Organizational change Essay Example for Free

Organizational change Essay Organizational change is everywhere, and its pace is increasing. Its objectives or why it is important is because after certain years of existence and evaluations there are areas and aspects in the organization that needs to be improved. Taking for example its quality of work life, at a certain point it needs to be elevated from where it was before. It can happen that during hiring time people are designated to wrong positions. Organizational change will enable the company to put the right people in the right place, to make them better people as their efficiency and utility will be to the maximum. In this way the company can adjust salary scale on the basis of the performance or output of employees. In the same way also in terms of personnel management, it can be an occasion for studying more specific positions for possible promotion or for trimming down extra baggage. Competition is so tight and for a company to meet the demands of the market an organizational change is important to have a higher quality of productivity and to improve certain strategies as to be in tune with the times. Technology comes and after sometimes new innovations are on the line again, to remain in ones business beliefs and practices the company will be left behind. Organizational change is important as it seeks to enhance its beliefs, values, attitudes, also its structures so that the organization can better adapt to competitive actions, technological advances, and the past pace of other changes in the business world. Another necessity for organizational change is brought about by some failures in the past in the training and orientation of the employees. The attempt to bring them to work without being able to let them carry or support the vision and failure to let the employees see that they are the central element of the organization brings poor result. Organizational change therefore is crucial to allow interplay of structure, technology and people working in it, to result to a higher quality of work life, adaptivity, effectiveness, better marketing strategies, and excellent productivity.

Herzbergs Theory of Motivation and Maslows Hierarchy of Needs :: Papers Maslow Herzberg Essays Business

Herzberg's Theory of Motivation and Maslow's Hierarchy of Needs Mentioned Tables Not Included Among various behavioral theories long generally believed and embraced by American business are those of Frederick Herzberg and Abraham Maslow. Herzberg, a psychologist, proposed a theory about job factors that motivate employees. Maslow, a behavioral scientist and contemporary of Herzberg's, developed a theory about the rank and satisfaction of various human needs and how people pursue these needs. These theories are widely cited in the business literature. In the education profession, however, researchers in the '80s raised questions about the applicability of Maslow's and Herzberg's theories to elementary and secondary school teachers: Do educators, in fact, fit the profiles of the average business employee? That is, do teachers (1) respond to the same motivators that Herzberg associated with employees in profit-making businesses and (2) have the same needs patterns as those uncovered by Maslow in his studies of business employees? HERZBERG'S THEORY OF MOTIVATORS AND HYGIENE FACTORS Herzberg (1959) constructed a two-dimensional paradigm of factors affecting people's attitudes about work. He concluded that such factors as company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors rather than motivators. According to the theory, the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction. In contrast, he determined from the data that the motivators were elements that enriched a person's job; he found five factors in particular that were strong determiners of job satisfaction: achievement, recognition, the work itself, responsibility, and advancement. These motivators (satisfiers) were associated with long-term positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only short-term changes in job attitudes and performance, which quickly fell back to its previous level. In summary, satisfiers describe a person's relationship with what she or he does, many related to the tasks being performed. Dissatisfiers, on the other hand, have to do with a person' relationship to the context or environment in which she or he performs the job.

Sampoerna Guiding Coalition and Anchoring Culture Through Acquisition

IN3N – ORGANIZATION DEVELOPMENT AND CHANGE MANAGEMENT TEAM PAPER SAMPOERNA Guiding Coalition and Anchoring Culture Through Acquisition Disusun Oleh: Adrien Lasserre(Bordeaux) Adhitya Anggripinanto(2009 02 2986) Kokoh Ronald(2009 02 3000) Shauma Nugroho(2009 02 3005) I. INTRODUCTION This paper consists of three parts; organization background, analysis of key success factor, and recommendation. We capture briefly the situation when acquisition happened. Judging from fact that acquisition was succeeded – reaching it goals – we identified that was two key success factors. Guiding by Kotter’s Model we focused on building guiding coalition and anchoring new culture. As our objectives, we recommend some action to Sampoerna’s new CEO which can improve change management in the organization after acquisition. II. ORGANIZATION BACKGROUND PT. Hanjaya Mandala Sampoerna (Sampoerna) is the biggest cigarette manufacture in Indonesia. In 2008, it can sell almost 73. 3 billion unit cigarette, valued up to 33. 9 trillion rupiahs. These stats are the highest among other competitors in the cigarette industry. With terrific product brand like Dji Sam Soe, A Mild, Sampoerna Hijau Kretek, etc, this company became an icon of cigarette industry in Indonesia. Sampoerna’s story of success is inseparable from the history of its founding family. Sampoerna traces its origin to Liem Seeng Tee, a Chinese immigrant who founded the Company in 1913. At his home in Surabaya, Indonesia, he began producing and selling hand-rolled kretek cigarettes, named after the crackling sound they make as they burn. His small company was among the first to manufacture and market kretek as well as non-clove cigarettes on a commercial basis. Kretek cigarettes quickly grew in popularity. By the early 1930’s, Liem Seeng Tee had changed his family name and the name of his company to Sampoerna (Indonesian term for ‘perfect’). However, by 1959, three years after the passing of Seeng Tee, and in the aftermath of Indonesia’s struggle for independence, Sampoerna was once more on the verge of closure. In that year, Aga Sampoerna (Seeng Tee’s second son) was appointed to lead the company, and succeeded in reestablishing and rebuilding the company. Aga’s second son, Putera took over the helm of PT. HM Sampoerna in 1978. During Putera Sampoerna’s tenure, the company established itself as a public company with a modern corporate structure, and embarked on a period of investment and expansions. During the process, Sampoerna consolidated its position as one of Indonesia’s top-tier companies[1]. Sampoerna’s vision is embodied in the â€Å"Three Hands philosophy†. The philosophy embodies the business environment and Sampoerna’s role in this context. The Hands, which represent adult smokers, employees and business partners, and society at large, are the three key stakeholders the Company must embrace to reach its goal of becoming the most respected company in Indonesia. They address each group through: (1) delivering high quality cigarettes with fair value to adult smokers, (2) providing good compensation and working conditions to employees and building a good relationship with business partners, and (3) giving back to the society at large. There are 225 large (28%) and 585 medium (72%) tobacco related industries in 2004 (Central Board of Statistic, 2004). From those companies, only three players leading the market with 68% market share [Exhibit 1]. In 2004, Sampoerna took second position with 19. 91% market share compared to Gudang Garam 30. 25% and Djarum in third position with 18,26% (GAPPRI in Agnes, 009). These three players are competing directly to become a market leader in industry. Sampoerna is well known as an innovative company with creative marketing strategy. We can see it from it phenomenal product called A Mild, the first low nicotine cigarette in Indonesia. May 18, 2005, Philip Morris International (PMI) acquired Sampoerna by buying 98% stake of the company at a price of Rp. 10. 600 per share or in total value of 18. 