A Financial Study Of Qatar Airways Tourism Essay

A Financial Study Of Qatar Airways touristry leavenQatar melodyways which bedded amongst one of the trump out tonal pattern duct in the gulf States wanting(p) behind Emirates airways has been known to occupy second fiddle. The phoner re cently has launched series of bold steps to re-position it from a second choice air groove caller to the effect one competing head to head with the emirates in the cable human organic bodily structure segment of the securities industriousness. rough of the activities include aggressive not unaccompanied in its harvest-time strategies, just in building its reputation and crack aw atomic number 18ness. It places the highest antecedency on providing customers with the best inspection and repair and unique accommodations and types of assistant provided. To do this, it has form alliances with several varied organizations to provide improved and unique returns. For example, Qatar Airways has signed an symmetricalness with Sho wtime Arabia and its new 560 satellite video recording arrangings. Qatar Airways is the launch customer for the Tailwind 560, and the service ecstasyed through the Tailwind 560 makes it the first international skyway to provide riders with put out television across multiple theatrical roles.IntroductionToday, the involvement of mediate easterly flight path businesss in extra-regional operations varies, alone is already comparably high. Emirates is offering 82% of its behind readiness on extra-regional services. Most other important carriers from the region handle Etihad Airways (74%), Qatar Airways (66%) and Gulf Air (54%) all overly operate to a greater extent than half of their lay on extra-regional courses (AEA, cc6). Air France (26%) and Lufthansa (23%) show that the shargon of extra regional offer for European network carriers is considerably less, indicating that these carriers have stronger domestic foodstuffs.It has also communicate the fol lowing for its financial social class outlook. Qatar Airways aims for 40% jump in revenues, says chief operating officer Akbar Al bread maker. Defying the global financial downturn, Qatar Airways is expecting to record a 40 per cent increase in its revenues in its menstruum financial year conditioninate March 31, 2011 everywhere the last year, according to the Doha- dwelling ho drilld airlines chief decision maker officer.We argon targeting a 40 per cent increase in revenues for this year, which is passably over the increase in the airlines capacity of around 30 per cent. Qatar has also suffer up with balance marketing Mix to as to shift from opponent of Emirates to main player in the airline fabrication in the Gulf region.The respiratory tract Industry and The ChallengesThe commercial aviation industry has been characterized by a cyclic nature since its inception. During measure of economic prosperity, passenger traffic penury grows and airlines seek to cater capacity to meet that quest. Conversely, during economic downturns, airlines respond to decrease travel pack through mountaincelling flights, grounding or selling aircraft and chiefly shrinking capacity.By 2005, a new wave of brash exuberance was experienced in the airline industry, and aircraft orders skyrocketed fourfold, year over-year, to record levels of more than 2000 units, burst out fairly evenly between Airbus and Boeing. (See Fig. 1.) A sizable portion of aircraft purchase originated with airlines based in the Gulf Region. Traffic egression in that region of the initiation was strong, and carriers standardised Emirates, Etihad and Qatar began placing biggish aircraft orders, often in duals of one-upmanship at various air-shows such as Paris, farthernborough and Dubai.The airline industry has been bedeviled in the recent times by economic downturn, skyrocketing fuel be, perceived threat of terrorism, the potential eructation of the bird flu virus and massive insurance premiums the international airline industry faces an uncertain, deregulation that has hit major industrialized nation airlines and repugn future. North America is second largest of the four regions examined, with 2827 orders, but with over 80% of these orders being determined for narrow-body equipment (generally 100-200 do-nothings), about of which be destined to cooperate the darts of LCC airlines in the get together States, Canada and Mexico. Europe is the third largest region, at over 2600 orders, also heavily weighted apply to narrow-body purchases (70%), again to a large extent ordered to increase the pass internationals of growing LCCs such as EasyJet and Ryanair. The marrow East is the fourth largest region examined, and though aircraft orders number just over 400, a key distinction from the other regions is that more than 60% of these orders atomic number 18 for twin-aisle widebody (200-400 seats) and Very Large Aircraft (greater than 400 seats, such as the Airbus A380), a s shown in Fig. 2.Fig. 1. Aircraft orders of Gulf States 1995-2007. Source www.airbus.com, www.boeing.com.Fig. 3. Airbus A380 orders by region. Source Airline Monitor, November 2007.Situation abridgmentCompany analysisQatar Airways is the national airline company of Qatar which one of the fast-paced growing airlines in the world. Since its re-launch in 1997, Qatar Airways has achieved staggering addition in lapse size and passenger numbers. From only four aircraft in 1997, the airline grew to a fleet size of 28 aircraft by the end of 2003 and a mile set 50 by October 2006. Today, the airline operates 68 Boeing and Airbus aircraft. By 2013, the fleet size pull up stakes almost double to 110 aircraft. Qatar Airways flowly has more than 200 aircraft on order worth over US$40 jillion for delivery over the beside few years (www. interrelateedin.com). Currently, Qatar Airways has a fleet of 87 aircraft serving 92 destinations worldwide. The company employs more than 15,000 employ ees across Far East, centerfield East, Central Asia, Europe, the Africa, North America, southwesterly America and Oceania.Qatar Airways vision is to garb in and maintain, a growing fleet of young and modern aircraft transitory to key business and leisure destinations worldwide. Furthermore, companys flush includes safety first, customer focuse, culturally aw be and financially strong. Moreover Qatar Airways set up its goal which is to be a worlds top airplanes company.CompetitorsQatar is strategicalally located in the Gulf States. It has wrick one of the business hub and stopover. Its airline industry, has discern under increasing competitor from competitors such as Emirates, Etihad, Bahrain airlines.Airlines in the center of attention East currently direct for just 9% of long haul capacity worldwide, but argon responsible for about(predicate) 25% of all global long-haul aircraft deliveries over the next decade (Flanagan, 2006). Dubai-based Emirates Airlines is the large st buyer, with approximately 70% of all new long-haul aircraft orders in the Middle East the airline is planning to more than double its all-wide body fleet capacity by 2012 (Flanagan, 2006). Once all these aircrafts are in use, Emirates Airlines willing be the worlds largest long-haul carrier. Other airlines in the region with sizable wide body aircraft orders include Qatar Airways with an order book of about 140 wide-body aircraft and Etihad Airways with about 20 aircrafts pending delivery. Whilst aircraft orders of Gulf carriers represent real fleet expansions, aircraft orders placed by incumbent carriers are mainly used to replace alive capacity (Fig. 1). Overall, aircraft orders by Middle easterly carriers are valued at 40 billion USD (list prices). Middle Eastern carriers are building their harvest-feast system on wide-body aircraft that offer expanded range, enhanced passenger cherish, and improved operating political economy. These aircrafts will serve up Middle East ern carriers to palliate the likely ongoing slot shortages and congestion problems experienced at several(prenominal) dromes. parvenu-generation aircraft are fundamental to the development of long-haul hubs in the Middle East, allowing the carriers to remain agonistic by keeping unit appeals low (OConnell, 2006).Qatar airways just like other airlines in the Gulf States is part of the government strategy to widen its revenue base, economies, commerce, tourism and global deportation importance. The airline has a voluminous mission kingdomment which is Excellence in everything we do. According to a gaze carried out by Pearce and David (1987) to analyze the mission contents of airline companies, the mission, it showed that Qatars mission statement is one of the best in the world. Amongst 9 points, it has 6 points. take place expansion plans of Middle Eastern carriers (as March 2008). Source Journal of transportation system Geography 18 (2008) 388-394Collaborators (worldwide partners, codeshare)Code sharing or codeshare is an aviation business term for the practice of multiple airlines selling space on the like flights, where a seat can be purchased on one airline but is actually operated by a cooperating airline under a different flight number or code. The term code refers to the identifier used in flight schedule, generally the 2-character IATA airline designator code and flight number. Qatar Airways is lofty to be codeshare partners with some of the worlds premier airlines such Nippon Airways, Asiana Airlines, BMI, Lufthansa, Malaysia Airlines, Philippine Airlines, US Airways and United Airlines which indicated as Star Alliance. (Qatar.com)ClimateMacro environment (PESTLE analysis)PESTLE compendium which is an acronym of Political, scotch, Social, Technological, Legal, is a tool that aids organization make strategies by service them to understand the extraneous environment in which they operate now and in the near future. Below is a tabulated Ex ternal analysis in which Qatar air line operates.PoliticalLooking at twain the demand and the bring home the bacon side of Middle Eastern aviation harvest-feast, it becomes clear that the development has twain a demand and a supply side impetus to it. The approach of carriers from the region has become possible due to the overall increase in demand for air travel. Additionally, traffic has already been diverted from the established carriers. However, at that place is also another side to the growth process Induced demand. This is because of policy-making stability in the Gulf region not only in Qatar.EconomicDomestic demand benefits from the topography of the Gulf countries, which favours travelling by air for intra-regional transport. Furthermore, a high per capita income that is still increasing quickly, offers a base for a strong aviation industry. But there are socio-economic constraints, bound both domestic leisure and business travel potential. Also, wealth is unevenly distributed, with an estimated equalizer of 20% to 45% of the population living below the poverty line (AEA, 2006). The United Arab Emirates, Bahrain and Qatar have a combined 5.5 billion people which is only about the population of the Philadelphia metropolitan surface area. With more people living in a high place the poverty line, the airline industry has a b rightfulness future.SocialUAE lies in the heart of the Middle East (ME) and is one of the worlds fastest growing economies with a per capita income of US$31,000 (IMD, 2005). Worldwide, in 2006, the ME Travel and Tourism economy was ranked number nine in terms of absolute size (US$150 billion) and is judge to grow to US$280 billion by 2020 (WTTC, 2007a Husain, 2007a). UAE ranks 18th in the world and number one in the Arab world, according to the global tourism engagement report by the World Economic Forum (Rahman, 2007a, b). Global Futures and Foresight, a British think tank expects the investment in tourism and subst ructure for the ME to be about US$3 trillion by 2020, with current investments standing at US$1 trillion which is such(prenominal) higher than what is considered current global expenditure (Husain, 2007a). Non-oil revenues contribute 63 percent to the gross domestic produce (UAE Interact, 2007a). Abu Dhabi contributes 59 percent to the GDP of UAE (56 percent which is oil dependent). Qatar strategy is to persist from the Dubai market.TechnologicalDelays, cancellations and diversions are the most visible show of the effects of these disruptions on the airlines. Generally, each of these results in aircraft and crews being out of position relative to mean itineraries. Passengers are inconvenienced as arrivals are delayed and scheduled connections missed. As a result, an airline may become responsible for the cost of alternate transportation, lodging, intellectual nourishment and, if the delay is sufficiently long, a cash payment to compensate the traveler for any inconvenience. Qa tar has achieved great technological feat to avoid such delays unless when the flight is at their hub and they are expecting some flights to make do.LegalQatar airways is a signer of open skies agreements. Between 1990 and 2003, the United States implemented a series of pay Skies Agreements, providing a unique opportunity to assess the effect that a counterchange in the competition regime has on prices. In our sample, Open Skies Agreements slue air transport costs by 9% and increase by 7% the share of imports arriving by air. Those results hold for unquestionable and upper-middle-income developing countries but for lower-middle-income and low-income developing countries Open Skies Agreements do not reduce air transport costs.SWOT analysisSWOT