes which will help offset job losses and ensure our members are fairly rewarded for change. Both sides seem to be in agreement for the first time is years that modernisation is the way forward for the Royal Mail, but has this planned change been implemented too late, will the refusal of employees to let modernisation be implemented sooner be the downfall of the Royal Mail, rival companies such as Deutsche Post and TNT have still managed to make substantial profits even with the added downturn in the postal market due to the recession and the explosion of the digital era (BERR, 2009). There is also the added concern of the pension deficit which stands at  £4 billion, one of the largest in the UK, which the Royal Mail is required to make contribution into every year. It begs the question of how can a company who has such a huge cost output every year make proper investments into the future and still manage to return a profit (BERR, 2009), and will these investment in new technology and automation bring the rewards that Royal Mail believes it will, even with many people moving to digital media (BERR, 2009). Implications of failure The universal postal service is important. The ability to deliver items to all 28 million business and residential addresses in the UK is part of our economic and social glue (Hooper et al, 2008). As agreements listed in the Business Transformation 2010 for the organization have finally been reached, the implication for failure for the Royal Mail would be the loss of the universal postal service. It has been mentioned many times in this report the importance of the UPS to the UK and its people, also the loss of a public service that so many have fought to keep in the public domain, against recommendations made by the Hopper et al (2008) and BERR (2009) reports to part privatise the company. Without modernisation eventually the Royal Mail will decline taking with it masses amounts of tax payers money that was used to keep the company afloat, leaving many unemployed which would be a tragedy for the UK who are still suffering the effects of a world-wide economic recession.

Subject-Object Relation in Mullâ Sadrâ’s Theory of Knowledge :: Philosophy Philosophical Papers

Subject-Object Relation in Mullà ¢ Sadrà ¢Ã¢â‚¬â„¢s Theory of Knowledge ABSTRACT: Dividing knowledge to knowledge by presence and knowledge by representation, Mullà ¢ Sadrà ¢ treats the subject-object relation with regard to each one of them differently. In the former, the subject is united with the object, or rather they are one, and the reality of knowledge is this very unity. In this type of knowledge, there is no medium. Such unity culminates, on the one hand, in knowledge by presence comprehensively and completely conveying the objective reality, and in its untransferability on the other. By contrast, in knowledge by representation, the subject experiences another kind of relation to the object of knowledge thanks to the presence of a medium in the subject’s mind, called "mental form." Mullà ¢ Sadrà ¢ considers mental forms as the mental existence of the same quiddities (mà ¢hà ®yyà ¢t) existing in the external world. The only difference is that they have another type of existence. In this essay, I argue that this approach is congruent with the principality of quiddity, which is rejected by Mullà ¢ Sadrà ¢. To be consistent with the basic pillar of Mullà ¢ Sadrà ¢Ã¢â‚¬â„¢s philosophy, viz., the principle of existence, I hold that one should begin with the continuity of existence through mental, imagery and external worlds from which the mind abstracts the same quiddity, not vice versa. The problem of the interaction between subject and object in the process of cognition is a crucial issue in a theory of knowledge. Cognition, a unique window on the objective world, has captured the attention and motivated research and debate by scholars in a wide variety of fields over millennia. In all discussions regarding the phenomenon of knowledge, one question has always been raised no matter what the approach, method or focus of inquiry employed. For Kant, the distinction between nomenon and phenomenon and the determination of categories were major concerns. For the psychology of sensation and perception, the search continues for scientific methods to settle the extent to which an individual vis à   vis the environment effects the content, as well as the form, of sensory perception. In the tradition of Islamic philosophy, discussion revolves around the relation between ‘à ¢lim and ma‘là »m (knower and known). The question, expressed more precisely is: How much of what we know can be credited to objective reality per se, and how much is the creation, influence, or interference, of our mental power? It might also be asked how much and in what ways this influence alters the reality of the object of our cognitive system.

