Carpet

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Q.1 Research the reason behind failure of carpet exports from Nepal. The Nepali carpet industry used to be largest employer and foreign exchange earner in the country. Nepal carpet sector experienced its first export boom in 1976. In pril 199! after the "anorama T# ne$s in %ermany transmitted the documentary on the use of child labor in Nepali carpet production about !&' of orders $ere cancelled. ccording to child $or(ers in Nepal )&' of the total *&&&&& laborers $ere found children $hile doing sur+ey in *6) ccarpet arpet factories $ithin ,athmandu +alley. -efore it became internationally $ell (no$n that nepali carpet factories intensi+ely employs child labors %ermany used to buy bu y &' of Nepali carpets/ $hich decreased to 6!'. 0ater on child labor free labeling $ere introduced $hich is licensed by rug mar( certification system. This label became a legally binding international trademar( in %ermany and 2 $hich are the largest mar(et for Nepal carpet industries. 2ome of the main reason behind child labor for do$nfall of nepali carpet exports are listed belo$3 

lmost e+ery second person +entured into this sector/ thus hindering the 4uality of output.

   

5ntry of India and china in carpet industry / $here Nepal cant compete $ith them in terms of price. 5n+ironmental contro+ersies/ go+ernment indifference and interference and labor issue. 1& year bloody aoist insurgency from 19968&&6. :heap labor cost in India and :hina.

Carpet exports from Nepal

 

Q. re all effecti+e effecti+e organi;ations also efficient< efficient< =iscuss. If you had to choose bet$een being effecti+e or being efficient / $hich one $ould you say is more important < $hy <  Not all effecti+e organi;ations organi;ations are also efficient. 5ff 5fficiency iciency means doing a tas( correctly and getting the most output from the least amount of inputs. 5ffecti+eness means doing the right things by doing those $or( tas(s that help h elp the organi;ation reach its goal. 5fficiency is concerned $ith the means of getting things done/ effecti+eness is concerned $ith the means of getting things done or attainment of organi;ation goals. 5ffecti+eness is more important than efficiency. -oth are interrelated $ith each other / if I ha+e to choose one I $ould choose effecti+eness  because doing the right tas( and achie+ing goal (eep a business in business $hich (eep the doors open and meet payroll. Q.* :ustomer8responsi+e cultures are only applicable in smaller organi;ations. The complexity of coordinating acti+ities in large organi;ations ma(es it nearly impossible to implement a customer8responsi+e culture. =o you agree or disagree $ith this statement< =efend your  position..  position >hether the organi;ation is large or small/ long8term success is primarily achie+ed by satisfying the customer/ for it?s it?s the customer $ho ultimately pays the bills. 7) percent of all pri+ate sector  @obs in the nited 2tates are in ser+ice industries. Argani;ations in ser+ice industries industries need to include attention to customer needs and re4uirements in assessing their effecti+eness because

 

there is a clear chain of cause8and8effect running from employee attitudes and beha+ior to customer attitudes and beha+ior to an organi;ation?s re+enues and profits. Bor example there are  store  and - /  store store represent employee $ith bad attitude and - store represent employee $ith good attitude $hich store $ill people choose for shopping ob+iously store -. I dont agree $ith this statement because some big organi;ation that ha+e created customer8responsi+e culture include 2outh$est ir/ Bed5x/ Cohnson D Cohnson/ Nordstrom. These organi;ation ha+e build a strong and loyal customer by customer8responsi+e culture and ha+e generally outperformed their competitors gro$th and financial performance.

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