58 trillion rupiah[2]. This was not only surprising for the company's internal community but throughout Indonesia. This acquisition is one of the largest foreign investments in Indonesian history (Taco, 2007). Even until today, the company's internal do not know accurately the underlying reason Putera Sampoerna sold this company. Probably, Putera Sampoerna had seen an opportunity to sell his company in high price. Refer to Richter (2001: 341), so we can call in this case, pressure comes from vision of its owner. But, possibly there were several things considered by Putera Sampoerna in making this bold decision. We analyze them comprehensively to identify the pressures faced by the company. Putera Sampoerna realized that heavy pressures were not only occurred in his company but also in Indonesia’s cigarette industry in general. Those pressures were: a) Government Mandate Pressure (Palmer et al, 2009: 54). The industry has been experiencing great pressure as public awareness of cigarettes negative impacts and demand to regulate them are increasing. One of the laws which regulate tobacco control is legislation Prov. DKI No 2 / 2005 on the control of air (Tempo, June 22, 2009). b) Geopolitical Pressure (ibid, 55) Cigarette industry also faced pressures from many non-government organizations such as â€Å"Warga Indonesia Tanpa Tembakau† (WITT) and â€Å"Yayasan Lembaga Konsumen Indonesia† (YLKI). This issue has become global. It is proven by the UN Conventions – 2 Framework Conventions on Tobacco Control/FCTC. Indonesia has not ratified it yet. c) Hyper-competition Pressure (ibid, 57) The high competition market was also a strong factor that convinced Sampoerna to let go off the businesses. Although famous for its innovation, the company was not able to overtake the domination of Gudang Garam in the industry of clove cigarettes. Putera Sampoerna concluded that cigarette industry will not stay profitable in the future. One striking fact convinced him was the slow growth of the industry. According to Adrian Rusmana, BNI Securities’ Head of Research, in the last three years, the revenue growth of tobacco companies in Jakarta Stock Exchange (JSE) was under the level of 10%; -0. 3% in 2006 rate and 1. 9% in 2007 (Kurniawan, 2009). In the company's official statement, this acquisition provides an opportunity for it to take advantage from PMI's knowledge and experience from various countries over decades. In addition, the acquisition also brings resources, as well as new methods and procedures in the company's management (HM Sampoerna's Annual Report, 2005). For PMI, their acquisition could increase market power, avoiding the cost of new product development, increase the speed of penetrating the market, and avoid the barriers to entry (Agnes, 2009). After acquisition, company achieved its success. Within 1. 5 years, they reached first place in the national tobacco industry with 28. 3% market share in the year 2007 (see Figure 2, more detail in Exhibit 1). In the same year in November 2007, The Indonesian credit rating agency PT. Pefindo upgraded the Company's credit ratings from id AA+ to id AAA with a stable outlook. This is the first time the Company achieve an id AAA rating. Revenue also showed a growing trend, accompanied by increased net sales and income of the company (PT. HM Sampoerna Annual Report, 2007). The acquisition also speed the company's business acceleration. In 2008, Sampoerna added more than eight Cigarette Production Partners, 15. 000 new employees, build a new factory in Jakarta, then â€Å"pelintingan† through partners increased by 8. 000 (PT. HM Sampoerna Annual Report, 2008). From those facts we know that the management did the right action to achieve success. Their action proved to be effective based on result they achieved. In early stages of acquisition, Martin Gray King takes the helm of Sampoerna. With his charismatic leadership style, like Putera Sampoerna did the organization growth rapidly in stable situation. Since May 27, 2009, John Gledhill took leadership role in Sampoerna (www. vivanews. com). Now we can recommend him what else he can do to maintain and improve Sampoerna performance. Before that, we have to analyze what make this acquisition works well. III. KEY SUCCESS FACTORS IN ACQUISITION OF SAMPOERNA The acquisition decision brings fears to Sampoerna’s employee. For most employees, the figure of Putera Sampoerna is not only perceived as a corporate leader, but also as a parent that is worthy enough to be considered as role. The acquisition feared would damage the harmonious atmosphere that had been created. Most of Sampoerna’s management was concerned in the decreasing of employee’s motivation. They were worried that there will be a reduction of employees (Yos Adiguna in SWA, 2007). Worker can produce 350 cigarettes/hour, while the machine is able to produce 8000 cigarettes/min. Thus, one machine is approximately equal to 1,500 people. Fears of uncertainty and cultural shock are major challenge to management that needs a planned change management action. Based on eight step model by Kotter, there are two main key success factors in this acquisition. First, they succeed in creating guiding coalition. Second, they make cultural change come last not first. On this part, we discuss about what management did align with some concepts developed by Kotter. 1. Creating Guiding Coalitions The change idea in organization usually comes from groups of people who realize the importance of a change to be done by the organization in order to work better in the future. But the idea is not always accepted immediately by some elements of the organization, such as the employee, the owner, or the CEO. This happens although they already sense the urgency to change. Even the CEO would not be able to make some change if he just fends for themselves without any support from the employees. In Kotter's Eight Step Process of Creating Major Change, Building Guiding Coalition is one of the early stages of important thing to make a change, because in essence a change who wants to do will not run properly if the plan change will not get support from elements of organization. If the plan to change is supported by an influential group of the company, the next process will be carried out more easily, especially in expanding the vision, mission, strategy and communication of the change process (Kotter, 1996:51). All top executives considered this thing when decision gets final. Putera Sampoerna summoned all the leaders and gathered them in one big room to announce the acquisition decision. Putera Sampoerna directly builds coalitions to notify changes. All the people obey the Sampoerna family ansd no one questioned the reasons behind the decision. Putera Sampoerna directly coordinate all these leaders, calling them as ‘change agents’ to transmit the spirit as change agents to all Sampoerna’s internal parties, and ordered them to spread the information to the lowest level within the organization (SWA, 2007). Realized this step should be arranged quickly, he make it quickly executed. Monday, 13 March 2005, the draft notification is made for the acquisition news sent to all employees of Sampoerna promptly at 9 am. Velocity in the notification is critical to prevent the rumors come from outside. After the information communicated to all employees, then they understand. At the operational level there was nothing really changed, except for expansion. What will they feel may be more adherences to the rules and improved overlooked. That does not mean that once Sampoerna not obey the rules, but the assertion that the rule is an area that could follow it becomes thick, because it is the value of Philip Morris. What makes Sampoerna’s change agent succeed in guiding coalition? Kotter said a strong guiding coalition needed – one with the right composition, level of trust, and shared objectives. In term of making right composition, first important thing is Putera Sampoerna and PMI’s leader at that time (Martin King) involved, engaged, and committed to the change. If Putera Sampoerna just let go without making a good coalition, maybe realities come contrary. Martin King continued his predecessor becoming the change leader in the organization so Sampoerna will ensure they have leader’s support for change. Putera Sampoerna also selected peoples who have strong position power, broad expertise and diversity, and high credibility within their circle of influence. When the information has spread, there was resistance from some parties, although a small number, including several