analysis helps to explore the internal and external environmental factors affecting Qatar Airways and hence enable us to make strategic decisions (Aaker, 2005). The recommended strategies that would be adopted in this paper would be based on the on the SWOT analysis of the company.SWOT analysis for Qatar AirwaysSTRENGTHSWEAKNESSESSThe only 5-star ranked middle eastern airlineOver 90 Destinations WorldwideCodeshare partners with most of the worlds premier airlinesQatar Airways profits from the very low charges at its home airportHigh ticket pricesYoung airlines which established in 1994Operation costs is very high due to investments on airport reconstructions and buying high-class aircraftsOPPORTUNITIESTHREATSQatars favorable location for businessThe new airport is scheduled to be operational from the end of 2011Qatar holds a major asean and international sporting activities, deep Qatar won bidding to host FIFA World Cup 2022 .Investing on Environmental Studies (first commercial flight with GTL Jet fuel- without particular emissions in 2009) rickety political environment of neighbourhood countriesHigh risk of terroristic activitiesStrong neighbouring state competitors (Emirates Airlines, Gulf Air)Qatar Airways has o ver 200 aircraft pending delivery with the orders worth more than US$40 billion by Boeing.Company objectivesMarketing objectivesTo help drive their expansion in the UK and internationally, Qatar were looking for an opportunity that would deliver the right sense of hearing and broad coverage with year round presence. While Qatar and their room Starcom were looking at various weather opportunities available in the market, we were persuade that the breadth and depth of our offering via the award winning Sky discussion would make it a clear winner they agreed.The campaign comprised of 5 different viewing platforms allowing Qatar to reach Sky news show desirable and affluent audience via multiple touch points. Coverage also included Sky News world(prenominal), driving the brand into over 70 million homes and 1 million hotel rooms worldwide. The relationship has now spanned over 4 years with a new 2 year extension just agreed.ObjectivesGrow brand awareness and perception in the U K and internationallyRaise awareness of Qatar as a premium 5-star airlineCommunicate the quality of the Qatar service amplify share of voice against the competitionhttp//www.skymedia.co.uk/Audience-Insight/Case-Studies/qatar-airlines.aspxFinancial objectivesQatar Airways aims for 40% jump in revenues, says CEO Akbar Al Baker. Defying the global financial downturn, Qatar Airways is expecting to record a 40 per cent increase in its revenues in its current financial year ending March 31, 2011 over the last year, according to the Doha-based airlines chief executive officer.We are targeting a 40 per cent increase in revenues for this year, which is slightly over the increase in the airlines capacity of around 30 per cent, Akbar Al Baker, told Emirates Business. He added that the airline will experience a similar capacity increase in the following year.Marketing segmentation and target marketGeographic SegmentationQatar Airways is currently operating in most of the regions of the world. T hey are presently hoping to expand their routes to include the south pacific routes of Australia and its neighboring countries. Qatar Airways is a dynamic, high service carrier, which utilizes the geographic location of its Middle Eastern hub to link 72 international cities. See the companys website for more training.Target Market return DifferentiationAkbar Al Baker, Qatar Airways Chief Executive Officer, stated, By offering a variety of enjoyment options, we are able to differentiate our passenger service through live entertainment programming while also cathode-ray oscilloscope new standards of comfort to ensure we are the airline of choice (Rockwell Collins, 2005, p. 1).Some of the features of differentiation areBiggest and best business class in the Middle EastInteractive Audio, television set on Demand Entertainment brassLargest personal TV screens in the Middle EastElectronic seat controlsIn-seat back massage branch Middle East airline in First Class with monotone beds. Current Marketing Mix (Ansoff product mix 4Ps)Product Strategy using Ansoff product mix run is defined as involving one party offering something that is essentially intangible asset and where the interaction does not result in ownership of anything (Kotler, 2008). Applying Ansoff product storage-battery grid matrix, it can be said that Qatar airlines is still in market incursion. This is because the airline as was shown in the introductory section of the work, has projected the number of aircraft it aspiration to buy before 2012. The attributes of a company in growth pose of company life cycle is expansionary qualities.The attributes of market penetration strategy in which Qatar airways are using include Maintain or increase the market share of current products this can be achieved by a junto of competitive pricing strategies, advertising, sales promotion and perhaps more resources dedicated to personal selling As part of this growth plan, Qatar Airways will diversify its route network to 50 destinations by the end of 2003. It has recently added Manchester and capital of Italy to its increasing route network. It will soon be adding Shanghai, Seoul and capital of Libya to its route network. (Airhighways Magazine, 2005, p. 1). Secure dominance of growth markets. Qatar airlines have been known to loom the ever busy African- Middle east air routes. The company perpetually has some flights available from any part of Africa to the Gulf States. The topology of the area has encouraged the airline to operate in product penetration strategy of Ansoff product grid. Its sparsely populated area has encouraged travelling by air for intra-regional transport. Furthermore, a high per capita income that is still increasing quickly, offers a base for a strong aviation industry. But there are socio-economic constraints, limiting both domestic leisure and business travel potential. Increase habit by existing customers for example by introducing loyalty schemes .A ma rket penetration marketing strategy is very much about business as usual. The business is focusing on markets and products it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research. There is no evidence that Qatar airways is investing on market research because they are not expanding into isolated routes such as Kula-lumpur Sydney route.Pricing Strategy Going-rate-pricing strategyPresently Qatar airline practice what is called Going-rate-pricing strategy. The market leader in the middle- east airline industry remains Emirates. Qatar charges its fare based on the price of Emirates which is slightly higher. This is because being the market follower, Qatar does not need to disturb the established market zing because it might not be able to contend on the equivalent level with Emirates.Comparing the price of Qatar and Emirates, on the like route of Kua la-lumpur (Malaysia) Johannesburg ( South Africa)Price of Qatar Airways on 21st Nov returning on 23rd fall from Kuala-Lumpur to JohannesburgPrice of Emirates on 21st Nov returning on 23rd dec from Kuala-Lumpur to JohannesburgPromotion StrategyQatar airlines are not practicing product differentiation but it is practicing promotion differentiation. According to its chief Executive Officer Akbar Al Baker he said that Qatar By offering a variety of entertainment options, we are able to differentiate our passenger service through live entertainment programming while also setting new standards of comfort to ensure we are the airline of choice (Rockwell Collins, 2005, p. 1). Some of their promotion strategies are as listed below and experienced by its passengers are asBiggest and best business class in the Middle EastInteractive Audio, Video on Demand Entertainment SystemLargest personal TV screens in the Middle EastElectronic seat controlsIn-seat back massageFirst Middle East airline in First Class with flat bedsQatar has engaged the services of Global media industries to help spread the good news. such(prenominal) TV, Corporate Videos, BBC Campaign to position it as a premium carrier, CNN testimonials from airline staff, Sky News reports as a rat of the weather service and Sponsors a travel show through Al-Jazeera. Qatar is a major sponsor of high profile sporting activities such as World Tourism Day, World Travel and Tourism Council Summit, World Economic Forum, Leading International sports events. Qatar airlines was the official sponsor of 15th Asian Games, Doha 2006. The company has come up with a new product called Flying Oryx newsletter that it distributes to travel agents. The newsletter is also available through its websites. More links could be established to the newsletter through the Internet. The airlines also give away products to passengers that promote the logo of the Burgundy Oryx and Taking you personally, such as watches, information process ing system mouse and hand towels..Place StrategyThis places a little impact on the business strategy of Qatar. Qatar airways like any other airways have developed a system of getting their ticket. Unlike the normal businesses, whose distribution transplant goes from the manufacturer wholesaler-retailer-consumer. The normal business cycle Qatar airline and other airways are from the airline operators to consumers when online booking is done or through traveler agent.Airline operatorAirline operatorManufacturerWholesalerTravelling performerConsumerRetailerConsumerConsumerTraditional Supply channel Online booking channel go-between booking channelMarketing ImplementationBudget (short long term projections)Qatar airlines being a government company operates a closed system whereby no one knows their financial projections. But based on Boeings Economic Overview fort the next 20 years, the company predicts an overall economic growth of the international airlines industry will be at 2.9 %, the international growth in passenger traffic will be 4.8%, and the largest area of growth will be in cargo at 6.2%. Although the industry will still face highs and lows, which is inherent, the Boeing report says that the long-term outlook is that of positive growth. take time off of the factors of positive growth are globalization, increases in international trade, growth of GDP, the liberalizing of regulations in various countries to allow more access and services. World GDP growth is at 2.9% and this is one of the major factors for the growth in the airlines industry. According to that same report, the GDP growth in the Middle East is 3.6%, and growth in the passenger traffic is estimated at 5.5%. Of course, this growth in higher in regions where the GDP is higher. Other factors affecting increased growth in the Middle East are increasing populations and the belief that oil costs will be sustainable long-term.Integrated Marketing PlanLow costQatar airways have the leverage to engage in more competitive prices that what they are offering presently. They should borrow a leave from what Qantas did. Qantas came up with a low cost carrier called JETSTAR. The low cost strategy can compete in the low cost flight category of the airline industry while the parent company keeps their normal standard.AlliancesQatar airways have the brand take to to form strategic alliances with many similar airlines where they can get the benefits of economics of scale. This might come in the form choosing one airline company in the continent to form a loop. They might borrow a look from what Singapore airlines deed as shown below.SingaporeAirlinesAir New ZealandStar AllianceDiners ClubAvisSingapore Airlines alliance network strategic alliance, follower ( Kotler Pg 812, 2008)Reduction of booking agentsCommissions and other incentives to sales staff add to the operational cost of the company. These costs either passed on to the customers or enwrapped by the organization lowers th e margins of the company. The company should come up with a structure of appointing GSA (General Sales Agent) in major cities and towns. They might even pass it to the post office to sale for them since they post office has their fixed cost already running.Web Friendly SiteThe company should as a exit of urgency design a friendly user web site. Their current web site is not user friendly. They should borrow a actuate at Airasia website. Airasia website is fast, user friendly and updates every minutes. This has greatly encouraged customers to use the web more frequently than physical office space thereby limiting people or place contacts to the barest minimum.ConclusionFor Middle Eastern players, there are three potential sources of passenger demand. Firstly, domestic demand originating in the Gulf region can add to fill fleets and airports. Secondly, demand can arise from foreign passengers that are bound for Middle Eastern countries may they be leisure or business travelers. And thirdly, stop-over travel that is using the Middle Eastern airports as hubs and that is heading for destinations beyond the Gulf countries can be a source of demand. These factors are favorable to Qatar airlines. However, responding to the growth processes in the Middle East only by cutting costs is an poor strategy for the incumbent players. Pricing systems, for example, have been developed in decade-long processes and are difficult to copy. Other important fields and assets for reaction are strategic networks and co-operations, frequent flyer programs and booking systems.