Human Activities and the Loss of Natural Resources Essay

Natural resources including soil, water, forest, mineral and biodiversity have been repeatedly destroyed around the world by humans. â€Å"Since 1970, over 600,000 square kilometers (232,000 square miles) of Amazon rainforest have been destroyed† (Butler, 2011). The FAO (Food and Agriculture Organization) estimated that â€Å"soil erosion carries away a volume of soil equivalent to one metre deep over 200,000 hectares every year in the Philippines.† In Asia, where water has always been regarded as an abundant resource, per capita availability declined by 40-60% between 1955 and 1990 (Coleridge, 2006). â€Å"In South Africa major conservation areas such as Kruger national park risked losing up to 60% of the species under their protection† (Brown, 2004). Mindful of the losses of natural resources, this essay will discuss how human activities harm the world’s natural resources in terms of the loss of soil resource, forest resource, and biodiversity. †¢ The loss of soil resource Human activities have often led to the loss of soil resources, which are the basis for sustained food security. Soil occurs naturally from physical and chemical disintegration of rocks and minerals combined with fossil. Because of such a combination, soil has different properties. Nowadays human activities repeatedly destroy soil resource. For example, illegal logging degrades soil quality. It is easy for wind and water to bring fertile soil away, which eventually results to soil erosion. The FAO (Food and Agriculture Organization, a branch of United Nations) estimates that â€Å"the global loss of productive land through erosion is 5-7 million ha/year.† Another example of the loss of soil resource is farmers’ lack of knowledge (à ¸â€"à ¸ ±Ã  ¸ ¨Ã  ¸â„¢Ã  ¸ µÃ  ¸ ¢Ã  ¹Å' à ¸ ­Ã  ¸ ±Ã  ¸â€¢Ã  ¸â€¢Ã  ¸ °Ã  ¸â„¢Ã  ¸ ±Ã  ¸â„¢Ã  ¸â€"à ¸â„¢Ã  ¹Å', 2554). These farmers will not know indeed how to prepare soil for cultivation. That is why the soil quality is damaged. WRI, U NEP, UNDP, and World Bank have found that â€Å"the degradation of soil resources all over the world is 1.9 billion hectares.† Both examples show that human activities cause the loss of soil resource. †¢ The loss of forest resource Forests, which are valuable asset and essential resource on earth, have been destroyed by human activities. â€Å"Nearly 4 billion hectares of forest cover the earth’s surface, roughly 30 percent of its total land area† (Mygatt, 2006). There are many tree and animal species in the forest, so forests contain a lot of beneficial things for humans. Many human activities destroy the forest area. For example, people often cut down the trees and use the wood for trade, fuel, and furniture. The removal of trees without sufficient reforestation will result to the loss of forest area. â€Å"Forest area decreased worldwide by 0.22% per year in the period 1990-2000 and 0.18% per year between 2000 and 2005† (FAO, 2006). This research shows that the world in every year still continues to lose the forest area. Another example of human activity is people, especially in developing countries, change the forest area to agriculture land and tourist attraction including resorts, museums, and parks. The 2007 report, which involved more than 1,300 scientists from 95 countries, said that â€Å"every year about 10-million hectares of the world’s forests are lost to unsustainable modes of economic development.† All of above are human activities, which cause the loss of forest resource. †¢ The loss of biodiversity Despite knowing about biodiversity’s importance for a long time, human activity has been causing the loss of biodiversity. Biodiversity means the diversity of plant and animal life in a particular habitat around the world. Scholar estimates that â€Å"there are 5 million species on the earth, but only 1.9 species are known.† Nevertheless, the numbers of species have been disappearing by human activities every day. For instance, illegal logging is the greatest cause of species extinction worldwide because tropical forests contain at least half the Earth’s species. Scientists said that â€Å"plant and animal species are now disappearing 100 to 1,000 times faster than the natural pace of extinction.† This rapid extinction rate makes ecosystem become imbalance. Another example of human activity that causes the loss of biodiversity is hunting. Most people hunt for food, trade, and recreation. This activity also makes the wildlife become extinct rapidly. Statistics data on the loss of biodiversity suggest that â€Å"at least 20% of bird species have already completely vanished and that 23% of mammals, 25% of conifers, 32% of amphibians and 52% of cycads continue to face serious threat of extinction.† These are the examples of human activities that lead to the loss of biodiversity. Human activities (such as illegal logging, farmers’ lack of knowledge, land clearing, and hunting) are the major causes of the losses of soil resource, forest resource, and biodiversity. People should pay more attention to these problems. They can learn more information about the soil to prevent the loss of soil resource. When they cut down trees, they should not forget to reforest for avoiding the loss of forest resource. They should be more concern and conserve to the forest area to protect biodiversity, otherwise plant and animal species on earth may decrease and totally disappear from the earth.

