Destination Marketing Coursework Example | Topics and Well Written Essays - 3000 words

Destination Marketing - Coursework Example Tourism destination has been defined as â€Å"a geographical region, political jurisdiction, or major attraction, which seeks to provide visitors with a range of satisfying to memorable visitation experiences† (Bornhost, Ricthie and Sheehan, 2010). A tourism destination must also seek to enhance the economic and social well-being of the residents within its boundaries. To be called a tourism destination it must also offer a wide range of activities and experience to the tourists. Kenya can be called a tourism destination as it is an attractive, and one of the most developed tourist destinations in Sub-Saharan Africa (Ayoo, 2007). As of 2007 Kenya had 29 National Parks and 29 National Reserves that together occupy about 7.5% of the country’s total area. Biodiversity ranging from marine parks, mountain, arid and semi-arid parks to ecosystems can be found at these parks. The Equator divides the country into almost two equal halves. The country has several attractions such as natural and cultural attractions such as game viewing, bird-watching, deep-sea fishing and mountain climbing, apart from being free of terrorism (Pennington-Gray et al., 2005). The diversity of physical landscape and scenery provide both beauty and variety to the country (Odunga, 2005). Wildlife and nature-based tourism is the greatest attraction for the tourists visiting Kenya. Tourism in Kenya grew over the years and became an important economic activity. However, the sector has been experiencing decline because it could not segregate mass tourism from eco tourism and sustainable tourism. The focus initially was on mass tourism but then the focus shifted towards attracting a niche segment or the upmarket segment (Odunga, 2005). This affected the image of Kenya as a tourist attraction. With another policy shift the focus was again on both mass tourism and the niche segment. The constant shifting of strategies has led to an adverse image of the destination. Tourism in Kenya is in the decline stage of the Tourism Area Life Cycle as product quality has declined. Effective promotion is needed to restore the image that Kenya as a destination carried. Situational analysis would help recommend a suitable promotional strategy to attract the UK tourists, comprising of a niche segment. 2. Situational Analysis An analysis of the macro environment or the external factors that influence tourism in Kenya would help develop the framework for promotion as well as the marketing objectives. 2.1 Environmental Analysis The country is undergoing political instability and political unrest. One of the major issues is the unequal distribution of resources such as land on which tourism depends. Some hold the view that while tourism consumes large resources the distribution of the revenue remains at the discretion of the central government, which often disregards the social and economic needs of the region (Mayaka and Prasad, 2012). The political situation in the country makes the tourism industry vulnerable to uncertainties and volatility. The tourism sector in Kenya contributes to 11 percent of the GDP but the global financial crisis further affected the political events, which resulted in reduced flow of tourists (Mayaka and Prasad, 2012). Tourism has reduced unemployment while maintaining balance of payments (Pennington-Gray et al., 2005). The recession

Human Factors Psychology Essay Example | Topics and Well Written Essays - 1000 words - 1

Human Factors Psychology - Essay Example The second is to find ways to work with management and employees as the changes occur within the work area. The concept of automation that can be used in the work space is one that can enhance the overall work load of those that are in the area. The airport will have the ability to change the work load that goes to cleaning different components and will have more efficiency that is related to the cleanliness of the airport. More important, there will be a reduction of stress for those that are overworked in the area and which don’t have the necessary time for cleaning specific areas. Since the airport is a larger area, this can provide more efficient results and can eliminate some of the stress that is associated with employees who are working in the area. However, the design engineering with humans is still one that has to monitor the automation for the specific scenario. The process that is used is not able to provide problem solving or work around difficult situations that may arise. The processing that comes for the machine will then need to be looked over by employees while ma naging the machine to automatically fulfill specific duties (Sandom, Harvey, 2004). The ability to use the automated machine to reduce work load and stress, while ensuring that the automated system is able to have problem solving capabilities by employees gives rise to the main advantages and disadvantages of automation. The technology that is used will help to reduce the amount of time and energy that each of the employees carry within the work space. As a result, there will be higher levels of efficiency that is in the work area as well as processes that are essential that are being fulfilled while other duties are being cared for. More important, the automated process for cleaning will lower the stress levels that are in the airport, specifically because workers can

Gender Discrimination Essay Example for Free

Gender Discrimination Essay Gender discrimination is an important issue in the workplace in today’s world. Female employees are facing gender discrimination in the form of different dimensions. This discrimination is disturbing their performance. The main aim of this study is to see the effect of these gender discrimination dimensions which include glass ceiling, salary gap and discrimination in facilities on the productivity of female employees with the mediating effect of job commitment and job satisfaction. The research is focused on the private education sector. The population frame is the female teachers in the private education institutes. A sample of 130 female teachers is collected for this study. The framework is developed for our study for checking the impact of glass ceiling, salary gap and discrimination in facilities on the productivity of female employees. The hypotheses are developed and after the data analysis some of the hypothesis are rejected and some of the hypothesis are not rejected. The hypotheses that the glass ceiling, discrimination in facilities and salary gap has negative impact on employee productivity is accepted which made us to conclude that these discrimination has a big impact on employee productivity and ultimately organizational performance. This study will give some guidelines to the managers and policy makers in any organization that how to reduce these discriminations. Key words: Gender discrimination, Glass ceiling, Employee productivity, salary gap, discrimination in facilities, job satisfaction, job commitment, Paper type: Research Paper 1. Introduction 1.1 Significance/Rationales of study The study came up with the solutions to the problem of gender discrimination at work place. This study will help the people to be aware of this dominating problem of gender discrimination and its reasons. This study can also identify the positive and negative effects of discrimination on the world of business and personal lives of people. Gender discrimination is a wide phenomenon which is affecting every political, social and economic life. In this era where everyone think that there should be equal rights for men and women, there are some occurrences of people who are being discriminated because of their gender. It is not an issue, which one can easily tolerate or ignore. Gender discrimination is understood as the unequal treatment against people of either sex, but statistics shows that women are the one who are more discriminated just being a female (Lila Adhikari, 2008). Gender issues were first pointed out in 1950s, but it’s been highlighted in organization and management studies in between 1980s and 1990s. In this duration many studies on effect of gender discrimination on employees were conducted. One study shows that gender discrimination is inversely proportional to job commitment and satisfaction which means it reduces the employee’s productivity which ultimately affects the organizational productivity (Zahid Ali Channar, 2011). Many factors have been identified which are responsible for gender discrimination in work place, which are education, promotion, marriage and child bearing and environment. If we look in context of promotion, a wide practice used is glass ceiling, a process by which women are not promoted to high level of jobs (Bell, 2002). Last year report issued by a commission of glass ceiling that shows that there are only 7 to 9 percent of managers that are in senior positions are women at fortune 1000 (kom and catalyst, 2012). 