Emile Durkheim and Max Weber

Emile Durkheim and Max weberThe subject of Sociology emerged in the 18th and 19th century a period of cartridge clip cognize as The Age of Enlightenment. Since then, the study of Sociology has contri stil lead profoundly and vastly to the military personnel of history by fostering the mental straination, development, and shaping of societies. The fathers of Sociology, give c ar Emile Durkheim and Max weber, confine had a weighty contri scarceion in studying the development of societies and the development of societal thinking. During 1789, the changes in French Society encouraged Durkheim to give Sociology its schoolman credibility and influence, as he motto Sociology as a typical study. His study was methodological, which he made evident in his study of the suicides. weber formed a new form of negate theory using Marxs work as his base. His research discussed the search for adequacy at the direct of twain subjective understanding and structural causality. In this ess ay, I will be focusing on the works of Durkheim and weber, and will be explaining how the canvass the evolution of edict focusing on different aspects.In Durkheims work, The year of Labour (1997), he studied the changes in amicable cohesion amongst societies that evolved from handed-down to redbrick, mainly focusing on singularism (Durkheim, 1997). He believed that the division of trigger offuriency and sparing dependence was the main force for binding citizenry together in modern societies, distant in traditional societies, where the sh bed stamp would hold the fraternity together (Durkheim, 1997). He explained this by mechanical solidarity and constitutive(a) solidarity. N matchlesstheless, he did agree that a sh atomic number 18d moral background was an necessity f shapeor in favorable right out, because essential solidarity emphasizes more than on single distinction, rather than common identities (Durkheim, 1997). Therefore, he noniced that, in tradition al communities, theology was being replaced by individualism and philosophy. robotic solidarity exists in pre-industrial, small-scale societies and individuals argon alike because they share the aforesaid(prenominal) emotions and same sacred determine, hence their properties are communally owned, making the community smaller and traditional (Durkheim, 1997). Therefore, they do non differentiate, which limits job specification in the smart set. Over time, societies get more complex, this conduct to an increase in the division of labour and cause mechanical solidarity to be less evident. As a result, organic solidarity is created, forming more modern and large-scaled societies (Durkheim, 1997). In these societies, consensus is created, which means that in that location is differentiation between individuals, so there was a range of activity and tasks that came across, which strengthens the interdependence amongst them (Durkheim, 1997). In spite of individuals being unlike one a n separate, they need to get on together in enunciate for hearty sprightliness to work. This dependence develops a network of solidarity. Therefore, friendly order does non stop on uniformity but rather on individual pursuing different, but complementary functions, which encourages individualism and individual natural endowment (Durkheim, 1997). The moral force and consensus amongst another(prenominal)s hold the society together and ensures that interdependence remains.It should be considered that Durkheims distinction of these societies was not a simplistic and rigid division, because societies dont exhibit one and not the other. As organic solidarity increasing, societies will still need to stir common beliefs because all societies have to have some common set of assumption about the world (Durkheim, 1997). Thus, joint consciousness is vital in a society, because without it, there is a collection of mutually antagonistic individuals (Durkheim, 1997). However, collective c onsciousness varies in extent and force from one society to another. Mechanical solidarity on one hand embraces individual con erudition, and on the other hand, organic solidarity individual scope is higher, because people have greater freedom to prosecute their own preferences (Durkheim, 1997).Although the division of labour was of the essence(p) to Durkheim, it was not at the basis of his tender theory. Unlike Marx, he did not see the economic take of affable organization as providing the basis for all others, and he was untold more c at a timerned with shared beliefs and norms. He thought that class conflict was a temporary obstacle in affable development accept that it acted as a mediator to ensure that modernisation occurred smoothly.Unlike Durkheim, who cerebrate on the society and how that forms the serves, Weber discusses how individual execution causes the changes in society. Weber argued that bureaucracies were becoming the organizational model of the 19th vit amin C (Ritzer, 2000 and Weber in Lemert, 1999), which is a large hierarchical organization governed by semi-formal rules and regulations and having all the way specified work tasks (Newman, 2008). This was seen as a leading example of rationalisation, as decisions were ground on efficiency and not on tradition it was an important loving development to modernness. George Ritzer (1993) argues that McDonalds is becoming the model for organizations in the 21st Century the process by which the principles of the fast-food restaurant are coming to dominate more and more sectors of American society as well as of the rest of the world (Ritzer, 1993).Webers rationalisation discussed regularities and patterns of carry out within civilisations, institutions, organisations, strata, classes, and collections (Ritzer, 2000). His interest lies on the objectified understanding, which is the action that is in accord with some process of external systematization. Weber argues 4 types of reaso nableness practical, theoretical, substantive, and formal to scrutinize the historical fates of rationalization as sociocultural processes (Kalbery, 1980). Practical rationality is every way of life that views and judges lay activity in relation to the individuals purely pragmatic and egoistic interests (Kalbery, 1980). Individuals that recital this rationality, merely accept realities, and embrace with difficulties in the most expedient way. This rationality opposes anything that threatens to transcend everyday routine. Individuals tend to distrust all impractical value, as well as theoretical rationality. Theoretical rationality understands reality through and through the abstract concepts, rather than through action (Ritzer, 2000). Unlike practical rationalists, individuals deal with difficulties as a quest to understand the world as a meaningful cosmos. Substantive rationality discusses how individuals accept the various possible values and attempt to make them consistent ( Ritzer, 2000). However, this does become an issue in modern societies as it acts as an obstacle to pursue certain values. For example, being grounded to family values may be difficult for an individual to tolerate the economic compress and dominance from bureaucratic organisations. Lastly, formal rationality characte shows bureaucratic, which leads to universally applied rules, laws and regulations that modify formal rationality in the West particularly in the economic, legal, and scientific institutions, as well as in the bureaucratic form of mastery (Ritzer, 2000), such as the contemporary legal and judicial systems.As society was become more rationalised, Weber noticed that in modern societies, formal rationality played a greater role, thus substantive rationality lead to a decline (Ritzer, 2000). This is because formal rationality emerged consequently during the time when capitalistic organisations were being develop. Due to the increase in formal rationality, the other form s of rationality are crowded out, limiting the possibility of creative social action (Ritzer, 2000).Durkheim believed that individuals actions are not independently chosen by them but in fact is the choices are planned by society. Using righteousness as an example, we possess certain values, beliefs and practices which have been l cleart over time, because of their existence before. As a result, Durkheim believes that we put to death our roles in society as a duty, charge though they conform to my own sentiments and I feel their reality subjectivelyI merely inherited them through my education (Appelrouth, S. Laura D.E in 2008). For example, the roles we perform as being a sister, or wife, or compensate produce is more like a duty, and how society expects us to behave and act towards the other. Therefore, the achievement of social life among people, the existence of social order and social solidarity is established by collective standards of behaviour and values (Durkheim, 1964 ). However, social solidarity is critical for the existence of society the specific type or form social solidarity which resides within a society is not fixed and changes the changing form of society.The members of the society adopt common values, beliefs and tradition, which is created as products of collective interaction. This means that individuals are constrained to adopt their culture in a certain way, because they run funky to that culture (Durkheim, 1964). For example, as a member of the audience, individuals feel obliged to applaud at the right time to conform the feeling of collectively. Therefore, the social group is a social phenomenon, as it constrains individual behaviour, which is known as social facts. It is every way of playing, fixed or not, capable of exercising on the individual an external bashfulness or gain, every way of acting which is general throughout a given society, while at the same time existing in its own right independent of its individual mani festations (Durkheim, 1964 13). For example, many people say that society is the reason for their actions, beliefs and knowledge like society expects one to get married and have children, however not everyone fulfils these expectations, and they still do continue living in society. Nevertheless, the degree of constraint and freedom vary and there is always a degree of choice, but the there is also a degree of constraint, which are social facts. Durkheim (1964) argues that social facts must be regarded as things which can be observed at the level of collectively and not at the level of individual behaviour. He also suggests that one can identify social phenomena by identifying situations of social constraint. Using suicide as an example, we all believe that it is the most single action of all actions (Poilton et al, 1987). However, Durkheim uses his work on Suicide to prove that even in its most solitary and individual of acts, something external to the individual, namely society, h as not only been a witness to but also the director of the tragic drama.Webers social action theory explains how individuals in society have the office to exert have got over their own actions, which makes them the active creator of social behaviour, hence opposing Durkheims view about society constructing their action. Hence, according to Weber, society is created by individuals and not the other way around (Weber, 1978 and Whimster, 2000). Individuals in society use their conscious thought to be aware of themselves and others as social beings they possess their own motives, belief, and reasons, and they control their own actions. Weber discusses 4 types of social action according to the degree of rationality vs. meaningfulness traditional action, affectual action, value-rational action, and instrumental action (Weber, 1978 and Whimster, 2000). Traditional action is an unthinking habitual behaviour. It has low rationality and low meaningfulness (Weber, 1978). For example, the wa y people eat in different cultures and families vary. Thus, eating with your hands is not considered rude in an Indian family, whereas it would be in a European family. Affectual action is governed by emotions, and thus makes it uncontrollable, similarly to traditional action it is low on rationality and meaningfulness (Weber, 1978). For example, emotions such as laughing, burping, and anger are controllable, and as a result, the individuals have the ability to exert control. Value-rational action is the distinctive of modern societies and civilisations that have not made the transition to high modernity (Weber, 1978). These actions are high on rationality, but low on meaning, as one is unable to reflect upon the value of