The guarantee of freedom of (and from) religion in America Assignment

The guarantee of freedom of (and from) religion in America - Assignment Example For example, the government is prohibited from enacting laws that aid any religion or establish an official state religion. All this is in a bid to achieve the separation of the state and church at both the state and national levels of government. In the Everson v. Board Education, the court provided a list of activities that violate the establishment and are prohibited by the First Amendment (National Paralegal College 1. They include: the setting up of a state church; the passing of laws which particularly aid one religion or aid religions generally; the forcing of or influencing of persons to attend or not attend church; the punishing of individuals for ascribing to particular beliefs or disbeliefs or for not attending or attending church; the levying of taxes to support religious activities or institutions and; the participation of government in religious organizations or participation in government by religious organizations. The Free Exercise clause is a provision that guarantees an individual the right to propagate or practice a religion without interference by government. Several activities violate the free exercise clause. First, if the purpose of any government action or state law is singling out religion for adverse treatment or hindering or discriminating against a particular religion, then it amounts to a violation of the free exercise clause. ... In Engel v. Vitale in 1962, the Supreme Court termed as unconstitutional a prayer recommended to be part of the public school curriculum in New York State. The Supreme Court struck the prayer down as unconstitutional. In Lemon v. Kurtzman in 1971, a three-pronged test known as the Lemon test was established to determine if a statute is in violation of the establishment clause. Students in public schools are not allowed to recite prayers. However, the practice of a legislature by the state to open its sessions with a nondenominational prayer that is recited by a chaplain has managed to withstand constitutional challenges. In Marsh v. Chambers in 1983, the Supreme Court made a ruling that such a practice was not in violation of the establishment clause (LII 3). In Edwards v. Aguillard in 1987, the Supreme Court struck down a Creationism Act in Louisiana that prevented the teaching of evolution in public schools. This issue still creates debate even today regarding creationism and evolu tion. Other key rulings include Lynch v. Donnelly, West Virginia State Board of Educatio v. Barnette, Wisconsin v. Yoder, and United States v. Lee. 3. What does Tocqueville observe with relevance to these matters? Tocqueville approaches the issue of religion in a pragmatic manner. Tocqueville observes that the American society has a scarce history of state-church alliance. Also, it has a constitutional guarantee against this alliance. Despite this, the American society is extremely open to religious practice’s favorable influences. In his observations, Tocqueville (1) notes that all Christian groups propound a similar morality which is based on loving God and loving their neighbors. This means that they all agree that man has duty to other men.

Primordial Sound Meditation Essay Example for Free

Primordial Sound Meditation Essay Donna Miesbach opens the lecture asking if anyone participates in meditation. Her knowledge begins for her at the age of 17. The passion she emits when teaching primordial sound meditation is evident with the discussion she leads. Informative about Dr. Deepka Chopa making the Vedic tradition of India available and able to read to many people. Bringing meditation back into society. Meditation can be described as entering a state of complete awareness. Meditation is about oneself; you with your mind. A place you can fulfill your purpose, get in tune with your soul, no stress, anxiety or fear. Meditation relieves stress and helps to remember self wholeness. It rejuvenates the cells to wake up, relaxes the physical, mental and energy body, introduces serenity, bliss and clarity all while bringing balance to every area of life. Meditation is stated as a three step process. The basis starts with our state of mind.; many thoughts stimulate and stress our emotional, mental, energy and physical bodies. The meditation station describes the normal state of mind of not being normal but abnormal with effects of receiving sensory stimuli that react in uncontrolled ways. Also that our thoughts can be opposing of each other, thoughts that bring warm, cuddly, relaxed emotions can also initiate fear, anxiety and paranoia. A tool used to transition thru meditation is Mantra, defined as man=mind and tra=instrument so as a whole Instrument of the mind The first step of meditation is gaining control over our mind, to concentrate. All effects are directly or indirectly in all areas of the body and mind. Concentration derived from the Latin words To Center or fixed center