The research data was computed and analyzed. Frequency distribution for each question was developed with proper tables and graphs. Interpretation gives clear idea about the final results. The proportions of responses indicating the degree of agreement to the questions related to the role played by SME’s and various challenges faced by UAE government in accessing the capital from banks.
UAE - Swimming in foreign waters - Tuesday october 11 at EASMEChristophe Boeraeve
10 - 11 October, 2016 / Bruxelles, Belgium
SME INSTRUMENT INNOVATORS SUMMIT
b2B matching tool : https://events.b2match.com/e/innovators-summit-2016
09:00 Workshop
Room: River 3
United Arab Emirates: Swimming in foreign water- doing business abroad
Moderator: Mrs Isabel Nolle, Mr Ted Erikkson
Description: You want to grow and expand abroad Europe? Scaling up businesses implies important changes and challenges for enterprises from decision making, to people management, deploying abroad, finding partners and ensuring cash flow, expending your line production and sales/distributors on international level. How to approach the Chinese and Japanese market? Which legislation is relevant for me and what are the ‘golden (cultural) rules’ to respect?
How does it work? We want to access the "collective intelligence" or collective wisdom in the room. By using the so-called “world café” style we intend to facilitate open and intimate discussion, and link ideas within a group of maximum 30 people.
Input speakers:
Christophe Boeraeve - Law Right
TAX & CORPORATE Lawyer - Business Coach - EU EXPERT in the EU HORIZON 2020 PROGRAM
Avenue Brugmann, 183
1190 Brussels - Belgium
Tel: +32 2 643 11 00
Fax: +32 2 643 11 08
Mobiles: Belgium +32 485 69 50 22 - UAE +971 56 760 0925
Web: law-right.com
This document discusses small and medium-sized enterprises (SMEs) in Dubai and their issues and challenges. It notes that while Dubai has a business-friendly environment, access to finance remains a key constraint for SMEs. It provides definitions for micro, small, and medium-sized companies based on employee count and turnover. Over 90% of members of the Dubai Chamber are SMEs, and SMEs contribute on average 40% to Dubai's GDP and significantly to its employment. However, 77% of Dubai SMEs have no access to bank lending. The document outlines challenges on both the supply side from banks and the demand side from SMEs and recommends ways to enhance SME
Executive summary
This report summarises and evaluates several innovations that have been introduced to Formway Furniture Ltd since 2000.
Purpose
The purpose of the report is to present recommendations that will guide Formway to continue to adapt, prosper, and grow from the foundations of the new capabilities the company has established since 2000.
Scope and method
The investigation undertaken evaluates secondary sources of data obtained from public sources. No contact was made directly with Formway or its associates. The business case method (Turner et al, 2009) was used as the basis for evaluating the source data informed by a sequence of questions specified by Mellalieu (2011).
Main results
The main results found are that since the year 2000, Formway has gained corporate recognition through its brand enhancement and the utilization of new techniques. The company has also analyzed the operation management and the enhancement of operations enhancements besides the technological innovations by 2011, Formway has now achieved the following key competitive strengths by introducing a state of the art chair, which has the comfort, consumer value and the reflection of the advancement of science and technology in itself.
Main recommendations
On the basis of my investigation I recommend that Formway Furniture:
1. INVESTIGATE the market opportunities for other furniture complimentary products including tables and office furniture
2. ESTABLISH a diverse portfolio to reduce the business risk
3. To capture the existing market because of technology and the innovativeness of the company
4. TO generate a powerful strategy for the global expansion of the company, and the reduction of costs and increase in revenue
HR TRANSFORMATION FOR SMALL & MEDIUM ENTERPRISSES in UAEBrowne & Mohan
This presentation is a study of the current HR system in UAE, and the methods they can implement B&M Approaches and transform their reactive HR functionality to Strategic HR
SME policies in the Middle East & North AfricaOECDglobal
This document summarizes a regional conference on investment and inclusive growth in the Middle East and North Africa focusing on small and medium enterprise (SME) policies. It notes that SMEs are important for inclusion, economic growth, and government revenues. SMEs account for a large percentage of jobs in the region but formal employment and new business creation in SMEs is relatively low compared to other regions. The document outlines main challenges for SMEs such as regulatory environments and access to financing, as well as opportunities like growing domestic markets. It recommends policies to improve the business climate, adopt comprehensive SME strategies, and strengthen regional cooperation and capacity building to better support SME development and growth.
Compensation Package and Employee Job Satisfaction of First Security Islami B...Sakhawat Hossain
The document provides information about a presentation on compensation packages and employee job satisfaction at First Security Islami Bank Ltd. The presentation includes:
- An introduction of the presenter and the student conducting the study.
- The objectives of the study are to evaluate compensation policies, satisfaction levels, factors influencing satisfaction, and ways to improve satisfaction at First Security Islami Bank Ltd.
- The methodology includes primary data collection through interviews and questionnaires, and secondary data collection from sources like the bank's website and journals.
This document summarizes a student's presentation on measuring service quality at the Grand Oriental Hotel in Dhaka, Bangladesh using the SERVQUAL model. It includes an overview of the hotel, data collection using SERVQUAL dimensions of reliability, responsiveness, assurance, empathy and tangibles. Analysis showed most respondents were satisfied with the hotel's service. Recommendations include maintaining service quality and fulfilling requirements to increase star rating if desired.
- The document provides demographic data on 30 respondents from Equity Bank including their gender, age, level of education, and work experience.
- It examines the effects of agency banking on branch set-up costs, service delivery, credit access, and profitability at Equity Bank through survey responses.
- Key findings indicate that agency banking lowers set-up costs and improves customer service by reducing wait times, while over half of respondents felt it does not impact credit access. Most challenges relate to financial and security risks for agents handling cash transactions.
