Develop and Cultivate Collaborative Partnerships and Relationships

Assessment 1:

Question 1:

Outline the legislation and regulatory context of the organization.

Answer:

Legislation and regulation has deep impact on organizational structure and the most vital element for
the organization. Types and sources of statutes, ordinance, decrees, orders, by-laws, case-laws, treaties
and code, grow rapidly within and beyond states.

Impact of legislations and regulatory on organizations:

Organizations must obey the government legislations but this means that they incur a range of
additional cost in terms of time and money. Additional costs come from:

 Supply training and safety equipment

 Test products to ensure that they meet minimum safety standards
 Pay staff higher wages
 Provide product warranties
 Quality assurance procedures

Organizational choices are broader than the decisions of whether to incorporate and the options
available to firm owners have growth substantially over the past 20 years.

Options for organizational structure are

General Partnership:

It allows for profits sharing and loss sharing, with governance tailored to the firm’s individual needs. It
holds all partners jointly and severally liable for torts of other partners.

State-chartered Corporation:

It provides more formalized structure than partnership. It confers limited liability on its owners.
Governance is largely regulated by statutes that are difficult to overturn.

S Corporation:

It allows professional corporations to take advantages of pass-through taxation under subchapter S of

the internal revenue code.
LLC and LLP:

It combines the flexibility and pass-through taxation attributes of partnerships with a form of limited
liability akin to that accorded to corporate status. LLCs and LLPs are required to have a limited life span
and typically must carry a minimum amount of insurance against claims of third-party creditors.

With respect to marketing plan:

 Misleading and deceptive conduct

 Signage
 Direct marketing
 Do not call register
 Spam
 Trade mark law
 Brochures

Legislation often determines the service and integrity principles and broad outcomes within which
voting operations are to be administered.

It governs the administrative structures and functions which must be implemented during voting
operations for an election to retain validity. It goes beyond principles and outcomes and defines
minutely (often in regulations) each operation that must be undertaken and each form and system to be
used by election administrators.

Such a comprehensive approach can be necessary to ensure that integrity, equity and other voting
operations principles are actually implemented in practice, particularly for transitional elections, or in
societies racked by extreme political division.

Incorporating the details of voting operations procedures and practices in legislation may assist in
preserving election integrity.

However it comes with some negative factors:

 there can be a lack of flexibility for election administrators to increase the appropriateness or
effectiveness of voting operations procedures, forms or systems when these are all determined
legislatively;
 conversely, legislatures may continually amend the details of voting operations in legislation and
thus make administrators' planning and implementation functions much more difficult

The greater the integrity, stability and professionalism of the election management body, the less the
need for minutely detailed legislation on voting operations procedures and practices.
Question 2:

Outline the organization’s Mission, Purpose, Values, Objectives and Strategies.

Answer:

Mission:

A mission statement is a concise explanation of the organization’s reason for existence. It describes the
organization’s purpose and its overall intention. The mission statement supports the vision and serves to
communicate purpose and direction to employees, customers, vendors and other stakeholders.

Purpose:

An organization with a clear purpose or mission is one that is easy to understand and manage. A
common purpose unifies employees and helps them understand the organization’s direction. Any
employee working at the NASA Space Center in the 1960s knew that that organization’s common
purpose was to put a man on the moon.

Values:

A value statement lists the core principles that guide and direct the organization and its culture. In a
values-led organization, the values create a moral compass for the organization and its employees. It
guides decision-making and establishes a standard against which actions can be assessed. These core
values are an internalized framework that is shared and acted on by leadership. When drafting values
statements, questions to consider might include:

 What values are unique to our organization?

 What values should guide the operations of our company?
 What conduct should our employees uphold?

Objectives:

Organizational objectives are short- and medium-term goals that an organization seeks to accomplish so

it might reach its overall strategic goals. Objectives will usually play a part in the setting of an
organization's policies and allocation of resources.

Strategies:

At its most basic, an organizational strategy is a plan that specifies how your business will allocate
resources (e.g., money, labor, and inventory) to support infrastructure, production, marketing,
inventory, and other business activities.
Question 3:

Explain techniques that cultivate collaborative relationships and partnerships.

Answer:

Collaboration is a key factor in building a small business because it works. People thrive in environments
which free them to communicate and work together. When the company environment is focused on
collaboration, team members naturally feel a part of something bigger than themselves. The best way to
transition from an individual to a collaborative mindset is to equip each team member for active
participation in the group dynamic.