81 % employers dislike to hire a female. 49 % not carefully planning their careers to benefit women and above of all a survey tells that only 1 percent CEOs or even less than 1 percent take it as first concern, the development of women (Mauricio, 2012). 1.2 Problem Statement HRM in any organization is related to staffing, motivating and maintaining the organization (Decenzo, 1998). 50 years ago, due to homogeneity of work force the HRM was very simple, but now-a-days the workforce is heterogeneous. Managing this heterogeneity required such a staff that can create an equitable environment so that no group has any kind of advantage or disadvantage on other group (Wayne, 1995). Heterogeneity in workplace gave birth to gender discrimination, which has become an intense situation in Pakistan and affecting the employee’s productivity (Qaiser Abbas, 2011). An employee perform difficult tasks for the survival and improvement of organization but gender discrimination reduces the employee’s satisfaction, commitment and enthusiasm and increases the stress level which ultimately affects the productivity of an employee (Zahid Ali Channar, 2011). These studies did not discuss that how dimensions of gender discrimination effect the productivity of employee. The dimensions of gender discrimination include discrimination in promotions, discrimination in salary and discrimination in facilities provided. So there is a need to explore the effect of different dimensions of gender discrimination on the productivity of employee. 1.3 Aim of the study This study investigates that how different dimensions of gender discrimination effect the employee productivity. It would be helpful for any organization in the process of policy making which will ultimately increase the productivity of an organization. 1.4 Research Objectives 1) To identify that whether gender discrimination has an effect on productivity of employees in private educational institutes. 2) To explore how the productivity of employees is affected by gender discrimination in promotion, salary and facilities provided in private educational institutes. 3) To examine the results of the survey. 4) To recommend some reformed measures to the policy makers for the future. 1.5 Research Questions 1) What is relation between the employee productivity and gender discrimination? 2) What is effect of gender discrimination in promotion, salary and facilities on the performance of an employee? 2. Literature Review This literature view is based on the evaluation of gender discrimination on employee’s productivity. The gender discrimination now exist most of the organization around the world. Gender discrimination may exist in different dimensions like discrimination in promotions, facilities and Salaries. In simple words gender discrimination can be defined as the unfair treatment or behavior based on gender. It is said to occur when an individual’s decision is based on gender. Gender discrimination was attempted to define by no law. If we look in the perspective of employment, it is giving more advantage to a particular group (Wayne, 1995). This thing results in the decreased productivity of employees. 2.1 Gender Discrimination in Global Perspective The first form of discrimination was found by the universal declaration of human rights (1948). Gender discrimination is now a social disease which is destroying the lives of women around the world. Sen (1991) shows us that if equal treatment and opportunities were given then there should be more 100 million females than are presently alive. Many steps were taken to eliminate the gender discrimination but none of them was proved to be effective. The Beijing conference that documented 12 most prominent areas of discrimination was a big step in eliminating the gender discrimination (UNFPA, 2005). It is proved from the studies that gender discrimination has an influence on the employee productivity. A study shows that if there is a proper policy of gender discrimination there will be a change in employee’s productivity (Naqi Abbas, 2010). 2.2 Glass Ceiling Women in workplace face a wide practice called glass ceiling. This is a practice in which women are ignored when making a promotion policy or promoting an employee. We can see that in every organization the executive posts are held by males. According to a study only 3 percent of the most paid executives are female and these posts are disproportionately held by men (Healy and Zukka, 2004). Women are mostly entrusted in small projects not the big one. They are being kept deprived from international assignment which is keeping away from their promotions. Nick (1991) had conducted the study on international careers of women. His study clearly shows that there is a glass ceiling effect. Women are not being encouraged to do new projects on new markets and they are being kept at junior manager positions. Gender discrimination is not directly related to productivity. The relation of employee productivity and gender discrimination is mediated by job satisfaction and job commitment. Employees who faces policies and practices of gender discrimination show less satisfaction with their job (Ensher et al, 2001). When individuals’ face gender discrimination in workplace they show a low level of job commitment so gender discrimination has a negative relation with job commitment and job satisfaction (Sharon Foley, 2005). Gender discrimination creates tension and reduces the satisfaction of people and it is the study of 139 Hispanic male and female (Sanchez, 1996). The productivity of a happy worker is higher than an unhappy worker (Rabins, 1999,). Employee satisfaction plays a vital role in its productivity and there is a significant relation of job satisfaction with employee productivity (Pushpakumari, 2008). Job satisfaction lead to organizational responsibility, mental health and finally employee productivity (Coomber, 2007). Another study shows us that the organizations who perceive greater gender discrimination report less satisfaction and commitment (Ellen A. Ensher, 2001). The hypotheses are given below: 1) Glass ceiling has negative impact on employee productivity. 2) Glass ceiling is negatively related with employee productivity. 3) Job Satisfaction is positively related with employee productivity. 4) Job satisfaction mediates the relation between gender discrimination in promotions and employee productivity. 2.3 Discrimination in facilities In a workplace an employee is provided with many facilities which helps them to complete their task which include computers, air conditioners, assistant and transport facilities etc. If on a work place if such kind of facilities are provided to a male employee and not provided to a female employee of a same post. The female employee will start to think that the upper management don’t care about them which will increase their stress level and the satisfaction level of that employee cold be decreased which will affect the employee’s productivity. The hypotheses are given below: 1) Gender discrimination in facilities has negative impact on employee productivity. 2) Gender discrimination in facilities is negatively related with job satisfaction. 3) Job Satisfaction mediates the relationship between gender discrimination in facilities and employee productivity. 