The Leader as Mentor Jesus Christ Essay - 1366 Words

Introduction â€Å"Follow Me!† The call to His disciples was straightforward. Three short years later, after watching and listening to the Master, Jesus gave a final charge, â€Å"Go and make disciples.† (Commonly known as the Great Commission, it is the call to all followers of Christ as well.) Jesus chose to implement the fulfilling of the New Covenant through 12 men who He called, appointed, and commissioned (Willson, 1990). His methods were unconventional and revolutionary for that time. Training was extensively and exclusively provided by Jesus while living with Him for three years prior to His ascension. He taught about servant leadership and its meaning for both the leader and follower (Matt. 20:25-28). An examination of His actions in the†¦show more content†¦The items in this method included Peter’s presence in the transfiguration (Mark 9:2ff), his participation in miraculous acts such as walking on water (Mark 6:45), and his confession that Jesus is the Chr ist (Mark 8:27ff). Jesus set His relationship with Peter apart when He changed his name from Simon to Peter (Mark 3:6). Following Peter’s claim that Jesus is the Christ (Matt. 16:18), a pronouncement was made regarding building the Church using a play on the name, Peter, meaning the rock. Jesus Discipling the Inner Three (Peter, James, and John) The second level of discipleship occurred in Jesus’ discipling of the Inner Three. Peter was a participant in all events described in the Gospels, with James and John being added to some of the more profound activities in His ministry, such as the transfiguration and the raising of the synagogue official’s daughter from the dead. In Mark 3:16, these three disciples were set apart from the other 12 in that their names were changed by Jesus, and the remaining nine were not. 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The Japanese Christmas Song Awatenbou no Santakuroosu

Christmas has become a popular celebration in Japan, even though less than one percent of the Japanese are Christian. However, Christmas is not a family time in Japan. In fact, it is not even a national holiday. December 23rd, though, is a holiday because it is the birthday of the present emperor. Most Japanese work on Christmas day, just like any other day. On the other hand, New Years Day is an important holiday where families get together and have a special feast. So, how do the Japanese celebrate Christmas? It is a time for lovers to have a romantic dinner and give presents, much like St Valentines Day. The media now really push Christmas Eve as being a time for romance. Thats why Christmas Eve is more important in Japan than Christmas day itself. Fancy restaurants and hotels are often booked solid at this time. In December, Christmas classics are played everywhere. Most popular Japanese Christmas songs are for lovers. Here is a Japanese Christmas song for children called, Awatenbou no Santakuroosu (Hasty Santa Claus). You can check out the animated version of Awatenbou no Santakuroosu on Youtube. The Lyrics of Awatenbou no Santakuroosu 㠁‚ã‚ Ã£  ¦Ã£â€šâ€œÃ£  ¼Ã£ â€ Ã£  ®Ã£â€š µÃ£Æ' ³Ã£â€š ¿Ã£â€š ¯Ã£Æ' ­Ã£Æ' ¼Ã£â€š ¹Ã£â€š ¯Ã£Æ' ªÃ£â€š ¹Ã£Æ'žã‚ ¹Ã£  ¾Ã£ Ë†Ã£  « や㠁 £Ã£  ¦Ã£  Ã£ Å¸Ã£ â€žÃ£  Ã£ â€žÃ£  § ãÆ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£ â€žÃ£  Ã£ â€žÃ£  § ãÆ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã© ³ ´Ã£â€šâ€°Ã£ â€"㠁 ¦Ã£ Å Ã£  Ã£â€šÅ'よ é