The Strategic Capabilities For Toyota Corporation Management Essay

Published Date: 23 Mar 2015

The automobile industry under deliberation is Toyota Motor Corporation. Being in the middle of the premier auto-manufacturing companies in the universal surroundings, it presents a gigantic range of autos from mini-vehicles to giant transportation motor vehicles. It was produced by Kiichiro Toyoda, son of Japan's "King of Inventors" Sakichi Toyoda. As element of the brands of Toyota, the automobile industry as well grasps the products of Lexus, Daihatsu as well as Hino. All of these products have been able to promote over 6 million divisions from January to September .The automobile industry has been able to handle and maintain over 60 plant units all over the globe which produces as well as created the Lexus and Toyota vehicles along with its component elements.

Strategic Capabilities

The country of Japan is the middle of the actions of the automobile industry. For occurrence, in Japan, there are a whole of 12 units within the Toyota City as well as the other pieces of the Aichi zone. as well, there are also mechanized compacts in Kyushu, Hokkaido, and Tohoku. Alternatively, the automobile industry has over 50 assembling firms overseas. Outside Japan, producing plants are placed in 26 countries and areas. The automobile industry employs their class of value and standard automotive frameworks. In conditions of the capacities of their trendiest, Taiichi Ono, Toyota's production system (TPS) was produced so as to get up in opposition to the preset mass making agreement of Western car assemblers and architects, whilst gratifying the local require outline necessitating an developed small-lot formation. The group began work on this structure just about and had commonly ended it by the median element of the sixty's. It was, nevertheless, simply in the arrival of the earliest oil calamity of that the flexibility of the structure was obviously enhanced and began to be a focus for concentration from other groups. All through the high-growth Japanese vehicle industrial units raised to be enormously automatic, but personage making lines required reasonably inert sum of workforce in spite of of the authentic manufacture stages. Toyota was not an exception in this authenticity. As it came upon a reducing market, the automobile industry attempted to create production lines which could function with greater or smaller employees in being with the authentic workload, protecting prudently high effectiveness even at a compressed rate of manufacture.

Component of the strategic potentials of Toyota comprises the strategic capabilities of the deliver chain. The prototype and organization of a deliver chain is audibly a inclusive matter, relating to inter-dependencies among explore and progress, promotion and manufacture tasks, forming significant courses of supplies and technological, market and economic information. The geological deal of a provide chain relies on location-precise and relational apparatus Location-precise mechanism, like earnings and resource convenience; make the most approving position for each act in the chain when accounted one by one from the rest of the chain. Relational basics influence the cost of integrating events in the chain and rely on the link relating one feat and the rest of the chain.

The determinant about the foremost 4 denoted features rely explicitly on the teams logical competence by this means causal to the dehumanization of assembly work by means of regulations for a number of obligations (multi-skilling) and location off their "philosophy" mean not only as assembly persons but at the exact time together as on-line class inspectors and improvement planners. The supple manufacture frameworks hence no longer care for the employees merely as "strength workers" who simply obtain directions under the Fordist-cum-Taylorist frameworks. Instead, it utilizes them as "brain human resources" who are able to comprehend equipped impasses on their self, suggesting manners of determining them, and enlarging their personal work performs.

In conditions of planned capabilities move toward, more managerial influence is so offered over to the employees. Shimada described the latest frameworks as a shop-floor action of "human being ware"; Aoki realized it as a energetic service of "the information-procedure aptitude" of workforces; and Koike and Inoki imagined it as "white-colorization" (i.e., professionalisation) of blue lapel persons. In a word, supple manufacture is consequently an anthropocentric process of categorization out and running industrialized pressure group. It restores, ropes, and uses the academic capability of staffs.

All together, the automobile industry also works to improve the organization and health of its workers through the generatement of the worldwide manufacture middle within the Motomachi plant, Toyota City. The centre currently trains 2,400 employees over a 3year period on an original curriculum. According to Cho, the centre seeks to increase "hard, multi-skilled universal human resources". In addition, the centre presents workforces with a wide-range of acquaintance and qualifications that will permit them to relocate professional know-how to directors and secondary at local making sites as well as achieve self-sufficiency and competitiveness. This procedure is included within the Toyota making system. Each strategic capabilities move toward is used to make certain that the automobile industry will be able to keep high excellence and gratifying goods for its objective market.

