Soft Skills Importance in Organisations

Soft Skills Importance in Organisations 1 Introduction Background 1.1 Introduction Business concerns with people. Its about communication, coordination and relationship. Although business success is based upon logical acts and thoughts, the human element cannot be ignored (Armstrong, 2006). Thats why strong soft skills are vitally important. Organisations and businesses are established with one thing in mind that is to earn revenue for their stakeholders. Revenue is earned by selling products or providing services to its customers and clients. Businesses flourish because they have products or services to sell which their customers buy in return for profits. To compete or to survive in the competitive business environment, its critical for any organization to satisfy the customer needs. Service is often considered an important aspect of satisfaction of customer as well as a significant contribution. Customer satisfaction is an important aspect for business profitability (Armstrong, 2006). It is the satisfaction of the customers that keep them loyal and any good serv ice provided by the organisation help it to retain customers that in turn ends in high profitability. Increased competition and customer expectations have forced the companies to frequently provide good customer value and service. This has pressurised the businesses to focus more on customer satisfaction (Gerson, 1993). According to Phillips (1991), customer service is the base for a flourishing business and training is the services cornerstone. Quality product with just price attracts customers but it is not enough. Organisations came to realize that consumers decision to buy this product also depends upon the service or treatment that he/she has received. The importance of customer satisfaction is also a key element in service only industry. Thats why a strong emphasis has been put on soft skills and organisations lay a great importance for employees to acquire soft skills specially the ones who deal with customers. With the growing significance on quickly intensifying service sector; organisations recognized the soft skills importance and they are paying special attention to the softer side of their interaction with consumers. Training of employees especially in soft skills is vital for any organisation and it helps in overall employee improvement as well as development. The need and value for so ft skills development for employees has always been accepted by many organisations (Guirdham, 1999). Training also contributes towards development of employees and and plays an important role in their satisfaction. It helps to acquire new skills or polish the existing ones (Green, 2001). Organisational structures are influenced by customer oriented market and constantly changing environment that is leading the organisations to rely on soft skills training for employees. Organisation structures are necessary to support the effort of training managers and trainee employees. It also makes possible the effective performance of key training activities. Culture of an organization also plays an important part in assessing the needs and requirements for training and development. It also puts a positive pressure on organizational behavior and influences it. It also helps in producing high level of business performance. Culture is what makes an organisation unique and that differentiate it fr om other organizations. The stronger the culture is, the more effective the organization. Training equips organization with flexibility and durability required for growth and survival. Environmental pressures forces an organisation towards change. Training provides adaptability to change and answer to the challenge on how to adjust to change (Ulrich, 1998). Change and training is worthless if employees are not involved properly. Employees are regarded the most valued assets especially which are skilled in soft skills, as the nature of business changes. When organizational change occurs, major alteration and modifications in the policy of the management need to be reflected in the training theory. It is very essential for any organization to realize its environments dynamics and adjust to the changing requirements the internal or external environment (Bhattacharyya, 2007). Leadership is necessary for creating change and can produce orderly change. Leaders are expected to focus on taking the organization forward. Leadership in todays environment is a tough business. Organi zational leaders face a number of significant challenges as their jobs and the world around them become increasingly complex (Murphy and Riggio, 2003). In business, a rapidly shifting economic environment, changing demands of customers and increasing market competition has become normal. To compete, business leaders must continuously increase their performance by any measure. Organisations should work to assure that people in the company work flexibly in the response to change. Trained employees will respond positively to the change and employees that are skilled with both hard and soft skills can work more effectively in achieving organisational overall objectives. Studies have found a relationship between organisations productivity and employee satisfaction and also between satisfaction of employees and customers (Allen and Wilburn,). Satisfied employees can generate satisfied customers. Valued and satisfied employees make more contributions to the organizations performance. They are more productive and work more effectively. If they are satisfied with their job and working conditions, they will serve the customer needs more carefully and efficiently. To get an accurate picture of the service quality delivered; an organisation measure customer satisfaction and experience. Customer satisfaction measurement is about how customer perceives an organizations performance. Measuring customer satisfaction helps in finding out customer needs and determining customers problems. It also assists in improving product and quality of service that in turn leads to more satisfaction of customers. As with customer satisfaction measurement, training evaluation is equally important. Training evaluation is a way to gather information by which the organizations make decisions about training actions (Armstrong, 2008). Businesses apply evaluation of performance appraisal to calculate work performance and effectiveness of an employee, which can help in defining and developing training needs for the organisations. 1.2 Study Purpose The main idea of this dissertation is to investigate the soft skills importance for organisations working in the constantly changing customer oriented market. The significance of soft skills training for customer focused organisations was never felt before. Growing economical environment and customers high expectations forced the organizations to recognise the need of soft skills and soft skills training for employees (Muir, 2004). The other reasons for writing this research paper include examining companies relations with employees and consumers and its effect on satisfaction level of customers. The research focuses on employees soft skills development relating to changing nature of organisation culture. Effects of internal and external environmental factors on organisations functions and policies are also discussed. This paper also examined and argued on roles and responsibilities of HR professionals like HR managers for planning and developing HR strategies and policies. Aspects o f leadership are considered in details, like leading through change, motivating in employee relations and influencing during training and development. The writer has evaluated and related literature review with case-studies of Mobilezone Ltd and United Mobiles Ltd and concluded on the training and developing soft skills benefits and subsequent effects on employee and customer satisfaction. The research paper has analyzed critically on the training of soft skills and its impact on its staff and consumers. In the end the researcher has assessed customer satisfaction and evaluated training by use of research methodologies. The writer has tried to take several authors views on above mentioned subjects. Authors ideas and theories are not only mentioned but debated. The researcher provided point of view of different writers and counter arguments of some scholars on related. 1.3 Companys Overview The organisations selected for this dissertation are in the growing stages with different structures, cultures, and management and leadership styles. Their approaches towards customer satisfaction by training employees in soft skills differ from one another. Both companies are leading mobile phone sellers and service providers in Delhi region of India. The names of the companies are Mobilezone Ltd and United Mobiles Ltd. Both the companies are new to this field. They started their business and launched their operations with the growing demand for telecommunication sector in India. 1.3.1 Mobilezone Ltd Mobile Zone was established in 2002 with the vision of bringing top mobile brands, latest products, and to provide high quality services. It provides quality products of top mobile phone brands in India. Unlike its competitors, it planned its entry with a thorough and careful market research and its employees were well trained before the business actually started. In just 7 years of its existence, it gained a good market share and enjoys a commanding position in mobile phone market in Capital region. With main office in the heart of the city, it has presence in many other areas of Delhi through sales and service centres. Apart from providing services face to face it deals with customer problems and queries via call centre. It employees highly qualified and trained sales and service staff. There are total of 150 employees in the main office and service centres. 1.3.2 United Mobiles Ltd United Mobiles Ltd has also started their business in 2002 just a moth prior to its competitor. In contrast to its competitor, it was fairly new to this business and its staff had little experience in this business field. It also enjoys a market share in the area and earns good profits. Just like its competitors it has sales and service centres in different parts of the city. Its call centre is located in the main office. It employees around 100 staff at main office and service centres (excluding cleaning and maintenance jobs). 1.4 Selection of Topic Research was undertaken before deciding which topic area to select. After initial research on wide range of topics, discussions of ideas with colleagues and friends, browsing internet and libraries, exploring different dissertation of previous years and finally weighing opinions and careful thinking; the researcher narrowed down the topic and selected this specific research. The main motive for selecting the topic was that this covered a lot of subjects within, and extensive data material was available from different sources. The other reasons include the researchers own personal experience in the field and work experience in one of the companies; and the available ease for carrying out data collection research. 1.5 Project paper usefulness The research project can be useful for reference purposes for later projects and studies by the students. This research was conducted with the management help, so this study can also be useful for comparing companies results with its updated analysis. The companies can use it as a guideline to take improvement measures and modifications. The theory and research of this paper can also be of some assistance for companies and other researcher alike. 