Organizational Behavior in Health Care: Case Study

Organizational Behavior in Health C atomic follow 18 Case StudyPreparing Staff for TransitionAccording to Borkowski in her book on Organizational Behavior in health c argon, she depicts the numerous channelises that individuals be anticipated to portray in cases of a changes in an entity. The bea that the book has concent rankd on more specific eachy is on the health b sometime(a)nesss. Through the first threesome subtopic namely, diversity in health c ar, attitudes and perceptions in addition to extendplace dialogue, she has focused her trouble to providing the readers with concise and clear overview from a health care buss point of view. This disassociateicular knowledge leave al nonpareil be helpful in outlining the crucial areas concerned in preparing provide transition when merging Springdale health agreement with St Marys HMO.Among the number of aspects that an fundamental lawal behavior partiallyicularly in a health great dealting looks into include diversi ty, motivation, stress, power, attractorshiphip, watchfulness, gathering kinetics and ways of approaching attention changes (Borkowski, 2010). Borkowski has expounded adequately on each factor and how it can be approached and addressed. At the same term the author has presented, eruditeness objectives, a number of activities like evaluations and self assessment exercises and case studies in each chapter to increase the readers comprehension on the different ideas that nourish been tackled in the chapter.To vocalise that this schoolbook is non helpful to learners is an infringement the text is arranged in a way that helps bring out the ideas and facts in an arranged organized flair that helps increase the comprehension of the readers. Both practical encounters and the theoretical parts of the book help bring out the rigor making it very relevant and distinguish to students both at the undergraduate and post graduate levels of education (Borkowski, 2010).Apart from the students, health care mangers are provided with a critical insight on comprehending the dynamics and problems that are deemed to be encountered at the discipline place. The book in that respectof provides a solution into how different ideas should be approached in bless to increase an arrangings probability of achieving set tar frustrates and goals. Through this understanding, meeters morale is improved and this leads to an increase in increaseivity. The book alike provides practices and theories essential for health nerves. It is thus undisputable to say that the ideas brought forward by this text in regard to meeting and satisfying constant organizational behaviors that are challenging modern organizations. The text presents us with a myriad that confronts modern health organizations and how to successfully approach such warrants.Diversities in workplacesDiversity in work places is star of the issues that the organizations should take into considerations if their organ izations learn to per machinate optimally. Diversity in work places involves the differences that are exhibited by the employees of the comp any(prenominal). The differences as portrayed by the employees of the organizations are according to the race affiliations of the employees, the gender, religious faith professed, disabilities, sexual orientation, physical appearance and the nationality. The diversity in the places of work can be used as strength to the organization since people would rise with the ideas that are meant to improve the per constituteance of the organization and thus alter the organization to meet its goals and objectives. On the opposite hand diversity can be a source of failure to the organization especially where the focal point does not work to acknowledge different ideologies brought to the organizations. The way of the organization should come with ways to prevent possible conflicts in the organization as a result of the diversities exhibited by it emp loyees (Borkowski, 2010, pp.15).In many organizations today they acknowledge that the diversity in the organization is the source of success to the organization. It would be absurd for the organization to hire people who thing uni dust because the generations of ideas would be limited and thus dismal performance of the company would be recorded. In order for the organization to tap the benefits brought by the diversity of their custody, the organization should be geared towards forming diverse-work-relationship which is important to ensure the success of the organization.For the transition program to be successful, both Springdale health organization and St Marys HMO ought to come with the programs that are meant to reward diversities in work places for instance organize cultural fairs to acknowledge people of different cultures that are present in the organization, hold up maternal leaves in order to enable women in the organization have time to nurse their children and also hav e a way of rewarding skills and special talents possessed by the organization for instance through job promotions, monetary reward and recognition of the individual as having played an important role in the success of the company (Mathis, 2007).Workplace communicationEffective communication is important in the organization just like in any relationship. In an organization the takes