Toyota Motor Corporation's

Importantly from Toyota Motor Corporation's perspective, as competitive pressures have mounted in Japan and global markets, global auto groupings such as GM, Ford, Daimler-Chrysler and Renault have absorbed many Japanese firms, though there has been some reversal such as GM's sale of Suzuki and Fuji-Heavy and Daimler-Chrysler's refusal to rescue Mitsubishi. These expanding groups have aggressively challenged the two leading Japanese producers, Toyota and Honda, in their export and domestic markets. So it continues to be critical to Toyota Motor Corporation's long-term strategy that it successfully maintains its position as the world's most efficient vehicle producer while managing its planned transition to a new competitive model.

Features of Short term

Quantity gap: Hire additional staff. The capacity assessment gives an estimate of the required number and type of additional staff to be hired. Hiring additional staff entails mobilizing the required financial resources as well as finding and recruiting the right people. Since this may take time, an interim plan may need to be developed.

Skill gap. In a job matching exercise/job fair, jobs are advertised and employees are invited to apply. This approach seeks to identify and appoint the best fit among the existing workforce for a particular position. Applicants will be requested to provide proof of their qualifications. It is recommended that such a job matching exercise / job fair be applied strategically to the gap-specific job needs that the UNCT identifies to minimize any disruption to implementation and delivery of the programme that such an exercise may cause.

It will be difficult to build up capacity in the short run, so expert capacity may need to be consulted to bridge the gap. This expert capacity may be used to support the effort to build capacity in the long run. (For long run capacity building see below)

Natural attrition. Wherever possible, resource synergies should be realized through natural attrition. An HR inventory will help to get a better picture of expected staff evolution. An HR inventory looks at staff demographics such as contract duration (in country) and the retiring date for each individual staff member. It provides information on expected staff turnover over time due to natural attrition. If it becomes apparent that natural attrition will not be sufficient to realize most of the potential synergies, other, employee friendly solutions may need to be taken into account.

Features of Long term

All long term measures identified should be based on an HR strategy developed for the UN system in the country. Adhering to a thoughtfully developed HR strategy ensures adopting a consistent and fair approach that is in line with the overall objectives and the mission of the UN in the country. An HR strategy defines and plans for the optimal skill set of the UN system over time to deliver on its mission. The elements of the HR strategy could include but should not be limited to: HR planning to ensure staffing needs are fulfilled; recruiting, deploying and developing staff; motivating, rewarding, and recognizing staff.

Quantity gap. In the long run, a quantity gap (and a skill gap) can be prevented through effective workforce planning. A workforce plan maps all resources and their position in present and future scenarios. It identifies upcoming resource requirements, establishes specific targets, and provides a detailed plan to meet those needs over a specific period of time

Skill gap. In the long run, a skill gap can be prevented by recruiting the right profiles, deploying them most efficiently, developing staff so they remain competent in the context of a changing environment, and retaining the most qualified people.

Recruiting the right profiles. This can refer both to recruiting people with high potential at an entry level who will grow in the organization as well as to hiring specialists with the profile to perform well in a given post.

Developing staff (capacity building). Especially where candidates are recruited for their potential, capacity development through staff training will be essential. Different training needs of different types of staff need to be taken into account in developing a training strategy. Training should include both on and off the job training.

Encourage staff performance. High staff performance needs to be encouraged through motivation, rewards and benefits. Developing a plan to systematically monitor, assess, recognize, and reward high-performing staff ensures a sense of fairness and provides role models that actively demonstrate UN excellence and professionalism.