directors. Some of them even chose to resign. Most workers accept the decision because management promised no changes in operations; all will still be working as usual. The resistance does not occur because of all the elements felt the certainty of their fate. Kotter (2009: 163) stated that resistance can occur because of fears of status uncertainty. Besides, the lack of resistance is also due to the factors of good communication and high level of trust in employee. After they had sufficient powerful persons and mutual trust, now it’s time to deal with what new shared visions. In Kotter, we need to create shared vision in coalition when all the members of the group want to achieve the same objective and real teamwork become feasible. Vision in this term is related with Martin King’s vision about Sampoerna in the future. Martin King demanded Sampoerna to improve acceleration, starting from the quantity and quality of products, as well as human resources, considering the very dynamic business changes. This is a key strategy of the future development of Sampoerna. Continuous improvement being implemented by the Sampoerna with employee development systems, management and control report, reward & punishment, as well as information technology systems / IT (PT. HM Sampoerna Annual Report, 2005). Vision and mission are translated into the main target. One of the targets that best describes the spirit of change in Sampoerna is to become a market leader in the national tobacco industry in the next five years. After building a vision and make measurable targets, then for all elements have to work harder than before achieving it goals. 2. Culture Came Last Not First One of change challenge faced from acquisition is cultural adjustment (Palmer, 2009: 105). In Sampoerna acquisition, the challenge is the cultural adjustment because both of two companies came from different countries, different area, different operating systems and procedures that can often lead to conflicts. The way in which this is managed can be a major determinant of the success or failure of merger. There will be a culture shock if it wasn’t treating properly. The cultural is refers to norms of behavior and shared values among a group of people (Kotter, 1996). Norms of behavior are common or pervasive ways of acting that are found in the group and that persist because group members tend to behave in ways that teach these practice to new members, rewarding those who fit in and sanctioning those who do not. Shared value are important concern and goals shared by most of people in a group that tend to shape group and that persist over time even when group membership changes. In the big company such as PMI and Sampoerna, one typically finds that some of these corporate cultures affect everyone and that others are specific to subunits. The culture that exists in the organization is the most powerful forced in change management, because: (1) Individuals are selected and indoctrinated so well (2) The culture exerts itself through the actions of hundreds or thousands of people, and (3) It happens without much conscious intent and thus is difficult to challenge. Because culture so powerful, when the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Management realized that the culture problem is one of the critical factors in the acquisition of the company. This will hamper the achievement of goals if the accumulation of it not at the right proportion. Therefore, he will not intervene in the existing culture and prefers to focus on the company's strategic plan forward. Sampoerna’s cultural remains will be preserved as such because prior to the acquisition, Martin considered that the culture in Sampoerna is already very good and strong – a local company with international workings (SWA, 2007). This is also the reason why he only brought 14 of his staff and entrust some of the top management to the the previous leaders of Sampoerna. PMI, basically from USA, has its American Culture. The style of American in being outspoken at giving opinion is very different to Javanese culture that tends do the contradictory. In American style, criticism is usually thrown straightforward and sometimes spicy but still in the context of work, not personal. On the other hand, Sampoerna’s staff is very polite, lack of courage in conveying thoughts in mind, and not straightforward. They are not talking about right or wrong, but rather to complement each other. Other Javanese culture will be maintained by PMI. One is in terms of product launch time, raising the selling price, and a meeting with the Javanese calendar system. Other culture, such as it’s a tradition that Sampoerna always budget cost for the â€Å"pawang hujan† at the launch of its products. PMI which is a foreign company, although did not understand, still follows these tradition. This made the PMI headquarters confused when auditing the financial statements because of the ‘unique' cost. Martin, as PMI representative in Indonesia must explain that this is common in Indonesia. PMI‘s culture was also signed to strengthen the existing Sampoerna culture. The use of English is increasingly common not only in top management but also in the middle management; both oral and written. In lingual matters, Martin did not have problem because he can speak Indonesian and Sampoerna himself always recommend English to be used by every employee (Hidayat, 2007). Culture acculturation can be seen in [Exhibit 2]. From those, referring Kotter, we can conclude that change in culture come to last not first. But, in this case we see in different point of view that culture problem prevent early. They know it will caused problem, so they prevent it with choosing company (Sampoerna) which has similarity in culture. The fundamental similarity is that both companies have a passion to become the market leader. Also, both have a behavior and a willingness to improve them to perfection. When judging Sampoerna, PMI found that culture in Sampoerna is good and strong, so they don’t need dramatic change, just little adjustment. Referring to Lewin’s theory of cultural formation (Kurt Lewin in Schein, 2004: 319-329), acquisition of Sampoerna has four phases. Four phases are the explorations phase, unfreezing phase, merge phase, and freezing phase. The first phase, exploration, should already be identified where the cultural similarities and differences between the parties, and goodwill to achieve the best should remain preserved. The second phase is to dilute the old culture to the parties in the merger. The third phase is merging cultures, or the forming of cultural synergy, usually by defining a new culture, through education or training, coaching, mentoring, and so on. The fourth phase or freezing is realized by various artifacts such as logos, colors, physical appearances of the building, and so forth, as well as organization’s system such as regulation, the definition of a new culture, reward & punishment, and furthermore, the stabilization is continue done by gathering activities, and so on. The first and second phase faced wisely by PMI so Sampoerna is now in the third stage, and was relatively easy to be done, because the critical point is in the second phase. PMI as the new owners did not implement their culture to be dominant. Similarly Sampoerna with the Javanese culture, that has a desire to become more globally. IV. RECOMMENDATIONS The next year, the story of Sampoerna has dramatically taken a new direction; the firm has suddenly moved from an Indonesian family-owned company to an American global company. As results, Sampoerna had to adapt itself and challenged major issues. The change process has been really successful and Putera Sampoerna passed the relay to Martin Kings and now to John Gledhill, avoiding too much troubles. Nevertheless, we can wonder what can be the reactions of the labor force if the company faced other issues in the future. For sure, even if John Gledhill is very skillful, he doesn’t have the aura of two former CEO. Then, the markets move more and more fast and conduct the company to adapt quickly. So, can the change process be implemented in the same conditions in the future? In other words, how the new CEO of Sampoerna can keep implementing successful change process in the future? Here are our recommendations. †¢ Building the Guiding Coalition The Sampoerna family has a really special place in Indonesian mind; the successful story of the company and the charisma of its leaders had led to create individual governance under the control of