Improving the work environment through creativity and innovation strategies

Executive Summary

The current research is an overview and a discussion about creativity and innovation in a business organization as it discusses creativity and innovation in the Oman Human Rights Comission and the different organizational and social blocks to creativity in the organization and how to plan for facing them. This is presented through reviewing the literature and finding suitable models and frameworks to be applied in the organization. The organization can apply these models and frameworks on its human resources by the help of effective leadership and management that can apply some basic interventions and training programs to make employees more successful in facing organizational and social blocks to creativity. The organization is recommended to find a model and a framework or more that can be convienient for its work environemnt and then try to implment them and make use of them to improve the current levels of innovation and creativity in addition to using them in facing the social and organizational blocks to creativity. It is also recommended to apply a plan for improving creativity and facing the blocks to it in the organization. 

Introduction

Any business organization needs to develop its human resources and make them able to communicate and exchange information in order to present new ideas and innovative creations that can improve the company's current levels of success, this can be done when the organization faces the different blocks to creativity and innovations. Axelsson and Sardari, (2011) Creativity and innovation are the two basic elements that can change any business organization success career and turn it to be more successful and profitable. Creativity and innovation can lead to great sudden changes that provide better opportunities for the organization and help it improve and develop its organizational environment through developing its human resources. Sternberg and Krauss, (2014). The current research is providing critical evaluation and discussion related to the organizational and social blocks to creativity in my organization the Oman Human Rights Commission and it tries to shed the light on the different models and frameworks that can be used to face the blocks to creativity in the organization through reviewing the literature and presenting a plan that can be effective and useful to be implmented by the organization.

Analysis

Many authors have discussed creativity and innovation and the blocks that can be found in a business organization and can hinder their work such as the organizational and social blocks to creativity such as Adams, (2005) who discussed the social blocks to creativity that are related to the society where the organization is established as he referred to the nature of different areas and how it can affect the organization's creative climate and may lead to passive and low understanding of creativity; in my organization this can be seen in many ways as they regard human rights for example in relation to people who are from the same religion and the same nationality more than rights of other different people and there are many efforts made for facing such social blocks that work against any creative and innovative ideas. Another social block to creativity in my organization is the low regard to women participation in different conferences and events especially if there is a need that the female employees travel abroad and attend meetings and conferences. Kadir, (2014) referred to the organizational blocks to creativity and innovation and focused on the organizational climate and how it can hinder the success of applying creative innovations and in my organization there are problems in the organization's creative climate as some employees don't realize or understand the meaning and requirements of creativity and they fear taking risks and this fear reflects on the work environment creating a climate that hinders creativity and innovation in the organization. Other organizational blocks include fears of leaders from the youth ideas and suggestions and they prefer suggestions of older people and this hinders new brave ideas that are creative and innovative. According to Mumford, (2011) another block is the difficulties management have in dealing with problems as the communication level in the work environment is in need for being improved and time is not suitable or managed well to provide such communication. There are other individual blocks to creativity that can be social or organizational such as the fear of some employees to take risky decisions or think of out of the box ideas and the fear of some leaders to listen to new ideas. This was well discussed in the views of Parjanen, (2012) who confirmed that the creativity and innovation management process can't be well managed without effective models and frameworks to be used and applied through, he mentioned the interventions model that depends on a number of certain interventions that are presented to employees and managers by specialists in creativity and innovation who can provide sessions of training relevant to creativity and innvoation concepts and implementation to employees of the organization, this should be done with cooperation of the company's management and leadership in order to manage time and let employees enjoy enough time for these interventions. Wilkins and Holtham, (2012) also discussed the models and frameworks that can be used to face the organizational and social blocks to creativity and they added that there should be focus on the individual and collective creativity in the business organization and this can help improve the creative climate in the organization and make employees able to take risky decisions that can lead to change and innovations. Amabile, (2012) provided a framework for improving organizational creativity and increasing the levels of innovation in it referring to phases programs that depend on preparing training courses and programs for employees as well as leaders in order to manage their time and let them able to take risky decisions that are well studied and evidence based, he mentioned a framework that depends on phases such as finding problems, finding fact, finding solutions for problems, problem solving and taking actions. The OHRC can use the model and the framework to solve the problems that face the organization when it tries to apply creative ideas and innovations such as the organizational and social blocks to creativity. The organization can also apply a comprehensive plan for applying the models and frameworks in order to improve the creativity and innovation in the organization. According to Henry, (2007) The plan should include an analysis for finding the main blocks to creativity and reasons for them, a model and a framework to be applied by the organization's human resources and effective time management program in addition to a system for evaluating the plan and ensuring its sustainability. The organization can work on finding some training programs, innovative ideas to be implmented by employees and challenging jobs that should be presented through the training courses to employees in order to make them face fear of risk taking and other organizational and social blocks to creativity. The plan can also include sending employees abroad for receiving additional training courses that encourage them be more creative and get rid of any social or organizational blocks to creativity. (Zhou, 2015).     

Conclusion

In conclusion, creativity and innovation are two important factors that can help the business organization succeed and open new markets and areas for success as this is mentioned in many evidence based researches and many business organizations have reached more success by applying innovative and creative ideas. As to the OHRC, itt can apply a model and a framework that are well used and evidence based in the literature in order to fight the different blocks to creativity. There are organizationaland social blocks to creativity such as the weakness of the creative climate in the organization and the social refuse of the employees to many creative ideas such as women participation in different events or applying the innovations of young employees or the fears of taking risky ideas. This can be faced by training the human resources of the organization and applying different models and frameworks that can be effective in improving the organization's creativity and innovation levels in it.  

Recommendations 

The OHRC is recommended to identify the reasons for the organizational and social blocks to creativity in order to prepare a plan and find effective solutions for these blocks. The organization should be able to do effective research in order to choose the most suitable frameworks and models that can ensure sustainability and effectiveness of creativity and innovation in the organization. There is a model for applying interventions that can be effective in training employees as well as leaders by a number of professional trainers who can help employees be dare and take risky decisions in addition to managing their time and raise the level of creative climate and communication in the organization. It is recommended that the organization apply a plan for its human resources in order to follow main phases and manage employees' time effectively in order to be able to ensure sustaiblity of the plan. The plan should be evaluated and improved.  

The business factors that underpin human resource planning in terms of recruitment, retention, training and development in Business organizations

Answer the following questions given below relating to your chosen organisation in the Task 1.

1. Analyse the business factors that underpin human resource planning in terms of recruitment, retention, training and development in your chosen organisation.