Create interagency clusters. The clustering of both programmatic and operational resources will allow for the realization of more synergies in the long run. For example, in common premises, where feasible, you could envision a clustering of functions providing gains in terms of efficiency and effectiveness as those who perform similar tasks learn from each other due to their proximity and close interaction. However, a strategic decision needs to be taken as to whether an inter-agency clustering is desirable. The HR strategy should address this issue and also look at the implications of clusters. For example, clustering might result in expert functions in contrast to generalist functions. If a small agency currently has 1 FTE to cover all HR related topics, an HR cluster could consist of a recruiting expert, a training and development expert, a compensation and benefits expert, a payroll expert, etc.

Organization design

In order with its faith that public construct the variation, TCL focuses in development worker possible during participation, empowerment and constant learning. The organization structure, which sets importance on designation, has helped grow the business's culture. The structure permits enormous scale for nonstop development; executives don't require to be troubled about routine processes, and can so improved focus on penetrate developments. The allocation of accountability to subordinate stages has also helped in mounting a customs of proposal and threat captivating. The organizational culture can be finest explained as one of empowerment, allocation and whole worker empowerment. The business customs is such that personage as well as groups is accepted for their attainments. Groups are acknowledged on a periodical origin depended on their concert and a few key events.

 

Groups are also documented for 'Best Kaizens'. Personage development is connected to one's presentation in the group. Therefore, group associates can not evade their liability. Additionally, social being idle is not probable because of gaze force. Another exciting feature is that employees are identified as relations and not employees.

This easy step helps instill an intellect of belonging and reliability towards the business. Group cooperate is an imperative quality of the customs and the association endeavors stiff to uphold and encourage it. The group cooperate is distinct as the skill to immerse personage desires to the requirements of the assembly, construction on the powers and praising the faults of other group associates to make sure group's goals are got together. All group associates recognize himself/herself with the group and considers Proud to be element of the group. There are a numeral of inter group competitions, group constructing movements, steady interface and counsel by

Team Developer, Celebration for every small success. A Team can be in different stages of Team Play. Five levels of evolution have been defined and a Team's level can be ascertained by observation in a particular period of time.

Section 2

Talent management

It is the process of managing the supply and demand of talent in alignment with organizational needs. Attracting and selecting talent, training and development to identify and sharpen the potential, building up skill inventories and performance management fall within the domain of our Talent Management services.

Attracting talent

The human capital within an organization's culture is the dynamic that generates a company's success or failure. It is not the size of the building, how great the product, or even the best equipment or processes that determines organizational success. The component that propels and sustains a successful organization is its diverse team of talented employees. People make or break an organization. With the human element's level of importance to organizational achievement, the purpose of this article is to evaluate and synthesize how an organization may become a magnet for employee talent and what it is that managers must do to retain it.

Pfau & Kay (2002) propose three factors that are attractive to all groups of employees: trust, contribution, and rewards. The leaders offer that employees from cross-cultural backgrounds, with a wide range of ages, both men and women have similar desires as to what they expect and need within the workplace. For example, no matter how diverse the prospective workforce population may be, employees seek the opportunity to work for an organization they trust, provides meaningful work, and compensates employees in relationship to performance.

This discussion has three objectives: (1) to evaluate the importance of trust, contribution, and rewards to the parallel expectations of a diverse workforce; (2) to explore how generational differences may apply to the areas of trust, contribution, and reward; and (3) to conclude with a recommendation of human capital practices for achieving a competitive edge.

Importance of Trust

Trust may be interpreted from many perspectives. It is a common component to what employees from all walks of life want in their job. What are the aspects of trust employees are seeking?What does an organization do to exude trust in order to attract and retain talented, diverse, and hard working team members?

Four themes emerge from research studies as to how to interpret the importance of trust to employee expectations. First, employees want to work for an organization that employs trustworthy leaders. Second, employees associate feelings of trust to an organization that has a clear vision and strategy. Next, all people expect to work for an organization that operates effectively, an organization that is winning. Fourth, employees seek an organizational culture that operates on the theory of "mutual investment". Mutuality is practiced when an organization values the talent employees bring to the workplace and in return employees value the mission of the organization.