place either separate time in form of issuing order to the employees of the company by the management or through the communication of the report or findings of a give appellation to the management by the employees of the company. Thus for the worry organizations to ensure it successes in the industry, it should be in a position to ensure accurate, relevant and timely information is passed to the mean parties for decision making.In the organization the communications is made to different stakeholders constantly. Importantly the stage business is in communication with its employees. Communications c an either be from the management giving policies to be implemented by the employees. On the other hand communication can be from the employees of the organizations communicating the findings of the assignment given by the management of the organization. Lack of the effective communications between the management the employees can lead to the frustrations and killing morale and thus dismal performance of the organization. The business is in communications with its customers when it wants to communicate on the delivery of bang-ups to the customers, for instance. Like the customers of the organization communicate with the organization when they are placing orders, want to make payments for the goods supplied and when they want to lodge complains to the company. The organization is also in communication with its suppliers of the raw materials to the company. When the company devises effective communications with all the stakeholders, it ensures success in the organizations the effecti ve communication is paramount in ensuring the company meets its goals (Borkowski, 2010, pp.72).There are many sources of escape of communications or presence of poor communication in the organization. In the organizations nowadays, leave out of clear instructions from the management to the employees on the learning of the tasks remains to be the major source of problem in the organization. It is pathetic to note that employees of the company lack the information they need to carry out a given task in this era where information is flooded in the society. When the instructions are not clear, the employees fail to perform that task and hence the organization fails to meet its goals and objectives. Effective communication in the organization is hindered by among other issues by the management creating a conducive environment where the information can be shared freely. Employees fear that when their share information in the organization would be reprimanded or intimidated and thus opt to keep quit rather than go through a humiliating ordeal. The management should come with the rewarding systems that encourage the employees of the company to share their ideas and thus leading to improvement in working conditions and thus success of the organization. Another source of poor communication in the organization is the conflicts among employees themselves. Employees of the company may not be in good terms with other employees and thus inhibit sharing of the ideas. It is therefore the sole obligation of Springdale health organization and St Marys HMO organization to come up with systems that ensure the employees share information they have among each other and also avoid instances that would lead to conflicts for instance defining roles of every employee as defined in performance contract and also in organizational structure.Leadership StylesKippenberger, (2002) says leaders deals with how much a person can influence and motivate people. Some have considered leadership t o be innate, this implies that leaders are born others have disputed this fact and have termed it to a blatant lie saying that leaders are made. Despite all this contradictions, they all agree that leaders are people who have the ability to guide and influence people towards achieving stipulated goals with the nearly effective instrument. How one becomes a successful leader is not defined by oneself or those above you, the people who define successful leaders are those under you. The degree of influence you inculcate in them towards a given direction is what ordain define how successful you are as a leader (pp.110).A number of leadership calls have been forwarded. A leadership look deals with the approach and manner of approaching, implementing and influencing a given group f people. The different leadership styles are applicable to different organizations and groups of people. This therefore message that, a style that is very fruitful in one organization may or may not be app licable to another organization or a given group of individuals. The different styles thus are applied to different entities and situations. Three types of leadership styles have been established and can be used by leaders depending on the situation at hand (Kippenberger, 2002, pp.110). Most leaders although, operate with one dominant leadership style with the others glide path handy depending on the need.Paton McCalman (2008) considers autocratic leadership style to be used in giving directions and ultimatums. Leaders often employ such a style when they are directing their employees on what they want them to do and the way it should be done. This style is very appropriate in cases when there is an emergency and the leader wants to puzzle out a given problems, when one is