point offers mental influence and mental imaging, looking at the word as a whole can be further defined as bring to a common point. and the act or state of bringing to a fixed point or focus. With concentration you are bringing the highest forms of energy, power and forces to a focus point , keeping it from dissolving over multiple areas. Focused concentration can be difficult to achieve with current lifestyle, duties of family, work, school, schedules, appointments all correlate to keep the mind restless. With the obstacles of swirling thoughts, applying the control of voluntary attention and exercising self will are key to facilitate ones control of attention and will . Practicing paying attention to concentration, you gain the experience to exercise your will to just be witness to any distracting thoughts that populate; instead of using imagination or daydreams in lieu of concentrating on the object of your meditation. So primarily the goal in the first area of meditation is to concentrate, provide un forced attention and focus on one object whether its a personalized mantra, a saying, chant or actual object. The next step instructed is mind and body connection and silencing of the mind best known as Meditation. In meditation the attention is unbroken, effortless, a steady flow of concentration. The focused attention is also applied to the object of meditation and the state of meditation that initiates deeper and deeper concentration which then proclaims true knowledge, universal awareness and can begin to restore balance. You become connected to feelings, sensations and everything connected to that object. Best quoted is Albert Einstein Everything in the universe is relative to everything else This deep concentration and connection ultimately brings your meditation to connect you to everything; uniting your object and your mind. The final step of meditation occurs in the state of contemplation and ultimate consciousness. The experience of not being conscious of just our body and thoughts but being part of the universe and cosmos. Some imply it is a birthright and destiny to attune to this state of realization, truth, consciousness and bliss. You become connected to the universe as it is connected to you in a simple, spontaneous action. Nothing is forced, what happens is what is supposed to happen. Meditation takes practice. Overall patience and understanding to accomplish the deepest form of meditation requires you to have the abilities of focusing on an object, reject unwanted/unwarranted thoughts not related to the object, promoting the power to controlled thoughts, the capacity to stop them, comprehension to separate ones self from thoughts, and all is done to master and achieve a silent mind. This deep state of meditation refers to the silent mind as a powerful experience. A silent mind is related to being alert and sensitive to surroundings, compassionate towards others, removing harmful notions from the mind, judgments, rejection, hatred, anger, jealousy and any thought process that is implying one of being wrapped in ones own confusions. Primordial sound mediation is best explained as a healing practice. Experience inner peace and it reminds oneself of our essence, improves inspiration, compassion, love, health, enthusiasm and creativity in daily living and relations. Primordial sounds consist of basic, essential sounds and vibrations from nature. Mantras are primordial sounds that are depicted from the Vedic mathematics, which determine the exact sound or vibrations developed using the date, time and location of a persons birth. If used correctly to influence the quieting of the mind, you can fall into meditation easier and faster. The mantra guides you from levels of clustered thought activities, to complete silence. You are no longer affected by internal commotion and are able to in-tune to true, and peaceful awareness of the universe. This allows the mind, physical body and energy network that supports and sustains the physical body ability to function at maximum effectiveness. Mantra deepens meditation, it blesses our lives with the universe ,provides true knowledgeable wealth of the soul, gives a roadmap to heightened awareness and clears, relaxes, and rejuvenates the body.. There are many types, forms and ways of meditation. All meditation types possess the ability to restore physical, mental and emotional self well being. The fact that we use roughly 5% of our minds substantiates the importance of relaxing beyond the busyness and ciaos. Other meditation can include walking, simple, mindfulness, journey, vibrational and central channel meditation, all techniques allow anyone to incorporate and fit into their lifestyle. The tasks of the present day insist that people are more human doings with the constant feeling of needing to be doing something or going somewhere, always doing. We need to be referring to ourselves as human beings so it incorporates the importance of attention, concentration, self peace and we are just beings; here to be!