Importance of Contribution

No matter the background, ethnicity, age, or gender of a child, he or she dreams about doing what they want to do when they grow up. From being a fireman, a teacher, an artist, to a doctor, people decide on a career and strive to become knowledgeable in the field. For many, the career choice requires hours of learning and financial hardship to obtain the education that is required to become employed. It is the passion, knowledge, and experience that manufacture the desire to contribute. The need to use what has been learned to make a difference.

With contribution being significant to employee satisfaction and organizational effectiveness the priority is to reflect on how managers may increase the level of contribution to attract and retain human capital. Frank, Finnegan, & Taylor suggest that contribution correlates with a sense of engagement. When employees are engaged within the organization they are more likely to stay with the organization. The following discussion provides examples of how employees may meet their need to contribute and as a result how contribution provides value to organizational results.

Importance of Rewards

The principle of receiving rewards correlates with theories of motivation. What gets rewarded gets done. Employees seeking employment and those talented employees that are already are on the team expect rewards for their contribution and performance. This principle goes back to Herzberg's (1966) theory of motivation that employees are motivated based on the design of the reward to employee satisfaction. The thought leader proposed a multitude of rewards that may challenge and advance the application of employee performance to a desired outcome. The factors associated with employee satisfaction include rewards like recognition, achievement, advancement, and opportunity.

Employees in today's labor market perceive rewards to be a combination of intangible as well as tangible features. An intangible reward is a one that has an intrinsic satisfier to the employee in contrast to a tangible reward being an external satisfier. Both methods of satisfaction are important to long-term employee performance and commitment. The following discussion of rewards will bring forth the importance of two theories: (1) intrinsic rewards are most closely associated with employee satisfaction; and (2) intangible and tangible methods need to be blended to meet the needs of all groups of people and to retain the best talent.

Recruiting talent

Talent sourcing, recruitment, and retention are enduring organizational challenges. Even in tough economic times, organizations struggle with shortages of critical talent (scientists and engineers for example), the impending knowledge drain, and difficult outsourcing/offshoring decisions. Organizations are challenged to attract top talent with effective recruiting messages and then struggle to retain these valuable employees. Human resources and operations professionals in every organization confront these issues daily.

Strategic recruitment

The pressures of competition, cost saving, downsizing and global skill shortages have made recruitment a top priority. The competition for talent means that skilled workers are today's prized trophies. Recruitment (the process of seeking and attracting a pool of qualified candidates for a job vacancy) and selection (the process of choosing the candidate who best meets the selection criteria) are used today as major levers to bring about strategic and cultural change. Management must anticipate changes in the organization's environment to ensure that people who are recruited have the unique skills and know-how required by the organization's strategic business objectives. Organizational strategies and culture determine whether the focus is on technical skills and formal qualifications or personality, the ability to 'fit in' and the potential for development. Recruiting is also affected when organizations make fundamental strategic changes. An organization can destroy its unique competitive advantage if it ignores its strategic mission, objectives and culture in recruiting personnel.

Recruitment begins with identifying HR requirements and ends with receiving applications. It involves determining where qualified applicants can be found (recruitment sources) and choosing a specific means of attracting potential employees to the organization (recruitment methods). Recruitment is a two-way process: information is given and received by both the applicants and the organization. It is concerned both with satisfying the organization's strategic HR requirements and with helping potential candidates decide whether they meet the job requirements, are interested in the position and want to join the organization.

How to Decide When to Use Recruitment Firms

We suggest you use recruitment firms when:

The type of person (i.e. skill level, experience requirements, etc. ) you are looking for is difficult to find

You can afford to pay a recruitment firm between 20% and 35% of the first year gross annual salary or pay an hourly/daily rate for a contract recruiter

You have very little time to fill this position

The position has been open for an extended period of time with little success

Using Contract Recruiters or Recruitment Firms

Contract recruiters can be used to fill positions effectively

Could pay fees and not achieve your desired outcome

Sometimes multiple firms that are not competing for the same positions can share a contract recruiter

Could consider using contingency or retainer based recruitment firms

Contingency firms have a lower fee (i.e. usually 20 to 30%) but have a lower success rate (i.e. 1 in 11 positions filled)

Retainer based firms have a higher fee (i.e. usually 25 to 40%) and a higher success rate (i.e. 1 in 4 positions filled).