Assess the human resource requirements in a given situation (recession or expansion or diversification or divestment or downsizing or layoff or retrenchment, or any other situation) in the chosen organization. (AC: 2.1Analyse the business factors that underpin human resource planning in an organization and AC: 2.2 Assess the human resource requirements in a given situation). 

In Oman Arab Bank, there are a number of factors affecting human resource planning and lead to its success in relation to recruitment such as the needs of the organization for new employees, competition in the banking market and financial services organizations in Oman, the availability of some specific qualifications out of the bank and the lack of the same qualifications in the bank; other factors can be as the budget of the bank and if it can cover recruiting new employees or not and to what extent; another factor is the bank's levels of skills and experiences and the number of retiring employees currently or soon as this can identify the number of new recruited employees and the level of skills required in the bank. Productivity is another factor that can underpin recruitment in the bank. Retention of employees of OAB is underpinned by some factors including the strategic changes that are occurring in the bank and its capabilities in managing human resources as talents should be well recognized and motivated well as motivation is a main factor that supports employees' retention as the bank depends on a very strong motivation program that tends to retain employees and reduce their turnover rates, another factor is rewarding systems as the bank has a rewarding system that supports employees with regard to their work levels and rewarding systems include monetary and non monetary rewards, there is also an important factor which is employees' level of job satisfaction and also communication that can help employees express their needs and complaints which helps them to be more effective in the bank and feel as they are part of the bank as a whole and not only employees. Factors underpinning training of employees include the size of skills and experiences existed in the bank and the needed skills and experiences as this can support the management of the bank to identify which parts of skills are needed to be focused on in training programs in addition to recognizing the employees who are in need of training and what levels of training are needed to be delivered to employees, another factor is if the trainers can be found inside the bank or outside it as this can tell if the employees will be trained in the bank or outside it and who will train them, the budget is an important factor that underpin training as a part of human resource planning as the budget can tell how far the bank can provide employees with training, time is another factor as employees are in need for time to receive training in. Development in OAB is affected by some factors such as the goals and objectives of the bank, future needs and current needs of the financial market of Oman and new banking services can tell how the bank can develop its current services and human resources to cope with such new services and modern requirements of the market. The bank has to discuss all these factors as according to Sikorova, (2015) human resource planning should be based upon realizing the current and future potentials of the business organization and there should be enough knowledge for factors affecting it.

In Oman Arab Bank, there are many situations that the bank discussed and coped with their needed requirements related to its human resources such as when the bank tended to have expansion plans he Latest Version of Misys Equation in 2008 as the bank was among the first Arab countries to have such retail system and this required the bank to make a workforce plan for training employees on such global retailing software and the workforce plan included identifying for the bank's human resources to identify those who will need to be trained on the system and the right number of employees needed for training and where they will receive training on the latest version of the Misys technology and in what time. The bank also included recruiting new employees who are experienced and skilled in dealing with the new expansion to ensure providing its customers with the best services. The bank also considered external factors such as labor market supply as the bank made an analysis for retirement, education, changes in technologies and employment in the Omani market in order to suit these factors with the new change in the bank and then it adopted some human resources approaches to align its strategic human resource planning with the market needs and changes. (prnewswire, 2008).      

2. Based on the objectives of the chosen organisation, develop a human resource plan for recruitment, retention, training and development in your chosen organisation.

Critically evaluate the HR Plan, to identify its contribution towards meeting the chosen organisational objectives. (AC: 2.3Develop a human resources plan for an organization and AC: 2.4Critically evaluate how a human resources plan can contribute to meeting an organisation’s objectives).

AC: 2.3 Develop a human resources plan for an organization.

According to Rndhawa, (2007) human resource planning can be defined as a process for defining the requirements of human resources of a specific organization and setting plans for managing them and satisfying them. In Oman Arab Bank, a human resource plan can be set for recruitment, retention, training and development under the regarding of its objectives and goals in order to provide the bank with a better opportunity for managing its human resources. Oman Arab Bank HR plan can include the following processes: 

Organizational Strategic plans

Oman Arab Bank can use such strategic plans for redefining its corporate objectives and analyzing the bank's current situation in order to set future plans based on future needs and ambitions of the bank in relation to its financial services and human resources aspirations. The bank can set the challenges that can be faced when trying to redefine objectives and set future plans and then to propose solutions to face such challenges. The bank should study its human resources well in relation to their potentials, skills and cultural backgrounds in order to manage differences in concepts and face any challenges that may block future changes. 

Resource Strategy

This strategy is based on achieving the needed levels of competitive advantage through developing the bank's intellectual capital and the bank can analyze its needs of employees and talents and then employ new employees who are more capable of invading the market with their creative ideas and suggestions in banking field and financial transactions as they have to be more educated on using the latest versions of banking technologies and financial services used globally and locally and they have to maintain specific skills and a set number of years of experiences in certain skills and abilities.  

Scenario Planning

This scenario planning can set the bank's requirements related to its human resources and then to assess them in order to try to meet these requirements by different solutions and implications as the bank can make changes in the organizational culture by developing more helpful and effective customer service culture that can add more accuracy and validity for the current customer service and can make amendments in the online services provided by the bank to its customers in addition to make improvements in transactions system to become easier and more flexible to be dealt with by customers instead of using other services such as Western Union and other foreign services for money transfer as the bank can also make deals with such types of money transfer companies in order to be working through its own branches in a way that facilitates the money transfer process on clients. 

Forecasting of Demand and Supply

The bank can here expect what future potential its human resources may have and need and how to satisfy these needs of human resources in the near future and on the long term as the bank can estimate these future needs of human resources and aligning them with the number of employees who may be in need for training and the number of employees who can be assigned or hired from outside the bank and then to set a strategy for training those people either inside or outside the organization. Costs should be evaluated and set for such training or hiring processes in order to make a balance in the bank's budget.

Labor Turnover Analysis

This analysis can be a method for ensuring having the best human resource strategic practices by regarding employees in all their needs and complaints as this can give the reasons for any turnover of employees and then the bank can set a plan for retaining employees by motivating them and ensuring their job satisfaction and meeting their needs and requirements as the bank should ensure the employees are working in a comfortable work environment that is characterized with being cooperative and communicative as this helps maintaining employees as basic assets of the organization and at the same time this can raise their morale which is a factor for retaining employees in the bank and keeping the intellectual talents for competing the market using them.

Work environment Analysis

This analysis can study the bank's work environment referring to its advantages and disadvantages in order to recognize how far it can be helpful for the bank's human resources and how far it can lead to successful employees who are beneficial for the bank and who can raise its competitive advantage. This should include measuring levels of training, communication and cooperation in the work environment and how far managers can meet the needs of employees and fill the gaps that may appear from time to time.