ËœÃ£â€šâ€™Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³ ãÆ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³ 㠁‚ã‚ Ã£  ¦Ã£â€šâ€œÃ£  ¼Ã£ â€ Ã£  ®Ã£â€š µÃ£Æ' ³Ã£â€š ¿Ã£â€š ¯Ã£Æ' ­Ã£Æ' ¼Ã£â€š ¹Ã£ Ë†Ã£â€šâ€œÃ£  ¨Ã£  ¤Ã£  ®Ã£ Å¾Ã£ â€žÃ£  ¦ è  ½Ã£  £Ã£ â€œÃ£  ¡Ã£ Å¸Ã£ â€šÃ£ â€žÃ£ Å¸Ã£ Å¸ ãÆ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£ â€šÃ£ â€žÃ£ Å¸Ã£ Å¸ ãÆ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£  ¾Ã£  £Ã£  Ã£â€š Ã£  Ã£â€š Ã£ â€˜Ã£  ® 㠁Šé ¡â€Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³ ãÆ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³ 㠁‚ã‚ Ã£  ¦Ã£â€šâ€œÃ£  ¼Ã£ â€ Ã£  ®Ã£â€š µÃ£Æ' ³Ã£â€š ¿Ã£â€š ¯Ã£Æ' ­Ã£Æ' ¼Ã£â€š ¹Ã£ â€"㠁‹ã Å¸Ã£ Å'㠁 ªÃ£ â€žÃ£ â€¹Ã£â€šâ€° è ¸Å Ã£  £Ã£ Å¸Ã£â€šË†Ã¦ ¥ ½Ã£ â€"㠁  ãÆ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã¦ ¥ ½Ã£ â€"㠁  ãÆ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£  ¿Ã£â€šâ€œÃ£  ªÃ£â€šâ€šÃ¨ ¸Å Ã£â€š Ã£â€šË† Ã¥Æ'•ã  ¨Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £ ãÆ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £ 㠁‚ã‚ Ã£  ¦Ã£â€šâ€œÃ£  ¼Ã£ â€ Ã£  ®Ã£â€š µÃ£Æ' ³Ã£â€š ¿Ã£â€š ¯Ã£Æ' ­Ã£Æ' ¼Ã£â€š ¹Ã£â€šâ€šÃ£ â€žÃ£  ¡Ã£  ©Ã¦  ¥Ã£â€šâ€¹Ã£â€šË†Ã£  ¨ Ã¥ ¸ °Ã£  £Ã£  ¦Ã£  Ã£ â€¢Ã£â€šË†Ã£  ªÃ£â€šâ€° ã‚ ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³Ã£Æ' ©Ã£Æ' ³Ã£ â€¢Ã£â€šË†Ã£  ªÃ£â€šâ€° ã‚ ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³Ã£Æ' ©Ã£Æ' ³Ã£â€š ¿Ã£Æ' ³Ã£Æ'â€"ãÆ' ªÃ£Æ' ³Ã© ³ ´Ã£â€šâ€°Ã£ â€"㠁 ¦Ã¦ ¶Ë†Ã£ Ë†Ã£ Å¸Ã£â€š ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³Ã£Æ' ©Ã£Æ' ³ ã‚ ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³Ã£Æ' ©Ã£Æ' ³Ã£â€š ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³Ã£Æ' ©Ã£Æ' ³ 㠁‚ã‚ Ã£  ¦Ã£â€šâ€œÃ£  ¼Ã£ â€ Ã£  ®Ã£â€š µÃ£Æ' ³Ã£â€š ¿Ã£â€š ¯Ã£Æ' ­Ã£Æ' ¼Ã£â€š ¹Ã£â€šâ€ Ã£ â€¹Ã£ â€žÃ£  ªÃ£ Å Ã£  ²Ã£ â€™Ã£  ® 㠁Šã ËœÃ£ â€žÃ£ â€¢Ã£â€šâ€œÃ£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³Ã£Æ' ªÃ£Æ' ³ ãÆ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³Ã£Æ'‰ãÆ' ³ ã‚ ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³Ã£Æ' ©Ã£Æ' ³Ã£â€š Ã£ â„¢Ã£â€šÅ'㠁 ¡Ã£â€šÆ'㠁  Ã£â€š Ã£   Ã£â€šË† 㠁Šã‚‚㠁 ¡Ã£â€šÆ'ã‚ ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³ ãÆ' ªÃ£Æ' ³ ãÆ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ' Ã£Æ' £Ã£Æ'‰ãÆ' ³ ã‚ ·Ã£Æ' £Ã£Æ' ©Ã£Æ' ©Ã£Æ' ³ Romaji Translation Awatenbou no SantakuroosuKurisumasu mae ni yattekitaIsoide rin rin rinIsoide rin rin rinNarashite okure yo kane oRin rin rin rin rin rinRin rin rin Awatenbou no SantakuroosuEntotsu nozoite okkochitaAitata don don donAitata don don donMakkuro kuro ke no okaoDon don don don don donDon don don Awatenbou no SantakuroosuShikataganaikara odotta yoTanoshiku cha cha chaTanoshiku cha cha chaMinna mo odoro yo boku toCha cha cha cha cha chaCha cha cha Awatenbou no SantakuroosuMo ichido kuru yo to kaettekuSayonara shara ran ranSayonara shara ran ranTanburin narashite kietaShara ran ran Shara ran ranShara ran ran Awatenbou no SantakuroosuYukaina ohige no ojiisanRin rin rin Cha cha chaDon don don Shara ran ranWasurecha dame da yo omochaShara ran rin cha cha chaDon shara ran The Use of ~bou Awatenbou means, a hasty person. ~bou is attached to some words and expresses ~ person, ~ person who does ~ in an affectionate or ridiculing manner. Here are some examples: Okorinbou 怒りんå Å  --- a short-tempered or irritable personKechinbou 㠁‘㠁 ¡Ã£â€šâ€œÃ¥ Å  --- a stingy person; a miserAmaenbou 甘㠁ˆã‚“å Å  --- a pampered or spoiled person.Kikanbou 㠁 Ã£ â€¹Ã£â€šâ€œÃ¥ Å  --- a naughty or unruly personAbarenbou æš ´Ã£â€šÅ'ã‚“å Å  --- a rough or disorderly person.Kuishinbou é £Å¸Ã£ â€žÃ£ â€"ã‚“å Å  --- a gourmandWasurenbou Ã¥ ¿ËœÃ£â€šÅ'ã‚“å Å  --- a forgetful person The Prefix ma Makkuro means as black as ink. Ma is a prefix to emphasize the noun that comes after ma. The Japanese title for Rudolph the Red Nosed Reindeer is Makkana ohana no tonakai-san. Lets look at some words that include ma. Makka çÅ"Ÿã  £Ã¨ µ ¤ --- bright redMakkuro çÅ"Ÿã  £Ã© »â€™ --- black as inkMasshiro çÅ"Ÿã  £Ã§â„¢ ½ --- pure whiteMassao çÅ"Ÿã  £Ã© â€™ --- deep blueManatsu çÅ"Ÿå ¤  --- the middle of summerMafuyu çÅ"Ÿå† ¬ --- the middle of winterMakkura çÅ"Ÿã  £Ã¦Å¡â€" --- pitch-darkMasski --- at the very firstMapputateu --- right in twoMassara --- brand new The Prefix o The prefix o is added to kao (face) and hige (beard; mustache) for politeness. Again, the title Makkana ohana no tonakai-san (Rudolph the Red Nosed Reindeer) includes the use of the prefix o as well. Hana means nose and ohana is the polite form of hana. Onomatopoeic Expressions There are many onomatopoeic expressions used in songs. They are words that describe sound or action directly. Rin rin describes a ringing sound, in this case the sound of a bell. Don expresses thud and boom. It is used to describe the sound that Santa Claus makes as he comes down a chimney.

Argumentative Essay on Cursive Writing - 1075 Words

Name: Tutor: Course: Date: Taught more than thirty decades ago, cursive writing has a famed and legendary past. It was once a vital element of American education but is now becoming an archaic artefact as technology advancement and the requirement of more regulated tests push it out of the education system. Cursive writing should be scrapped out of the education system for there is no need of wasting time and resources to continue teaching a skill that won’t be beneficial to the students in the near future. For many students in America, cursive writing is as foreign as the hieroglyphics of the ancient Egypt. In most colleges and universities, more students are increasingly using tablet computers†¦show more content†¦As pointed out by Penny Joy a curriculum coordinator of Plymouth Canton Community Schools, she quotes that â€Å" normally she receives a lot more calls daily with parents asking her why her school continues to teach cursive than calls requiring that more time be devoted to teaching cursive writing†. She continues to say that â€Å"she sees no reason to continue teaching cursive in her school since they don’t have time for it†. They would rather allocate that time and resources to other industrious subjects and projects. â€Å"Handwriting is already suffering a major blowback† says Joanne Jacobson who is a curriculum director of Fraser Public Schools. Cursive may be legible for kids who are below third grade but by the time they reach fifth grade they all have developed their own style of handwriting. With or without learning cursive writing, a child’s handwriting develops for better over the years. One of the excusable reasons given for continued teaching of cursive is speed. Quite honestly, most students’ nowadays don’t use pen and paper for taking notes. Apart from a section of SAT exams, almost all the other papers like term papers, assignments and research papers are presented electronically for marking. Who still presents their assignments in form of handwritten notes? Who still has to worry about speed with all the dynamics of technology such as taking notes on tablets and laptops?