1.6 Aim and objectives Aim: To study and examine the importance of training soft skills in organisations in terms of customer satisfaction. Following are the research objectives: Examine and analyze the existing literature on employee training and development with specific focus on soft skills and customer satisfaction. Summarize the main subject matter of the findings and provide recommendations to the company on the conclusion. Determine the extent employees soft skills can be improved by training; and the degree of influence of skilled employees on the tendency of customers. Appreciate the contribution of internal and external factors towards skills training and development. Evaluate training and measure employee and customer satisfaction using available research methods. 1.7 Layout of research paper Chapter 1 is research paper introduction. The background and overview of the research undertaken, has been given by the writer. Research purpose, objectives, usefulness of the research paper, selection of topic and companys overview has been proposed. Chapter 2 encompasses the review of literature that includes the body of discussion. This section has further been divided into parts which are related and relevant. Research of soft skills, training and development, change, organisations structure and culture, HR professionals and leaders roles and responsibilities, employee relations and customer satisfaction; has been put forward and discussed and explained in details. This section has been critically analyzed, taking into account different perspectives. Different scholars and writers work has been taken into account, and comments and arguments were put forward by the researcher. Chapter 3 consists of review of methodology. Different research methods which could have been useful are discussed and weighed. Selection of appropriate methods and reasons for selection and rejection of research methods are presented in summary. Arguments and benefits for selected methods are also given. Sampling, tools of research, designs, models and other related techniques are also explained in this section. Chapter 4 comprises data analysis that the researcher collected and its significance in terms of reaching the explicit conclusions. Data gathered from interviews, questionnaires and other sources is analysed critically analysed. All the results are presented graphically. Comparison o results are also made in this section. Chapter 5 is summary, conclusions and recommendations. All the data in first 4 chapters has been summarised and concluded in this chapter, drawing together the threads of research project and the main things found out in data collection. Recommendations has been proposed after taking into consideration all the summarised research that gives detailed insight into the related research criteria. The researcher has also highlighted the areas the companies can focus in future to improve its business performance. 2 Literature Review: 2.1 Introduction: Organisations survive, grow and earn profits by meeting the needs and requirement of customers. To survive in the ever changing environment, it is critical for any organisation to satisfy the needs of the customers (Mullins, 2007). Consumers decision to buy this product also depends upon the service or treatment provided by the company. Thats why companies put a great emphasis on its employees training of skills as well as continuous development over the years; especially for the ones which provide service directly or interact with customers often. Organisations have started emphasising on soft skills importance for services and they are laying a great importance for employees to acquire soft skills. Training of employees in soft skills is vital for any organisation as it aid in employee development (Guirdham, 1999). Customer oriented market and changing environment has influence on the organization structure that leads to increased reliance on skills development. Organisation structures are necessary to support the effort of training managers and trainee employees (Armstrong, 2008). It also makes possible the effective performance of key training activities. Organisational structures are influenced by customer oriented market and constantly changing environment that is leading to more dependence on soft skills training for employees. Culture of an organization also plays an important part in assessing the needs and requirements for training and development. It also puts a positive pressure on organizational behavior and influences it. It also helps in producing high level of business performance. Change and training is worthless if employees are not involved properly (Armstrong, 2008). Employees are regarded the most valued assets especially which are skilled in soft skills, as the business nat ure organization itself changes. The role of managers and leaders are very important in development of employees. Leadership is necessary for creating change and can produce orderly change. Leaders are expected to focus on taking the organization forward. To get an accurate picture of the service quality delivered; an organisation measure customer satisfaction and experience (Bratton and Gold, 2001). Training is also evaluated to measure the employee work performance and effectiveness (Beardwell et al. 2007). 2.2. Training and Development Armsrtong (2008) defines employee development as a process to prepare organization employees for future responsibilities related to job. This may include training (formal or informal, mentoring, education, coaching etc. Training and development of employees is a HRM activity. HRM is concerned with personnel management and staff development in a company and is normally carried out by HR professionals e.g. HR managers (Armstrong, 2006). The nature of work HR carries out differs from one business to another and is effected by size and structure of the company. Talented pools of workers are always required by an organisation to compete successfully in todays highly competitive market (Bratton and Gold, 2001). Company can achieve and maintain this competitive advantage by regularly upgrading the workforce skills. Training and development is a never ending challenge that a company must address (Wilson, 2006). The development of employee skills is one of the most imperative tasks in which a n organisation can engage (Molander and Winterton, 2006). Effective training is paramount for survival and growth of a business. Training is not just about developing people but serving them to become more positive and capable in their jobs as well confident in their lives. The field of training is a fast growing sector of human life and has come of age as a profession. There are many motives for training and developing employees. It can be started for a variety of reasons for employees e.g. to facilitate an employee to be qualified for a planned change. It can be carried out as part of an employees professional development program or performance improvement (Rae, 1999). The training need has always been present in every walk of life and today the need is so much greater. There could be any reason but important are probably: the pace at which change is happening in every field of business life, and the employers attitude and the attitude of the individuals (Pont, 2003). Training is not only essential to create skilled force but also needed to maintain a high level of skills required by the constantly changing work environment and to equip employees to meet future demands (Stewart, 2996) (Pont, 2003). HR professionals do recognise training and development of an employee is a process that is ongoing but it speed up in case of organisational, cultural or environmental change. This training process involves continuous adjustment to adapt which is achieved from improved skills and increased knowledge (Beardwell et al 2007). The new working system demands completely new approach of thinking and extensive training in new skills (Beardwell and Claydon, 2007). The importance of training has long been recognized. The need for training is more prominent given todays business climate which affects the economy and society at large. The most simplistic definition of training is that it is an activity that changes peoples behaviour. Training is defined by Wilson (2006) as a planned process to modify employee knowledge, skill, attitude and behaviour through learning to gain performance. Employee is trained to make sure that organizations current or future needs are met. Training can equip employees to do their jobs, perform their tasks and handle complex products and services. In Bramleys (2003) words, training involves learning and educating employee to do something so that the things are done differently. He and (Wilson, 1999) further explains that training process is planned to facilitate education to help employees develop into more effective and efficient in performing their duties and completing their work. According to the CIPD, training is expected to equip workers to help them become strategically unique, in addition to the provision of skills, attitudes and knowledge required to attain operational efficiency. The foundation for training remains the traditional training process system. This involves: 1. identifying the needs for training and development of the company; 2. Planning training or devising a learning plan; 3. Carrying out or delivering training and 4. Assessing and evaluating outcomes/results. A training-need-analysis is the first step in identifying the types of programs that will further organisations goals, which helps to decide whether training is appropriate at all. The organisations have to assess why they need training. Is the current organisational deficiency that the training seeks to address really due to lack of skills and knowledge or some deeper problems? Frequently, organisations implement training program because a HR professional identifies an individual or business need (Smith and Mazin, 2004). Then plans are made on how to deliver the program and by which method. Although the terms training and development are often linked, these address slightly different needs. Training focuses on learning the necessary skills and acquiring the knowledge required to perform the job. Training deals with design and delivery of knowledge to improve organization performance. Development focuses on the preparation needed for future jobs; it should be considered investment in the work force since its benefits are long term (Buhler, 2002). Training inclined towards focusing on short term results. Development may inadequately focus on working environment. It is very important for the business to review its training to a broader scenario (Bryans and Smith, 2000). According to Armstrong (2006), people are learning and will continue to do so throughout their career, whether taught formally or as an experience. Mullins (2007) observed that people learn within the organisation and in everyday life situations. Competition, technological advances and organizational devel opment, all necessitate the creation of knowledge that leads to constant advancement. That directs oganizations to take more interest in employee development within evolving organization. Training is the main area of the HRM function of particular importance and relevant to the management effectiveness. There are not many scholars who argue in opposition to the importance of training as a foremost influence on the organization success. Leading writers have recognised the importance of training as fundamental for management (Bratton and Gold, 2003). Many believed that training employee development is a key factor of HRM within organization. Training as described by Keep (1989 cited by Wilkinson, 2006), is a litmus test against which managements characteristics practices can be measured. Other advantages of staffs training and development includes: increased employee morale, motivation and job satisfaction, increased efficiency and effectiveness, increased ability to adopt latest meth ods and technologies, enhanced company image, reduced employee turnover, risk management. The precise staff training at the right timing presents big payoffs for the employer in increased knowledge, productivity, contribution and loyalty (Web 3). Training let the organization to develop and promote its own business culture. It also permits organizations to become accustomed to changes in the working environment and can be used as a change agent (Wilkinson, 2006). Training can improve effectiveness of the organisation in fiercely competitive markets. Training assists in optimizing the development of human resource for employee to achieve the individual as well as organisational objectives (Benson, 2006). It increases the job skills and knowledge of employees and expands the horizons of their intellect and their personality. Training and development also aids in signifying the team spirit sense, team work and inter team relationship. It also helps the company to be effective in decisi on making and solving problem. It also assists in developing leadership skills, loyalty among employees, staff motivation, enhanced attitudes and other features that successful employees normally display (Armstrong, 2008) (Bratton and Gold, 2003) (Jenkins,2002) (Pont, 2003) (Price, 2007). Of course, the basic and main goal of a business is to enhance its value and to increase its stakeholders wealth. It requires effective and efficient use of limited resources available to the organization to achieve theses aims. Resource aavailability (human, physical and financial) are considered important inputs (Bacon Haque, 2008). HR scholars agree that an organisation is only as good as persons working in it but opinions vary on how it translates into practice. Many organisations not only consider training as n chance for employees to learn something but also as an investment that would produce results for business. It also takes money and time to train staff (Bacon Haque, 2008). With a supportive environment and a little encouragement and reinforcement, a business can accomplish the required result on a substantial investment in people. An organized approach is needed in evaluation of needs of training; otherwise organization may not be able to utilize valuable resources eff iciently (Armstrong, 2006). Training matters for a company because of the established links between productivity and skills. Organisations allocate resources for training because of fear of skills shortage. Some scholars like Kallenberg Moody (1994) recognize that investment in employee development result in higher returns in future. Employees are the essential and crucial resource. Its important for an organisation to optimize the employees contribution to the organisations goals and objectives in order to maintain effective performance. Adequate supply of technically and socially competent and proficient staff is only ensured by training and development. Training helps the staff to become capable for career advancement into specialist departments and management positions. Staff training can be on-the-job that is conducted at the trainees workplace, and off-the-job which is carried out away from employees work place (Mullins, 2007). Some employees are naturally gifted in talents w hile others work hard to gain but all can still benefit from learning new techniques. People usually receive a well to do on the job training in one form or another. Some people are good at finding their own paths and procuring the necessary resources and information, many persons learn best by following, observing and asking questions (Smith and Mazin, 2004). Training is not always the answer to problems related to performance. Some training analysts (Rosner, 1999 cited by Smith and Mazin, 2004) believed that training could be a good investment or could be a waste of resources. It is in fact a waste of resources when the desired behaviour does not occur. Thats why training and development doesnt succeed all the time to achieve desired results and in obtaining aims and objectives of the organisation. There can be many causes for the failure but most common are (Web 6): Training is often put into practice for the wrong reasons and seldom aligns to a business measure. If training program does not support the business goals then no improvement can be recorded. Training is thought to be a solution for a range of performance problems when training may not be concern at all. It also fails because it does not succeed to give direction and focus. Sometimes the solution proves too expensive for the desired outcomes. Individuals behaviour towards t raining also plays an important part; e.g. when training is believed just as an event than as enhancement of skills and abilities of the employees, it fails to generate business results. Other important reason for failure is lack of management support (Mullins, 2007). Employees will hardly ever implement new skills and knowledge without it in the workplace. Failure to include and credit other influences and processes apart from training that may have influenced the business outcomes may also be a good reason of failure. Some businesses invest little in training because they dont have enough funds. Other reason is the fear that individuals will leave and move to other companies at some later stage. Few organisations consider recruitment process sufficient and rely on the natural skills of employees rather than training (Harrison, 2005). It is HR managers role and responsibility to develop and implement training strategies and policies. He/she is also involved in people management activities like developing organization, recruitment and selection, talent management, learning and development, human resource planning, knowledge management, reward management, etc (Hyde et al. 2009). Depending on the business nature and size of the company, the HR managers not just have responsibility of training and developing employees but for performance management as well.Training processes take place in the context of internal and the external environment of the organization. Human Resource Managers need to realize the training and developments nature and process to be able to facilitate learning and development within the organisation (Watson, 2006). While providing training, the managers need to recognize the importance and effects organization structure and design because these describe tasks and responsibilities, roles and rela tionships, work and channels of communication (Mullins, 2007). Structure is clearly important for any organization, whatever its size. The aspects that determine how the company functions in relation to its eternal and external environment are its structure and the processes that operate within it. Structures are necessary to support the effort of training managers and trainee employees. It also makes possible the effective performance of key training activities (Hyde et al. 2009). Human Resource Development (HRD) is a name which signifies the newest evolutionary phase in the long custom of training, educating and developing employees. It focuses on the principle of contributing to the success of individual, organisational and societal objectives. According to McLagan (1989 cited in Wilson, 2005) it is the incorporated use of training, career development and development of a company to improve organisational and individual value. HRD gives the business benefits assisting the ability to increase revenue. Companies need to develop a learning culture that responds quickly to the ever changing environment. HRD policies can help the organisation to obtain this objective (Nixon, 2004). 2.3. Soft Skills There are two versions of HRM as explained by Storey (1992). He made the distinction between the soft and hard HRM approaches and describes that although both approaches to HRM emphasise on employees and consider them important for achieving competitive edge that has to be attained, developed and organized in ways that benefits the business. Soft version further focuses on communication, leadership and motivation and lays emphasis on peoples skills, commitment, adaptability and performance (Armstrong, 2006). Organisations that have a mixture of both approaches tend to endure and grow in the competitive business environment. Many schol Soft Skills Importance in Organisations Soft Skills Importance in Organisations 1 Introduction Background 1.1 Introduction Business concerns with people. Its about communication, coordination and relationship. Although business success is based upon logical acts and thoughts, the human element cannot be ignored (Armstrong, 2006). Thats why strong soft skills are vitally important. Organisations and businesses are established with one thing in mind that is to earn revenue for their stakeholders. Revenue is earned by selling products or providing services to its customers and clients. Businesses flourish because they have products or services to sell which their customers buy in return for profits. To compete or to survive in the competitive business environment, its critical for any organization to satisfy the customer needs. Service is often considered an important aspect of satisfaction of customer as well as a significant contribution. Customer satisfaction is an important aspect for business profitability (Armstrong, 2006). It is the satisfaction of the customers that keep them loyal and any good serv ice provided by the organisation help it to retain customers that in turn ends in high profitability. Increased competition and customer expectations have forced the companies to frequently provide good customer value and service. This has pressurised the businesses to focus more on customer satisfaction (Gerson, 1993). According to Phillips (1991), customer service is the base for a flourishing business and training is the services cornerstone. Quality product with just price attracts customers but it is not enough. Organisations came to realize that consumers decision to buy this product also depends upon the service or treatment that he/she has received. The importance of customer satisfaction is also a key element in service only industry. Thats why a strong emphasis has been put on soft skills and organisations lay a great importance for employees to acquire soft skills specially the ones who deal with customers. With the growing significance on quickly intensifying service sector; organisations recognized the soft skills importance and they are paying special attention to the softer side of their interaction with consumers. Training of employees especially in soft skills is vital for any organisation and it helps in overall employee improvement as well as development. The need and value for so ft skills development for employees has always been accepted by many organisations (Guirdham, 1999). Training also contributes towards development of employees and and plays an important role in their satisfaction. It helps to acquire new skills or polish the existing ones (Green, 2001). Organisational structures are influenced by customer oriented market and constantly changing environment that is leading the organisations to rely on soft skills training for employees. Organisation structures are necessary to support the effort of training managers and trainee employees. It also makes possible the effective performance of key training activities. Culture of an organization also plays an important part in assessing the needs and requirements for training and development. It also puts a positive pressure on organizational behavior and influences it. It also helps in producing high level of business performance. Culture is what makes an organisation unique and that differentiate it fr om other organizations. The stronger the culture is, the more effective the organization. Training equips organization with flexibility and durability required for growth and survival. Environmental pressures forces an organisation towards change. Training provides adaptability to change and answer to the challenge on how to adjust to change (Ulrich, 1998). Change and training is worthless if employees are not involved properly. Employees are regarded the most valued assets especially which are