Portfolio Essay Example | Topics and Well Written Essays - 250 words

Portfolio - Essay Example I am, however, still having difficulties in more difficult English words, those that are not usually used in the every day life or in the regular textbook. I still find myself searching for the meaning of these words. Also, I’m still having problems in writing English paragraphs because I tend to write the same words in the different sentences within the same paragraph. This is because I still need to further expand my knowledge of English words and their synonyms. However, I know that I can still add to my knowledge in the English vocabulary by exposing myself more to this language through reading English books, papers and articles and through interacting with other people who are native English speakers and writers. Before taking this class, the English grammar was the most difficult area for me. As I am not used to writing or speaking English sentences, my sentence structure in English was not really that good. The grammar pre-test that we took at the start of this class really showed that grammar is a big weakness for me. But after taking this class, I can say that my English grammar has significantly improved. The lessons on verb tenses and the subject – verb agreement could be simple lessons for those who are good in writing in English but for me, these two lessons were challenging ones because they are at the core of what I needed to correct in my grammar. Although these lessons were hard for me, they have helped me improve my grammar in this aspect. Reading the two textbooks, the reading strategies and the improving study skills have also exposed me to proper English grammar. Of course, as I am still developing my English skills, I still find it hard to write English sentences prop erly. Sometimes, it is easier to go back to my old English grammar rather than to have to think things through to ensure that the subject and the verb agree all the time, that I am using the proper verb tense and that

It has been said that the UK supermarket sector is an oligopoly Essay

It has been said that the UK supermarket sector is an oligopoly - Essay Example ...................................... Conclusion............................................................................................................ References It has been said that the UK supermarket sector is an oligopoly Introduction The UK supermarket sector is most definitely properly defined as an oligopoly based on the market structure that guides its business principles, the relevance of the consumer in building business strategy, the level of interdependence between competing supermarket companies, and the sector’s influence in pricing and supply within its market. An oligopoly is defined as â€Å"a market dominated by a small number of participants who are able to collectively exert control over supply and market prices† (investorwords.com, 2011, p.1). It is the interdependency between the few firms, such as Morrison’s and Aldi, that makes this market sector an oligopoly in relation to marketing efforts and pricing structures that drive strateg ic intentions. This paper describes the market characteristics of the supermarket sector in the UK that label these businesses as part of an oligopoly. The market structure All of the major supermarket competitors in the UK maintain a high degree of market share in the foods industry and are affected little by smaller competitors in terms of profitability. An oligopoly is able to affect the market by maintaining this high market share and control by being able to influence pricing negotiations with suppliers who rely on their continued successes in order to, themselves, remain profitable. This is what characterizes an oligopoly when a market is dominated by only a handful of large-scale competitors. In this structure, firms can have either differentiated or non-differentiated products offered to consumers where advertising and marketing objectives characterize one of the most important features related to business strategy and competitive behaviours (Boyes & Melvin, 2005). Why is th is? Supermarkets rely on consumer attitudes and behaviours to ensure they remain profitable which are always subject to fluctuating demand schedules and eating habits. Also based on price, consumers will choose one competitor over another in this market structure which drives the necessity for more innovation in marketing and the routine environmental and competitive analyses required to remain successful and profitable. Under macroeconomic theory, an oligopoly is considered to be the most realistic market structure since there are a diverse range of externalities and internal business behaviours that impact whether the firms gain higher volumes of market share in a local or international region (Boyes & Melvin). These supermarkets in their oligopoly maintain a downward-sloping demand curve where the shape of the curve is directly related to consumer behaviour patterns and the behaviours of competition in relation to strategy, marketing and advertising. This is why the supermarket s ector in the UK is considered the most realistic of market structures as the importance of competitive behaviours and marketing are in-line with contemporary business practices with most non-supermarket organisations. Because of their dominance in this market sector, suppliers are made weak when considering consumer-based commodity products (quickmba.com, 2011) as they rely directly on the purchasing power of the supermarkets to maintain their production levels, adequate staffing and overall operational strategies related to the intent of building higher profitability. This gives

Indonesia Development Case Study Example | Topics and Well Written Essays - 2500 words