UAE - Swimming in foreign waters - Tuesday october 11 at EASMEChristophe Boeraeve
10 - 11 October, 2016 / Bruxelles, Belgium
SME INSTRUMENT INNOVATORS SUMMIT
b2B matching tool : https://events.b2match.com/e/innovators-summit-2016
09:00 Workshop
Room: River 3
United Arab Emirates: Swimming in foreign water- doing business abroad
Moderator: Mrs Isabel Nolle, Mr Ted Erikkson
Description: You want to grow and expand abroad Europe? Scaling up businesses implies important changes and challenges for enterprises from decision making, to people management, deploying abroad, finding partners and ensuring cash flow, expending your line production and sales/distributors on international level. How to approach the Chinese and Japanese market? Which legislation is relevant for me and what are the ‘golden (cultural) rules’ to respect?
How does it work? We want to access the "collective intelligence" or collective wisdom in the room. By using the so-called “world café” style we intend to facilitate open and intimate discussion, and link ideas within a group of maximum 30 people.
Input speakers:
Christophe Boeraeve - Law Right
TAX & CORPORATE Lawyer - Business Coach - EU EXPERT in the EU HORIZON 2020 PROGRAM
Avenue Brugmann, 183
1190 Brussels - Belgium
Tel: +32 2 643 11 00
Fax: +32 2 643 11 08
Mobiles: Belgium +32 485 69 50 22 - UAE +971 56 760 0925
Web: law-right.com
This document discusses small and medium-sized enterprises (SMEs) in Dubai and their issues and challenges. It notes that while Dubai has a business-friendly environment, access to finance remains a key constraint for SMEs. It provides definitions for micro, small, and medium-sized companies based on employee count and turnover. Over 90% of members of the Dubai Chamber are SMEs, and SMEs contribute on average 40% to Dubai's GDP and significantly to its employment. However, 77% of Dubai SMEs have no access to bank lending. The document outlines challenges on both the supply side from banks and the demand side from SMEs and recommends ways to enhance SME
Executive summary
This report summarises and evaluates several innovations that have been introduced to Formway Furniture Ltd since 2000.
Purpose
The purpose of the report is to present recommendations that will guide Formway to continue to adapt, prosper, and grow from the foundations of the new capabilities the company has established since 2000.
Scope and method
The investigation undertaken evaluates secondary sources of data obtained from public sources. No contact was made directly with Formway or its associates. The business case method (Turner et al, 2009) was used as the basis for evaluating the source data informed by a sequence of questions specified by Mellalieu (2011).
Main results
The main results found are that since the year 2000, Formway has gained corporate recognition through its brand enhancement and the utilization of new techniques. The company has also analyzed the operation management and the enhancement of operations enhancements besides the technological innovations by 2011, Formway has now achieved the following key competitive strengths by introducing a state of the art chair, which has the comfort, consumer value and the reflection of the advancement of science and technology in itself.
Main recommendations
On the basis of my investigation I recommend that Formway Furniture:
1. INVESTIGATE the market opportunities for other furniture complimentary products including tables and office furniture
2. ESTABLISH a diverse portfolio to reduce the business risk
3. To capture the existing market because of technology and the innovativeness of the company
4. TO generate a powerful strategy for the global expansion of the company, and the reduction of costs and increase in revenue
HR TRANSFORMATION FOR SMALL & MEDIUM ENTERPRISSES in UAEBrowne & Mohan
This presentation is a study of the current HR system in UAE, and the methods they can implement B&M Approaches and transform their reactive HR functionality to Strategic HR
SME policies in the Middle East & North AfricaOECDglobal
This document summarizes a regional conference on investment and inclusive growth in the Middle East and North Africa focusing on small and medium enterprise (SME) policies. It notes that SMEs are important for inclusion, economic growth, and government revenues. SMEs account for a large percentage of jobs in the region but formal employment and new business creation in SMEs is relatively low compared to other regions. The document outlines main challenges for SMEs such as regulatory environments and access to financing, as well as opportunities like growing domestic markets. It recommends policies to improve the business climate, adopt comprehensive SME strategies, and strengthen regional cooperation and capacity building to better support SME development and growth.
Compensation Package and Employee Job Satisfaction of First Security Islami B...Sakhawat Hossain
The document provides information about a presentation on compensation packages and employee job satisfaction at First Security Islami Bank Ltd. The presentation includes:
- An introduction of the presenter and the student conducting the study.
- The objectives of the study are to evaluate compensation policies, satisfaction levels, factors influencing satisfaction, and ways to improve satisfaction at First Security Islami Bank Ltd.
- The methodology includes primary data collection through interviews and questionnaires, and secondary data collection from sources like the bank's website and journals.
This document summarizes a student's presentation on measuring service quality at the Grand Oriental Hotel in Dhaka, Bangladesh using the SERVQUAL model. It includes an overview of the hotel, data collection using SERVQUAL dimensions of reliability, responsiveness, assurance, empathy and tangibles. Analysis showed most respondents were satisfied with the hotel's service. Recommendations include maintaining service quality and fulfilling requirements to increase star rating if desired.
- The document provides demographic data on 30 respondents from Equity Bank including their gender, age, level of education, and work experience.
- It examines the effects of agency banking on branch set-up costs, service delivery, credit access, and profitability at Equity Bank through survey responses.
- Key findings indicate that agency banking lowers set-up costs and improves customer service by reducing wait times, while over half of respondents felt it does not impact credit access. Most challenges relate to financial and security risks for agents handling cash transactions.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
The document analyzes data from a survey of 150 customers at cosmetic and fancy stores. It presents results in 23 tables and figures. Key findings include:
- 42% of customers' primary shopping purpose is for face care products, followed by hair care at 33%.
- The largest customer age group is 25-35 years old at 37%.
- Students and housewives make up the largest customer profiles at 37% and 36% respectively.
- The most common product display method used by stores is at the entrance at 71%.
- Quality is the most important factor in one product having higher sales than others at 36%.
This document contains a mid-term exam for an advanced modeling and simulation course. The exam contains 5 questions related to system dynamics concepts like stocks, flows, feedback loops and causal loop diagrams. It also contains questions analyzing time series data and determining trends in different industries. The final question presents a case study about decreasing productivity at a manufacturing plant and asks students to draw a causal loop diagram to represent the key causal relationships.