skilled in soft skills, as the nature of business changes. When organizational change occurs, major alteration and modifications in the policy of the management need to be reflected in the training theory. It is very essential for any organization to realize its environments dynamics and adjust to the changing requirements the internal or external environment (Bhattacharyya, 2007). Leadership is necessary for creating change and can produce orderly change. Leaders are expected to focus on taking the organization forward. Leadership in todays environment is a tough business. Organi zational leaders face a number of significant challenges as their jobs and the world around them become increasingly complex (Murphy and Riggio, 2003). In business, a rapidly shifting economic environment, changing demands of customers and increasing market competition has become normal. To compete, business leaders must continuously increase their performance by any measure. Organisations should work to assure that people in the company work flexibly in the response to change. Trained employees will respond positively to the change and employees that are skilled with both hard and soft skills can work more effectively in achieving organisational overall objectives. Studies have found a relationship between organisations productivity and employee satisfaction and also between satisfaction of employees and customers (Allen and Wilburn,). Satisfied employees can generate satisfied customers. Valued and satisfied employees make more contributions to the organizations performance. They are more productive and work more effectively. If they are satisfied with their job and working conditions, they will serve the customer needs more carefully and efficiently. To get an accurate picture of the service quality delivered; an organisation measure customer satisfaction and experience. Customer satisfaction measurement is about how customer perceives an organizations performance. Measuring customer satisfaction helps in finding out customer needs and determining customers problems. It also assists in improving product and quality of service that in turn leads to more satisfaction of customers. As with customer satisfaction measurement, training evaluation is equally important. Training evaluation is a way to gather information by which the organizations make decisions about training actions (Armstrong, 2008). Businesses apply evaluation of performance appraisal to calculate work performance and effectiveness of an employee, which can help in defining and developing training needs for the organisations. 1.2 Study Purpose The main idea of this dissertation is to investigate the soft skills importance for organisations working in the constantly changing customer oriented market. The significance of soft skills training for customer focused organisations was never felt before. Growing economical environment and customers high expectations forced the organizations to recognise the need of soft skills and soft skills training for employees (Muir, 2004). The other reasons for writing this research paper include examining companies relations with employees and consumers and its effect on satisfaction level of customers. The research focuses on employees soft skills development relating to changing nature of organisation culture. Effects of internal and external environmental factors on organisations functions and policies are also discussed. This paper also examined and argued on roles and responsibilities of HR professionals like HR managers for planning and developing HR strategies and policies. Aspects o f leadership are considered in details, like leading through change, motivating in employee relations and influencing during training and development. The writer has evaluated and related literature review with case-studies of Mobilezone Ltd and United Mobiles Ltd and concluded on the training and developing soft skills benefits and subsequent effects on employee and customer satisfaction. The research paper has analyzed critically on the training of soft skills and its impact on its staff and consumers. In the end the researcher has assessed customer satisfaction and evaluated training by use of research methodologies. The writer has tried to take several authors views on above mentioned subjects. Authors ideas and theories are not only mentioned but debated. The researcher provided point of view of different writers and counter arguments of some scholars on related. 1.3 Companys Overview The organisations selected for this dissertation are in the growing stages with different structures, cultures, and management and leadership styles. Their approaches towards customer satisfaction by training employees in soft skills differ from one another. Both companies are leading mobile phone sellers and service providers in Delhi region of India. The names of the companies are Mobilezone Ltd and United Mobiles Ltd. Both the companies are new to this field. They started their business and launched their operations with the growing demand for telecommunication sector in India. 1.3.1 Mobilezone Ltd Mobile Zone was established in 2002 with the vision of bringing top mobile brands, latest products, and to provide high quality services. It provides quality products of top mobile phone brands in India. Unlike its competitors, it planned its entry with a thorough and careful market research and its employees were well trained before the business actually started. In just 7 years of its existence, it gained a good market share and enjoys a commanding position in mobile phone market in Capital region. With main office in the heart of the city, it has presence in many other areas of Delhi through sales and service centres. Apart from providing services face to face it deals with customer problems and queries via call centre. It employees highly qualified and trained sales and service staff. There are total of 150 employees in the main office and service centres. 1.3.2 United Mobiles Ltd United Mobiles Ltd has also started their business in 2002 just a moth prior to its competitor. In contrast to its competitor, it was fairly new to this business and its staff had little experience in this business field. It also enjoys a market share in the area and earns good profits. Just like its competitors it has sales and service centres in different parts of the city. Its call centre is located in the main office. It employees around 100 staff at main office and service centres (excluding cleaning and maintenance jobs). 1.4 Selection of Topic Research was undertaken before deciding which topic area to select. After initial research on wide range of topics, discussions of ideas with colleagues and friends, browsing internet and libraries, exploring different dissertation of previous years and finally weighing opinions and careful thinking; the researcher narrowed down the topic and selected this specific research. The main motive for selecting the topic was that this covered a lot of subjects within, and extensive data material was available from different sources. The other reasons include the researchers own personal experience in the field and work experience in one of the companies; and the available ease for carrying out data collection research. 1.5 Project paper usefulness The research project can be useful for reference purposes for later projects and studies by the students. This research was conducted with the management help, so this study can also be useful for comparing companies results with its updated analysis. The companies can use it as a guideline to take improvement measures and modifications. The theory and research of this paper can also be of some assistance for companies and other researcher alike. 1.6 Aim and objectives Aim: To study and examine the importance of training soft skills in organisations in terms of customer satisfaction. Following are the research objectives: Examine and analyze the existing literature on employee training and development with specific focus on soft skills and customer satisfaction. Summarize the main subject matter of the findings and provide recommendations to the company on the conclusion. Determine the extent employees soft skills can be improved by training; and the degree of influence of skilled employees on the tendency of customers. Appreciate the contribution of internal and external factors towards skills training and development. Evaluate training and measure employee and customer satisfaction using available research methods. 1.7 Layout of research paper Chapter 1 is research paper introduction. The background and overview of the research undertaken, has been given by the writer. Research purpose, objectives, usefulness of the research paper, selection of topic and companys overview has been proposed. Chapter 2 encompasses the review of literature that includes the body of discussion. This section has further been divided into parts which are related and relevant. Research of soft skills, training and development, change, organisations structure and culture, HR professionals and leaders roles and responsibilities, employee relations and customer satisfaction; has been put forward and discussed and explained in details. This section has been critically analyzed, taking into account different perspectives. Different scholars and writers work has been taken into account, and comments and arguments were put forward by the researcher. Chapter 3 consists of review of methodology. Different research methods which could have been useful are discussed and weighed. Selection of appropriate methods and reasons for selection and rejection of research methods are presented in summary. Arguments and benefits for selected methods are also given. Sampling, tools of research, designs, models and other related techniques are also explained in this section. Chapter 4 comprises data analysis that the researcher collected and its significance in terms of reaching the explicit conclusions. Data gathered from interviews, questionnaires and other sources is analysed critically analysed. All the results are presented graphically. Comparison o results are also made in this section. Chapter 5 is summary, conclusions and recommendations. All the data in first 4 chapters has been summarised and concluded in this chapter, drawing together the threads of research project and the main things found out in data collection. Recommendations has been proposed after taking into consideration all the summarised research that gives detailed insight into the related research criteria. The researcher has also highlighted the areas the companies can focus in future to improve its business performance. 2 Literature Review: 2.1 Introduction: Organisations survive, grow and earn profits by meeting the needs and requirement of customers. To survive in the ever changing environment, it is critical for any organisation to satisfy the needs of the customers (Mullins, 2007). Consumers decision to buy this product also depends upon the service or treatment provided by the company. Thats why companies put a great emphasis on its employees training of skills as well as continuous development over the years; especially for the ones which provide service directly or interact with customers often. Organisations have started emphasising on soft skills importance for services and they are laying a great importance for employees to acquire soft skills. Training of employees in soft skills is vital for any organisation as it aid in employee development (Guirdham, 1999). Customer oriented market and changing environment has influence on the organization structure that leads to increased reliance on skills development. Organisation structures are necessary to support the effort of training managers and trainee employees (Armstrong, 2008). It also makes possible the effective performance of key training activities. Organisational structures are influenced by customer oriented market and constantly changing environment that is leading to more dependence on soft skills training for employees. Culture of an organization also plays an important part in assessing the needs and requirements for training and development. It also puts a positive pressure on organizational behavior and influences it. It also helps in producing high level of business performance. Change and training is worthless if employees are not involved properly (Armstrong, 2008). Employees are regarded the most valued assets especially which are skilled in soft skills, as the business nat ure organization itself changes. The role of managers and leaders are very important in development of employees. Leadership is necessary for creating change and can produce orderly change. Leaders are expected to focus on taking the organization forward. To get an accurate picture of the service quality delivered; an organisation measure customer satisfaction and experience (Bratton and Gold, 2001). Training is also evaluated to measure the employee work performance and effectiveness (Beardwell et al. 2007). 