Problems facing the maxis bank

Problems facing the maxis bank We come into contact with organization from the cradle to the grave. Indeed, organization regulate and dictate so many aspect of people lives, giving many of people somewhere to work, entertaining them, when people are leisure and developing new product and services for their enjoyment. Basically, it is not the same case for Maxi Bank, which got 30 branches and was established for over forty years. Their new Administration and Project Manager John who actually replaced their current project manager, who has resigned, highlighted some serious organization problem such as communication problem among the staffs, because of the high turnover since last eight months. The worst and difficult issue that John discovered is the lack of motivation and the job dissatisfaction. Employers can be made aware of concerns in the workplace that would normally go unspoken. Many serious issues in the workplace do not get discussed because they may be uncomfortable or difficult. By increasing the communi cation channels among staffs for instance participation in the group meeting, avoid isolation, motivation and the job satisfaction concept within a company, John can more efficiently resolves concerns, lower the staffs turnover, increase employee satisfaction, find a way to solve Annies problem and more accurately assess issues and so on. Problems John the new Administration Department has noticed some of problems that Maxis Bank have, since he engaged in this company. Starting, with, the poor supervision in Maxis Bank. Supervision is an extremely vital part of a workplace that intends to maximize its success potential.   It naturally follows, then, that poor supervision in a workplace is among the primary obstacles to achieving potential successes by a business.  Louis V. Imundo 1993, p 55. For Maxi Bank, a quality supervisory team should be employed and trained to ensure the very finest results from their individual employee groups. These supervisors should have their own support system, and their importance should be made very clear, to ensure the highest degree of productivity. Or, if the supervisor is not present enough, or is too overbearing, then the reaction from employees will only be fear, resentment, and displeasure in their work Dick Grote 2006 p. 45. The productivity will not be as good, and the employee turno ver will increase. Often having few staffs in an organization, that came from different department such as the case study lead to poor communications among them and . As in any relationship, communication is the key to a strong business relationship. This can be the relationship between business and customer, or, equally as important, the internal relationships among different employees within the company. Communication can be improved in virtually every workplace, no matter the industry or size.   After all, it is the only way for information to effectively spread throughout the business so that everybody can be informed to the degree that they required to properly achieve their goals. Luthans1998 p.145   Another problem occurred in Maxis is there poor employee morale in the workplace. By facing this kind of problem, there is a high risk of employee burnout and overall dissatisfaction. The cause of the poor employee moral can be structured as first a negative event within the workplace, such as a firing, downsizing, or other dramatic and unwanted change , or arguments or other forms of tension among staff members or between staff and management. Overwork, or a consistently heavy workload. The feeling of unappreciated or underappreciated for the work done, the conditions of the workplace. The rigid supervision involved in the work being done, and unsupportive or weak supervision that does not offer enough input or guidance Bennett. R, 1997: p.119 This is an extremely expensive way to do business because it leads to poor productivity, isolation and increased absences from work. The high absenteeism in Maxis Bank led to the non submission of their tasks on time. Moreover, staffs in Maxis felt to be underworked, because according to Annie, she complained that her job is monotonous and repetitive.The staffs feel to be underworked for doing uncreative, and repetitive work, which always to high absenteeism and turnover as well Giddens.A, 1971 p.23. . And lastly, the absence of leadership in the Maxis Bank created an issue within the staffs. People want to be guided by those they respect and who have a clear sense of direction. This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. Kouzes, Posner, Barry Z. (1987). Good leaders are made not born. If people have the desire and willpower, they can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience Burns, 2010, p. 43. Basically, John should hire a good, effective and trust leader who can lead the staffs in a good way for the benefit of the Maxis Bank Reason why problems occur? For most part of the twentieth century, managers realized that if their employees were satisfied with their jobs, then that satisfaction would translate to working hard. Therefore, happy workers are productive workers. It is true that in the case of Maxis, Annie was not productive, since she claimed that she attended few interviews with other bank. Organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees. Dissatisfied employees are more likely to miss work. Although this is true, other factors also do play a role, for instance organizations that provide liberal sick leave benefits encourage all their employees to take sick days. Hence, satisfied employees have lower levels of turnover while dissatisfied employees have higher levels of turnover. Research also suggest that an important moderator of the satisfaction-turnover relationship is the employee`s level of performance. For better performing employees, the level of satisfaction is less important in predicting turnover. When employees are dissatisfied with their jobs, they`ll respond somehow. It is not easy to predict how exactly they`ll respond. One might quit, another might responds by doing personal work at the workplace, or may take leave and increase the absenteeism. Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employees quality of work or all work in general will deteriorate Herzberg, F., Mausner, B. Snyderman, B.B. 1959, p. 341. Basically, staffs in Maxis Bank are unmotivated and dissatisfy that why critical issues in the Maxis arose. Alienation is one of the factor of unhappiness and isolation that workers in hardly feel when theirs works are not a relevant or important part of the workers lifes, that they do not really belong to the work to the work community health (Karl. M, 1971p.59). It is associated with feelings of discontent, isolation and futility. Alienation workers perceive themselves or powerless and dominated. Work is seen as unrevealed to real life; it becomes simply a means to achieve materials ends. Alienation has been observed most often on automated assembly lines where work is extremely repetitive and personal relations with others workers are difficult to establish. Great unhappiness can result from alienation; indeed, it can adversely offer the workers mental or physical health. In the case of Maxis, John found that each staff is working in isolation and difficult to establish a relation either professional or friendship with others. 2- Some theorists have defined and explained the concept of motivation as a process that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Many contemporary authors have also defined the concept of motivation. It has been defined as: the psychological process that gives behavior purpose and direction Kreitner. R, 1995 p. 44; a predisposition to behave in a purposive manner to achieve specific, unmet needs Buford, Bedeian, Lindner, 1995, p. 56; an internal drive to satisfy an unsatisfied need Higgins, 1994, p. 78; and the will to achieve Bedeian, 1993, p. 675. Basically motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals. Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform Kovach, 1987, p.65. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly Bowen , Radhakrishna, 1991, p. 62. For example, research suggests that as employees income increases, money becomes less of a motivator Kovach, 1987, p. 72. Also, as employees get older, interesting work becomes more of a motivator. Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results Terpstra, 1979,p. 98 The basis approaches that have led to our understanding of motivation are Maslows need-hierarchy theory, Vrooms expectancy theory, and Adams equity theory. According to Maslow, employees have five levels of needs (Maslow, 1943), physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzbergs work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, Snyderman, 1959, p. 125. Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards Vroom, 1964, p. 150. Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Adams theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs Adams, 1965. p. 134 Basically, the best motivational theory that suits the Maxis Banks case is the reinforcement theory. This theory can be traced to the work of the pioneering behaviorist B.F. Skinner. It is considered a motivation theory as well as a learning theory. Reinforcement theory posits that motivated behavior occurs as a result of reinforces, which outcomes are resulting from the behavior that makes it more likely the behavior will occur again. This theory suggests that it is not necessary to study needs or cognitive processes to understand motivation, but that it is only necessary to examine the consequences of behavior.   In reinforcement theory a combination of rewards and/or punishments is used to reinforce desired behavior or extinguish unwanted behavior. Behavior that is reinforced is likely to continue, but behavior that is not rewarded or behavior that is punished is not likely to be repeated. Skinner, B.F. Science and Human Behavior. 1953. The most important principle of reinforcement theory is, of course, reinforcement. Generally speaking, there are two types of reinforcement: positive and negative. Positive reinforcement results when the occurrence of a valued behavioral consequence has the effect of strengthening the probability of the behavior being repeated. The specific behavioral consequence is called a reinforcer Iwata, B. A. (1987, p. 67. An example of positive reinforcement might be a salesperson that applies extra effort to meet a sales quota (behavior) and is then rewarded with a bonus (positive reinforcer). The administration of the positive reinforcer should make it more likely that the salesperson will continue to exert the necessary effort in the future. In the case of Maxis Bank, according to Annie affirmation she refused to handle extra job other than her current job scope. If the positive reinforce come into it for instance rewarded her with a reward, she would not refused to handle extra job and the level of the