2.4 Salary Gap Another dimension of discrimination is the Salary gap. Women usually get low pay then men in any job they are appointed. Ashraf and Ashraf (1993) study shows that there is a gap of 63.27 percent in salary in 1979, and in 1986 it decreases to 33.09 percent. This was the decline in every province. Discrimination is not the phenomenon of one or two countries, it exist in most of the developed countries like USA. A study showed that women dietitians in USA earn 45,258 dollars per year while men earn 50,250 dollars per year (Pollard, 2007). Managers at top level in organization mostly prefer their own interest rather than others. They think that superiors who have power on their careers will support them. According to Susan et al (1998) mostly top managers in any organization are the people who are more biased against females and these people save interest of their own. The study shows that job commitment is significant related with productivity, there exist high degree of correlation between commitment and productivity. Individuals that are highly committed proved to be more productive and have higher satisfaction and have no intention to leave the job rather than employee with low job commitment (Varsha, 2012). The hypotheses are given below: 1) Salary gap has negative impact on employee productivity. 2) Salary gap is negatively related with job commitment 3) Job Commitment is positively related with employee productivity 4) Job Commitment mediates the relation between salary gap and employee productivity. 2.5 Gender discrimination in Pakistan Pakistan is also one of the countries where gender discrimination is seen in most of the organizations. We all know Pakistan is a male dominating society and women are being treated unfairly in every field of profession. Gender discrimination has spread its root from public organizations to private organizations. Women are being kept at low level jobs and they are not promoted to high posts due to biasness of top level managers and policy makers. A study by Ghizala Kazi (2011) shows us that no women in the public organizations are in the scale of 20 or more. There are very few women above scale 15. Most of the women are under 15th scale, which shows the situation of discrimination in Pakistan. Many factors for this situation were identified like education, promotion, environment, child bearing and discrimination. If such kinds of discrimination is eliminated than the productivity of these women employees could be increased. There are evidences that the promotion of gender equality leads to a better performance and improved economy of concerned society. The societies who have greater female employment opportunities are less corrupt and have better governance (Klasen, 2006). This is not the end of discriminations in Pakistan. A women employee is also discriminated in Salary, which is a basic right of an employee that he should get compensated according to his work and post. In Pakistan you will see men and women working on same job level but different pay. In the report of poverty in Pakistan it is clearly proved that majority of women are concentrated in low paid jobs with very few opportunity for moving upward (Shah et al, 2004). If we look in the export industries of Pakistan which is a backbone in measurement of economy of Pakistan we will see the similar situation of discrimination. The study of Siddique (2006) surveyed the industries of export that are in Karachi, Sialkot and Faisalabad. The results from this study confirms the gender discrimination and shows that men were getting 20 percent more than then women working at the same post. It was also concluded that adjustment policies and change in labor market has a negative impact on females. To have maximum output from women employee the organizational culture of discrimination should be changed. Organizational culture affects the performance of employee. Organizational environment and culture can make the workplace attractive and supportive for a female employee. Attitudes of peers and support from family are also very significant for the female employee (Irfan, 2009). Many studies have discussed the gender discrimination as a general term but there is need to explore the discrimination in different dimensions and how these dimensions affect the productivity of employees. Gender discrimination has three dimensions which include discrimination in promotions, salary and facilities provided. So this study will be based on exploring the effect of dimensions of gender discrimination on productivity of employees. 3. Conceptual framework In the literature review of this topic the framework has been defined which show the relationship between the variables. Correlation is basically run to analyze the relationship between two or more variable. It also measure that how two variables move in relation to each other. It measures the strength and direction of linear relationship between two variables with respect to each other. The sign of the value shows the direction that whether it is negative or positive. Positive sign shows that the variables are moving in same direction means if one variable is increasing the other variable is also increasing and negative sign shows that if one variable is increasing then other variable is decreasing. The magnitude shows the intensity between variable. If the value is between 0.1 and 0.5 then the variables are weakly correlated. If the value is between 0.5 and 0.7 then the variables are moderately correlated. If the value is between 0.7 and 0.99 then the variables are strongly correlated. The value 1 shows the perfect correlation between variables. Table 5 shows the intensity and the direction of any two variables. Highest value of correlation is 0.753 which is between gender discrimination in facilities and glass ceiling. So the correlation between discrimination in facilities and glass ceiling is positive and strongly correlated. The relationship between DF and EP, and DF and JS, and JC and SG is negative. So it means that if you have more salary gap than your commitment to job will be less but its value is less than any else two variables, so we can say that job commitment will be less but with very small value, and if you have more discrimination in facilities then your productivity will be less. The remaining variables have positive relation with each other. The relationship is significant at 1% which means there are 99% chances that the relationship between all two variables will remain the same if the sample is changes and sample size and population remains same as shown in the table given below. 5.7 Regression This research is to check the effect of gender discrimination dimensions which are glass ceiling, salary gap and discrimination in facilities on the employee productivity. This research also includes two mediating variables job satisfaction and job commitment. Job satisfaction is mediating between glass ceiling and employee productivity and also discrimination in facilities and employee productivity. Job commitment is mediating between salary gap and employee productivity. For this 9 hypothesis were developed. For the purpose of checking the impact regression has been applied. The model has only one dependent variable so there will be one model of regression equation. There will be separate equation for mediating variable to check the mediating effect of variables between independent and dependent variable. In first model we run the regression equation between EP, GC, DF, SG, JC and Job satisfaction. 5.7.1 Regression Equation EP = 4.66 0.38GC 0.86DF 0.26SG + 0.017JC + 0.167JS The Above equation shows that if all the other variables remain unchanged or have value of zero then the productivity of employee remains at 14.66. It is the fixed value of employee productivity. The coefficient values tell the per unit change in the employee productivity so if we increase the value of GC, SG and DF then the value of employee productivity will decrease by 0.38, 0.86 and 0.26 respectively. If the value of job commitment increases by one then the value of employee productivity will increase by 0.017. The hypotheses of glass ceiling, discrimination in facilities and job satisfaction are accepted. If the value of job satisfaction is increased then the value of employee productivity will increase by 5.10 Kruskal Wallis Test The non-parametric test will be used that is kruskal-Wallis test. Whenever the assumption of levene test is not fulfilled the non-parametric test i.e. kruskal-Wallis test is used. So kruskal-Wallis test is applied to check the level of job commitment in the females who are earning less than 30,000 between 30,000 and 40,000 and more than 40,000. The table given below shows that the asymptotic value is greater than 0.05so test is insignificant. So there is no difference in the average of glass ceiling in all three populations. So we can conclude that there is no significant difference between the mean of all three population p = 0.509, with a mean rank of 73.45 for below 30,000, 65.20 for 30,000 to 40,000 and 73.00 for above 40,000. 