Assessing The Occupational Competence in the Work Enviroment Essay

C. In carrying out assessment of occupational competence, I would ask myself: How effective was my assessment and feedback? Was there anything I didn’t anticipate? How did I deal with it? What went well? What could I improve? If I had to change anything what would I do differently? I would ask the learner what they intend to do and how they are going to achieve it, get them to tell me what tools they are going to use to get the desired look and why they will be using them, also what products are going to be used (if any). Once they have finished the assessment I will ask them how they think it went and then give them my feedback. My feedback will start with a positive e.g. well done for keeping within the time scale. And then tell them if the assessment was achieved or not and if not how they  could work towards achieving it. I will finish with another positive and setting a new target with a new date. By keeping a reflective journal on my experiences and thoughts it would help me with my future development and give me useful practice in self-evaluation. D. To maintain the currency of own expertise and competence relevant to own role in assessing occupational competence, I will need to keep my knowledge and skills up to date in order for me to be an effective and credible assessor. I will need to maintain continuing professional development and I will have to keep up to date with relevant government legislations, awarding organisation regulations, policies and organisation procedures related to assessment and quality assurance. I will also need to keep up to date with new developments in vocational training and teaching. I will attend further training courses to keep my cpd up to date and keep a log of it. I will attend standardisation meetings to show that I am keeping my assessors qualification up to standard required by the governing bodies. OUTCOME 4 Be able to plan the assessment of occupational competence. B. To plan assessment of occupational competence based on the following methods: Observation of performance in the work environment – I would observe the learner by their performance making sure the criteria is covered. This would be done through one to one with the learner. I would make sure start and finish times were set and make sure the service provided is going to meet the standards requirements. Any documentation would have to be filled in, signed and dated and new targets would be set. Examining products of work – I would check that the work of the learner has been carried out in the correct and professional way and the end result has the desired look and finish. Questioning the learner – I would initially ask the learner what their plan of action is and how they are going to achieve it, if more criteria needed to be met I would ask more questions to give them the opportunity to try and meet the level required. Discussing with the learner – I would make sure the discussions were relevant to the outcomes and assessment criteria, I would discuss the units that need to be covered and how we could use one visit to cover more than one unit (holistic approach). I would also discuss the amount of time needed for the process and dates and times of visits. I would make it clear to the learner what I would expect from them for a competent assessment. Use of others (witness testimony) – As an assessor you would need to be a professional in hairdressing with x number of year’s experience. You would need to be familiar with the national standards and carrying out observations, you would document all that has been observed but could not enter into the candidates log book. Looking at learner statements – The learner would have documented extra evidence. This would be a write up on underpinning questions when a range has not quite been met. This could also be a write up on a hair style that was achieved, explaining how they went about getting the achieved look. Insufficient evidence – If a learner hands back their assignment but has not met the criteria covered, they would be told there was insufficient evidence to complete the assignment. They would be asked to add the required evidence making the assignment achievable. Recognising prior learning – This would be when a learner has completed a unit in another qualification within the set time of the national standards. I would check their certification for proof of this and get the learner to take the test of under pinning knowledge so they would not have to do the same unit again. I would be able to document this in the learners log book with a RPL form, the form would need to be signed and dated from the achieved date on the certificate. C. To plan the assessment of occupational competence to address learner needs and current achievements. In my assessment plan I would identify any specific need that the learner may have e.g. Dyslexia (I would check with the relevant department within the training establishment to see what help could be offered to the learner i.e. extra time given for assignments and written tests). I would then agree the level and extent of their current knowledge and skills. D. In assessment planning meetings wherever possible I will always try to take a holistic approach. If one unit is being taken I would identify how many outcomes and criteria might be met, I would do this by using the assessment methods of: Observation, Examination of products of work and questioning. As an assessor, work to holistic assessment principles will maximise opportunity and save time and cost. If I have arranged to be observed assessing competence, examining products of work and questioning, I could discuss with my assessor whether I could be observed carrying out an assessment planning meeting during the same visit. This could be a follow on planning meeting with a learner who is ready to go on to the next stage of their assessment. Bilingualism Dealing with Bilingualism would first have been established at the initial assessment; the learner’s first language is not English so as an assessor I would have to find the best way of communication. This could be in using an translator (electronically or a dictionary) There would have to be a certain amount of English vocabulary on the learner’s behalf to have been able to pass the testing that is initially done before acceptance of the course. Skills testing A skill testing is a practical observation of a set skill task that has been set by the assessor. The assessor will tell the learner what is required and give the learner a set time to get the task achieved. This can be used to check the learner’s capabilities. MAINTAIN LEGAL AND GOOD PRACTICE REQUIREMENTS WHEN ASSESSING VOCATIONAL SKILLS, KNOWLEDGE AND UNDERSTANDING UV30566 TRACEY HEARNE OUTCOME 4 To evaluate my own work in carrying out assessment of vocational skills, knowledge and understanding I would ask myself: Did the learner understand what needed to be done to meet the criteria? Was the feedback clear enough for the learner to understand? Were assessments marked and returned within the timescale? By asking myself these questions I can evaluate my own work with the evidence that I have recorded. D. Take part in continuing professional development to ensure current expertise and competence in assessing vocational skill, knowledge and understanding. In taking part of ‘cpd’ this is to keep my knowledge up to date, and to maintain new skills whilst assessing. I need to be able to prove how I have been doing this. I need to show certificates I have gained in courses I have attended. Keep a record of hours worked/shadowed. Made regular visits to relevant websites. (www.habia.org) Reading relevant publications (Hairdressers Journal (HJi). Keeping a log of all my attendance and participation in events and activities will be my record of ‘cpd’.