This survey summarizes trends in executive remuneration practices among South African companies over three years. Five key trends are identified: 1) Shareholders, especially institutional investors, have become more active in influencing executive pay; 2) Remuneration committees are engaging more with shareholders and making changes to pay programs as a result; 3) Committees continue focusing on linking pay to performance; 4) Financial metrics dominate incentive plans rather than non-financial metrics; 5) Committees now seek over 70% shareholder support for remuneration policies, seeing a 30% dissenting vote as a rejection.
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
This study aimed to identify factors that influence employee job satisfaction and performance in Jordan's industrial sector. A survey of 147 employees found that the most significant factors affecting job satisfaction were salary and benefits. The top factors influencing an employee's decision to leave a job were low salary and a negative work environment. Statistical analysis revealed a significant relationship between these factors and employees' gender and age profiles. Specifically, salary and stress levels had a stronger influence on job satisfaction and intention to leave for female and younger employees.
Tools Of Quality Management PowerPoint Presentation Slides SlideTeam
The document describes various quality management tools including Pareto charts, control charts, flow charts, fishbone diagrams, check sheets, and dashboards. Pareto charts are used to identify the most common defects and their distribution over time. Control charts show process performance over time and can identify trends, shifts, and outliers. Flow charts map out process steps, and fishbone diagrams illustrate potential causes of quality issues. Check sheets track defect occurrence by type and date. Dashboards provide overviews and metrics for quality processes.
Work life balance practices on employee job performance at eco bank kenyaAlexander Decker
This document summarizes a study on how work-life balance practices at Eco Bank Kenya affect employee job performance. The study examined flexible working hours, employee assistance programs, and leave policies. The results showed that flexible work hours helped employees balance work and personal commitments and improved attendance and motivation. Employee assistance programs, such as health programs and counseling, helped employees handle personal issues and improved attendance and commitment. Leave policies were found to motivate employees and improve attendance, emotional health, and ability to perform job duties. In general, employees rated their job performance positively across factors like timeliness, meeting deadlines, priorities, and attendance.
A study of graduate & post graduate students regarding their career plansVaibhav Vaidya
Its a study done about career plans of students.
To study the trend of higher education.
Google form was made for collection of data and was shared with different field of students
Can launch passengers be loyal customerEnamul Islam
The report examines whether launch passengers can be loyal customers. Data was collected through a survey of launch passengers of various ages, occupations, and lengths of using launches. Respondents' opinions on statements regarding affective loyalty, behavioral loyalty, cognitive loyalty, transaction satisfaction, product satisfaction, trust, and commitment were analyzed. Key findings include: 1) While passengers are not exclusively loyal to one brand, many prefer stability and dislike frequent switching; 2) Transaction and product satisfaction influence loyalty; 3) Trust and a sense of belonging also contribute to passengers' commitment to rely on favorite launches long-term. In conclusion, developing emotional connections and meeting customers' needs enhances the likelihood of gaining loyal launch passengers.
A Study on Effect of Motivation on Employee Job Performance at Anurag Group o...IRJET Journal
This study examines employee motivation at Anurag Group of Institutions in Hyderabad. The objectives are to identify motivational and demotivational factors for employees, and understand the impact of monetary and non-monetary benefits. A survey was conducted of 50 faculty members. The findings show that most employees are motivated by monetary incentives and have worked at the institution for 5 years or less. While the management is interested in motivation, other factors like workload demotivate employees. Most employees are satisfied with incentives and feedback to improve performance.
Finance is the life-blood of any business. In the early times every entrepreneur’s
motive was to earn profit and expand the business. But in the present scenario, the
survival of any business depends highly on the growth of the firm’s stakeholder’s. Today
majority of the organization suffers from huge business loss due to the wrong decision
taken in managing the financial resources of the firm. The study of Financial Management
helps the organizational managers in making the right decision in procurement,
allocation and distribution of returns to the shareholders. Likewise a women entrepreneur
must understand the various risks involved in fund management. She has to take a right
decision regarding fund financing firms at lowest interest rate and easily payment
options, better investment opportunities prevailing in the economy and the means of
earning profit and distributing the same if the firm has more employees. This paper
revolves around the various problems faced by women entrepreneurs in procuring finance
to run their business. The study was carried out in Salem district, Tamil Nadu (India).
Why Lean Efforts fail - looking at cultural reasons why Lean dosen't work and...Ankit Patel
Video located at http://youtu.be/Cs18sO-PrOw
A 39 minute video on cultural reasons why Lean doesn't work at some companies and works well at other companies. It's true weather you are doing Lean in manufacturing, healthcare, start-ups, or any other industry it still applies. You'll also get 3 tools to help you diagnose and help you implement change properly.
This document is a study on job satisfaction of employees at Kerala Furniture Consortium in Kodannad. It was submitted by Sangeetha C.M to Mahatma Gandhi University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The study was conducted under the guidance of Mr. Armstrong Abraham at Yeldho Mar Baselious College, which is affiliated with Mahatma Gandhi University. The study includes an acknowledgment, declaration, table of contents, and introduction on the importance of studying job satisfaction.
5 Years of The SA-csi National Results. Can the South African CX community show a Return on the Investment to improve CX?- Revealing successes, learnings and important lessons for the future
The document contains the results of a survey of 39 employees that assessed different aspects of working at ABC Company. Some key findings include:
- Nearly half of employees are proud to work for ABC Company but less than half are satisfied with senior leadership's vision.
- Over half of employees are considering leaving ABC Company. If they left, most would do so to pursue a promotion rather than for compensation or career reasons.
- While most aspects of working at ABC received average or above average ratings, employees gave below average ratings to perceptions of job security and workload manageability.
- If employees left, most would not stay in the same industry and instead pursue different types of work.
The document discusses a case study examining the potential return on investment of implementing a web-based customer portal for B&K Distributors. It finds the projected 5-year internal rate of return would be 40.6%, significantly higher than the 12% without the portal. However, the analysis notes many assumptions around growth projections and recommends conducting sensitivity analysis on factors like market share increases, technical issues, and technological advancements that could impact returns. While carrying risks, the group recommends moving forward with the portal due to significant upside potential if managed correctly after implementation.
- The document analyzes economic growth in South Korea and Taiwan from 1960-1990 using the Solow growth model.