6. Discussion This study is conducted to check the impact of gender discrimination on the productivity of employees. The study included three dimensions of gender discrimination that is discrimination in promotions, discrimination in facilities and discrimination in salary. With the help of previous studies it is found that all these discriminations have negative impact on employee productivity which is mention in literature view. The hypotheses were developed for this study. There are 12 hypotheses that are developed. First hypothesis is that glass ceiling has negative impact on employee productivity. This hypothesis is checked after entering the data into SPSS. He results show that glass ceiling does have negative impact on employee productivity. If women are not being promoted to higher job positions and if there is no such policies related to gender discrimination then the productivity of female employee decreases. Second hypothesis was that the glass ceiling is negatively related with job satisfaction. this hypothesis is checked through the correlation. The table 5 of correlation clearly shows that glass ceiling is negatively related with the job satisfaction and result is also significant so this hypothesis is supported. Third hypothesis is that the job satisfaction is positively related with the employee productivity. The table of correlation shows the positive relation between the two variables. So employee productivity increases as the job satisfactions continues to increase and if job satisfaction decreases the employee productivity also decreases. Fourth hypothesis is that the job satisfaction is mediating between glass ceiling and employee productivity. This hypothesis is checked through the mediation test which consists of four steps. This test did not support the hypothesis so this hypothesis is rejected. Fifth hypothesis is that the discrimination in facilities has negative impact on the employee productivity. This hypothesis is checked by regression. Discrimination in facilities has the negative impact on the employee productivity and it is also significant. So this hypothesis is also supported. The sixth hypothesis is that discrimination in facilities is negatively related with the job satisfaction. This hypothesis is supported because the correlation between them is negative in the table 5. So the discrimination in facilities increases then the satisfaction with the job decreases. The next hypothesis is that the job satisfaction plays the mediating role between the discrimination in facilities and employee productivity. This hypothesis is also checked by the mediation test the result is shown in the table 8 which shows that this hypothesis is not supported. It means that job satisfaction is not mediating between discrimination in facilities and employee productivity. The eights hypothesis that was developed is that salary gap has negative impact on the employee productivity. The hypothesis is not supported as it is checked by regression test which is shown in the table 6. It has negative impact but it is not significant means that if gap is more in salary then employee productivity decreases but not significantly. The ninth hypothesis is that salary gap is negatively related with job commitment. The hypothesis is checked with the correlation which is shown in the table 5 of correlation which shows that the relation between these two variables is negative. So salary gap reduces the job commitment of female employees. The next hypothesis that is developed is that the job commitment is positively related with the employee productivity. The relation is checked with the correlation and hypothesis is supported because results show that there is positive relation between salary gap and job commitment and it is significant. It means more job commitment the more employee productivity. The next hypothesis is that job commitment mediated the relation between the salary gap and employee productivity. This hypothesis is checked by the mediation test and it is not supported. The results show that job commitment does not play a mediating role between salary gap and employee productivity. The t test is also applied to check that whether the level of variables is also applicable on the population. The results are shown in the table 9. This table shows that all the values of p are significant so the level is also the same as the population. The level of job commitment is also checked in the three population related to different income groups that is below 30,000, 30,000-40,000 and more than 40,000. For this purpose the ANOVA is applied but for ANOVA the assumption of levene test should be fulfilled that is its value should be insignificant. The table 10 shows that levene test assumption is not fulfilled so the non-parametric test is used. The non-parametric test is the Kruskal-Willis test. This test is applied and the hypothesis is rejected as its asymptotic value is not significant. So it means that the there is no significant difference between the job commitment of females who are earning less than 30000, 30000-40000 and more than 40000. 7. Implication Through this study the impact of gender discrimination is checked on the employee productivity. The productivity of an employee is much important for an organization. So the management should consider the issue of gender discrimination as it is shown that the gender discrimination has negative impact on the employee productivity. As our sector for this research is the private education institutes which are very important sector for a developing countries so the management should consider reforming its policies. The management should make transparent, merit based recruitment and selection, it should also provide the training for better performance of female employee so that they can be promoted, they could be provided similarly facilities and different incentive so that they compete economically with the men as all these discriminations are effecting their productivity. 8. Limitation This study was only focused to the three dimensions of gender discrimination and employee productivity is the only variable that is measured that effect the productivity of organization. This research was only examining the education sector and the data was collected only from private institutions. The data was also 140 and it was collected only from the schools that are in the city area the educations institutes in the village was not collected so therefore the ability of generalizability of our findings were restricted and this can lead us to the biasness of respondents (Paul et al., 2003). 9. Conclusion This study provided an insight that how the dimensions of gender discrimination affect the productivity of employee. The data has been collected from different private education institutes through questionnaire. After the analysis that we have done on SPSS we can conclude that gender discrimination has a negative impact on the employee productivity which ultimately affect the performance of employee. The result of impact of salary gap on the employee productivity is not significant. So if the organizations want to perform well then they should keep the gender discrimination out of their organizations in order to make their female employees perform well which will be beneficial for the organization. 