motivation will rise automatically. Rewards can therefore assume a number of different forms, though there are two main forms:  extrinsic rewards, which take the form of cash payments and employment  benefits, like staff discounts,  occupational, pensions,  health insurance, and  company cars; and  intrinsic rewards  such as  job satisfaction, recognition, personal development, and the social status which may be attached to particular job roles. Negative reinforcement results when an undesirable behavioral consequence is withheld, with the effect of strengthening the probability of the behavior being repeated. Negative reinforcement is often confused with punishment, but they are not the same. Punishment attempts to decrease the probability of specific behaviors; negative reinforcement attempts to increase desired behavior. Thus, both positive and negative reinforcement have the effect of increasing the probability that a particular behavior will be learned and repeated Iwata, B. A. 1987, p. 68. An example of negative reinforcement might be a salesperson that exerts effort to increase sales in his or her sales territory (behavior), which is followed by a decision not to reassign the salesperson to an undesirable sales route (negative reinforcer). The administration of the negative reinforcer should make it more likely that the salesperson will continue to exert the necessary effort in the future. Reinforcement theory suggests to managers that they can improve employees performance by a process of behavior modification in which they reinforce desired behaviors and punish undesired behavior .Moreover, for John case, reinforcement theory will be the best appropriate to motivate his 10 staffs, increase the desire behavior, or increase the probability of a behavior reoccurring. Consequently, both positive and negative reinforcement have the weight of increasing the probability that a particular behavior will be educated and repetitive. For instance, in Maxis Bank, both positive and negative reinforcement will have the effect of modified or punished the undesirables behavior of the staffs such as the absenteeism, the high turnover, the work isolation and increase the desirable behavior for instance handling extra job, attend all the interviews with the others banks, if bonus or rewards and maybe motivation words are applied. 3. Group dynamics  is the study of groups, and also a general term for group processes Ringer, T. M. 2002 p 172. Relevant to the fields of  psychology,  sociology, and  communication studies, a  group  is two or more individuals who are connected to each other by social relationships.  Because they interact and influence each other, groups develop a number of dynamic processes that separate them from a random collection of individuals. These processes include norms, roles, relations, development, need to belong, social influence, and effects on behavior. The field of group dynamics is primarily concerned with small group behavior. Bass, Bernard 1990, p. 31 A group comes together to focus on finding common solutions or building a final project to the organization. This can be very effective to the project or solution because individuals in different roles in the workplace, different backgrounds and different experiences have a variety of points of view that they are able to contribute (Dimock, H.G.1993). Working in groups is often more efficient and motivates group members to achieve more in a certain period of time as group members motivate others to do their best and people often feel the need to be competitive (CSU 2009). Bringing out the competitive nature in people focused toward a common goal can often be a very productive strategy. In the Maxis case, the organization got employees came from different departments, different roles lead different experiences, but the thing is there is not group team in Maxis Bank. Each employees work in isolation. Some staffs in Maxis Bank are very independent and prefer to work alone rather than in groups. They feel that their best work comes from completing projects individually. (Burgess H. 2007). Dealing effectively with groups of people is a skill that will serve us in all areas of our lives.   It can also be a challenge- because people as individuals tend to have their own ideas about how they relate to a group, and not all of these ideas work very well in practice.   Theres a profound difference between a set of individuals and a cohesive group, and weve all felt that difference- where a group is tightly related and conscious of itself, the group is vastly more capable than the sum of its parts.   Where individual members are unconscious to the needs of the group, often the group is weaker than the sum of the individual members capabilities. Skinner, B.F. Science and Human Behavior. New York: Macmillan, 1953. Iwata BA. Negative reinforcement in applied behavior analysis:, pp. 67 68 Buford, J. A., Jr., Bedeian, A. G., Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension. p. 56 Terpstra, D. E. (1979). Theories of motivation: borrowing the best. p. 98 Vroom, V. H. (1964). Work and motivation. New York: Wiley. p. 150 Bennett. R, 1997: Organisational behaviour, 3rd edition, pp.119 Karl.M, 1967: The rise of the working class, p.59. Herzberg, F., Mausner, B. Snyderman, B.B. 1959, The Motivation to Work p. 341 Luthans1998: Organisation behaviour, 8th edition, p.145 .Discipline Without Punishment Dick Grote 2006 p.45 Leadership James MacGregor Burns, 2010, p. 43 Kreitner, R. (1995), Management, Sixth Edition, p. 44 Boston: Houghton Mifflin Company Higgins, J. M. (1994). The management challenge (2nd ed.). New York: Macmillan p. 78 Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press. p. 675 Kovach, K. A. (1987). What motivates employees? pp.65 72 Bowen, B. E., Radhakrishna, R. B. (1991). Job satisfaction p. 62 Herzberg, F., Mausner, B., Snyderman, B. B. (1959). The motivation to work, p. 125 Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. p. 134 Effective Supervisors Louis V. Imundo 1993 p.55 Bass, Bernard (1989). StogdillsHYPERLINK http://www.amazon.com/exec/obidos/tg/detail/-/002901820X/bigdogsbowlofbis/ Handbook of Leadership: A Survey of Theory and Research. New York: Free Press. Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, Vol. 18, p.31. Blake, Robert R. and Mouton, Janse S. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co. Bolman, L. and Deal, T. (1991). Reframing Organizations. San Francisco: Jossey-Bass. Kouzes, James M. Posner, Barry Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass. Lamb, L. F., McKee, K. B. (2004). Applied Public Relations: Cases in Stakeholder Management. Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge Bacon, S. B. (1988).  The effects of racially homogeneous and heterogeneous Outward Bound groups on the self-report survey scores and drop out rates of minority students. Greenwich, CT: Outward Bound USA. Ewert, A. (1992). Group development through experiential education: Does it happen?  Journal of Experiential Education,  15(2). Ewert, A., Heywood, J. (1991). Group development in the natural environment: Expectations, outcomes, and techniques.  Ã‚  Environment and Behavior,  23, 592-615. Ewert, A. McAvoy. L. (2000).  The effects of wilderness settings on organized groups: A state of knowledge paper. In D. N. Cole S. F. McCool (Eds.)  Proceedings: Wilderness science in a time of change  (pp. 13-26). Ogden, UT: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station. Kerr, P. J., Gass, M. A. (1995). A group development model for adventure education. In K. Warren, M. Sakofs, J. S. Hunt (Eds.)  The theory of experiential education  (pp. 285-296). Boulder, CO: Association of Experiential Education Neill, J. T., Dias, K. L. (2001).  Adventure education and resilience: The double-edged HYPERLINK http://wilderdom.com/abstracts/NeillDias2001AdventureEducationResilienceDoubleEdgedSword.htmsword.Journal of Adventure Education and Outdoor Learning,  1(2), 35-42. Neill, J. T. (2002).  Social support helps people grow.  Horizons,  17(Spring), 32-34. Neill, J. T., Dias, K. L. (c.2001).  Challenge and support in Outward Bound: The double-edged sword.  Outward Bound International Newsletter,  10(1). Peak Experiences (n.d.).  Issues of importance in forming a team. Ringer, T. M. (2002).  Group action: The dynamics of groups in therapeutic, educational and corporate settings. p. 172

Leading Edge :: essays research papers fc

The Leading Edge Management in organizations today are trying to capture both quality and productivity (bottom line results) from their employees, and are spending millions of dollars in time, capital, and human resources. However, without the proper paradigm shift in leadership roles, which must include a new appreciation on the importance of principled centered leadership that recognizes that people are the highest value in any organization, the investment no matter how great will not accomplish their goals. Managers today have to become more effective in leading and managing their employees. They have to start with a new mind set, change their frame of reference, change how they see the world, how they think about people, and how they view management and leadership. This will bring about quantum improvements in their organization. (Covey) Today's authoritarian style puts managers at a higher level of importance than that of his employees, he makes the decision, gives the commands, and workers conf orm and cooperate, perform and contribute as requested to receive the rewards of pay and other benefits. When managers accept that the "old way" of doing things is not fundamentally the right way, and they shift to a new style that puts principle-centered leadership first, a unique relationship will develop. They will see that people have more creative energy, resourcefulness, and initiative to contribute when they feel valued and their accomplishments are valued. When managers begin to work with the whole person and embrace principles of fairness and kindness and make better use of their talents, than people have a sense of doing something that matters, something with meaning. (Covey) In my organization we are fast paced and deadline driven, each of us has to train and depend on our employees decision making process. I know which of my employees can handle which tasks and set goals for each according to their abilities. I usually get them together in a group to discuss wh at our immediate objectives are. I encourage input from every level, including our part time employees, so everyone feels included and when we achieve goals, everyone wins. We monitor our progress, and meet frequently if a problem arises, and are very quick to praise each other when we have moved closer to our goals. I feel including everyone in this process gives everyone a sense of ownership in the organization. My employees want to contribute, they take great pride in helping in the decision making process, their sense of meaning and worth are just as great a reward as any paycheck could be.