monarch-like CEO. Indeed, despite of the increasing size of the company and fast-moving industry, what Putera Sampoerna said, people did. Now, the situation is definitely different in many aspects. First, John Gledhill can’t have the same influence on the employees company as his predecessor. He is a foreigner, coming from a major global company and could be suspected not to focus on Indonesian interests, unlike Putera Sampoerna. Second, the tobacco industry is obviously an unstable sector. Law pressures, growing health considerations, strong competitions make the market more and more complex. Today’s business environment clearly demands an efficient decision making. Considering these two factors, it appears that leading the new company with the same leadership style could at least be very difficult and most probably impossible. So, to tackle that issue and build a relevant change governance structure, we can suggest John Gledhill to create a strong guiding coalition that can make change happen. As Kotter said, there are three steps in building strong guiding coalition. We recommend what CEO should do based on these. The first step of this process is to find the right people; that means people with strong position power, broad expertise, high credibility, and overall leadership and management skills. Being sure of leadership skills of the change team members is a key to achieve the goals and special efforts to assure of it must be done. Considering the structure of Sampoerna [Exhibit 3], we think that John Gledhill must involve each part of the organization to build the next guiding coalition. The first reason is that to be enough efficient, the guiding coalition has to be aware of all the aspects of the company. Indeed, in such a complex and fast-moving market, developing a vision and taking strategic decisions quickly and efficiently become more and more difficult. To succeed in the future, the CEO must lean on the specific knowledge of each department’s top managers. In fact, with such a coalition, the information would circulate faster and in better conditions. The other reason that supports this choice is the fact that if each division of the different departments are represented in the guiding coalition, then the trust inside the company would be reinforce. We consider that this kind of coalition is able to increase the feeling of sharing the same goals and doing things in the same direction. If people think that the quality of their job is decreased because other departments don’t go in the same way, they would low their efforts as results. So, concretely, we recommend John Gledhill to build the guiding coalition not only the director of each department but also the head of each subdivision. Considering the organization structure of Sampoerna, the coalition will consist of 25 persons. One obstacle is to assure that the directors and managers have sufficient leadership skills to join the guiding coalition. We suggest John Gledhill measuring their ability to do the job properly and take the decisions required if not. That means don’t hesitate in firing the weakest people and hiring good leaders to increase the efficiency of the coalition. The next step of building a guiding coalition leans on creating trust among the team. Team building today usually has to move faster and Sampoerna’s CEO must conduct the process efficiently by using carefully planned off-site events with lots of talk and activities. The last step deals with the necessity to develop common goal inside the team work. Typical goal that can be chosen for Sampoerna is a commitment to excellence, a real desire to make their organization performs to the very highest level possible. Indeed, the common goal must be both sensible to the head and appealing to the heart. The combination of these elements leads to a powerful coalition with the capacity to make future change happen despite all the forces of inertia. †¢ Developing and Communicating A New Vision The success of the change process in Sampoerna must not hide the fact that some employees can feel uncomfortable with the growing uncertainty in the company. An acquisition is a major change in the mind of people, even if processes in operational level don’t change in the first time. Martin Kings had to be aware of this issue and deal with decreasing the potential fears or skepticism inside the company. Now Sampoerna lead by John Gledhill and he has to aware those concern too. Developing and communicating a new vision is the solution to give to people the answer to their question. In fact, in order to implement future change in the company, vision is definitely essential. If new vision is not built, the feeling of risk and, so on, resistance to change could be an unsolvable problem when implementing a new change. Moreover, it allows simplifying many detailed decisions, it motivates people to take action in the right direction, and helps coordinate the actions of different people. We can recommend Sampoerna’s CEO assuring that the vision is imaginable, desirable, feasible, focused, flexible, and communicable to be understood and shared by the whole company. For instance, next vision could be becoming a strong global brand able to develop itself on international markets. Then, to communicate the vision, John Gledhill and his guiding coalition have to respect key elements in the effective communication. Metaphor, analogy and example must be preferred to incomprehensible jargon and must be communicated many times under multiple forums (big and small meetings, memos, newspapers, etc). Furthermore, behavior from important people must be appropriate to reinforce the message: they have to act as examples, try to explain seeming inconsistencies, and listen to people interrogations. To sum up, the new vision or strategy of the company is an essential step to anticipate future change process. People must understand and share the company vision to involve fully in the necessary change. †¢ Anchoring New Approaches in the Culture When Martin Kings took the head of Sampoerna, he underlined the fact that PMI believed in the former corporate culture. He said that the Javanese company was really adapted to the Indonesian market and that the new orientation of Sampoerna would still lean on the values built by the founders. Philip Morris, as a global company, is experienced in such an acquisition and executives are obviously aware of how anchoring new approach in the culture of a company is difficult. So they decided to take time before dealing with that sensible issue. Therefore, even if Sampoerna’s corporate culture seems to be efficient, PMI has to integrate little by little its own values. Indeed, being part of a global company means share a common main culture (particularities can obviously survive). We can recommend John Gledhill first to be patient: the acquisition has just happened and people must be really sensitive regarding that kind of change. In fact, culture can be considered as the last step in change management process. Moreover dealing with culture issue is very difficult because of its own nature. Some aspects are almost not visible and some others not at all. Saying that doesn’t mean doing nothing; we suggest John Gledhill to implement few changes in the approach of each step of the change process. That means he has to give to Sampoerna a â€Å"Philip Morris Touch†, especially considering efficiency and results. We think that managers and mid-level managers are able to disseminate the values if they are involved enough. To conclude, anchoring new approaches in the culture would be very difficult, John Gledhill must do it very patiently with a great humility if he wants to success. V. Conclusion Overall, the steps taken by management in conducting a post acquisition changes are very good, especially in a guiding coalition and cultural adjustment. In building a guiding coalition, management can create a coalition based on the right composition based on the strong position power, broad expertise and diversity, and high credibility within their circle of influence. In addition, management has succeeded in creating a level of trust between the members, and has a good ability in shared objectives. Management also can overcome the cultural problems faced after the acquisition, the many cultural similarities that owned by PM and Sampoerna cause the process of cultural assimilation is not working too complicated. Although in essence PM have a different culture with Sampoerna, Management still retain the the old culture to avoid cultural shock within the organization. Bibliography Books Kotter, J. P. 1996. Leading Change. Boston: Harvard Business School Press Palmer, Ian. , Richard Dunford, and Gib Akin. 2009. Managing Organizational Change. New York: McGraw-Hill Schein, Edgar R. 2004. Organizational Culture and Leadership. USA: John Wiley & Sons. Newspaper and Magazine SWA Magazine. HM Sampoerna: Padukan Budaya Lokal dan Multinasional. Kamis, 01 Februari 2007. ____________. Ketika Timur dan Barat Menyatu. Rabu, 06 Februari 2008. Tempo Magazine. Indonesia Pasar yang Menggiurkan Bagi Industri Rokok Asing. Senin, 22 Juni 2009. Electronic Reference Sampoerna’s website. http://www. sampoerna. com. Accessed at October 27, 2009. 