10. References Channar, Z. A. (2011). Gender Discrimination in Workforce and its Impact. Pak. J. Commer. Soc. Sci, Vol. 5, pp. 177-191. Dixit, V. (2012). A Study about Employee Commitment and its impact. European Journal of Business and Social Sciences, Vol. 1, pp. 34-51. Abbas, S. M. (2010). Gender Based Wage Discrimination and Its Impact on Performance of Blue Collar Workers: Evidence. KASBIT Business Journal, Vol. 3, pp. 45-63. Hiau, Joo. Kee. (2008) Glass ceiling or sticky floor exploring the Australian gender pay gap. The Economic Record, Vol. 82, No.59, pp. 408-427. Foley, S. (2005). Perceptions of Discrimination and Justice: Are there Gender Differences in Outcomes? Group Organization Management, Vol. 30, pp. 421-452. Ashraf, J, and B. Ashraf (1993) Estimating the Gender Wage Gap in Rawalpindi City. Journal of Development Studies 29:2. Ensher, E. A., Grant-Vallone, E. J., Donalson, S. I. (2001). Effects of perceived discrimination on job satisfaction, organizational commitment, organizational citizenship behavior, and grievances. Human Resource Development Quarterly, Vol. 12, pp. 53-72. Prudence Pollard, Maxine Taylor and Noba Daher, Health Care Manager; Jan-Mar2007, Vol. 26 Issue 1, p52-63, 12p, 4 charts Ensher, E. A. (2011). Effects of Perceived discrimination on job satisfaction, organizational commitment, organizational citizenship behaviour and grievances. Human resource development quarterly, Vol. 1. Coomber B, Barriball KL. 2007†Impact of job satisfactions on intent to leave and turnover for hospital based nurses: a review of the research literature†, International Journal of Nursing Studies, Vol. 44, pp. 297-314. Joanne Healy and Zucca J. Linda Mid-American Journal of Business; Spring2004, Vol. 19 Issue 1, pp. 55-62. Sen, Amartya, 1999, Assessing Human Development Special Contribution Human Development Report 1999 (New York: UNDP). Shah, Parveen. Memon, Rajab. A. (2004). Socio-economic and demographic status of rural women in Sindh. Proceedings of the international conference on social sciences: endangered and engendered, Fatima Jinnah women university, Rawalpindi, Pakistan, pp. 98-113. Nick, Foster. (1999) another ‘glass ceiling’? The experiences of women professionals and managers on international assignments, Gender, Work and Organization, Blackwell publisher’s ltd., Vol. 6, no. 2, pp.79-89. United Nation Population Fund (UNFPA), 2004, Programme of Action: Adopted at the International Conference on Population and Development, Cairo 1994 Wayne, F. Casico, (1995) Managing Human Resource, Productivity, Quality of work life, Profits, McGraw hill Internationals, 4th ed. pp. 61-116. Susan, Trentham. Laurie, Larwood, (1998) Gender discrimination and the workplace: an examination of rational bias theory, Sex Roles: A Journal of Research, Jan, 1998, pp. 1-22. Sanchez, J. I., Brock, P. (1996). Outcomes of perceived discrimination among Hispanic employees: Is diversity management a luxury or a necessity? Academy of Management Journal, 39 (3), 704–719. 11. Appendices Questionnaire We are students of B.sc (Hons) Accounting Finance, currently doing a research project on gender discrimination and its Impact on employee’s performance for which the questionnaire is being distributed to collect empirical data. Therefore you are kindly requested to fill this questionnaire. The information will be kept confidential and will be used for only academic Purpose it will take 15-20 min to complete the data. Thank you in anticipation (Strongly Disagree = 1, Strongly Agree = 5) Employee Productivity

Example Answers to Tasks on Tata Motors

Example Answers to Tasks on Tata Motors Tata Motors Limited has revenues of US$20.5 billion in 2009-10. The companys 25,000 employees are guided by the vision to be Best in the manner in which we operate, best in the products we deliver and best in our value system and ethics. Tata motors was formed in 1945 and till date has expanded across all locations in India. Today around 6 million Tata vehicles run on Indian roads. In 2005 Tata motors had entered a strategic alliance with Fiat to produce power trains and cars. Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors is the first company to be listed in the New York Stock Exchange (September 2004) belonging to engineering sector of India. Today Tata Motors has Operations in the UK, South Korea, Thailand and Spain. Jaguar Land Rover, was acquired in 2008 by Tata Motors and it also acquired the Daewoo Commercial Vehicles Company of South Korea in 2004 (http://www.Tatamotors.com) Task 1: a) Kurt Lewins change management model Today the theory of change management is plays the huge role in most of the business. However, how organisation change in their culture it is depend on the type of industry, change requirement and involvement if the individuals. The key thing in change management is hoe the individuals is recognised or get settled in change process. To understand the change management process in business Kurt Lewins developed the change management process model. This model was developed in 1950s and still is most used method in todays modern business. Lewins change model is going through three stages which is start from Unfreeze Change Refreeze and each of these stages is mention below. Unfreeze In this first stage of change process is preparing to check and requirement of change within the business, which involves identify the key areas which needs to change and try to break it so that you can introduce the new operation. To organize the business effectively, you need to begin at its nucleus and you need to challenge the viewpoint, ethics, approach, and behaviours that presently define it. With the similarity of a structure, you must study and be planned to modify the existing basics as they may not support add-on storeys unless this is done, the whole building may risk collapse. Usually the first part of the change process is very difficult because here you need to identify the key areas where you think change should be required. Furthermore, you may face some strong reaction who does not like the change and you should balance everything when cutting down the things. By forcing the organization to re-evaluate its nucleus, you efficiently make a calamity (which is under control), which in revolve can make a tough inspiration to search for a new balance. Without this inspiration you would not obtain to buy-in and contribution require resulting any significant change. Change After all the doubts which is created during the unfreeze stage, the change is the stage where you can try to resolve all the doubts and try to do the things in new different ways. In these stage individuals start considers and thinks in that way so that they support the new course. The conversion form unfreeze to change takes a bit time it does not happen suddenly, usually individuals take time to get adjust from unfreeze to change process. . A interrelated change model concentrate on the exact problem of individual evolution in a changing atmosphere and is helpful to understand this i will explain in detail below. Individuals should understand how the change process will help them if you want to create the change successful and acceptable within their employees. You should link the change with the individual benefit they simply did not accept the change only on the basis of the change is essential for the organisation. The two key elements to success of the change process is Time and Communication which plays the huge role. People should need some time so that they were able to understand the change and this should be highly communicated with in the employees during the change period. This is the best approach you can use while managing the change which requires great deal of time and effort. Regrettably, some individuals actually affect or harmed by the change mainly those who get the advantage for the past strategy. Others may take a bit long time to accept the change infect they accept it only when they think they will get benefit from the change. Refreeze When the changes are get start settle in the business and individuals have accepted the new ways of operational the association is prepared to refreeze. The outcomes signs of the refreeze are a steady business plan reliable work responsibilities and so on. The refreeze stage also needs to help individuals plus the internal matters of the business and try to refreeze it. That means a change should be a continuous process and needs to there in every business. With a new sense of stability, workforce feels positive, secure and motivated in new culture of the organisation. There is always a big question mark over whether a change is required in the business or not if it is required how far it should be. Although change process is regular and continuous process but this refreeze stage is very important to complete the change process. Furthermore, employees also not been able to adjust with the new culture of the business and they not even know their new role and responsibility in the business. If you did not refreeze the change effectively then it is very difficult to attempt the next change successfully. The another part of refreezing process is make sure that you should enjoy yourself in the new culture of the organisation which helps the employees to enduring himself from the past stressful and sore time . (Sarah Cook, 2004) McKinsey 7S framework