- It finds that over the three decades, South Korea's growth was more dependent on factor deepening (labor and capital accumulation), while Taiwan's growth relied more heavily on productivity growth.
- Specifically, labor and capital deepening accounted for over 50% of South Korea's growth in most periods, while Taiwan saw productivity growth contribute over 30% in two of the three decades.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
The document analyzes data from a survey of 150 customers at cosmetic and fancy stores. It presents results in 23 tables and figures. Key findings include:
- 42% of customers' primary shopping purpose is for face care products, followed by hair care at 33%.
- The largest customer age group is 25-35 years old at 37%.
- Students and housewives make up the largest customer profiles at 37% and 36% respectively.
- The most common product display method used by stores is at the entrance at 71%.
- Quality is the most important factor in one product having higher sales than others at 36%.
This document contains a mid-term exam for an advanced modeling and simulation course. The exam contains 5 questions related to system dynamics concepts like stocks, flows, feedback loops and causal loop diagrams. It also contains questions analyzing time series data and determining trends in different industries. The final question presents a case study about decreasing productivity at a manufacturing plant and asks students to draw a causal loop diagram to represent the key causal relationships.
This survey summarizes trends in executive remuneration practices among South African companies over three years. Five key trends are identified: 1) Shareholders, especially institutional investors, have become more active in influencing executive pay; 2) Remuneration committees are engaging more with shareholders and making changes to pay programs as a result; 3) Committees continue focusing on linking pay to performance; 4) Financial metrics dominate incentive plans rather than non-financial metrics; 5) Committees now seek over 70% shareholder support for remuneration policies, seeing a 30% dissenting vote as a rejection.
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
This study aimed to identify factors that influence employee job satisfaction and performance in Jordan's industrial sector. A survey of 147 employees found that the most significant factors affecting job satisfaction were salary and benefits. The top factors influencing an employee's decision to leave a job were low salary and a negative work environment. Statistical analysis revealed a significant relationship between these factors and employees' gender and age profiles. Specifically, salary and stress levels had a stronger influence on job satisfaction and intention to leave for female and younger employees.
Tools Of Quality Management PowerPoint Presentation Slides SlideTeam
The document describes various quality management tools including Pareto charts, control charts, flow charts, fishbone diagrams, check sheets, and dashboards. Pareto charts are used to identify the most common defects and their distribution over time. Control charts show process performance over time and can identify trends, shifts, and outliers. Flow charts map out process steps, and fishbone diagrams illustrate potential causes of quality issues. Check sheets track defect occurrence by type and date. Dashboards provide overviews and metrics for quality processes.
Work life balance practices on employee job performance at eco bank kenyaAlexander Decker
This document summarizes a study on how work-life balance practices at Eco Bank Kenya affect employee job performance. The study examined flexible working hours, employee assistance programs, and leave policies. The results showed that flexible work hours helped employees balance work and personal commitments and improved attendance and motivation. Employee assistance programs, such as health programs and counseling, helped employees handle personal issues and improved attendance and commitment. Leave policies were found to motivate employees and improve attendance, emotional health, and ability to perform job duties. In general, employees rated their job performance positively across factors like timeliness, meeting deadlines, priorities, and attendance.
A study of graduate & post graduate students regarding their career plansVaibhav Vaidya
Its a study done about career plans of students.
To study the trend of higher education.
Google form was made for collection of data and was shared with different field of students
Can launch passengers be loyal customerEnamul Islam
The report examines whether launch passengers can be loyal customers. Data was collected through a survey of launch passengers of various ages, occupations, and lengths of using launches. Respondents' opinions on statements regarding affective loyalty, behavioral loyalty, cognitive loyalty, transaction satisfaction, product satisfaction, trust, and commitment were analyzed. Key findings include: 1) While passengers are not exclusively loyal to one brand, many prefer stability and dislike frequent switching; 2) Transaction and product satisfaction influence loyalty; 3) Trust and a sense of belonging also contribute to passengers' commitment to rely on favorite launches long-term. In conclusion, developing emotional connections and meeting customers' needs enhances the likelihood of gaining loyal launch passengers.
A Study on Effect of Motivation on Employee Job Performance at Anurag Group o...IRJET Journal
This study examines employee motivation at Anurag Group of Institutions in Hyderabad. The objectives are to identify motivational and demotivational factors for employees, and understand the impact of monetary and non-monetary benefits. A survey was conducted of 50 faculty members. The findings show that most employees are motivated by monetary incentives and have worked at the institution for 5 years or less. While the management is interested in motivation, other factors like workload demotivate employees. Most employees are satisfied with incentives and feedback to improve performance.
Finance is the life-blood of any business. In the early times every entrepreneur’s
motive was to earn profit and expand the business. But in the present scenario, the
survival of any business depends highly on the growth of the firm’s stakeholder’s. Today
majority of the organization suffers from huge business loss due to the wrong decision
taken in managing the financial resources of the firm. The study of Financial Management
helps the organizational managers in making the right decision in procurement,
allocation and distribution of returns to the shareholders. Likewise a women entrepreneur
must understand the various risks involved in fund management. She has to take a right
decision regarding fund financing firms at lowest interest rate and easily payment
options, better investment opportunities prevailing in the economy and the means of
earning profit and distributing the same if the firm has more employees. This paper
revolves around the various problems faced by women entrepreneurs in procuring finance
to run their business. The study was carried out in Salem district, Tamil Nadu (India).
Why Lean Efforts fail - looking at cultural reasons why Lean dosen't work and...Ankit Patel
Video located at http://youtu.be/Cs18sO-PrOw
A 39 minute video on cultural reasons why Lean doesn't work at some companies and works well at other companies. It's true weather you are doing Lean in manufacturing, healthcare, start-ups, or any other industry it still applies. You'll also get 3 tools to help you diagnose and help you implement change properly.
This document is a study on job satisfaction of employees at Kerala Furniture Consortium in Kodannad. It was submitted by Sangeetha C.M to Mahatma Gandhi University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The study was conducted under the guidance of Mr. Armstrong Abraham at Yeldho Mar Baselious College, which is affiliated with Mahatma Gandhi University. The study includes an acknowledgment, declaration, table of contents, and introduction on the importance of studying job satisfaction.