AC: 2.4Critically evaluate how a human resources plan can contribute to meeting an organization's objectives

The plan can be evaluated in reference to the following:

Objectives of the bank

The plan is effective in identifying the required human resources needed for meeting these objectives and how to achieve the bank's goals on all levels as the plan can tell how many employees are needed to be recruited from outside the bank, hired or assigned and how many employees can be trained and what levels of training and what type they are in need of. It can also determine the requirements of human resources in relation to their needs in the work environment and their ambitions related to the business field and the current and future position of the bank, the plan can also give an idea about the different processes needed for achieving the bank's goals and objectives such as training budget and the amount of required workforce to achieve competitive advantage that leads to success and profitability of the bank. The plan can present an idea of the different business approaches that the bank can use but it needs to be more specific regarding this issue and to suggest new approaches for managing human resources strategically. There can be some steps in developing the HR strategy of the bank that can be added to the HR plan which are the following ones:

1. Setting the bank's strategic direction
2. Designing the bank's Human Resource Management System
3. Planning for the bank's total workforce
4. Generating the needed human resources of the bank
5. Investing in the bank's human resource development and their performance
6. Assessing the organizational competence of the bank and maintaining sustainable performance and competence

This can simply suggest some issues that can be dealt with specifically by the bank's strategic management and can provide a chance for success in other HR plans as it identifies the basic elements to be dealt with by the bank in order to achieve competitiveness in the financial services and banking services field. Motivation should be more stressed in the plan as there should be more motivation plans that ensure more employees' satisfaction and can raise their morale effectively. The plan is effective in its analysis of human resource needs and requirements as it provides a good strong overview of what the bank can do to understand the needs of employees and then how to plan to make them aligned with the bank's objectives and goals. Yet there should be more clear idea about employees' goals and objectives themselves and ways to meet such goals by integrating these personal and professional employees' goals and objectives within the bank's general goals and objectives.

3. Explain the purpose of having human resource management policies in your chosen organisation (you can concentrate on recruitment policy, selection policy, retention policy, training and development policy, leave policy, career growth and promotion policy, compensation and benefits policy).  (A.C 3.1 Explain the purpose of human resource management policies in organizations).

Deb, (2006) discussed the purpose of human resource management policies in business organizations as he referred to their role in decision making and supporting the performance management, administrative personnel functions, employee relations and resources and how far the organization can make use of these policies in making the right decisions related to its human resources and how to control and monitor their performance as the bank's business strategies can focus on these policies to achieve its goals and objectives. OAB should choose a suitable human resources management approach in order to be suitable with its nature and requirements and it can focus on specific areas related to recruitment and selection policies as they are very important to grab the most effective talents for the bank in financial services, customer services and other different banking services, recruitment and selection are effective in bringing the best employees to the bank and ensuring its competitive advantage levels in the Omani market. The bank can also focus on employees' promotion through team work activities, encouraging employees to be more creative and innovative and improve their performance via different training activities and practices in addition to change management processes that can bring in the best results in managing changes the bank is in need for. There are other policies such as employees' retention policy as the bank can present new motivation programs that can help in employees' retention and at the same time the bank can improve the employees' relations with each other and with their managers as this helps in retaining them and reducing any possible conflicts or problems that may occur between them. Compensation and benefits policy can be effective in making the bank make for any loss in its human resources and this by analyzing its current human resources capabilities and then to measure its needs for more employees to benefit the bank; this can also be regarded from the bank's point of view as the bank can compensate employees for extra work hours and provide them with educational grants and scholarships or monetary and promotion rewards in order to raise their benefits levels from being a member of the bank's human resources.

4. Choose a minimum of three or more major regulatory requirements which are influencing your chosen organisation’s HR policies, and analyse the impact of these regulatory requirements on your organisation’s human resource policies. (A.C 3.2 Analyse the impact of regulatory requirements on human resource policies in an organization).

According to Erasmus, (2005)all business organizations are in need for regulatory policies and OAB needs such policies as they affect the organization's human resource policies too much as the bank has many regulatory requirements that affect its human resources policies such as the following ones which are :

Oman Labor Law 2003:  as it deals with all the main aspects of the Oman employment laws and it is based on the different Omani Decrees related to its work force. It aims at raising protection for all native and foreigners workers in Oman and making the load for Oman businesses easy to abide.

Royal Decree Number 35/2003: It is related with all employees' rights, work hours, women employment, different labor laws in Oman and how to follow them and wages and salaries for both native and foreigners employees.

International Labor Law: as this gives employees the right to have different employees' rights such as safety, security, humanity, monetary rights and other different rights.

Oman Arab Bank gives much interest to such laws and regulations as the bank is keen on ensuring all employees' rights and respects them and providing them with the different needs they should have. The bank finds great impacts of applying these laws on its human resources policies as when the bank ensures the rights of employees, they feel satisfied and find safety and security in the bank which raises their morale and job satisfaction and at the same time they become more feeling belonging to the bank. The bank also finds it easy to retain employees with the existence of such regulatory as they feel safe when working with a bank that respects human rights, labor laws and ensures their safety and respect them. The bank is doing restructuring plans that aim at updating the different human resource practices to suit the new updates of laws and decrees as this helps in raising employee's satisfaction and retention levels. The bank is also keen on recognizing all employees with their contracts and labor rights and also informing them with any updates in Oman or international labor laws in order to make them aware with their rights legally and at the same time to recognize them with their duties and limitations set by laws.

5. Organisational culture has a major impact on management of human resources in an organisation.

Choose a minimum of three or more major cultural factors which are prevalent in your chosen organisation and analyse their impact on the management of human resources in any of the three following functional areas: - Team Work, Employee Engagement, Adaptability, Responsibility/Accountability, Decision Making, Productivity, Transparency). (A.C. 4.2 Analyse the impact of an organizational culture on the management of human resources).

In Oman Arab Bank, there are many different cultural factors that leave impact on the bank's human resources management in the different functional areas. The bank has three main cultural factors which are language, gender and race as the bank includes high diversity of employees from different countries of the world as there are Arab employees from countries such as any of the Gulf countries as KSA, Kuwait, Qatar, the UAE and from Oman in addition to employees from Egypt, Syria, Lebanon and Iraq and all speak Arabic but there are other employees from India, Britain and the USA whose languages are different from Arabic and this makes a problem in language when dealing with human resources of the bank but the bank tries to solve the problem by focusing on the English language and making it a priority in all employees who are recruited in the bank as it is the formal used language with all human resources in meeting, general conferences and discussions as employees who don't speak Arabic complain they don't understand it when it is used by any HR professional so the bank decided not to use it and this helps in simplifying team works and employees engagement in meetings and discussion. Another cultural factor is gender as the bank has a number of women employed in the bank in different positions but the bank tries to set equal rules that are applied equally on both men and women as there are no special rules for women and this raises the effectiveness of employees responsibility and engagement. The third factor is race as many of employees belong to special tribes in Arab countries in addition to the foreigner employees coming from different races rather than Arabic race so this may affect the way managers deal with employees especially HR managers and this leads to setting a general strategy for addressing all employees that is based on respecting all races and religions of all employees without discussing them at all and to let HR professionals and managers have good ideas about the cultural backgrounds of each race of employees in the organization.  