The McKinsey 7S model is a vital tool for the detailed study of the strategies that are to amended or to be changed. McKinseys model is a tool which focuses on the internal factors of an organization and can be implemented on a team or a project as well. The McKinsey 7S model can be used over various situations where a perspective is may be helpful, such as; Enhancing organizations performance. Align departments during the time of mergers and acquisitions. Implementing the best proposed strategies. Deciding the future changes in the organization. The elements in the model can be further categorized as; Hard Elements Soft Elements Strategy Structure Systems Shared Values Skills Style Staff Hard elements are easy to identify and define and the management of the organization are directly influenced by them. These are the main aspects of all official processes, organizational plans, reports and IT systems. Soft elements are the aspects which are difficult to describe that are less tangible and are more affected by the culture. (Prahalad ,1990) http://www.mindtools.com/media/Diagrams/mckinsey.jpg Strategy: It is a scheme develops for maintaining constructing competitive advantage over the opposition. Structure: hierarchy of positions in the company. Systems: the day today functioning of workforce for getting the job done. Shared Values: core values of the corporation which are supported in the corporate culture and the general work ethic. Style: the manner of leadership pattern implemented. Staff: the workforce and their wide-ranging potential. Skills: the real skills and competencies of the workforce functioning for the business. The basis of model is, if a business has to excel then the seven elements have to be arranged in a line and equally strengthen. It is used for identifying what requires to be realigned to get better performance, or for uphold alignment performance throughout erstwhile kind of change. whatsoever the category of change whether it be restructuring, mergers acquisitions, new processes systems or alteration of leadership, this model is used if comprehending how the business rudiments are interconnected, and also it ensures the wider impact of changes done in one region which is engaged into deliberation. This model is used for study of the present situation, a projected future situation and for identifying fissure and irregularity flanked by them. By making adjustment and fine tuning of the elements of the 7S model can be, the effective organization mechanism can be ensured. (Sarah Cook, 2004) John P Kotters eight steps to successful change John P Kotter is a Harvard Business School professor and leading thinker and author on organizational change management. Kotters suggest a model for change which has eight stages and can be outlined as: Increase urgency encourage employees to progress, and make the objectives seem genuine and important. Assemble the channel team get hold of the right employees in correct position who have the accurate poignant promise, and the true blend of skills and stage. Get the vision correct catch up or the team to set up a uncomplicated vision and strategy, focus on poignant and imaginative characteristic essential to impel service and efficiency. Communicate for buy-in engage more and more individuals as possible, correspond the fundamentals, simply, and to request and react to peoples requirements, De-clutter the communications. Formulate the technology to work in your favour instead against. Empowerment of deed Eliminate barriers, facilitate constructive feedback and plenty of support from leaders, reward and recognise development and accomplishment. Create short-range Goals lay down short time goals which are easy to achieve in controllable figures of initiatives. End present stages prior to going for the new stages. Dont give up promote and support fortitude and perseverance, give confidence in ongoing development, bring to light the accomplish landmarks and emphasize on the future ones. Make change fix strengthen the worth of victorious change via recruitment, promotion and novel change leaders. Intertwine the change into traditions (Sarah Cook, 2004). Task 1: b) Change management is done to achieve some overall goal and its not done only for namesake change. More often than not, the factors like significant incise in grant, dealing with main new markets or new clients, requirement for spectacular boost in productivity and services, etc. are the reasons behind a aggravated organizational change. In general, organizations must carry out enterprise-wide change to develop itself to a different level in its span of lifecycle. Tata Motors was primarily a maker of commercial vehicles and it is a extremely recurring type of industry. The commercial-vehicle market place in India shrivels in excess of 42 %, with enormous repercussion on top and operational management of organisation. The 110 million US$ deficit was the first time something on this magnitude had taken place in its past, and this actually tremble each one within the organization. Tata Motors struggle to understand what had gone erroneous and hunted to generate a trail for the upcoming days to make certain that they by no means got into such circumstances for a second time. Tata motors determined and implemented a revival plan which had three discrete stages, every one of which was anticipated to last for approximately 1.5 years and 5 years in total. Stage I was planned to stalk the haemorrhage. Expenses had to be abridged in a gigantic manner, and it was a massive defy for a organisation that was not only the major player in business but had been making use of a cost-plus loom to its value strategy. Stage II two was seen as strengthen their place in India as market leader, and stage III was all about intensifying their business internationally. (http://www.Tatamotors.com) Task 1: c) To be an effective leader of an organization requires you to do five things: Understand and interpret the environment in which he operate Develop winning strategies Execute them brilliantly; Measure the impact of your strategies followers. If you get results, people will support you, systematically, adjusting strategies as often without caring too much about how you got indicated. Develop organizational, departmental; the world wont retain the support of your followers team and personal capabilities. Team building is an application of various techniques of Sensitivity training to the actual work groups in various departments. These work groups consist of peers and a supervisor (Rob Paton, 2008). Task 2: a) In current period Tata Motors have counter a lot of confront more than ever from the increasing antagonism and globalization. To tussle back these peripheral problems, Tata Motors arrive out with strategy of expansion and growth to retaliate antagonism via mergers and acquisitions. And also to fight back the effect of globalization it strong-willed to slash expenditure and in that way bring in the worlds cheapest car. But all of these actions had brutal insinuation on its in-house organizational change. This effect of Change was seen both on the top and middle management as well as at the employee level. At the management level, the insurgent change was seen for slashing the expenditure and manufacturing and offering the cheapest car to the world market in stipulated time. At the employee level the change was mainly seen because of the a great deal necessary merger of Daewoo with Tata Motors, which profoundly originated a greater deal of change in its employees (http://www.Tatamotors .com). Task 2: b) Organisation-wide change is embarking on as an affair of continued existence. It is not an alternative or nor it is a notion. Change clutches a very huge expenditure in terms of human and physical assets, share prices, stakeholders lack of confidence, consumer discontent, receivables and cash flow. The reality is often a painful period of change, during which resistance is high, morale is low, productivity is falling, and confusion is rampant (Marsh, 2001). None of the organization accepts this without due consideration. As a matter of fact why does the change fails in spite of its grounds are now right, the need to change is very clear, its substitute are properly assessed, and the path to success is corresponded as such that each one in the organization can distinguish that the change is not discretionary but necessary. The solution or