“Many Scientists Have Concluded That Human Activities Are Acting to Raise Global Temperatures”

Introduction Climatologists (scientists who study climate) have analyzed the global warming that has occurred since the late 1800's. A majority of climatologists have concluded that human activities are responsible for most of the warming. Human activities are throwing our natural greenhouse gas effect out of balance (Norby & Luo, 2004:282). Basically, we are surrounded by a blanket of air called the atmosphere which has kept the temperature on earth just right for centuries (Climate and Society).Just as the glass in a greenhouse holds the suns warmth inside, so the atmosphere traps the suns heat near the earths surface and keeps the earth warm. We call this the natural greenhouse effect because it makes the earth a perfect planet for growing and living things. Because of this blanket, for hundreds of years the earths atmosphere has changed very little. It has kept the right temperature for plants, animal and humans to survive quite comfortably (Norby & Luo, 2004:282). Greenhouse gas ses are both natural and manmade. These gasses are Carbon Dioxide, Methane, Chlorofluorocarbons (CFC’s) and Nitrous Oxide (Miller, 2005:475).This following essay will detail various human activities as well as other forces that are affecting the natural greenhouse gas effect. Furthermore, it will address the issue of global warming as well as outline some of the many consequences of global warming. Global Temperatures The main human activities that contribute to global warming are the burning of fossil fuels (coal, oil, and natural gas) and the clearing of land. Most of the burning occurs in automobiles, in factories, and in electric power plants that provide energy for houses and office buildings (Juery Rohrer, 2007).The burning of fossil fuels creates carbon dioxide, whose chemical formula is CO2. CO2 is a greenhouse gas that slows the escape of heat into space. Trees and other plants remove CO2 from the air during photosynthesis, the process they use to produce food(Miller , 2005:475). The clearing of land contributes to the build up of CO2 by reducing the rate at which the gas is removed from the atmosphere or by the decomposition of dead vegetation (Juery Rohrer, 2007) The emissions of CO2 have been dramatically increased within the last 50 years and are still increasing by almost 3% each year, see graph below:Graph 1 (Juery Rohrer, 2007) The carbon dioxide is released to the atmosphere where it remains for 100 to 200 years. This leads to an increasing concentration of carbon dioxide in our atmosphere, which in turn causes the average temperature on Earth to rise (Miller, 2005:475) (see graph on next page). Graph 2 (Juery Rohrer, 2007) A small number of scientists argue that the increase in greenhouse gases has not made a measurable difference in the temperature. They say that natural processes could have caused global warming. Those processes include increases in the energy emitted by the sun (Norby & Luo, 2004:282).But the vast majority of climato logists believe that increases in the sun's energy have contributed only slightly to recent warming. Global Warming Continued global warming could have many damaging effects. It might harm plants and animals that live in the sea. It could also force animals and plants on land to move to new habitats (McCright & Dunlap, 2000:517). Weather patterns could change, causing flooding, drought, and an increase in damaging storms. Global warming could melt enough polar ice to raise the sea level. In certain parts of the world, human disease could spread, and crop yields could decline (McCright & Dunlap, 2000:517) .Some details of the damaging effects include: †¢Harm to ocean life Through global warming, the surface waters of the oceans could become warmer, increasing the stress on ocean ecosystems, such as coral reefs. High water temperatures can cause a damaging process called coral bleaching. When corals bleach, they expel the algae that give them their colour and nourishment. The cor als turn white and, unless the water temperature cools, they die. Added warmth also helps spread diseases that affect sea creatures. †¢Changes of habitat Widespread shifts might occur in the natural habitats of animals and plants.Many species would have difficulty surviving in the regions they now inhabit. For example, many flowering plants will not bloom without a sufficient period of winter cold. And human occupation has altered the landscape in ways that would make new habitats hard to reach or unavailable altogether. †¢Weather damage Extreme weather conditions might become more frequent and therefore more damaging. Changes in rainfall patterns could increase both flooding and drought in some areas. More hurricanes and other tropical storms might occur, and they could become more powerful. †¢Rising sea levelContinued global warming might, over centuries, melt large amounts of ice from a vast sheet that covers most of West Antarctica. As a result, the sea level woul d rise throughout the world. Many coastal areas would experience flooding, erosion, a loss of wetlands, and an entry of seawater into freshwater areas. High sea levels would submerge some coastal cities, small island nations, and other inhabited regions. †¢Threats to human health Tropical diseases, such as malaria and dengue, might spread to larger regions. Longer-lasting and more intense heat waves could cause more deaths and illnesses.Floods and droughts could increase hunger and malnutrition. Conclusion Human activity definitely have had a noticeable and documented effect on the steady rise in global temperatures, but there are also arguably other factors that contribute to overall global warming. Either way the argument should not be about who or what to blame for global warming but rather how to slow it down and repair the damage that is being done. Reference list Juery Rohrer. (2007). Time for change. Retrieved April 12 2010 from http://timeforchange. org/CO2-cause-of-glo bal-warmingMcCright, A,M. , & Dunlap, R,E. (2000). Challeging global warming as a social problem: An alalysis of the conservative movements counter-claim. Journal of Social Problems, 47(4), 500-522. Climate and Society. The earth institute. Retrieved April 12 2010 from http://www. earthinstitute. columbia. edu/about/about. html Miller, G,T,JR. (2005). Living in the Environment, 14th ed, Thomson Brooks/Cole. Norby,R,J. , & Luo, Y. (2004). Evaluating ecosystems responses to rising atmospheric CO2 and global warming in a multi-factor world. New Phytologist, 162(2), 281-293. â€Å"Many