There are several ways to cultivate team cohesion.

 Create a clear and compelling cause

 Communicate expectations
 Establish team goals
 Leverage team-member strengths
 Foster cohesion between team members
 Encourage innovation
 Keep promise and honor requests
 Encourage people to socialize outside of work
 Recognize, reward and celebrate collaborate behavior

56% of senior marketing executives labeled strategic partnerships as vital to their businesses. Like any
relationship however, strategic partnerships require work and dedication. The maintenance to keep
them thriving can be a pain point for organizational leadership worldwide. Sustaining a mutually
beneficial strategic partnership is a challenge for 45% of management executives and although these
professional relationships aren’t easy, they’re certainly worth it.

The bottom line is strategic partnerships fuel your business growth. Unfortunately, only 7% of Grow
from the Right Intro respondents say they stimulate these relationships very well. Although 51% say
they leverage these alliances quite well, there are still 34% of executives in the professional world that
don’t cultivate them well enough. Without proper guidance, it’s easy to let these partnerships fall by the
wayside.

Establishing a collaborative environment is just the beginning of a more successful venture.

Question 4:

Describe data collection methods.

Answer:

Today businesses and organizations are connected to their clients, customers, users, employees,
vendors and sometimes even their competitors. Data can tell a story about any of these relationships,
and with this information, organizations can improve almost any aspect of their operations.

Organizations have several tools at their disposal for primary data collection. The methods range from
traditional and simple, such as a face-to-face interview, to more sophisticated ways to collect and
analyze data.

Data collection methods:

 Interviews
 Questionnaires and surveys
 Observations
 Documents and reports
 Focus groups
 Oral histories

Qualitative and quantitative data collection methods

Some of the methods covered here are quantitative, dealing with something that can be counted. Other
is qualitative, meaning that they consider factors other than numbers. In general, questionnaires,
surveys and documents and reports are quantitative while interviews, focus group, observations and
oral histories are qualitative.

Qualitative research methods include these methods for data collection.

 Ethnography
 Grounded theory

Tips for designing a survey are

 Keep it short and simple

 Include an introduction with basic directions
 List questions in a logical sequence
 Avoid jargon and complex language
 Provide adequate space for answers

Different quantitative research approaches are

 Descriptive
  Correlational research
 Experimental research
 Quasi-experimental research

If you asked someone completely unaware of data analysis how to best collection information from
people, the most common answer would likely be interviews.

Observations involve collection information without asking questions. This method is more subjective, as
it requires the researchers or observer to add their judgment to the data.

Sometimes you can collect a considerable amount of data without asking anyone anything. Document
and records research uses existing data for a study. Attendance records, meeting minutes and financial
records are just a few examples of this type of research.

A combination of interviewing, surveying and observing a focus group is a data collection method that
involves several individuals who have something in common. The purpose of focus group is to add a
collective element to individual data collection.

An oral history is more precisely defined as the recording, preservation and interpretation of historical
information based on the opinions and personal experiences of people who were involved in the events.

Question 5:

Explain the external context including:  Social developments  Political developments  Economic
developments  Technological developments.

Answer:

Social development:

Social development is about improving the well-being of every individual in society so they can reach
their full potential. The success of society is linked to the well-being of each and every citizen. Social
development means investing in people. Their families will also do well and the whole of society will
benefit.

Political development:

Ultimately, Political development can be defined as an increase in national political unity and an
increase in political population. It has two characteristics. The first is that development is synonyms with
modernization, thus political development can be defined as political modernization. The second is that
there are many criteria to measure political development because modernization and development are
such broad topics.
Economic development:

Economic Development is the creation of wealth from which community benefits are realized. It is more
than a jobs program; it's an investment in growing your economy and enhancing the prosperity and
quality of life for all residents. Economic development means different things to different people.

Technological development:

Technical Development means any invention, discovery, composition, creation, enhancement,

technology, advancement, know-how, process, device, article, machine, material, software, system or
any other information, including any development protectable by patent, copyright, or other protection
under the law.

Question 6:

Explain emotional intelligence:

Answer:

Emotional intelligence (EI) is most often defined as the ability to perceive, use, understand, manage, and
handle emotions. People with high emotional intelligence can recognize their own emotions and those
of others, use emotional information to guide thinking and behavior, discern between different feelings
and label them appropriately, and adjust emotions to adapt to environments.