6. How would you like to improve the effectiveness of human resources management in your chosen organisation? Make few recommendations with justification.   (A.C. 4.4 Make justified recommendations to improve the effectiveness of human resources management in an organization)

Banks as any other business organizations need to have its human resources management effective but banks need to focus on its human resource development strictly due to the developments and modern technological changes occurring in the banking field and financial services sector greatly; Sreenivas, (2006) confirmed on this in his book as he stated that human resources development should be fast and accurate in banks and other financial organizations as in banks, developing human resources depend on the great changes and developments occurring in the field of banking and financial services internationally such as the new transaction services, money transfer and other different services that need employees and human resources who are able to update their skills and experiences highly than others. In Oman Arab Bank, the bank is recommended to provide regular training courses for its employees in aligning with the international changes and developments in the field of banking services and financial organizations. The bank is also recommended to make tests and supervision systems on its employees regularly by special consultants to make sure they are coping with the required levels of changes. The bank should also ensure that its employees are well educated and having the needed certificates and making the effective researches that can add innovative and creative ideas to the bank. Research is important to be applied inside the bank and employees can do extra researches in different universities and educational centers relevant to banking filed. This can provide the bank with the opportunity to compete other financial institutions in Oman and at the same time can make the bank compete in other countries than Oman and the bank may open new services for money transfer, loans and other banking services which will raise profits and success level of the bank locally and internationally.

Assessment Task 3:

1. Analyse organisational structure impact on management of human resources in Syngenta. (A.C 4.1 Analyse the impact of an organizational structure on the management of human resources)

Syngenta  has adopted an innovative way of not choosing a conventional hierarchical structure but the company tried to focus on authorizing its employees for using their power in certain specified limits in order to be able to control their work. The company adopted a culture of innovation in order to be aligned with customers' needs and the changes that should be done to meet them. It stressed on adapting a matrix structure that can be the best method for getting the maximum potentials from the human resources as people from different fields stay together to do a specific tasks and then good efforts results in the best needed outcomes. The company focused on employees' skills and potentials and tried to strengthen them by specializing them in their own specific field and at the same time educating them to handle different situations and time managing in addition to skills related to leadership and tasks motivation. The company adopted a team concept than a concept of groups because focusing on teams concept can make the company get maximum performance of its employees as each member can use its own capabilities and compete with others using his own skills and experiences and these cooperated efforts are able to provide better results and outcomes than other ways of groups can provide. Yet there are disadvantages such as focusing on product divisions for long term growth as the company has to focus on market division as well, another thing is its technique in modifying its cooperative form of its structure which is multidivisional with accordance to its strategy and also the impact left on the divisions individual performance. 

2. Examine how the effectiveness of human resources management can be monitored in a company like Syngenta. (A.C. 4.3 Examine how the effectiveness of human resources management is monitored in an organization).

The effectiveness of human resource management can be monitored in an organization by many different methods such as measuring success of outcomes and results as in an organization such as Syngenta, this can be done by analyzing the results after applying innovation techniques and by measuring the work of purpose project teams and if the trams are presenting more effective results than groups or not. This can also be monitored before results are provided as through the process of applying innovation, there could be a committee for monitoring the work of human resource management and the committee has to do certain jobs and tasks such as reporting the work of the managers and comparing it with results and the degree of their effectiveness and then to compare results to past results before innovation was applied. Another method for monitoring the work of human resource management is to apply a team for monitoring and supervision that consists of consultants from outside the organization as they can be very neutral in their judgment and decision making processes and there can be consultants and advisors who can guide employees and managers during applying the new innovation techniques as this ensures better results as when monitoring is aligned with advice, better results can occur. This can ensure the best results for mentoring and can at the same time add skills and experiences for employees who are applying change and innovation within the organization to ensure better results and success.

The contribution of strategic human resource management to the achievement of an organization’s objectives.

AC: 1.3 Evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives.

SHRM contribution to achieving the objectives of Oman Arab Bank can be evaluated according to the amount and level of success and achievement of the organizational objectives as SHRM are used for reducing turnover rates of the bank's employees as SHRM activities such as training and rewarding systems are widely used in the bank to retain employees which is a main objective of the bank and the bank finds it useful to apply SHRM practices to reduce turnover rates and raise retention levels, the bank also depends on SHRM in achieve its objectives related to mangers empowerment as managers are given the opportunities to have better career through SHRM training sessions that tend to turn HR managers and professionals to be strategic managers or partners which in turn helps the bank achieve long run strategic goals. SHRM needs to provide more contribution to achieve the organizational development objectives including developing their technology levels in providing services for their customers and improving their ATM machines and other online services as this can occur by encouraging the bank's HR professionals to get more innovative and creative ideas from all employees. SHRM is used by the bank for achieving customer satisfaction and adding new services to the current banking services by encouraging employees to work in a comfort work environment where good relationships can occur between employees and managers or employees and each other which helps clients receive the best information and services of the bank as satisfied employees can lead to satisfied clients. SHRM can be helpful for the bank's objectives as it helps managers realize how to meet employees needs by understanding them and making strategic plans for them currently and for future as this can help achieve the bank's objectives related to employees' satisfaction and helping them to have good levels of communication. SHRM considers human resources as among the company's capabilities and works hard to get the utmost benefit from them which helps invest in human resources that is among the bank's objectives and SHRM also helps in raising the engagement of employees and empowering them through strategic planning that helps realize the real potentials of all and each employee which tells that SHRM is greatly sharing in achieving the objectives of Oman Arab Bank but there should be more contribution for SHRM in achieving the bank's objectives and raising its effectiveness as SHRM can play many other roles in encouraging HR of the bank and HR professionals to be strategic partners who can work hard to achieve such objectives. 

The purpose of strategic human resource management activities in an organization.

2. Based on the Article given above, it states explicitly that “There is widespread acknowledgement that finding the right framework to recruit, retain and manage human capital resources remains one of the toughest challenges to growth and continuity for organisations and governments in the GCC”.