short of time and in instances when the leaders have managed to motivate their employees well. In some situations, a number of individuals have considered this leadership style as a yelling vehicle, where the le ader is to use very demeaning words and language to employees and even abuse of power. This in regard to business can not be termed to as the authoritarian type of leadership but an unprofessional style that has no place in the leadership repertory (pp.119).The other leadership style is referred to as the democratic leadership. This leadership style is involves the employees being included in the decision making processes because all the processes made in an entity will affect the people in one way or the other. The style allows the employees to identify what they will do and how. Despite the employees being allowed to bring their opinions and suggestions in to the decision making process, the leader is the one with the final say and maintains the final authority regarding all the decisions. When such a style is applied, many have considered it a weakness, rather it is a strength where the leader has the confidence the employees will be able to respect the democratic process and the decision arrived at. The democratic leadership style is applicable in cases where both parties have information i.e. the leader has some pieces while the other pieces are held with the employees (Kippenberger, 2002, pp.114). Employers do not have to know everything, and this is the rationalness as to why employers employ people who are knowledgeable and skilled. It is also applicable in makes the employees fell part and parcel of all the undertakings in the stanch and thus they watch their entire single moves.Lastly, the third leadership style is the free reign or the delegative leadership style. The employees in this leadership style are allowed to make and arrive at their own decisions. Despite this, the leader is still in blossom of everything and he makes the final call on decisions made. The style is applicable in cases where the employees have the competencies to analyze a situation and come up appropriate decisions and what to be done. It involves delegation of duties sin ce you can not be able to do every thing.Groups and TeamsIn addition, both Springdale health organization and St Marys HMO, should strive to manage both the teams and the work groups. It should be acknowledged that all teams are a form of work group but not all work groups are teams. There are three types of work groups namely dependent work groups, self-governing work group and interdependent work group. Dependent work group are under the run across of the supervisors who tame the whole group. Independent work groups are also under the control of the supervisor but the supervisor is the boss as it is the case in dependent work group. In interdependent work group, the members of the group rely on one another to have a certain task accomplished. The organization should ensure that the members of the work force work as a group in order to realize full voltage of all workers in the organization. In this era where the organizations emphasize on the division of promote and specializ ation, an employee to perform in the are where they are best talented in, the organization should ensure that that every employee carry out a specific task in the group in order to have the maximum benefits for the entire organizations.Attitudes and PerceptionsThough change is very inevitable, workers reacts to the idea with very mixed reactions. This is because change in any institution or condition will have to alter a thing or two. Especially with the current business environment, entities are geared towards attaining orbicular standards for their survival. With the change taking place in organizations, there is a reflection on the emotions and psychological reactions of the labor force as they try to come up with resistance measures of the phenomenon. This means that if not well approached, a lot resistance shall be exhibited by the labor force. A very significant point regarding change is that it can not be forced down the peoples throats (Borkowski, 2010, pp.41). Change is ac companied by a number of ideas. There are those who may risk loosing their jobs, there may be the restructuring of the entire organization leading to being transferred to other departments and there may be complete parvenue leaders who may come into the entity. Change in organizations has entirely been identified as the cause for depressions and stress among the workers in an entity.Borkowski (2010) asserts that the risks that accompany change are very fatal than any other business undertaking. Change the norms of an entity and trying to follow an unknown direction. This thus requires a lot of faith and having the trust that something better will take place. Workers believe that with change, they will loose their total control over the things they used to do in an entity. Taking a faithful leap among the employees is not an easy thing and most do not have the courage to take such risks, so the best they can do is try to resist the changes (pp.42).Motivational strategiesThe employee s of the company should be well prompt in order to improve their performance in order for the realization of the goals of the organization. The employee should be appreciated