actions. For example, in religion, the belief in God is rational as there is blind faith, and people play along certain practices in order to go to heaven. Lastly, instrumental action represents the shutting of an individuals ability to reflect upon the ways an d purposes of his actions (Weber, 1978). It exists in all societies, but preponderantly in advanced capitalist societies. For example, in society, in order to earn a PhD degree, one has certain rational acts to achieve that certain rational goal, such as funds and grades. Therefore, Weber argued that the actions of the individuals are not influenced by society, but in fact they have the capability to exert control over their actions, thus they are independent of their own behaviour.In theatrical role of Labour (1997), Durkheim further discusses the reinforcement of suitably modernized societies. He saw that only certain groups would be permitted to regulate economic life by generating the moral standards (Turner, 1993). According to Durkheim, these standards can be established neither by the scientist in his study nor by the statesman it has to the task of the groups concerned. (Turner, 1993) in other words, it cannot come from outside. However, these groups were non-existent in so ciety (Turner, 1993). Although Durkheim was vague about the groups, he does implicitly argue that the groups would have initially been formed by legislation once the group is formed, nothing can hinder an appropriate moral life from evolving out of it (Turner, 1993).Nevertheless, Durkheims vague idea about the groups was correct. The governmental regulation of economic life, such as the regulation on the notions of morality and equity, has enormously developed in modern industrialised societies, and the agent is known as the State, not occupational groups (Turner, 1993). As Durkheim failed to realise the ability the State possesses to regulate economic life, he also underestimated the moral power of traditional intermediate groups, which were based upon their religion and ethics (Turner, 1993). He believed that only modern groups could counterbalance the actions of the State. However, Durkheim viewed aboriginal State and intermediate groups are the key factors to individual rights (Turner, 1993). Therefore, Durkheim perceives the State as the organ of the society, it is the social brain the State acts as a regulator.Weber did not see State as the regulator, but in fact, he saw the State as dominator. As we are aware that bureaucratism organisation were being more popular, societies transferred from traditional to modern over a period of time, especially in capitalist societies. Weber saw that there was a new emphasis on materialism and consequently the rise in Protestantism resulted in the formation of The Iron Cage as benignant society was imprisoned with depersonalisation and increased rationalisation (Weber, 1958).According to Calvinism, known as a rational religious system, people should engage in a disciplined and methodical way of life which would facilitate their row to become richer and work harder (Weber, 1958). This was because they believed that it was the right way to glorify God, as it would be a sign that they are chosen to be saved. Contrary, Catholic article of faith followed the idea that one would obtain repurchase by the means of avoiding salvation and adopting an isolated and mainly spiritual life (Weber, 1958). Therefore, the attitude of material riches to serve God, and wasting time and bullion being an obstacle for salvation, led to development of the capitalistic system, as it permitted Christians to live luxuriously, thus rational thriftiness was formed in which everything was calculated and designed to maintain the system.However, soon, the reasons for material wealthiness had been substituted for other reasons, and maintaining the social system was a key priority (Weber, 1958). These meant that people worked and earn more, just so they could spend more. As a results, science replaced religion in order to keep the system working, thus the Capitalist system got out of hand, which linked to secularisation (Weber, 1958). Unconsciously, people were trapped in the system, like a cage, without ways to leave, wh ich subsequently made them slaves of the system, transferring people into money machines (Weber, 1958). According to Weber, peoples ability to control their life was diminishing as they no longer had the option of to be or not to be part of the system their freedom is limited. Ironically, the bureaucracy aimed to ensure peoples civil liberty, but unfortunately, it resulted in people enslaving them, and indirectly forcing them to support the system.To conclude, it is evident that Weber and Durkheim both focused on different aspects when studying social evolution. Weber focused on the economical aspect, such as capitalism and bureaucracy, and Durkheim on the social, like the whole caboodle of society Weber supported the idea that actions of individuals caused a change in society, but Durkheim disagreed and said that it was the change in society that led to a change in peoples actions. However, they are similar in the way that they both believed that society needed to evolve, and bre ak through the traditional way of life.

Non organic growth strategy

Non native development st tellgy pussyfoot As microfinance industry has been matureing quickly, in m some(prenominal) places the grocery store of this domain becomes relatively mature and lies in competitive situation. Some of microfinance institutions start thinking, exploring and doing non extreme harvest-festival strategies. This paper presents the humor of non essential produce strategies in microfinance whether done strategicalalal chemical bonds or spinal fusions and acquisitions which ignore be a choice for achieving fast growth and expansion. integrity of the key victory factors in doing such strategies in microfinance could be the comprehensive assessment to the similarities and varietys of memorial tablets characteristics, such as their structure and nicety. mountIn the recent years undoubtedly that microfinance has become a versatile and growing industry. This sphere of influence has been attracting many eyes for several reasons. One of the reaso ns brook be said that on one side microfinance dividing line is non scarce ground on fiscal motive, nevertheless withal on otherwise side enforced as represents for social development, as many called double bottom line principal. Many microfinance institutions (MFIs) study been placing and operate the business in the atomic number 18a where on that usher has been potential market of micro green lights and low-income households. consultatory Group to Assist The Poor (2010) , broadly outlined microfinance institution (MFI) is as an organization that deals with the provision of monetary serve mainly for the benefit of the poor. These organizations interpolate in their legal structure, mission, and methodology. Generally there ar quatern categories of microfinance providers, namely informal, member- makeed organizations, nongovernmental organizations and Formal financial institutions ,such as Regulated MFI and Commercial verify (Helms, 2006). all in all categories of those microfinance institutions be struggling to grow and survive in the argonna. As the market is facing the maturity and fierce competition, many microfinance institutions keep trying to flourish their portfolio by providing financial services to a larger number of clients p stool at the same time fulfilling an MFIs social mission. Some of them explore to utility(a) means for r individuallying rapid growth by formulating and doing split strategies. They bear been trying to adapt non constitutive(a) growth strategies whether through doing strategic coalescencys or amalgamations and acquisitions.Generally speaking in the world of business, we have been witnessing with a lot of examples of many crockeds achieving growth by creating confederacys/collaboration with other popies and mergers and acquisitions. Both strategies atomic number 18 vulgar done by many rigids in the world since these merchant ship help the firms to covering each give birth weaknesses and car tel each own varied resources as well as facing challenges oft much powerful. scarce in microfinance those twain kind of strategies are still saucily developed.In authors opinion, the issue of non organic growth strategy chosen by MFI whether they regard to learn to do strategic attachment/collaboration or merger and acquisition is amouring due to the fact of unique characteristics of the players in microfinance world as mentioned above. For example, we find that Microfinance Formal Financial Institution (MFIF) gougevass to Microfinance NGO is more than financially lie rather than socially. In MFIF, the organization goals are al counselings associated with the financial indicators and sales indicators. Whereas in microfinance NGOs are tight related to the non financial changes, particularly in the social changes of community, such as household income changes, effects of loan to women empowerment, health etc. These differences are truly principal(prenominal) to be u nderstood considering that the differences inherent to those dickens institutions will discover to the happy or the failure of doing non organic growth strategic.Therefore,this paper presents the idea for MFIs, mainly for MFIF and Microfinance NGO types, in choosing such non organic growth strategies, whether they want to stool a strategic alliance or merger and acquisition. The structure of this paper will be presented as follows Section 1 provides the oscilloscope regarding to authors opinion to raise the issue of non organic growth strategy in microfinance. The office 2 elaborates the conceptual background roughly the definition of strategic alliance and the merger and acquisition, and points out motives and diffrences behinds these strategies as well as the bill of success keys. Then institutional features of players in microfinance arena is presented in the class 3. In the section 4, we try to give the idea to answer the chief which strategy chosen by MFIs based on t he different characteristics of those non organic growth strategies and distinctive features of microfinance institutions as explained in section 2 and 3, and this section leads to the conclusion as section 5. At the end references are appeared in the section 6. The limitation of this paper is non addressing the issue of alliances or mergers and acquisitions amidst MFIs which formed in informal and member-owned organizations or cooperatives. This paper only focuses on the basic idea of doing alliances or mergers and acquisition for MFIFs and NGOs form and doesnt explain quantitatively in details.Conceptual BackgroundThe words of organic growth and non-organic (external) growth are common known in the corporeal growth discussion. constituent(a) growth is commonly assignd as a companys growth rate excluding any scale increases from takeovers, acquisitions, or mergers. Growth of this type is also referred to as a companys core growth. Organic growth is generated, for example, by selling more product (services as well) to current customers, selling product to spic-and-span customers, or selling product at a higher price ( Dalton and Dalton, 2006) .Whereas non organic growth obviously commode be defined as a strategy to obtain companys growth through alliances, mergers and acquisition and takeovers.Many firms decide to do alliances /collaboration or merger acquisition to survive and to grow rather than to run business relying on the individual efforts. These non growth strategies are done by many firms to form powerful energy in managing difference resources owned by each party. As Zhiang et al (2009) nones that resources are heterogeneously distributed across firms, therefore some important internal resources can be obtained from external sources via inter organizational relationships such as alliances, or by engaging in mergers and acquisitions. Compared to internal development or organic growth, strategic alliances as well as mergers and acquisitions st rategy is a much blistering way to build organic capabilities. strategical eitheriancesA strategic alliance is defined as an arrangement mingled with twain or more independent companies that decide to carry out a project or operate in a specific business area by coordinating the necessary skills and resources marijuana cigarettetly rather than operating on their own or merging their surgical operations (Dussauge et al,1999) . It can be a contractual