A Process Oriented Approach to Waiting Line Management in a Large Pilgrimage Center in India Essay

This article documents an innovative approach to manage waiting line in the largest pilgrimage center in the world. By a judicious combination of process orientation and advances in Information Technology, the pilgrimage center’s management has been able to dramatically change the pilgrims waiting experience. The pilgrimage location under study is Tirumala located in Andhra Pradesh state in India. The number of visitors to this important location has been steadily increasing over time. As of 2011, the location attracted approximately 30 to 40 million visitors a year. The primary objective of a pilgrim visiting Tirumala is to have darshan of the principle deity in the temple. The secondary objectives include tonsure (shaving head as a mark of respect), offering donations, prasadam collection, thulabaram, arjitha seva (paid services), local sightseeing and shopping. The immense popularity of the temple and its location poses significant challenges to the management of the system. This temple is a tradition bound Institution. Therefore, some alternatives to resolve pilgrim waiting time are feasible and some are not. There are some hard constraints which may not stand the test of logic. The ability to manage the traffic volume is a function of processing rate (darshan duration) at the temple and darshan time available per day. This case study is an example of improving operational effectiveness by using formal management methods in addressing an important real life problem in an under researched area. This pilgrimage center is located in the extension of Western Ghats and is popularly known as Tirumala. It is considered to be the abode of Lord Vishnu in the form of Venkateswara. The temple is the richest pilgrimage center, after the Sree Padmanabhaswamy Temple in Thiruvananthapuram, Kerala, of any faith (at more than 50,000 crore) and the most-visited place of worship in the world. This center attracts a large number of visitors from all over the country irrespective of their caste, religion, belief, social status and professional affiliation. The temple is visited by about 50,000 to 100,000 pilgrims daily (30 to 40 million people annually on average), while on special occasions and festivals, like the annual Brahmotsavam, the number of pilgrims shoots up to 500,000, making it the most-visited holy place in the world. The temple is on Venkatadri (also known as Venkatachala or Venkata Hill), the seventh peak, and is also known as the â€Å"Temple of Seven Hills†. Venkatadri, the hillock residing place of Lord Venkateswara is probably one of the oldest religious institutions in India. It is known to exist for over a period of 2000 years. It has a recorded history of thousand years. Based on the recorded history, the rituals and daily routines in this sacred temple are being performed without a break for more than 1000 years. Over a period of time Venkatadri has evolved as an epicenter of Vaishnavism. Several prominent Hindu religious institutions either have established a presence in Venkatadri or have made this as place of their administrative headquarters. Today, Venkatadri is not only a religious institution, but it has also evolved as a social institution. It supports financially a group of thirty (higher) educational institutions. Its mission is to systematically promote the study of Vedas and Sanskrit literature. The temple also provides generous financial support for construction of similar temples (Venkateswara) elsewhere in the country. Over a period of 50 years, the number of visitors to the temple and the town has increased by eight fold. [I960(2 million), 1970(4 million), 1980(7 million), 1990(11 million), 2000(16 million), 2010(30 million)]. Such a huge traffic generates tremendous stress on the social