EXP1: Triangle Law of Forces & Parallelogram of Forces

• Theory:

Depe.nding to t.he gen.eral la.w of the fo.rces , if t.he bo.dy ex.pose w.ith thr.ee for.ces in equi.librium th..an , the. tw.o. for.ces. are. repr.esented. as a t.wo s.ide of a tria.ngle. in sam.e. or.d..er w.ith sca.ling.th.eir mag.nitude.to a su.it.able sc.ale. th.en th.e th.ird. si.de o.r th.e closi.ng. si.de. of th.e trian.gle. wo.uld. b.e t.he resul.tant.in oppo.site. ord.er..

• Objective:

To provethe theoryforthe Triangle ofForces&Parallelogram ofForces.

• Apparatus:

Work panel, Weight with hangers, Magnetic protect.

• Procedure: part A (Known forces)

1) 100 gm weight has been added to the left and right hand weight hangers.

2)Than, 100 gm weight has been added to the center weight hanger.

3) after that, chord has been horizontally to measure the angel by protector.

4)space diagram of the chord has been drawing with the corrected angel.

5) force angel drawing that the length has been equalto the force because weight.

6)finally , the end of triangle has been meted with start point.( Figure 1.1)

Figure 1.1:  space diagram & force diagram for triangle of forces

• Procedure: part B (Unknown force)

1) Procedure of part a has been repeated .

2)Than, weight on any one of hungers has been added or removed and do not count weight. ( unknown weight.

3) continue with same procedure of part A.

• Procedure: part C (parallelogram of forces)

1) space diagram has been draw of the cord with correct Angeles.

2)force magnitudes has been marked on the space diagram.

3) the parallelogram has been constructed to find line OD .(Figure 1.2)

4)resultant. OD has been conformed.is equal.and opposite.to the.force.from.middle.

Figure 1.2:  parallelogram of forces

Observations and callculation:

Part a:

Scale – 5 cm and R = 5 cm

So , convert to N

5*5 = 25g

25/ 9.8 = 2.55 N

Part B:

Scale = 5 cm and R (unknown) = 4 cm

So,

5*4 = 20 g

20/ 9.8 = 2.04 N

Part C:

• Discussion:

Fin.ally, w.e fig.ure o.ut th.at i.f. tw.o for.ces, wh.ich. a.ct. a.t a po.int, w.e repre.sented. in mag.nitude. an.d direc.tion. b.y th.e t.wo. adj.acent. sid.es. o.f a para.llelogram. dr.awn. fr.om. o.ne. o.f it.s ang.ular. poi.nts, th.eir. resu.ltant. is repre.sented. b.y t.he dia.gonal. o.f t.he. paralle.logram. pa.ssing. thro.ugh. th.at ang.ular. poi.nt, in mag.nitude. a.nd dir.ection. Th.ere i.s n.o err.ors i.n measur.ement.

Mobilization

Introduction

X is a public organization in Oman that presents different services for people and institutions in Oman and this makes it important for the organization to develop its services and the way it reaches the public as the organization is trying hard to present different electronic services and reach the public in new different ways, this requires high control from the organization and high concentration on its innovative and creative services and it makes it necessary for the organization to get rid of any blocks and barriers that may block the success of applying innovation and creativity. These barriers may be in the individual themselves and may be cultural or social or others as Oman is an Arab country of the Gulf that may have different traditions and customs and social details that may prevent achieving the needed success. The organization then should find solutions and frameworks that enable it to face these blocks and solve the different problems faced by the organization when implementing innovation and creativity. The organization's activity depends mainly on development and planning which are in bad need for creative and innovative ideas and this makes the need for facing blocks against creativity and innovation is an urgent need. It was found by Gomez, (2007) that innovation and creativity are based on supporting the concept of communication in the business organization and is based on understanding and analyzing the climate of the organization to realize the blocks and face them. In the current paper, there is a discussion for the X climate and communication level in order to find out some techniques to face the blocks to creativity and raise the development levels in the organization.

Analysis 

X is a public service Omani organization that depends on providing the public individuals and organizations with planning and development services, it has different partnerships with governmental institutions and ministries which makes it a great responsibility on it to face the blocks to creativity and innovation as it is based on achieving the sustainable comprehensive development that is needed for all different parts in the Sultanate.  The organization faces the difficulties and blocks to achieving comprehensive development through some blocks to creative and innovative ideas as these blocks are found in some individual ideas that may be social or cultural as for example some employees and mangers still apply the traditional methods of dealing with the public which delays many things and leads to having loss and problems with different institutions. The organization is trying to choose intelligent leaders who are able to apply change and face blocks to creativity and innovation as according to Davial, Epstein and Shelton, 2007) it is important for any organization that is based on development and planning to find out suitable leaders who are themselves not having individual blocks to creativity and innovation and who are able to find solutions for these blocks.

The organization X depend mainly on development and planning for other organization in Oman which makes creativity and innovation a must and a great need for facing any blocks to creativity and innovation. The organization sometimes face some individual blocks from some employees who are not cooperative enough to apply technology in dealing with the public and this made the organization try to find out methods and techniques to face these individual blocks such as training employees on using technology and understanding why they can't cope with change easily. The importance of analyzing the climate of the organization is highly supported in many research such as that of Procter, (2010) as he stressed the need to find different analysis techniques to analyze the climate of the organization in order to measure the volume of blocks and identify those who are fighting change and blocking creativity and innovation. He also mentioned some frameworks and models to be applied by organizations that need development such as the category attribute model that depends on categorizing the different blocks and assessing them each in order to find solutions for each of them and face it. The model also was mentioned and supported by Isaksen, (1993) who added that the analysis using the category attribute model can help in developing the organization and help in planning which is very important for an organization such as X. 

X is facing a challenge of having different blocks to creativity and innovation that are blocking and hindering the success of the organization and work against development and planning and this requires the organization to find methods to solve that problem in other experiences and in the literature. Individual attitudes can be considered a block that hinders the success of an organization and this needs to be well tackled by X as there are many employees who are characterized with applying old fashioned techniques, traditional methods and passive attitudes towards change, for example, there are some employees who are not able to use the online site of the organization to contact the public clients and this is a great problem although X is keen on training them but they have their own passive attitudes regarding dealing with the online sites to contact the public, some women employees are also say that they are not feeling safe to contact the public using these sites which delays many works and leads to failure in many parts of the organization, these blocks are also social and cultural because employees think of the culture of Oman and how people regard things from their own views. According to Cropley and Cropley, (2015) stressed the need to understanding the climate of the organization, the psychology of individual attitudes and how they work as blocks against creativity and innovation, they also confirmed on the need to have a good leadership style and good leaders who can communicate creativity and innovation well in the organization.