2.2. Training and Development Armsrtong (2008) defines employee development as a process to prepare organization employees for future responsibilities related to job. This may include training (formal or informal, mentoring, education, coaching etc. Training and development of employees is a HRM activity. HRM is concerned with personnel management and staff development in a company and is normally carried out by HR professionals e.g. HR managers (Armstrong, 2006). The nature of work HR carries out differs from one business to another and is effected by size and structure of the company. Talented pools of workers are always required by an organisation to compete successfully in todays highly competitive market (Bratton and Gold, 2001). Company can achieve and maintain this competitive advantage by regularly upgrading the workforce skills. Training and development is a never ending challenge that a company must address (Wilson, 2006). The development of employee skills is one of the most imperative tasks in which a n organisation can engage (Molander and Winterton, 2006). Effective training is paramount for survival and growth of a business. Training is not just about developing people but serving them to become more positive and capable in their jobs as well confident in their lives. The field of training is a fast growing sector of human life and has come of age as a profession. There are many motives for training and developing employees. It can be started for a variety of reasons for employees e.g. to facilitate an employee to be qualified for a planned change. It can be carried out as part of an employees professional development program or performance improvement (Rae, 1999). The training need has always been present in every walk of life and today the need is so much greater. There could be any reason but important are probably: the pace at which change is happening in every field of business life, and the employers attitude and the attitude of the individuals (Pont, 2003). Training is not only essential to create skilled force but also needed to maintain a high level of skills required by the constantly changing work environment and to equip employees to meet future demands (Stewart, 2996) (Pont, 2003). HR professionals do recognise training and development of an employee is a process that is ongoing but it speed up in case of organisational, cultural or environmental change. This training process involves continuous adjustment to adapt which is achieved from improved skills and increased knowledge (Beardwell et al 2007). The new working system demands completely new approach of thinking and extensive training in new skills (Beardwell and Claydon, 2007). The importance of training has long been recognized. The need for training is more prominent given todays business climate which affects the economy and society at large. The most simplistic definition of training is that it is an activity that changes peoples behaviour. Training is defined by Wilson (2006) as a planned process to modify employee knowledge, skill, attitude and behaviour through learning to gain performance. Employee is trained to make sure that organizations current or future needs are met. Training can equip employees to do their jobs, perform their tasks and handle complex products and services. In Bramleys (2003) words, training involves learning and educating employee to do something so that the things are done differently. He and (Wilson, 1999) further explains that training process is planned to facilitate education to help employees develop into more effective and efficient in performing their duties and completing their work. According to the CIPD, training is expected to equip workers to help them become strategically unique, in addition to the provision of skills, attitudes and knowledge required to attain operational efficiency. The foundation for training remains the traditional training process system. This involves: 1. identifying the needs for training and development of the company; 2. Planning training or devising a learning plan; 3. Carrying out or delivering training and 4. Assessing and evaluating outcomes/results. A training-need-analysis is the first step in identifying the types of programs that will further organisations goals, which helps to decide whether training is appropriate at all. The organisations have to assess why they need training. Is the current organisational deficiency that the training seeks to address really due to lack of skills and knowledge or some deeper problems? Frequently, organisations implement training program because a HR professional identifies an individual or business need (Smith and Mazin, 2004). Then plans are made on how to deliver the program and by which method. Although the terms training and development are often linked, these address slightly different needs. Training focuses on learning the necessary skills and acquiring the knowledge required to perform the job. Training deals with design and delivery of knowledge to improve organization performance. Development focuses on the preparation needed for future jobs; it should be considered investment in the work force since its benefits are long term (Buhler, 2002). Training inclined towards focusing on short term results. Development may inadequately focus on working environment. It is very important for the business to review its training to a broader scenario (Bryans and Smith, 2000). According to Armstrong (2006), people are learning and will continue to do so throughout their career, whether taught formally or as an experience. Mullins (2007) observed that people learn within the organisation and in everyday life situations. Competition, technological advances and organizational devel opment, all necessitate the creation of knowledge that leads to constant advancement. That directs oganizations to take more interest in employee development within evolving organization. Training is the main area of the HRM function of particular importance and relevant to the management effectiveness. There are not many scholars who argue in opposition to the importance of training as a foremost influence on the organization success. Leading writers have recognised the importance of training as fundamental for management (Bratton and Gold, 2003). Many believed that training employee development is a key factor of HRM within organization. Training as described by Keep (1989 cited by Wilkinson, 2006), is a litmus test against which managements characteristics practices can be measured. Other advantages of staffs training and development includes: increased employee morale, motivation and job satisfaction, increased efficiency and effectiveness, increased ability to adopt latest meth ods and technologies, enhanced company image, reduced employee turnover, risk management. The precise staff training at the right timing presents big payoffs for the employer in increased knowledge, productivity, contribution and loyalty (Web 3). Training let the organization to develop and promote its own business culture. It also permits organizations to become accustomed to changes in the working environment and can be used as a change agent (Wilkinson, 2006). Training can improve effectiveness of the organisation in fiercely competitive markets. Training assists in optimizing the development of human resource for employee to achieve the individual as well as organisational objectives (Benson, 2006). It increases the job skills and knowledge of employees and expands the horizons of their intellect and their personality. Training and development also aids in signifying the team spirit sense, team work and inter team relationship. It also helps the company to be effective in decisi on making and solving problem. It also assists in developing leadership skills, loyalty among employees, staff motivation, enhanced attitudes and other features that successful employees normally display (Armstrong, 2008) (Bratton and Gold, 2003) (Jenkins,2002) (Pont, 2003) (Price, 2007). Of course, the basic and main goal of a business is to enhance its value and to increase its stakeholders wealth. It requires effective and efficient use of limited resources available to the organization to achieve theses aims. Resource aavailability (human, physical and financial) are considered important inputs (Bacon Haque, 2008). HR scholars agree that an organisation is only as good as persons working in it but opinions vary on how it translates into practice. Many organisations not only consider training as n chance for employees to learn something but also as an investment that would produce results for business. It also takes money and time to train staff (Bacon Haque, 2008). With a supportive environment and a little encouragement and reinforcement, a business can accomplish the required result on a substantial investment in people. An organized approach is needed in evaluation of needs of training; otherwise organization may not be able to utilize valuable resources eff iciently (Armstrong, 2006). Training matters for a company because of the established links between productivity and skills. Organisations allocate resources for training because of fear of skills shortage. Some scholars like Kallenberg Moody (1994) recognize that investment in employee development result in higher returns in future. Employees are the essential and crucial resource. Its important for an organisation to optimize the employees contribution to the organisations goals and objectives in order to maintain effective performance. Adequate supply of technically and socially competent and proficient staff is only ensured by training and development. Training helps the staff to become capable for career advancement into specialist departments and management positions. Staff training can be on-the-job that is conducted at the trainees workplace, and off-the-job which is carried out away from employees work place (Mullins, 2007). Some employees are naturally gifted in talents w hile others work hard to gain but all can still benefit from learning new techniques. People usually receive a well to do on the job training in one form or another. Some people are good at finding their own paths and procuring the necessary resources and information, many persons learn best by following, observing and asking questions (Smith and Mazin, 2004). Training is not always the answer to problems related to performance. Some training analysts (Rosner, 1999 cited by Smith and Mazin, 2004) believed that training could be a good investment or could be a waste of resources. It is in fact a waste of resources when the desired behaviour does not occur. Thats why training and development doesnt succeed all the time to achieve desired results and in obtaining aims and objectives of the organisation. There can be many causes for the failure but most common are (Web 6): Training is often put