effects of downsizing on pecieved job security

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Weathering a Brand Crisis:The Tylenol Experience.

BAHRIAUNIVERSITY.

2012

Weathering a Brand Crisis:

The Tylenol Experience.

Submitted to:

MUHAMMAD AHMED BUTT

Submitted by:

MUHAMMAD IRFAN (20406)

D E P A R T M E N T O F B U S I N E S S A D M I N I S T R A T I O N B A H R I A U N I V E R S I T Y


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Weathering a Brand Crisis: The Tylenol Experience.

TABLE OF CONTENTS:

1. Acknowledgement 4

2. Summary 5

3. Contents 6-8

3. Introduction 9

3.1. Tablet 10

3.2. Tablet compression 10

3.3 Stages of compression 11

3.4 Method of tablet manufacturing 12

3.5 Tablet excipients 13-15

3.6 Tablet coating and types 16-17

3.7 Table No.1 Comparison of sugar coated and film coated tablets. 18-20

3.8 Importances Disintegration time 21

3.9 Importances Dissolution time 21-22

3.10. Hardness 23

3.11. Friability 24

3.12. Disintegration time 25

3.13. Thickness of Tablet 26-27

3.14. Weight variation 28

3.15. Diameter of Tablet 29

3.20. Distribution 34

Table No.6 Diameters comparison of Metformin Hcl tablets 66

Figure #8. Product code MH001 67



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Thickness of Tablets

Table No.7 Thickness study of Metformin Hcl tablets 74

Table No.8 Thickness comparison of Metformin Hcl tablets 75








Disintegration of Tablets

Table No.9 Disintegration time study of Metformin Hcl tablets 83

Table No.10 Disintegration time comparison of Metformin Hcl tablets 84






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Acknowledgement:

All praise and glory is due to ALLAH, whose worth cannot bedescribed, even the greatest rhetorician of all time; who endowed me

with the ability to complete successfully this Report though I did not

conceal my self-capable to do so.

Secondly i would like to thank Author of Book,Kevin Lane Keller

because without this Book i cannot fulfill our job, Author and the Book

Strategic Brand Management support me.

I would also like to thank our teacherMuhammad Ahmed BUTTfor

guiding us at every step of our journey and letting us explore the vast

field of research and understanding its depths.

In the last i would like to thank our colleagues and all the participants

who took part in our project and gave me their precious time and

support without which this project wouldnt have been a reality.

Muhammad Irfan Lodhi


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THE INTRODUCTION:

The Tylenol Experience.

Introduction of case:

Downsizing is a cutback in a company's operations and usually implies a reduction in its

employee headcount as well. Downsizing results from many factors, including increased global

competition, new technologies, and weaker labor unions; it takes various forms and has various

outcomes.

Some firms use downsizing as part of a long-term effort to transform their businesses; others

turn to downsizing simply to slash costs and boost earnings. Sometimes downsizing boosts

employee morale by giving the remaining workforce new responsibilities and opportunities; in

other cases, downsizing leaves a demoralized staff that is undermanned when economic

conditions improve.

History of case:

In tough economic times, many companies are forced to downsize as a means of staying

competitive. While research has determined that company downsizing is related to decreased

organizational commitment.

Companies often downsize in an effort to cut costs, but estimating the organizational impact of

downsizing accurately can be difficult. If downsizing can lead to increased voluntary turnover,

the company may unintentionally leave themselves understaffed. Further, it is possible that the

company would lose key talent to unanticipated turnover as well, leaving them less

knowledgeable and experienced, and at a competitive disadvantage.

Downsizing does affect the creativity of the employees in various manners as they tend to think

about their job security in a negative manner and will not be looking to generate new ideas in

the organization but will stick with the routine work to show an increase in their performance

level in the eyes of the management.

(Teresa M. Amabile and Regina Conti Source: The Academy of Management Journal, Vol. 42,

No. 6 Dec., 1999).


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Downsizing often results in the negative attitude of the employees towards their jobs as well as

towards the organization for which they are working currently leaving them with the insecure

feeling about their jobs which might also lead them tom psychological problems as well as their

physical health being disturbed.All this leads to lower levels of performance and and ability to

maintain their self image for some employees

Barbara J. Petzall, Gerald E. Parker, Philipp A. Stoeberl Source: Journal of Business and

Psychology, Vol. 14, No. 4 (Jun., 2000),

It has also be seen in some cases that the survivors after the downsizing who are in the top

management or feel that they can cope with the downsizing well become more attached with the

organization. Similar is the case with those employees that consider the top management trust

worthy enough to save them will be more attached to the organization resulting in a fairly

reduced turnover rate amongst the employees GRETCHEN M. SPREITZER1* AND ANEIL K.

MISHRA2 Journal of Organizational Behavior

J. Organiz. Behav. 23, 707729 (2002)

Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.166

To find our answers regarding such questions a survey was conducted on 100 different

employees from five different companies through a questionnaire survey and based on the

arguments, comments from the questionnaires the following hypotheses were formed;

HYPOTHESES:

H0: Downsizing in an organization has negative impact on the employees perceived job

security.

H1: Downsizing in an organization has no impact on the employees perceived job security.