16. 40 PM http://berita. liputan6. com/ekbis/200503/97974/class='vidico'. Accessed at October 27, 2009. 15:30 PM http://bisnis. vivanews. com/news/read/61146-john_gledhill__dirut_baru_hm_sampoerna. Accessed at November 5, 2009. 13:30 PM Kurniawan, Agnes. 2009. Why Putera sold his Sampoerna. Accessed at October 27, 2009. 15:30 PM. ______________. 2009. Analisis Industri Rokok Nasional 2007-2008. Accessed at October 27, 2009. 16:38 PM. ______________. 2009. Kenapa Philip Meminang Sampoerna dengan Mas Kawin Sedemikian  Besar. Accessed at October 27, 2009. 16:30 PM. ______________. 2009. Perubahan Sampoerna di Tangan Philip Morris. Accessed at October 27, 2009. 16:22 PM. Taco, Tuinstra. 2007. A New Chapter. Accessed at November 2, 2009. 15:12 PM. Institution Central Board of Statistics, Indicator of large and medium enterprise, various years (the latest publication was in 2004) PT. HM Sampoerna Tbk. Annual Report 2005. Jakarta. 2006. __________________. Annual Report 2007. Jakarta. 2008. __________________. Annual Report 2008. Jakarta. 2009. Exhibit 1 NATIONAL CIGARETTE INDUSTRY MARKET SHARE 2003-2008 (in percent) |COMPANY |2008 |2007 |2006 |2004 |2003 | |Djarum |18. 0 |20. 4 |17. 2 |18. 26 |18. 71 | |BAT Indonesia |2. 4 |2. 3 |2. 2 |2. 54 |2. 86 | |Others |22. | |Batik uniform, black dress. |Batik uniform, black dress. | |Meeting date: 9, 17, 29. |Meeting date: 9, 17, 29. | |â€Å"Pawang hujan† when launching products. |â€Å"Pawang hujan† when launching products. | |Employee rather reluctant to talk with the boss ( Javanese |Employee more outspoken sharing their opinion ( Straight to| |preferred manners. |the point, provoked more sales-oriented, more creative, and| | |more initiatives with a global outlook. | |At managerial level, everyday conversations in English | | |People are encouraged to become more high-achiever, with | | |opportunity in career development, to branches of PMI in | | |another country. | Sourc e: SWA Magazine, February 6, 2008. Exhibit 3 SAMPOERNA ORGANIZATION STRUCTURE [pic] ———————– [1] Cited from company’s website; http://www. sampoerna. com; accessed at October 27, 2009; 16. 40 PM [2] Cited from http://berita. liputan6. com/ekbis/200503/97974/class='vidico'; accessed at October 27, 2009; 15:30 PM ———————– [pic] Source: Annual Report, 2005-2008 Figure 1. Sampoerna’s Net Income and Sales 2004-2009 We provide general recommendation to CEO of Sampoerna about building guiding coalition and anchoring new culture post acquisition of Philip Morris. Acquisition gets its objectives and makes significant results to organization. What makes it succeed? What should they do next in term based on their key success factors? DOSEN Dr. Ningky Sasanti Munir, MBA Ir. Setiadi Johar, DBA Soekono Soebekti, PhD Tjahjono Surjodibroto, MBA WIJAWIYATA MANAJEMEN ANGKATAN LXI STM PPM MANAJEMEN JALAN MENTENG RAYA NO. 9. JAKARTA [pic] Source: Annual Report, 2005-2008 Figure 2. Sampoerna’s Market Shares 2004-2009 ———————– 2

The Impact of Globalization on Food, Fashion, Film, and...

â€Å"The World Bank defines globalization as the growing integration of economies and societies around the world† (America.gov, 2006) For me the impact of globalization when it comes to food fashion, film music and dance is when like minded groups come together from all different political dynamics that create virtual communities across the world. Globalization and food can be looked at in various angles. Globalization with how we purchase food to how food safety and consumption is important. Americans care where they source their foods for not only safety practices but also concern about health problems related to farming methods. Over the years environmental concerns have grown with the quality of soil that yields food, pollution, air†¦show more content†¦Globalization and film can often be associated with the weaknesses and strengths of a film. Without film, different cultural would not be able to showcase their cultural through the movies produced. Film impacts me not only with action films, and romance but through cultural and globalization of different cultural and global beliefs and rituals. Film is an art that I greatly appreciate. Globalization in music is quite different as gender, trans-nationalism and sexuality change in each type of cultural music. Western music may inquire repertories from contemporary process through travel, migration, and imperialism. Sexuality and gender is often a large part of Western music (Dwinell, 2011). Cultural is expressed in different types of music. Listening to different types of music brings cultural to a person’s daily activities as well as even impact a person’s beliefs. Music impacts me greatly, because I am a well rounded individual who like pretty much all types of music minus Christian and Country. Globally individuals come together to support their music group. Music is an art; listening and appreciating culture through music is amazing. People are able to express themselves in music but also in dance. Dance through classical ethnic or cultural movements that can be fusion, classical, romance and love is expressed with some artist. Through globalization dance movements and drama is addressed with artist identity. (California,Show MoreRelatedSpending by university students has been known as a significant component of entire consumer900 Words   |  4 Pagesconsumer spending in the South Africa. According to() it is estimated that university students, i.e., full-time students registered in third year institutions, who signify about one-third of all students, spend more money on important items such as rent, food, clothes, cell phones, tuition, and books. Others spend their money on extras (Ring 1997). Spending by university students may be very vital to local societies because numerous residential institutions are big relative to the size of their mass communityRead MoreGlobalization And The Speed Of Globalization1726 Words   |  7 PagesThere has been acceleration in the speed of globalization in current years. Its scope has too widened past the realm of economies to involve the domains of cultural, political and social practices and norms. This powerful shove has been connected with far-reaching cost for economic well-being, political processes and social structures in countries across the world. The diverse parts of the entire world have actually become so co-dependent in so many respects that it is not possible any longer toRead MoreThe Globalization of Culture: Cultural Homogenization1707 Words   |  7 Pagesor way-of-life. With the dawn of globalization, however, cultural variety and distinguishing characteristics are vanishing; giving rise to a monoculture common to all . While this may be a harbinger of unity and relatedness among all people of the world, it also damages the unique cultural identities they once took pride in. This paper discusses the effects of globalization on culture, along with its positive and negative effects. Since the effects of globalization on culture are non-exhaustive, itRead MoreThe Influence of the Western Culture on the4363 Words   |  18 Pagesto see how do we recognize these system of symbols? The answer to this question is provided by Williams who says that culture can be judged or embedded in music, literature,lifestyle, painting and sculputure,theater and film and similar things (Williams, 1976). These dimensions are common to all cultures. In the foreface of the rapid globalization and the interaction in the past, these dimensions of various cultures are often influenced by each other. The following Paper discusses the influence ofRead MoreDoes Globalization Diminish Cultural Differences3759 Words   |  16 PagesGiorgia Frizzi, 23rd July 2010 Globalization, Localization, Glocalization Research Paper. Does globalization weaken cultural diversity or does it foster