Scientists Have Concluded That Human Activities Are Acting to Raise Global Temperatures† Introduction Climatologists (scientists who study climate) have analyzed the global warming that has occurred since the late 1800's. A majority of climatologists have concluded that human activities are responsible for most of the warming. Human activities are throwing our natural greenhouse gas effect out of balance (Norby & Luo, 2004:282). Basically, we are surrounded by a blanket of air called the atmosphere which has kept the temperature on earth just right for centuries (Climate and Society).Just as the glass in a greenhouse holds the suns warmth inside, so the atmosphere traps the suns heat near the earths surface and keeps the earth warm. We call this the natural greenhouse effect because it makes the earth a perfect planet for growing and living things. Because of this blanket, for hundreds of years the earths atmosphere has changed very little. It has kept the right temperature for plants, animal and humans to survive quite comfortably (Norby & Luo, 2004:282). Greenhouse gas ses are both natural and manmade. These gasses are Carbon Dioxide, Methane, Chlorofluorocarbons (CFC’s) and Nitrous Oxide (Miller, 2005:475).This following essay will detail various human activities as well as other forces that are affecting the natural greenhouse gas effect. Furthermore, it will address the issue of global warming as well as outline some of the many consequences of global warming. Global Temperatures The main human activities that contribute to global warming are the burning of fossil fuels (coal, oil, and natural gas) and the clearing of land. Most of the burning occurs in automobiles, in factories, and in electric power plants that provide energy for houses and office buildings (Juery Rohrer, 2007).The burning of fossil fuels creates carbon dioxide, whose chemical formula is CO2. CO2 is a greenhouse gas that slows the escape of heat into space. Trees and other plants remove CO2 from the air during photosynthesis, the process they use to produce food(Miller , 2005:475). The clearing of land contributes to the build up of CO2 by reducing the rate at which the gas is removed from the atmosphere or by the decomposition of dead vegetation (Juery Rohrer, 2007) The emissions of CO2 have been dramatically increased within the last 50 years and are still increasing by almost 3% each year, see graph below:Graph 1 (Juery Rohrer, 2007) The carbon dioxide is released to the atmosphere where it remains for 100 to 200 years. This leads to an increasing concentration of carbon dioxide in our atmosphere, which in turn causes the average temperature on Earth to rise (Miller, 2005:475) (see graph on next page). Graph 2 (Juery Rohrer, 2007) A small number of scientists argue that the increase in greenhouse gases has not made a measurable difference in the temperature. They say that natural processes could have caused global warming. Those processes include increases in the energy emitted by the sun (Norby & Luo, 2004:282).But the vast majority of climato logists believe that increases in the sun's energy have contributed only slightly to recent warming. Global Warming Continued global warming could have many damaging effects. It might harm plants and animals that live in the sea. It could also force animals and plants on land to move to new habitats (McCright & Dunlap, 2000:517). Weather patterns could change, causing flooding, drought, and an increase in damaging storms. Global warming could melt enough polar ice to raise the sea level. In certain parts of the world, human disease could spread, and crop yields could decline (McCright & Dunlap, 2000:517) .Some details of the damaging effects include: †¢Harm to ocean life Through global warming, the surface waters of the oceans could become warmer, increasing the stress on ocean ecosystems, such as coral reefs. High water temperatures can cause a damaging process called coral bleaching. When corals bleach, they expel the algae that give them their colour and nourishment. The cor als turn white and, unless the water temperature cools, they die. Added warmth also helps spread diseases that affect sea creatures. †¢Changes of habitat Widespread shifts might occur in the natural habitats of animals and plants.Many species would have difficulty surviving in the regions they now inhabit. For example, many flowering plants will not bloom without a sufficient period of winter cold. And human occupation has altered the landscape in ways that would make new habitats hard to reach or unavailable altogether. †¢Weather damage Extreme weather conditions might become more frequent and therefore more damaging. Changes in rainfall patterns could increase both flooding and drought in some areas. More hurricanes and other tropical storms might occur, and they could become more powerful. †¢Rising sea levelContinued global warming might, over centuries, melt large amounts of ice from a vast sheet that covers most of West Antarctica. As a result, the sea level woul d rise throughout the world. Many coastal areas would experience flooding, erosion, a loss of wetlands, and an entry of seawater into freshwater areas. High sea levels would submerge some coastal cities, small island nations, and other inhabited regions. †¢Threats to human health Tropical diseases, such as malaria and dengue, might spread to larger regions. Longer-lasting and more intense heat waves could cause more deaths and illnesses.Floods and droughts could increase hunger and malnutrition. Conclusion Human activity definitely have had a noticeable and documented effect on the steady rise in global temperatures, but there are also arguably other factors that contribute to overall global warming. Either way the argument should not be about who or what to blame for global warming but rather how to slow it down and repair the damage that is being done. Reference list Juery Rohrer. (2007). Time for change. Retrieved April 12 2010 from http://timeforchange. org/CO2-cause-of-glo bal-warmingMcCright, A,M. , & Dunlap, R,E. (2000). Challeging global warming as a social problem: An alalysis of the conservative movements counter-claim. Journal of Social Problems, 47(4), 500-522. Climate and Society. The earth institute. Retrieved April 12 2010 from http://www. earthinstitute. columbia. edu/about/about. html Miller, G,T,JR. (2005). Living in the Environment, 14th ed, Thomson Brooks/Cole. Norby,R,J. , & Luo, Y. (2004). Evaluating ecosystems responses to rising atmospheric CO2 and global warming in a multi-factor world. New Phytologist, 162(2), 281-293.