3. Choose an organization of your choice, preferably the organization where you are working (or) worked (or) familiar with in the GCC region.  Understand the chosen organization’s objectives and understand the working procedures of the organizations related to the HR management.  Give out clearly the chosen organisation’s goals and objectives.
4. State the SHRM activities pertaining to recruitment, retention and management of important human capital resources in the chosen organisation and assess the purpose of such SHRM activities in the organisation.

(c) Finally, evaluate the contribution of SHRM of the organisation, towards      achieving and meeting the chosen organisational objectives and goals.

      (AC 1.2: Assess the purpose of strategic human resource management activities in an organization) and (AC: 1.3 Evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives).

   

AC 1.2: Assess the purpose of strategic human resource management activities in an organization.

Oman Arab Bank is an Omani financial organization that has a set of goals and objectives that can be based on its activity in Oman or in the Gulf area. Oman Arab Bank has main goals including the following ones:

1. Delivering a healthy successful increase in the revenues in addition to reach good growth levels with the same quality in services and assets.
2. Investing in human capitals as well as in infrastructure as it is believed that individuals are the main assets that form the bank's identity of trust and accuracy.
3. Sustaining the market position and reaching new heights via focusing on recognizing and developing the bank's talents.
4. Facing the differences in the economic climate in Oman and the whole area.
5. Sharing in Oman's important projects in both public and private sectors.
6. Outperforming the competitors in the market of SME financing and other technologies related to the banking services as a part of a transformation plan in the bank.
7. Enhancing the customers' services and adding channels for physical and digital service delivery by the use of new modern banking technologies such as the bank's new digital banking platforms.
8. Having a big role in corporate social responsibility field in Oman by sharing in different CSR activities and charity participation programs and social events.
9. Sharing in the prosperity of Oman and helping in raising the economy of the company.
10. Helping young people in Oman through the different projects and systems of the bank.

There are also a set of objectives of the bank as they can include the following:

1. Helping employees who need to have better career by giving them training and rewarding systems that can retain them and reduce their turnover rates.
2. Giving managers the chance to be strategic managers especially those HR managers as this can help in achieving the bank's strategic goals on the long run.
3. Having the best ATM machines and online banking services in Oman.
4. Achieving a good level of customer satisfaction by ensuring the best services and the best client employees' relationships that provide all comfort and information for clients of the bank.
5. Increasing the different services provided for clients according to what they really need.
6. Having a good level of employees' satisfaction through ensuring a good level of communication in the organization and understanding the needs of employees.
7. Making good use of the organization's capabilities and investing in its human resources by different ways.
8. Raising the levels of employees' engagement and empowerment in the bank.

Oman Arab Bank is implementing different SHRM activities relevant to recruitment, retention and managing important human capital resources as the bank HR management is applying multilevel strategic recruiting which is according to Walsh, Sturman and Longstreet, (2010) recruiting the most useful talents to the organization and this can be based upon the needs of the organization, the type of business and the organizational goals required to be achieved in addition to the requirements of the job itself. OAB depends on adapting new practices in selecting the employees who can be best useful to the organization such as online recruiting that gives a wide variety of opportunities for many talents and at the same time, the bank has modern HRIS that can be used in selecting the most useful talents based on analyzing their profiles and matching them with the needs of the bank based on a very secured level of database usage and the bank has strategic human resource professionals who realize how to select the most effective talents who can achieve competitive advantage to the bank and who are creative enough to add profits to the bank. OAB has decision makers who believes in investing in the bank's human resources and that they have to be a part of the bank and a main asset for getting profits as they depend on strategies for maintaining sustainability of employees' retention by applying a special retention program based on employees' recognition and reward system that tends to empower employees and provide them with good leadership opportunities that can change their career based on their work in addition to ensuring a communicative work environment for all employees fairly and equally to understand their needs and problems. OAB depends on SHRM as a tool for raising its profitability and gaining the most benefits from the bank's human resources by following a set of practices related to SHRM for managing its human resources such as applying structured techniques for facing the challenges that may employees face in maintaining creative and innovative ideas and suggestions that can help the bank in addition to different empowerment and engagement activities that encourage employees to present their best for the welfare of the bank and the bank is also following a transformational plan that tends to apply transformations and changes on all three levels of the organization which are the individual level, the team level and the organizational culture level. The purpose of SHRM in Oman Arab Bank is effective enough to bring in success to the bank in many areas such as employees' retention as the bank depends on SHRM activities and practices in retaining the best employees and reduce turnover rates and the bank depends on a very strong group of employees who are considered as an asset for the bank. The bank also tries to differentiate in SHRM practices by making research to realize the best of them and train employees and managers to apply them. SHRM activities' purpose in the bank are in need for being clearer than its current status as all employees should realize how SHRM can add success to the bank and what it is really doing to provide them with the best and most effective work environment and this can be done through meeting, training sessions and discussions with employees.    

The Role of SHRM in Busienss Organizations

1. Explain the importance of SHRM in any organisation by justifying with an example. (AC: 1.1 Explain the importance of strategic human resource management in organizations).

According to Armstrong, (2008), SHRM has great importance to any business organization as it adds a strategic role for human resource management in the organization in addition to providing the management with different strategies and practices that can be used aligned with the usual practices of human resources. SHRM turns the role of HR professionals to be strategic partners who are able to ensure the business strategies success through raising the business capacity for executing the different strategies required by it. When the business strategies are translated into HR practices, the business then is helped in three ways which are having the ability to adapt desirable change as a result of having less time to achieve such change, the second is meeting the demands of customers due to having better customer services strategies that are based on certain practices and policies and the third is achieving the financial performance by the business by the best execution of strategies. SHRM importance in the business organization can be based on its effect in reducing costs as strategic managers tend to apply different practices that can help in reducing costs such as job rotation, downsizing practices and compensation practices that are able to reduce costs. SHRM can also turn hiring to be more competing by ensuring multinational hiring that can increase the business's global revenues. SHRM is able to help the organization execute its business strategies more effectively than the usual HR practices as when HR professionals are strategic partners; they can master skills of organizational diagnosis and then to make the HR practices aligned with the general business strategies. Dhar, (2008) added that SHRM has different roles in the business organization as it enables HR professionals to do the roles of strategic partners and share in the defining business strategy processes by providing questions that can push the business strategy to real actions and by designing the HR practices with great consideration to the business strategies and make the business strategies as priorities on all agendas; he also added that SHRM can help in achieving the business goals by the help of strategic HR managers who have the skills and talents needed for this task and who can work together with other managers to team up to achieve these goals. Sani, (2012) added that SHRM can be helpful in making the organization more able to apply change that is effective and useful as HR professionals can be responsible for culture change when they are strategic partners as he explained that this can make the organization not in need for external change consultants and that HR professionals can do their roles by training them on applying the needed approaches for change management especially they are more aware with employees' needs and ambitions than any other external consultants, SHRM can also focus on long term planning that tends to achieve the organizational goals by integrating managerial decisions to suit the business environment and the type of change required to improve performance. Becker and Huselid, (2006) discussed how SHRM can have a positive role in manpower planning as it provides high effective management for the company's human resources to reach competitive advantage as SHRM can encourage using different frameworks for stressing the strategic role of HR function and for using the different skills and talents of people to achieve the organizational strategic goals.  