probable reason for this is, Just being right isnt good enough: you have to win the hearts and minds of the employees who will make the change happen (Marsh, 2001). There is not such incorporeal organization that can be changed. It is its staff who can craft intended change into realism by altering their behaviours and the conducts they communicate to each other. Putting change into operation in an organization forces employees to adjust how they communicate to each other. It changes the ways in which they deals with one another and changes their approach towards goals, processes and equipments. This may lead to anxiety which further causes resistance for change. Only people who instigate change enjoy it; other have to suffer it (Marsh, 2001). A lot of employees feel endangered if they are forced to change supposing that they might go down on power, prestige, competence, and security. They sense that what is occurring is outside their control, beyond their area of authority, and so fright about it. These suspicions may be well high and dry in experience but it also depend upon how the organisation has faced the change in past (Marsh, 2001). Task 3: a) The changes that have happen within organizations around the world over the last five years, have revolutionized how organizations will continue to operate for the next five years.    Businesses have realized that people are more important, whether that be the customer or the employees.    Employees must be happy, self assured, educated, trained, motivated, and leaders in order to be able to create the type of business that produces quality product.    The customer must be happy, and if the employees are not happy, they have a hard time making the customers happy (Porter, 1998).    Task 3: b) Stakeholder Analysis is the process that: Is intended for group stakeholders and Understands what stakeholders expect from the project and what they need in next of impending risks It recognizes activities to reduce risks and exploit profit by functioning with the stakeholders. In stakeholder analysis involvement of employees can be done by using two fundamental approaches, Representation Delegation. Both of them have certain advantages and disadvantages. (Sarah Cook, 2004) Representation: It endeavours to take in the complete variety of views, interest groups and organisational units as part of the complete judgment making process. It is also characterised by self-governing, committee-type judgment-making process. Advantages Disadvantages Covers full range of views It has apparent way to achieve extensive approval of judgment Involves people who may have limited knowledge of the subject area time-consuming decision-making process May lead to concession which doesnt symbolize best fit in every meticulous region Delegation: It pass on liability to those recognized as being best suitable to the job. Advantages Disadvantages Job done by those who have appropriate skills and acquaintance lets the system or work to progress forward extra swiftly the acceptance simply relies on faith in those delegated requires concern about covering of all relevant issues its proper understanding. Task 3: c) A change management strategy helps in identification, prioritisation, engagement and assessment of stakeholders. Explicit region of spotlight contain: Ensuring of sufficient indulgent of the objectives, timeline and procedure by every key stakeholder. Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected. To persuade stakeholder outlook to turn into more optimistic or in any case less pessimistic en route for the proposal and/or the change that it shall fetch in regards. To ascertain an effectual response sphere between the stakeholder set and the management panel (Rob Paton, 2008) Task 3: d) The three greatest barriers to organizational change are most often the following. Insufficient planning of change of customs. The majority of organisations are superior at scheduling changes in reporting composition, Job region assignment, work responsibilities, and organizational structure. Organizational charts are usually amended repeatedly. Deadlines are set, yardstick are laid down, changeover group are agreed upon, etc. it is nowadays common to forecast lack of success and arrangement for consequential change. Whilst the planning team is moreover barely defined or is as well determined on purpose investigation and decisive philosophy, it becomes excessively effortless to mislay prospect of the fact that the intended change will have an effect on staff. Even at work, employees formulate a lot of judgment on the basis of opinion and perception. When the opinion of staff ignored, the consequence is over and over again unfathomable bitterness due to a number of unrecognized outlawed or custom has not been suitably valued. Be short of employee participation. Employees have an intrinsic terror of change. In the majority of strategic organizational change, in any case a few employees are asked to presume different odd jobs or focus on diverse facet of their Talent and expertise. The larger the change a employee is solicited to make, the more invasive that employees fear might be. As there is fear of failure in new presumed roles there will be fright of change. For triumphant change Employees should be involve as early as possible and allow them make as much of the change as achievable. As employees appreciate the motive for the change and have a chance to endeavour the change on for magnitude they further willingly accept and shore up the change. Defective Communiquà © Strategies. Idyllic communiquà © stratagem in circumstances of noteworthy organizational change must concentrate on the message, the manner of deliverance, the occasion, and the significance of information shared with assorted division of the organization. A lot of leaders think that if they tell their employees what they fell about the change, after that each one shall be committed and prepared to progress forward. In actual fact, employees require to be aware of why the change is being made and also more significantly, how the change is to be expected to have an effect on them. A full-size portrait message from the CEO helps a smaller in employee understanding and accepting the change. They want to hear about the change from their immediate managers. An approach of appealing straight supervision and permitting them to handle the communication process is the solution to a successful change strategy (Patron, 2006, Cook et. al., 2004) Task 4: a) RELEVANCE OF THE MODELS OF CHANGE Kurt Lewin states the three stages to change: Unfreezing: Create motivation/readiness for change Demonstrate need for change Communicate desired future Engender commitment Old principles and procedure must be chucked away and new system must be cultured. Discarding the old procedure can be as complicated as learning the new ones because of behaviour influence. A leader must aid to clear out the old custom before commencement of the new. Throughout this part of the progression a small tad of training is required to be imparted, also a great amount of emotional support is required to smash the old practices. Changing: Cognitive restructuring Identification with new vision of the organization Benchmark, invent, innovate Even though there will be great amount of bewilderment, overwork and anguish, there will also be optimism, innovation, and exhilaration. This phase of change necessitate a lot of training as the employees are getting use to new customs and small amount of support for the affect of stimulation congestion. Refreezing: Link new behavior to self-concept, reward Create social acceptance of new behavior The new procedures are now rationally and sensitively acknowledged. The things that were newly learnt are now in fact practiced on the work. Again some training and support is required for setting up further change process as it is continual process upgrading. (Rob Paton, 2008) (Sarah Cook, 2004) Task 4: b) Formulation of a strategic vision: A understandable vision of the organisations new strategy and its shared values is required for carrying out effective change. This vision gives the purpose and course for the transform. Exhibit Top-management dedication: It is essential that change is managed from the top-management of the organization, for eagerness to change of the senior management is a central pointer (Cummings Worley, 2005, page 490). The top management