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Fashion

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Submitted By SaraMinhas
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Organizational Behaviour

Final report:
“Relation between Employer and Employee”

Preface

WAPDA has formulated a comprehensive $25–33 billion National Water Resource and Hydropower Development Programme, entitled Water Vision 2025. The Water Vision 2025 projects are expected to generate 16,000 MW of hydroelectricity. Other goals are to prevent water shortages, limit drought and increase water storage for a growing population. Five massive hydropower projects have been announced by the President of Pakistan; these are to be completed by 2016, with a generation capacity of 9,500 MW. Two of the projects are ready for construction, while three are in the stages of feasibility studies and preparation of tender documents.This report analyzes in the detail, the effect of work stress on employees personal life

Contents | Page No | Executive summary | 3 | History | 4 | Relationship between employees and management | 5 | How to improve the Employee & Employer Relationship | 5 | How to improve the Employee & Employer Relationship | 6 | How to use employee Relationship management | 8 | Employee benefit program | 10 | The changing employer-Employee Relationship | 11 | Analysis of Employee Questionnaire Response | 14 | Conclusion | 16 | Reference | 17 |

Executive Summary
WAPDA was established in February 1959 to unify the maintenance of infrastructure previously overseen by provincial agencies. In October 2007, thermal power management was split into the newly formed Pakistan Electric Power Company (PEPCO).WAPDA has formulated a comprehensive $25–33 billion National Water Resource and Hydropower Development Programme, entitled Water Vision 2025. The Water Vision 2025 projects are expected to generate 16,000 MW of hydroelectricity. Other goals are to prevent water shortages, limit drought and increase water storage for a growing population. Five massive hydropower projects have been announced by the President of Pakistan; these are to be completed by 2016, with a generation capacity of 9,500 MW. Two of the projects are ready for construction, while three are in the stages of feasibility studies and preparation of tender documents.This report analyzes in the detail, the effect of work stress on employees personal life. Primary as well secondary research was conducted to get an in-depth understanding of the topic. Occupational stress literature emphasizes the importance of assessment and management of work related stress. The recognition of the harmful physical and psychological effects of stress on both individuals and organizations is widely studied in many parts of the world. However, in other regions such research is only at the introductory stages. The present study examines occupational stress of employees in the banking sector. Results of data analysis provided evidence that employees' educational levels affect the degree of stress they experience in various ways. Bank employees cannot afford the time to relax and "wind down" when they are faced with work variety, discrimination, favoritism, delegation and conflicting tasks. The study also shows the degree to which some employees tend to bring work-related problems home and take family problems to work depends on their educational background, the strength of the employees' family support, and the amount of time available for them to relax.
History:
Pakistan Water and Power Development Authority (WAPDA) is an integrated utility in Pakistan. WAPDA is responsible for the development of Hydra Power and Water Sector Projects in Pakistan. WAPDA operates through- Power wing and Water wing, It is engaged in the generation, transmission and distribution of power. In addition, it also manages irrigation, water supply and drainage system in the country. Further, it is also responsible for prevention of water logging and reclamation of waterlogged and saline lands.Its responsibilities also include flood management and inland navigation. WAPDA was created as a Semi-Autonomous Body in 1958. The company is headquartered in Lahore, Pakistan. The Pakistan Water and Power Development Authority (WAPDA) was established through an act of parliament in February 1958 for integrated and rapid development and maintenance of water and power resources of the Country. This includes controlling soil salinity and water.

Relationship between employee and employer
The relationship between an employer and its employees is an important factor in the company's success. Employers will treat their employees with respect and vice versa if they all want to succeed and achieve goals. Some companies forget to focus on employee retention and appreciation, and then they lose productivity. Find out how you can improve employer and employee relationships and keep your team motivated for the long haul.

Instructions for best relationship 1. Motivate employees by giving them incentives within the workplace. Treat all of your employees equally and give them all the chance to win a free trip, a free dinner or tickets to the next theatre production. Reward your employees for their improved hard work. 2. Spend time with your employees. Many bosses and owners forget the 'little people' that make it all happen. Sit down and talk with each one of your employees when you have time and ask if they are happy with their jobs and what improvements they think the company should make. 3. Plan a team building event and ask all your employees to attend including upper, middle and lower management. Get everyone together as a team and allow them to undergo various team building and trust creating activities.

