Absorbance of light by a transition metal complex investigation Essay Example for Free

Absorbance of light by a transition metal complex investigation Essay Introduction Commonly known as transition metals, d block elements have partially filled d sublevels in one or more of their oxidation states. It is in the first row of transition elements that the 3d sub-level is incomplete. These d block elements show certain characteristic properties such as multiple oxidation states, ability to form complex ions, coloured compounds and good catalytic properties. In terms of variable oxidation states, d block elements usually have a +2 oxidation number which corresponds to the loss of the two 4s electrons (as it is easier to lose the 4s electrons than the 3d electrons). Transition metals can have variable oxidation states because the ionization energies allow for up to two 3d electrons to be lost. Because transition metals are relatively small in size, the transition metal ions attract species that are rich in electrons ligands (neutral molecules or negative ions that contain non-bonding pair of electrons which when covalently bonded with and form complex ions. Because the d orbitals usually split up into two groups (high and low) in transition metal complex ions, the energy required to promote a d electron into the higher split level corresponds with a particular wavelength in the visible region, which is absorbed when light passes through the complex ion. Transition metal usually then exhibits the remaining energy/light the complementary colour. In this investigation, the different absorbance of these coloured solutions will be investigated by varying the number of moles of the transition metal in the solution. According to the Beer-Lambert law, absorbance is directly proportional to the concentration and that there is a logarithmic dependence between the absorbance and the concentration of the substance, this relationship is as shown in figure 1 and 2. In the graph representation of the Beer-Lambert law, the logarithmic relationship can evidently be seen as the concentration of the solution increases, the calibration curve becomes less linear and more flat. This is probably due to the saturation of colour of the solution. In addition, the graph also indicates that the relationship starts at the origin and is generally linear at lower concentrations. In this investigation, Nickel (II) Sulphate will be used as the transition metal and H2O will be used as the ligand. The complex ion formed will therefore be a hexaaquanickel(II) complex ion, Ni (H2O) 6 2+. It has a coordination number of 6 and is of an octahedral shape. (Microsoft Encarta, 2007) Aim To investigate how the concentration of hexaaquanickel(II) ions (Ni (H2O) 6 2+) in solution affects the absorbance of red light (660nm) by measuring it with a colorimeter. Hypothesis As the concentration of hexaaquanickel(II) ions increases, the absorbance of red light1 will also increase. This is so because as stated in the Beer-Lambert law, the absorbance of light is directly proportional to the concentration. Furthermore, as the concentration increases, there are more molecules of the complex ions within the solution to interact with the light that is being transmitted hence an increased absorbance at higher concentrations. In addition, despite the logarithmic relationship, I expect my data to show a linear relationship instead because the number of moles I am measuring red absorbance against is rather low (maximum 0.5 moles), so while it would be insufficient to see the clear logarithmic curve; the linear increase in the beginning would still be evident. Variables Independent Concentration of hexaaquanickel(II) ions (0.0313mol, 0.0625mol, 0.125mol, 0.250mol, 0.500mol) Dependent Absorbency of red light (660nm) Controlled Volume of solution (25cmà ¯Ã‚ ¿Ã‚ ½ per different mol solution) Equipment Method 1) Measure 6.57g of nickel sulphate with an electronic balance and place in a 250cmà ¯Ã‚ ¿Ã‚ ½ beaker 2) Measure 50cmà ¯Ã‚ ¿Ã‚ ½ of deionised water with 50cmà ¯Ã‚ ¿Ã‚ ½ measuring cylinder and pour into the 250cmà ¯Ã‚ ¿Ã‚ ½ beaker with the nickel sulphate to create a 0.5mol nickel sulphate solution 3) Mix the solution thoroughly with a glass stirring rod, make sure the solution is transparent (not murky) and no remnants of the nickel sulphate should be present in the solution 4) Label the five 50cmà ¯Ã‚ ¿Ã‚ ½ volumetric flasks: 0.03125mol, 0.0625mol, 0.125mol, 0.25mol and 0.5mol 5) Pipette 25cmà ¯Ã‚ ¿Ã‚ ½ of the previously made nickel sulphate solution from the 250cmà ¯Ã‚ ¿Ã‚ ½ beaker and place into volumetric flask labeled 0.5mol 6) Pipette another 25cmà ¯Ã‚ ¿Ã‚ ½ from the beaker and place into volumetric flask labeled 0.25mol 7) Measure and pipette 25cmà ¯Ã‚ ¿Ã‚ ½ of deionised water and add into 0.25mol 8) Mix thoroughly 9) Measure and pipette 25cmà ¯Ã‚ ¿Ã‚ ½ from 0.25mol and add into 0.125mol 10) Repeat steps 7 to 8 but add the water into 0.125mol 11) Measure and pipette 25cmà ¯Ã‚ ¿Ã‚ ½ from 0.125mol and add into 0.0625mol 12) Repeat step 10 but add into the water 0.0625mol 13) Measure and pipette 25cmà ¯Ã‚ ¿Ã‚ ½ from 0.0625mol and add into 0.0313 mol 14) Repeat step 10 but add into the water0.0313mol 15) Connect the PASPORT colorimeter to the computer 16) Select to measure red (660nm) absorbance 17) After all five solutions have been made, label five cuvettes the same labels as the volumetric flasks (place on lid, careful not to have any of the label on the cuvette itself) 18) Fill each labeled cuvette with its corresponding volumetric flask label with a dropper 19) Fill the remaining unlabeled cuvette with water 20) Place the cuvette with water into the colorimeter and press green button to calibrate, do not do anything until the green light switches off by itself 21) Place the cuvette labeled 0.03125mol into the colorimeter press start and stop after getting a constant reading 22) Record the data 23) Repeat steps 21-22 until all labeled cuvettes have been measured for red absorbance Data Table Concentration / mol dm-à ¯Ã‚ ¿Ã‚ ½ Red light (660nm) absorbance Uncertainties Uncertainties (cm3) Measuring cylinder à ¯Ã‚ ¿Ã‚ ½1.0cmà ¯Ã‚ ¿Ã‚ ½ Bulb pipette à ¯Ã‚ ¿Ã‚ ½0.06 cmà ¯Ã‚ ¿Ã‚ ½ Electronic weigh à ¯Ã‚ ¿Ã‚ ½0.01g Concentration (mol/dmà ¯Ã‚ ¿Ã‚ ½) Uncertainty Graphs Discussion and Conclusion It can be seen from the graph that there is a linear relationship between the amount of red light absorbed and the concentration of hexaaquanickel(II) ions. It can also be deduced that as the concentration increases, the red light absorption increases at twice the rate. However, it is interesting to note that the line of best fit does not start at the origin, but at (0, 0.0623) as the equation derived from the line of best fit states, suggesting that despite showing a clear linear trend, my data is precise but not accurate. This is possibly due to equipment imperfection, for example the cuvette, which will be discussed in the evaluation. However, it is still evident that, as stated in my hypothesis, as the concentration increases, the chances of light interacting with the complex ion molecules also increase, hence yielding a higher light (red, in this case) absorption. While it is true that the Beer-Lambert law states the relationship between concentration of a substance and its absorbency has a logarithmic relationship, my data is linear because the concentrations of my tested solutions were rather low, so if I were to continue my experiment and create more concentrated nickel sulphate solutions, I would expect to see the curve become non-linear as concentration increases because the solution will eventually become saturated. Therefore, in conclusion, my hypothesis corresponds with the results: the relationship between red absorbance and concentration of hexaaquanickel(II) ions is quite clear as the concentration increases, the red absorbance also increases. Evaluation One aspect I can improve my method is using the same cuvette and in the same direction each time for measuring all the different solutions, as it has been noted that the cuvettes we have been currently using are not perfectly constructed and may differ with the distance as light passes through. This will help improve the accuracy of the results and an important aspect to take into consideration, because also stated in the Beer-Lambert law, the length in which the light passes through also makes a difference in the absorption of light (the longer the container is, the more chances of light interacting with the molecules of the solution). Another aspect was in the preparing the different solutions, because I had diluted each solution using the same solutions from before, so the uncertainty of each would naturally continuously build up (final uncertainty of 4.31%) for example, if I had accidentally created a 0.052 mol nickel sulphate solution, then the next solution I diluted from that solution would not be 0.025 mol as intended. One way to see through this limitation is to perhaps prepare each solution separately to avoid a build up of uncertainties. In addition, another way to make this investigation more conclusive and detailed could be increasing the different amounts of concentration of the nickel sulphate solution, as I only had 5 different concentrations. Bibliography Clark, J. (2007). The Beer-Lambert law. In Absorption spectra. Retrieved January 15, 2008, from http://www.chemguide.co.uk/analysis/uvvisible/beerlambert.html Microsoft(r) Encarta(r) Online Encyclopedia. (2007). Complex. Retrieved January 17, 2008, from http://au.encarta.msn.com/encyclopedia_781538720/Complex.html Neuss, G. (2007). Determining the concentration of an element. In Chemistry course companion (p. 276). Oxford University Press. 1 Because nickel sulphate solution is green in colour, red light will be used to measure the absorbency of the solution as it is the complementary colour.