The impact of the style of management on problem solving

Introduction

According to Uche and Timinepere, (2012), management style is constructed in a business organization as a method for managing the different processes within the organization and it is a specific approach followed by a manager for managing the different operations with people in the organization using specific authorities with the purpose of achieving the organizational goals. The current paper is discussing the impact of the style of management on problem solving and investigating the literature regarding that topic. The style of management can leave a great impact on business organization as that impact can be either positive or negative and leadership and management of business organizations can identify the proper management style that can be appropriate for specific organizational needs and different business situations. It is proved by many evidences in the research that management styles have different impacts on the organizational effectiveness as the total management process includes many processes such as controlling, planning, organizing, motivating and leading and all these processes have their roles in producing a level of effectiveness of the organization according to the way each process is made by the organization's management. Management styles can differ according to many different factors such as the country, the culture, religion or the environment of the business organization. 

Literature Review

Autocratic management style

Ghorbani and Heravi, (2011) discusses how management styles can affect problem solving processes in an organization as they discussed the autocratic management style and confirmed that this style is not very effective in problem solving. HELLRIEGEL and SLOCUM, (1975) discussed the personality theory and how it can affect the manager's character to follow certain management styles in problem solving as the manager's character can decide the preferred style for him but at the same time they referred to the organizational character and confirmed that it interferes in the way managers follow certain styles in problem solving; this view is well regarded by other authors such as Adizes, (2004) discussed the way managers identify their preferred management styles and how this affects the way they take decisions and solve problems. Weber, Mitchell and Brewer, (2002) referred to the autocratic managers and how they solve problems as he stated that the autocratic leader makes decisions unilaterally, and without much regard for subordinates. As a result, decisions will reflect the opinions and personality of the manager, which in turn can project an image of a confident, well-managed business but at the same time fails in problem solving effectively and deeply because this style neglects the human element, focuses on criticism more than reward and uses control and authority of the manager to solve problems and end them which may lead to unsolved problems as the manager who takes the decisions and suggests solutions without regard to the opinions of the subordinates which makes problems appear again and perhaps in a stronger way. 

Participative management style

It is suggested by many authors such as Thurman and Jamieson, (2014) that the participative management style is effective in problem solving in business organizations as when the participative managers face a problem, they ask all the work groups to attend a meeting where everything relevant to the problem is presented and deeply discussed through brainstorming techniques that enables employees to make the needed feedback from reports and mind as this makes differences in setting opinions and suggestions regarding the presented problems. This style raises the employees' value of themselves which encourages them provide more creative solutions for different problems and encourage them to feel self confident regarding any solutions they may have but hesitate to suggest. Amtmann, (2005)discussed the impact of following the participative management style on problem solving as he related it to positive results and innovative solutions for different problems; he referred to the usefulness of team work activities followed by the participative managers who focus mainly on engaging the employees in decision making and encouraging them to discuss the suggested solutions for different problems by employees in order to choose from the most creative and fastest solutions that don't exert too much effort. The participative style runs the risk of alienating employees whose ideas were not implemented and then discussing these opinions to give all employees the chances for having their opinions and solutions applied. This management style can give managers the chance to prove they are effective leaders who can be as models to inspire employees to suggest new solutions. 

Situational management styles

According to Philippe, (2014), the situational management style is effective in helping the organization solve its problems efficiently and in providing employees with opportunities for employees to provide new solutions and suggestions for the different problems in the organization. Lussier, (2000) reported that most managers prefer the situational management styles in solving organizational problems as these management styles are varied and can adapt to different organizational problems presenting new innovative solutions, managers can change their management style according to the needs of the problems and the organizational situations related to it as they can use the autocratic style moving to the participative style or other different styles according to the nature of the problem needing to be solved. Hersey, (1984) explained how the situational leader can suggest different policies and techniques for problem solving depending on the organizational situations as there is a high level of flexibility in the situational management styles and it can allow many agendas for being applied. The situational management styles yet have some disadvantages such as including big numbers of employees which increases the difficulty of achieving the process of decision making as the more people are involved in decision making processes, the harder it is to reach a proper decision or solution for the organizational problems. Philippe, (2014), reported that the new generations are more flexible in choosing many management styles that enable them to provide new innovative solutions as new managers have much more knowledge and information than old managers in spite of having less experience but that knowledge can enable them to be dare enough to try new management styles that can give more areas for problem solving; he explained the situational management styles are able to create effective cooperative work environments that bears a great amount of motivation for employees and this can make employees more able to suggest effective solutions for different business problems; he explained that the situational management styles are adaptive models that can allow the manager to adapt his style to the employees' skills and he referred to four situational management styles which are the directing style, the coaching style, the supporting style and the delegating style. The directing style depends mainly on the manager's role in explaining the different solutions for employees and giving them the needed instructions to solve the problems and it seeks for managers' advice to employees and it can be another image of the autocratic management style. The coaching style includes explanation tasks to be done by the manager but it doesn't focus on collective responsibilities to be mastered by the managers but it gives employees more space for discussion and asking questions about decisions and this style can easily be paternalistic. The supporting style is mainly depending on relational dimensions as it encourages exerting efforts and encourages employees share ideas together and have open discussions and it can lead to drifts in the way employees solve problems. The delegating style of management can be very effective in solving organizational problems as it bears high motivation levels and more opportunities for employees to suggest solutions for problems but at the same time it can depend on self sustained employees which can lead it to be rather free from control than needed.   