4. Invite all of your staff and managers to an event or a BBQ in your back yard. If you are an owner or the CEO of the company, then what better way to warm up to your employees then homemade BBQ chicken! 5. Ask your managers to work closely with their teams and to support any issues that come up, or mistakes that might occur. Get everyone working together on finding a solution that everyone agrees on. If you have to, create a problem and ask everyone to work on it to find the answer.

How to use Employee Relationship Management
Employee relationship management is directing relations between the employee and employer to increase employee satisfaction--which is directly related to employee productivity. Employee relationship management can improve the overall business culture and includes such things as communication, conflict management, employee growth, company growth and increased productivity.

1. Communication
Establishing effective communication between employee and employer is the first step in employee relationship management. A work environment in which employees feel heard and respected greatly enhances morale. Communication can be in the form of an open door policy, an anonymous suggestion or complaint box, e-mail and instant messaging, for example. 2. Conflict Management

Employee issues can be handled efficiently and effectively by anticipating possible conflicts and creating a procedure for resolving them. This procedure could include a hierarchy for airing grievances and a formal process to do so. Conflict management is directly related to communication and the current methods in place can be used to control conflict.
3.Employee Growth

Employee relationship management offers incentives for employees to become greater assets to the company. Incentives can include employee work reviews, goals and rewards for met goals. Employees that feel valued and rewarded will be better workers.
4.CompanyGrowth

Company growth is directly related to employee growth: When employees are given the opportunity to grow, the company as a whole can grow. Effective employee relationship management can create better employees and draw in a higher caliber applicant. Happy employees increase company moral, which in turn create a better product or service.

5. Increased Productivity

Coupled with company growth is increased productivity. The incentives for employees to grow are typically coupled with goals that are higher than the current standard. The standard productivity for one employee will increase, possibly resulting in fewer employees doing the same amount of work.
Employees benefit programme By WAPDA

| | |
Medical

In order to provide medical services to all the WAPDA employees and their families WAPDA has set up an elaborate network of 14 hospitals land 39 dispensaries located at different stations and cities in the country in addition to WAPDA central hospital at Lahore that is the headquarters of the organization. WAPDA hospital complex provides comprehensive medical care and treatment, both for in-door and out-door patients, with specialized attention and treatment in almost all- medical disciplines. The smaller medical units look after the requirement at various WAPDA projects and other towns where WAPDA officers have large concentration. All WAPDA hospitals and dispensaries attend to over 1.60million patients during report year in their out-door departments while their annual emergency and casualties attendance exceeds0.101 million. Besides the medical services include admission for in-door treatment to over 19,498 patients during report both in WAPDA and non-WAPDA hospitals. Over 40526 surgical operations are performed in WAPDA hospitals in additions to specialized treatment for cardiac disease and other serious and other serious surgical medical cases.

Education
In order to promote and maintain education in various WAPDA colonies and projects,WAPDA has set up 45 educational institutions which provide education not only to children of employees stationed in the respective areas but also to the adjacent non- WAPDA population.These institutions have performed exceedingly well with some remarkable results.

Pension
WAPDA employees are entitled to full pension on reaching the age of super annotation subject to completing their minimum required service. In financial year 2000-01, as many as7,875 pension cases were processed involving payment of Rs. 2210.242 million.
Housing
In order to help WAPDA employees build their own houses a number of cooperative housing societies have been set up in various cities which purchase land and develop residential plots for allotment to WAPDA employees. The societies at Lahore and Gujranwala have been completed while work on societies at Sheikhupura, Faisalabad, Peshawar, Quetta and other towns is in progress.

Training
WAPDA is a second largest organization in Pakistan. To maintain tempo of work in such a large organization, it is imperative to have standing arrangements for management and technical training of the officers and staff.Training activities are conducted in WAPDA to impart basic and advance knowledge to all officers and staff during different stages of their career. A number of training institutes are functioning at various places.