Successfully Trained Employees and their Importance

Successfully Trained Employees and their Importance Lindsay Bootz Starting a new job is often a new learning experience, but it can also be stressful and overwhelming. When employees walk into their new place of employment for the first time, their impressions on the company begin and for the next few weeks they will be training to be an integral part of their new organization. For an organization, training a new employee is a very important process for its success as sales associates are most often the part of staff involved face-to-face with the customers, the importance of their knowledge of the company or products they sell is very high. Great training leads to less expenses, less employee turnover, and better customer service. There are many financial factors to consider when training a new employee. Instruction materials, equipment, wages for both the employee and the trainer all have an impact on the organizations finances. Per Levy, it costs retailers more than $4,000 to replace a store employee (2012 p.440). More than one individual becomes part of the process, often the human resources operations manager, supervisor and/or other employees will be involved in the success of the new associate which will have its own financial setbacks. Going through training materials such as e-learning software, books, and equipment can also use up resources. Hiring skilled employees and retaining them if possible, and having consistent performance reviews to identify more training needs can ensure employee confidence and show them more likely to stay, is one way to keep costs low (Taylor, 2016, p. 3). Hiring a new employee with no experience will take a significant amount of time to properly train and will cost more m oney, on the other hand, hiring skilled workers will require only a short amount of training, typically a week, to help them acclimate to a new work environment thus costing less to train. For example, a company that specializes in lumber will most likely decide not to hire someone more familiar working in fast food if given a choice for the simple fact that it will take a significant amount of time and money to train them. The Model of Excellence was designed by author and trainer Nick Drake-Knight in an attempt to find a better way to train employees and help them retain the information given to them. After extensive research, he discovered that the best sales people all follow a common pattern, a patter which connects (2012, p. 8). The Model of Excellence includes three steps, level one: explicit standards, level two: consistency, and level three: sustainability. All three are meaningless unless used together. The first level, is an explicit set of standards that spell out exactly what is expected of the employees, such as: a daily maintenance list, personal presentation, upselling, and customer acknowledgement (Drake-Knight, 2012, p. 9).   Typically, companies will have a standard time frame for each associate as they go through their training. Training generally does not stick and has little impact after the training sessions are finished as most associates grow bored when subjected to e-learning or classroom type of training. On-job-training would be ideal but can be more difficult to train as situations arise. Since the common way of training employees does not seem to work, it is important to implement the explicit standards as a way for employees to know their job even after their training is complete. Consistency, level two of the model, is a major goal that managers will strive for. Consistency means everything will stay at the same high standards, all the time. The managers that are best at achieving as much consistency as possible are aligning it with level one of the model, and including themselves as part of the selling process. A bad example of consistency is allowing an employee to go through training and months down the road giving no feedback as to their performance and keeping them in the dark about new company procedures.   Training should be done every day along with practicing correct sales procedures; managers can make sure this gets done by recapping goals and quotas throughout the day, actively staying part of the team, and holding regular meetings to keep associates up to date on store news and training. Sales training is a waste of energy (and worst of all hope) unless it is made sustainable (Drake-Knight, 2012, p. 17).   Training is usually something that does not go far after the training events are finished. Much of the information tends to get lost and employees must ask questions later about a subject they should already be familiar with. Sustainability, level three of The Model of Excellence, says that training should be sustained long after training is finished (2012, p.18) Momentum Management is the key to sustainability, it is a way to keep training consistent and constant throughout the day. It is like on-the-job training, but comes when the time is necessary.   