Because the work of X depends mainly on sustainable comprehensive development and planning, it is important for it to find out the suitable framework that can match its development needs and that can provide it with the enough support to achieve creative ideas and innovative plans. This was mentioned by Hogan, (1995) who discussed how the organizational development can be applied by applying creativity and innovation in the same time and how this can let the organization present a high quality service that can compete other competitors in the market in the same field. Flaherty, (2008) also confirmed this and stated that change is a basic element of creativity and innovation and it can provide the organization with new ideas and fields of success as it encourages the organization to take the required risks to open new markets and new successful business activities in many places.  

Conclusion

In conclusion, creativity and innovation are very basic elements to the success of any business organization whether it is public or private and the current paper presents an overview for how X is trying to face the different challenges and blocks that face it against the success in the field of presenting sustainable comprehensive development and planning for the different institutions of Oman. These blocks can be either individual such as personal attitudes of individuals towards change, social such as social concepts or cultural based on specific concepts of cultures. There are some models and frameworks that can be applied in the organization to face blocks to innovation and creativity and the organization needs analyzing its climate to choose a model. In X, there are many blocks to creativity that are tries to be faced by the organization's leadership and management.

Globalization and Cultural Diversity

Introduction

Since globalization has been very important, many business organizations began to focus on cultures and cultural diversity effect in the workplace. Cultural diversity requires intensive interest from management as managing across cultures is very serious and requires training and techniques to be successful. The work environment that includes people from different countries with different cultural backgrounds may contain conflicts and stress as a consequence of misunderstanding or not accepting views and behaviors of other different people. Here the role of the manager appears as a good manager has to be aware of strategies for improving the workplace communication and motivating employees to communicate within each other in a better way without consideration to cultural differences. The current paper is presenting a view of how managing across cultural can be very important and to the influence left on the business organization by cultural diversity, it also discusses how the management style can affect cultural diversity and the problems and challenges resulting from it in the business organization and it shows the need for training managers to be effective in managing across cultures. 

Discussion

According to Saxena, (2014) cultural diversity leaves great influence on the business organization and this influence can be good at many times and at others can be bad and passive. They confirmed that this influence should be used by managers in order to het welfare of the business and raise its productivity and achieving organizational goals, they referred to the strategies managers should apply in order to make good use of the cultural diversity in the workplace. These strategies can train employees to avoid issues related to cultures and not to discuss them with each other such as religion, customs, traditions, rituals and different personal behaviors of food, drink and others. This can save much work time and make employees more able to perform properly according to the organizational goals. Managers should encourage employees without regard to their cultures and encourage them to have self-confidence and be more courageous with customers and colleagues. Other authors referred to the influence of cultural diversity on the performance of employees such as Neves and Mele, (2013) who discussed how to avoid the passive influence of cultural diversity and motivate employees to communicate with each other and with their managers. They referred to raising the awareness of employees about other cultures and making them more open towards accepting others and the details related to their different cultures. They explained that when cultural differences cause stress and conflicts in the workplace, productivity and profitability are negatively affected as employees waste time doing problems and they don't cooperate with each other and they feel job dissatisfaction that affect their performance and then the organizational performance.      

Culture has said to leave great influence over business organizations as according to Mazure, (2010) there are differences in employees' performance and they may be related to their cultural backgrounds, this can be related to time management, adequacy, thinking and reaction, doing different tasks and systematic techniques. Here the manager has to regard those differences and try to make all employees work according to the general organizational behaviors and avoid following own cultural behaviors. Symen, (2006)discussed how rules and legislations of the country where the organization is established should be well understood by all employees from the different cultural backgrounds. This can be effective in making them aware of their limits inside and outside the organization. Languages should also be set as basic and secondary, for example English can be the basic language to be used in formal meetings or Arabic according to the type of people working together and their different cultural backgrounds.      

According to Kogler et al, (2011) any business organization that has employees from different cultures may suffer stress and conflicts that may result from the contradicting ideas related to behaviors, customs and values and these ideas can affect the way employees act and react in different tasks they are asked to perform. They explained that a management style that is well chosen to be flexible can help in making ideas of employees closer to each other and the effective manager is that one who is able to change the management style that can work effectively with people from different cultural backgrounds. The management style that focuses on communication techniques can be effective in reducing the stress and conflicts resulting from differences in ideas and reactions. Hunt, (2007) added that the management style should include different means for analyzing the behaviors f employees and then to follow guiding systems for guiding their behaviors towards the organizational behaviors and to cooperate together to achieve the organizational goals. 

Beaumont, (1999) referred to the intercultural communication and how it can be applied via the management style that consider different relevant issues to the employees' cultures as masculinity and feminism as in some cultures, it is difficult for employees to be lead by a woman and equality is not applied related to sex, those employees are in need to be aware of the importance of equality, they can be trained on cooperating with all people without regard to sex and race differences. State requirements and laws is also issues related to cultural differences and should be declared to employees from the beginning as the laws of the country they are working in should be the basis of setting rules. Another issue that is needed to be declared to employees is the changes that should be applied in order to make the work environment more cooperative, they should be applied through applying a management style that is flexible enough to accept changes and differences as well as the ability to share information easily among employees. 

Kawar, (2012) explained that a management style should depend on some models and framework for applying specific management systems and techniques that encourage employees to communicate and that motivate them to compete and present their best. These models can encourage employees participate in different activities and team work effectively which can improve their performance and then the organizational performance. Wilson, (2005) conformed that some problems such as power distance and collectivism versus individualism should be considered when choosing a management style as they differ when dealing with the cultural backgrounds of employees. The management style can solve the problem by making employees more cooperated and engaged within the different activities in the workplace.

According to Kumar and Patrick, (2012) training managers is very important to solve the problems and conflicts that may appear as a result of the cultural differences between employees, managers should be trained specifically in order to learn models and frameworks that can help them engage employees into the different activities and tasks within teams easily. Training managers can improve their performance and communication as well as improving their communication level with employees, this can help them in turn improve the communication level of employees and help them be aware of the benefits of working with people with different cultural backgrounds such as gaining global experience and new knowledge about different business systems around the world, currencies and other business information. Training managers can teach them concepts of equity and fairness without regard to the differences in race, sex or other considerations. Managers are in need to be trained on openness and on making open discussions and communications in order to accept different people and make them accept others even if they are different.