Emotional intelligence has been defined, by Peter Salovey and John Mayer, as "the ability to monitor
one's own and other people's emotions, to discriminate between different emotions and label them
appropriately, and to use emotional information to guide thinking and behavior". This definition was
later broken down and refined into four proposed abilities: perceiving, using, understanding, and
managing emotions. These abilities are distinct yet related. Emotional intelligence also reflects abilities
to join intelligence, empathy and emotions to enhance thought and understanding of interpersonal
dynamics. However, substantial disagreement exists regarding the definition of EI, with respect to both
terminology and operationalization. Currently, there are three main models of EI:

 Ability model
 Mixed model
 Trait model

Different models of EI have led to the development of various instruments for the assessment of the
construct. While some of these measures may overlap, most researchers agree that they tap different
constructs.

Specific ability models address the ways in which emotions facilitate thought and understanding. For
example, emotions may interact with thinking and allow people to be better decision makers.

Emotional intelligence is commonly defined by four attributes:

Self-management – You’re able to control impulsive feelings and behaviors, manage your emotions in
healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances.

Self-awareness – You recognize your own emotions and how they affect your thoughts and behavior.
You know your strengths and weaknesses, and have self-confidence.

Social awareness – You have empathy. You can understand the emotions, needs, and concerns of other
people, pick up on emotional cues, feel comfortable socially, and recognize the power dynamics in a
group or organization.

Relationship management – You know how to develop and maintain good relationships, communicate
clearly, inspire and influence others, work well in a team, and manage conflict.

Question 7:

Explain emotional intelligence’s relationship to individual and team effectiveness.

Answer:

Emotional intelligence not only plays an influential role in developing positive societal outcome from an
individual/group but also inherently influences negative societal outcome. Emotional Intelligence (EI)
has on occupational stress, biographical characteristics and commitment towards organization.

Individuals with high EI have the ability of self-regulation and self-motivation to promote performance,
improve interpersonal relationships, and are often considered more affectionate by their peers.

Emotional intelligence helps you build stronger relationships, succeed at school and work, and achieve
your career and personal goals. It can also help you to connect with your feelings, turn intention into
action, and make informed decisions about what matters most to you.

When discussing personal relationships and the role of Emotional Intelligence, it is also important to
remember that not all social intelligence skills are about recognizing and regulating the emotions of
others. For an individual's mental well-being, it is absolutely vital that they learn how to recognize and
regulate their own emotions. In fact, the inability or limited ability to do so may contribute to being one
of the primary reasons that personality disorders are considered psychiatric disorders, rather than
simply cognitive.

Emotional intelligence and team effectiveness:

Team effectiveness not only depends on how well individuals of a team give their best performance but
also on the extent of co-ordination, co-operation and inter/intra personal conflicts that exists between
them. Emotionally intelligent team leaders tend to manage the above situation efficiently than non-
emotionally intelligent ones.
Emotional intelligence can predict team performance at both initial and later stages which could help in
problem solving and contributes to team performance. Additionally, high emotional intelligence tends to
help cultivate positive social exchanges, social support or advice among the team members.

Emotional intelligence is widely recognized as a valuable skill that helps improve communication,

management, problem-solving, and relationships within the workplace. It is also a skill that researchers
believe can be improved with training and practice.

Emotional intelligence can help an employee improve their work performance by helping them to;

 Use their mental capacity to do their job rather than being influenced by their emotional
interactions
 Deal diligently with situations where a conflict is likely to occur leading to non-productive
behavior
 Predict how other people will react to a certain situation and try to find better ways of
approaching the issue
 Avoid offending others; customers, colleagues or management
 Have better impulse control and avoid distractions that may derail them from achieving their
goals at the end of the day

Question 8:

Explain organizational transformation.

Answer:

Organizational transformation is the process of transforming and changing the existing corporate culture
to achieve a competitive advantage or address a significant challenge. It can be an exciting time for any
organization. It is visible action taken by organizational leaders to move from the present to the future
in order to achieve a specific outcome or benefit. It typically involves many, if not all, of the people in
the organization and has the potential to refocus and reenergize the entire workforce. 

The challenge for many organizations though is aware of that there is a need for organizational
transformation, but not being certain of what the corporate culture needs to be transformed to. For
example, you may have formal mission statement and company values defined, but when it comes to
having organizational leaders articulate the organizational culture in a clear, succinct way, they struggle.

Transformational change is a process designed to create significant change in the culture and work
processes of an organization and produce significant improvement in performance And if you have had
difficulty implementing change, gaining commitment from your own managers and employees, you
need whole-system design.