and physical infrastructure of the temple down (Tirumala and Tirupati). Being a tradition bound organization, certain modifications (on procedure, layout etc.) are not acceptable. The devotees (exposed to modern social norms) who come to the temple expect a better service quality and shorter waiting time. Thus, the managerial challenge is to balance the tradition, operational efficiency and increasing pilgrim expectations. Activities in the temple and the town and their management need to be also seen from a religious perspective. There is a divine dispensation in the institution, which may not be tinkered with in whatever modification(s) that are made in the facilities redesign and management of activities. Methodology The product and its delivery Pilgrims from all over the country arrive in the temple town. Usually they reach the foothill which is known as Tirupati. The mode of transport is rail, road (public or private transport) and air. Having reached Tirupati, those who have their own transport directly proceed to Tirumala. Some spend a few hours in sightseeing and visiting other temples and religious locations in and around Tirupati. The distance between Tirupati and Tirumala is 19Kms. Andhra Pradesh State Road Transport Corporation (APSRTC) operates regular services between Tirumala and Tirupati. The round trip is about 2.5 hours including waiting time at both the boarding points. Having reached Tirumala, the pilgrims look for a suitable accommodation. There are about 5000 cottages owned and managed by TTD for pilgrim’s convenience. After (a brief) resting, pilgrims go for tonsure (there are 500 barbers who operate on a 3 shift basis; 15,000 tonsures are done in a day). The annual revenue from export of hair (from tonsure) is Rs. 100 million. Following tonsure pilgrims go for a wash and bath in the holy tank in the middle of the temple town and then join the queue for darshan. Some pilgrims on arrival at Tirumala directly join the darshan queue and after the darshan visit the tonsure centre, take a bath in the holy tank and departure to their place of residence. There are 32 waiting compartments to house pilgrims while they await darshan. The average capacity of these compartments is 500. About 17,000 pilgrims can be held in waiting at any time. The average waiting time for darshan can vary between 2-12 hours depending on the day and season. There is tremendous uncertainty as when darshan would happen. There is also anxiety as how long is the wait. There is no (accurate) information to the pilgrims on what is ahead. Because of the commitment to the pilgrimage process, individual pilgrims go through this tedious experience with reverence and patience. Finally on a FIFO basis, pilgrims arrive in front of the deity. The actual darshan lasts for about 1.5 to 2 seconds. However, the pilgrims can have a view of the deity from a distance of 30 meters from the main entrance. The travel time is about 45 seconds. Actually, the passage towards darshan admits a file of 6 or 7 columns of pilgrims to go through the darshan process simultaneously. After the darshan the pilgrims donate money at the Hundi, equivalent of donation box, located inside as well as outside the temple and then leave the temple premises. The Hundi collection is about Rs. 2000 million a year. Often, they stand in another queue to receive free laddu (there are several counters that sell laddu). Approximately, 75,000 laddus are sold in a day. In view of demand and supply gap, there is rationing and restrictions on how many laddus a pilgrim can buy. Tirumala Tirupati Devasthanam (TTD) the administrative agency in charge of this temple provides free meal to about 25,000 persons in a day. After receipt of laddu(s) and a meal, the pilgrim returns to his cottage or wait for a transport to go Tirupati and subsequently to his place of residence.