Training managers can be effective in making all employees work together in cooperation and can communicate better because they can understand the differences in cultures and avoid issues that may hurt others such as religion and politics. Managers can encourage them learn about different cultures and have awareness about them. There should be special programs for training managers and they can be sent abroad to different countries where they can learn new management styles to help them face the challenges they may suffer as a result of cultural diversity in the workplace. (Matic, 2008)

Conclusion

In conclusion, managing across cultures can be either positive or negative according to the way managers deal with it and to the management style used by managers. Cultural diversity in the workplace can be of great influence on the business success, productivity and profitability as it can lead employees to communicate better or it can leave passive effects as stress and can cause conflicts and problems. This is a big challenge faces managers who are in need to be aware of their responsibilities in this regard and try to find effective solutions for these problems. Management styles are numerous and managers have to study them hard to choose a management style that is suitable for usage in a multicultural business environment. The management style has to be flexible and encourage communication and cooperation. Training managers is a great necessity that makes managers better and more effective in discussing employees, realizing their differences and can communicate properly with employees from different cultures. Training managers can improve their performance, the employees' performance and the organizational performance.

Employee Turnover Literature Review

Introduction

Employees turnover is the frequent employees' leaving their jobs in a business organization and it represents a great problem that business entities suffer due to the results it leaves passively on the organization such as the lack of experiences, the need to exert efforts and costs to train and prepare new employees to take the positions of those leaving employees and the limited time periods for getting new employees who may not be as good as those leaving members. In Oman; there are high rates of employees' turnover resulting from the high number of foreign employees working in Oman in both public and private sectors and due to the traditional leadership  styles used by leaders and the work environment in some business organizations as all these factors affect the way the organization is trying to retain its employees and then leads to high rates of turnover that affects the success of the company and leads to its failure and making great loss. The problem of employees turnover in A' Safwa Dairy Company SAOG has been dealt with in the first part of this assignment as the company suffered high rates of employees' turnover resulted from different reasons including leadership style, having foreign employees with high rates, lack of satisfying work environment and other reasons. The current paper is a critical review of the literature of part one of this assignment in order to evaluate the literature, relevant used theories and models with a clear justification for selecting these theories, models and techniques. The paper is also a reflection of the debates in the literature about the concepts used.

Critical review of the literature of part 1

According to Hom and Griffeth, (2001)employees turnover is defined as that ratio of leaving work by employees to be divided on the employees' total number and this can be true to some extent as according to Philips and Cornell, (2004), employees turnover means that the organization loses its employees suddenly and it can be voluntary or not. This definition can then decide that employees turnover can be voluntary or not but this research is discussing voluntary turnover of employees and the passive effects it leaves over business organizations. Shamsuzzoha and Shumon, (2015) discussed how employees turnover can be harmful on the organization and can cause different problems and losses for the business and they stressed on the need to study the reasons behind employees turnover in order to face them and find solutions for them. This view is also confirmed by Tariq, Ramzan and Riaz, (2013) who also stressed the need to make deep analysis for the real reasons behind employees turnover in the organization and that this requires understanding the way the organization is doing its work, how communication is applied, the nature of work environment and the leadership styles applied in the organization. The first part of the research discussed this in relation to A'Safwa business organization and referred to the organization's need to make such analysis and to investigate these reasons, it is also suggested that the organization tries to communicate with employees and leaders and try to identify the real reasons behind employees' turnover and if these reasons are resulting from employees' personal opinions or as a result of things that are found in the work environment and cause the employees to suffer and feel dissatisfied. O'Halloran (2012) reported that voluntary turnover is the most impacting type of turnover of employees as it has many negative outcomes that organizations suffer and that it can cause different losses on the business organization because it is not expected by the organization and that leadership suffers the lack of employees who can replace those leaving employees and that it is a shock to leadership to face high rates of turnover which makes it a great problem the organization suffers and should seek solutions. This view was also presented by Saeed et al, (2014) who added that voluntary turnover has deep intentions inside employees' minds and that most leaving employees are planning for it for long periods of time before leaving decisions are made and that is true that employees' voluntary turnover causes perplexity in the organization and makes leadership not able to take decisions with those employees as even punishment is not effective or acceptable especially when those leaving employees have the legal rights to leave work suddenly or they have short term contracts with the organization. The first part referred to involuntary turnover and tried to explain it through the literature according to Arokiasamy, (2013)who gave some information about it but although this is not needed here as the research is discussing voluntary turnover in A'Safwa Dairy Company SAOG, it was needed to explain it in order to focus that this research is not dealing with involuntary turnover and to show that it is completely different from voluntary turnover. The first part referred to views by Chang, (2009), as he referred to solutions that can be applied there in the business organization and reduce or end employees' turnover such as following practices and strategies that can reduce it including new leadership practices, applying employees' engagement effectively, following competitive compensation and making modifications on the work environment in order to make it more attractive for employees and retain them. This is confirmed by many authors such as Gerhart, (1990) who discussed the issue and confirmed that when employees are job satisfied, they usually feel belonging for the organization and feel not leaving it as they have high morale and high levels of job satisfaction and these things relate all to the organization and its work environment, the opportunities it presents to its employees, how far they are engaged and if there is a reward system that can really provide them with the appreciation needed for them and the promotion strategy and if it suits the employees' performance and can be promising for their future aspirations so it is good for the organization to investigate its current status and check if employees are satisfied with what they really have or there are complaints and dissatisfaction levels.

Theories and models presented in the first part were presented due to the effect they leave in the literature and because there are many authors who stressed on the importance of using them; the research presented how the human relation theory discussed the needs of employees and the relation of these needs with people management; the theory was presented through the views of Rose, (2005) who stated how the theory is dealing with the human factor and raising its importance and the needs that individuals have in the workplace and that these needs may be physical or psychological or others but they need to be studied deeply by the leadership; the theory can also be viewed according to Warner, (2007) as he discussed the employees interests at work and how management can regard them in order to improve the morale of employees, he also confirmed on the need to compensate employees as much as possible and that they have to be protected by ensuring they have all they need as this helps in meeting the interests and needs of the organization itself. The first part used the theory in order to focus on the importance of giving interest to employees' interests by managers and leaders in a way that ensures applying their needs which can be explained through the human relations theory and this can well be seen through the leadership style as A'Safwa Dairy Company still suffering a transactional leadership style that needs to be replaced with a better transformational leadership style that depends on communication among employees and how to understand their needs by leaders in order to change the work environment to suit such needs and to raise employees' morale. Warrick, (1981) explained how the leadership style can affect the degree of employees' satisfaction in a business organization and he referred to the need of applying the proper leadership style and that employees can be retained by a leadership style that focuses on giving much appreciation to employees and raising their morale with a good motivation system and a strategy that depends on investing in employees and considering them a main asset of the organization, he also referred to the human relation theory and referred to work conditions and work climate and their need to assert human interests to retain employees by making them work in an acceptable work environment. He stated that a leader's style is the most important variable that can be focused on to affect employees' performance and satisfaction as job challenge and job interest added to the organizational work conditions are very important for employees' retaining because a good work environment where employees have enough opportunities to be promoted and grow can make them more self confident and can improve relationships between employees and leaders which is considered a consequence of the leadership style that should focus on communication and human relations mainly.