and thus feel to be part and parcel of the organization employees are one of the most valuable asset in the organizations and they should be handled well to ensure that the organization attains its goals. There are motivational strategies that have being identified that management of the organization could use to ensure that the employees are well motivated. One of the motivational strategies is team work the management should form work group with the hope that the peer pressure among the employees would improve the performance of the organization.Team work as a motivation strategy has worked effectively since every employee would want to work hard to meet the expectations of other members of his group rather than the expectations of their supervisors. The present moment motivational strategy available to the organization is the personal involvement the management of the organization should allow the employees to be involved in placing their standards. The employees should be allowed to make commitment of what they intend to achieve in the organization, this would give the employees the zeal to attain the goals they have set for themselves. Work enhancement is another motivational strategy the work is structures in the organization in such a way that it has fulfillment to the employees. focal point can motivate workers by issuing to them rewards either in form of monetary things or non monetary goods this would make the employees to work hard in order to recoup the regards offered by the management. The management also request for the mutual exchanges as a way of motivation the management may do some regard to the employee for the return of a given level of performance. The management can also place a competitive reward for the employees in form of a prize the employees would work ha rd in order to receive the prize. And lastly the management can punish or inflict fear to the employees to ensure performance the employee who does not performance is suspended of sacked and thus the employees would work hard to avoid such punishment (Brehm, 2004, pp.119).Resistance to ChangeThere are a number of reasons that may make people to resist change. Some of the reasons are associated with the normal norms of the old pie-eyed and the people who would like to be identified by the old ways of the flying (Tobin, 2009, pp.30). People are identified as social beings, through this, we would like to remain attached and connected to some things and people especially those whom we know, those who we have learnt from and those that we are familiar with. It is this kind of royalty that helped our ancestors to defend themselves ands hunt (Kippenberger, 2002, pp.224). And to show its effect, we are much glued to those whom we know and resist any form of change that may seem to comprom ise these situations.Secondly, there may be resistance to change amongst the people of a given organization due to absent role models in the new assignments that one is expected to take up. Through observation, one earns a lot and knowing that you will never have this learning opportunity compromises an individual making him resist changes.Tobin (2009) views lack of competence in new tasks to also lead to change resistance. New tasks may require new ideas, skills and knowledge and this may make people not to allow change to take place in an entity. This is especially if they perceive the changes as a peril to their existence and job security. For instance, in the merging in the case study above, it is clearly put that some employees will have to loose their jobs while others will be incorporated to other departments. This is a clear indication that change can never be welcomed into an organization if the employee considers the risks unbearable (pp.30).ConclusionIn conclusion, the m anagement of Springdale health organization and St Marys HMO should handle their employees well to ensure that the organization has met its goals and objectives. It should be noted that the employees of the company are the most important assets of any organization and that they should be managed effectively to ensure that the organizations perform optimally. The management of the organization should recognize that the diversity among the employees is the strength that should be exploited for the benefit of the organization. The management should ensure effective communication in the organization, sharing of relevant, timely and accurate information to all stakeholders in the organizations should be ensured for decisions making. The management should ensure that the employees of the organization are well motivated and thus ensure performance.History Of Oxfam Non Profit OrganisationHistory Of Oxfam Non Profit Organisation(Oxfam International was formed in 1995 by a group of separate non-governmental organizations. Their aim was to work together for greater impact on the international stage to reduce poverty and injustice.The name Oxfam comes from the Oxford Committee for Famine Relief, founded in Britain in 1942. The group campaigned for food supplies to be sent through an allied naval blockade to starving women and children in enemy-occupied Greece during the Second World War.As well as becoming a world leader in the delivery of emergency relief, Oxfam International implements long-term development programs in vulnerable communities. We