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METHOD SECTION:

Participants:

Participants were selected from five different companies in which downsizing have occurred at

some stage during the last few years.

Materials:

In this study the perceived level of job security was measured amongst the employees from

different companies after the downsizing, for the given purpose a questionnaire was given as a

primary data collection tool.

Procedure:

Each of the participants were given the questionnaire separately and their answers were

collected as a separate data then further statistical tools like SPSS Version 17 was used for

further study and analysis of the data. We have chosen the logistic regression technique for our

data analysis.

Results:

We have tan samples of 100 recipients randomly from our selected organizations regarding our

research topic Effects of downsizing on perceived job security of employees

We analyze and test our hypothesis then compile the results of our research topic and problem

statement through perception and statistics using SPSS software (statistical package for social

sciences) version 17.0

In the first stage we found out the frequencies of the variable that we have taken for our research

report.


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FREQUENCY TABLES:

gender of the employee

Frequency Percent Valid Percent

Cumulative

Percent

Valid male 90 90.0 90.0 90.0

female 10 10.0 10.0 100.0

Total 100 100.0 100.0

In our research there are ninety percent recipients are male and only ten percents rare females.

company of the employee


Cumulative

Percent

Valid k.e.s.c 13 13.0 13.0 13.0

snofi-aventis 21 21.0 21.0 34.0

geo t.v 20 20.0 20.0 54.0

libra engeering 28 28.0 28.0 82.0

abbott pakistan 18 18.0 18.0 100.0

Total 100 100.0 100.0

in the research we have selected 13 employees form K.E.S.C, 21 from Sanofi Aventis, 20 from

Geo TV, 18 from Abbot Pakistan


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For how long employee working in the organization


Cumulative

Percent

Valid for less than a year 22 22.0 22.0 22.0

for more than one to

five years

44 44.0 44.0 66.0

for more than five to ten

years

24 24.0 24.0 90.0

for more than ten years 10 10.0 10.0 100.0

Total 100 100.0 100.0

Our respondents are 22 percents are less than year,44 percents are from one to five years, 24

percents from more than five to ten years, and 10 percent from more than ten years of

employment

satification with working environment

Frequency Percent Valid PercentCumulative

Percent

Valid highly satisfied 12 12.0 12.0 12.0

satisfied 63 63.0 63.0 75.0

some what satisfied 21 21.0 21.0 96.0

dissatisfied 2 2.0 2.0 98.0

highly disatisfied 2 2.0 2.0 100.0

Total 100 100.0 100.0

Our respondents are 12% highly satisfied from the employment, 63% satisfied, 21% some what

satisfiesd, 2% highly dissatisfied.


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satification with working environment


Cumulative

Percent

Valid highly satisfied 12 12.0 12.0 12.0

satisfied 63 63.0 63.0 75.0

some what satisfied 21 21.0 21.0 96.0

dissatisfied 2 2.0 2.0 98.0

highly disatisfied 2 2.0 2.0 100.0

Total 100 100.0 100.0

I n our research 12% of the participants were highly satisfied, 63% were satisfied ,21% were

somewhat satisfied,2% were dissatisfied and the remaining 2% were highly dissatisfied.

have downsizing occur in the company


Cumulative

Percent

Valid no 27 27.0 27.0 27.0

yes 73 73.0 73.0 100.0

Total 100 100.0 100.0

In this table we concluded that 73% of the respondents said that downsizing have occurred in

their respective organization.


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How does downsizing effect job secuerity


Cumulative

Percent

Valid very

negatively

46 46.0 46.0 46.0

negatively 45 45.0 45.0 91.0

no effect 9 9.0 9.0 100.0

Total 100 100.0 100.0

In our research it was observed that 46% of the participants perceive downsizing has a very

negative impact.

impact of downsizing on organizational performance


Cumulative

Percent

Valid very

negatively

26 26.0 26.0 26.0

negatively 46 46.0 46.0 72.0

positive effect 19 19.0 19.0 91.0

very positive 1 1.0 1.0 92.0

no effect 8 8.0 8.0 100.0

Total 100 100.0 100.0

In this table 26% of the respondents agreed that downsizing has a very negative impact on

organizations performance while 46% said negatively.


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your job less secure after down sizing


Cumulative

Percent

Valid no 36 36.0 36.0 36.0

yes 64 64.0 64.0 100.0

Total 100 100.0 100.0

64 of the respondents agreed that job has become less secure after downsizing.

fair treatment from management after down sizing


Cumulative

Percent

Valid no 25 25.0 25.0 25.0

yes 75 75.0 75.0 100.0

Total 100 100.0 100.0

75% of the respondents have agreed that they receive fair treatment from their management after

downsizing.

do you receives support from coworkers


Cumulative

Percent

Valid no 24 24.0 24.0 24.0

yes 76 76.0 76.0 100.0

Total 100 100.0 100.0

76% respondents agreed to be receiving more support from their colleagues after downsizing.


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For further analysis we have used logistic regression analysis for the result and we found that our

hypothesis is not rejected.