The first part of the research discussed soft systems theory and how leaders can act according where they live of real world and that this can in turn affect the way employees work and feel in the business organization, this was through the views of Coffey, (2009) as he discussed how leaders' attitudes can affect the job satisfaction of employees and that this can help employees be more satisfied when leaders thoughts and attitudes were positive towards achieving employees' needs and respecting them. The research also came near the hard systems theory and confirmed its importance in maintain employees within an organization as according to Ibrahim and Alsabbah, (2014), hard systems focus on the features of the objectives of the organization and how the organizational goals should mainly depend on retaining employees and considering them one of the main values of the organization as this can help in retaining employees and reducing their turnover rates through understanding them and considering their needs through the organizational goals. They also referred to other different systems such as the general systems theory and they confirmed that it is important as it helps understand the employees' way of working in the organization and if the organization is following soft or hard systems as this helps in realizing the way of thinking of employees and the organization's leadership which helps in retaining employees by focusing on their needs as hard competence for example can help the leadership motivate employees through encouraging them to have more skills related to the organizational success and that soft competence can improve the employees' morale by training them to have mores skills that can help them be promoted sooner and receive more recognition rewards from the organization. These theories were chosen in the first part due to their great importance in reducing employees; turnover, this can be seen and confirmed through the views of Dainty, Bagilhole and Neale, (1998) as they confirmed the need to retain professional employees in business organizations by increasing salary levels of employees and managers who are important to the business organization and they added that this helps in maintaining the stability of the work force which can help in improving the competitive advantage of the business in front of competitors and they referred to the need to apply both soft systems and hard systems theories in order to fill the gap in employees' skills and raise the level of experience by training employees which has long term effects on both employees and the organization. They confirmed that organizations where employees have competitive salaries are more able to retain its employees even if they are foreigners as this makes employees are more encouraged to stay in the jobs and they also confirmed that organizations that appreciate its employees are also able to retain them and make them more loyal to the organization where they feel a part of and where they have all they dream of ambitions they deserve. This makes it important to understand that foreigner employees who leave work in A'Safwa Dairy may be leaving jobs to their countries where they can be promoted easier than in Oman and this makes Omanization is not the only solution to retaining professionals who may not be found in Oman in the current stage.  

The first part of the research discussed the need of the contingency approach in analyzing the organization and finding out the reasons behind employees' turnover as this was presented through a discussion of the views of Zeffane, (1994) who discussed the theory importance in that regard as it helps understand the relationship between the leadership style and the employees' values as the theory stated that some leadership style can be better in retaining employees and other can't but they may be very serious and can cause employees' turnover such as bureaucratic leadership styles such as the transactional leadership as it may lead to employees' turnover due to the lack of communication that enables leaders realize the employees' needs and then to apply them. This approach was chosen for the need to have employees' retention practices within the organization by applying a type of contingent retention to employees that depends on the corporate activities that can be used to retain employees such as compensation practices which are very important in retaining employees especially in multinational organizations where discrimination can be found and this is very important to be applied in A'Safwa Dairy group as it can be seen that salaries of Omani workers are higher than salaries of the same workers from other foreign countries. This was confirmed in a study for Reiche, (2008) who added that contingent retention depends mainly on applying fairness and justice among employees to protect employees from temptations of other business organizations and to keep talents in the organization and he confirmed on the need to have monetary incentives to retain employees as this encourages the core employees to be retained in the organization and reduces loss resulting from their turnover. The first part discussed the avoidability matrix for retaining employees as this was presented through the views of Morrell, Clarke and Wilkinson, (2015), as they discussed the unweaving leaving of employees referring to their voluntary leaving their jobs and organizations and discussed the avoidability matrix as it is a model for measuring the rates and numbers of the employees who left the jobs and classifies them into categories and each category refers to a specific reason or a group of reasons that made them leave work. This was confirmed by She et al, (2013) as they discussed the need to apply the avoidability matrix in the business organization as they explained that the matrix can have the turnover type and that it can either be actual or perceived and that turnover intents can be avoidable or not and that there should be a prevention and control orientation to be practiced by the organization to reduce turnover of employees and the matrix show that entrepreneurial attitudes can change employees' intents of leaving the job as they can control the levels of dissatisfaction among employees by meeting their needs and ensuring a safe environment for them to work in.

The first part of the research referred to Wang, (2007) views about how to reduce employees' turnover levels through applying an evaluation system model that can be used for analyzing the risk of employees' turnover in the business organization and discussed the system which provides some factors that can lead to employees turnover and they are found in the business organization and its work environment, the system was referred to due to its importance in measuring the real turnover attitudes in the organization and the factors impact individually as this can help in managing employees' turnover in the organization by leadership practices and the different motivating activities of human resources management. This can also be asserted by Yan and Yan, (2015) who referred to the evaluation system model as the model focuses on the talent resources in the organization and how to evaluate the talented employees' skills and needs and measure their level of satisfaction and then to work hard to improve their skills as well as their satisfaction as the model measures the cost and the level of individuals turnover by using system configuration management in addition to risk management criteria as turnover is considered a risk that threatens the organizational stability and lead to different losses. This view confirmed that assessment is very important to be applied in the business organizations in order to focus on the real reasons behind turnover and then to fix them. The first part of the research referred to the core self theories and that they can be used by the leadership of the organization in order to apply core self evaluation practices via the usage of critical analysis that can measure employees' turnover and the rates related to it; this can be done periodically such as yearly measurements as it helps in reducing the turnover levels through identifying the performance levels of employees and investigating the reasons for their satisfaction and dissatisfaction and recognizing the different factors relevant to this in order to provide organizational support for employees who need training or promotion and the to make the needed feedback for developing the employees' levels of performance and encouraging them to be more engaged in decision making within the organization. This was presented through discussing a study by Joo, Hahn and Peterson, (2014) as they tried to set a base for retaining employees through evaluating their needs by themselves and by the organization and comparing them with the organizational needs. This can be confirmed by Javed et al, (2014) as they confirmed the need to apply evaluation based on core self theories and they added that a metal analysis can also be effective in this regard and they confirmed that core self evaluation is negatively related to the different turnover intentions of employees.