Case Study Analysis of Casual Togs

There is a wide range of problems that may adversely affect the progress and competitiveness of organizations. These include structural problems, communication, management issues and failure to embrace change. Given that there is no fixed approach to management that is ideal for all organizations, each company has to ensure that it adopts the most ideal approach, which can be determined by several factors in the internal and external factors that are specific to the company (Hill et al., 2014). Businesses also need to ensure that they are flexible enough to promptly change in response to the adjustments that might be taking place in the tastes and preferences of their clients or even the tactics that their competitors in the industry are using. Companies that are not flexible enough might fail to maintain their relevance towards their target market segments and lose their competitive edge (Carter et al., 2013). This report presents a case analysis of Casual Togs, a women’s apparel company that is known for its moderately priced products. Most of the company’s products are blouses, shorts and knit dresses. In the analysis, the report highlights the problems that are being faced by the company and the factors that might have contributed to these issues. The importance of addressing these issues in a business is that it provides a guidance or basis for formulating strategies that will help to improve the company’s performance. The report also provides recommendations for Cy, Casual Togs’ principal stockholder, on the changes that he needs to make in the company. It also provides recommendations on how the company should change its management practice, structure and response to change, so as to avoid a recurrence or the problems it faces. The major problems facing the firm With reference to the case study of Casual Togs, there are a number of problems that are currently being faced by the company. One of these is that many of its products are being returned by consumers because of their low quality. For any business, the quality of products that are offered to clients is among the key attributes that determine its performance in the market (Bhardwaj Fairhurst, 2010). For Casual Togs, this also led to the loss of a major portion of its old loyal consumers. It also posed a challenge to the company in attracting new clients. Consequences of this issue include a drop in the company’s revenue and its overall brand position in the industry. It has also been outlined in the case study that the company also faces stiff competition from companies that have long been in the apparels industry as well as new upcoming ones. Another issue that faces Casual Togs lies in the human resource department. The company has failed to attract the necessary skills for it to run successfully. This is evidenced by the halt in the construction of the company’s distribution centre in the middle of the construction, which was attributed to the fact that the company did not get a qualified person who could supervise the construction project. In addition to this, two of the company’s designers resigned. This contributed to a drop in the company’s overall production in its nine centres by approximately 15%. The fact that Andy Johnson, the company’s budget manager and Sol Green, the market analyst could not speak to one another also clearly depicts a communication flaw among the employees in the firm. Judy, who was the company’s vice president, is also depicted in the case study as being aggressive in her communication with other employees. There are several incidents mentioned in the case study that highlight the failure by a section of the company’s executives and employees to embrace change. For instance, Judy objected most of the proposed changes, arguing that they were either too expensive or that they had been suggested by incompetent individuals. Another incident was when Andy rejected suggestions that were made by Bill Smith, his assistant, on new approaches that could be used in the collation and analysis of daily sales printouts so as to make better sales forecasts. Even though there are several other issues that are faced by Casual Togs in its operations, three main issues have been outlined in this section. These include the decline in the company’s competitiveness, human resource issues and the resistance to change among a section of the company’s staff. Causes of the Problems The first problem about the company is the fact that it is losing its old customers, and more of its products are being returned as a result of either poor quality or late delivery to customers. For any business to effectively win over the loyalty of its target customers, it has to be dependable in terms of the products and services it delivers (Dervitsiotis, 2011). Prolonged incidences of poor quality products and services or inconsistencies tend to repel customers. As earlier mentioned, there is high competition on the apparel and fashion industry, which also increases the purchasing power of buyers. Failure of one company meet consumer expectations, regardless of how slightly the gap may be, will make even the loyal customers to switch brands (Talib et al., 2011). Late delivery of products to customers also denotes the incompetence of the department that is concerned with the delivery of the company’s products. Another issue that is affecting Casual Togs lies in the human resource management approaches. With reference to the case study presented, there is evidence of a lack of equal of opportunities for career advancement in the company. An example is Andy, who had worked with the company for 15 years without any promotion because was not related with the other managers and was also of a different nationality. According to Choi et al. (2012), one of the causes of employee turnover is the failure of organizations to provide all the employees with a chance to attain their ultimate career goals. The aggressive nature with which Judy addresses employees in the organization also intimidates the employees and lowers their self esteem. This has an adverse effect on the organizational commitment of employees and has and ultimately, affects their levels of productivity (Adler, 2013; Lutgen-Sandvik Tracy, 2012). The issue of rigidity and failure to embrace change has also contributed to the problems being faced by Casual Togs. One of the organizational aspects that have led to this is the fact that Cy, the company’s president gave all the departmental heads the freedom to make decisions that they considered to be fit for the organization. Whereas it can be argued as an approach that is relevant to the present-day business environment, it poses a challenge to decision making when rapid change are to be made because the opinions of every departmental supervisor have to be considered (Myers et al., 2012). These factors have affected the effectiveness with which Casual Togs adjusts in response to the changes in the market, leading to its dwindling performance. This shows the need for organizations to be flexible enough to maintain its relevance to the target markets (Dervitsiotis, 2011). This section has presented some of the main factors that have led to the existence of the issues that faced by Casual Togs. These include the failure of the company to adhere to quality in the design of its products and the failure to motivate employees, which adversely affects their levels of commitment. Several measures have to be put in place to ensure that the earlier mentioned issues have been overcome. Suggestions for changes to be implemented by Cy, Casual Togs’ President In regard to the issues that have been earlier identified, there are different approaches that ought to be used to change the current situation of the organization. With regard to the quality issues that have led to a loss of clients by the company and increased returns of goods, the direct measure that has to be taken is to ensure that the designers of the company’s apparel products pay attention to detail so as to enhance the quality of the products (Bhardwaj Fairhurst, 2010). There is also a need to intensify the quality management process to ensure that defective products are minimized (Rosenfeld, 2012). As presented in the case study, market research that is carried out mainly focuses in the levels of sales that should be expected in certain seasons. However, it is also vital for the organization to incorporate the on-going trends in fashion so as to effectively address customer needs (Witell et al., 2011). Human