should be in support of the change in way to really execute the change in company. Model change at the highest level: The change must be very well-known at its first stage which shows management is in its close favour. It is also significant for management to shows the power of its present culture as well; it should be emphasized that present enterprise does not require sweeping changes, but just a small number of alterations. Adjust the organization to sustain change: The fourth step is to rearrange the structure of company to carry out change. Select and entertain newcomers and remove non co-operators: A method to put into practice a change is to unite it to organizational partisanship, employees are recruited or removed w.r.t. their fit with the new system. Enlarge ethical and legal feeling: Changes in culture go ahead to create nervousness amongst organisation and its staff which leads to ethical and legal trouble. This is predominantly applicable for alter in staff integrity, control, fair treatment and job security. Change in the organizations is very significant and unavoidable. Improvement is bound to be of greater complexity than continuation. Employees over and over again oppose changes therefore it is the responsibility of the management to persuade people for possible gain which shall overshadow the losses. (Porter, 1998)

Robert E. Lees Life :: biographies bio biography

A LONG TIME AGO ON THE DAY OF JANUARY 19,1807 TO BE EXACT IN STARATFORD,VIRGINIA THEIR WAS A MIRACLE THAT WAS BORN.THE MIRACLE BABY THAT WAS BORN WAS NAMED ROBERT E. LEE. THE MIRACLE BABY WAS GIVEN BIRTH BY HIS MOTHER ANN HILL CARTER AND HIS FATHER NAMED HERNY LEE AND MOST PEOPLE KNOW HIM AS â€Å"LIGHT-HORSE HARRY†. HIS MOTHER ANN HAD BEEN RAISED FROM A FAMILY THAT HAD BEEN REPECTFUL AND THAT THEY HAD WORKED FOR THE VIRGINIA’S GOVERNMENT SOCIETY THAT HELD PROMINENT POTIONS. STILL LEE’S FAMILY HAD EXTENED IN THE UPPER CLASSES. DURING SOME OF THE SIGINIFICANT EVENTS THAT HAPPENED WAS THE LOTS OF SLAVERY THAT HAD WENT ON THROUGH HIS CHILDHOOD. IN 1818 ROBERT’S FATHER HERNY HAD PAST AWAY. WHEN THE FIRST GROWING ISSUE OVER SLAVERY IN THE UNTIED STATES HAD SOON INVOLVED ROBERT. ROBERT E. LEE WAS A GREAT GENERAL WHO COMMANDED THE CONFEDERTE ARMY IN THE AMERICAN CIVILWAR. IN 1831 ROBERT HAD MARRIED A WOMEN BY THE NAME OF MARY CUSTIS, WHO WAS THE DAUGHTER OF WASHINGTON PARKE CUSTIS. WHILE MARY AND ROBERT WHERE TOGETHER THEY HAD SEVEN CHILDERN AND THEIR NAMES WERE G.WCUSTIS,MARY,W.H.FITZHUGH,ANNIE,AGNES,ROBE-RT AND MILDERD. HE HAD MASTERFULLY FOUGHT MR.CLELLANTO A STAND STILL AT ANTIETAM AND TWO DAYS LATER HE HAD RECROSSED THE POTOMAC. FOLLOWING A STINTIN THE BALTIMORE HABOR HE BECAME SUPERINTENDENT OF THE MILTARY ACADAMY IN 1852. IN THE CHARGE OF VIRGINIA’S FLEDGLING MILTARY MIGHT, HE WAS MAINLY INVOLVED IN ORGANIZATIONAL MATTERS. IN THE FIRST SUMMER OF THE WAR HE WAS GIVEN HIS FIRST FIELD COMMAND IN WESTERN VIRGINIA. GENERAL LEE WAS A SUCCESS OF THE ENTIRE ITALIN CAMPAINGN TURNED UPON THE SUCCESSFUL PASSAGE OF THE BRIDGE OF LODI.THEY STRAGGERD UNDER THE WITHERING FIRE AND RETREATED BUT THE FAILURE WAS RUIN AND THE PAST MUST BE WON. BEFORE THE MEXICAN WAR ROBERT HAD SERVED ON ENGINEERING SOME PROJECTS IN GEORGIA, VIRGINIA, AND NEW YORK. ROBERT HAD GRADULLY BECAME â€Å"UNCLE ROBERT† AND â€Å"MARSE ROBERT†. ON APRIL 18 , 1861 RO BERT WAS OFFERED FIELD COMMAND OF THE UNITED STATES ARMY.

Egyptians :: essays research papers

Egyptians "Did the early Egyptians have help in building the pyramids?" All over the world remain fantastic objects, vestiges of people or forces which the theories of archaeology, history, and religion cannot explain. There is something inconsistent about our archaeology. They have found electric batteries many thousands of years old. They have found strange beings in perfect space-suits with platinum fasteners. They have also found numbers with fifteen digits- something not registered by any computer. How did the early men acquire the ability to do this? par tab Some say all these questions can be answered through the evidence found in ancient wall paintings and carvings, and the sculpture and buildings found in many different parts of the world. All over Europe and South America there is evidence left behind by the ancient people of these great civilizations.par tab First, a look at whether there is or could be intelligent life on other planets. It is conceivable that we world citizens of the twentieth century are not the only living beings of our kind in the cosmos. Because no alienspar from another planet is on display in a museum for us to visit, the answer, "our earth is the only planet with human beings," still seems to be legitimate and convincing. But that is a very narrow-minded way to look at things. The idea that life can flourish only under terrestrial conditions has been made obsolete by research. It is a mistake to believe that life cannot exist without water and oxygen. Even on our own earth there are forms of life that need no oxygen. They are called anaerobic bacteria. A given amount of oxygen acts like poison on them. Why should there not be higher forms of life that do not need oxygen?par We are still convinced that our earth is the center of everything, although it has been proved that the earth is an ordinary star of insignificant size-30,000 light-years from the center of the Milky Way. The human race is certainly more willing to accept the possibility of extraterrestria l contact now than it was, say, half a century ago. So if there is evidence shown the extraterrestrials did have an influence on ancient civilizations, we should be able to look at it and make a intelligent decision for ourselves.par tab Much evidence is found on the walls of ancient buildings and temples. The walls of tombs and even caves have the signature of something other than human. In Anannhet, Tassili there are rock paintings 8,000 years old with strong figures. These figures are flying above a spherical object with a hatch like lid and two

Compiler Design Phases

Lexical Analysis: * Stream of characters in the source program is grouped into meaningful sequences called lexemes. Tokens are produced for each lexeme. A token is an abstract symbol generated during lexical analysis. * Generally, a token has an attribute value attached to it. It denotes the position of the variable in a symbol table. A symbol table is a table which stores information about an identifier and is referred at various stages of compilation. Syntax Analysis: * The syntax analyzer checks each line of the code and spots every tiny mistake that the programmer has committed while typing the code. The compiler follows a detailed procedure using the tokens creates by the lexical analyzer and creates a tree-like structure called the syntax tree. * The syntax analyzer checks whether the order of tokens conform to the rules of the programming language. Unmatched parenthesis, missing semicolons are some of the errors detected in this phase. * If there are no errors in the code, the syntax analyser successfully constructs a syntax tree which is later used by the semantic analyser. Semantic Analysis: * â€Å"Semantic† by definition is concerned with meanings.A semantic analyser is mainly concerned with what the program means and how it executes. * Type checking is an important aspect of semantic analysis where each operator should be compatible with its operands. Intermediate Code Generation * A compiler may construct intermediate representations while converting a source program to a target program. * The representation should be easy to convert into a target language. It is then passed onto the second phase of compiler design: the synthesis phase. This phase involves the actual construction of target program and includes code optimisation and code generation.Code Optimization * As the name suggests, this phase aims at optimising the target code. * The code can be optimised in terms of time taken to execute, length of the code, memory utilised or any ot her criteria. Code Generation * Target code is generated at this phase using the intermediate representation of the source program. * The machine instructions perform the same tasks as the intermediate code. Registers are allocated to variables in the program. * This has to be done carefully so as to avoid any clashes or repeated assignments. Various algorithms have been formulated to generate the most efficient machine code.