5 Years of The SA-csi National Results. Can the South African CX community show a Return on the Investment to improve CX?- Revealing successes, learnings and important lessons for the future
The document contains the results of a survey of 39 employees that assessed different aspects of working at ABC Company. Some key findings include:
- Nearly half of employees are proud to work for ABC Company but less than half are satisfied with senior leadership's vision.
- Over half of employees are considering leaving ABC Company. If they left, most would do so to pursue a promotion rather than for compensation or career reasons.
- While most aspects of working at ABC received average or above average ratings, employees gave below average ratings to perceptions of job security and workload manageability.
- If employees left, most would not stay in the same industry and instead pursue different types of work.
The document discusses a case study examining the potential return on investment of implementing a web-based customer portal for B&K Distributors. It finds the projected 5-year internal rate of return would be 40.6%, significantly higher than the 12% without the portal. However, the analysis notes many assumptions around growth projections and recommends conducting sensitivity analysis on factors like market share increases, technical issues, and technological advancements that could impact returns. While carrying risks, the group recommends moving forward with the portal due to significant upside potential if managed correctly after implementation.
- The document analyzes economic growth in South Korea and Taiwan from 1960-1990 using the Solow growth model.
- It finds that over the three decades, South Korea's growth was more dependent on factor deepening (labor and capital accumulation), while Taiwan's growth relied more heavily on productivity growth.
- Specifically, labor and capital deepening accounted for over 50% of South Korea's growth in most periods, while Taiwan saw productivity growth contribute over 30% in two of the three decades.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
Budgeting as a Control Tool in Government Accounting in Nigeria
Being a Paper Presented at the Nigerian Maritime Administration and Safety Agency (NIMASA) Budget Office Staff at Sojourner Hotel, GRA, Ikeja Lagos on Saturday 8th June, 2024.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
Navigating Your Financial Future: Comprehensive Planning with Mike Baumannmikebaumannfinancial
Learn how financial planner Mike Baumann helps individuals and families articulate their financial aspirations and develop tailored plans. This presentation delves into budgeting, investment strategies, retirement planning, tax optimization, and the importance of ongoing plan adjustments.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Discovering Delhi - India's Cultural Capital.pptxcosmo-soil
Delhi, the heartbeat of India, offers a rich blend of history, culture, and modernity. From iconic landmarks like the Red Fort to bustling commercial hubs and vibrant culinary scenes, Delhi's real estate landscape is dynamic and diverse. Discover the essence of India's capital, where tradition meets innovation.
1. CHAPTER 5
RESULTS AND DATA ANALYSIS
Results include the descriptive analysis and hypotheses testing. To fulfill the aims of this
study the following research objectives are set:
-To study and analyse the role played by SMEs in the economic development of the UAE;
-To explore and analyse the steps taken by the UAE Government and Banks to support the
development of the UAE SME sector; and
-To investigate the challenges faced by UAE Based SMEs in accessing capital from banks.
5.1 Descriptive Analysis
The research data was computed and analyzed. Frequency distribution for each question was
developed with proper tables and graphs. Interpretation gives clear idea about the final results.
The proportions of responses indicating the degree of agreement to the questions related to the
role played by SME’s and various challenges faced by UAE government in accessing the capital
from banks.
2. 5.1.1 The mission of the SME’s makes me feel that my job is important.
Table 5.1: Job Importance
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
Disagree 2 2.7 2.7 4.0
moderately agree 10 13.3 13.3 17.3
Agree 41 54.7 54.7 72.0
strongly agree 21 28.0 28.0 100.0
Total 75 100.0 100.0
Figure 5.1: Bar chart for Job Importance
Interpretation:
The number of the total employees who responded were n= 75. The question was asked from the
employees that whether the mission of the bank makes them feel that their job is important.
54.7% employees agree that the mission of the bank makes them feel that their job is important.
28% strongly agree with the statement. 13.3% moderately agree with the statement. 2.27%
1.3 2.7
13.3
54.7
28
0
10
20
30
40
50
60
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Job Importance
3. disagree with this statement and 1.13% employees strongly disagree with the statement. This is
also represented in bar chart format.
5.1.2 I understand the SME’s objectives and try to achieve them.
Table 5.2: Understand and achieve bank's objectives
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 2 2.7 2.7 4.0
moderately agree 11 14.7 14.7 18.7
agree 37 49.3 49.3 68.0
strongly agree 24 32.0 32.0 100.0
Total 75 100.0 100.0
Figure 5.2: Bar chart for Understand and achieve bank's objectives
Interpretation:
The question was asked from the employees that whether they understand the bank’s objectives
and try to achieve them. 49.3% employees agree that they have an understanding of the bank’s
1.3 2.7
14.7
49.3
32
0
10
20
30
40
50
60
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Understand and achieve bank's objectives
4. objectives and they try to achieve them. 32% strongly agree with the statement. 14.7%
moderately agree with the statement. 2.27% disagree with this statement and 1.13% employees
strongly disagree with the statement. This is also represented in bar chart format.
5.1.3 UAE government views SME’s as an asset.
Table 5.3: Employee an asset
Frequency Percent Valid Percent
Cumulative
Percent
Valid disagree 3 4.0 4.0 4.0
moderately agree 11 14.7 14.7 18.7
agree 42 56.0 56.0 74.7
strongly agree 19 25.3 25.3 100.0
Total 75 100.0 100.0
Figure 5.3: Bar chart for Employee an asset
Interpretation:
The question was asked from the employees that whether the oUAE government views them as
an asset. 56% employees agree that the organization views them as an asset. 25.3% strongly
agree with the statement. 14.7% moderately agree with the statement and 4% employees disagree
with the statement. This is also represented in bar chart format.
4
14.7
56
25.3
0
10
20
30
40
50
60
disagree moderately
agree
agree strongly agree
Percent
Employee an asset
5. 5.1.4 The impact of SME’s contribution in economy is large.