Effects Of Succession Planning On Employee Retention

Effects Of Succession Planning On Employee Retention Proper succession planning helps an employee to get their work done as well as to sustain the employees in the most effective and efficient manner. This study also highlighted that for any particular job what are the organizational commitment, job security, job content which leads to self-esteem, leadership and staying in the organization for a longer time period. The study is intended to answer the question of whether proper succession planning could mitigate the expected negative effects of retentions on employees. The basic purpose of this research is to find out that whether the way information regarding Succession Planning taking place is well defined or not and what are the impacts of employees behavioral towards retention through proper communicated and well-defined work on succession planning. And up to what level are they emotionally and expressively affected. 1.3 Implications of the Study The findings of this study will have important implications from the perspective of employees and top management associated with employee retention succession planning. The HR department in order to develop a proper job content for every job to develop an organizational commitment security in which employees are most comfortable with the tenure, leadership self-esteem. This research will extend our knowledge on how differences the employee retention and succession planning of the company will impact the performance of employees both internal and external. And would also allow more detailed prescriptions for practitioners faced with such issues. 1.4 Variables Independent Variable Succession Planning Tenure Leadership Self Esteem Dependent Variables Employee Retention Organizational Commitment Job Security Job Content 1.5 Hypothesis Hypothesis 1: There is a positive relationship between succession planning and employee retention. Chapter 2 Literature Review In an organization, every employee tends to rise to his level of ineffectiveness (Jr., 2003).Succession planning is the power to developing the strengths and performance of their people and maximizes production capacity. We provide businesses with a broad range of highly effective tools, methodology and processes, proven to dramatically improve the contribution made by individuals and organizations at all levels (Jr., 2003). These are the role of Succession Planning in an Organization Prepares current employees to undertake key positions Develops ability and long-term development Improves employees abilities and performance Improves workforce loyalty and as a result retention Assemble the career improvement requirements of existing employees Improves support to workforce throughout their tenure Counters the increasing complexity of hiring employees externally Focuses on leadership stability and better knowledge distribution Provides further effective monitoring and tracking of employee ability levels and skills (Jr., 2003). As Succession planning is a core part of an organizations ability to decrease risk, create a verified leadership model, smooth organization continuity and improve staff self-confidence (White, 1987). Succession planning has become really important for managers and executives in the current business world because, now they have begun to understand the importance of securing their companies eventually by selecting future leaders (White, 1987). Succession planning considered to the higher concern to make the right decisions. They must put their self into strategic and planning form to choose the best leader (Jr., 2003).When it comes down to the decision about the succession plan an executive should recognize the needs and requirements of the company that what would be the strengths and weaknesses so an executive will know what kind of person they would need on the considerable situation which will lead the company on the succession path (White, 1987). The basic element in transition is well transparency as it applies on every company the employer should take step to communicate the employees to decrease the gap between the company and the employee which effects better with the reflection of succession (Jr., 2003) To develop an effective succession plan there are four stages Recognizing jobs for succession; Developing a obvious understanding of the capabilities required to carry out those roles; Identifying workforces who could potentially fill and do highly in such roles; Preparing workforces to be ready for development into each identified role. Without the execution of a succession plan, there can be significant impacts on a business including; Lack of expertise and business knowledge Lack of business stability Damaged customer associations (Jr., 2003). Organization succession planning is highly dependent on the competent employee the company highly depends on its employee which can make the path and accelerate the companys business which will play a major role for an organization to become profitable or reciprocal. One major concern which often makes difference for succession if the leader key person leaves the organization- either by choice or other circumstances (Jr., 2003).What will happen when an important key player purged without succession planning? There are few things to look forward. Such as either there will be no skilled successor or there will be who might not ready to manage the business the way it has to be managing with the abilities. Whatsoever the case might came out to be, the situation can be terrible for the company. Business can become unsustainable to carry on (Jr., 2003). The only answer that is left in an unexpected situation is just unproductive quick-fixed solutions the successor is left with temporary substitute if the set up is not been fix yet., and the important result can still be the breakdown of the business. Key factors that affect the success of business are skill and experience. And without it no one can run a business. They significant traits in an entrepreneur not only run the business but also sustain the success (Jr., 2003). Without succession planning, a company that has become successful can just as easily fail. The company grows because there is a leader with experience, drive and ability. Without suitable succession planning, the future growth of the business is left to chance once that leader is gone. Under such a situation, if it succeeds at all, it is by default rather than intended. That is not all. The passing of the crop from one generation to the next is often fogged up by the stakeholders differing views and agendas. Without proper planning, the clashes of views and agendas can pull the company in several directions and this may wreck an otherwise feasible business (Jr., 2003). Succession planning enables your business to identify brilliant employees and provide education to develop them for future higher level and broader tasks. Succession planning helps to build worktable strength. Succession planning helps to decide where public belong to (Jr., 2003). Through your succession planning procedure, you also save superior employees because they value the time, attention, and development that you are investing in them. To efficiently do succession planning in your business, you must identify the organizations long term goals. They must hire better staff (White, 1987). You need to spot and recognize the developmental needs of your employees. You must guarantee that all key employees understand their career paths and the roles they are being developed to fill. You need to spotlight resources on key employee retention. You need to be alert of employment trends in your area to be familiar with the roles you will have a difficult time filling externally (White, 1987). It is a complex process and a successful plan is based on management formation, regular evaluation through evaluations and integrated management development system. Only one tenth of the know-how of professional managers consists of formal education and training and the result is attained through on the job development. Management structure has to be clearly understood by all and frequently reviewed for future planning. One of the reasons for the gradual and slow abolition of business groups of yesterday is that they failed in managing the change. The plan does not mean recognition of an individual to replace his/her ancestor. It means identifying a group of individuals to be trained and groomed for the place of CEO (Zajac, 1987). The organizations offer employee development opportunities through: on the