resources in any organization are among the most valuable assets, and have a key contribution towards its overall success. However, it is vital for organizations to motivate them so as to increase their productivity and organizational commitment (Bratton Gold, 2012). One of issues that are evident at Casual Togs is that employees from a certain nationality are more likely to be promoted than the other employees. In this regard, Cy, the company’s president, needs to ensure that an equality policy is implemented to provide all employees with an equal chance of promotion within the organizational ranks (Giuliano et al., 2011). This will not only motivate employees to work more, but will also attract talented job seekers. The management meetings that were held between managers and other departmental leaders within the organization were informal, marred with emotionally charged arguments, shouting and door slamming. This is a clear indication of the failure to recognize authority an order during these meetings. It is also quite unlikely that such meetings met the intended objectives. To avoid recurrence of such scenarios, the company’s president needs to change the way board meetings are held from informal to formal (Diefenbach Todnem, 2012). This will instil a sense of order, and will increase the possibilities of attaining the goals set to be met in the meetings. In the presented case, there is evidence of interference of departmental operations by managers or vice presidents of different departments. An individual from a different department could question an action carried out in another department that has no connection to his. Whereas there is need for cross-functional communication and cooperation within an organization (Hongjun Yajia, 2012), such interferences as those depicted at Casual Togs are destructive. To limit this, the company’s president needs to change the structure of the organization (Deb, 2009). Suggestions to prevent future issues at Casual Togs To prevent future problems from occurring at the organization, it is necessary for Casual Togs to ensure that it makes the necessary adjustments. These include structural changes, management practices and their response to changes taking place in the competitive environment. Suggestions for change are provided in further detail below. Management Practice There are a number of changes that ought to be made in the management practices of Casual Togs. The individual in management that raises concern in the case study is Judy, the vice president. Her aggression towards employees, as well as her interference with operations across all departments within the organization, has to be addressed. Given that she is among the majority shareholders in the company and related to the president, there is no possibility of sacking her from the position she holds. Instead, she needs to be encouraged to attend management seminars so as to improve her employee management approach (Bratton Gold, 2012). Rather than being autocratic in her management and aggressive in communicating with other employees in the organization, she needs to change and become a persuasive or democratic in her management and assertive in communication (Adler, 2013). In persuasive management, managers provide a clear explanation to their employees as to why they have made a certa in decision. In democratic management, employees are allowed to make suggestions in the decision making process, and the opinion with the highest votes is selected (Hill et al., 2014). By being assertive in communication, points or arguments are firmly put across to other employees, but respect is still maintained (Adler, 2013). Cy’s approach of management is too lenient to departmental heads within the organizations. This has also affected the way in which he handles suppliers, who often take advantage of his leniency to secure tenders even though they are supplying products at a higher price. Even though his consultative approach to management allows departmental heads to take part in decision making, there is still a need for him to exercise authority, especially when holding meetings with them (Diefenbach Sillince, 2012). Structural Change Before making a suggestion on the structural changes that ought to be implemented in the organization, it is vital to describe the organizational structure of Casual Togs as depicted in the case study. Based on the informal nature of meetings between departmental heads and the company’s president and the lack of a clear hierarchy of authority in the firm, it can be argued that the organizational structure of the company is adhocratic (Deb, 2009). Even though such a structure is ideal in encouraging creativity and innovation among employees and effectively adjusting with the changes in the market, it also has several demerits. These include a difficulty to solve routine problems that may arise in the organization, an unclear line of authority and high exposure of the organization to risk (Diefenbach Todnem, 2012). With reference to the case study, even though Judy is the vice president, she seems to have more authority that the company’s president, Cy. In this regard, the company needs to consider changing its structure to a more formal and well structured bureaucratic structure (Dervitsiotis, 2011). Even though such structures are known to limit innovation and creativity within the organization, it may be ideal for Casual Togs for a number of reasons. These include easing the decision making process, reduction of the exposure to risk and the acknowledgement of a certain structure of authority that has to be adhered to (Bratton Gold, 2012). Implementing such a structure is likely to eliminate the emotionally charged informal meetings’ scenarios and also the interference of individuals like Judy in all organizational departments. Responding to Changes in the Competitive Environment Based on the fact that the apparels industry is highly competitive and dynamic, it is also necessary for the company to be flexible enough and ready to implement changes that will maintain its relevance to the target markets (Rugman et al., 2012). One of the measures that have to be undertaken to attain this objective is to intensify market research and carry it out on a regular basis. This could be through seeking customer feedback or studying the changing trends through observation. Market research also involves studying the tactics or strategies that are being used by competing companies in the industry (Witell et al., 2011). It is through these market research efforts that the Casual Togs will be able to adjust its product designs and marketing strategies to fit the market preferences while at the same time ensuring that it effectively competes with other players in the market. Maintaining a competitive edge in the industry also depends on the skills that the company has in its human resource force (Dervitsiotis, 2011). It is important for Casual Togs to hire employees that are not only qualified, but also innovative enough to come up with designs that will be well accepted by the target markets. Innovation can also be nurtured among employees in the organization by utilizing appropriate motivational and reward strategies (Wright et al., 2012). Workers at Casual Togs also need to be informed on the inevitability of change in organizations, and why they should always be ready for it. By so doing, resistance to change among employees will be reduced. Some of the changes that may need to be implemented at Casual Togs include technological advancements in the production of its apparel and alteration of product designs to reflect the needs in the market (Myers et al., 2012). Conclusion and Recommendations Conclusion This report has presented a case study analysis of Casual Togs, a fashion business that mainly deals in the manufacture and distribution of women’s apparels. After two decades of operation, the company’s performance in the market dropped due because of a number of reasons, which have been highlighted in the report. One of these is the poor quality of products, which led to an increase in the volume of returned products. It also led to the withdrawal of many old customers. Another issue that has been identified is the failure to keep employees motivated enough to increase their organizational commitment. The causes of these issues at Casual Togs have also been presented in the paper, as well as some suggestions on how the president of the company can make the necessary changes to improve the situation at the company. Suggestions that