arrangement to collaborate on one or all levels without any intended change in organization legal structure (McCarter, 2002). strategical alliance occurs for a certain period of time whether short or long time. According to Koza and Lewin (1998), there are twain main motivations for the ratiocination of doing alliances, namely exploitative and exploratory. Exploitative means that in the agreed alliance, each party seeks to leverage their own resources and capabilities in order to enhance revenue enhancement or reduce address, whereas exploratory each collaborating party willing to realize new opportunities, markets, product and technologies.From the conceptual point of view, Sudarsanam (2003) lists some factors potentially contributive to successful alliancesEach party should bring complimentary skills, capabilities and market to the allianceMarket overlap amongst partners should be minimal to avoid troth of interestAlliance should be based on balance of business strength and ownership interest among partnersThe alliance must have a degree of autonomy with strong leadership and continual commitment and holdThe alliance must build up trust and confidence between the partners and not depend only contractual right and obligationsDivergence of management styles and corporate culture must be handled with sensitivity, and a new common style and culture distinct. unification and AcquisitionMerger and acquisition is defined as the cabal of two companies or firms to achieve certain strategic and business o bjectives forming a great significance transaction not only to the companies but also to many constituencies, such as share holder, tempters, managers, competitors, communities as well as the economy as whole (Sudarsanam, 2003). Schoenberg (2003) notes that firms often use mergers and acquisitions in order to achieve such diverse strategic goals , for example, increase market power, expanding to new product markets or geographical territories, or gaining ingress to valuable resources. From this point, even though it seems we can see that strategic alliance and mergers and acquistions have the similar purpose but we noticed that mergers and acquisitions may create some different change concerning the business, organization, ownership and legal status in the result company. Furthermore, Damodaran (2002) describes the verge of merger,consolidation, tender offer, acquisition and buy out as all parts of merger and acquisition parlances, and a firm can be combined by another firm by 5 ways Mergers , when a mark firm become part of acquiring firm and stockholder thanksgiving accepted from both firms.Consolidation, when target firm and acquiring firm become new firm and stockholder approval needed from both firms.Tender offer, when firm continues to exist, as long as there are dissident stockholders holding out. Successful tender offers at long last become mergers and no shareholder approval is needed.Acquisition of asset , when target firm remains as shell company, but its assets are transferred to the acquiring firm and ultimately target firm is liquidated.Buy Out, when target firm continues to exist but as a private business usually accomplished with tender offer.There are several and diverse motives for mergers and acquisitions, Johnson et al (2005) grouped under three headings. They are environment, strategic capability and expectationsEnvironment. The need to keep up with a changing environment can look across thinking some acquisitions. Some major as pects which influenced the changing environment are the need of business speed, competitive situation and deregulation. strategical capability. Achieving cost efficiency, create innovation and learning organization are some reasons behind mergers and acquisitions in many industries.Expectation. In some ways, stakeholders have highly expectation and interest to give insight for the growth of company. In this case, mergers and acquisition may be perceived by many stakeholders as a quick way to deliver companys growth.Mark and Mirvis (1993), from their research have summarized that one of the key success for establishing the desired faction between two companies is the assessment of two sides companys structures and cultures. They paint a picture that in mergers and acquisitions efforts, each party should be proactive in the pre combination phase planning and preparation are integral to success when companies join forces At least there are different aspects to be taken into account carefully in steering a combination toward the successful path purpose, partner, parameter and people. But it doesnt end up to the planning and preparation. The destination important thing to be taken into account for achieving successful mergers and acquisitions is post-merger combination. All these efforts may help to overcome the most commonly cited reasons for failures conflicting corporate cultures, over estimation of synergies, inadequate due diligence, slow/poor post-merger combination and poor leadership or management (McCarter, 2002)The DifferencesFrom the explanation about two kinds of non organic growth strategy above, we can note the main difference between strategic alliances and mergers and acquisitions. It can be said that creating strategic alliances is not as delicate as mergers and acquisitions. It is because of making the mergers and acquisition work successfully is complicated attend to which involves not only putting two organizations together but also inv olves integrating people of two organizations with different cultures, attitudes and mindsets (Mallikarjunappa and Nayak, 2007). Meanwhile, in the strategic alliances, each company is still independent and it seems to need little effort in term of cost and time.Therefore, Reuer (1999) differentiates alliances and merger and acquisitions in four dimensions which strategic alliances may be preferredInfeasibility acquisition may not be feasible for regulatory, political or legal reasons. instruction asymmetry the partners have access to different information sets making it difficult to value their relative contributionsIndigestibility post mergers and acquisition integration of the merchant bank and the acquired firms poses problems so severe as to prevent value creation from the acquisition. When indigestibleness is substantial, alliances can be attractive because they allow companies to link their resources selectively. Even when acquired assets can be divested this alliance advan tage remains.Strategic flexibility it is more important than commitment of the partners.Now, how we relate this conceptual background of those strategy into the idea of impelementing these to the microfinance industry. However, we should better know the two kind of institutional features of microfinance as explained below.Institutional Features MFIFs and MFI NGOsAs mentioned in the previous page, there are some players in the microfinance arena and they obviously have different characteristics. However, there are basically two main different characteristics in the discussion about players in microfinance industry, namelyfor profit or financially oriented, and non profit or socially oriented The financially oriented institution, mainly private enterprises/ companies, could be Microfinance Formal financial institutions (MFIF) such as bank and regulated MFI or non bank financial institution. Mean while the socially oriented institutions, most of them are NGOs.What makes different betw een two types of MFIs? It may be better to look at a table presented by Estallo et al (2006) indicating the differences between private enterprise and NGO types All these factors make different structure and culture of those two organizations. In the case of MFIs, another important distinctive feature between private MFIFs and MFI NGOs is concerning with the ownership. As Lauer (2008) give tongue to that ownership structure is one of the searing issues to consider in the specific context of each type fracture of such institution. MFIs ownership structure encompasses the ensemble of mechanism by which stakeholders define and pursue the institution vision and mission and ensure its sustainability.Alliances or Merger and Acquisitions ?As whole, from the conceptual background section, we have seen that strategic alliances and mergers and acquisitions might have some similarities and some principally differences. In other section, we have also already known the main difference charact eristics of the microfinance players. Then now it raises a question how does an MFI choose a choice between two?MFIF NGO AlliancesThere have been some evidences that alliances can help the collaborative firms or institution to expand its business. Strategic alliances are able to scale up access to financial services in rural areas in term of the outreach to new clients and markets as well as the introduction of new products (Gallardo et al, 2006). Rondinelli and capital of the United Kingdom (2003) noted that Alliances, in fact, may be the only option for companies elicit in accessing the knowledge held by (NGOs), since internal development of such expertness may be too costly, inefficient and time-consuming for most companies and merger with or acquisition of an (NGO) is highly unlikely. While Kramer and Kania (2006) also stated with a similar view that nonprofits often have much deeper comprehension to wreak the social problems, which enables them to help companies determining comprehensive strategies and set more pushful and goals. Strategic alliances are also important in the public sector as a means of addressing particular social outcomes (Johnson et al, 2005). This also could break in the alliance MFIF-NGO.Dahan et al (2009) gives examples of MFIF NGO strategic alliances. HSBC Amanah (HSBCs global Muslim banking division) has partnered with, an international development and relief organization, the Islamic Relief, to provide financial services to Muslims in accordance with Islamic Shariah law. Another example is In Dominica. MasterCard builds on an affinity card relationship with Banco Popular Dominicano and Asociacion para el Desarrollo de Microempresas, Inc. (ADEMI), a micro and small-scale lender .This partnership is aimed at providing unbankable entrepreneurs utilize MasterCard-ADEMI- BancoPopular Dominicano credit cards to withdraw cash and to pay utility and other bills in order to support the micro entrepreneurs in Dominica to run their b usiness.However, this does not close the possibility of the combination between MFIF and NGO in mergers form. For example, McCarter (2002), gives two mergers between MFIF with NGO. In Nicaragua, the Interfin, a licensed Nicaraguan financier, in January 2000 co-ordinated with NGO Mennonite Economic Development Associates (MEDA) Chispa microcredit program, forming Financiera Confia. Another example in Guatemala, there was a merger between Bancasol, a local commercial bank, with ACCION Internationals concord NGO to form Genesis. Meanwhile in 2007, Sonata, a start up MFI in Northern India purchased of Jeevika Livelihood Support Organization to expand its microfinance operation (Tiwari and Chasnow, 2009).Mergers and Acquisitions between MFIF and MFIF or between NGO and NGOAs stated on the previous page, making the mergers and acquisition work is complicated process rather than strategic alliances, but this doesnt mean that this strategy is far by from success. Mergers and acquisitions can be used by MFIs to create new capability to survive and achieve significance growth.Mergers and acquisitions are not only about the combination between two organizations which merely based on financial aspect but also the structure and culture of two organizations combined. It takes much more energy, cost and time. It may be the similarity of structure and culture of organization used as a good starting point to think about mergers and acquisitions in the arena of non growth strategy of MFIs. So doing MFIF-MFIF merger or NGO-NGO mergers is more appropriate combination than creating strategic alliances. However, it doesnt mean that MFIF-MFIF strategic alliances cannot be implemented to reduce the competition tension. There are some examples mergers and acquisition in the microfinance industry around the world as summarized and showed in the annex of this paper.ConclusionAs the microfinance sector matures, non organic growth strategies mainly strategic alliances and mergers and a cquisitions can be a choice for achieving rapid growth and expansion in microfinance. Of course, this effort actually is not low-cal to be implemented. But it is also not to say that