job learning, better training and counseling, formal training programmers and job orientation. All these facilities not only help in employees development but also help in preparing the incumbents probable to fill key positions (Jr., 2003). The companies have to decide today for tomorrow through a complex assessment system for the human development, which is most uncertain. Business environment is getting increasingly vibrant, corporate growth, rate and size is critical, and values are changing which offer superior business opportunities for head hunters (Zajac, 1987). To achieve the aim the process begins from staffing needs periodic appraisal and an elastic plan. Promotions are common and job rotation is a must to expose the incumbents to a diversity of experience, i.e. marketing, sales, finance and even manufacturing. The basic criteria remains performance but potential also play a very key role (White, 1987). To commence such a complex process it is necessary to understand the challenge well in advance and act with obligation. Focus should be on performance as well as potential keeping in view the convenient challenges. The organizations must differentiate between spending on personnel and investment in employees development. It is a fact that a number of the corporate look after their senior executive very well but hardly invests in budding leaders (Zajac, 1987). One of the factors which have been a major obstacle in succession planning is hardly any division of management from ownership. Some of the leading groups vanished because they failed to interpret the change and to educate professional managers. People often presume that a manager by profession and a professional manager are one and the same. To face the emerging challenges corporate need more flexible managers (White, 1987). Imagine for a moment a workplace in which the employees eagerly estimated their performance reviews. Picture your staff telling each other how much they look forward to meeting with their manager and bragging about what an empowering experience these meetings are (Jr., 2003). The length of time an employee has worked for his or her current employer (Rosemary Batt, 2002). Leadership is the skill of getting someone else to do something you want done because he wants to do it (Brown, 2003). Leadership is a process by which a human being influences others to accomplish an objective and directs the business in a way that makes it more unified and logical. Leadership is a process whereby a person influences a group of individuals to achieve a common goal (Brown, 2003). Employee retention is a process in which the employees are encouraged to remain with the group for the maximum period of time or until the conclusion of the project. Employee retention is useful for the organization as well as the employee (Sheridan, 1992). Employees nowadays are different. They are not the ones who dont have better opportunities in hand. As soon as they feel dissatisfied with the present employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their greatest employees. If they dont, they would be left with no superior employees. A good employer should know how to attract and keep its employees. Retention involves five key things (Sheridan, 1992). Compensation Environment Growth Relationship Support One of the most vital and key part is to retain the employee of the organization its as important as you understand you need you have got to intact and retain your potential employee because your employee is your asset which will highway the organization on success(Sheridan, 1992). Why employee retention so important? Is it just to cut the turnover costs? Its not only the cost incurred by a organization that emphasizes the need of retaining employees but also the need to retain talented employees from getting poached (Sheridan, 1992).The process of employee retention will advantage an organization in the following ways (Sheridan, 1992). The cost of employee turnover adds hundreds of thousands of money to an organizations expenses. While it is hard to fully calculate the cost of turnover (including hiring costs, training costs and productivity loss), industry experts often quote 25% of the average employee salary as a conventional estimate. (Sheridan, 1992). When an employee leaves, he takes with him valuable facts about the company, customers, current projects and past history sometimes to competitors. Often much time and money has been spent on the employee in anticipation of a future return. After the employee leaves, the investment is not realized. (Sheridan, 1992). Customers and clients do business with an organization in part because of the people. Relationships are developed that support continued sponsorship of the business. When an employee leaves, the relationships that employee built for the companies are disengaged, which could lead to probable customer loss (Sheridan, 1992). When an employee terminates, the effect is felt throughout the organization. Co-workers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff (Sheridan, 1992). The goodwill of a company is maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization (Sheridan, 1992). If an employee resigns, then good amount of time is lost in hiring a new employee and then training him/her and this goes to the loss of the company directly which many a times goes unnoticed. And even after this you cannot assure us of the same efficiency from the new employee (Sheridan, 1992). Employee retention refers to policies and practices companies use to avoid valuable employees from leaving their jobs. How to retain important employees is one of the biggest problems that plague companies in the competitive marketplace. Not too long ago, companies accepted the revolving door policy as part of doing business and were quick to fill a vacant job with an additional eager candidate. Nowadays, companies often find that they spend substantial time, effort, and money to train an employee only to have them build up into a valuable commodity and leave the company for greener pastures. In order to generate a successful company, employers should consider as many options as possible when it comes to retaining employees, while at the same time securing their trust and loyalty so they have less of a need to leave in the future (Sheridan, 1992). Many people love their job, and there are a huge number of reasons such as they like the company environment, their boss, and their co-workers. A thrilling position, with plenty of opportunity for growth, learning, and advancement, is always desirable, as is a meaningful job that has the possible to make a difference in the lives of others. Dissatisfaction with one or more of these things could force the employee to think about leaving (Sheridan, 1992). A rather obvious way for a company to better retain their employees is by offering competitive salaries and bonuses. Everyone likes to be recognized for a job well done, and nothing makes someone feel more appreciated than cold hard cash. It also shows the employee that the company has some degree of loyalty towards them, which could in turn influence them to repay their employers with some loyalty of their own. Increased benefits, stock options, more vacation time, company cars, child care, and other perks dont hurt either. Financial support for employees who wish to continue their education would also most likely be appreciated and rewarded with employee loyalty (Sheridan, 1992). In many instances, employee retention starts just as soon as an employee is hired. If a company sees an unusual amount of potential in a new hire, management could make them feel appreciated right off the bat. Interest free loans to help pay off their college bills or other debts is one way for an employer to do this. In order to keep the employee from jumping ship before the loan is paid off, the employer can do several things, including staggering payments or making the loan contingent on certain performance goals. In a way, this practice can be considered a combination of recruitment and retention tools. Similar programs could also be implemented for employees that already have tenure built up with the company (Sheridan, 1992). There are times when an employee wants to leave a company not for a better job opportunity, but for the chance to relocate. Usually if this is a case, the employees needs are strictly personal ones. If possible, a business can offer a relocation allowance to the employee and still try to keep them in the company in the same or a different capacity. Again, the details would have to be worked out on an individual basis so that the employee does not abuse this privilege (Sheridan, 1992). The implementation of company policies like flextime, job-sharing, and part-time work may also prove useful in retaining an employee who wishes to leave their job for personal reasons. By doing so, a company could gain a reputation as a family-friendly environment and therefore make it more attractive to future potential employees (Sheridan, 1992). Another thing that employees seem to enjoy is casual days or even a company casual dress policy. This allows employees the chance to better express themselves and creates a more comfortable work