The first part of the research discussed a study by Perez, (2008) for it presented a job coupling model that is used for reducing employees' turnover by studying the withdraw tendency of employees from their jobs and stated that the job coupling model is investigating how to retain employees through realizing the components of that model and explained them by referring to the off the job coupling and on-the job coupling, this model was referred to in the first part because it is important for understanding the trends of the organizational policies and then to build upon them new policies and strategies for retaining employees and reducing their turnover rates. This can be regarded by the views of Long et al, (2012) who referred in their study to different models including the job coupling model and other models of employee turnover and they confirmed that the use of these models is very essential as they enable the leadership of the organization to be aware of the factors relevant to employees turnover and how to face them and this was also confirmed by Besich, (2005) who discussed different models of employees turnover focusing on factors such as age, job satisfaction, gender and other factors that affect employees' turnover in the business organization and that the traditional models of employees turnover should be faced by other modern models such as March and Simon's model and Mobley's model as these models were mentioned in the first part of the research as they confirmed on using these models for dealing with voluntary turnover and finding solutions to turnover using them as these models depend on understanding the employees' abilities to take decisions of leaving the work and such theories specifies the factors causing the leaving decision such as perceived ease of movement and perceived desirability of movement which are presented by the March and Simon's model as both of them refer to assessing the job satisfaction of employees and discus the methods and activities the organization's leadership can follow to make employees in a better morale and ensure they are job satisfied as this will decrease their tendencies to leave work and these models can consider internal turnover and its reasons before deciding what to do with external turnover which were discussed by Pietersen and Oni, (2014) who discussed employees' turnover referring to two types of employees turnover which are the internal turnover that means employees leave their current departments and jobs in the organization and leave to other jobs in other departments in the same organization and this refers to a clear job dissatisfaction that resulting from problems within the department or the job themselves and not the organization and the external turnover which means employees leave their jobs and the organization where they are working to look for other jobs in different organizations.      

Conclusion

In conclusion, it is important to state that employees' turnover is a serious organizational problem that can affect the organizational success, productivity and profitability and can cause loss in many areas of production and other operations of the organization. Employees turnover has many reasons and causes and it can be dealt with through identifying those reasons and analyzing the organizational conditions such as the work environment and the different factors affecting the job satisfaction of employees in order to find solutions to employees turnover and be able to retain them. The current paper is critically investigating the literature review of the first part of the research and how it investigates the different reasons for employees turnover in the A'Safwa Dairy Company as the literature is explained referring to the different theories stated in the first part such as the human relation theory in addition to referring to the models that can share in solving the problem of employees turnover such as March and Simon's model and other different models that can assess and evaluate the organizational conditions related to internal and external turnover of employees and can by this solve the problem and apply different techniques and activities based on those theories and models to help the business organization end the problem of employees turnover or at least reduce it. This can be applied by A'Safwa Dairy company in order to solve the problem of employees turnover and retain their professional employees who may be native Omani or foreign employees as Omanization can help in solving the problem to some extent but other employees should also be retained in addition to the professionals who are foreigners.

Recommendations

It is recommended that A'Safwa Dairy company regards some specific theories and models and then to try to apply them on the employees by applying some relevant activities and implementations to help reducing the ratios of employees turnover in the organization as these activities mentioned in that paper and the first part of the research as these models can be effective in raising employees' morale and job satisfaction which helps in making them work better and develop themselves to reach higher positions in the organization.  

Labor Relations

Introduction

Labor relations is the study of how unionized employment situations can be managed and practiced as it is relevant to industrial relations and many researchers discussed it with relation to many areas such as economics, sociology, history, law, and political science in addition to the study of labor unions and labor different movements and it is related also to human resource management as a sub area. Courses in labor relations field is covering labor history, labor law, union organizing, bargaining, contract administration, and important contemporary topics. In the United States, labor relations in the private sector is regulated by the National Labor Relations Act. Public sector labor relations is regulated by the Civil Service Reform Act of 1978 and various pieces of state legislation. In other countries, labor relations might be regulated by law or tradition. Industrial relations is a multidisciplinary field that studies into the employment relationship and it is being called employment relations or employee relations due to the importance of non-industrial employment relationships as this is regarded especially in the human resource management field. Some researchers nowadays provide definitions for human resource management such as synonymous related to employee relations. Other authors regard employee relations as only targeted non-unionized workers but labor relations is seen as dealing with unionized workers. Industrial relations studies examine different employment situations, not only ones with a unionized workforce. Many researchers see that trade unionism, collective bargaining and labor-management relations as well as the national labor policy and different labor laws. (Brito, Galin and Novick, 2001)

Why employees join unions

Employees join unions for many reasons such as Employees usually join unions in order to be safe from the bad practices of employers and ensure their rights in many areas especially when the employers are not giving employees enough interest such as letting them work in bad work environments without regard to safety or security measurements in addition to the shortage of employers in providing employees with greater job security regarding their contracts, limits of them and time periods, insurance systems, hiring rules and promotion as unions can provide many solutions for these problems, resolving employee concerns, showing favoritism, and making employment decisions are suitable for employees' concern. Unions are most successful where employers send the message that they "don't care" about their employees. Allowing employees to work in unsafe conditions, not addressing or resolving employee concerns, showing favoritism, and making employment decisions that are perceived as unfair can leave your company susceptible to an organizing campaign.

Unions are useful to be used when there are big numbers of employees' complaints and when employers don't regard and consider employee complaints especially those claims of discrimination and payroll concerns, or fail to find solutions for them quickly and efficiently. Some employers give employees orders without explanations, or ask them to do jobs that they are not assigned or prepared for doing them and this can affect the productivity of employees and may increase their turnover. Ignoring the complaints of employees is a very serious problem as it can lead to more complications. Then union campaigns are set for providing employees with strength in the work place that can enable them claim for their needs, rights and demands. Unions can provide effective complaint handling systems for discussing employees complaints and trying to find suitable solutions for them. Compulsory memberships are also effective within unions in order to provide employees with their rights and they include union shops that are important to include hired employees within the union and the agency shops that are important for making nonunion employees pay an equal fee. Employees who also suffer lack of respect are in need for unions as many employers try to use inhuman punishment methods and embarrass employees by insults and blaming methods that make employees complain and ask for the help of the unions.