have been provides comprise of management changes, structural changes and how the company can respond faster to changes and competition in the market. Further recommendations that can improve the company’s brand position are presented hereunder. Recommendations In order for the company to appeal to a wider market and increase its returns, it needs to consider expanding its product line. As opposed to the current products that only target ladies, Casual Togs can also consider introducing men’s and children’s clothes. As presented in the case, the products that the company distributes are mainly shorts, blouses and some knit dresses. Introduction of other female apparel like skirts, trench coats and pants can also be advantageous for the company. The case has also highlighted the high costs of production that the company incurs. Though some of these costs are inevitable, the company can reduce the overall costs by using appropriate lean production strategies, which are aimed to minimize the cost and maximize production. Some of the approaches that can be used include minimization or even elimination of errors in the design and production of products and standardization of work processes. In terms of human resource management, the company needs to ensure that it hires and strives to maintain talented and innovative employees that will contribute towards its progress in the market. Some of the approaches to motivation include offering them a reasonable remuneration and rewarding them for unique contribution. Given that the fashion industry is quite competitive, failure to motivate and retain skilled employees may tempt them to cross over and work for competitor companies, which may be detrimental for Casual Togs. References Adler, G., 2013. Management Communication. New Jersey: Prentice Hall. Bhardwaj, V. Fairhurst, A., 2010. Fast fashion: response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-73. Bratton, J. Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Carter, M.Z., Armenakis, A.A., Feild, H.S. Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-58. Choi, S., Cheong, K.K. Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Deb, T., 2009. Managing Human Resource And Industrial Relations. Excel Books. Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management Business Excellence, 22(5), pp.553-66. Diefenbach, T. Sillince, J.A., 2012. Crossing of Boundaries–Subordinates’ Challenges to Organisational Hierarchy. Research in the Sociology of Organizations, 35, pp.171-201. Diefenbach, T. Todnem, R., 2012. Reinventing Hierarchy and Bureaucracy: From the Bureau to Network Organizations. Bingley: Emerald Group Publishing. Giuliano, L., Levine, D.I. Leonard, J., 2011. Racial Bias in the Manager-Employee Relationship An Analysis of Quits, Dismissals, and Promotions at a Large Retail Firm. Journal of Human Resources, 46(1), pp.26-52. Hill, C., Jones, G?. Schilling, ?M., 2014. Strategic Management: Theory: An Integrated Approach. Mason: Cengage Learning. Hongjun, L. Yajia, G., 2012. Study on Chain Companies Human Resources Management. Information and Business Intelligence, 267, pp.227-32. Lutgen-Sandvik, P. Tracy, S.J., 2012. Answering Five Key Questions About Workplace Bullying How Communication Scholarship Provides Thought Leadership for Transforming Abuse at Work. Management Communication Quarterly, 26(1), pp.3-47. Myers, P., Hulks, S. Wiggins, L., 2012. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press. Rosenfeld, S.A., 2012. Competitive Manufacturing: New Strategies for Regional Development. New Jersey: Transaction Publishers. Rugman, A.M., Oh, C.H. Lim, D.S., 2012. The regional and global competitiveness of multinational firms. Journal of the Academy of Marketing Science, 40(2), pp.218-35. Talib, F., Rahman, Z. Qureshi, M., 2011. A study of total quality management and supply chain management practices. International Journal of Productivity and Performance Management, 60(3), pp.268-88. Witell, L., Kristensson, P., Gustafsson, A. Lofgren, M., 2011. Idea generation: customer co-creation versus traditional market research techniques. Journal of Service Management, 22(2), pp.140-59. Wright, B.E., Moynihan, D.P. Pandey, S.K., 2012. Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215. Case Study Analysis of Casual Togs There is a wide range of problems that may adversely affect the progress and competitiveness of organizations. These include structural problems, communication, management issues and failure to embrace change. Given that there is no fixed approach to management that is ideal for all organizations, each company has to ensure that it adopts the most ideal approach, which can be determined by several factors in the internal and external factors that are specific to the company (Hill et al., 2014). Businesses also need to ensure that they are flexible enough to promptly change in response to the adjustments that might be taking place in the tastes and preferences of their clients or even the tactics that their competitors in the industry are using. Companies that are not flexible enough might fail to maintain their relevance towards their target market segments and lose their competitive edge (Carter et al., 2013). This report presents a case analysis of Casual Togs, a women’s apparel company that is known for its moderately priced products. Most of the company’s products are blouses, shorts and knit dresses. In the analysis, the report highlights the problems that are being faced by the company and the factors that might have contributed to these issues. The importance of addressing these issues in a business is that it provides a guidance or basis for formulating strategies that will help to improve the company’s performance. The report also provides recommendations for Cy, Casual Togs’ principal stockholder, on the changes that he needs to make in the company. It also provides recommendations on how the company should change its management practice, structure and response to change, so as to avoid a recurrence or the problems it faces. The major problems facing the firm With reference to the case study of Casual Togs, there are a number of problems that are currently being faced by the company. One of these is that many of its products are being returned by consumers because of their low quality. For any business, the quality of products that are offered to clients is among the key attributes that determine its performance in the market (Bhardwaj Fairhurst, 2010). For Casual Togs, this also led to the loss of a major portion of its old loyal consumers. It also posed a challenge to the company in attracting new clients. Consequences of this issue include a drop in the company’s revenue and its overall brand position in the industry. It has also been outlined in the case study that the company also faces stiff competition from companies that have long been in the apparels industry as well as new upcoming ones. Another issue that faces Casual Togs lies in the human resource department. The company has failed to attract the necessary skills for it to run successfully. This is evidenced by the halt in the construction of the company’s distribution centre in the middle of the construction, which was attributed to the fact that the company did not get a qualified person who could supervise the construction project. In addition to this, two of the company’s designers resigned. This contributed to a drop in the company’s overall production in its nine centres by approximately 15%. The fact that Andy Johnson, the company’s budget manager and Sol Green, the market analyst could not speak to one another also clearly depicts a communication flaw among the employees in the firm. Judy, who was the company’s vice president, is also depicted in the case study as being aggressive in her communication with other employees. There are several incidents mentioned in the case study that highlight the failure by a section of the company’s executives and employees to embrace change. For instance, Judy objected most of the proposed changes, arguing that they were either too expensive or that they had been suggested by incompetent individuals. Another incident was when Andy rejected suggestions that were made by Bill Smith, his assistant, on new approaches that could be used in the collation and analysis of daily sales printouts so as to make better sales forecasts. Even though there are several other issues that are faced by Casual Togs in its operations, three main issues have been outlined in this section. These include the decline in the