environment. In most cases, the dress code should be clearly defined so that the employees do not abuse the privilege and promote an unprofessional image about the company (Sheridan, 1992). A company may also want to spend some time to get to know their employees better. A thorough understanding of an employees goals, concerns, skill level, values, health, and job satisfaction are just a few of the areas that can be addressed. By doing so, the employee could be made to feel more like a prized individual and less like a cog in a corporate machine. At the same time the company will educate itself as to which employees are the most valuable in both a business and personal sense. (Sheridan, 1992). When a valued employee leaves, the company can use information gathered in an exit-interview to find out the reasons for the employees decision and the changes that can be made within the company to keep others from following suit. This data can be gathered into a formal report and distributed to management, members of the human resource team, and other pertinent employees to be used for this purpose (Sheridan, 1992). Finally, upper-level employees can be trained as retention managers to help in the seemingly never-ending battle to keep talent. A successful retention manager must be aware of their strengths and weaknesses and have a talent for listening, respecting, and understanding their employees concerns. Retention managers should be individuals who have already proven their loyalty to the company. Honesty, creativity, and patience are other virtues that can help in this type of position (Sheridan, 1992). Every company should understand that people are their best commodity. Without qualified people who are good at what they do, any company would be in serious trouble. In the long run, the retention of existing employees saves companies money. There are advertising and recruiting expenses, orientation and training of the new employee, decreased productivity until the new employee is up to speed, and loss of customers who were loyal to the departing employee. Finding, recruiting, and training the best employees represents a major investment. Once a company has captured talented people, the return-on-investment requires closing the back door to prevent them from walking out (Robert P. Steel, 2002) When an employee leaves a company for a direct competitor, there is always a chance that they will take important business strategies and secrets with them to be exploited by the competition. This is yet another reason why the retention of employees is so crucial to some businesses. While this practice seems a bit unscrupulous, it stills happens quite frequently. As Bill Leonard stated in HR Magazine: because employers know that the best-qualified applicants will come directly from competitors, recruiting and hiring employees away from the competition becomes a necessity in an ultra-tight labor market. And necessity is the mother of inventive and sometimes controversial business practices. Recruiting and hiring from your competitors is probably as old as business itself. But what is new and a hot topic among employers is how to attract and retain qualified candidates in a highly competitive labor market while also preventing their own intellectual capital from winding up in the hands of competitors (Robert P. Steel, 2002). One way for a company to prevent employees from giving valuable information to competitors is to make it a policy to enforce strict noncompeting and confidentiality agreements amongst its employees. The existence of such agreements could in fact deter a competitor from hiring a valuable employ because they might not want to risk possible legal entanglements with the other company. Of course, all this could possibly lead to animosity with the employee who could feel that his or her options are being limited. Many employees dont always remember signing such a document, so a copy of it should always be kept on file for the employee to refer to. This area could prove to be a highly sensitive one between employer and employee, so extreme caution is suggested in all instances (Robert P. Steel, 2002). Employee retention is an issue in just about every business sector. The technology field seems to see the most movement amongst employees, but other markets like education and sales also see more than their fair share of turnover (Sheridan, 1992). The effects of this trend are somewhat different for small businesses. Since the employee base at a small business is fairly low, a stronger sense of loyalty may be a bit more prevalent. One possible reason for this trend would be the generally low number of layoffs that occur in the small business sector. Many small businesses even have no-layoff policies that can be used as a valuable recruiting and retention tool to secure employees. These types of policies are not for all small businesses, especially those with erratic sales trends or those that employ a large number of non skilled workers who are often easy to replace (Sheridan, 1992). In any event, just about every business will have to live with the fact that valued employees will leave at some point. While certain strategies can be practiced to slow this trend, it most likely can never be stopped completely. Successful businesses that are built on a strong foundation should have less trouble dealing with this situation than their weaker counterparts. At the same time, the companys strengths will enable them to promote an image to help recruit and ultimately retain the best employees out there (Robert P. Steel, 2002). When the companies were consulted, the subject of identifying and retaining top talent is always one of the critical items executives tell me theyd like to improve upon. However, when asked what their strategy is in that regard they either mention that theyve found this great recruiting firm that is going to do nothing but send them top-level talent, or they look at me and tell me the people that have left were no good to begin with, basically rationalizing the cause of the turnover(Rosemary Batt, 2002). It is recommended that job analysis audits should be conducted to provide realistic job previews. Job analysis audits should be done with behavioral assessments, cognitive reasoning assessments, job simulations, and hard skills assessments (e.g., computer skills, etc.) to objectively define the core competencies required for success in each role competency modeling. This helps in providing a realistic job preview for candidates and managers. Oftentimes what managers think they need for a certain role is different from that they actually need (Robert P. Steel, 2002). A well-designed assessment and selection process must be implemented. Behavioral assessments and structured behavioral interviewing techniques should be used to increase the likelihood of hiring people who can, and will, do the job at a high level in your environment and for your managers job fit assessment (Sheridan, 1992). Effective employee orientation must be provided. The people who are hired today are potentially the greatest resource for corporate success in the years ahead. A senior leaders participation in new employee orientation sends a vital cultural and leadership message: everyone is involved in the drive toward the future. Everyone even the newest employee has value (Robert P. Steel, 2002). Programs for employee training and development are to be implemented. Ongoing professional development is required to show willingness as an organization to develop the greatest assets which are the people. (Sheridan, 1992). Manager and employee relationships must be improved. Concentration should be on the people who stay with the organization to learn what makes them happy; then give them more of it. It is said that people leave managers, not companies. If there is a turnover problem, assess the managers (Robert P. Steel, 2002). An equitable and fair pay system is also important (Sheridan, 1992). Encourage succession planning. Identify roles for which employees may be suited in the future and work with them on designing their succession plan within the organization. Invest in cross-training, job shadowing, coaching, mentoring, and cross-experience (Robert P. Steel, 2002). Job security is dependent on economy, prevailing business conditions, and the individuals personal skills. It has been found that people have more job security in times of economic expansion and less in times of a recession (Postel-Vinay, 2005). Chapter 3 Research Methodology 3.1 Sources of Information The information used in this study is basically primary data collected from respondents who are employees of Banking Sector in Pakistan. Employees at various levels working in four recently banks have been surveyed for this study to identify two responses i.e. organizations involved in succession planning would have employees who are more intend to stay in the same organization. For this research, four banks, RBS (Royal Bank of Scotland), SCB (Standard Chartered Bank), UBL (United Bank Limited) and MCB (Muslim Commercial Bank) have been selected to carry out the survey. 