Indonesia Development - Case Study Example Another major reason is the widespread corruption existing there. Rise in public expenditure and widespread reforms in judicial systems and police service can be suggested as the major policy options for alleviating the current situation. More focus needs to be given to the health and education needs of poor. These need assistance from international organizations like World Bank. According to (Seers 1989, 485), development cannot be measured in terms of economic development alone. This is because for economic development Gross Domestic Product is used as the main indicator. This indicator is only an aggregation and hence in a country with significant poverty, a luxury item like car will be counted more than an essential commodity like food items. Hence, GDP can overestimate the level of development in a country (Seers 1989 486). Further, economic development need not always lead to human development. It involves development in terms of combination of social, economic and political development rather than economic development alone. Therefore, development needs to be measured in terms of a combination of economic and social terms. Based on the above definition of development, the current level of development in Indonesia is assessed. The major indicators of development used are economic and social indicators. For indicating economic development, the growth rate of GDP, inflation, money supply, foreign exports and imports and foreign investments are used. The main social indicators used are population growth rate, infant mortality rate, life expectancy, school participation rate, adult literacy rate and unemployment rate.Further, the reasons for the current level of development are also examined. Finally, the main policies to be adopted for improving the current level of development are suggested. How to implement these policies and what assistance is needed for the country to improve the situation are also examined. 2. Current Level of Indonesia's Development and its Reasons In terms of economic development, Indonesia achieved considerable growth since 1966 (Hill 2000, 11).From 1969 to 1997, there has been a rapid rise of about 150 percent rise in GDP in Indonesia. In this period, service sector has been following the economy's overall growth very closely (Hill 2000, 11).The main reasons for the sustained economic growth in this period have been suggested as high investment rates and thereby rapid technological transfer (Dick and Vincent 2002,354).Money supply growth and Inflation were all under control in this period(Hill 2000,30). At present, Indonesia has an economic growth of 4.2 percent, which is the highest in South East Asia though this was less than the GDP growth of 6.2 percent in 2008(Asian Development Outlook 2009,136). This decline might be due to the global financial crisis of 2008. Private and government consumption grew by 5.4 percent and 18.0 percent while investment declined slightly in 2009. Service sector has been the major contributor to GDP growth followed by industrial and agricultural sector in 2009.Inflation declined to 2.7 percent in 2009 from 12.7 percent and poverty incidence measured by the national poverty line declined to 14.7 percent in 2009 from 15.4 percent. Net foreign investment inflows are $3.5 trillion in 2009 and balance of payments recorded a surplus. The trends in foreign trade show that the

Ancient Egyptian architecture had a number of well known generic Essay

Ancient Egyptian architecture had a number of well known generic building types (pyramids, Mortuary temples and so on). Select o - Essay Example The word ‘pyramid’ was adopted from the Greek word of ‘pyramis’ that stands for ‘wheat cake’ (Ancientegypt.co.uk). The word pyramis was used by the Greeks to refer to the ancient buildings in Egypt because they resembled the Egyptian wheat cakes with pointed tops. The later dynasties of the Old Kingdom were flourishing in terms of economy and stability and thus the Kings held a notable position in that era. They were seen as divine majesties and were thought to be gods’ servants on earth who facilitated the people. As a result heavy reverence was attached to the kings and all measures were taken to secure the king’s majesty even after his death. Since it was believed that a part of the king’s soul remained with the body to help him rule the dead ones, the body was turned into a mummy to preserve it and all possible equipments were buried along with him that were thought to facilitate the king. These equipments involved vesse ls, cutlery, furniture and even food items. Thus the pyramids built for these dead kings became the focus of the world’s attention and were included into the ancient Seven Wonders of the World. Early History The history of pyramids dates back to the very early time of the Dynastic Era, when tombs with flat roofs were carved out of rocks for the kings, then known as ‘mastabas’. These mastabas were short rectangular constructions with two paired offering niches and exterior open air chapels marked by crude brick walls (Reisner, 1934). These structures marked the birth of pyramids. The procedure involved building a mastaba on top of another but smaller in size of the one below it. This resulted in a hierarchy of mastabas, ending up in a triangular like structure now known as pyramid. Contrary to mastabas, this structure was completely made out of stone and had a similar chamber for burial as in a mastaba. The first pyramid of this style was built at Saqqara and was known as the Step Pyramid (Thinkquest.org, 1992). It was built by the architect Imhotep to preserve the body of the King Djoser, who ruled Egypt during the third dynasty. The memorial was 62 feet tall, with six steppes terraces made out of stone and had a number of shrines and courtyards around it. Today, it is the oldest discovered architectural monument on earth and is now referred to as the Great Step Pyramid. The stepped pyramid style continued for several years until the first attempt at the smooth-sided pyramid was did at Dahshur by the Pharaoh Snefuru (Dunn and Winston, 1950). The pyramid was 300 feet high and was coated with limestone on the outside. Unfortunately, the sides of this pyramid turned too steep about halfway towards the top, resulting in an uneven structure. This resulted in a failed attempt at building a smooth-sided pyramid; however the change was a turning point. Archeologist wonder if the material was running low that caused the labors to complete the pyrami d in this shape. A second attempt was made again by Pharaoh Snefuru to build a smooth-sided pyramid. This time the construction turned out more flat and even and, thus, ‘The Red Pyramid’ was born. The Red Pyramid is 345 feet high and has an angle of 43 degrees (Sacred-Destinations, 2005). It contains three chambers