company’s competitiveness, human resource issues and the resistance to change among a section of the company’s staff. Causes of the Problems The first problem about the company is the fact that it is losing its old customers, and more of its products are being returned as a result of either poor quality or late delivery to customers. For any business to effectively win over the loyalty of its target customers, it has to be dependable in terms of the products and services it delivers (Dervitsiotis, 2011). Prolonged incidences of poor quality products and services or inconsistencies tend to repel customers. As earlier mentioned, there is high competition on the apparel and fashion industry, which also increases the purchasing power of buyers. Failure of one company meet consumer expectations, regardless of how slightly the gap may be, will make even the loyal customers to switch brands (Talib et al., 2011). Late delivery of products to customers also denotes the incompetence of the department that is concerned with the delivery of the company’s products. Another issue that is affecting Casual Togs lies in the human resource management approaches. With reference to the case study presented, there is evidence of a lack of equal of opportunities for career advancement in the company. An example is Andy, who had worked with the company for 15 years without any promotion because was not related with the other managers and was also of a different nationality. According to Choi et al. (2012), one of the causes of employee turnover is the failure of organizations to provide all the employees with a chance to attain their ultimate career goals. The aggressive nature with which Judy addresses employees in the organization also intimidates the employees and lowers their self esteem. This has an adverse effect on the organizational commitment of employees and has and ultimately, affects their levels of productivity (Adler, 2013; Lutgen-Sandvik Tracy, 2012). The issue of rigidity and failure to embrace change has also contributed to the problems being faced by Casual Togs. One of the organizational aspects that have led to this is the fact that Cy, the company’s president gave all the departmental heads the freedom to make decisions that they considered to be fit for the organization. Whereas it can be argued as an approach that is relevant to the present-day business environment, it poses a challenge to decision making when rapid change are to be made because the opinions of every departmental supervisor have to be considered (Myers et al., 2012). These factors have affected the effectiveness with which Casual Togs adjusts in response to the changes in the market, leading to its dwindling performance. This shows the need for organizations to be flexible enough to maintain its relevance to the target markets (Dervitsiotis, 2011). This section has presented some of the main factors that have led to the existence of the issues that faced by Casual Togs. These include the failure of the company to adhere to quality in the design of its products and the failure to motivate employees, which adversely affects their levels of commitment. Several measures have to be put in place to ensure that the earlier mentioned issues have been overcome. Suggestions for changes to be implemented by Cy, Casual Togs’ President In regard to the issues that have been earlier identified, there are different approaches that ought to be used to change the current situation of the organization. With regard to the quality issues that have led to a loss of clients by the company and increased returns of goods, the direct measure that has to be taken is to ensure that the designers of the company’s apparel products pay attention to detail so as to enhance the quality of the products (Bhardwaj Fairhurst, 2010). There is also a need to intensify the quality management process to ensure that defective products are minimized (Rosenfeld, 2012). As presented in the case study, market research that is carried out mainly focuses in the levels of sales that should be expected in certain seasons. However, it is also vital for the organization to incorporate the on-going trends in fashion so as to effectively address customer needs (Witell et al., 2011). Human resources in any organization are among the most valuable assets, and have a key contribution towards its overall success. However, it is vital for organizations to motivate them so as to increase their productivity and organizational commitment (Bratton Gold, 2012). One of issues that are evident at Casual Togs is that employees from a certain nationality are more likely to be promoted than the other employees. In this regard, Cy, the company’s president, needs to ensure that an equality policy is implemented to provide all employees with an equal chance of promotion within the organizational ranks (Giuliano et al., 2011). This will not only motivate employees to work more, but will also attract talented job seekers. The management meetings that were held between managers and other departmental leaders within the organization were informal, marred with emotionally charged arguments, shouting and door slamming. This is a clear indication of the failure to recognize authority an order during these meetings. It is also quite unlikely that such meetings met the intended objectives. To avoid recurrence of such scenarios, the company’s president needs to change the way board meetings are held from informal to formal (Diefenbach Todnem, 2012). This will instil a sense of order, and will increase the possibilities of attaining the goals set to be met in the meetings. In the presented case, there is evidence of interference of departmental operations by managers or vice presidents of different departments. An individual from a different department could question an action carried out in another department that has no connection to his. Whereas there is need for cross-functional communication and cooperation within an organization (Hongjun Yajia, 2012), such interferences as those depicted at Casual Togs are destructive. To limit this, the company’s president needs to change the structure of the organization (Deb, 2009). Suggestions to prevent future issues at Casual Togs To prevent future problems from occurring at the organization, it is necessary for Casual Togs to ensure that it makes the necessary adjustments. These include structural changes, management practices and their response to changes taking place in the competitive environment. Suggestions for change are provided in further detail below. Management Practice There are a number of changes that ought to be made in the management practices of Casual Togs. The individual in management that raises concern in the case study is Judy, the vice president. Her aggression towards employees, as well as her interference with operations across all departments within the organization, has to be addressed. Given that she is among the majority shareholders in the company and related to the president, there is no possibility of sacking her from the position she holds. Instead, she needs to be encouraged to attend management seminars so as to improve her employee management approach (Bratton Gold, 2012). Rather than being autocratic in her management and aggressive in communicating with other employees in the organization, she needs to change and become a persuasive or democratic in her management and assertive in communication (Adler, 2013). In persuasive management, managers provide a clear explanation to their employees as to why they have made a certa in decision. In democratic management, employees are allowed to make suggestions in the decision making process, and the opinion with the highest votes is selected (Hill et al., 2014). By being assertive in communication, points or arguments are firmly put across to other employees, but respect is still maintained (Adler, 2013). Cy’s approach of management is too lenient to departmental heads within the organizations. This has also affected the way in which he handles suppliers, who often take advantage of his leniency to secure tenders even though they are supplying products at a higher price. Even though his consultative approach to management allows departmental heads to take part in decision making, there is still a need for him to exercise authority, especially when holding meetings with them (Diefenbach Sillince, 2012). Structural Change Before making a suggestion on the structural changes that ought to be implemented in the organization, it is vital to