3.2 Sampling Technique Procedure The researcher has used the Convenience Sampling technique in which the sample has been selected in such a way that all individuals in the target population had an equal probability of being selected in the sample. Various departments within each bank were approached and employees working at various levels were used as correspondents for this research. 3.3 Sample Size The total sample size was 100 respondents, taking 25 employees from each of the chosen bank which includes Male / Female Graduate / Masters Employee/Supervisor/Manager / Senior Manager or Others 3.4 Method of Data Collection Procedure The private sector Banking Industry of Pakistan is the targeted segment for the collection of primary data through questionnaires which is designed on the basis of research articles and questionnaires related to the topic. All employees from managerial level would be the participants. The survey would be self administered. 3.4.1 Data Collection Basically there are two types of data available for the researchers, Primary and Secondary. In this research primary data has been used collected through questionnaires. Since and its effect is a study which needs to be carried out from employees who actually went through this, therefore the researcher had to rely on questionnaire survey results (primary data) for empirical data. The researcher carried out the research through Survey method i.e. personal survey from employees working within four chosen banks in Pakistan. The survey was carried out by getting questionnaires filled from employees working at different levels within the organization and their perceptions were studied regarding the retention and what factors can come if succession effect created among them. 3.4.2 Research Testing Instruments The instruments used for collecting data for this research consisted of questionnaire for surveys and SPSS as testing tool. For the purpose of data collection a questionnaire was devised based on two sections that consisted questions pertaining to Employee Retention (Dependent Variable), Succession Planning (Independent Variables). The respondents have been asked if they had been properly brief about the effects of succession planning employee retention that had on their behavioral outcomes. The tool used in this research is SPSS. Pearsons Correlation is used in this research and analysis is carried out keeping in view the nature of the hypothesis and the data. During the analysis of data in SPSS, researcher has used technique of Pearsons Correlation, because Pearsons correlation coefficient is a measure of linear association. Two variables can be perfectly related. 3.4.3 Method The questionnaire was mailed and e-mailed to the employees of a random sample of 100 from four chosen banks. 3.4.4 Questionnaire Questions were asked from employees based on their experience. Section A consisted of 15 questions related to Employee Retention which includes organizational commitment, job security and job content. All parts were divided among 5 each questions. The scale for recording responses was 1 to 5 representing Strongly Disagree, Disagree, Neutral, Agree and Strongly Agree. The questions were designed in a way to judge the psychological effect of retention on employees mind. Section B consisted of 11 questions related to the Succession Planning of employees which includes tenure, leadership and self-esteem. The scale for recording responses was 1 to 5 representing Strongly Disagree, Disagree, Neutral, Agree and Strongly Agree. The questions were designed in a way to judge the psychological effect of succession on employees mind. All the questions of both the sections A B were designed in a way to judge the employees motivation level towards work and whether or not they are planning to leave the organization upon getting an opportunity elsewhere. 3.4.5 Questionnaire Testing A questi

Philosophy: Bertrand Russell vs William James Essay -- essays research

Bertrand Russell discussed certain problems he found with philosophy. Russell was concerned about how much did we really know. There is the stuff we know with our mind when we have a particular idea, and stuff we know through actually experiencing it which would justify it. But how do we know if it is real, or even there, for that matter? Russell says, â€Å"For if we cannot be sure of the independent existence of object, we cannot be sure of the independent existence of other people’s bodies, and therefore still less of other peoples minds, since we have no grounds for believing in their minds except such as are derived from observing their bodies† (Russell, 47). How can Farmer Brown be sure that the dairyman just didn’t have an idea that the cow was there. Farmer Brown wants more than just an idea in order to feel safe that his prize cow is still there. Another problem Russell would have with the cow in the field is the nature of the matter. Russell says we have knowledge of truth and knowledge of things. Knowledge of truth is propositional knowledge or what we’re most certain in through direct experience. Russell says, â€Å"But we cannot hope to be acquainted directly with the quality in the physical objects which makes it blue or red. Science tells us this quality is a certain sort of wave motion, and this sounds familiar, because we think of wave motions in the space we see† (Russell, 52). What he is saying that the dairy man has had direct experience with the cow, he know... Philosophy: Bertrand Russell vs William James Essay -- essays research Bertrand Russell discussed certain problems he found with philosophy. Russell was concerned about how much did we really know. There is the stuff we know with our mind when we have a particular idea, and stuff we know through actually experiencing it which would justify it. But how do we know if it is real, or even there, for that matter? Russell says, â€Å"For if we cannot be sure of the independent existence of object, we cannot be sure of the independent existence of other people’s bodies, and therefore still less of other peoples minds, since we have no grounds for believing in their minds except such as are derived from observing their bodies† (Russell, 47). How can Farmer Brown be sure that the dairyman just didn’t have an idea that the cow was there. Farmer Brown wants more than just an idea in order to feel safe that his prize cow is still there. Another problem Russell would have with the cow in the field is the nature of the matter. Russell says we have knowledge of truth and knowledge of things. Knowledge of truth is propositional knowledge or what we’re most certain in through direct experience. Russell says, â€Å"But we cannot hope to be acquainted directly with the quality in the physical objects which makes it blue or red. Science tells us this quality is a certain sort of wave motion, and this sounds familiar, because we think of wave motions in the space we see† (Russell, 52). What he is saying that the dairy man has had direct experience with the cow, he know...

John Steinbecks The Grapes of Wrath :: John Steinbeck Grapes Wrath Essays

John Steinbeck's The Grapes of Wrath Throughout his book, the Grapes of Wrath, John Steinbeck employs the principles of Foucault’s theory that power exists as a result of consent. This is particularly the case in the relations between the Joad family. Chapter ten includes specific scenes in which the family members’ assumed positions of power are focused on and explained. When Jim Casy asks if he can accompany the Joads on their migratory trip to California, Ma looks to Tom to speak, â€Å"because he [is] a man†. Ma is clearly consenting to Tom’s power over her as a male figure, not because he told her he had the right to speak first, but because she allowed him to hold that prerogative. Foucault also argues that identity perception is related to various modes of discourse that are specific to historical eras; apparently, the idea that women are subordinate to men has been established in behavior, media, or any other entity that influences the way people think. When the rest of the Joad family returns on the truck after attempting to sell the last of their belongings, Steinbeck uses three pages to describe each family member’s place on the truck and why they belong there. Al is the â€Å"proud and serious and efficient† driver of the truck, earning the family’s respect for his responsibility in manning the vehicle. This exemplifies Foucault’s idea of transaction: the family consents to Al’s power because they will be affected if the truck malfunctions. Rose of Sharon is a balanced, self-satisfied, and all-knowing woman whose husband, Connie, is alarmed by the dramatic change in her behavior since the onset of pregnancy: although he once controlled her, he now feels weakened in his power because he has let her complacency control him. Pa and Uncle John, as â€Å"heads of the clan,† sit in the â€Å"honor seats† beside Al; however, Uncle John secretly wants Rose of Sharon to take his pla ce because he is uneasy inside and knows she is surer of herself. Uncle John’s power is one of dogma, while Rose of Sharon’s is self-asserted. The entire Joad family then holds a council meeting to discuss their plans for departure. Again, everyone has his or her ordained placement: the men squat in an inner circle, while the women stand around them.