Table 5.4: Contribution Impact in Department
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 8 10.7 10.7 12.0
moderately agree 22 29.3 29.3 41.3
agree 29 38.7 38.7 80.0
strongly agree 15 20.0 20.0 100.0
Total 75 100.0 100.0
Figure 5.4: Bar chart for Contribution Impact in Department
Interpretation:
The question was asked from the employees that the impact of their contribution in the economic
is large. 38.7% employees agree that the impact of their contribution in their department is large.
1.3
10.7
29.3
38.7
20
0
5
10
15
20
25
30
35
40
45
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Contribution impact in department
6. 20% strongly agree with the statement. 29.3% moderately agree with the statement and 10.7%
employees disagree with the statement and 1.3% employees strongly disagree with this
statement. This is also represented in bar chart format.
5.1.5 UAE government have a great deal of control over what happens in SME’s callanges.
Table 5.5: Control over the working in the department
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 4 5.3 5.3 5.3
disagree 18 24.0 24.0 29.3
moderately agree 21 28.0 28.0 57.3
agree 19 25.3 25.3 82.7
strongly agree 13 17.3 17.3 100.0
Total 75 100.0 100.0
Figure 5.5: Bar chart for Control over the working in the department
Interpretation:
5.3
24
28
25.3
17.3
0
5
10
15
20
25
30
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Control over the working in the department
7. The question was asked from the employees that they have a great deal of control over what
happens in SME’s challenges. 25.3% employees agree that they have a great deal of control over
what happens in their department. 17.3% strongly agree with the statement. 28% moderately
agree with the statement and 24% employees disagree with the statement and 5.3% employees
strongly disagree with this statement. This is also represented in bar chart format.
5.1.6 SME’s have significant autonomy in handling the chanllenges with the support of
UAE government.
Table 5.6 Autonomy in performing job
Frequency Percent Valid Percent
Cumulative
Percent
Valid Disagree 10 13.3 13.3 13.3
moderately agree 12 16.0 16.0 29.3
Agree 34 45.3 45.3 74.7
strongly agree 19 25.3 25.3 100.0
Total 75 100.0 100.0
Figure 5.6: Bar chart for Autonomy in handling the challenges
Interpretation:
13.3
16
45.3
25.3
0
5
10
15
20
25
30
35
40
45
50
disagree moderately
agree
agree strongly agree
Percent
8. The question was asked from the SME’s that they have a significant autonomy in determining
how they do their job. 45.3% employees agree that they have a significant autonomy in
determining how they do their job. 25.3% strongly agree with the statement. 16% moderately
agree with the statement and 13.3% employees disagree with the statement. This is also
represented in bar chart format.
5.1.7 SME’s are allowed to be creative and innovative while dealing with problems at work.
Table 5.7: Creative and Innovative employees
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 1 1.3 1.3 2.7
moderately agree 4 5.3 5.3 8.0
agree 40 53.3 53.3 61.3
strongly agree 29 38.7 38.7 100.0
Total 75 100.0 100.0
1.3 1.3
5.3
53.3
38.7
0
10
20
30
40
50
60
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Creative and innovative while dealing with work problems
9. Figure 5.7: Bar chart for Creative and Innovative employees
Interpretation:
The question was asked from the employees that whether they are allowed to be creative and
innovative while dealing with problems at work 53.3% employees agree that they are allowed to
be creative and innovative while dealing with problems at work. 38.7% strongly agree with the
statement. 5.3% moderately agree with the statement, 1.3% employees disagree with the
statement and 1.3% strongly disagree with this statement. This is also represented in bar chart
format.
5.1.9 SME’s have to follow procedures closely while handling the heinous challenges for the
economy.
Table 5.9: Job has strict procedures to be followed
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 3 4.0 4.0 4.0
disagree 20 26.7 26.7 30.7
moderately agree 30 40.0 40.0 70.7
agree 17 22.7 22.7 93.3
strongly agree 5 6.7 6.7 100.0
Total 75 100.0 100.0
10. Figure 5.9: Bar chart for Job has no strict procedures to be followed
Interpretation:
The question was asked from the employees that their job doesn’t require any procedures to be
followed closely. 22.7% employees that their job doesn’t require any procedures to be followed
closely. 6.7% strongly agree with the statement. 40% moderately agree with the statement,
26.7% employees disagree with the statement and 4% strongly disagree with this statement. This
is also represented in bar chart format.
5.1.10 All SME’s work gives a feeling of personal accomplishment for the UAE’s economy
t.
Table 5.10: Personal accomplishment
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 2 2.7 2.7 4.0
moderately agree 6 8.0 8.0 12.0
agree 46 61.3 61.3 73.3
strongly agree 20 26.7 26.7 100.0
Total 75 100.0 100.0
4
26.7
40
22.7
6.7
0
5
10
15
20
25
30
35
40
45
strogly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Job has no strict procedures to be followed
11. Figure 5.10: Bar chart for personal accomplishment
Interpretation:
The question was asked from the employees that all SME’s assocated in UAE gives them a
feeling of personal accomplishment. 61.3% employees agree that their work gives them a feeling
of personal accomplishment. 26.7% strongly agree with the statement. 8% moderately agree with
the statement, 2.7% employees disagree with the statement and 1.3% strongly disagree with this
statement. This is also represented in bar chart format.
5.1.11 The SME’s employees are willing to cooperate with the government in achieving the
targeted objectives.
Table 5.11: Employees willing to help
Frequency Percent Valid Percent
Cumulative
Percent
Valid moderately agree 10 13.3 13.3 13.3
agree 24 32.0 32.0 45.3
strongly agree 41 54.7 54.7 100.0
Total 75 100.0 100.0
1.3 2.7
8
61.3
26.7
0
10
20
30
40
50
60
70
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Personal accomplishment
12. Figure 5.11: Bar chart for Employees willing to help
Interpretation:
The number of the total customers who responded were n= 75. The question was asked from the
customers that whether the bank employees are willing to help them. 54.7% customers strongly
agree that the bank employees willing to help them. 32% agree with the statement and 13.3%
customers moderately agree with the statement. This is also represented in bar chart format.
5.1.12 The All SME’s employees promptly provide service for the acheievvemnt of the
objectives.