For instance, if a manager overhears an employee answering the phone with the incorrect script, they can correct the employee after they hang up and inform them of the correct thing to say. Practicing sustainable techniques are a sure way to be involved and ensure that employees are being trained corr ectly and handling their jobs well. The Model of Excellence shows that with these techniques, after training is complete, with all three levels being used to their full potential, it could be beneficial with making sure employees know their job well, and are continue to learn as they continue their careers. As employees are the face of the store, it will always be important that they are properly trained. Staying consistent and sustained will make sure of that. Another simple solution to be sure an employee is getting the proper training and knowledge they need to handle their new job is to have better structured orientation at the beginning of employment. In her book New Employee Orientation Training, Lawson begins to compare the typical orientation session to a more successful approach. Typical orientations at an organization are generally presenter centered and tend to be boring for the applicant. The employee does not have much room to participate aside from only listening. Bored employees do not tend to retain the needed information to perform their jobs well and thus feel incompetent on the job. This could be a culprit of why the turnover rate is so high. Four percent of employees leave their jobs after the first day, and within thirty days know if they feel welcome or unwelcome in the work place (Lawson, 2016 p.4). A solution to this type of orientation is to have a more interactive and hands-on environment for training. Socializing the new employee and helping them integrate into their new workplace from day one of training can help them increase engagement in the workplace, better job satisfaction, and of course better job performance. Socializing also gets them involved in the workplace before the training is complete, employees can interact with the new employee and begin to adapt to one another (Mujtaba, 2006 p.262). In other words, taking the time to properly train and teach new employees how to do their jobs is worth the investment as they would not quit as quickly causing need for hiring new employees. It could also be beneficial in the sense that the employer would not have to pay for any mistakes the employee could potentially make. Having improved training programs for employees are critical to the employees success and especially to the employers success in keeping the business running smoothly. Employees that are not trained properly can end up wasting not only their time but another employee or managers time when they do not understand how to solve a problem. Proper training will also provide better overall customer service and more customers returning. When a customer enters an establishment, they expect to get help when they need it and that the employee will be knowledgeable on the product they are interested in. As training is the employees first impression into a company, it is important to get it right. Although many finances are part of the training process, it is important to make sure the employee is knowledgeable in all areas of their job. For instance, executing The Model of Excellence is one way to ensure a constant training of employees which also keeps them motivated. When employees are motivated and sure of what their job consists of, it shows a lower turnover rate for employment which is great financially and from a customer service standpoint. Customers enjoy seeing the same people and getting great service in the process. A well equipped employee is one that will be able to give the best customer service. To sum it up, Training is a very important part of a companys process for hiring new employees. Some companies tend to have a higher turnover rate due to poor training and lack of knowledge about the organization or product they may be selling. It is worth spending more time and resources on one person, than to spend them all repeatedly on the same failing training program. Employees should be treated like assets to their organization and get the proper tools they need to learn their job efficiently.   Proper training results in less finances wasted, less employee turnover, and a more fulfilling customer base.   References: Drake-Knight, N. (2012). Training and coaching boost performance of sales staff at BQ. Human Resource Management International Digest, 20(1), 14-17. doi:http://dx.doi.org.ezproxy2.apus.edu/10.1108/09670731211195918 Lawson, K. (2015;2016;). New employee orientation training (1st ed.). Alexandria, Virginia: Association for Talent Development. Levy, M. Weitz, B. (2012). Retailing management, 8th Ed. New York, NY: McGraw-Hill. Mujtaba, B. G., Sims, R. L. (2006). Socializing retail employees in ethical values: The effectiveness of the formal versus informal methods. Journal of Business and Psychology, 21(2), 261-272. doi:http://dx.doi.org.ezproxy1.apus.edu/10.1007/s10869-006-9028-3 Taylor, T.C. (2016). The cost of training new employees, including hidden expenses. Retrieved from https://www.adp.com/thrive

The Lack of Nutrition In Africa Essay -- Nutrition