it? Effects of Globalization in Cultural differentiation 1. Introduction. As some of us may know, the term â€Å"globalize† started being used in the modern times. However globalization as an idea has been brought up since even before the 1500’s when people started forming connections between communities, and therefore creating forms of communicationRead MoreThe Social Construction Of Contemporary Youth Cultures2156 Words   |  9 Pages(i.e. information technology, communication, fashion). As we know, globalization is considered to be the process of ideas, goods and communication flowing cross-border with unprecedented speed, range and volume. It is regarded as the presence of the same lifestyles, products, consumption patterns, and cultural experiences across the globe, across many economically AF fluent or economically poor countries of the world. (Firat A F, 1997) This globalization and reproduction from markets and their productionsRead MoreCan Globalization Be Made For The Poor?3039 Words   |  13 PagesCan globalization be made to work better for the poor? Discuss with reference to at least one country in the developing world. Introduction Globalization is not a new concept. It is just advancing faster now a days, faster than ever before but it has been around hundreds or some may argue thousands of years ago. It has never had any single meaning nor had it has any definition without disagreement. It has always have different meaning to different people. Globalization is such an issue which isRead MoreAmerican Popular Culture and Its Impact in a Globalized World8501 Words   |  35 PagesAmericans, after all, did not invent fast food, amusement parks, or the movies. Before the Big Mac, there were British fish and chips. Before Disneyland, there was Copenhagens Tivoli Gardens (which Walt Disney used as a prototype for his first theme park, in Anaheim, a model later re-exported to Tokyo and Paris). Ââ€" Richard Pells 1. Introduction No matter what corner of the world, it is more than unlikely to walk up to an adoles-cent, mention the names Jennifer Lopez, MadonnaRead MoreGlobalization of Korean Popular Culture in Asia4150 Words   |  17 PagesGlobalization of Korean Popular Culture in Asia 1. Introduction Since 1990s, Korean Popular Culture has had a strong influence in Asian countries, including China, Hong Kong, Taiwan, Japan and Singapore. This new popular cultural phenomenon in Asia is called the â€Å"Korean Wave†, also known as hallyu in Korean pronunciation, which refers to the surge of popularity of Korean popular culture abroad, particularly in Asia(Kin 284). The â€Å"Korean Wave† is first coined in mid-1999 by journalists in BeijingRead MoreTo What Extent Has Globalisation Influenced One or More Aspects of the Culture in Your Country? Illustrate Your Answer with Examples1945 Words   |  8 Pagesincludes the expansion of Hollywood film, fast food and hip-hop music in many countries. The influence of globalisation on music is significant in China, especially for youth music. For instance, English words are used commonly in Chinese pop songs and Chinese rock and roll bands are developing; the music styles of hip-hop and RB have been adopted into Chinese pop son gs and have achieved success. In the first part of this essay, I will define the concept of globalization and then go on to discuss it in

Pictures of Colonial Revival and Neocolonial Houses

Pornography And Its Effects On Women - 861 Words

While pornography is not only degrading to women, it is degrading to men as well because it is mostly deemed unethical, it is viewed based on Ethical Theories and moral reasoning, and it is not always intellectually stimulating. Pornography is printed or visual material containing explicit description of sexual body parts or activity, intended to stimulate erotic versus emotional feelings. Depending on the manner that the pornography is brought about it can be stimulating to some, but have no effect on others. To me this is considered to be a two part question. From my point of view porn does not affect me. I don’t believe that it is degrading to women, if the women willingly consent to performing these sexual acts. In the pornographic photos or videos the men are also exposing themselves. Between the two people performing the acts I actually don’t think it is degrading to either party when there is a mutual agreement between the two parties. There are levels of pornogr aphy; pornography to me is a one-sided situation. For instance, when one person in a perverted state of mind exposes him/herself or performs sexual acts with a child or someone who does not believe in public sexual content. Which draws a line to whether pornography is ethical or unethical? The Ethical Classical Theories I believe go head to head with pornography are Utilitarianism and Deontology. When determining whether or not pornography is ethical or unethical you should always think whether the act wasShow MoreRelatedThe Effects Of Pornography On Men And Women1246 Words   |  5 Pagesprolonged exposure to porn affects men and women, more specifically how it affects the hypothalamus in the male brain. Men watch more porn than woman so I first hypothesized that this difference in viewing weakens the hypothalamus and in turn leads to desensitization with the act of natural sex. I then found scholarly sources to support my overall claims. 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Yet Christians are often ignorant of its impact and apathetic about the need to control this menace. Pornography is an $8 billion a year business with close ties to organized crime.The wages of sin are enormous when pornography is involved. Purveyors of pornography reap enormous profits through sales in so-called adult bookstores and viewing of films and live acts at theaters. Pornography involves books, magazines,Read MoreShould Pornography Be Restricted?1492 Words   |  6 PagesThe controversy over whether pornography should or should not be restricted has been a widely debated topic over the past few decades. Proponents of such restriction bring to light the degrading message pornography depicts that perpetrates the silencing of women. Even though the silencing and subordination of women is a real phenomenon, the overall significance and effect the pornography industry has on it seems widely overestimated. Furthermore, the implications of such restriction seem far moreRead MoreNegative Effects of Pornography Essay1287 Words   |  6 Pagesprofile, Men who fit the rapists profile are also more likely than other men to have high levels of arousal in response to violent pornography. The Family and Pornography -Married men who are involved in pornography feel less satisfied with their conjugal relations and less emotionally attached to their wives. Wives notice and are upset by the difference. -Pornography use is a pathway to infidelity and divorce, and is frequently a major factor in these family disasters. -Among couples affectedRead MorePornography And Its Effects On Society1074 Words   |  5 PagesPornography and Its Effects What is pornography? Porn or porno is any visual, audial or printed material, created with the sole purpose of bringing arousal or sexual excitement to audiences. 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Propasal For Quality Development Healthcare-Myassignmenthelp.Com