* WAPDA Staff College, Islamabad. * WAPDA Engineering Academy, Faisalabad |

The Changing Employer-Employee Relationship

The public is all too aware of the controversy surrounding AIG's (AIG) collapse due to its exposure in credit default swaps, the scope of the government investment to bail out the company, the outrage over generous bonuses paid to many of the same executives responsible for the poor business decisions that derailed the company, and the efforts from many quarters to recover those bonuses.
Beyond these executives, however, are thousands of AIG employees in more than 100 countries who can't entirely avoid being tarred with the same brush. In the U.S., employees have been advised not to display the company logo while out of the office. In advance of a planned demonstration at the New York headquarters, employees with offices on low floors were advised to close the shades on their windows for their protection. Angry, even threatening e-mails have been sent to the company.
A Challenge for AIG's Leaders
AIG a company that until recently was portrayed on Web sites such as vault.com as a very solid employer now faces a situation where the company's relationship with its employees has fundamentally changed. Negative comments outpace the positive on jobvent.com by a 2 to 1 margin. Clearly, the team that will be assembled to lead AIG forward faces a tremendous challenge. However, the recession has similarly affected the employer-employee relationship at all companies not just those grabbing headlines.
To attract, retain, and motivate employees, employers made promises that really could be kept only if the pace of growth in the business continued. Expected growth in profitability and in opportunities were the fuel that fed the "deal" that employers were able to offer employees. At many companies growth plans have since been shelved in favor of retrenchment plans. This recasting of the employment context raises a number of important questions, among them:
• How should we expect the nature of the employer-employee relationship to evolve?
• How have the tools employers have to attract and reward employees changed, and what does that mean for how managers must manage?
One way to characterize the exchange between employers and employees is as a series of promises. Employers promise some level of safety and security, adequate resources to perform jobs, opportunities for development and advancement, and so on. In return, employees promise their experience and effort. The recession effectively has forced employers to defer delivery of all sorts of promises to employees. Economic uncertainty is creating a situation where employees no longer see a direct link between how hard they work today and how their employer will respond.
The resulting challenge for managers is to find ways to stay credible and trustworthy in an environment where promises may be seen as empty. Effectively this means employers find themselves more frequently asking employees to trust the company assuring employees that better days are ahead and their efforts today will not be forgotten tomorrow. Of course, if the recession is a fairly short one, then less forgetting will occur. Employees can be expected to endure a rough patch. When emotions like fear and frustration become a new normal, though, it is tiresome. How long can employers rely on "trust me" as a way to encourage employee engagement?
Loyal Workers in Bad Times
What can employees fairly expect from their employers in times like these? In tough times true character is revealed this is just as true for companies as it is for individuals. The way employees are treated when the chips are down says a great deal about what really matters to employers. Ironically, these difficulties provide opportunities for employers to earn tremendous loyalty from their workforce. Of course, if the cards are misplayed, the damage in employee relations can take years to repair.
Employers need to communicate tirelessly and strive for transparency. It may be all they have to offer employees in such resource-constrained times. Customer service of Wapda | Contact concerned distribution company for customer services. Respective distribution companies under PEPCO are responsible to deal with all matters of their electricity consumers as per their procedures. Please explore the website of your distribution companies for further details. The links of distribution companies (DISCOs) are given below for facilitation. | | 1. | LAHORE ELECTRIC SUPPLY COMPANY LIMITED | (LESCO) | | 2. | GUJRANWALA ELECTRIC POWER COMPANY | (GEPCO) | | 3. | FAISALABAD ELECTRIC SUPPLY COMPANY | (FESCO) | | 4. | ISLAMABAD ELECTRIC SUPPLY COMPANY | (IESCO) | | 5. | MULTAN ELECTRIC POWER COMPANY | (MEPCO) | | 6. | PESHAWAR ELECTRIC SUPPLY COMPANY | (PESCO) | | 7. | HYDERABAD ELECTRIC SUPPLY COMPANY LIMITED | (HESCO) | | |
Analysis of Employee Questionnaire Response
WAPDA
The behavioral model that we concluded from our survey was as shown in the graph.