are also part of a global movement, campaigning with others, for instance, to end unfair flip rules, demand better health and education services for all, and to combat climate change.Today, there are 13 member organizations of the Oxfam International confederation. They are based in Australia, Belgium, Canada, France, Germany, Great Britain, Hong Kong, Ireland, The Netherlands, New Zealand, Quebec, Spain and the United States. The Oxfam International Secretariat is based in Oxford, UK. The Secretariat runs protagonism offices in Brussels, Geneva, New York and Washington DC) (www.oxfam.org/en/ slightly/history).Oxfam Ireland(It works with people around the world to end the injustice of poverty. They are an independent and secular not-for- net organization. Oxfam Ireland is a member of Oxfam International, a confederation of thirteen independent members. The members work together to achieve greater impact by their collective efforts).(www.oxfam.org/oxfamhomeOxfam is many different things. Its the organization which helps poor people to build a better future for them. Its the relief agency which brings help when disaster strikes. And Oxfam is the campaigner for a fairer world. Through our work in long-term development, emergencies and campaigning, Oxfam helps people to achieve their right to a life free from poverty, suffering and injustice) (www.oxfam.org).Im doing my workplacement in the Oxfam break of Ra thmines-Dublin 6. this shop considers as one of the Oxfam International branches. In this shop, they get various donations from the public. The work carried out by this shop, they sell good quality bric a brac, cds, books, homewares, clothes, shoes etc.They shops costumers those people who want to buy good quality and different thing at the same shop.Organisation ChartOxfam shop- Rathminess ChartThe structure of the shop as you see in the diagram is flat. Thats means the shop has relatively few levels in the hierarchy. The structure looks like span of control that the volunteers presently reporting to the manager.The explanation of the ChartThe role of the managerThe manager is fully responsible about the shop, how to make the budget for example about (purchasing, selling, pricing, coding, and sorting the donation which he/she gets it from the public.If the donators make a complaint whe/she will examine fullydo her/his best to explain what went wrongtry to put things rightAt this s hop, she has own office, and she works with volunteers helping teaching them how they can get on.Deputy ManagerShe/he is fully responsible about the shop doing the same role when the manager is off.The staff (The Volunteers)The Volunteers in this shop are the staff of the shop, they are 45 volunteers, I put them in the diagram regarding to their presence over the week. On Monday, the shop has 6 volunteers, some of are student from second and third Level doing their Workplacement. On Tuesday, there are 10 volunteers. On Wednesday, there 8 volunteers. On Thursday, there 9 volunteers. On Friday there 9 volunteers. Finally, on Saturday, there 5 volunteers.Those volunteers are working together at very peaceful atmosphere and working very hard. After they know what they should do, they do pricing, sorting, coding the donations, so they help the manager a lot.My duties in this shopI come every Thursday and Friday (full day), I sometimes work at the Till, sometimes pricier, coder, sorter of the clothes and dealing with customers.(B) Scanning the Internal Influence on organisationThere two influences on the organisation (the Oxfam shop)Resource Base deliberate(Typical answers might refer to Excellent serviceTechnical know-howResponsiveness to market takeDesign and engineering capabilityFinancial visionsBasic principles of the RBV modelRBV of the level provides a rigorous model for analysing firms strengths and weaknessesBasic assumptions of RBV Resource and/or capability heterogeneity different firms possess bundles of different resources and capabilitiesResource and/or capability unfeelingness Some of these resources and capabilities are inelastic in supply or costly to copyRBV posits that the sources of value creation are resources and capabilities rate = Consumer surplus + Producer profitTo outperform industry norm, a company must create more value than its competitorsValue range Analysis has two basic activities primary Activities(Inbound logistics, goods o r donations from the public of the shop being obtained from the shop suppliers ready to be used for producing the end product). (Notes given in the class).Operation, the raw materials and goods obtained are manufactured into the final product. Value added to the product at the stage as it moves through the production line.Outbound logistics, once the product have been manufactured they are ready to be dissipate to distribution centres, wholesales, retailer or customers.)(Notes given the class).Marketing and Sales, Essentially an information activity informing buyers and consumers about products and services (benefits, use, price etc.)ServiceAll those activities associated with maintaining product performance.