Table 5.12: Employees promptly provide service
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 5 6.7 6.7 8.0
moderately agree 8 10.7 10.7 18.7
13.3
32
54.7
0
10
20
30
40
50
60
moderately agree agree strongly agree
Percent
Employees willing to help customers
13. agree 35 46.7 46.7 65.3
strongly agree 26 34.7 34.7 100.0
Total 75 100.0 100.0
Figure 5.12: Bar chart for Employees promptly provide service
Interpretation:
The question was asked from the customers that whether the bank employees promptly provide
them service. 46.7% customers agree that the bank employees promptly provide them service.
34.7% strongly agree with the statement. 10.7% moderately agree with the statement. 6.7%
disagree with this statement and 1.3% customers strongly disagree with the statement. This is
also represented in bar chart format.
5.1.13 The SME’s has courteous, friendly and knowledgeable staff .
Table 5.13: Courteous, friendly and knowledgeable staff
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 3 4.0 4.0 5.3
1.3
6.7
10.7
46.7
34.7
0
5
10
15
20
25
30
35
40
45
50
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Employees promptly provide service
14. moderately agree 3 4.0 4.0 9.3
agree 32 42.7 42.7 52.0
strongly agree 36 48.0 48.0 100.0
Total 75 100.0 100.0
Figure 5.13: Bar chart for Courteous, friendly and knowledgeable staff
Interpretation:
The question was asked from the customers that whether the bank has courteous, friendly and
knowledgeable staff. 42.7% customers agree that the bank has courteous, friendly and
knowledgeable staff. 48% strongly agree with the statement. 4% moderately agree with the
statement. 4% disagree with this statement and 1.3% customers strongly disagree with the
statement. This is also represented in bar chart format.
5.1.14 The bank employee carefully address to when clints request a transaction.
Table 5.14: Employee carefully listens
Frequency Percent Valid Percent
Cumulative
Percent
Valid moderately agree 8 10.7 10.7 10.7
1.3
4 4
42.7
48
0
10
20
30
40
50
60
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Courteous, friendly and knowledgeable staff
15. agree 38 50.7 50.7 61.3
strongly agree 29 38.7 38.7 100.0
Total 75 100.0 100.0
Figure 5.14: Bar chart for Employee carefully listens
Interpretation:
The question was asked from the customers that whether the bank employee carefully listens to
them when they request a transaction. 50.7% customers agree that the bank employee carefully
listens to them when they request a transaction. 38.7% strongly agree and 10.7% customers
moderately agree with the statement. This is also represented in bar chart format.
5.1.16 The information given by SME’s is clear and easy to understand for the people and
UAE government in acheieving the objectives.
Table 5.16: Clear and easy to understand Information
10.7
50.7
38.7
0
10
20
30
40
50
60
moderately agree agree strongly agree
Percent
Employee carefully listens
16. Frequency Percent Valid Percent
Cumulative
Percent
Valid disagree 1 1.3 1.3 1.3
moderately agree 7 9.3 9.3 10.7
agree 31 41.3 41.3 52.0
strongly agree 36 48.0 48.0 100.0
Total 75 100.0 100.0
Figure 5.16: Bar chart for clear and easy to understand Information
Interpretation:
The question was asked from the customers that whether the information given was clear and
easy to understand. 41.3% customers agree that the information given was clear and easy to
understand. 48% strongly agree with the statement. 9.3% moderately agree with the statement
and 1.3% customers disagree with this statement. This is also represented in bar chart format.
5.1.17 The SME’s strategy about employees in providi individual attention to address the
challenges faced by UAE government.
1.3
9.3
41.3
48
0
10
20
30
40
50
60
disagree moderately
agree
agree strongly agree
Percent
Clear and easy to understand Information
17. Table 5.17: Individual attention to customers
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 2 2.7 2.7 4.0
moderately agree 7 9.3 9.3 13.3
agree 25 33.3 33.3 46.7
strongly agree 40 53.3 53.3 100.0
Total 75 100.0 100.0
Figure 5.17: Bar chart for Individual attention to customers
Interpretation:
The question was asked from the customers that whether the employees at SME’s provide them
individual attention. 33.3% customers agree that the bank employees provide them individual
attention. 53.3% strongly agree with the statement. 9.3% moderately agree with the statement.
2.7% disagree with this statement and 1.3% customers strongly disagree with the statement. This
is also represented in bar chart format.
5.1.19 The UAE government and employees at SME’s quickly resolve the problems
encounter.
1.3 2.7
9.3
33.3
53.3
0
10
20
30
40
50
60
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Individual attention to customers
18. Table 5.19: Problems resolution
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 2 2.7 2.7 2.7
disagree 3 4.0 4.0 6.7
moderately agree 8 10.7 10.7 17.3
agree 34 45.3 45.3 62.7
strongly agree 28 37.3 37.3 100.0
Total 75 100.0 100.0
Figure 5.19: Bar chart for Problems resolution
Interpretation:
The question was asked from the customers that whether the bank employees quickly resolve the
problems they encounter. 45.3% customers were agreeing that the bank employees quickly
resolve the problems they encounter. 37.3% strongly agree with the statement. 10.7% moderately
agree with the statement. 4% disagree with this statement and 2.7% customers strongly disagree
with the statement. This is also represented in bar chart format.
5.1.20 The employees complete transaction in no time.
2.7 4
10.7
45.3
37.3
0
5
10
15
20
25
30
35
40
45
50
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Problems resolution
19. Table 5.20: Transaction completes in no time
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 1 1.3 1.3 1.3
disagree 2 2.7 2.7 4.0
moderately agree 9 12.0 12.0 16.0
agree 33 44.0 44.0 60.0
strongly agree 30 40.0 40.0 100.0
Total 75 100.0 100.0
Figure 5.20: Bar chart for Transaction completes in no time
Interpretation:
The question was asked from the customers that whether the bank employees complete their
transaction in no time. 44% customers agree that the bank employees complete their transaction
in no time.40 % strongly agree with the statement. 12% moderately agree with the statement.
2.7% disagree with this statement and 1.3% customers strongly disagree with the statement. This
is also represented in bar chart format.