 Six key steps to achieve effective organizational change management are

  Clearly define the change and align it to business goals
 Determine impacts and those affected
 Develop a communication strategy
 Provide effective training
 Implement a support structure
 Measure the change process

Question 9:

Explain the management of the stages of change.

Answer:

Change is inevitable in life, and it is simply the process of transformation. At any one point in life, you
must experience some change. Likewise, business environments experience change, either in small
ways, or in big ways such as acquisitions.

Although small changes do not affect the organization much, bigger changes meet a lot of resistance in
organizations. Hence Change management is required.

Just like individuals, businesses cannot ignore or fight change. They can only manage them. If you are a
manager of any business, you need to be prepared and embrace the change. You also need to take steps
of change management which motivates your employees to accept the change as they come.

The choices you make when change comes will have an impact on you, your business or your
organization. But changes will still come. Change is characterized by four stages of change
management, which everyone confronts when changes arrive. The phases include:

Denial Stage:

Denial is the first stage of the four stages of change management and it is observed as soon as an
change is implemented. In this stage, you will first deny that change has arrived, even if you can read the
signs boldly. Due to the fear of losing belonging, safety and psychological needs, you usually feel bad
and deny the importance of change.

Resistance Stage:

Out of the four stages of change management resistance stage is the second and very critical, as it is the
stage where the productivity, morale, and competency of the employees decline. As a manager, you
should know at this stage your employees have accepted the change but they are now rejecting it.

Employees actively know that they don’t want this change to happen as a result of which they will try to
switch back to the old ways of working things. This results in several delays and can also result in losses
for the company.
Exploration Stage:

The exploration of alternatives might make the employees be distracted, lose focus, be indecisive and
feel like they are doing too much from the many ideas they explore. Since the employees’ alternates for
some time between resistance and exploration, you should play your role as a manager well, because
the turning down of their ideas and alternatives might make them return to resistance. However, during
the exploration, employees are hopeful of making it in a new organization but ready to receive ideas of
solving the problem.

Acceptance/Commitment Stage:

Although acceptance is the final stage of change, it may not be due to consensus. The commitment is
brought about by accepting the change, rather than fighting and ignoring it.   After the acceptance, the
change is integrated into the processes, thinking, and values of the organization. The acceptance stage is
where both the managers and the employees embrace the change.

Although the employees are committed after acceptance, they might not agree with everything, but
they convinced by the implementation then or later of a firm business strategy and an inspiring vision of
the business. Thus, the employees get committed with a feeling that their contribution will lead to a
successful implementation.

Assessment 2:

Part A
 Partnership Briefing Report:
College Strategic Plan:

King Edward VII and Growth Management Consultant

Table of Contents
Organization Goal 1
Mission and Vision 2
Stakeholders and their Profile 3
Strategic Values 4
Communication Methods 5
Problem solving and feedback 6

Executive Summary:

This report chiefly focuses on the activities involved in the development of collaborative relationships
between the relevant stakeholders of an organization, such as King Edward VII in order to establish and
maintain these beneficial relationships. It may be stated in this context that the report further explores
the alignment of the organizational culture with its vision and mission statement and the statement of
purpose. Furthermore, a communication strategy along with a stakeholder analysis is conducted,
thereby preparing a potential effective communication plan for the conveyance of information among
the stakeholders of the organization.

Mission Statement:

King Edward VII College offers high-quality training that helps students to compete worldwide and
contribute to the economic growth of today. They promote a diverse culture of education and cultural
learning that fosters the success of students in pursuit of academic excellence.

Vision Statement:

King Edward VII College offers excellent educational possibilities to meet the needs of the community
and allows students to respond to economic, social or environmental challenges in shaping the future
world.

Strategic Values:

Students focus

Build an educational and cultural environment to meet the needs of students and the community to
achieve a variety of goals for their students.

Excerpt 

Maintain high integrity and performance in achieving academic and professional goals.
Take collective action

Check all school and community sectors for details

Strategic objective

Focus Area One: Academic Excellence 

Institutional Goal 1.1: The King Edward VII University will provide high quality education, which leads to
successful graduations, qualifications, employment and transfers in recognized and emerging fields.

Institutional Goal 1.2: With the high quality professional development and continuous student
production assessments and thoughtful selection and implementation of technical support, the King
Edward VII College will facilitate teaching and learning.

Focus Area Two: Student Support and Success 

Institutional Goal 2.1: By retaining student registration, King Edward VII College will ensure the long-
term stability of the university.