Conflict Management Styles

According to Graham, (2009), organizational management depends on power, authority and control as main elements for managing the relationship between power and subordinates as this relationship can result in many conflicts and difficulties that may reduce the effectiveness of work and lead to failure in achieving the organizational goals if management styles were not properly chosen and used. Graham, (2009) discussed conflict management styles in business organizations and confirmed that they can be used for raising employees' job satisfaction when they well applied as they referred to the way management styles can control conflicts and reduce them among the company's human resources such as the traditionalist, behavioralist, and interactionist management styles. The traditional approach in conflict management depends on resolving conflicts by managers or getting rid of these conflicts as this view depends on managers' abilities in ending conflicts in any way that ensures there are no conflicts in the organization even if the reasons behind the conflicts were not managed by managers. The second technique of conflict management is the behavioralist technique as it is a management style for dealing with different problems and conflicts in the organization depending on ending conflicts between employees by solving the conflict and looking for the reasons behind them and make deals with all parties of the conflict. The third management style for conflicts within an organization is the interactionist approach which is a style of management that looks differently into conflicts as it is based upon the concept of the continuous resolving for conflicts and problems by managers and the importance of having innovative units in the business organization with the help of managers who focus on proper communication between them and employees. It is proved that the interactionist style of management is effective in ending conflicts among employees with leaves a positive impact on the employees' performance as ending conflicts deeply with a full recognition for their reasons and ensuring continuous controlling for the reasons of conflicts by managers can raise employees' morale and helping them work cooperatively in a healthy work environment which raises their productivity and makes them feel more belonging for the organization and this can raise their retention and reduces employees' turnover resulting from conflicts and working in a stressful work environment. According to Vokic and Sontor, (2009), other conflict management styles can be effective with simple conflicts but they need continuous following for the conflicts as they may cause employees to withdraw when they are forced on ending conflicts without recognizing the reasons behind them and solving them. Verma, (1998) suggested an integrated style for conflict management in business organizations that depends on using managers' powers and authorities in a communicative way that can stop those who make the conflicts and recognize the reasons for the conflicts through investigating them by discussions and understanding as this can be effective in solving the problems related to those conflicts.   

   

Conclusion

In conclusion, it can be stated that there is a great impact for the style of management on solving problems in the business organizations as this impact can be positive and lead to solving the problems when the management styles are well chosen and used by the managers and on the contrary, the impact can be negative and leads to more problems that are not solved if the managers are not able to choose the right management styles and focuses on traditional management styles that cannot provide effective solutions or that don't engage employees in solving problems and decision making as the current age needs creative solutions and new innovative techniques in discussing decisions and providing new solution for the different problems in business organizations. 

Recommendations

It is recommended that business organizations focus on the way the managers and leaders are leading employees, managing different problems and conflicts in the business environment as the management styles leaders and managers follow should be well chosen for the different situations and problems within the organization and each problem can be solved using a specific management style and the organization should make studies on the most effective management styles that were used in the organization and proved to be effective in problem solving. 

Nestle Corporate Social Responsibility

Introduction

Nestle is a big international company for producing milk products, cocoa, coffee, pet care products and other different food products that are estimated with more than 2000 worldwide brands. The company has a great history that goes back to 1866 when its first product was condensed milk as the company was established in Switzerland and throughout time, the company was able to set a good position for itself among food manufacturers in the world to have an international brand called Nestle group. The group had a main mission which is keeping the wellbeing and health of the consumers and attaining the trust of stakeholders through producing high quality products that are trusted and respected by all stakeholders. The company's vision is built on respect for others and providing the society with values products and services. The company keeps high appreciation and care for its stakeholders which is clear in its ethics and corporate social responsibility practices. (Nestle, 2015) The current paper is aiming at discussing how Nestle kept and attained the respect and trust of its stakeholders including employees, customers, suppliers and society through analyzing the company's strategy, ethics and its responsibility towards stakeholder following the corporate social responsibility that is clear in the rewards the company got in the field of Freeman's principles of corporate social responsibility (CSR). The research paper is explaining how Nestle practice business ethics with its stakeholders and it provides a critical evaluation for the company's practices in implementing the principles of Freeman regarding corporate social responsibility to the stakeholders of the company. 

Nestle is a company that has a specific definition for sustainable development as it depends on having a value for making the world a place that enjoys high quality food and at the same time, the company contributes to long term social development that involves maintaining an environment which is kept clean and healthy for the future generations. The company gives due care to its stakeholders such as consumers, employees, customers, shareholders and for the society as a whole; this can be regarded in the company's practices for promoting CSR based on the principles of CSR related to Freeman. According to Freeman, Velamuri and  Moriarty, (2006), any company that seeks sustainable competitive advantage should put its stakeholders on top of its priorities and this includes giving corporate social responsibility enough care by the practices of the company. According to O'Riordan, Zmuda and Heinemann, (2015), Nestle has many practices that promotes Freeman's CSR principles such as developing its suppliers by its strategy not to reduce raw materials costs and purchase more expensive raw materials of cocoa, milk, coffee and others as the company is only investing 67 million £ in cocoa farms in the period between 2010 and 2020 as it sets measurements for quality of the cocoa such as making the farmers plant in a healthy way for consumers and the environment, the company also gives care for the farmers themselves by educating their children and provide farmers with farming programs that depend on crop management strategies that are more responsible regarding controlling pests and planting more organically. This was affirmed by Pauly, (2013) who also added that Nestle is intelligent because this policy of better farming lead it to increase the number of suppliers who became more attracted to working with it; he also referred that Nestle has a special view for the CSR practices as it has a shared value creation principle related to what Freeman focused on as the shared value is shared between the company and all stakeholders. According to Freeman and Moutchink, (2013), stakeholders' development is a basis of CSR of any successful company. Nielson et al, (2014) referred to a practice that Nestle is doing and it is among its CSR practice based on Freeman's; it is its fight against malnutrition in many countries especially for children as for example, the company is adapting a project among its community partnership projects in Colombia as Nestle provided them with its crackers which are fortified with minerals and vitamins for children at schools to be consumed at breakfast, Nestle also provided clean water for the victims of Tsunami in Siri Lanka as according to Pauly, (2013) as he also focused on how Nestle focus on the society rather than on economic benefit. The past views show how Nestle exerted great efforts towards implementing CSR practices but according to Ihlen, Bartlett and May, (2011), Nestles needs to monitor how it is marketing for its products provided for the poor and certain society categories as they referred to the control practiced by the NGO over the way Nestle markets its products for certain categories as the organization warned Nestle from marketing products for the poor in  a way that contradicts its focus on social welfare as the poor shouldn't be harmed psychologically as Nestle marketed infant formula for poor mothers badly in developing countries but he also affirmed that Nestle changed its marketing strategy to be more respecting for the poor which confirms its following to Freeman's principles of CSR. Kiran and Sharma,(2011) referred to how Nestle focused on providing better life for workers in the factories producing milk in India as the company built more advanced factories and provided the workers with a better work environment in addition to improving their life by paying them more than the prices set by the government for milk production and the company also focused on keeping the environment sources by using less water, emitting less gases and it used less energy. 