Need to be very clear with either firm on what your expectations are, including timelines, milestones and budgets

Selecting and inducting talent

If one significant strand of the HR strategy of multinationals in the region is to invest in the long-term development of local talent, and to be seen to do so by current and potential employees, then how are these companies going about defining and selecting this talent?

There exists a broad diversity of opinion on what constitutes talent. Whereas one respondent said that their company only had an "intuitive" understanding of talent, rather than a formal definition, others went into specific detail. One example of a formal definition of talent was "someone who possesses strong leadership skills, business focus, broad market knowledge and an ability to work in different cultures."

Another company divided talent into segments. The first category is termed a "stretch", an individual with outstanding ability who could cope, immediately, with the responsibility of a higher position. Next comes the "promotable" category, which includes those who are deemed ready for promotion within the next two years. Then there are the "most valued professionals", who possess invaluable knowledge and expertise, but who do not have the ambition to assume leadership positions. And, lastly, there are the "solid contributors", who perform well at their job, but who are not candidates for promotion.

HR may be instrumental in forming such definitions, but it is primarily line managers and department heads who are charged with first identifying where the talent is, based on these definitions. Line managers are deemed to be in an ideal position to select talent for promotion because they are overseeing the business on a day-to-day basis and are thus best placed to understand its people requirements. Business strategy and talent strategy are believed to be inextricably linked. As one HR director put it, talent management is "always derivative of business strategy."

Section 3

ORGANIZATIONAL CULTURE 

Toyota signifies one of the highest automobile company's organizations in North America to work for. Toyota brags that their, "honor, craze, and improvement make bigger further than automobile producing."This audacious announcement is supported by sturdy policies and systems that they have been set in place.

The Toyota Company advance thoughts. For Toyota to predict the development that is to take place in front, they must start by gazing at their precedent. Toyota has launched itself as a most challenger in the North American and universal automotive market by performing the method that in progress it all backside. Appointing public not as workforce but as persons has put slab for company accomplishment. Considerate that civic acquires unusual powers and capacities have profited the personage in the course of exploiting as many possible talents in one area, thus creating greater opportunity for growth within the corporation.

Toyota's branched out service move toward origins the fresh thoughts and upcoming theories that stay rising on the front line of the automotive field, thus upholding Canadian and worldwide industry management. One of Toyota's first 10 authorized company strategies is to hire the top and finest, in that way making latest openings for joint ventures. These key strategies provide the awareness to the customer and worker that Toyota seizes a "standing for superiority" on all stages of process.

Toyota considers in being principled in the commerce wisdom as well as the common intelligence. Moral values start at the heart of the business and labor their activist. Summit organization trusts in diversification & in the course of that diversification signifying many visages at Toyota i.e. alternatives. No conventional hypothesizes or injustices are obvious in Toyota, just the assortment of endowed persons who mobs management and modernization.

Generally, Toyota depicts as affirmative business image. Toyota estimates, "We also consider in serving people develop the quality of life in their societies. We work with associations, institutions, universities, and other companies to hold programs that help create our planet a superior position."9These standards are trained across the nation and globally.

A great family unit, we regard as ourselves as element of a huge family. We should toughen this emotion auxiliary by provided that guidance which will produce passion at all stages and bring us still nearer.

 Fundamental faith in public, we contain essential trust in people. We sturdily consider that in common people are fine. Thus we should promote courage of collaboration among persons and groups with hope and comprehending whether it is an associate or a trader or a merchant.

Every worker pays interest to Collaborate, We suppose that, certain a chance, every one is competent of causative and would be fond of to add to the development of the group. An intellect of person obedience is to be pounded which creates an personage do what is predictable of him. The weather in which these purposes shall be followed will be frankness that will support the implement of proposal, venture and vision.