Microbiology Essay Example | Topics and Well Written Essays - 500 words - 2

Microbiology - Essay Example Nevertheless, not all the ways of the virus transmission have been fully defined and studied by the scientists. This virus is dangerous for human health and it causes much more deaths in comparison with other infectious diseases. The uniqueness of this virus and its main difference from Staphylococcus epidermis is the following: the cytoplasmic site of virus transmission and extension leads to enzymes encoding, especially those for macromolecular precursor pool regulation or for biosynthetic processes (Knipe, 2007). A morphogenesis of this virus is too complex and genomes of this virus encode the majority of proteins that interact with host processes at different levels (e.g. the cellular and systemic levels). Unlike Variola virus, Staphylococcus epidermidis  is a â€Å"gram-positive, coagulase-negative cocci that is a part of our normal flora† (Knipe, 2007). Within nosocomial environment, this pathogen has an ability to spread quickly among other non-infected humans. Nevert heless, unlike Variola virus, it is transmitted by means of foreign body infections. Staphylococcus epidermis is a facultative anaerobe and humans and warm-blooded animals are hosts for this infection. It should be also note that in spite of a non-pathogenic nature of S.

GLS Australian Beverage LTD Essay Example for Free

GLS Australian Beverage LTD Essay 1937, Australian Beverages Ltd (ABL) commenced manufacturing soft drinks [non-alcoholic drinks rather than ‘hard’ drinks that contain alcohol]. 1970s and 1980s, the company expanded beverage portfolio by entering into other non-alcoholic beverage categories, such as fruit- and milkbased drinks. 2011, the company was Australia’s largest supplier of non-alcoholic beverages. -Tom Dwyer, current Managing Director since 2008. Joined the company at a time when carbonated soft drinks (CSDs) growth was stagnating and shareholder confidence in the company was waning. Dwyer established a strategic planning team to assess the current product portfolio and identify organic and acquisition growth opportunities. From this review the importance of operational excellence was identified Strong investment was made in world-class manufacturing facilities and systems. Process re-engineering was implemented to reduce the costs of manufacturing and time-to-market. Given the declining consumption of CSDs, Tom Dwyer has sought to reduce ABL’s reliance on them, focusing on growing new products and entering new non-alcoholic beverage Categories. Significant investment in product development of other non-alcoholic beverages Several acquisitions made to grow the market share of non-CSD based beverages in the company’s portfolio Entry into the Australian snack food market recently undertaken. Finalised the integration of a snack food business acquisition just over 12 months ago, Latest acquisition enabled ABL to leverage its strong distribution capabilities to supermarkets, convenience stores and hospitality channels by adding complementary food products to non-alcoholic beverages. CSDs still accounted for 68 per cent of company revenue in 2011. The board has requested the company continue to accelerate

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.