Sex in Woman on the Edge of Time Essay -- Woman on the Edge of Time Es

Sex in Woman on the Edge of Time  Ã‚   In Marge Piercy's book, Woman on the Edge of Time, sex plays a major role in both the utopia and the dystopia. The portrayal of sex in the novel comes from a feminist point of view. The main character, Connie, is caught between a utopian world and a dystopian world where the takes on sex are on different levels. By using a feminist approach, the two worlds of sex can be examined and contrasted. In the dystopia that is Connie's present life, sex is a painful and often a violent experience. Rape, prostitution, and other sexual abuse are a dominant part of the characters lives. In the opening scene of the book, the reader is immediately introduced to this issue. Connie has to open her door to her only close relative, Dolly, only to see that she has been beaten by her fiancà © who is also her pimp. Connie has had to live her entire life with the thought that sex is violent rather than an act of love. Piercy uses the feminist ideals that men are the cause of the pain for women in a very explicit manner. For example, Geraldo, Dolly's fiancà ©, sho...

Ethical Analysis of Abortion

P. Ruiz Stevens Phil 3340-106 12/5/11 Ethical Analysis of Abortion Abortion could not be ethically justified because it is killing an innocent human being. It is arguable that a right to an abortion is a right to control one’s body and the death of fetus is an unavoidable consequence of choosing not to continue a pregnancy. That people have some claim to personal, bodily autonomy must be regarded as fundamental to the conception of any ethical, democratic, and free society. Given that autonomy exists as an ethical necessity, the question becomes how far the autonomy exists.If a woman consented to sex and/or didn’t properly use contraception, then she knew pregnancy might result. Being pregnant means having a new life growing inside. Whether the fetus is a person or not and, whether the state takes a position on abortion or not, it’s arguable that a woman has some sort of ethical obligation to the fetus. Most debates on the ethics of abortion focus on whether the fetus is a person. Even if it is not a person, however, this doesn’t mean it can’t have any moral standing.Maybe this obligation isn’t strong enough to eliminate abortion as an option, but it may be enough to limit when abortion can be ethically chosen or justified. According to the best interest principle, the best interest would be to have the baby so it can live a long and fulfilling life. It is argued that in these tragic cases the great value of the mental health of a woman who becomes pregnant as a result of rape or incest can be safe-guarded by abortion. It is also that a pregnancy caused by rape or incest is the result of a grave injustice and that the victim should not be obligated to carry the fetus to viability.This would keep reminding her of the violence for nine months and it would increase her mental anguish. â€Å"It is reasoned that the value of woman’s mental health is greater than the value of the fetus. In addition, it is maintained t hat the fetus is an aggressor against the woman’s integrity and personal life; it is only just and morally defensible to repel an aggressor even by killing him if that is the only way to defend personal and human values. † It is concluded then, that the abortion is justified in these cases.According to the best interests’ principle, in this case it might be ok for the mother to abort the fetus since she might end up resenting the fetus later in life. If life begins at conception, then it follows that all fertilized eggs are morally important. However the problem with that is that when one attempts to have children though normal reproduction it is estimated that â€Å"only 50 to 60 percent of conceptions advance to beyond twenty weeks of gestation. Of the pregnancies that are lost, 75% represent a failure of implantation and are therefore not realized as clinical pregnancies . † (Norwitz, E.R. . â€Å"Implantation and the survival of early pregnancy. † The New England Journal of Medicine vol. 34508 Nov. 2001 1400-1408) This indicates that the decision to attempt to have children leads to the death of many fertilized eggs, which, according to the pro-life position, are fully significant individuals. The death of these eggs is not justifiable the only motivation is to have children. Another objection to this argument would be what if the baby is malformed? We should not kill an unborn baby to alleviate the suffering of the mother any more then we should kill her infant to alleviate her suffering.Neither should we commit an abortion of a malformed fetus to prevent his or her suffering later in life. Being handicapped is not a capital crime. â€Å"The intentional destruction of health is not compassionate and it is not healthcare; is it assault. We must not be swayed from our pro-life ethic by emotional appeals that admittedly swell our eyes with tears. Truth and compassion prevent us from this fatal compromise. We must respond to all tragic circumstances of pregnancy from the unshakeable foundation of two indisputable premises: human life begins at conception, and it is always wrong to intentionally to kill an innocent human being.The unborn child’s right to life and liberty is given by his or her creator, not by his parents or by the state. The right to life is inalienable: that is, not to be trespassed upon another. In tragic circumstances such as rape or incest, we want to care for both the mother and her unborn baby. We want to relieve the suffering of the mother and her unborn baby. It is never right to intentionally kill an innocent human being, even if it does relieve another’s emotional or physical suffering. It is not up to a vote, and our obligation to submit unto divine judgments does not sway with our circumstances

Nba – a New Digital Entertainment Model in China

Entertainment and Media Industries Professor Sam Craig NBA – A New Digital Entertainment Model in China Name : Ted Mui Executive Summary The National Basketball Association’s expansion into the Chinese market has been met with great success. The company’s China operation currently generates over UDS$150 million in annual sales, and is one of the most recognized international brands in the country. To further focus on the growth of this unique market, a subsidiary was established in 2008, with former head of Microsoft China Tim Chen serving as the first CEO. The NBA has had great success in developing strategic partnerships in China. Over 290 games are broadcasted on Chinese TV per year, and NBA-related content can be readily found online on Chinese websites. However, NBA China has thus far generated little revenue directly from its end consumers, especially with its digital offerings. In reviewing its target market, we find that the NBA is in direct competition with other online entertainment products for the time and money spent by this market. Popular online entertainment options for China youths share the following traits: simple to learn and use, ability to interact with other users, a high (and almost addicting) replay value, and contain many customizable features for its users. Based on these ideas, it is suggested that NBA China pursue the development of a brand new web portal combining the components of gaming, social networking, and video streaming, which currently all exist as separate components. Using a concept based on an old video game idea, the web portal will aim to move consumers down the marketing funnel, eventually expanding the fan base and leading to end-user generated revenue. The cliche of the China market is well known to everyone by now. With its population of 1. 3 billion steadily increasing its purchasing power, China has become the focal point of just about every multinational company. Despite its potential, many multinational corporations’ attempt in entering the China market ends in failure, with millions of dollars of investment vanishing without producing any returns. The National Basketball Association is one of the rare success stories in China. Since opening its first office in Hong Kong in 1992, the NBA’s Greater China operation has grown to four offices with over 100 employees, generating over USD$150 million in annual sales. According to a survey, nearly 90% of Chinese people aged 15-54 in 11 urban markets had some awareness of the brand. 