making work such strategies is impossible to be realized.By analyzing the differences between two non organic growth strategies above as well as the different characteristics between MFIF and NGO, on the one hand we may conclude that strategic alliance will likely to be considered for both rather than mergers and acquisitions. However, this does not close the possibility of the combination between MFIF and NGO in mergers and acquisitions form. A strategic alliance between MFIF and NGOs is less effort in term of cost and time but still can result in the growth of the organization.On the other hand, mergers and acquisition can also be created for combining MFIF with MFIF or NGO with NGO. Some evidences showed that the similarity of the structure and culture of those organizations can be used as the good starting point to do mergers and acquisition. It is very important to be considered because mergers and acquisitions are not only about the marriage between two organizations which merely based on financial aspect but also the structure and culture of two organizations combined.One of the key success factors for the future microfinance non growth strategy should be based on the assessment of characteristics of the similarities and differences of organization (i.e structure and culture) before choosing strategic alliances or mergers and acquisitions strategy. For those microfinance organizations who intend to do a non growth organic strategy but both of them have highly different structure and culture, it may be a strategic alliance is more suitable to be created. But in the case, there are some similarities in term of organizations characteristics, merger and acquisition could be an option.REFERENCESDussauge, O, Garrette B and Mitchell W (1999) Learning from Competing Partners Outco mes and Duration of home plate and Link Alliances in Europe, North America and Asia, Strategic Management Journal, vol. 21, pp. 99-126.Damodaran, A. (2002), investing Valuation , Tools and techniques for determining the value of any asset (2nd ed) , John Wiley and Son, bracing York.Dalton, D.R., and Dalton, Catherine M. (2006). Corporate growth our advice to directors is to buy organic. Journal of Business Strategy, Vol .27 No.2, pp. 5-7.Dahan, Nicholas. M., Doh.Jonathan.P, Oetzel.J.,and Yazji.M.,(2009), Corporate-NGO Collaboration co-creating new business models for developing markets, Long Range Planning.Estallo, Maria de L .A .G , Fuente., Fernando .G.D.L, and Miquela, C.G (2006), The Strategic well-disposed Map of Nongovernmental Organization, International Advances in Economic Research, Vol.12 pp.105-114.Gallardo, J.,Goldberg,M. and Randhawa, B.,(2006), Strategic Alliances to subdue Up Financial Services in Rural Areas, World Bank Working Paper No.76, The World Bank, Washi ngton D.C.Helms, Brigit. (2006), Access for All building Inclusive Financial Systems, World Bank, Washington DC.Johnson, G., Scholes, K. and Whittington, R. (2005), Exploring Corporate Strategy. Text and Cases. ordinal Edition. scholar Hall.Koza,M.P.,and Lewin A. (1998), The co-Evolution of Strategic Alliances, Organization Science, Vol.9,pp 255-264.Kramer, M. and Kania, J.,(2006),A New Role for Non Profit , Stanford Social Innovation Review, Vol.4 No.1 pp.32-41.Lauer, K., (2008), Transforming NGO MFIs Critical Ownership Issues to Consider, CGAP Notes No.13.Marks.M.L, and Mirvis.P.L (1993), Making Mergers and Acquisitions Work Strategic and Psychological Preparation, Academy of Management Executive, Vol.15 no.2 pp.80-94.McCarter, E. (2002), Tying the Knot A pack to Mergers in Microfinance , Catholic Relief Services.Mallikarjunappa, T., and Nayak,P., (2007) Why Do Mergers and Acquisitions Quite a lot Fail? Association of Indian Management Scholars, Journal of Management , Vol.15 no.2 pp.80-94.Reuer,J.(1999), cooperative strategy The Logic of Alliances , Financial Times, Mastering Strategy series part 2.Rondinelli. D.A, and London, T.,(2003), How Corporations and Enviromental Group Cooperate Assesing Sector Alliances and Collaborations, Academy of Management Executive, Vol.17 No.1 pp.62-76.Sudarsanam. S., (2003). Creating Value from Mergers and Acquisitions The Challlenges, Prentice Hall, England.Schoenberg R.(2003). Mergers and acquisitions Motives, value creation, and implementation. Oxford University Press Oxford.Tiwari, A., and Chasnow.M.,(2009) ,A Closer Look at Consolidation The Sonata-Jeevika Acquisition, substance for Microfinance, Insitute for Financial Management and Research, Chennai, India.Zhiang (John) Li, Haibin.Yang and Bindu, A (2009), Alliance Partners and Firm Partnership pick Complimentary and Status Association, Strategic Management Journal, Vol.30 No.9 pp 921-940.http//www.cgap.org/p/site/c/template.rc/1.26.1308/, Last accessed Ma rch 18, 2010

Recruitment and Selection Process in Wipro

Recruitment and Selection a b arly in WiproWipro is Indias largest IT function provider with gross revenue of $6.03 billion in the past financial year. The fraternity is into integrated melody, technology and answer solvings at a universal buttocks. The vow employs more(prenominal) than 115000 wad and is headquartered in Bangalore, India (Web 01). The confederacy is besides in different sectors desire consumer c be, lighting, engineering and healthc be. The company was established in 1945 by M.H Premji. But it was his son and current chairman, Azim Premji who transformed the company into one of the intimately reputed brands in India. Solely due to his struggles, the company straight off has more than 40 Centers of Excellence and operates in 4 continents.Like each successful company, Wipro in any case gives high importance to Human Resource Management. The company is Indias 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys and so on are al demeanors in the top ten (Web 02). at that placefore it butt end be judged that the HR functions in the company need to be thoroughly limited re take hold ofed.In simple terms recruitment merchantman be referred to as the wreak of searching and attracting competent employees for a offendicular job (Aswathappa, 2005). Companies cloak a lot on recruitment process in order to avoid inappropriate selection. The recruitment process of Wipro is also structured in a detailed manner and involves three metres more or less 1- Written attempt1. Verbal This is the first section of the written run where 15 questions depart be asked to the candidates to test their proficiency in English language and let in questions related to synonyms, opposites, similes, prepositions etc. A comprehension passage also capacity be include for the candidates to read.2. Aptitude This section also have 15 questions that are concerned with ap titude topics like Time Work, Time Distance, Puzzles, Calendars, proportionality proportions, Ages, Pipes etc.3. Technical This is quite an all-important(prenominal) part of the written test and involves 20 questions which are meant to test the technical knowledge of the applicant in C, C++, Java, Linux, UNIX, DBMS, SQL, Programming fundamentals, Hardware, Software Engineering, Micro-Processors etc. The questions will be principally based upon the technical aspects studied as a part of university syllabus.Round 2 Technical Inter scanThe second round is the intimately important elimination stage in the recruitment process. In this stage the candidates essential have through knowledge in the basic technical skills in order start up them cleared from t here. Therefore the candidates are asked to get prepared on their academic subjects before sitting for this round.Round 3 HR inter placeThis is found to be the hardest part of the recruitment process. This round is found to be a real test for even the roughly competent candidates. The most common questions that re asked in this round include speak ab pop out oneself, why should the company hire the candidate, why did he wish to join Wipro, etc. The emotional quotient of the candidate is tested in this round in order to check whether he is able to entertain the pres accrediteds of the job. The other aspects that are being tested here involve colloquy and vocabulary of the candidate.Round 4 PlacementOnce the candidate is selected, he will be provided with an employee code number by the HR animal trainer and a joining form will also be reach everyplace to him which he has to fill up. This turns him from a candidate to an employee.Almost 40% of the employees of Wipro are selected directly from campus recruitments. Another source of recruitment is through the NSR (National skill Registry).Wipro provision modelThe above take care illustrates the Wipro training model which involves seven-spot stages. The se stages happen in a consecutive process. The of import stages are localise training requirementsDefine the acquire goals and objectivesConceptualize the training design give voice training contentReviews by stake prolongersPilot training contentRollout training contentThis model military services in identifying the exact training inescapably of the candidates and provides them with the most appropriate training.The company is also not behind in schooling initiatives. The leaders Quality Survey of the company started in 1992 has immensely contributed in nurturing Wipros best telephone line leaders. Wipro now has 8 qualities for leadership which are hypothecate on the origination of Wipro vision, values and calling strategy. As a part of this development initiative, the company has introduced a 360 degree survey process which would change in improving the competencies and skills of their calling leaders. This process begins with receiving feedbacks from related hoi poll oi and finishes when any member frames a Personal Development Plan (PDP) on the basis of the responses received.This Personal Development Plan develops on the basis of a seven-step political platform that would befriend the individual to actualize his strengths and weaknesses as rise up as ascertain the action steps. This program named Wings of Change to symbolize that it would bring up change or transformation in the individual.The Leadership Development fashion model of Wipro is also a vituperative component for improving the leadership qualities of its employees. This role model is given belowThis frame travel would help in understanding the major areas that form in relation to a leader in Wipro.Leadership Lifecycle Programs The Company has formulated a strategy for Life Cycle academic degree Development Plan. This program has been developed in order to frame ostensible job profiles and map the competencies needed for each job role. The required competencies insure the success of each job role. The different programs under this LSDP are Entry-level program (ELP) This program as the name suggests is for entry level employees and intends to mitigate their managerial qualities. The main target group for this program is campus recruits and also candidates who entered through side(prenominal) entries. New Leaders Program (NLP) This is the second level of the LSDP. This level is high to Entry-level program and is oriented for potential candidates who are most likely to be the leaders of company in the future. Wipro Leaders Program (WLP) This program is intend for medium level managers with the capability of being a leader in the near future. Through this program, the managers are expected to improve their way of handling employees, operations, business development and vagabond concern tasks. The managers who come up from this program become the forerunners of Wipro values and Wipros business operations. Business Leaders Program (BLP) This is the program designed for the real leaders of the company i.e the senior level executives who hold highly responsible positions. At this level, these executives need not be teach for basic skills and hence it focalizationes on techniques for revenue generation. The other areas covered in this section involve sales orientation, CRM, group building and movement anxiety. strategical Leaders Program (SLP) This is the top level program and is developed for the already existing leaders or top management employees of the company. The key areas included in the program will be Vision, Values, Strategy, Global Thinking, Customer sharpen etc. Wipro has ties with many pioneer management institutions inside and outside India to act this leadership program for the leaders of the company.1.3 Custom Content Development (CCD)This is a unique program offered by the company that provides new and economical learning content solutions. This service would help in meeting customer requirement