 

Pleasure in business and production, we must expand a logic of belonging to the corporation and get pleasure in the business's goods and facilities. Public at all points should gain happiness and a wisdom of achievement from their partaking and involvement in the work. We must endeavor to unite the liability, suppleness and liberty which are individuality of a kin with the power of a great association.

 

Information in conduct and communiqué, even if relations should be constructed on the source of joint admiration, there require not be a official come near to one's performance and communication. There should be a intelligence of companionship and familiarity sooner than a intelligence of dread when trade with one's better or coworker. Communiqué channels should be open at all stages and hierarchical blockades shouldn't arrive in the mode of this familiarity.

 

Sponsorships From Within - schooling and profession Planning

Openings should be offered within the association for encroachment. For this, personage proposal, capability and achievement must be confident. All workers should be presented suitable occasion to improve their abilities and qualifications and organize themselves for further liable jobs. The business will create acknowledged to each one in the association such vocation lanes as are open within a range of utilities and by affecting him from one task to a new, jointly with the familiarity or aptitude suitable to each succeeding stage. We should aspire for the completion of workers' probable within the structure of obtainable chances, by the employ of ordered progression planning, career preparation and scrutiny of recital and schooling requirements

 

Healthy functioning atmosphere, superiority of a functioning life should be upheld through a objective situation which is strong, protected contented and amusing. Also a helpful array of worker tune mood should be endorsed as it would augment person respect.

 

Great organization to place Example, Top organization and superior executives are projected to place an instance for what they guess from their assistants. It is an recognized truth that if we desire our assistants to perform in a exacting mode, we should perform so ourselves in the foremost place.

Great organization - Fair and solid every worker should think guaranteed that if he is aggrieved he has admission to the summit administration and that a real complaint will be restored. Also that the organization won't defer to an incorrect deed under strain; but if the organization occurs to go wrong, they have the power to allow the error and accurate their faults. No concession on sincerity and reliability can be prepared.

 

Great organization - Visible and programmable, the business formation has been obviously distinct and is visible. Public, for that reason, can appreciate their individual characters as too the interface with those with whom they contain employees, row or service association.

 

Ethics of great administration grow to be standards of total workforce, standards of great organization should be acknowledged to every worker and it is wished that the workers will in addition take in and pursue comparable principles.

Flexible work practices

Flexible work practices are non-traditional work arrangements that allow staff to remain productive and still meet the employers' work needs. While flexible work practices are required for specific equity groups, as defined in the disability and family/carer legislations, flexible work practices are also offered to staff to assist them in managing priorities in their work and personal lives. Staff may have differing priorities in their personal lives which they accommodate within the work priorities. These priorities can include undertaking study (apart from approved University study leave); sporting, community service and cultural endeavours; travelling overseas; need to accompany partner or children for a specified period of time out of the region; health and disability needs; as well as carer and family responsibilities.

Part-time employment means employment of less than the standard hours per week. A part time general staff member will either:

Work a regular pattern of hours which totals less than the full time hours in a pay period;

Have a regular pattern of employment which, (over a specified period) is equivalentto an agreed number of part time hours in a pay period, for which the staff member will be paid accordingly; or

Involves agreed periods of attendance on full pay and periods of stand-down without pay.

flextime which is an arrangement whereby a staff member may, with the approval of his or her supervisor, start and/or finish work at flexible times normally within the span of hours.

non-prescribed flexible working arrangements which are worked outside the span of hours, that may not attract overtime or shiftwork penalties

Enterprise agreement

The Enterprise agreement also outlines the University's commitment to providing staff with flexible leave arrangements. This allows access to paid and unpaid leave for a range of purposes to support personal needs of staff and the operational requirements of the University. Leave arrangements which assist flexibility include:

Leave without pay,

Leave at half pay

The time when leave is taken

Purchasing of extra annual leave in accordance with University policy.

Work-life balance

On of the direct impact of the work pressure would be the negative effect on the work-life balance. Work - Life balance is generally understood by experts as the satisfaction and happiness both at home and work life without much conflict between each other. Apart from the home or family factor, research also looks at the time spend on non work activities in general.