Question: Discuss About The Propasal For Quality Development Healthcare? Answer: Introduction: It is human nature to complete any task with the shortest methods and by spending the last time on the task. Healthcare professionals are no less and therefore these activities often lead to many adverse as well as legal complicacies. These actions may lead to or be a result of at risk behaviors (Carayon et al. 2014). Often at risk behaviors taken by the health care practitioners result them in compromising the patient safety. Due to the immediate benefit they get, they fail to look at the harm they are exposing the patients to harm and making them risk their lives (Graban 2016). As these behaviors often result in saved time, convenience and comfort, the perceived benefits of taking shortcuts gradually tend to make the healthcare practitioners more exposed to making it a habit. Often the most harmful effects ha are noticed in the hospitals due to his at risk behaviors of the professionals are medication errors (Van Bogaert et al. 2014). Medication errors mainly take place when nurses follow improper routes of drug administration, improper application of medicines without seeing the expiry work or without even seeing the names properly, improper timing of the medication administration, overdose or under dose of medications and many others (Laschinger 2014). Hence, due to all these errors caused by the nurse either due to at risk behaviors or due to ignorance of taking their profession seriously, the main sufferers are the patients (Tourangeau 2016). As a result the quality of care provided is compromised and even the patients have longer hospitals stays, poor health and overflow of resources. Available knowledge: Medication error is found to be one of the main reasons which harm the quality of the care which is provided to patients. Often nursing professionals and the doctors who tend to provide medication to patients are the main people who are responsible for the blunders. Different types of errors are noted any researchers over time which not only increases the risk of the lives of patients but also tend to increase their status in hospitals and sufferings (Hall et al. 2016). Some of them are the inappropriate crushing as well as slicing of the medication, in adequate use of fluids and also improper food and antacid ingestion with medication. Others include incorrect administrations of neutral fluids, expired or incorrect medication administration and also under dosing or overdoing of medication. Moreover misdiagnosis and incorrect prescription use and also incorrect duration and frequency of medication make the patients vulnerable to danger. Researchers have stated that many of the errors can be avoided by paying attention as well as strictly adhering to instructions that were told to them during their training courses. Often besides at risk behaviors as one of the major factors for medication errors, others have been also noted like the facilities being understaffed, lack of experienced workforce and certified nurses, exposure to huge workload, burning out due to job stress and many others (Burston, Chaboyer and Gillespie 2014). Some other organizational flaws include improper monitoring bodies, falling short of standards due to resource allocation., inappropriate provision of help to newcomer nurses, lack of proper policies , lack of medical equipments and many others (Auer et al. 2014). Therefore, in order to get over the all the barriers and provide a quality and safe care to patients, modification of hospital organizations and work environments are extremely important. Rationale: A governing body would be applied to action that would be in charge of the first intervention which would be bringing an overall change of the work environment. These would be structured by including management and leadership; proper workplace deployment, work processes as well as organization culture which would promote the environment of safe medication administrations the second intervention would be allocating experienced senior nurses in the ratio of 1.10 who will mainly be monitoring the ways by which nurses are providing medicines to patients (James 2013). They will be mainly allocated to note down the skills of the nurses and to look over how to develop the skills for better administration. Thirdly, there should be allocation of the nurses in teams which would comprise of a manager, two senior nurses and four junior nurses along with enrolled nurses. The manager would be mainly helping in developing a teamwork spirit among the healthcare professionals. Research shapes that of ten working in a team boosts up the spirits of those who show at risk behaviors or those who are morally not confident. Teamwork increases collaborative work which in turn helps them to learn from each others mistakes and develop skills and knowledge. Fourthly, training classes should be introduced and a groups of trainers would be allocated who would mainly provide importance to incorporating evidence based practices o the nurses sp that they can easily take the help of evidences whenever they are confused or whenever they are in dilemma of following a medication plan of a patients. Fifthly, the higher powers of the organization mainly of the directors and Ceo should encourage and take initiates to encourage a vulture of safety (Johnson et al. 2014). By the term, one means maintaining a the product of the individuals as well as group values, attitudes, competencies, patterns as well as proficiency of the health and safety p[programs. Often both individuals and team motivation and s atisfaction develops and atmosphere where those who are lagging behind develop the capability t try their best to overcome their false and negative aspects and emerge out with right sets of skills and knowledge s. Researchers have shown that organizations with positive safety culture always remain guided by mutual rust and shared perceptions of importance of safety and confidence in different error preventing strategies. Specific aims: Appoint a governing team who will mainly develop the work place environment with the placements of correct types of employees with the bets skills and the knowledge so that the changes of administration error can be cut out from the very beginning. Allocation of senior nurses who will closely monitor the nurses during their medication administrations schedules to observe their skills and help them by advancing them for better options if available. They would also check whether anyone is showing at risk behaviors. Teamwork should be initiated o encourage a safe administration procedures Training classes will be arranged with efficient trainers which would be held tri monthly. Development of a culture of safety which would be influenced by the higher power officials. First interventions: The first intervention would be to develop a governing body who will help in maintaining the workplace environment which will in turn promote a sage practice in administration of medications. They would mainly report after researching the environment about the perceptions of the nurses and other professionals and at the same time will give ideas about how to overcome the present adverse dissatisfactions among professionals. They will also note down the issues that the nurses are facing in maintaining safe practice. These committee would recommend changes after reasrching the environement in important domains like management and leaderships, workforce deployment, work processes, and organizational cultures (Starmer et al. 2014). Hey will minly stress upon important factors when they would recruit new members like effective decision-making that values the contributions of nurses, appropriate staffing that matches skill mix to patient needs, effective, skilled communication, true collab oration that is fostered continuously, meaningful recognition of the value of all staff and also authentic leadership where nurse leaders are committed to a healthy work environment and engage everyone (Haw, Stubbs and Dickens 2014). They will mainly be responsible for initiating an environment where safe practice of medication administration would be the very core. The main persons who would be forming his committee: Eminent healthcare researchers with specialization of management and leaderships in healthcare sectors. Recruiters of the HR departments who will themselves have the degree of nursing Senior officials of the wards who will be co-judging the capabilities of the new entrants. The second intervention is allocating senior nurses who will be assessing the skills of the registered and enrolled nurses junior to them and also at the same time will be providing them with valuable suggestions about how to develop their skills. Moreover, they would also provide help to any nurses who come for heir guidance (Ausserhofer et al. 2014). The main individuals who would be allocated are: Senior nurses who are more than 10 years experienced Senior nurses who are specialized in medication programs of patients. The third intervention would be creation of teamwork and collaborative approaches should be implemented. The main help of working in teams would be that those with at risk behaviors would be encouraged by their colleagues to withdraw the behaviors and becoming more responsible. Moreover, working in teams increases enthusiasm to work much better when all other are excelling in the professionals. Moreover it also creates a collaborative environment where the weak professionals would be helped by their mates and the more skillful professionals always come forward and help others to overcome their barriers. Clinicians working in a team will be making few errors when they will be working