Nestle has gained many rewards for its outstanding implementations for Freeman's CSR principles such as "Your Reward" which is a reward given by the UK as it is a type of recognition programs that is given to companies that apply the CSR principles, it is based upon appreciating those employees in the organization for their behaviors and attitudes that cope with the principles of CSR. (Corporaterewards, 2015). Another reward was given to Nestle as for its CSR is BJAN reward that is provided for the company for its participation in areas such as health, public welfare, education, women, sport, community relation, the poor, the talents and being friendly to the environment The company was honored with the reward in the gala night included Access Bank Plc, First Bank Limited, Nestle Nigeria Plc, Promasidor Nigeria Limited, Nigerian Breweries Plc, Guinness Nigeria Plc, MTN Nigeria and Laferge Africa. This was as a result of the works of the company which are related to CSR in the area in a way that can encourage other companies to follow Nestle in the way it goes through in sustainable CSR; these rewards are effective in encouraging the company itself to do more works related to CSR as they focus on positive works presented for the society and all stakeholders by the company which makes it exert more efforts to keep its level of excellence. (ngrguardian, 2015). Another reward is given to Nestle for its strategy in implementing the CSR principles of Freeman is that of Ghana as the country provides certificates for the company for its great participation in the Ghana society regarding the principles of Freeman such as health, public wellbeing and education of the poor. (ghananewsagency, 2014) These rewards are giving the company its real position among other companies of the world which tells that the company that gives much interest for practices of CSR deserves appreciation and respect by the society. This can push other companies towards participating in CSR activities and implementing them effectively to reach better competitiveness regarding the social responsibility appreciated by all people.

According to Bowie, (1999), business ethics can be regarded through a Kantian approach as Kant refers to actions in the business context and how they should be moral, he thinks that there is a maxim for every action done by the employees, he assumes that actions shouldn't be justified by lies or promises that are not based on real facts. An example is that when the manager wants his employees to do specific tasks, it is not ethical to promise them with a reward when the company isn't able to afford the reward. Gulcan, (2015) discussed how business ethics are related to applied ethics theories as he referred to the Teleological Theories- Utilitarianism which is focusing on the actions' results as those results that affect others are what determine actions to be ethical or not. He also referred to another theory which is egoism that is different as it refers to ethics through the actions themselves not the results. The Utilitarian is focusing on the acts of people and the alternative acts that affect them and others and in business this can be regarded through the organizations' policies and how following them can affect the employee and other employees, this can also be seen through the behaviors of the employees and how they affect themselves as they can decide how others can regard them and at the same time they affect other employees; for example when an employee's work results in cooperation in the department, this can affect others to be cooperative and affect the way others regard him as they will appreciate him more. Fryer, (2015) discussed business ethics as being human activities, he referred to the social contract theory that considers some social responsibilities that should be regarded by the employees and the business organization such as ethics related to the society such as charity and giving much interest to people in the community and their needs.

Nestle is a company that develops many practices in the context of its implementing to business ethics as it practices business ethics with its employees through providing them with a level of respect and appreciation seen in its motivation, reward and recognition to them. The company works according to a group of business ethics including honesty with employees, respect them, fair and equal dealing with them and being compliant to the laws, there is a standard of behavior the employees and the organization are following in addition to the policy of share value the company adopt. All employees are equal without regard to their race, culture or religion.  As for the customers, the company is very keen to provide them with the best products regarding healthy ingredients, fortified products and products that are free from harmful substances. The company is also keen on providing them with a level of consumer communication where consumers can claim any complaints and request anything they need. The company has a code of ethics that ensures the customers with having products that prevent malnutrition and this is seen in the way it markets its products as there isn't an attitude of following bad dietary life styles in the advertisement of the company but on the contrary, the company focuses on rational consumption for a better life.  (businesscasestudies, 2015) The company is commitment to provide customers with all nutrition facts on the packets of the food they buy and it is honest in every detail of information. The company's practices regarding business ethics include its practices to society as the company respects family life in its advertisements, it gives special interest for people in rural areas by making special campaigns for them and it makes special food for children which is fortified with vitamins and minerals. The company tends to use the best raw materials with the least consumption of water and other natural elements to keep the world safer. In all countries the company worked at, the company tended to respect the social culture of the people of that country. It was also keen on providing the workers in these countries with health care and food and education. (ethicalperformance, 2011)  As to suppliers, the company is obliged to follow the laws and legislations and the terms of the contracts written with each supplier with regard to the values and beliefs' respect of each supplier. Suppliers are all dealt with fairly and without any discrimination and the company is confidential regarding the security and privacy of suppliers regarding any information that may be relevant to them. (Nestle, 2015)   

Nestle focuses on sustainability of business ethics within the organization as it reviews all related issues with business ethics and analyzes how customers and the society regards Nestle ethics and then the company improves its ethical code; an example is that the company realizes the fact that people once boycott its baby milk due to the marketing campaign that focused on its being for poor people in developing countries and that it is better than mothers' milk so the company realized this and changed its marketing strategy for the product. (Curtin, 2005) The company focuses on purchasing the best types of raw materials as this is a part of its strategy of sustainable development. The sustainable development of Nestle depends on focusing on ethics in current and future practices of the company related with products, employees, customers and suppliers. The company has sustainable criteria for producing good coffee and it sets a standard for the level of quality the coffee beans should be on. Sustainability is also seen in regard to having customers satisfied with the social change the company is sharing in as fairness is focused on to be a social demand as, for example Nestle provides farmers with a 20% more prices than the market prices for the fairness of their coffee beans that can then be produced for the public in a fair price compared to its high quality. The company seeks sustainability of ethics regarding the environment and the way it uses its sources and the rational use for sources as water, farmlands and human resources in addition to the respect for animal needs as it has special vets for dealing with diseased animals and prevent getting any raw materials from any diseased animal. (Carrigan, 2005). 

Conclusion

In conclusion, it is important to focus on how business ethics are important to any business organization that needs to succeed. Corporate social responsibility is a major interest for the companies that need to have competitive advantage and to build a strong brand with a good reputation to all stakeholders. Nestle company is a great company that works in the field of food products including milk, coffee, chocolate and other products and the company is keen on keeping a high level of CSR regarding its stakeholders including the suppliers, consumers, employees and the society as a whole. The company is implementing many practices based upon Freeman's CSR principles that include respect stakeholders, recognizing their needs, having shared value creation criteria for them and to be ethical in all the company's practices with its stakeholders. Ethics have great interest by the company as all stakeholders are ethically treated by the company and this includes keeping sustainable ethic of codes as the company tries to improve its ethical practices and change its business ethics level to the better. Nestle is in need for doing more research regarding the theories and applied practices of business ethics and corporate social responsibility in order to improve its current position in the market.