into practice for the wrong reasons and seldom aligns to a business measure. If training program does not support the business goals then no improvement can be recorded. Training is thought to be a solution for a range of performance problems when training may not be concern at all. It also fails because it does not succeed to give direction and focus. Sometimes the solution proves too expensive for the desired outcomes. Individuals behaviour towards t raining also plays an important part; e.g. when training is believed just as an event than as enhancement of skills and abilities of the employees, it fails to generate business results. Other important reason for failure is lack of management support (Mullins, 2007). Employees will hardly ever implement new skills and knowledge without it in the workplace. Failure to include and credit other influences and processes apart from training that may have influenced the business outcomes may also be a good reason of failure. Some businesses invest little in training because they dont have enough funds. Other reason is the fear that individuals will leave and move to other companies at some later stage. Few organisations consider recruitment process sufficient and rely on the natural skills of employees rather than training (Harrison, 2005). It is HR managers role and responsibility to develop and implement training strategies and policies. He/she is also involved in people management activities like developing organization, recruitment and selection, talent management, learning and development, human resource planning, knowledge management, reward management, etc (Hyde et al. 2009). Depending on the business nature and size of the company, the HR managers not just have responsibility of training and developing employees but for performance management as well.Training processes take place in the context of internal and the external environment of the organization. Human Resource Managers need to realize the training and developments nature and process to be able to facilitate learning and development within the organisation (Watson, 2006). While providing training, the managers need to recognize the importance and effects organization structure and design because these describe tasks and responsibilities, roles and rela tionships, work and channels of communication (Mullins, 2007). Structure is clearly important for any organization, whatever its size. The aspects that determine how the company functions in relation to its eternal and external environment are its structure and the processes that operate within it. Structures are necessary to support the effort of training managers and trainee employees. It also makes possible the effective performance of key training activities (Hyde et al. 2009). Human Resource Development (HRD) is a name which signifies the newest evolutionary phase in the long custom of training, educating and developing employees. It focuses on the principle of contributing to the success of individual, organisational and societal objectives. According to McLagan (1989 cited in Wilson, 2005) it is the incorporated use of training, career development and development of a company to improve organisational and individual value. HRD gives the business benefits assisting the ability to increase revenue. Companies need to develop a learning culture that responds quickly to the ever changing environment. HRD policies can help the organisation to obtain this objective (Nixon, 2004). 2.3. Soft Skills There are two versions of HRM as explained by Storey (1992). He made the distinction between the soft and hard HRM approaches and describes that although both approaches to HRM emphasise on employees and consider them important for achieving competitive edge that has to be attained, developed and organized in ways that benefits the business. Soft version further focuses on communication, leadership and motivation and lays emphasis on peoples skills, commitment, adaptability and performance (Armstrong, 2006). Organisations that have a mixture of both approaches tend to endure and grow in the competitive business environment. Many schol

Rbi’s Debt Management and Monetary Policy Essay

I have shown you in class, using the IS-LM model, how the above two roles of the RBI presents a conflict between the desired positions of the LM curve and therefore the equilibrium interest rate. Some of you have expressed interest in knowing more about this debate. Therefore here are the two opposing points of view. For the motion: On this side of the debate is the government which supports an independent Debt Management Office (DMO) that is separate from the RBI. The government has received support from the Report of the Internal Working Group on Debt Management which has pointed out three conflicts that arises from the present arrangement: â€Å"If the Central Bank tries to be an effective debt manager, it would lean towards selling bonds at high prices, i.e. keeping interest rates low. This leads to an inflationary bias in monetary policy.† Second â€Å"if the Central Bank tries to do a good job of discharging its responsibility of selling bonds, it has an incentive to mandate that banks hold a large amount of government paper.† Third, â€Å"if the Central Bank administers the operating systems for the government securities markets, as the RBI currently does, this creates another conflict, where the owner/ administrator of these systems is also a participant in the market.† The Percy Mistry Committee on Making Mumbai an International Financial Centre (IFC) recommended the setting up of an autonomous DMO by saying that â€Å"looking ahead, a sound public borrowing strategy for India would incorporate three elements. . . An independent Indian â€Å"debt management office† – operating either as an autonomous agency or under the Ministry of Finance – that regularly auctioned a large quantum of INR denominated bonds in an IFC in Mumbai. The size of these auctions would be substantial by world standards and would enhance Mumbai’s stature as an IFC.† The Raghuram Rajan committee on Financial Sector Reforms (A Hundred Small Steps) has argued against RBI providing the â€Å"investment banking† function to the government as â€Å"this involves a conflict of interest, since the government would benefit from lower interest rates, which the RBI has some control over. Investors in the bond market may also perceive the sale of bonds by RBI to be informed by a sense of how interest rates will evolve in the  future. Finally, the RBI is the regulator of banks. Banking supervision could be distorted by the desire to sell bonds at an attractive price.† Media commentators have also supported the motion. See for instance Ajay Shah writing in the Business Standard,Ila Patnaik writing in the Indian Express, Shruthi Jayaram writing in the Financial Express, S. Narayan writing in the Mint. Also see what the Stanford University’s Policy Brief and the Bank for International Settlements feel about this issue. Against the motion: Predictably the RBI is opposing the above views. See this Business Standard report which quotes RBI Governor Dr Subbarao as saying that â€Å"Only central banks have the requisite market pulse and instruments to aid in making contextual judgements which an independent debt agency, driven by narrow objectives, will not be able to do.† The Governor further said that in order to achieve monetary and financial stability, separation of debt management from central bank seems to be a â€Å"sub-optimal choice†. â€Å"The case for shifting debt management function out of the central bank is made on several arguments such as resolving conflict of interest, reducing the cost of debt, facilitating debt consolidation and increasing transparency. These advantages are overstated,† Dr Subbarao said. He said market borrowings are the major source of deficit financing at state level and such borrowings are exceeding the absorptive capacity of the market. â€Å"That makes it imperative to harmonise the market borrowing programmes of the Centre and the states. Separation of the Centre’s debt management from the central bank will make such harmonisation difficult,† Dr Subbarao added. He said even internationally, there is closer association between the central bank with sovereign debt management for proper monetary policy and financial stability. Also see this Business Line report which quotes Dr Subbrao as saying that â€Å"the learning from the recent global crisis is that those systems where central bank manages government debt are more effective. When fiscal deficit is as high as it is in India, it is not only about debt management in the conventional sense. It has larger implications for liquidity management and monetary policy transmission. The balance of advantage would lie in the RBI continuing to manage public debt until fiscal deficit comes down to very comfortable levels.† RBI’s internal research  supports the above view by demonstrating that interest rates have not been affected by the government’s borrowing programme (a point made by some of you in class). Some media commentators have also supported RBI’s view (see this article in the Economic Times). You will be amused to know that Dr Subbarao himself was an advocate of an independent DMO when he used to work for the government! The confusion over this issue was evidenced by the Rakesh Mohan Committee on India’s Financial Sector Assessment which opined in favour of an independent DMO with the chairman (an ex-deputy governor of the RBI) disagreeing with the committee’s view! Tailpiece: The RBI seems to have reconciled to the setting up of an independent DMO but is insisting that they be in charge of running the office (so much for independence)! See this report from the Financial Express. Finally you may enjoy reading this article from the Economic Times on â€Å"Chidambaram vs Subbarao: How conflicts between govt and RBI could lead to better policy-making†.

Water analysis

Students are tested for their knowledge of basic titration technique and proper usage of specific-use probes (those used for conductivity, alkalinity, and pH, chloride, nitrate and hardness detection) on Logger Pro software. The purpose of this comprehensive lab is to determine the chemical properties of public drinking water found at four specific locations in the Toledo Ohio area.Students test the various repertories of this drinking water by subjecting it to the following tests: pH tests, conductivity tests, total and phenolphthalein alkalinity tests, total hardness, chloride tests, and nitrates tests. With respect to the data collected In this lab, students also use conversion factors to calculate the parts per million. Following directions carefully and prudently Is crucial for the success of the experiment and as well to the fact that the testing will be finished during the lab period.Tests like these are perform daily by industrial water treatment plant in order to ensure the Toledo such the EPA to report its findings within a written deadline. Obviously reports of water quality that are not up to the government's standards, (all of the standards will be listed at a later section in the report) will be subjected to further testing and isolated from public access until the standards are met.This lab mimics the daily routines of employed chemists at these facilities on a smaller scale. Students that chose to enter such profession will be held responsible for using the techniques learned in this lab. Safety Information: Most of the chemicals used in this lab are dangerous. Avoid bodily contact, ingestion or any type of spills. Assume that all of the reagents used in the lab are poisonous.Rinse the pH probe thoroughly with distilled water. Place the probe into a small beaker that contains one of the two calibration buffer solutions. B. Choose Experiment, Calibrate†¦ , and select the Sensor Setup tab. With the button for Port 1 (or Channel CHI) depressed , confirm or choose the Sensor: pH probe and Calibration: PH. Select the Calibrate tab and click on Calibrate Now. C. Gently stir the buffer with the pH probe. When the voltage reading of the pH probe is stable. Enter the pH value of the buffer solution (read off of the bottle of buffer solution) to the nearest 0. 