together, utilize well planned as well as standardized processes, know team members as well as their own responsibilities . They would also be monitoring their colleagues work performance which will reduce chances of errors. The persons who will be appointed Team leaders who would have degree in management in healthcare and also have nursing license Senior nurses who will mainly be promoting the culture of teamwork by proper task allocation Junior nurses and nursing students who will be conducting the medication practices. Managers who will be monitoring the entire process. The fourth intervention would be o conduct training classes not only for at risk students but for all the nurses trimonthly. Besides, training the at risk behaviour showing patients of all the legal issues which might harm their career, it also becomes important to make every professionals know the recent trends that are followed and how they could use different new methods to cut down their medication errors by using the evidence based journal articles (Wheeler et al. 2013). This would help them to develop their skills and also to remain up to date about recent trends. The person would be allocated are Trainers who have years of experience in handling nursing professionals Coordinators who will be scheduling the classes and will be deciding the content of discussions Managers who will be monitoring the entire training workshops and will eventually report any discrepancy or absenteeism The fifth intervention would be to develop a culture of safety in the hospitals. This would require a strong as well as committed leadership by the executives, hospitals staffs and also hospital boards. His would mainly involve essential elements of effective safety culture which include commitment of leadership to safe as well as empowering, engaging all staffing in ongoing vigilance (Chukmaitov et al. 2015). These would be done by nonhierarchical decision-making, constrained improvisation, rewards and incentives, communication as well as communication. The important things which would be incorporated are reporting culture, flexible culture , learning culture and wary culture with just culture. The important people would be The board of directors The staffs working hospitals The managers appointed Study of interventions: Proposed approach chosen for assessing the impact of the intervention(s): A monitoring body will be allocated with the chief officials as well as the quality analysis head officials who will conduct a research mainly based on observational study of the workplace environment, the complaints lodged in the five months and also the skills which have developed over the months. They will visit every wards randomly in different days and note down the complaints and also monitor the skills. They will interview the nurses and note down their own perceptions of the impact of the interventions. Moreover patient feedback forms would also be analyzed to develop an idea about what the patient think about their safety concerns and how were they related by nurses (Westbrook, et al. 2015). These would also give an idea about the impact of the interventions on safe practices of medication administrations. Proposed approach to be used to establish whether the observed outcomes are due to the intervention: The best approach which will help to study the impact of the interventions would be to conduct a survey on the perception of the patients with the safety they experienced in medication administration. For this a pre-intervention as well as post intervention surveys should be conducted. The first survey would help in knowing the patients views and perceptions before the interventions are proposed and the second survey would be 5 months after the interventions are produced. These would help us in indentifying the changes which have taken place and also help know the domains that still require more modifications (Weng et al. 2015). Proposed measures: The first approach would require proper observational study which would be conducted by the committee appointed. They would interview the patients after the intervention to know how they like he present services. He nurses would be interviewed to know how they are getting accommodated to the changed environment and how they now perceive their progression. Their perceptions are necessity to consider the interventions are successful or not. Observational study of the working environment will help them to note down both the positive changes and the negative aspects that get noted. For the second approach, the patients who are admitted to the hospitals would first be taken surveys before the interventions are laid. The surveys should be kept in proper storage. After five months of the interventions, the present patients would be again asked the same questions. Their answers would be compared. Following the answers, decisions would be taken by the heads and accordingly new modified interventions would be introduced if needed (Anzai, Douglas and Bonner 2014). Proposed analysis: He observations noted by the researchers would be jotted down on a piece of paper and then sequentially arranged in to positive aspects and negative aspects. All the positive aspects would be further proposed for continuing the same interventions. The main reason and cause of the negative aspects would be identified and the interventions that resulted in negative aspects or in failure of the achieving of goals would be modified by them. After discussion, new interventions would be proposed. Form the interviews, coding would be done separately from the patients and that of the nurses. Following repeated codes which are frequently reflected would be taken into considerations and would be made into proper written documents and circulated among the board members to discuss the interventions and its efficiency (Vaismoradi et al. 2014). For the pre-intervention and post interventional studies, the survey results will be statistically conducted and the results will be analysis eventually. Following the results, it would be possible to come to a conclusion that whether the interventions had brought positive results or still more work is needed. Ethical consideration: Cases should be taken that the data of the interviews are not leaked. Maintenance of confidentiality as well as privacy should be maintained. Care should also be taken that no participants are forced to participate in the study. Moreover they would also not be forced to answer any questions that they are not comfortable with. The documents should properly be signed by the participants so that no legal obligations arise later. While conducting the surveys and interviews, the main study would be described in details and no information should be kept in darkness. These would cut down the chance of legal obligations (Kalisch and Xie 2014). Limitations: As observational study in the first approach should be conducted and therefore there might be high chance that the healthcare professionals become careful and properly provide medication to patients. Hence in that case, assessment of skills for nurses would not bring out the best effects. Moreover, as interviews would be conducted, there is also high chance of biasness as the interviewers would be form nursing fields only. In the second approach, as the post test would be done after 5 months, therefore time constraints are greater barrier. Budget may also be a high constraint as two intensive approaches have been proposed for quality analysis. Conclusions: Medication error is one of the most important issues that has been deteriorating the quality of care provided to patients by the healthcare professionals. Often at risk behaviors of professionals, work pressure, shortage of nurses, lack of support from higher authorities, confusions due to inexperience and many other remain the main factors, therefore interventions like changing of workplace environment, allocation of senior nurses and monitoring bodies, teamwork and collaborative approach, training sessions and maintaining a culture of safety all would help to change the scenario and develop safe practices in medication. Different researches would be conducted to test the interventions and according to the findings, further decisions would be taken. If the interventions become successful, culture change in workplace are possible which will develop the quality of the care provided by nurses and will in turn help to develop the reputation of the organization. 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