Case Processing Summary

Unweighted Cases(a) N Percent

Selected Cases Included in

Analysis76 76.0

Missing Cases 0 .0

Total 76 76.0

Unselected Cases 24 24.0

Total 100 100.0

a If weight is in effect, see classification table for the total number of cases.

There are 76% cases are observed by the system and 24% cases are excluded from the analysis

Model Summary

Step

-2 Log

likelihoo

d

Cox &

Snell R

Square

Nagelkerke

R Square

1 87.961(a) .134 .184

2 84.033(b) .178 .244

3 79.418(b) .226 .311

Classification Tabled,e

0 27 .0 0 8 .0

0 49 100.0 0 15 100.0

64.5 65.2

Observed

no

yes

your job less secure

after down sizing

Overall Percentage

Step 0

no yes

your job less secure

after down sizing Percentage

Correct

Selected Casesa

no yes

your job le ss secure


Correct

Unselected Casesb,c

Predicted


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This table shows the likely hood ratio of the classification which is greater than Chi-Square that

means our results and our applied technique is correct.

Hosmer and Lemeshow Test

Step

Chi-

square df Sig.

1 .000 1 1.000

2 1.506 3 .681

3 3.044 5 .693

This table shows that our model is fit for the analysis because the significant values are greater

than 0.05 and our results correctly classified in the analysis.

This is the final model for our analysis in which our analysis lies in the step 3 model of the above

chart and our hit ratio of the analysis is 72.4%, it means that our 72.4% of the data is correctly

classified

Classification Tabled

6 21 22.2 1 7 12.51 48 98.0 1 14 93.3

71.1 65.2

10 17 37.0 2 6 25.0

5 44 89.8 1 14 93.3

71.1 69.6

11 16 40.7 2 6 25.0

5 44 89.8 2 13 86.7

72.4 65.2

Observed

noyes

your job le ss secureafter down sizing

Overall Percentage

no

yes


after down sizing

Overall Percentage

no

yes


after down sizing

Overall Percentage

Step 1

Step 2

Step 3

no yes



Correct

Selected Casesa

no yes



Correct

Unselected Casesb,c

Predicted


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Model if Term Removed

Variable

Model

Log

Likelihoo

d

Change in

-2 Log

Likelihoo

d df

Sig. of the

Change

Step

1

downsizingeff

ect-49.449 10.937 2 .004

Step

2

downsizingeff

ect-47.100 10.168 2 .006

challengingjob -43.981 3.929 1 .047

Step

3

downsizingeff

ect-44.766 10.115 2 .006

challengingjob -42.100 4.783 1 .029

fairtreatment -42.016 4.615 1 .032

The system removed the following variables because of less significance.

DISCUSSIONS:

After surveying 100 employees from different companies it was observed that downsizing does

have a significant impact in shaping up the employee behavior in any organization but there are

many other reasons for downsizing for the firms other than technology advancements and

economic policies like, the mergers of various companies resulting in increased competition

which ultimately leads to the rightsizing and layoffs of all those employees whose

performance has not been up to the mark.

All these layoffs and cut downs in the jobs might suit the organizations but these factors do

create a feeling of insecurity in the minds of the employees working in all such organizations.


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In the light of the above mentioned observations we still dont have enough data to either reject

or not to reject the hypothesis therefore, we dont reject the hypothesis that

H0: downsizing has a significant impact on the perceived job security of the employees

CONCLUSION:

In the light of the above data analysis we conclude that there is a significant impact of

downsizing on employee job security and behavior therefore we do not reject the hypothesis.


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REFERENCES:

Changes in the Work Environment for Creativity during Downsizing Author(s): TeresaM. Amabile and Regina Conti Source: The Academy of Management Journal, Vol. 42,

No. 6 (Dec., 1999),

Voices of Survivors: Words That Downsizing CEOs Should Hear [and ExecutiveCommentary] Author(s): Hugh M. O'Neill, D. Jeffrey Lenn, Vincent F. Caimano Source:

The Academy of Management Executive (1993), Vol. 9, No. 4 (Nov., 1995),

Another Side to Downsizing: Survivors' Behavior and Self-Affirmation Author(s):Barbara J. Petzall, Gerald E. Parker, Philipp A. Stoeberl Source: Journal of Business

and Psychology, Vol. 14, No. 4 (Jun., 2000),

KEEPING YOUR HEADCOUNT WHEN ALL ABOUT YOU ARE LOSING THEIRS:DOWNSIZING VOLUNTARY TURNOVER RATES, AND THE MODERATING ROLE

OF HR PRACTICE (Charlie O. Trevor, Anthony J. Nyberg)

THE IMPACT OF ORGANISATIONAL DOWNSIZING:PYSCHOLOGICAL DYNAMICS ON SURVIVING MANAGERS Alicia S.M. Leung and

Ludwig M.K. Chang Hong Kong Baptist University the First International Conference on

Critical management studies

University of Manchester (July 14-16, 1999)

To stay or to go: voluntary survivorTurnover following an organizational

Downsizing

GRETCHEN M. SPREITZER1* AND ANEIL K. MISHRA2 (Journal of Organizational

Behavior

o J. Organiz. Behav. 23, 707729 (2002)


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effects of downsizing on pecieved job security

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