(2) Secondary ActivitiesProcurement, his concerns how resources are acquired for a business (e.g. sourcing and negotiating with materials suppliers)Human Resource Management, Those activities concerned with recruiting, developing, motivating and rewarding the workforce of a bu siness.Technology Development, Activities concerned with managing information bear on and the development and protection of knowledge in a businessStarting point for a unifying strategic framework THE RBV of the firmThe RBV of the firm is grounded in scotchsRBV sees companies as different collections of physical and intangible assets and capabilities, which attend how efficiently, how effectively a company performs its functional activitiesAttributes competitive advantage to ownership of valuable resources and capabilities that enable a company to perform activities better or more cheaply than competitorsCombines internal compendium with external analysisResourcesAre defined as stocks of firm-specific assetsCannot be easily duplicatedCannot be easily acquired in well-functioning marketsExamplesPatents and trademarksBrand-name accountInstalled baseOrganizational cultureWorkers With specific expertise or knowledgeContribute either directly (e.g., reputation) or indirectly (e.g., through serving as the basis of capabilities) to value creationAre converted into final products or services using bind mechanisms such as IT, incentive systems, trust, etc.Sometimes non-specific resources (like grammatical constructions, raw materials, unskilled labor, etc.) are included in the definition of resourcesResource categories Financial capital physical capitalHuman capitalOrganizational CapitalCapabilitiesAre defined as cluster activities that a firm does especially well in resemblance with other firmso may reside within business functions (e.g., AA yield management)o May be linked to technologies, product design (e.g., Honda engines)o May reside in firms ability to manage linkages between elements of value chain, i.e., coordination skills (e.g., Ford product development)o Refer to a firms capacity to deploy resources, usually in combination, using organizational processes to effect desired endsInformation-based, firm-specific processes which are created over time th rough complex interactions between resources anchor characteristics o Valuable across seven-fold products and marketso Embedded in organizational routines (well-honed patterns of performing activities)o Tacit (i.e., difficult to reduce to algorithms, procedure guides)Resources and capabilities are distinct from key success factorsKey success factors (KSF)Refer to the skills and assets a firm must have to achieve profitability in a particular marketMarket-level rather than individual characteristicsNecessary, not sufficient for achieving competitive advantage (e.g., KSF in athletic footwear are development of new designs, management of a network of suppliers and distributors, creation of marketing campaigns)Predictors of firm profitability (like resources and capabilities)Resources and capabilitiesAre conceptually different from KSFSometimes overlap with KSFA FRAMEWORK FOR ANALYSIS VRIOResource-based analysis of the firm determines which resources and capabilities result in which s trengths or weaknessesStrategies are to be implemented which exploit (or build) strengths and avoid (or eliminate) weaknessesWhat constitutes a strength or weakness is partially a function of the external environmentFramework for analysis VRIO resources and capabilities should beo Valuableo Rareo Inimitableo Organization can effectively exploit themVALUE of resources and capabilitiesA precious resource or capability (or a combination thereof) mustContribute to fulfillment of customers needsAt a price the consumer is willing to pay, which is determined byCustomer preferencesAvailable alternatives (including substitute products)Supply of related or supplementary goodsThus, value is partially a function of external environment (product market, demand forces)changes in consumer tastes, industry structure, technology, etc. can result in changed valueResources of different firms can be valuable in different ways (e.g., Timex versus Rolex)Value = get down costs or increased revenues or bothSCARCITY of resources and capabilitiesResources and capabilities must be in short supply to create competitive advantage (and go beyond competitive parity)What would happen if this were not the case?An analysis of the firms resources and capabilities must include critical assessment whether they are unusual when compared to those of competitorsHow rare does a resource have to be in order to have potential for generating a competitive advantage?Example of a rare resource Wal-Marts point-of-purchase inventory control systemTo be a source of continue competitive advantage the rarity of the resource must persist over timeINIMITABILITY of resources dans capabilitiesRequirement for sustained competitive advantageEase of imitation depends onCost asymmetries (Do firms without a resource or capability face a cost disadvantage in obtaining it compared to firms that already possess it?)Capabilities of competitorsSources of cost asymmetries / cost disadvantages deliver into two categories Impediments to imitation Impede rivals from duplicating critical resources and capabilitiesEarly-mover advantages Set in motion a dynamic that increases the order of that advantage relative to other firms over timeImpediments to imitation Legal restrictions on imitation Patents, copyrights, trademarksGovernmental control over entry into markets (licensing), certification, quotas on run rights)Superior access to inputs or to customersMarket size and scale economiesIntangible barriers to imitationCausal ambiguityDependence on historical circumstances some other path dependenciesSocial complexityDegrees of resource and capability imitabilitySource C. Montgomery, Resources The essence of Corporate Advantage, Harvard Business School Case N1-792-064. Cannot be imitated Patents, unique assets, unique locations strong to imitate Brand loyalty, employee satisfaction, reputation for fairness Can be imitated (but may not be) Capacity preemption, economies of scale Easy to imitate Cash , commoditiesORGANIZING to exploit competitive potential of resources and capabilitiesThe following elements must be in place in order to effectively exploit the resource(s) and/or capability(s)o Structureo Management and control systemso Compensation policies Business processeso Complementary resources and capabilities)(www.ecofine.com/strategy.(C) External influence on organisationThis consist of feller Analysis and Five Forces analysisPEST Analysis(A scan of the external macro-environment in which the firm operates can be expressed in terms of the following factorsPoliticalEconomicSocial technologicalPolitical Factors(Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Some examples includetax form _or_ system of governmentemployment lawsenvironmental regulationstrade restrictions and tariffspolitical stability)Economic FactorsEconomic factors affect the purchasing power of potential cus tomers and the firms cost of capital. The following are examples of factors in the macroeconomyeconomic growthinterest ratesexchange ratesinflation rate)(www.quickmba.com/strategy/pest)Social Factors(Social factors include the demographic and cultural aspects of the external macroenvironment. These factors affect customer needs and the size of potential markets. Some social factors includehealth consciousnesspopulation growth rateage distributioncareer attitudesemphasis on safety)Technological Factors(Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outsourcing decisions. Some technological factors includeRD activityautomationtechnology incentivesrate of technological change)(www.quickmba.com/strategy/pest).PoliticalEconomicalSocialTechnologicalEnvironment regulation and protectionExchange rateIncome distributionGovernment research disbursalTax policies, may affect on Oxfam as a wholeTaxationLabor, social mobilityNew inven tions and developmentEmployment lawsEconomic recession lifestyle changeRate of technology transferCompetition regulationsConsumer confident for example the Oxfam shop has many loyalty because of itEducationEnergy use and costs refuge regulationInflation rate, when the government wants to reduce it.Fashion, hypes(Change in) Information TechnologyPolitical StabilityStage of the business cycleLiving conditions(Change in) InternetEmployment laws worry ratesDemographics, Population growth rate, Age distribution(Change in) Mobile TechnologyFive Forces AnalysisPorters five forces is a framework for the industry analysis and business strategy development developed by Michael E. Porter of Harvard Business School in 1979. It uses concepts developing Industrial Organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market.(en.wikipedia.org)provider PowerThe Five ForcesThe threat of substitute productsThe existence of product s outside of the realm of the common product boundaries increases the propensity of customers to switch to alternativesBuyer propensity to substituteRelative price performance of substitutesBuyer switching costsPerceived level of product preeminenceNumber of substitute product available in the marketThe threat of the entry of new competitorsProfitable markets that yield high returns will draw firms. This results in many new entrants, which will effectively decrease profitability. Unless the entry of new firms can be blocked by incumbents, the profit rate will fall towards a competitive level (perfect competition).The existence of barriers to entry (patents, rights, etc.)Economies of product differencesBrand equitySwitching costs or sunk costsCapital requirements retrieve to distributionCustomer loyalty to established brandsAbsolute cost advantagesLearning curve advantagesExpected retaliation by incumbentsGovernment policiesThe intensity of competitive competitorFor most industries , the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.Sustainable competitive advantage through improvisationThe negotiate power of customersThe bargaining power of customers is also described as the market of outputs the ability of customers to put the firm under pressure, which also affects the customers sensitivity to price changes.Buyer concentration to firm concentration ratioDegree of dependency upon live channels of distributionBargaining leverage, particularly in industries with high fixed costsBuyer volumeBuyer switching costs relative to firm switching costsBuyer information availabilityAbility to backward integrateAvailability of existing substitute productsBuyer price sensitivityDifferential advantage (uniqueness) of industry productsRFM AnalysisThe bargaining power of suppliersThe bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such a s expertise) to the firm can be a source of power over the firm. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.Supplier switching costs relative to firm switching costsDegree of differentiation of inputsPresence of substitute inputsSupplier concentration to firm concentration ratioEmployee solidarity (e.g., labor unions)Criticisms of the 5 Forces modelPorters framework has been challenged by other academics and strategists such as Stewart Neill. Similarly, the likes of Kevin P. Coyne and Somu Subramaniam have stated that three dubious assumptions underlie the five forcesThat buyers, competitors, and suppliers are unrelated and do not interact and collude.That the source of value is structural advantage (creating barriers to entry).That uncertainty is low, allowing participants in a market to plan for and respond to competitive behavior.(D) Internal and External influence on organisationSWOT AnalysisS(1)Oxfam Fair Trade (OFT ) is one of the largest UK fair trade organisations(Oxfam as a whole)(2)Oxfam is now moving towards a broader market access programme.(3)Oxfam bookshop where I work has a good reputation among the customers and neighbours, because Oxfam as a whole was founded in 1948, so everyone wants to join it as volunteer, customer and donator. Cheaper and quality and tidy(4)This shop has a strong brand name, because the donators give evaluated things and they get donations from strong brand companies.(5)The shops location is fantastic, it is neighbour to Rathmines College and it locates among Dublin 6s town amenities.(7)The atmosphere in the shop is attractive.(8)OFT has been very active in capacity building activities. This has led to new skills and greater access to international markets, created by fair trade organisation.WLack of patent protectionLack of marketing expertise, because of them are volunteer, few of them well-educated, the other lack of expertise.The goods in the shop depend o n the donations, sometime there is no donations so the shop lack of goods then lack of costumers.Lack of Creativity / ability to develop new products.Oxfam aims to work with disadvantaged poor producers, typically from the informal sector, which is characterised by low wages, poor social benefits, lack of access to investment and credit and consequent poor working conditions, home-working etc.OT(1)Unfulfilled customers need(1)There are many charity competitors around the shop(2) Arrival of new technologies, for example in Oxfam shop, the customer takes long time when he/she wants to pay cash, the shop has old-fashion Till(2) Price wars in those competitors(3)New regulations(3)Loosing of regulation(4)Increase trade barriers(4)Removal of international trade barriers(5)Technological developments may make the shops offerings obsolete. Market changes may result from the changes in the customer needs, competitorsmoves, or demographic shifts. The political situation determines government p olicy and taxation(5) Market led by a weak competitorsValue Chain Analysis(Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headingsPrimary Activities those that are directly concerned with creating and delivering a product (e.g. component assembly) andSecondary Activities, which whilst they are not directly involved in production, may increase specialty or efficiency (e.g. human resource management). It is rare for a business to undertake all primary and support activities.Value Chain Analysis is one way of identifying which activities are best undertaken by a business and which are best provided by others (out sourced) (httptutor2u.net/business/strategy/value_chain_analysis.htm).Linking Value Chain Analysis to hawkish Advantage(What activities a business undertakes is dir ectly linked to achieving competitive advantage. For example, a business which wishes to outperform its competitors through differentiating itself through higher quality will have to perform its value chain activities better than the opposition. By contrast, a strategy based on seeking cost leadership will require a reduction in the costs associated with the value chain activities, or a reduction in the total amount of resources used).(httptutor2.net/business/strategy/value_chain_analysis.htm)Value Chain Analysis has two basic activitiesPrimary Activities(Inbound logistics, goods or donations from the public of the shop being obtained from the shop suppliers ready to be used for producing the end product). (Notes given in the class).Operation, the raw materials and goods obtained are manufactured into the final product. Value added to the product at the stage as it moves through the production line.Outbound logistics, once the product have been manufactured they are ready to be dist ribute to distribution centres, wholesales, retailer or customers.)(Notes given the class).Marketing and Sales, Essentially an information activity informing buyers and consumers about products and services (benefits, use, price etc.)ServiceAll those activities associated with maintaining product performance.(2) Secondary ActivitiesProcurement, his concerns how resources are acquired for a business (e.g. sourcing and negotiating with materials suppliers)Human Resource Management, Those activities concerned with recruiting, developing, motivating and rewarding the workforce of a business.Technology Development, Activities concerned with managing information processing and the development and protection of knowledge in a business