Institutional Goal 2.2: The King Edward VII University will reinforce the student’s learning needs with
programs and services.

Institutional Goal 2.3:  King Edward VII College will allow students to persist and achieve their objectives
of transfer, degree, and credential in their supportive college environments.

Partnership briefing report:

A joint venture for technical product analysis was formed as Growth Management Consultants Company
and the Partnership Program, the King Edward VII. Both parties have agreed and formed the partnership
agreement covering all the relevant issues covered in this joint venture

Partnership Briefing Report

Partnership agreement was made on _18  September 2020 between Grow Management Consultants and
Registered Training Organization. 

Recitals

Partners want to unite to achieve the company’s mutual goals.

The different forums of joint business ventures must be considered by the partners.

Additionally, the partner wishes to conclude the Partnership Agreement which is the most mutually
beneficial company.

Furthermore, there are also several things where the business concentrates:
  Name, purpose and Domicile
 Duration of agreement
 Classification and performance
 Contribution
 Business expenses
 Authority
 Books and records
 Accounting
 Rights of continuing partners
 Additional contributors
 Employee management
 Arbitration

Communication methods will be formal using emails and briefing will be carried out through meetings.

Policies and Procedures

The policies and procedure that has been associated to the partnership firm will be

Recruitment, selection and induction policies and procedure:

With prior to existing recruitment, selection and induction policies and procedure that has been
illustrated in the document will be implemented in the partnership firm also. The recruitment process
includes disclosure of applicant requirement, design the position, skill and number of person
requirement; initiate advertisement in both external and internal organization, shortlisting the applicant
out of the proposed candidate, interview and taking test of the candidate wherever required and then
select the person for the position with the estimation. The induction has been followed processing the
entire document and inform the candidate for it. Before the 2 days prior of the probation period the
suggestion and feedback session hold and acknowledge the candidate performance. It they delivered
satisfactory performance during the probation period, then they are positioned to their place and
otherwise the termination process will be held for the candidate.

Legislation and regulations: 

At least two pieces of legislation that is relevant for both organizations.

 Partnership Act (1963) 

 Corporations Act (2001),

That has been documented in the contract while signing it with the relevant term and condition.

Additionally, the following acts, referred to in the College Staff Code of Conduct, apply to both
organizations entering into this partnership:

 Privacy Act 1988

  Copyright Act 1968
 Freedom of Information Act 1982
 Work Health and Safety Act 2011
 Disability Discrimination Act 1992

Relevant clauses of legislated RTO standards

The partnership supports the College’s compliance with the Standards for RTOs 2015.

Dispute resolution

Variations 

The parties may agree to vary any of the requirements of this MOU. Such agreement must be in writing
and signed by both parties.

Feedback results

As per the feedback results most of the student and faculty member are satisfied with the partnership
and seeing the benefit of it. The feedback result also sustains the firm value in the student view point
and also discloses that they want certain information precisely before enrolling in the next year. That is
MBA relate course information, some asking suggestion is valid some are not invalid to execute. The
student and employee are not facing any problem in processing their aims and motive with the firm.

Conclusion:

The policies and strategies implemented by King Edward VII and Grow Management Consultants
resulted appropriate between its partners and stakeholders.

Assessment 3:
 DEVELOPMENT AND CULTIVATION OF COLLABORATIVE
PARTNERSHIPS AND RELATIONSHIPS

Table of Contents
Organization Goal 1
Mission and Vision 2
Stakeholders and their Profile 3
Strategic Values 4
Communication Methods 5
Problem solving and feedback 6

Executive summary

This report chiefly focuses on the activities involved in the development of collaborative relationships
between the relevant stakeholders of an organization, such as Woolworths in order to establish and
maintain these beneficial relationships. It may be stated in this context that the report further explores
the alignment of the organizational culture with its vision and mission statement and the statement of
purpose. Furthermore, a communication strategy along with a stakeholder analysis is conducted,
thereby preparing a potential effective communication plan for the conveyance of information among
the stakeholders of the organization, Woolworths.

You as a role model

Being an unconventional leader may prove effective for the management of Woolworths. This may, in
turn, facilitate proper training and motivation.  

Organizational culture that enhances collaboration

The promotion of positive and diversified work culture at an organization enhances the scope of
collaboration. This, in turn, promotes productivity and efficiency among the employees, which may offer
a significant stance for a partnership.  