describe the organizational structure of Casual Togs as depicted in the case study. Based on the informal nature of meetings between departmental heads and the company’s president and the lack of a clear hierarchy of authority in the firm, it can be argued that the organizational structure of the company is adhocratic (Deb, 2009). Even though such a structure is ideal in encouraging creativity and innovation among employees and effectively adjusting with the changes in the market, it also has several demerits. These include a difficulty to solve routine problems that may arise in the organization, an unclear line of authority and high exposure of the organization to risk (Diefenbach Todnem, 2012). With reference to the case study, even though Judy is the vice president, she seems to have more authority that the company’s president, Cy. In this regard, the company needs to consider changing its structure to a more formal and well structured bureaucratic structure (Dervitsiotis, 2011). Even though such structures are known to limit innovation and creativity within the organization, it may be ideal for Casual Togs for a number of reasons. These include easing the decision making process, reduction of the exposure to risk and the acknowledgement of a certain structure of authority that has to be adhered to (Bratton Gold, 2012). Implementing such a structure is likely to eliminate the emotionally charged informal meetings’ scenarios and also the interference of individuals like Judy in all organizational departments. Responding to Changes in the Competitive Environment Based on the fact that the apparels industry is highly competitive and dynamic, it is also necessary for the company to be flexible enough and ready to implement changes that will maintain its relevance to the target markets (Rugman et al., 2012). One of the measures that have to be undertaken to attain this objective is to intensify market research and carry it out on a regular basis. This could be through seeking customer feedback or studying the changing trends through observation. Market research also involves studying the tactics or strategies that are being used by competing companies in the industry (Witell et al., 2011). It is through these market research efforts that the Casual Togs will be able to adjust its product designs and marketing strategies to fit the market preferences while at the same time ensuring that it effectively competes with other players in the market. Maintaining a competitive edge in the industry also depends on the skills that the company has in its human resource force (Dervitsiotis, 2011). It is important for Casual Togs to hire employees that are not only qualified, but also innovative enough to come up with designs that will be well accepted by the target markets. Innovation can also be nurtured among employees in the organization by utilizing appropriate motivational and reward strategies (Wright et al., 2012). Workers at Casual Togs also need to be informed on the inevitability of change in organizations, and why they should always be ready for it. By so doing, resistance to change among employees will be reduced. Some of the changes that may need to be implemented at Casual Togs include technological advancements in the production of its apparel and alteration of product designs to reflect the needs in the market (Myers et al., 2012). Conclusion and Recommendations Conclusion This report has presented a case study analysis of Casual Togs, a fashion business that mainly deals in the manufacture and distribution of women’s apparels. After two decades of operation, the company’s performance in the market dropped due because of a number of reasons, which have been highlighted in the report. One of these is the poor quality of products, which led to an increase in the volume of returned products. It also led to the withdrawal of many old customers. Another issue that has been identified is the failure to keep employees motivated enough to increase their organizational commitment. The causes of these issues at Casual Togs have also been presented in the paper, as well as some suggestions on how the president of the company can make the necessary changes to improve the situation at the company. Suggestions that have been provides comprise of management changes, structural changes and how the company can respond faster to changes and competition in the market. Further recommendations that can improve the company’s brand position are presented hereunder. Recommendations In order for the company to appeal to a wider market and increase its returns, it needs to consider expanding its product line. As opposed to the current products that only target ladies, Casual Togs can also consider introducing men’s and children’s clothes. As presented in the case, the products that the company distributes are mainly shorts, blouses and some knit dresses. Introduction of other female apparel like skirts, trench coats and pants can also be advantageous for the company. The case has also highlighted the high costs of production that the company incurs. Though some of these costs are inevitable, the company can reduce the overall costs by using appropriate lean production strategies, which are aimed to minimize the cost and maximize production. Some of the approaches that can be used include minimization or even elimination of errors in the design and production of products and standardization of work processes. In terms of human resource management, the company needs to ensure that it hires and strives to maintain talented and innovative employees that will contribute towards its progress in the market. Some of the approaches to motivation include offering them a reasonable remuneration and rewarding them for unique contribution. Given that the fashion industry is quite competitive, failure to motivate and retain skilled employees may tempt them to cross over and work for competitor companies, which may be detrimental for Casual Togs. References Adler, G., 2013. Management Communication. New Jersey: Prentice Hall. Bhardwaj, V. Fairhurst, A., 2010. Fast fashion: response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-73. Bratton, J. Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Carter, M.Z., Armenakis, A.A., Feild, H.S. Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-58. Choi, S., Cheong, K.K. Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Deb, T., 2009. Managing Human Resource And Industrial Relations. Excel Books. Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management Business Excellence, 22(5), pp.553-66. Diefenbach, T. Sillince, J.A., 2012. Crossing of Boundaries–Subordinates’ Challenges to Organisational Hierarchy. Research in the Sociology of Organizations, 35, pp.171-201. Diefenbach, T. Todnem, R., 2012. Reinventing Hierarchy and Bureaucracy: From the Bureau to Network Organizations. Bingley: Emerald Group Publishing. Giuliano, L., Levine, D.I. Leonard, J., 2011. Racial Bias in the Manager-Employee Relationship An Analysis of Quits, Dismissals, and Promotions at a Large Retail Firm. Journal of Human Resources, 46(1), pp.26-52. Hill, C., Jones, G?. Schilling, ?M., 2014. Strategic Management: Theory: An Integrated Approach. Mason: Cengage Learning. Hongjun, L. Yajia, G., 2012. Study on Chain Companies Human Resources Management. Information and Business Intelligence, 267, pp.227-32. Lutgen-Sandvik, P. Tracy, S.J., 2012. Answering Five Key Questions About Workplace Bullying How Communication Scholarship Provides Thought Leadership for Transforming Abuse at Work. Management Communication Quarterly, 26(1), pp.3-47. Myers, P., Hulks, S. Wiggins, L., 2012. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press. Rosenfeld, S.A., 2012. Competitive Manufacturing: New Strategies for Regional Development. New Jersey: Transaction Publishers. Rugman, A.M., Oh, C.H. Lim, D.S., 2012. The regional and global competitiveness of multinational firms. Journal of the Academy of Marketing Science, 40(2), pp.218-35. Talib, F., Rahman, Z. Qureshi, M., 2011. A study of total quality management and supply chain management practices. International Journal of Productivity and Performance Management, 60(3), pp.268-88. Witell, L., Kristensson, P., Gustafsson, A. Lofgren, M., 2011. Idea generation: customer co-creation versus traditional market research techniques. Journal of Service Management, 22(2), pp.140-59. Wright, B.E., Moynihan, D.P. Pandey, S.K., 2012. Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215.

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