Future of Stakeholder Management Theory †MyAssignmenthelp.com

Question: Discuss about the Future of Stakeholder Management Theory. Answer: Introduction Effective stakeholder relationship management fosters positive relationship with the stakeholders through appropriately managing their agreed objectives and expectations (Schnackenberg and Tomlinson 2016). The corporate reputation of Volkswagen has damaged due to its car emission scandal in USA (BBC News 2015). The organization needs to regain and rebuild its relationship with the stakeholders for recapturing the market. The study will develop strategies for managing relationship with diverse stakeholder groups for addressing the scandal issue. The study will integrate the organizational objectives with stakeholder plan. Furthermore, the study will also outline the way for engaging and building mutually beneficial relationship with the stakeholders for scandal issue. Apart from that, the study will identify and respond to the problems and opportunities regarding the issues through environmental scanning and monitoring. A key message and massage matrix would also be framed for Volkswa gen in this study for overcoming the emission scandal issue. Lastly, the study will select appropriate channels for engaging in long term relationship with relevant stakeholders. Maintaining media relation is highly important for managing the public relation of an organization with the public as well as other stakeholders. According to Agudo?Valiente, Garcs?Ayerbe and Salvador?Figueras (2015), proper media relation spread positive image of an organization in the market. Therefore, Volkswagen should proactively and transparently communicate with the media rather than hiding their scandals. Moreover, the organization should hire a spokespersonfor answering detailed inquiries of the media. Furthermore, the organization should quickly apologize to the media for their unethical carbon emission of the cars. On the other hand, Verbeke and Tung (2013) opined that showing concern for the public is the best way of managing relationship with the public and maintain corporate image. Therefore, Volkswagen should demonstrate core concern for the public and customers and promise to come up with better car model. It will manage effective media relationship of the organizatio n after their scandal. Strategies to Manage Relationship with Employees Managing employee relation is the most important stakeholder relationship management activity for an organization, as they are the only responsible for building organizational success through using their talent. Bridoux and Stoelhorst (2014) pointed out that proper employee relationship management assists an organization towards getting high level of employee dedication for achieving organizational success. Volkswagen should immediate understand the understanding of the employees regarding the emission scandal. In this way, the management of the organization should compensate the employees for their harassment faced in the investigation. On the other hand, Steyn and Niemann (2014) opined that the employees should be provided with adequate value for managing positive relationship with them. Moreover, the Volkswagen should allow the employees in organization decision making process for further actions to be taken in mitigating the impact of emission scandal. It will be keep the employe es engaged in the organization having positive relationship with the management. Community relationship is extremely significant for an organization in building corporate image in the society. Tantalo and Priem (2016) pointed out that organizations need to understand the perspective and expectation of community members from them for properly managing relationship with community. Moreover, Volkswagen should maintain transparency with the community people in regards to their business activities after their scandal has occured. It can also be important for the organization to provide donations for community development. It will mitigate the issues of community, which will help in building effective community relationship. On the other hand, Olkkonen and Luoma-aho (2014) opined that strong social message and event sponsorship is extremely important for building strong relationship with community people. Likewise, Volkswagen should also spread strong social message for overcoming the scandal and organization charity event for meeting the core needs of the community. I t will manage community relationship of Volkswagen even after their emission scandal. Henisz, Dorobantu and Nartey (2014) stated that organizations should continuously perform customer survey for assessing the needs and issues of the customers. It helps the organizations towards immediately resolving the customer issues before it becomes customer dissatisfaction. In this way, Volkswagen should use customer relationship management software for maintain relationship with the customers. Such software will help the organization in understanding the perspective, hassles and embarrassment of the customers, which they faced in emission scandal of the cars. Therefore, such software would help Volkswagen in accordingly plan and compensate the customers for their harassment for marinating effective customer relationship. On the other hand, Waligo, Clarke and Hawkins (2014) allowing customers in organizational decision making process also enhance customers worth, which facilitates in building effective customer relationship. Volkswagen should use social media for interacting wit h the customers and asking for any suggestions towards improving business and resolving the emission scandal. It will help the organization is maintaining effective relationship with the customers. Strategies to Manage Relationship with Investors ORiordan and Fairbrass (2014) pointed out that organizations can effectively manage their relationship with their investors through communicating transparently with them. Volkswagen should first apologize to