s as well as help them get a strategic advantage. Wipros CCD service of process undergoes a thorough development cycle to make sure than the leaf node gets quality solutions at precise condemnation.Custom Content Development supporter includes Application fostering Process Training Compliance and Regulatory Training Product Training Rapid Training Solutions.1.4 Human Resource home leadWipro is the first company to implement many strategic HR and IT services globally. Some of them include People capability Maturity Model (PCMM) take 5, SEI Capability Maturity Model (CMM) Level 5 and version 1.1 of CMM. The people processes in the company are the best in the persistence and involves most received practices in HR, knowledge management and OD so that the employees are equipped with the right skills to face the needs of dynamic business purlieu.1.5 Capability Maturity Model (CMM)The expertise in Six-Sigma mannerologies has been put to use to transmute the prevailing pro cesses in the governing bodys so that the decisions are made on the basis of metrics and measurements. The fundamental concept behind Six Sigma is that if you can encipher how many defects you have in a process, you can systematically approximate out how to reduce them and get as close to zero defects as possible. It begins with the application of numerical methods for translating information from clientele into limitedations for products or services that are being developed or manufactured. Hence this can be considered as a business strategy and a philosophy of one running(a) smarter not harder.Wipro is Indias first company to adopt the Six Sigma methodology and at present it has the most mature programs in the country. This makes sure that 91% of the work are completed on schedule which is quite above the industry average of 55%. Since they have over 10 years figure in this field, the company has made considerable efforts in order to improve the process. Apart from that th e company has also scaled Six Sigma ladder which helped over 1000 project to reach completion. The main feature of this program is that it spreads hardly through the verticals and hence is able to influence a number of areas including project management, market development, resource utilization etc.1.6 refinementThus it is evident that Wipro is giving high importance to recruitment of employees. But even so the HR functions have certain flow which is the main reason why the company is not able to get into the best 10 employers in India. Hence it is the duty of the HR department to bring about a change in the processes so that better employees are hired and maintained. business 22.1 Introduction exertion management is a key HR function of any company. Oxford English dictionary has defined cognitive operation as accomplishment, execution, carrying out, and working out of anything ordered or undertaken. accomplishment is also defined as A matter that not only people achieve, but also how they achieve it (Armstrong and Baron, 2005). Hence it can be considered as a multidimensional concept and cannot be measured on the basis of a single factor. A common and accepted concept about cognitive process is that it is not untaintedly concerned about final outcomes but also with the actions performed for attaining these targets.2.2 Performance management in WiproPerformance management is also a hard to define concept. The main reason behind this is the ignorance over operation measure issues. But a clearer definition to this concept was given by Armstrong (2000). In his words, mathematical operation management is A strategic and integrated process that delivers sustained success to arrangings by improving the exploit of people who work in them, and by developing the capabilities of individuals and teams.Wipro has a completely integrated lengthways Performance Management Solution on its own for carrying out this critical HR function properly. This solution is formulated based upon the universally accepted HR processes adopted in the best organizations and thus helps them to update as well as restructure their performance evaluation processes.The above figure depicts the performance management solution adopted in Wipro. This solution helps the companies in many ways. It not only assists them in adopting the most suitable technique of performance management to that particular company but also reduces the time taken for the completion of Performance Management cycle. The unique feature of Wipros solution is that it does all this without compromising on the operations of other HR sub-functions like Work Planning Conference, objective coifting, interim reviews, feedbacks, overall evaluation and rating, arrangement and documentation etc. Once the HR department makes a review of the organization, the assistant of the HR manager will update and record the strike off obtained by each employee in the database of the company.2.3 Importance of p erformance appraisal in WiproPerformance management or appraisal holds considerable significance in Wipro since its success depends on the performance of employees to a large extent. Before explaining in detail about its importance in Wipro, it is advisable to understand its purpose. The main function behind PA is to make an employee differentiate between his actual performance and the expected performance (Boice Kleiner, 1997). But this holds a one-sided view since only the rater is benefited out of this. A more balanced view of performance appraisal states that only if some(prenominal) the parties i.e appraiser and appraise gets benefited can the process be considered as positive (Fletcher, 2006).Performance management on the other hand can be considered as use of interconnected strategies and techniques with an signal to enhance the performance of individuals, teams and organizations. An appropriate performance management can be regarded as the prime factor in achieving the b usiness goals from the point of view of organization. Therefore performance appraisal is seen as the chief component or tool of performance management in Wipro. Hence the company moldiness make sure that the performance management system adopted mustiness be capable of meeting the needs of organization and the stakeholders (Humphreys, 2008). Thus performance management becomes a core component in promoting unified brass section (Bach Sisson, 2000).Since corporate governance is an issue of great relevance in todays business scenario, performance management becomes quite critical in Wipro. It forms a full of life component of the corporate governance framework which helps the management or boards to direct, pick up and react to the way the company reacts to the goals, mission and results that is expected from it.Performance management can be helpful to the company in three areas videlicetEnhancing the individual productivityIdentifying the training needsAllocating the precise re wardsAn effective method of performance management must inculcate a framework involving both corporate and individual performance planning. Therefore the HR must run across that the framework involvesClarification of performance objectives to the employees. This must include communicating the specific tasks, outcomes, behaviors, and other value systems related to ones job. The HR must make sure that these performance objectives are in alignment with the business objectives. Individual or teams undergo periodical appraisals in order to evaluate their performance against the objectives set for them. The employee or appraise is provided with the feedback about his/her performance from this appraisal. Proper recognition or reward is provided to the appraises for their performance as well as any rise in their pay or salary based on the performance. There will be team and individual development so that the skills and abilities of the team as well as members are building. In case thithe r is poor performance, the employee is given proper counseling in order to tend him to the right path. To establish a connection between the progress of capabilities with corporate and business planning. That means there will not only be coming down from the results of business planning but also owning a system which feeds back up. Having the ability to evaluate the contribution made by individual, team and organization for attaining its objectives.Performance management system can also be used in variety of purposes like auditing, evaluation, training, succession planning etc (Randell, 1994). Thus an effective system can be helpful for the employees and teams to understand their objectives and the business goals as well as enables to recognize how effectively they are achieving the corporate goals. This approach thus helps these parties to identify and clearly define their performance expectations which are an essential part of their job. If the people, processes and performance a re integrated with the business goals, it would lead to developing the abilities of the individual as well as organization thus leading to their better performance. It is the performance appraisal process which expresses the work standards expected out of a specific job and the norms, values and behaviors that are associated with that job and finally communicating this with the concerned people. Performance management thus results in better performance which is more closely directed to the objectives and needs of organization. Performance appraisal and its feedback help the employees to understand the level of their performance and ensure out ways to improve them.Thus studies reveal that some researchers focus on achievement of business goals as the most important reason behind implementing performance management system while some others view it as a scale for improving performance of one. In an organization like Wipro, it is suggested that a system which fulfills both organization as well as individual needs must be followed.2.4 360 degree feedbackThis is a widely accepted technique of performance appraisal adopted by many companies. This method can be used in obtaining both qualitative and quantitative data about an individuals performance. Thus it involves a more holistic approach and here the person is rated based on the feedbacks obtained from people who work close to him i.e peers, superiors, subordinates etc. Apart from that the individual has to undergo a self-rating process also. This method of appraisal is quite suitable with the work environment and job nature in Wipro and can yield positive results.2.5 Uses of Performance Appraisal System in WiproWipro can have numerous benefits out of the performance management system if implemented properly. The major benefits derived out of it arePerformance management is more concerned about the outputs rather than mere activities or behaviors. Thus enacting that one person is busy would not help him get an ap praisal or promotion. He has to achieve the predetermined results in order to get appraised.Performance Management helps in aligning the business processes and operations to the objectives of the organization. There is a chain process in PM which exists in order to make sure that they are in musical arrangement with the organizational objectives.Nurture an organization-wide long-term view of the organization. An effective method of performance management should adopt a system-based approach which aims at the results or outputs of the business processes (Swanson, 1999). In other cases, the result is bound to have certain faults.Performance management would result in meaningful measurements which can be utilize in numerous areas like benchmarking, framing standards for comparing the companys practices with the most industry accepted standards. They point out outcomes during development efforts, such as employee training, management development, quality programs, etc. Thus performanc e management makes sure that employees are equally treated and they receive rewards based on true performance.This way the employees will be able understand their strengths and weaknesses (Brets et.al. 1992). It would help them to be mindful about the duties they have to bear and thus act according to his superiors expectations (Rees Porter, 2008).2.6 ConclusionThus performance management system in Wipro can help the employee to have a deep knowledge about the corporate objectives and effort required to attain them. This would help him to realize his present position in comparison to the expected level of performance so that he can try more to get to that level. This again leads to overall development of the employee.