It shows the Autocratic and Custodial behavioural model was 40% in wapda

NESPAK

In NESPAK the Autocratic Model was found maximum which shows the he industrial revolution. As the term indicates, the autocratic model is based on power. According to this model, persons who hold power have the authority to demand work from the employees. Further, this model assumes that work can only be extracted by means of pushing, directing and persuading the employees. For example, a manager may suspend an employee for not following his orders.

Conclusion
By comparing both Companies i.e WAPDA AND NESPAK we found out that Pvt companies have more efficient and effective way of doing work along with the cooperation and friendly environment with their employees.

References:
Organizational Behaviour by Debra L. Nelson-5th Edition
Organizational Behaviour By Fred Tuthans 11th Edition
Organizational Behaviour J. Steven Ott 3rd Edition
Organizational Behaviour Laurie J. Muttins 7th Edition
Organizational Behaviour Gregory Moorhead 7th Edition
Jhon Martin 3rd Edition http://www.ehow.com/how_2108385_improve-employee-employer-relationships.html http://www.associatedcontent.com/article/176415/how_to_improve_employee_relations_in.html http://www.winstonbrill.com/bril001/html/article_index/articles/451-500/article500_body.html http://en.wikipedia.org/wiki/Employee_benefit http://www.employeesurveys.com/common/employee-relationship-management-is-key-towards-achieving-balance.html www.wapda.gov.pk
www.nespak.gov.pk…...

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...European 'cheap chic' stores like H & M in fashion March 01, 2004 12:00AM Take a look at Fifth Avenue in the low 50s, and it's easy to see the growth and importance of European "cheap chic" or "fast fashion" in New York.  In 2000, H & M - the Ikea of fashion - opened a massive, 35,000 square foot flagship store on Fifth Avenue at 51st Street, announcing its presence in Manhattan in a big way.  Only recently did fellow European competitors follow the Swedish retailer to Fifth Avenue.  In the fall, Mexx, the Dutch company bought by Liz Clairborne two years ago, made its U.S. debut by opening in a glassy flagship store on 52nd Street. Zara, the Spanish fashion store, is scheduled to open at 54th Street.  H & M has become the hot destination for the Gen X, Y and Z set by providing up-to-the-minute trends at K-Mart prices. It's been facing off against its competitors in the Flatiron District to Union Square to Soho to Herald Square and the area around Bloomingdale's.  "It's promotional disposable fashion," said Stephen J. Stephanou, executive vice president at Madison HGCD. "You might see a customer standing in line with 10 of the latest trendy tube tops for $150, and if it doesn't dissolve on the disco floor, that's great."  "It's a niche that hadn't existed before," he said. "It's going to be a phenomenon that will continue to expand in the city."  H & M, which has six stores in Manhattan, has been the most aggressive in its expansion efforts, while Zara,......

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Free Essay

Fashion

...the Spotlight By - Marjorie Lewis Fashion Icons Olympians are starting to attend fashion shows and getting involved with the fashion world the fame differences between olympians and celebraties Tim Morehouse’s buisness saviness and his ambition to promote himself If other olympains take Morehouse’s advice and follow in his steps they have a strong chance of becoming as famous as he is Many Olympians have been spotted at many of New York Fashion Week’s fashion shows. Ryna Lochte was seen at Calvin Klien, Emporio Armani, and Rebecca Minkoff, Sanya Richard-Ross was seen at BCBG and Peter Son, and Alex Morgan was seen at Veronica Beard. Why are so many athletes attending fashion shows? Brian Mazza, the founder of Windsor custom menswear says, “athletes are instant icons and and household names,” and that is why he hired Ryan Lochte to host him brands pop up shop during Fashion’s night out. Having an olympian at a show or event will undoubtfully get attention from the media and bring in his fans and benefit the company. Besides there being a benefit for the company the athletes can also benefit. Attending the shows and events will extend the athletes moment in the spotlight. But besides the flashbulbs, reporters, bloggers, and twitters there can be many buisness oppertunites available at these events. Tim Morehouse is a perfect example of someone who won a silver medal, and wasnt well known, until he started hitting the Manhattan’s fashion scene. Morehouse, took......

Words: 495 - Pages: 2