Clearly the increased work pressure might cause spending less time at home or non work related activities causing personal and social sufferings at those fronts. Research studies have found that most of the new age professionals especially knowledge workers spend more time at work and it directly impacts on the health of individuals and family life. Lesser time is devoted to personal health and leisurely activities. On the family front the time spent with family is also decreasing.

The reasons for work-life imbalance apart from the external factor of work pressure may be due to the workaholic behavior or inability to compartmentalize work and non work activities. Individual may build up characteristics that make them not to free themselves from putting more and more at work causing sufferings at other fronts. Apart from this the work life and family life boundary gets blurred as individuals do not stop thinking about work at home. Many bring office issues at home and remain stressed. Sleep and time spent with family members/friends are compromised for spending time on doing extra work. Professionals may take time to finish pending work at home even when the time spent at home is less. The growing influence of technology in life has resulted in fact that people no longer remain disconnected. A week-end or evening after work is not left alone by emails/official communications.

Section 4

Legal requirements for business documents

'Business Documents' means all forms of business correspondence and documentation and includes letters, orders, notices (eg calls for nominations, ballot papers, other notices to members or sponsors), invoices, receipts, emails, faxes and websites. It is acceptable for the details on the website to be on a 'contacts' page. Note that all Officers of societies should have a signature block with these details to use on emails about society business.

Every company must show its registered name on its Business Documents.

Companies must also disclose the following on their business letters, order forms and websites:

The part of the United Kingdom in which the company is registered (eg England & Wales);

The company's registered number;

The address of the company's registered office;

In the case of a company exempt from the obligation to use the word 'limited' in its name, the fact that it is a limited company.

Where a company's business letter includes the name of any director of that company other than in the text or as a signatory, the letter must disclose the name of every director of the company. Thus, it is not acceptable, for example, to list only the Executive Committee or key Officers.

Many charitable companies do not have 'Ltd' in their name and this can then be omitted. However, where a company's name does include the word 'limited', it is a serious offence to omit the word 'limited' from Business Documents, as this may be taken to imply that there is no limited liability.

A charitable company whose name does not include the word 'charity' or 'charitable' in its name must state that it is a charity in its Business Documents. Failure to do so will render the company and its officers liable to a fine.

For all charities, the fact that it is a registered charity must also be disclosed. It is desirable, but not compulsory, to state the charity number.

Thus, a typical format for a charity that is also a company limited by guarantee might be:

Company limited by guarantee. Registered in England number 1234567. Charity no. 3456789. Registered address as above.

Companies or charities not registered in England or Wales may be subject to other requirements.

A company must display its name conspicuously at its business premises.

Disciplinary and grievance procedures

Purpose of Discipline

Employs are expected to conduct themselves in accordance with generally acceptable work behaviors

Supervisors ate expected to set an example by their conduct attitude and work habits.

Disciplinary actions are imposed to correct inappropriate work behaviors and to ensure fairness and consistency

Type of disciplinary actions

Counseling session

Level 1 reprimand

Level 2 reprimand

Suspensions

Demotions

Involuntary reassignments

Terminations

Grievance procedure

According to Michael.J.Jucius- "any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes, or even feels, is unfair, unjust or inequitable."

Keith Davis has defined grievance as "any real or imagined feeling of personal injustice which an employee has concerning his employment relationship."

It helps to redress the grievances arising among employees.

All complaints cannot be settled by first time supervisors.

Checks the arbitrary action of the management.

Serves as an outlet for employee's discontent and frustration.

Trade union and employees can raise their voice against management.

Objective of grievance procedure:

To enable the employees to air his or her grievance.

To clarify the nature of grievance.

To investigate the reasons for dissatisfaction.

To obtain a speedy resolution to the problem.

To take appropriate actions and ensure that promises are kept.

To inform the employee of his or her right to take the grievance to the next stage of the procedure, in the event of an unsuccessful resolution.