Then unions can deal with these matters of lacking respect by ensuring the effective communication among employers and employees and helping managers be good leaders who are able to manage such matters and address employees properly as unions can guide employers be caretakers of their employees and reduce employee vulnerability to the traditional union sales pitch. Another reason is the lack of safety measurements in the work environment as employees need safety training, special appropriate equipment with a certain quality level, and clear guidelines and procedures for responding to and reporting workplace accidents and protecting employees from them. Higher wages, salaries and benefits are other reasons for making employees ask for unions help as employees who don't get enough money pay for their efforts are the most suffering ones and are in need for unions help. (Mitchell and Simpson, 2009)

Labor Legislations

The Wagner Act

The National Labor Relations Act of 1935 which is known as the Wagner Act after New York Senator Robert F. Wagner who has founded the statute of United States labor law which guarantees the main rights of the employees of the private sector for organizing into trade unions, engaging incollective bargaining for better terms and conditions at work, and to take collective action including strike when needed. The act was the bases of creation the National Labor Relations Board, which conducts elections that can require employers to enter into collective bargaining with labor unions (also known as trade unions). The Act isn't suitable for workers who are under supervision of the Railway Labor Act including agricultural employees, domestic employees, supervisors, federal, state or local government workers, independent contractors and some close relatives of individual employers. (Britania, 2015)

National Labor Relations Board

The National Labor Relations Act of 1935 which is known as the Wagner Act after New York Senator Robert F. Wagner who has founded the statute of United States labor law which guarantees the main rights of the employees of the private sector for organizing into trade unions, engaging incollective bargaining for better terms and conditions at work, and to take collective action including strike when needed. The act was the bases of creation the National Labor Relations Board, which conducts elections that can require employers to enter into collective bargaining with labor unions (also known as trade unions). The Act isn't suitable for workers who are under supervision of the Railway Labor Act including agricultural employees, domestic employees, supervisors, federal, state or local government workers, independent contractors and some close relatives of individual employers.

Taft Hartley Act

The Taft-Hartley Act of 1947, sponsored by U.S. Senator Robert A. Taft and Representative Fred A. Hartley, was designed to amend much of the National Labor Relations Act of 1935 (the Wagner Act) and discontinued parts of the Federal Anti-Injunction Act of 1932.

The Taft-Hartley Act was the first major revision to the Wagner Act, and after much resistance from labor leaders and a veto from President Harry S. Truman, was passed on June 23, 1947.

The Taft-Hartley Act provides for the following:

• It allows the president to appoint a board of inquiry to investigate union disputes when he believes a strike would endanger national health or safety, and obtain an 80-day injunction to stop the continuation of a strike.
• It declares all closed shops illegal.
• It permits union shops only after a majority of the employees vote for them.
• It forbids jurisdictional strikes and secondary boycotts.
• It ends the check-off system whereby the employer collects union dues.
• It forbids unions from contributing to political campaigns.

The act also required union leaders to take an oath stating that they were not communists. Although many people tried to repeal the act, the Taft-Hartley Act stayed in effect until 1959 when the Landrum-Griffin Act amended some of its features. (nirb, 2016)

Unionizing employees

Unionizing employees is a process of organizing employees in a business organization into one union that can work as an intermediary between employees and their employer and when the company establish the union, then employees are called unionized. Unionizing employees have a great effect on employees as it makes them feel safe and secured and that their rights can be gained by authorized.

Organizing a union has main steps as follows:

1. Building an organizing committee: the committee consist of a group of leaders who are well identified and representing all the organization's departments with information gathered about employees and employers.
2. Adopting an issue programs: the program is developed by the committee for the demands of employees.
3. Signing up majority on union cards: workers who join the union should have a card campaign.
4. Winning the union election:  by the cards, elections start by the federal board for weeks.
5. Negotiating a contract: this means the contract signed between the union and the organization for ensuring terms that can specify employees' rights and demands. (ueunion, 2015)

INTERNATIONAL BUSINESS PENETRATING MIDDLE EAST MARKET: OPPORTUNITY OR THREAT LG

Executive summary

The current paper aims at discussing international marketing with an example of the LG company that is tending to build a factory either in Egypt or in Oman with concerning to the different strengths, weaknesses, opportunities and threats in each of the two countries. The company is trying to manufacture a new product called OLED which are new displays used for saving in power and place as well as providing better display for devices such as TVs, smartphones and others as the technology is new and will replace the crystal displays in the global market. The current paper is studying the company's potentials and their relation to the available chances in the two countries, Egypt and Oman through some different means of analysis such as PESTLE analysis, SWOT analysis and studying the feasibility in each country based on these analysis to find that Oman is the better choice for LG factory to be established there due to some reasons such as the governmental support to foreign investments, less taxes, better importing system, better economical and political stability in Oman and cheap work force. Egypt is not preferred as a result of some main reasons such as the non stable situation regarding politics, dollar availability and dealing, work force, high taxes on imported items, difficulties of establishing a foreign plant and shortage in safety measurements. The study will also present a number of obstacles that the company will face during establishing the plant and achieving the project such as the difficulties of working with women in Oman as this is one example for cultural obstacles and as the high and changing salaries of engineers, holidays related to religion are too many in addition to the 8 hours that represent the maximum working hours for Omani as the company may need workers to stay longer to end better. 

Table of contents

TOPIC	PAGE
ABOUT LG	4
SCOPE OF WORK	5
PRODUCT PROFILE	6
EXTERNAL ENVIRONMENT ANALYSIS	8
MARKET/SECTOR ANALSYSIS	11
COMPATITORS ANALYSIS	14
SOWT ANALYSIS	16
INVESTMENT FEASIBILITY	19
MODE OF MARKET ENTRY (OMAN)	20
OBSTICALES	21
REFERENCES	22

1. About LG

LG electronics is a multinational company for producing electronics and it is mainly a South Korean company with a headquarters in in Yeouido-dong, Seoul, and a member of the LG Group. The company is employing about 83.000 employee distributed for working in the international 119 local subsidiaries. The company gained in 2013 about USD 53.1 billion (KRW 58.14 trillion), from global sales. There are five divisions the company is operating in including the home entertainment, home appliances, Energy solutions and air conditioning, mobile communications and vehicle components. CEO of LG Electronics is Mr. Bon-joon Koo, who was assigned as Vice Chairman of LG Electronics on the date of 1 October 2010. In 2011, LG Electronics was second-largest television manufacturer in the world.   

2. Scope of Work

LG electronics is investing in the Middle East in many electronic products including refrigerators, TVs, washing machines, cooking appliances, built in appliances and mobile phones and it has good investments in many countries of the Middle East, the company is studying opening a new plant for producing OLED or organic light-emitting diode displays for larger TVs, smart watches and automotive displays and this will be in Oman and in Egypt to supply the future need for O

3. Product profile

The new product is produced to provide a new display type which is used for cutting power use, showing colors in a brighter way and making thinner devices.  This new technology was produced to be a replacement for the smartphones liquid-crystal displays as the OLED is sought by big companies such as Apple for its iphones in 2018. It is said by LG that there will be 10 trillion to be spent over the product along with three years' time period in order to produce and market these advanced technology of displays that provide the customers with advanced screens with a brighter picture that is also sharper than the LCDs. The new product is able to save power and space as they are not in need for a backlight. The new product is needed as a result for the slow LCDs sales especially in the smartphones and other wearable devices. The company tends to invest in the new product to surprise the market with its known rivals by it and it tends to invade the Middle East countries such as Oman and Egypt with the new product marketing plan that can be better than anything in the market. (Timesofoman, 2016)