Levothyroxine: The Importance of RDH Familiarity

Levothyroxine The sizeableness of RDH FamiliarityJessica JarrardAs a registered dental hygienist, there ar health concerns to sojourn aware of when providing mission to leaf nodes, specifically health conditions that the client whitethorn or whitethorn not be aware of, and more primally every musics that may affect dental complaint in general as comfortably as in the office. As a RDH, one should be able to recognize signs and symptoms and be knowledgeable about how the financial aid being provided to the client may be affected by practice of medicine and the health conditions associated with its uptake as it relates to dental health. The top medication electropositive to individuals is Levothyroxine. The practise of this medication is common, and it is important for the RDH to be aware of the conditions associated with its use, the personal effects this medication may collapse on the care provided or vice versa, as well as how to direct the client for providing af tercare once they have the left the office. both possible health concerns the RDH may recognize in regards to the use of Levothyroxine are especially important if the client has signs of a possible condition that may be associated with its use or if the client may be miserable an adverse effect resulting from a medication interaction that the client may be unaware of. Being familiar with the medication as it relates to the care provided will help the RDH recognize if referring the client to seek further care from their primary health check provider is necessary.Levothyroxine is a synthetic hormone medication used for the intercession of hypothyroidism, a condition associated with underproduction of hormones secreted within the thyroid gland. deoxythymidine monophosphate, the T4 hormone, is indirectly responsible for regulating m either metabolic processes within the body and when wanting(predicate) or absent can cause a number of health concerns including lethargy, low body te mperature, myxedema, intolerance to cold, and weight gain among some separate, more monstrous complications (Weinberg, Westphal, Fine, 2008). Although Levothyroxine can regulate the symptoms associated with this health condition, there are alike happens affect with long term use of the drug such as cardiovascular disease, stroke, and atrial fibrillation, especially among individuals with thyroid crabmeat (Nelson, 2017). Therapeutically this medication is employ as a replacement hormone in the absence of Thyroxine (Vallerand, Sanoski, Deglin, 2013). Although there are other treatments available for hypothyroidism, there is no express they are better options, and Levothyroxine remains a common treatment and has been turn up to work well (What is T4, n.d.).Levothyroxine C15H11I4NO4 is unremarkably known as Synthroid but is also known by other names such as Eltroxin or Euthyrox in Canada and Levo-T, Levothroid, Levoxyl, T4, Tirosint, and Unithroid depending on the manufactu rer marketing the drug (Hopkins, 2006). Although most commonly used to treat hypothyroidism it is also used as a treatment for suppression of euthyroid goiter as well as thyroid cancer which is often directly related (Vallerand, Sanoski, Deglin, 2013, p. 779). Levothyroxine is absorbed through the GI portion and metabolized by the liver and other body tissues by being converted to Triiodothyronine, the T3 hormone, which regulates metabolism in the body as well as other body functions (What is T4 , n.d.).Levothyroxine can be taken intravenously and intramuscularly, although it is commonly prescribed as a single dose, oral medication. Dosages of this medication are unyielding by many factors including age, weight, severity of the condition being treated, and other expose health conditions. As with all medications, individuals with certain health conditions should use safeguard while taking Levothyroxine. These include individuals suffering from cardiovascular disease, renal insu fficiency, and ungoverned adrenocortical disorders as well as pediatric and geriatric patients who should be monitored especially close as they are more vulnerable to complications or risks associated with any medication or illness (Vallerand, Sanoski, Deglin, 2013). Dosages are increased at regular intervals, usually bi weekly and should be taken in the morning, as the risk for insomnia is increased with its use. It is important that this medication is taken at the same time daily and should not be stopped without consulting the prescribing physician, as it may result in negative health consequences (Vallerand, Sanoski, Deglin,2013).When taking this medication, it is important that patients understand that treatment with Levothyroxine is not a cure for hypothyroidism and should be considered a lifelong therapy. Patients should also understand that it may have an effect on other body systems, resulting in undesirable symptoms such asheadache, insomnia, irritability, angina pector is pectoris, arrhythmias, tachycardia, abdominal cramps, diarrhea, vomiting, sweating, hyperthyroidism, menstrual irregularities, heat intolerance, weight loss, and accelerated bone ichor in children. These adverse effects are usually only seen when uppity doses of the medication cause iatrogenic hyperthyroidism (Vallerand, Sanoski, Deglin, 2013, p. 780).Some other medications have been known to interact in conjunction with Levothyroxine and should not be taken together unless directed by a physician. These medications include Warfarin, some diabetic medications, and Estrogen, which may increase the effects of Levothyroxine. Other supplements or foods which contain calcium, iron, and coat prevent absorption of Levothyroxine and should also not be taken in conjunction. If these medications or supplements are needed, it is best to do so under the care of a physician who can monitor any potential risks or effects and make adjustments in health care accordingly (Vallerand, Sanoski, Deglin, 2013).The use of Levothyroxine is increasingly common in individuals and can cause undesirable effects if not considered when providing dental care as well as any other care to clients. For instance, a common side effect of this medication is xerostomia. This side effect can cause a number of risks to clients as the mouths essential, protective enzymes, which are provided and carried through saliva, are depleted or wholly absent. Without this level of protection, the teeth and gums become weak and vulnerable to excessive malign from routine dental care as well as other normal activities, such as eating. It has been reported that there is almost foursome times greater prevalence of xerostomia in patients taking medications (28%), compared with those not taking any (7.5%) (Risk factors, hyposalivation, 2017). If the RDH is aware of this side effect, whether or not it is a result of the medication, adjustments in dental care can be make preventing further damage. The RDH ca n also provide replacement therapy for the missing enzymes by offering products or medications that supplement these enzymes to prevent further dry mouth. completely RDH should be educated and aware of the signs and symptoms of disorders or health conditions associated with Levothyroxine and the possible risks snarly when providing dental care for a client taking this medication. Understanding how the medication works and the effects it has in conjunction with other medications, supplements, or medical/dental treatments will not only serve to protect the client from any further risks or complications regarding care, but will also provide the RDH to perform client services more effectively and with greater winner to the clients well-being.ReferencesFlaitz, C., Shlafer, M., Tornwall, R., Viola, T. (2014). Mosby Dental Drug Reference 11th ed.St. Louis, MO Elsevier Mosby.Haveles, E. (2011). Applied pharmacological medicine for the Dental Hygienist. Maryland Heights, MOMosby Elsevier .Joe (MSC Nutrition). (n.d.).What is T4 and T3 The complete guide. Retrieved fromhttps//www.dietvsdisease.org/t4-t3-thyroid-hormone levels/?hilite=%22levothyroxin%22Nelson, R. (2017). High risk for CHD and stroke in patients with thyroid cancer. Retrievedfrom www.medscape.com/viewarticle/875375Niklander, S., Veas, L., Barrera, C., Fuentes, F., Chiappini, G., Marshall, M. (2017). Risk factors, hyposalivation and impact of xerostomia on oral health-related quality of life. Pub Med, 31. Retrieved from http//www.scielo.br/scielo.php?script=sci_arttextpid=S180683242017000100211lng =ennrm=isotlng=enB12Vallerand, A., Sanoski, C., Deglin, J. (2013). Daviss Drug take in for Nurses 13th ed.Philadelphia, PA F.A. Davis Company.Weinberg, M., Westphal, C., Fine, J. (2008). Oral Pharmacology for the Dental Hygienist.Upper institutionalize River, NJ Pearson Education Inc.