01 intoValue 1 and press Keep. D. Rinse the probe with Del water and then place it in a small beaker that contains the second calibration solution. When the reading is stable, enter the pH value of the buffer solution to the nearest 0. 01 into Value 2 and press Keep. Press K to store the calibration. E. Check that the calibration worked by placing the probe back into the buffer solution. If the displayed value does not match the value of the buffer, exit out of Logger and reopen the window. The displayed probe in pH 7 buffer until it is later needed. 4. ) Obtain a suitable size of sample to determine the PH. Ml is suitable for this experiment. Measure this amount of sample using a graduated cylinder. Transfer the sample too ml glass beaker. 5. ) Place the pH probe into the beaker containing the sample. Record the pH of the sample on your Data sheet. 6. ) Rinse the probe with Del water and dry it. Immediately place the probe back into the pH buffer. Conductivity Test: 1 . ) The experiment should already be open on the laptop. If not, select the Expo. 14 Conductivity icon that is on the desktop. 2. ) Double check that the switch box is set to 0-Phipps/CM. This corresponds to 0-magma/L TTS (Total Dissolved Solids).If necessary, you may change this setting to match your sample's value. A high range standard is available if needed. 3. ) Calibrate the conductivity probe using a two- point calibration. Use the low-and mid-range solutions to perform the calibrations. A. Initiate the calibration procedure in the software b. Place the Conductivity Probe into a standard solution with a low conductivity value (this should be between O – IPPP/CM or O- MGM/ L TTS†¦ Say 1 moms/CM). Be sure the entire elongated hole with the electrode surfaces is submerged in the solution ND that there are no air bubbles along the electrode surface.Wait for the displayed voltage to stabilize. C. Enter the value of the standard solution in the appropriately chosen units. D. Repeat the calibration using the medium conductivity (this is between O – Phipps†¦ Say mass/CM) 4. ) Analyze the sample's conductivity a. Using a rinsed ml graduated cylinder, measure ml of the sample. B. Transfer this amount to anther clean and dry beaker. C. Place the probe into the beaker containing the sample. D. Wait for the reading to stabilize. Record the conductivity on your data sheet. E. Convert the reading into MGM/L and pimp. Source: Conductivity Probe, Fernier Software and Technology via their website www. Fernier. Com/support/manuals/) Total and Phenolphthalein Alkalinity Tests: 1 . ) Measure 50 ml of your sample in a graduated cylinder. Transfer the samp le into a mall volumetric flask. 2. ) Add three to five drops of phenolphthalein solution to you sample. 3. ) Set up a titration apparatus (where the clean burette is clamped too ring stand). 4. ) Obtain about mall of sulfuric acid (HASPS) into a larger beaker. 5. ) Full the burette with HASPS up until a point above the calibration mark (Mol).Place a waste beaker under the burette. Open the stopcock and release the remaining HASPS to get rid of air bubbles. 6. ) Record the exact concentration of the HASPS into your data sheet. Record the initial burette reading to the nearest 0. 01 ml. Replace the waste beaker with the flask containing the sample. 7. ) Titrate the sample too colorless endpoint. The solution will be barely pink Just before the endpoint of the solution. Add a few drops of 10% tessellate solution to the sample (do this Just before the endpoint of your titration! ) Record the final volume of the HASPS used. A.Use the mixed indicator brochures green/methyl red) this samp le should be green at the beginning and the endpoint should be a yellow-straw color. B. If needed, refill the burette with more HASPS. Record the initial value into your data table. Sample will become colorless and then the next drop should give you the straw color. 8. ) Record the phenolphthalein alkalinity and total alkalinity in militarily and pimp. Total Hardness Test: 1 . ) Obtain ml of your water sample measured on a graduated cylinder. Transfer the sample too mall volumetric flask. 2. ) Add one scoop of Universe indicator to your sample.The color of the solution should be reddish pink. 3. ) Obtain bout mall of DEED. Record the concentration of your iterant. 4. ) Set up a similar titration thingy. Rinse a burette with Del and then with DEED. 5. ) Fill the burette with DEED up until the calibration mark. Place the waste beaker under the burette. Open the stopcock to remove air bubbles. Record the initial volume of DEED on your data sheet to the nearest 0. 01 ml. 6. ) Titrate th e sample until the color of the solution changes to light blue. 7. ) Report the total hardness in militarily and pimp. (Other Sources: Water Chemistry, ANAL ERROR, Kippering, Edith.CHEMICAL Lab Manual. 2013-2014) Results: pH and POOH values per each sample tested Total alkalinity and phenolphthalein alkalinity Carbonate, Hydroxide, or Bicarbonate alkalinity present? Carbonate, Hydroxide, and or Bicarbonate alkalinity Total Hardness and Non-Carbonate hardness of each sample Nitrates/Chlorides present Conductivity tests per each sample Sample Calculation used in Sample 4: pH: Value collected from pH probe: 6. 42 pH [H+} = (1. Owe-14)/ (3. 8+7) = 2. 6+8 M POOH = -log[OH-] = -log(2. E-8) = 7. 58 Total alkalinity: When a 100. 0 ml sample is titrated with 0. 010 M [HCI], 0. ml acid is the equivalent of 1. 0 pimp Cacao (source). Total Volume of acid titrated (for both phenolphthalein and brochures green methyl red indicators): 5. 21 ml 0. Ml acid/l . 0 pimp Cacao -? 5. 21 ml acid/ x pimp C acao 52. 1 pimp cacao Phenolphthalein alkalinity: *Due to a shortage in the amount of sample available for immediate testing only ml was used for the titration using phenolphthalein indicator. The calculations below are doubled in order to compensate for variables used in the proportion) * of 1. 0 pimp Cacao (source). Volume of acid titrated: 1. 51 ml 2(o. Ml pimp cacao) = 2(1. 51 ml acid)/xx 5. pimp cacao Carbonate Alkalinity Present? Carbonate alkalinity is present when phenolphthalein alkalinity is not zero, but is less than half of the total alkalinity (source). Half of Total alkalinity = 15. 1/2 = 26. 05 pimp cacaos o 15. 1 pimp cacaos 26. 05 pimp cacao Yes carbonate alkalinity is present because the phenolphthalein value (15. 1 pimp Cacao) is a nonzero number that is less than half of the total alkalinity of the sample (26. 05 pimp Cacao). Carbonate Alkalinity: Carbonate alkalinity = 2 (phenolphthalein alkalinity) = 2(15. 1) pimp (CO)2- = 30. 2 pimp (cacao)2- Anton Hydroxide A lkalinity Present?Hydroxide alkalinity is present if phenolphthalein alkalinity is more than half of the total alkalinity. 15. 1 pimp cacaos 226. 05 pimp cacaos This statement is false thereby proving that no hydroxide alkalinity is present in this sample of water. Hydroxide alkalinity: N/A Bicarbonate Alkalinity Present? Bicarbonate alkalinity is present if phenolphthalein is less than half of the total alkalinity (source). 15. 1 pimp Cacao 26. 05 pimp Cacao Yes bicarbonate alkalinity is present in this sample because the phenolphthalein alkalinity value (15. 1 pimp Cacao) is less than half of the total alkalinity of the sample 26. 5 pimp Cacao). Bicarbonate Alkalinity: Bicarbonate Alkalinity = T-UP = 21. 9 pimp HCI- Total Hardness of Sample: When a 100. 0 ml sample is titrated with 0. MM DEED, 0. 10 ml of DEED is the equivalent of 1. 0 pimp Cacao (Kippering, Lab Manual). *Due too shortage in the amount of sample available for immediate testing only ml was used for the titration us ing phenolphthalein indicator. The calculations below are doubled in order to compensate for variables used in the proportion) * Volume of DEED titrated: 5. 25 ml 2(0. 1 ml pimp cacao) = 2(5. 25 ml DEED)/XX pimp cacao x = 52. 5 pimpNon-Carbonate hardness of the Sample: This is the difference between the Total Hardness and the Total Alkalinity (52. 5 pimp cacao) – (52. 1 pimp cacao) = 0. 4 pimp cacao Observations: Each of the four samples collected were visually similar. Each were colorless, and mostly free of suspended particles. None exhibited any odors. The test done on sample 4 for hardness were dissimilar to the tests done on the previous samples because it form an orange complex with the Universe indicator rather than the more commonly found red color. This may have been due to improper cleaning of glassware.The phenolphthalein alkalinity test done for sample 3 was peculiar in that addition of large amounts of iterant did not produce a visible endpoint. Upon further inve stigative assistance from the TA it was confirmed that the water sample was already at its most acidic state recognizable by the phenolphthalein indicator. Discussion: The purpose of this lab was to simulate the government-run procedures done to analyze public drinking water, an important event that is mandated by the Environmental Protection Agency (EPA). Understanding the underlying methods for success at these series of experiments is what the main idea is.The series requires students to recall and implement various laboratory techniques in order to process the sample of water. It is a comprehensive review on the following: using computer software such as Logger Pro, calibration technique using various specific probes, titration, understanding the basics of geochemistry in chemical expressions, understanding the effects of pH on solutions, and overall safety awareness. Chemists use these techniques to tackle more complex problems. For now, the simpler â€Å"mint† experimen ts listed above are up for discussion. The first experiment done was the total hardness test.This involves the iterant, DEED which forms a dark red complex with the indicator Universe. Adding this iterant to the sample-indicator mixture causes the red color to fade. This is the result of the unknown metal action in the sample reacting with the DEED and getting rid of the red complex formed. Thus the solution color turns blue, which signals the student that the endpoint has been reached. Essentially the amount of DEED titrated determines the amount of unknown metal present in the sample. These metals are Ca+ and Approximation of the specific action present is heavily reliant upon the pH of the ample water.If the pH is above 12, then only the Ca+ action can be detected. The total hardness of sample 1 was reported at 119. 9 pimp Cacao. The extent to how hard the water is, is denoted by a scale of water hardness. The scale used here was taken from the Fairfax County Water Authority, a w ater treatment facility. It states that: soft water has less than 17. 1 pimp of metal particles, slightly hard water has 17. 