1 Despite this initial success, there remain many opportunities for growth in this market, especially in the digital sector. Facing increasing pressure from competition wishing to emulate its success and from shareholders seeking greater returns from the market, the NBA must look for new ways to build on its success in China. Company Background The National Basketball Association, founded in 1946, is a global sports and entertainment brand that features 30 teams in the United States and Canada. It is currently the third largest sports league in North America, with an estimated league revenue of $3. 2 billion for the 2008-09 season. Looking to expand the association’s presence outside of North America, the NBA occasionally hosts exhibition games around the world. 1 The NBA first made its presence in China in 1979, when the Samantha Marshall, â€Å"NBA’s China Strategy a Slam Dunk,† Crain’s New York Business. com, May 29, 2008. 2 Source: Plunkett Research, Ltd Washington Bullets traveled to China to play two exhibition games against the Chinese National Team. Seeing the potential for the Greater China market, the NBA sent its first Asia-based employee to Hong Kong in 1990. The association’s operations in China have grown substantial since, leading up to the formation of NBA China in 2008. As a subsidiary of the association, NBA China is responsible for conducting all of the league’s business in Greater China. While the NBA remains as the majority shareholder of the new entity, 5 other strategic partners invested $253 million to acquire 11% of the company in preferred equity. The 5 partners are ESPN (a division of Walt Disney), Bank of China Group Investment, Legend Holdings Ltd. Li Ka Shing Foundation, and China Merchants Investment. 4 Timothy Chen, former CEO of Microsoft China, was appointed as the new entity’s first CEO. NBA’s Digital Strategy in China Since Yao Ming’s entry into the league, NBA coverage has grown substantially along all lines of Chinese media. The country’s national television network, CCTV, has Each season, the CCTV established a long-term partnership with the association. sports channel televises over 90 regular season games, including the NBA All-Star Game, NBA Playoff games and The Finals. In addition to CCTV, the NBA is also covered by 50 other broadcasters around China, covering all but 2 provinces in the country. In total, about 290 NBA games are broadcasted on TV in China each year. 5 3 Pete Thamal, â€Å"The NBA and China Are Fans of Each Other,† New York Times, August 9, 2008. Source: nba. com 5 Source: hket. com 4 The NBA has also been able to capitalize on the rapidly increasing population of internet users in China. The association has partnered with Tom. com to revamp its localized websites in Greater China (Mainland China, Hong Kong, and Taiwan). Among the new features, the sites will include online webcasts allowing viewers to watch live games and Chinese-language talk shows daily, and provide gaming and fantasy basketball options and networking capabilities. 6 Moving towards high definition media, the NBA has recently signed a strategic cooperation agreement to allow BesTV, Shanghai Media Group's (SMG) Internet Protocol TV (IPTV) subsidiary, to offer pay-perview broadcasts of up to 14 high-definition NBA games daily over a four-year period. 7 Through a partnership with KongZhong Corporation, the NBA has also launched a China WAP site in 2007. The site will allow mobile users to access a broad range of content options including news, scores, editorial content, player interviews, TV schedules, wallpapers, ring tones, video clips and live NBA games. The NBA hopes to generate revenue from the site through offering advertising options to corporations and premium downloadable content to end-users. 8 The NBA’s media blitz in China appears to have produced great results. Currently, more than 30% of nba. com traffic comes from China, and this number can be expected to increase over the years. NBA† was ranked 7th in the hottest search keywords in 2008 for Baidu, China’s leading search engine. Similarly, â€Å"NBA† was ranked 10th for Google China’s most popular search words. Other than the NBA, only Xunlei and QQ, 6 7 Anita Davis, NBA Inks Tom. com Online Deal, CEI, August 20, 2008 st Source: 21 Century Business Herald 8 Source: nba. com two of China’s largest web portals, appear in the top 10 of both those lists. However, it is unknown how effective this web traffic has been in generating actual revenue for NBA China. Market Overview In 2008, China overtook America as the country with the largest number of internet users. As of the second quarter of 2009, the country now has over 330 million users, with a growth rate of over 50% annually (see exhibit A). The demographic groups growing comparatively faster than this average are people living in rural areas (with over 100% annual growth), young â€Å"netizens† aged 18 and under, and adults aged 30 and up. Exhibit B shows a breakdown of the age demography of internet users in China. There are also an increasing number of users accessing the internet through mobile devices. Currently, over 29% of internet users use mobile phones to get online, with a growth rate far exceeding that of laptop users. 9 The high growth rate indicates that more and more of the country’s 600 million mobile-phone subscribers now own mobile devices capable of accessing internet information. With next generation mobile technologies such as the iPhone and Google Android yet to reach the mass market in China, there remains great potential for significant growth in this market for years to come. The Meek Shall Inherit the Web, Economist, September 6, 2008 Exhibit A 100 million Total Internet users in China: 2005-2009 3. 5 3 2. 5 2 1. 5 1 0. 5 0 1. 23 1. 03 1. 62 2. 50 3. 38 Total Internet Users 2005 2006 2007 2008 2009 Exhibit B Age structure of Internet users in China Source: Statistical Survey Report on the Internet Development in China, CNNIC, January 2008 Competition Many sports a nd entertainment companies have tried to emulate the NBA’s success in China and have invested heavily in its digital marketing efforts. The National Football League has launched a Chinese website (nflchina. com) providing up-to-date news and score, discussion boards and mini-games. Manchester United, the richest sports club in the world, also has an all-Chinese website with online media and shopping to capture on its Chinese fan base. But as the earlier search rankings would suggest, the NBA is by far the leading sports entertainment company in China. Leading infotainment web portals such as sina. com and sohu. com have pages dedicated to the NBA linked from their front page. Already in a dominant position in the sports entertainment sector in China, the NBA should perhaps look at its competitive landscape from another perspective. At present, the NBA generates the majority of its revenue in China through broadcast rights, branding partnerships and ad sales through its media channels. However, it has thus far been able to generate relatively little income from its actual fan base with its digital content. In comparison, end-user Internet Value Added Services (IVAS) made up for the majority of the revenue for Tencent Holdings Ltd. another digital media partner of NBA China. Tencent Holdings Ltd. is the largest and most used internet service portal in China. The company’s strategic goal is to provide users with a â€Å"one-stop online life service†10 While its product offerings are similar to that of MSN Messenger, Facebook, World of Warcraft, 10 Source: tencent. com and other leading instant messaging, social networking, and online gaming com panies, Tencent is unique in its ability to generate revenue directly from the end users of its products. Most of Tencent’s products are interconnected through its QQ Network, ncouraging its free users to upgrade in order to access its value-added services such as ringtone downloading, SMS sending/receiving, and online gaming. QQ Coin was later introduced to allow users greater ease in making purchases in the â€Å"virtual world†, and incentivizing video gamers with rewards for performance. With a retail value of 1 yuan (about 14 cents) per coin, users are able to use the coins to purchase â€Å"virtual goods† such as avatars, virtual gifts for friends, and even items for use in games. Due to its ease of use and low denomination in value, the QQ Coin took off with the company’s young user base. It is estimated that nearly $2 billion in virtual currency was traded in 2008, even leading the Chinese government to implement restrictions to the trade. 