4. External environment analysis (Oman and Egypt)

4.1 General information

	Oman (Asia)	Egypt (Africa)
Capital	Muscat	Cairo
Area	309,501 km2	1,002,450 km2
Population	4.2 Million persons	87,5 Million persons
Language	Arabic, Most educated people speak English	Arabic and most educated people speak English and some add French
Currency	Rial (OR)	Gunaih(Pound Egyptian )
GDP	23,315  $ per capita	2,970  $ per capita

The report Oman, (2015) World report Egypt, (2015)

2. PESTLE analysis

	Oman	Egypt
Political	The country is a Sultanate ruled by the Sultan. It is stable with limited political freedom. Taxes for importing products is very low without taxes among GCCC. Good relations with world countries and neighbors. Many labors are foreign workers. WTO member since the year 2000. A tendency towards Omanization.	Egypt began to have a quite stable politic situation. Election rules the country by a president. A level of publicity freedom. Imported products are under high taxation rates. Local business entities are under high income tax system. The market is dominated by local workforce. Relations with neighbors are ok but with some issues with Israel, Sudan and Libya. Bureaucratic system limits external investments.
economical	The economy is growing. It is a country with high income. Growing GDP per capita is (26,000$ per capita) that is ranked as the 50 globally. Economic freedom index score is: 67.9 and there is a low unemployment rate. A growth in demand for electricity. The government provides high support for local manufacturers. Interest on loans and factory rent are low	The economy is growing but not with a good level. Lower middle income. Growing GDP per capita (3000$ per capita) the economic freedom is low with a low industrial production. There is a high demand on electronics in the market and sales are high.
Social	People are of the Islam religion. People are divided socially into tribes and families. 81%literacy rate. Good education.	People are of the Islam religion and there are Christians. People are divided socially into families from Cairo, Delta or Upper Egypt and minority Bedouin. 72%literacy rate. Good education.
Technological	High technology based business. high interest with IT in life and education. Modern network, communication and high interest in modern technologies in mobiles and internet. There are plans for the GCC train. The country enjoys modern transportation systems. There is lack in media channels and media industry. Few number of radio stations and TV channels.	Low interest in technology based industries but the people like to purchase the latest trends of technology appliances. Old transportation but good communication and internet. Lots of media channels such as radio stations and TV channels and satellites.

  Bbc, (2015) -internations, (2015)

5. Market sector analysis

market demographics

Oman

Oman is showing that its customers are consuming high amounts of electronics and smartphones that the new product can be used with as this

The market shows that there are many updates in that field and people are attracted to the new and updated products and this is seen in the PC, AV, smartphones and handset segments which shows that in the year 2017, there will be more sales as growth is expected in the Omani spending on electronics by consumers according to the spent in 2016 and this is conditioned with the stronger performance of companies manufacturing and distributing such products in the Omani market and with the economic conditions in Oman as risks are able to exist. Demand on the new product is underlying with the growth of Omani population and the reduced prices of the different devices and the introduction of new supportive devices that can have new features such as the current product of OLED.

There are many updates and developments in the industry as follows:

-Computer Hardware Sales: USD257mn in 2016 and expected to beto USD282mn in 2019, with a percentage of of 3.2%. Tablet market is expected to grow from 2017 with demand for hybrid notebooks.

-AV Sales: USD175mn in 2016 and expected to reach USD187mn in 2019, at a percentage of 1.5%.

-Handset Sales: USD737mn in 2016 and expected to be USD759mn in 2019, at a percentage of 1.7%.

-Smartphone sales: It is almost stable and there are expectations for them to grow in the next years.

Figure 1 Oman Smartphone Sales

Egypt

It is thought that the Egyptian market is a promising market for electronic consumption as the market there reflects that although there is a negative effect of the currency depreciation in Egypt, people are still purchasing electronics and there are expectations for growth in the industry there as there are expectations for market settlement there but slowly as sales of the year 2014 in electronics were very high. The country is witnessing a rise in people's income but there are government restrictions regarding exported items and taxation laws. There is a growth in smartphones and tablets demand with the need for new updates such as the OLED.

Latest Updates & Industry Developments

Computer Hardware Sales: were USD916mn in 2015 and became USD 965mn in 2016, up 5.3% in terms of US dollar AV S ales: were USD648mn in 2015 to be USD671mn in 2016, up 3.5% in terms of US dollar Handset Sales were USD2.12bn in 2015 to USD2.26bn in 2016, increasing 6% in terms of US dollar terms.

Customers

Customers include all social categories such as adults, teenagers, males and females. They can be included within families, companies and schools.

Market needs

High quality

Products such as electronics are needing to be of high quality as they need to be able to endure many applications and uses. The market I full of Chinese electronics that lack many quality measurements and customers need new high quality products.

Punctual delivery

Punctual delivery is a major need for retailers who distribute to customers as this makes the market flourishing and apply the customers' need of having many varieties to choose from.

Competitive price

Competitive prices are needed to boost the high competency in the market with the existence of cheap Chinese products.

Variety of options

OLED products should be diversified to include smartphones, tablets, cameras, handsets, PCs and other electronics as well.

Customer service

There should be high quality customer service that encourages customers to purchase the products.

6. Competitor analysis

Porter's five forces

Figure2 :Porter's five forces

Market Rivals

The electronics market is full of famous companies that tend to invest in the OLED products including TVs as its market is expected to go over $10 billion globally in 2019 and its share is also expected to rise from 1% to 10%. Companies such as Samsung electronics will start marketing its OLED products in the Middle East in 2018. There are some Chinese electronics companies in Asia are releasing some OLED displays panels. Japanese companies such as Panasonic and Sony are going to enter this field soon. Skyworth started in marketing some OLED products in 2014 and there are other companies such as High Sense, Haier and TCL are preparing to invade the market too. (Jin, 2016)
 Threats of entrants   When LG is making a plant in Egypt and Oman; this will take a lot of time that allows other companies to establish the competing plants there and this will raise competition and long time will reduce the opportunities of LG in the market. The Chinese and Indian products that are cheap and have strong position in the Middle East market can threaten the LG new products and reduce its value especially when they produce the same OLED electronics or imitated copies of them. High quality will enable LG products to penetrate the market and get a strong position against other rivals.  

Threat of substitute products

The market is full of different companies that at any time can produce new technologies in the same field and can produce new products that can compete with the LG products and reduce its sales.

Bargaining power of customers

Power of customers can be controlled by LG when quality and price pass over other products in the market such as those cheap Indian and Chinese products as well as the expensive European products in the market.

Bargaining power of suppliers

Suppliers' power can be maintained when LG provides them with the best offers and keeping different suppliers for having substitutes if there are conditions the suppliers aren't able to supply the company.