Vision

The vision of Woolworths is to become one of the most responsible retailers in the world. 
Mission

The mission and purpose involves providing quality to the life of the consumers

Values

The values of Woolworths are primarily dependent on the focus on the consumers. Furthermore,
inspiring people, and being responsible are major values of the company.

Emotional Intelligence 

Providing a sense of identity is one of the most crucial aspects of emotional intelligence, often
implemented by leaders. Additionally, the development of a sense of commitment becomes evident in
the case of the employees at Woolworths. Thus it may be emphasized that productivity is enhanced
through this particular model. 

Organizational transformation and the stages of change

The stages of change identified are namely, shock, fear, acceptance and transformation. Transformation
is the final stage in change management, which may be addressed through thorough compliance of
company policies and catering to the requirements of the stakeholders. 

Culture that contributes to the collaboration 

An organizational culture of collaboration adds to reduced conflicts, which aid to the success
of Woolworths. Furthermore, a market-oriented culture would enable the firm to focus on the increased
scope of profitability through collaboration with Menulog. Additionally, building collaborative capacity
plays a vital role in the alignment of the organizational vision, with the developed strategies and
stakeholder communication plans for maintenance of collaborative relationships.

Community and/or professional stakeholder engagement project

The engagement of the stakeholders with community planning is one of the major aspects of the CSR
strategy implemented by Woolworths. This is highlighted through the stakeholder analysis conducted in
this report.

Cultivate collaborative communities

Collaborative communities include environmentally sustainable communities which play a vital role in
the partnership with Woolworths due to its sustainability goals for organizational vision. Hence,
collaboration with local communities for Health and Wellness  policy as well as waste management and
other policies is evident.

Involve staff and stakeholders in decision making

The involvements of the staff, which constitute a major part of the stakeholders, along with the other
stakeholders are involved in the decision-making aspects of the company, by voicing their opinions. 
Strategies for ongoing consultation and involvement

Holding meetings at regular intervals, or planning for a respite with the investors and partners may be
scope for consultation and demonstrating involvement. Additionally, holding frequent staff meetings
and quarterly outings, such as picnics with the staff and their families may aid in the development of the
collaboration. 

Implementing a positive communication to the media, local community and stakeholders

Positive communication to the media can be illustrated through following the strategies as mentioned
above, as well as holding conferences for certain partnership and collaboration announcements.
Furthermore, social interaction with local communities may also gain positive publicity as is evident
through the collaboration with WWF-SA and more.  

Regulatory Requirements:

Legal requirements

Conforming to the legislation and regulations of the Australian government and compliance with the
laws of ACCC as well as the Code of Practice is needed. Effective laws include:

 ACCC
 Code of Practice 
 Liquor Licensing Act 2010
 Australian Consumer Law

Development and Up skilling of staff capability

Consistent monitoring and feedback generation loops may aid in the development of adequate training
and skill development for the staff at Woolworths. 

Empowering, encouraging and supporting staff

Staff empowerment can be undertaken through a change in leadership styles and encouraging
participation of the staff in certain organizational decision-making contexts.

360-degree feedback as a development tool

Motivation and clear flaws in the performance can be identified through the 360 feedback mechanism
identified as a development tool for Woolworths. It empowers employees by providing clarity in the
analysis or evaluation of the performance for generating feedback.

Conclusion 

The study outlines the policies and strategies implemented by Woolworths  for appropriate collaboration
between its partners and stakeholders. A stakeholder analysis, communication plan and more are
highlighted in this study.
Task B:

Online electronics store on Instagram with username as “electro_ht” dealing in Laptops computers in
collaboration and partnership with Affinity Zone an online store existing in Pakistan.

User name : electro_ht

Password: hamza.123

Partnership with the Affinity Zone

Website link: https://theaffinityzone.com

References:

Canturk, N 2016, 'THE EFFECT OF MISSION, VISION, AIMS AND OBJECTIVES STATEMENT DEFINED BY
UNIVERSITIES IN MAJOR PREFERENCES OF BUSINESS MANAGEMENT STUDENTS', researchgate.

Hashim, M 2013, 'Change Management', researchgate.

Levi-Faur, D 2019, 'Legislation and regulation: three analytical distinctions', tandfonline.

Roussos, S, 'A Review of Collaborative Partnerships as a Strategy', reserachgate.

sajjad, SM, 'Methods of data collection', researchgate.

Schalock, RL 2017, 'Understanding Organization Transformation in Evaluation and Program Planning',

researchgate.

serrat, O 2017, 'Understanding and Developing Emotional Intelligence', researchgate.