1.3 2.7
12
44
40
0
5
10
15
20
25
30
35
40
45
50
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Transaction completes in no time
20. 5.1.25 The SME’s and UAE government gives priority to keep information confidential.
Table 5.25: Priority to keep Information confidential
Frequency Percent Valid Percent
Cumulative
Percent
Valid agree 9 12.0 12.0 12.0
strongly agree 66 88.0 88.0 100.0
Total 75 100.0 100.0
Figure 5.25: Bar chart for Priority to keep Information confidential
Interpretation:
The question was asked from the customers that whether the bank gives priority to keep their
information confidential. 88 % customers strongly agree that the bank gives priority to keep their
information confidential and 12% customers strongly agree with the statement. This is also
represented in bar chart format.
12
88
0
10
20
30
40
50
60
70
80
90
100
agree strongly agree
Percent
Priority to keep Information confidential
21. 5.1.26 The bank provides wide ranges of service packages with the functions and features
to achieve the objectives.
Table 5.26: Range of service packages.
Frequency Percent Valid Percent
Cumulative
Percent
Valid moderately agree 5 6.7 6.7 6.7
agree 19 25.3 25.3 32.0
strongly agree 51 68.0 68.0 100.0
Total 75 100.0 100.0
Figure 5.26: Bar chart for Range of service packages
Interpretation:
The question was asked from the customers that whether the bank provides wide ranges of
service packages with the functions and features they want. 68% customers strongly agree that
the bank provides wide ranges of service packages with the functions and features they want.
25.3% strongly agree with the statement and 6.7% customers moderately agree with the
statement. This is also represented in bar chart format.
6.7
25.3
68
0
10
20
30
40
50
60
70
80
moderately agree agree strongly agree
Percent
Range of service packages
22. 5.1.27 The SME’s is charging reasonable service fees.
Table 5.27: Reasonable service fees
Frequency Percent Valid Percent
Cumulative
Percent
Valid strongly disagree 2 2.7 2.7 2.7
disagree 6 8.0 8.0 10.7
moderately agree 23 30.7 30.7 41.3
agree 29 38.7 38.7 80.0
strongly agree 15 20.0 20.0 100.0
Total 75 100.0 100.0
Figure 5.27: Bar chart for Reasonable service fees
Interpretation:
The question was asked from the customers that whether the bank is charging reasonable service
fees. 38.7% customers agree that the bank is charging reasonable service fees. 20 % strongly
agree with the statement. 30.7% moderately agree with the statement. 8% disagree with this
statement and 2.27% customers strongly disagree with the statement. This is also represented in
bar chart format.
2.7
8
30.7
38.7
20
0
5
10
15
20
25
30
35
40
45
strongly
disagree
disagree moderately
agree
agree strongly
agree
Percent
Reasonable service fees
23. 5.1.28 Overall, I am satisfied with the service quality of my bank.
Table 5.28: Customer Satisfaction
Frequency Percent Valid Percent
Cumulative
Percent
Valid disagree 1 1.3 1.3 1.3
moderately agree 4 5.3 5.3 6.7
agree 22 29.3 29.3 36.0
strongly agree 48 64.0 64.0 100.0
Total 75 100.0 100.0
Figure 5.28: Bar chart for Customer Satisfaction
Interpretation:
The question was asked from the customers that whether they are satisfied with the service
quality provided by their bank. 29.3% customers agree that they are satisfied with the service
quality of their bank, 64% strongly agree with the statement. 5.3% moderately agree with the
statement and 1.13% customers disagree with this statement. This is also represented in bar chart
format.
1.3
5.3
29.3
64
0
10
20
30
40
50
60
70
disagree moderately
agree
agree strongly agree
Percent
Satisfactory service quality
24. 5.2 Hypotheses Testing
Chi-square test and correlation analysis is applied to test the hypothesis and check the rejection
and acceptance criteria. As for each hypothesis there was a single variable so non parametric test
was applied. The level of significance for all hypotheses was 5%.
5.2.1 Relationship of Service Quality with Customer Satisfaction
Ho: There is no significant challenges between SME and UAE government in handling .
H1: There is a significant challenges between SME and UAE government in handling
Table 5.2.1: Chi-Square Test Statistics Service SME and UAE
Chi-Square 77.480a
df 3
Asymp. Sig. .000
Interpretation
The p-value of the chi-square is less than level of significance i.e. 0.000 < 0.05, therefore null
hypothesis is rejected and alternative hypothesis is accepted that there is a significant
relationship between SME and UAE government in handling. When service quality is improved
customer are more satisfied.
Acceptance and Rejection of Hypothesis: So H1 is accepted that there is a significant
relationship between service SME and UAE government in handling.
25. 5.2.2 Testing Correlations between SME and UAE government in handling
Ho: There is no significant challenges between SME and UAE government and Employees
empowerment in handling
H2: There is no significant challenges between SME and UAE government and Employees
Empowerment in handling
Table 5.2.2: Correlations Between SME’S, UAE Government And Employees
Empowerment
SME UAE Employee.empowerment
SME Pearson
Correlation
1 .278*
.749**
Sig. (2-tailed) .016 .000
N 75 75 75
UAE Government Pearson
Correlation
.278*
1 .286*
Sig. (2-tailed) .016 .013
N 75 75 75
Employee.empowerment Pearson
Correlation
.749**
.286*
1
Sig. (2-tailed) .000 .013
N 75 75 75
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
Interpretation:
The correlations between service quality and customer satisfaction has sig=0.016, p> 0.05, thus
having a weak positive relationship. The correlations between SME’s and employee
empowerment has sig=0.000, p> 0.05, thus having a strong positive relationship. The
correlations between employee empowerment and UAE government has sig=0.013, p> 0.05, thus
having a weak positive relationship. All the correlations are statistically significant and the null
26. hypothesis is rejected. The fact that all of these correlation coefficients have positive values
indicates that increases in one variable correspond to increases in the other.
Acceptance and Rejection of Hypothesis: So H2 is accepted There is no significant challenges
between SME and UAE government and Employees Empowerment in handling