11 Exhibit C Tencent Holdings Ltd. Quarterly Revenue by Sector Source: Tencent Holdings Ltd. Investor Fact Sheet 11 David Barboza, In China, New Limits of Virtual Currency, New York Times, June 30, 2009 Strategic Analysis While NBA China has succeeded in building brand awareness with its target demographic market, its digital strategy has thus far only focused on only the active fan base of this market. Its licensed product with Tencent and EA Sports, NBA Street Online, targets only the segment of gamers who are passionate about NBA basketball. Likewise, services on the NBA China website such as video games and news updates are mainly targeted to already converted basketball fans. A recently initiative called NBAiD was launched exclusively for the NBA China website. Looking to capitalize on the growing popularity of social networking and blogging, NBAiD acts as a personal page for NBA fans, allowing fans to connect with one another and express opinions through blogs. However, at this point, the product itself has very little added value for active or casual fans. Segmenting user categories using the concept of the marketing funnel, we see that NBA China has succeeded in both capturing awareness in the mass market and driving loyalty from its core fan base through its digital strategy, but have done little to drive â€Å"aware† consumers down the funnel (see Exhibit D). There remains great potential for the NBA to generate greater interest and desire for its product through a revision of its digital strategy. Exhibit D The Marketing Funnel Applied to NBA China Target Market Awareness Casual internet users who are aware of the NBA brand, but have no intent to spend money on its products Internet users who are interested in learning more about the NBA, and look to utilize free products and services made available to them Interest Desire Internet users who are attracted by the entertainment value of the NBA and may take action upon receiving an attractive offer Action Individuals who are engaged to the NBA and are most likely to purchase new products and services offered to them Repeat Purchases The digital age has changed the landscape of sports marketing. Martin Sorell, chief executive of WPP, recently advised the International Committee on the importance of meeting the needs of the new generation of young and tech-savvy consumers: There are 1. 6 billion people online today and 4 billion mobile phones. The key audience with whom these digital opportunities resonate is of course young people. They are a valuable and massive audience. Globally they impact over $600 billion in consumer spending. The young people take their media habits with them, so if you are ot part of their habit now – you most definitely will not be in the future. Let the children play. You have to let them play with your content, your assets in their own way. 12 12 Karolos Grohmann, Don’t Restrict Games Media Access, Sorrell urges IOC, Reuters, October 5, 2009 While referring to a different context, Sorrell’s remarks can also be addressed to NBA China’s current situation. Ther e is indeed a huge market of internet and mobile users, and the majority of them belong to the young demographic group that NBA China is targeting. The media habits of youths in China also differ greatly than that of the United States (see Exhibit E for comparison). On average, Chinese youths spend about 18 hours on the internet a week, compared to 12 hours in the US. 13 Social networking sites such as renren. com and kaixin001. com, streaming video sites such as youku. com and todou. com, and online games make up for the majority of these hours spent online. NBA China should now look to capture a bigger share of the â€Å"entertainment hours† spent by youths online. To accomplish this, NBA China must understand and tap into the media habits of these users, as Sorrell suggests. Exhibit E Comparison of Internet Activities Used by US and China Internet Users Source: China Internet Network Information Center & Pew Research Center 13 Shaun Rein, Blogging Down in China, BusinessWeek, July 27, 2006 Popular online entertainment options for China youths share the following traits: simple to learn and use, ability to interact with other users, a high (and almost addicting) replay value, and contain many customizable features for its users. One such example is the recent phenomenon of the Happy Farm game (see Exhibit F for screenshots). The concept of the game is not a breakthrough in any way: In the game, players act as owners of a farm, and are responsible for cultivating, irrigating, fertilizing, spraying, harvesting and selling crops. Each action will add points to the player’s level. However, a player can not only take action on his own farm, but also on his friends’ farms. Thus, people can either help their friends manage their farms, or steal crops from other players. The accumulation of all these actions will eventually help the players get bigger farms. Made available for users in social networking sites such as kaixin001. com and renren. com, the success of the simple game has been phenomenal, with reportedly 23 million users now playing the game. 14 Tencent has since created its own version of the farming game, and is expected to generate RMB50 million (USD $7 million) from the game each month. 15 Exhibit F Screenshots of â€Å"Happy Farm† Game 14 15 Source: duowan. com Source: tradingmarkets. com Recommendation Currently, the NBA China already has components of gaming, social networking, and video streaming. The idea is to combine all these components into one entertainment web portal targeted to youths that will drive interest and desire, leading to generation of revenue from end users. In 2005-06, video game developer 2K Sports added a new feature to its yearly NBA and NFL games called â€Å"The Crib†. The feature awards players as they accomplish feats and milestones within the game. With crib credits, players are then able to decorate their crib (slang for home), buy music, or play mini-games (see Exhibit G for screenshots of Cribs). While this feature was innovative in adding replay value to the game, its customizable options were limited and the feature was eventually removed in future renditions of the sports games. However, such a concept may be much better utilized in an online environment where crib owners can interact in real time, new videos and games are readily accessible, and virtual items are plenty to satisfy the customization appetite of its users. Exhibit F Screenshots of â€Å"The Crib† from video game NFL 2K5 Source: ign. com The possibilities stemming from such an idea are endless. Having already an established network of corporate partners, â€Å"The NBA Crib† can serve as a media channel for product placement. Already showing an appetite for spend virtual dollars, users in return can earn or buy credits to purchase branded virtual products for their cribs (ie. a Coca Cola machine) or even themselves (ie. the latest basketball shoes from Adidas). Other uses for crib credits can include purchasing coupons for use at the online NBA store and video clips and music exclusive to the NBA. Most importantly, interaction between crib owners should be encouraged through games within the crib system. Basketball-themed games can take place within the assigned neighborhoods of owners, and friends can â€Å"visit† each other’s crib with their custom avatar. With the right combination of attractive gaming options, customizable features, and interactive capabilities, this concept will substantially increase the interaction between the NBA and its fans, and eventually lead to a sustainable model for generating revenue from its target market of Chinese youths. NBA China has successfully developed a unique and dominant position in the sports entertainment sector in China. However, the NBA can not simply rely on its popularity and brand recognition to succeed. With Yao Ming injured this season, there are worries that NBA viewership rates in China will significantly drop this coming season. It is therefore crucial for NBA China to connect with its target market and provide supportive product offerings to satisfy their entertainment needs. In this market of technologydriven consumers, NBA China must strive to not only become the leader in sports entertainment in China, but also a leader in digital entertainment.