the investors for their emission scandal and huge business loss. Apart from that, the organization should also maintain transparency in the communication with the investors regarding their future business plan. On the other hand, Ayuso et al. (2014) pointed out that investor relationship can also be maintained through proper assurance of profit potentiality to the investors. Likewise, Volkswagen requires perfect financial projection showing profit potentiality to the investors, which would regain the investors confidence and maintain effective relationship with them. According to Borgers et al. (2013), organization can maintain effective relationship with Government through timely payment of taxes and adhering to all legal contracts. In case of Volkswagen, the organization should first apologize to the government for their emission scandal. Furthermore, the organization should submit all quarterly reports, stories, trial metrics and future plan on regular basis to the government for regaining the trust of Government and maintain effective relationship with them. The objective Volkswagen is to regain and rebuild its corporate image in the market after its emission scandal. Strategies for media and community management would help the organization in achieving this business objective (Zerfass and Schramm 2014). Moreover, proper explanation and promise for business improvement in to the media and community would spread strong social message of the organization. It would help in rebuilding and regaining the corporate image in the market. Apart from that, the objective of the organization is also to regain the customer trust for enhancing sales of cars and market capitalization. In such situation, proper employee relation will help in dedication level of the employees and manufacture cars with new models for regaining the trust level of the employees. The business objective of the organization is also to enhance the stock price of the organization immediately. Therefore, maintenance of investor relationship will facilitate Volkswagen in enhancing the stock price through regaining the trust of the investors. The organization is highly inclined towards enhancing its market capitalization through increased car sales (Doh and Quigley 2014). In such extent, the proper customer relationship management will regain the trust of the customers and encourage them towards purchasing their cars. It will ultimately enhance the sales volume and market capitalization of the organization. The business objective of Volkswagen includes mitigation of legal complications for regaining competition position in the market. In such situation, maintaining government relationship will help the organization in overcoming all the legal complications through meeting all the government contracts. Engagement and Mutually Beneficial Relationship with Stakeholders As per Pitsis et al. (2014), Volkswagen can best overcome the issues of their car emission scandal through engaging and building mutually beneficial relationship with the stakeholder groups. While considering the mutually beneficial relationship with the media groups, it can be said that the organization should engage an authoritative spokesperson for answering all the questions of the Medias. In this way, the media channels will get the scope of publishing new interesting news in their channels and the organization will get the scope of clarifying their perspective on their scandal for resolving the issues. On the other hand, the organization can allow the employees in organizational decision making process for getting ideas of resolving emission scandals. It will enhance the value of the employees in the organization and new and effective ideas for resolving emission scandals. Fair return on investment to the investors will be beneficial for the investors on their investment (Ortiz ?de?Mandojana and Bansal 2016). It will also help the organization in gaining huge investment from the investors towards enhancing financial sustainability. In case of community, the organization can provide donations for community development for making mutually benefit with the community people. Such donations will on the one hand, will develop the community, whereas, on the other hand, will rebuild corporate image of the organization in the society. The organization can compensate the harassment and hassles of the customers for their cars having high emission system. Moreover, the organization can offer attractive discounts and offers to the customers for their further car models. It can reduce the cost of car purchase of the customers and also help organizations in enhancing their car sales volume. Identification and Respond to Problems and Opportunities Volkswagen can effectively identify the issues and opportunities related to the scandals through PEST and SWOT environment scanning. In this way, the organization can also better resolve the issues through utilizing their opportunities towards mitigating issues. PEST Environment Scanning Problems and Opportunities Response to Problems and Opportunities POLITICAL FACTOR Lose of political support for emission scandals Many trade restrictions has also imposed on Volkswagen Strict environmental law of USA has mostly created such emission scandals of the organization Political stability of USA can be favorable for quickly resolving the issues Volkswagen should immediately apologize to the government for gaining the sympathy of Government The organization should meet all the imposed government contracts for gaining government trust With the opportunity of government stability, the organization can immediately resolve their scandal issues through meeting all the fines imposed on them ECONOMIC FACTOR Developed economic condition of USA can lead to quick return on investment for resolving the issues The scandal issues has led to huge economic loss of the customers The organization should immediately compensate the damages of the stakeholders for re-establishing