1 – 60 pimp metal particles, hard water has 120-180 pimp metal particles, and very hard water has over 180 pimp metal ions present (â€Å"Explanation of Water Hardness†, www. Face. G The water in sample 1 is therefore moderately hard to hard. Sample 2, 3, and 4 contain slightly hard water. In addition the Non- carbonate hardness was also calculated. The results from both the total and non-carbonate hardness tests for each sample are shown in the graph titled, â€Å"Total Hardness and Non-carbonate Hardness of each sample†. The non-carbonate hardness tests accounts for different anions other than the carbonates that may be responsible the presence of dissolved salts in drinking water. Such anions include certain types of sulfates, chlorides, and nitrates (Kippering, Lab Manual).The non-carbonate hardness of each sample cannot be determined until a full assessment of the total alkalinity of each sample is done. Thus these calculations are held for the third section of this paper. The EPA does not have a standard or hardness of water. In fact, the National Research Council states that hard drinking water generally contributes a small amount of calcium and magnesium human dietary needs (â€Å"Explanation of Water Hardness†, www. Face. Org). How can we tell what ions are present in each sample? This is entirely dependent on the relative pH of the samples which is discussed in the next section.Determining the pH of all four samples is a simple procedure. As long as the pH probe is calibrated using the correct buffers each determination should give an accurate result. PH is a measure of the concentration of protons (H+) in a sample. Solutions containing large exponentially small concentration of hydrogen ion give a large value pH and the opposite is true for higher concentrations. This phenomenon occurs because measu rement of pH is measured on a logarithmic scale. The pH values given by the computer can be converted into hydrogen ion concentrations by taking the negative log of the pH of the sample.Chemists use the ion- product of water theory to convert hydrogen ion concentration to hydroxide ion (OH-) concentration. Simple use the equation: K = [HUH+] *[H+] and [HUH+] can be used interchangeably Using these equations students can effortlessly convert the pH of their samples into their corresponding hydroxide concentrations as noted in the graph titled, â€Å"pH and POOH values per each sample tested,† The pH of sample 1 is 5. 5, which is highly acidic. Sample 2 has a pH of 6. 02. Sample 3 has a pH of 6. 49, whereas sample 4 has a pH of 6. 42 all of the samples tested here contained slightly acidic eater.The EPA does not have a standard for pH because it is considered a secondary drinking water contaminant, which is aesthetic (pH, www. Odd. Ohio. Gob). Although the EPA does not regulate this property of water, the Ohio Department of Health does provide additional causes and effects of unnatural pH levels. They claim that the our water, the soil composition that the surface water runs though and a host of others (pH, www. Odd. Ohio. Gob). These causes are most relevant as they have a direct impact on the quality of our drinking water, which comes primarily from surface waters.As a result from continued use of basic water (pH above 7) people report bitter tasting water, and buildup of minerals in plumbing (pH, www. Odd. Ohio. Gob). As a result from continued use of acidic water, residents will have sour tasting water, and metallic staining (pH, www. Odd. Ohio. Gob). Extreme cases will undoubtedly cause bodily harm Just as the reagent used in lab. As stated earlier, both calcium and magnesium ions can be detected in samples at a pH lower than 12. Since all of the tested sample have lower pH values, we can conclude that there are both calcium and magnesium ions presen t.The following experiment tested each sample for total and phenolphthalein alkalinity. Alkalinity is a measure f the amount of basic ions in a sample (Kippering, Lab Manual). The procedure for alkalinity is titration. Students find the phenolphthalein alkalinity first by titrating the sample with the phenolphthalein indicator to a clear endpoint and recording the amount of iterant (HCI) used. A second indicator, (brochures green methyl red) is added to the sample and further titrated to a straw yellow color. Students use the amount of HCI added in the first titration to calculate the phenolphthalein alkalinity.Then they use the total amount of HCI titrated to calculate the total alkalinity. The following expression was used to calculate all of the entries for total and phenolphthalein alkalinity: when a 100. 0 ml sample is titrated with 0. 010 M [HCI], 0. 10 ml acid is the equivalent of 1. 0 pimp Cacao (Kippering, Lab Manual). Each calculation can be seen in the graphs titled, â₠¬Å"Total alkalinity and Phenolphthalein alkalinity'. All of the measurements are calculated in pimp Cacao. Sample 1 produced a phenolphthalein alkalinity of pimp Cacao and a total alkalinity of 181 pimp Cacao.Sample 2 reduced a phenolphthalein alkalinity of O pimp Cacao and a total alkalinity of 18. 9 pimp Cacao Sample three gave a phenolphthalein alkalinity of 10 pimp Cacao and a total alkalinity of 54 pimp Cacao. Lastly Sample 4 gave a phenolphthalein alkalinity of 15. 1 pimp Cacao and a total alkalinity of 52. 1 pimp Cacao. In addition to these two measurements, students were also required to calculate the carbonate, hydroxide, and bicarbonate alkalinity if at all present in the samples. The results table for these variables are found under the table titled, â€Å"Carbonate, Hydroxide, or Bicarbonate alkalinity present?If the samples met a certain criteria, then they tested positive for the three possible alkalinity's. Students could then use the three equations listed in their procedure and calculations sheet to calculate the alkalinity of the corresponding anion present. A trend can be note in the tables above. Samples that had no hydroxide alkalinity tested positive for carbonate and bicarbonate alkalinity respectively. Samples 3 and 4 both shared carbonate and bicarbonate alkalinity. Thus sources of carbonate solids are the main contributors to their alkalinity. Sample 1 is the only one that is positive for hydroxide alkalinity.Thus salts of hydroxide must be the main contributor to its alkalinity. PH and alkalinity are treated similarly by the EPA, as they are both regarded as secondary standards. They are not regulated. In general alkalinity is treated much the same as basic solutions are. Total alkalinity is needed to calculate the non-carbonate hardness. Now the values for total alkalinity done. Students simply subtract the total hardness by the total alkalinity. The values given show the amount of dissolved solids that are not carbonates (such as sulfate, nitrate and chloride salts). The last three tests are the most simple.They involve the usage of specific probes Just as in the experiment for pH determination. The next experiment tested the conductivity of the four samples. Conductivity is a measurement of electrical activity in a sample. After proper calibration of the software, students place the conductivity probe into the sample and enter the value on the data sheet. The standard value of water conductivity is given in as/CM. All of the entries for the four samples are located under the table titled, â€Å"Conductivity tests per each sample,† Distilled water has a conductivity of about 0. as/CM to 3 as/CM whereas many rivers along the U. S. Have conductivities as large as 50 to 1500 as/CM (Conductivity, water. EPA. Gob). The results from the four samples tested show that the drinking water in the Toledo area is much similar to that of the water in all of the U. S. Waterways. The high voltage could be due to the dense population of dissolved ions present in each sample. Such quantities could produce a small electrical gradient. The very last two experiments were Just like the last experiment. This time students tested their sample for nitrates and chlorides present.A nitrate-specific probe was seed for the nitrate analysis and the chloride specific probe was used or the chloride analysis. After properly calibrating the probes, students immersed the probes into each sample at a time and collected the data displayed on the computer. The entries for these two experiments are located below the table titled, â€Å"Nitrates/Chlorides present†. Each value is expressed using the standard units of MGM/L. According to the Ohio EPA, the standard amount or nitrates in public water is MGM/L (Water Quality Standards Program, www. EPA. Tate. Oh. Us). A value higher than this standard violates he sanctions set forth by the EPA and leads to further investigation of the problematic water. Each of the four samples had a value much less than the standard, proving that the public drinking water from the Toledo are is partially free from nitrates. Why are nitrates so bad? We must look way back to the original source of our drinking water- surface water. Surface waters from rivers and lakes can easily become tainted with contaminants such as pesticides, wastes, and fertilizers (rich in nitrates).Although presence of nitrate to us may not be a bad thing to us, it most certainly is to the environment. Sudden increase in such nutrient bound runoff causes extreme algal blooms consume large amounts of oxygen in the water. This in turn suffocates aquatic organisms. And pesticide in our drinking water obviously poses as a health concern. The maximum amount of chloride allowed in public drinking water is OMG/L according to the United States EPA (â€Å"Basic Information about Disinfectants in Drinking Water: Chlorine, Chlorine and Chlorine Dioxide†,water. Pa. Gob). All four samples abi de by this regulatory standard. If the opposite had occurred the government would shut off the publics access to this eater. The chloride ion is very reactive, so in nature it is usually found attached to a group IA or AAA metal or to itself. By itself it can become dangerous. Error Analysis The probability of human error for this series of experiment is multiplied due to Mistakes were undoubtedly made; solutions were over-titrated, and probes were used that were not calibrated properly.One such example of human error is the source of the large difference between sample Xi's total alkalinity compared to the other three samples. This is a sign that a student over-titrated the solution. This exults in a volume of hydrochloric acid titrated that is larger than the actual value needed. Thus alkalinity value is higher because the calculation shows that a larger amount of acid was needed to neutralize the water sample. It gives the false impression that the sample was very alkaline/basic to begin with.To fix this, students should add iterant by the ml until resistance to color change takes longer, then add drop wise. Calibration of the probes was always an issue. Although the samples tested positive for the standards governed by the Environmental Protection agency, the results from the conductivity tests were a little high. Thus to FL this problem, he probes must be properly calibrate. To properly calibrate a probe means to immerse he sensitive head into the solution (so the small white dot is Just below the liquid surface) and enter the value of the corresponding standard into the computer.The one step that catches mot students is the waiting time. Impatience lead to improper calibration. Cross contamination of the probes by dipping them in the samples without cleaning them with denizen water and wiping them off with a clean towel could also have adversely affected the results from the experiment. Misinterpreting he values displayed on measurement instruments such as the graduated cylinder and the values on the computer could have led to tremendous error. Misuse of significant figures was a drawback caused by both the student and the computer.This applies mostly to the calculation of hydrogen ions and hydroxide ions from pH values. The computer at lab showed pH values using both two one and two significant figures. Constant rounding up of number during calculations ay have alter the actual value of the hydroxide concentration slightly. Conclusion: The purpose of this series of experiment was to provide students a real-life application of nearly all of the techniques they have learned in their first year of general chemistry lab.The concept of the entire procedure was to show student how certain chemical species (like dissolved actions, anion, and organisms perhaps) interact in aqueous solution. The results from the series of experiments show that the various techniques used in college lab are similar to the ones used by employed chemists in w ater treatment plant. Where's the proof? Well by looking at the results from this lab and comparing them to the standards produced by the Environmental Protection Agency, one could say that they are quite similar.

Cultural Perspectives On Cultural Diversity - 977 Words

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