A Career Process Preparing For Career Success - 765 Words

Preparing for Career Success Taxation is which the government finance the expenditures by setting charges on the corporate entities and individuals, it’s usually used to encourage an economic decision and to fund different public expenditures. Moreover, it finances the public goods and services such as, streets cleaning and lighting. Because of that the UAE is planning to start collecting a value added tax at 5% in the beginning of 2018. Which can be a strong tool to help achieving the goals of the social progress and the economic development. Individual Taxation Personal income tax is a direct tax paid from the personal income for an individual or a person. Person could be an individual or an ordinary partnership which is liable to†¦show more content†¦There are many types of business taxes, employment tax, value added tax, corporates franchise tax. In case of having employee the federal tax requires an employment tax including social security and medicare tax. Insurance and petroleum extraction companies will always pay an additional tax. Businesses tax against the profits earned by a given taxable period. Business can receive a tax deduction for qualify charitable contributions. Challenges This course was very helpful specially for the coming changes that will occur in the few coming months. Although we faced some challenges during the course. Starting will the tax rates schedule, when I use the schedule I need to focus and be so accurate when using the number because a single mistake could change the whole calculation. The tax calculations are new to us so this could take time until we get used to it. Secondly, as taxpayer should be smart and try to pay the least taxes which means understanding the law in depth and having information on their liabilities and obligations. Moreover, I face a challenge in differentiating between a tax credit and a tax deduction, both of the two can save your money but in totally different ways. Experience The first challenge faced is the group formation, some of the students want a group of 4 while others want a group of 6 which made us losing some of the time in such a thing. After that we organized the work to complete theShow MoreRelatedProviding Quality Career Development And Leadership Programs1524 Words   |  7 PagesProviding Quality Career Development within Youth Development and Leadership Programs Introduction â€Å"What do you want to do for a living?† This is a question dreaded by many young people. The question assumes that youth have had opportunities that are to make an informed decision about their future. As a youth service professional or someone volunteering his or her time with youth, you might be wondering how you can support youth to think about their futures, and provide them with concrete informationRead MoreImportance of the Decision Making Concept:879 Words   |  4 Pageslife and work because of its strong link to success and effectiveness. 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Moschetti Hudley (2015) discovered that the majority of existing research claimed FGCS concern extended to financial assistance, family issues, and barriers to their success rather than what made them successful. Moschetti Hudley (2015) pointed out that FGCS reported that subsequent behaviors and reliance on their family for emotionalRead MoreBest Practices For Managing An Outstanding Performance Review Process1698 Words   |  7 PagesPerformance review 2% How to manage an effective performance review Best Practices for Managing an Outstanding Performance Review Process The performance review process often gets ignored in today’s agile operating environments where people change jobs quickly and employees often care more about their industry and peer reputations than they do about company rankings. Many companies have replaced the formal performance review with greater managerial input in daily operations, social media and customerRead MoreAn Assessment Of University Of North Texas Career Center902 Words   |  4 PagesAn Assessment of University of North Texas Career Center The Council for the Advancement of Standards in Higher Education (CAS) uses standards and guidelines to promote, develop, and assess the quality of programs and services for student affairs professionals in higher education (Council for the Advancement of Standards in Higher Education, 2015). Founded in 1979, the CAS approach is to ensure excellent educational practices secure in the belief that its standards and guidelines are to be usedRead MoreMatt Grant Case Study1230 Words   |  5 Pagesfaces possible discharge from his corporate career while conceptualizing an innovative business endeavor. Trekking through a handful of failed corporate projects with the company he currently works for, he must decide whether he wants to play it safe and remain a corporate employee or take an opportunistic leap of faith in the business realm. Matt is not alone in his experiences. His wife journeys with him through his trials, and also experiences career setbacks as a result of Matts past f ailuresRead MoreRequest For Analysis Of Ficer820 Words   |  4 Pagesanalysis of the Officer In Charge Review Board Process The process for certification as an Officer in Charge (OIC) in the U.S. Coast Guard is confusing. The certification process is not based on Personal Qualification Standards, or Terminal Performance Objectives. As a result, the OIC Review boards are largely subjective and not standard throughout the service. There is a need to analyze the effectiveness of the Officer In Charge certification process. This analysis should include the identificationRead MoreCollege Is Not For College1486 Words   |  6 PagesIntroducing students to college in middle school will improve college access. One benefit of early college exposure is that students and parents will receive more information on financial aid and scholarships. For someone who is not familiar with the process to get to college, locating and applying for scholarships and financial aid can be confusing. Early exposure eliminates confusion by making this information available sooner to give students and parents more time to sort through it. The article â€Å"Facilitating