corporate image in economically developed market SOCIAL FACTOR Growing inclination of people towards environment friendly cars can be issues for Volkswagen towards resolving issues Enhanced disposable income of the people can be opportunity for the organization The organization should immediately re-launch environment friendly cars, which have high potentiality of sales to the economically sound customers. TECHNOLOGICAL FACTOR Technological advancement of USA can be an opportunity for resolving emission scandals immediately With advancement technological advancement, the organization can immediately manufacturing environment friendly cars for resolving emission scandals Advanced digitalization can help Volkswagen in better interacting with stakeholders for resolving the issues Table 1: Identification and Response to Problems and Opportunities through PEST (Source: Hahn 2015) SWOT Environment Scanning Problems and Opportunities Response to Problems and Opportunities Strength Strong brand presence or loyalty Wide ranges of cars Presence in hybrid cars Excellent advertising and marketing Strong brand loyalty and wide range of cars can help Volkswagen in quickly regaining customer trust even after emission scandal The presence of hybrid cars can immediately resolve emission scandal Excellent advertising can help the organization in properly interacting with stakeholders for resolving emission scandal issue Weakness Fraud and controversy of emission scandal has damaged global brand image Effective media relation and customer relationship can help in quickly regaining the brand image Opportunities Regaining customer trust and maintaining long term relationship with stakeholders Continuous improvement on cars technology Long term stakeholder relationship and continuous improvement of car technology will ultimately mitigate scandal issue Threats Changing government rules and policies Increasing cost of renewable energy Alignment with changing government rule and regulations Optimum usage of renewable energy in hybrid cars with improved technology Table 2: Identification and Response to Problems and Opportunities through PEST (Source: Helmig, Spraul and Ingenhoff 2016) Key Message and Message Matrix Stakeholder Media, customers, investors, employees and Government Main Concern To have environment friendly rides with luxurious comfort Message 1 The cars of Volkswagen will have less car emission while driving The cars will be manufactured with improved emission free car technology Message 2 Purchasing Volkswagen cars will be a great step towards environmental concern The cars will emit 25% less carbon than previous cars and have premium looks and comfort Message 3 Purchase Volkswagen cars and make emission free rides Less emission will protect environment from carbon footprint Table 3: Message Matrix (Source: Created by Author) Channels to Engage in long-Term Relationship with Stakeholders According to Colleoni (2013), social media is an effective business communication channel, which helps in communicating communication message through online community. It is the quickest form of communication channels for communicating message to wide stakeholder groups. Therefore, Volkswagen should use social media channels for communicating their key message to the stakeholder groups. The organization can effectively get feedback of their communication message from their stakeholders in such social media channels. In this way, social media channels can be effectively used as communication channel for Volkswagen towards building long term relationship. Doh and Quigley (2014) pointed out that mass media is the best communication channel towards communicating with mass stakeholder groups. Moreover, organizations can best reach out to mass stakeholder groups in an effective way. Therefore, Volkswagen can reach out to mass stakeholder groups within shortest period. In this way, the organization can reach vast majority of general public and other stakeholders towards making long term relationship with them. Newspaper and magazines are the most common way of reaching out to important stakeholders and making long term relationship with them. Therefore, Volkswagen should use newspaper and magazines for communicating their key message after their scandal. The appealing manner of the communication content in the newspaper and magazines would make positive and long term relationship with the stakeholders. Corporate sponsorship is an effective communication tool towards to fostering positive public relation. Sponsoring any event in the community regarding any social issue can build the corporate image among the stakeholders (ORiordan and Fairbrass 2014). Therefore, Volkswagen can effectively use corporate sponsorship for communication with the community people and other stakeholders. In this way, enhanced interaction with the community people and other stakeholders through corporate sponsorship build long term relationship with the stakeholders. Conclusion While concluding the study, the car emission scandal of Volkswagen is forcing it towards developing effective strategies in rebuilding and regaining the trust of the stakeholders. The organization should apologize and answer sincerely to media for their scandal. The organization can also manage its employees and customers through compensating for their harassments and hassles of the cars having high carbon emission. Offering discounts to the customers would regain the loyalty level of the customers by providing extra benefits. Furthermore, the organization can offer donations for community development, which can build mutually beneficial relationship with the community development for community and enhanced corporate image for the organization. Volkswagen should come up with the key message like it will renovate its cars with luxurious comfort and less carbon emission. It should communicate and manage long term relationship with the stakeholders. 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