Competitive position of LG Oman and Egypt

According to Torraleja et al, (2012), Brown strategic clock can refer to the current competitive position of LG in the Middle East market and how it can make use of its resources and abilities to invade the market with its new OLED devices and this can be seen from the Brown diagram:

The diagram shows how the company can provide a moderate price of the product without monopoly of the price as it can be risky and the company can provide high quality product in compared to others in the market and this can be shown through differentiation and hybrid products in order not to lose the market share and beat competitors.

7. SWOT analysis

SWOT analysis will be used to help the company decide how to enter the two markets of Egypt and Oman as it declares the strengths and weaknesses in each of the two countries regarding the marketing for a new product there and the opportunities and the threats that the company may face there.

Oman

Strengths Low taxation system. Human resources of high quality. High individual income. Strategic location. Franchising many businesses as being local factories. A public demand for innovation in electronics. The Omani people is seeking new devices and smartphones. The strategic location of Oman in the Arabian Gulf. Low operational costs The country has good relations with neighbors. There is high possibility for meeting the needs of the customers. Low transportation costs.

Weaknesses Difficulties in manufacturing all parts in Oman. Time consumed in establishing the plants. High costs of lands for the plants. High costs of engineers. Omanization restrictions can delay the projects and lead to undelivered at deadlines.

Opportunities Oman is enjoying political stability Good banking loans for local manufacturers. Low difficulties resulting from bureaucracy. People are easily attracted to updated electronic versions. Good economy and healthy social measurements for electronics. The year 2018 will witness opening the GCC train. High public increases for smartphones, TVs and other electronics updates especially in displays.  There are advantages provided for local electronics that support Oman. The government doesn't make it hard on investors to market their products in Oman.  Low costs of Asian labors. Increased constructions of factories in Oman.

Threats The Omani market is full of different electronics companies with high technology and high diversity. Not enough human capabilities. The weather in Oman may be of bad conditions at any time. The government changes the employees' wages without referring to the companies of the private sector. Problems of visas for residents non Omani employees.

Egypt

Strengths Strategic location in the Middle East. Low costs of employees, engineers and labors. Egypt is considered a leader in the global electronics market. People are trying to find new trends in technology. Reaching customers easily via different media channels. reasonable costs of land renting for the factories. The country has a large number of population.

Weaknesses High capital costs. Difficulties in manufacturing all parts in Egypt. High costs of exported materials. High taxation cost. Low individual income.

Opportunities The country began to enjoy political stability. The economy is growing. Local products are receiving many advantages. Local franchises are favored there. High demand for constructing different factories and manufacturing plants. Local products are under lower taxes. The strategic location of Egypt is a good opportunity for making other businesses with neighbors. The company can save from the local labor costs. Adequate quality of transportation systems. High efficiency in communication and advertising tools.

Threats The different companies are prevailing in the market and affecting the production. High bureaucracy and difficult laws regarding building plants. High crime ratios, low safety and security measurements and problems with dollar dealings. The economy of Egypt is not stable and doesn't support good foreign investments and it has many problems regarding the currency and dollar situation there as there are many restrictions on dollars dealing there in Egypt and the factory may stop working and make loss if there are problems regarding the dollar.

8. Investment feasibility

Any project needs to have a feasibility study in order to measure, expect and realize the different benefits or harms that the project may be liable to when it is executed and it is also useful to estimate the risks to the project after application and how to avoid them. The above SWOT analysis and PESTLE analysis can tell many things relevant to the project and the feasibility of it such as how much time is to spend in order to finish the project, how it can be scheduled, what strengths can be there for the project to make use of, what weaknesses can affect the project and how the products can be marketed in specific time period. The current situation can be understood if the strengths and weaknesses were understood well in each of the two countries and if LG company considered methods to make use of the opportunities provided for the company. Both countries are suitable for establishing the factories but Oman's external environment looks better and at the same time, Egypt population is encouraging to attract more numbers of customers. Oman's plant seems to be easier to be built due to the governmental opportunities provided to the investors there and the opportunity to find many facilities related to the project and Oman can also be a gate to the other Gulf countries easily which means a very big audience and many new customers for purchasing the new product. The threats in Egypt can be more effective in choosing one country as the problems and differences in Dollar dealings can affect the success of establishing the plant there in addition to the threats from high taxations imposed on foreign investments and on imported products which makes Oman is a better market for beginning launching the new OLED displays devices for the previously mentioned reasons and for the different strengths and political stability there. This makes Oman is the most suitable market to be chosen for establishing a plant for OLED displays and different relevant devices using them and marketing these products by LG companies as the feasibility of success is higher in Oman rather than in Egypt electronic markets. The coming parts will present the mode of entry to Oman's market and how this can be done by LG successfully and the different obstacles that the company may face as challenges in the Omani market.  

   

9. Mode of entry

The new plant will cost Apple the supplier for LG about 10 trillion ($8.7 billion) and the money will also be allocated for increasing the production of the OLED as they will be used for cutting the use of power and delivering customers with a very thin device that has brighter colors. The factory will be assigned for manufacturing organic light-emitting diode displays that can be used with very large TVs, automotive displays and smartwatches. The products will be delivered to the market through media channels in Oman at first and in the Gulf after that to spread into the Arabian Gulf after Oman. This will be at the first half of year 2018 when the plant establishing and work is done. The OLED technology will be a substitute for the smartphone liquid-crystal displays. The factory will also produce new panels that are power and space savers due to the absence of backlight. This investment can raise the company's share to Samsung in the market if time was well used. LG is deciding to enter the Omani market by franchising the new displays business via OLED technology in a local factory that manufactures and distributes the new product in Oman with plans to market it in the Gulf area after that to increase the business and reach larger customer scales. The factory will manufacture the different sizes of the OLED displays and assembles them with the different parts of the devices. Many companies will work with the LG company as suppliers for different parts such as Apple company. Apple is LG Display’s greatest customer, representing for about 25 % of sales, according to Bloomberg supply chain analysis. The South Korean company has reported a 30 % decline in third-quarter operating profit as prices and demand fell. (timesofoman, 2016)

 

10. Obstacles

Among the different challenges and obstacles the company may face is the cultural challenge that makes the society of Oman not able to employ a large number of employees due to the avoidance of employing women in that society. Another challenge is some restrictions on employing women as they should wear Hijab which will be solved by imposing uniform women who work in the factory should wear that is formed of a long sleeved Abayaa and a Hijab or something like that as the company has to respect the social and cultural customs and religious beliefs of Oman. Another problem is the big number of religious effects and rules that make holidays related to religions are too many and may affect the work soothe company should make a balance between the holidays and the work. The maximum work hours is another obstacle that the company may face during establishing the factory as there may be different shifts and this problem will be dealt with by the contracts and the employees.