In Africa there are about 276 million individuals who are affected by lack of nutrition. Moreover, 399 million individuals live on one dollar a day in Africa. Developing countries carries 90% of the disease burden, yet benefit from only 10% of the resources allocated to health (Kinabo, 2001), even though the majority of the population is located in these countries. Approximately â€Å"43% of the children in the developing countries experience stunted growth due to malnutrition, and 36% of the children are underweight† (Bone and France, 2003). There are many organizations trying to improve the overall lack of nutrition in Africa. Despite the great number of organizations minor changes in the affected population has changed. A few deficiencies have even seen an increase. Malnutrition is increasing â€Å"due to HIV/AIDS epidemic and the changing global environment in socio, politico and economic relations† (Kinabo, 2001, p. 114). Therefore, good nutrition needs to be empha sized due to it links directly with the economic issues within the country. Additionally, the ability to increase the budgets for governments to address health, education and nutrition on account of education is great device to help the population understand the importance of nutrition within their daily lives. The great lack of sufficient nutrition in Africa is outrageous. Malnutrition â€Å"in various forms exist and persists in all countries of Africa† (Kinabo, 2001, p. 103). There is a different problem issue within different countries that is directly linked to the development of the country. For instance, â€Å"the type of malnutrition that exists in Seychelles and Mauritius is that of obesity and associated diseases† (Kinabo, 2001, p. 103). The most common nutritional problems... ...ese deficiencies. Although the main step that should be taken is that of withdrawing individuals who are particularly skilled for another countries benefit, which would reduce the â€Å"brain drain† and allow the individuals to help develop their country within Africa. Works Cited Bone, P. and France, K. (2003). International harmonization of food and nutrition regulation: the good and the bad. Journal of Public Policy and Marketing 22(1): 102-110. Retrieved from JSTOR database. World hunger and poverty facts and statistics (WHPFS). (2011). Hunger Notes. Retrieved from http://www.worldhunger.org/articles/Learn/world%20hunger%20facts%202002.htm#What_are_the_causes_of_hunger Kinabo, J. (2001). Nutrition in africa in a global economy: perspectives challenges and opportunities. African Study Monographs, 22(3): 103-122. Retrieved from ProQuest Database. The Lack of Nutrition In Africa Essay -- Nutrition In Africa there are about 276 million individuals who are affected by lack of nutrition. Moreover, 399 million individuals live on one dollar a day in Africa. Developing countries carries 90% of the disease burden, yet benefit from only 10% of the resources allocated to health (Kinabo, 2001), even though the majority of the population is located in these countries. Approximately â€Å"43% of the children in the developing countries experience stunted growth due to malnutrition, and 36% of the children are underweight† (Bone and France, 2003). There are many organizations trying to improve the overall lack of nutrition in Africa. Despite the great number of organizations minor changes in the affected population has changed. A few deficiencies have even seen an increase. Malnutrition is increasing â€Å"due to HIV/AIDS epidemic and the changing global environment in socio, politico and economic relations† (Kinabo, 2001, p. 114). Therefore, good nutrition needs to be empha sized due to it links directly with the economic issues within the country. Additionally, the ability to increase the budgets for governments to address health, education and nutrition on account of education is great device to help the population understand the importance of nutrition within their daily lives. The great lack of sufficient nutrition in Africa is outrageous. Malnutrition â€Å"in various forms exist and persists in all countries of Africa† (Kinabo, 2001, p. 103). There is a different problem issue within different countries that is directly linked to the development of the country. For instance, â€Å"the type of malnutrition that exists in Seychelles and Mauritius is that of obesity and associated diseases† (Kinabo, 2001, p. 103). The most common nutritional problems... ...ese deficiencies. Although the main step that should be taken is that of withdrawing individuals who are particularly skilled for another countries benefit, which would reduce the â€Å"brain drain† and allow the individuals to help develop their country within Africa. Works Cited Bone, P. and France, K. (2003). International harmonization of food and nutrition regulation: the good and the bad. Journal of Public Policy and Marketing 22(1): 102-110. Retrieved from JSTOR database. World hunger and poverty facts and statistics (WHPFS). (2011). Hunger Notes. Retrieved from http://www.worldhunger.org/articles/Learn/world%20hunger%20facts%202002.htm#What_are_the_causes_of_hunger Kinabo, J. (2001). Nutrition in africa in a global economy: perspectives challenges and opportunities. African Study Monographs, 22(3): 103-122. Retrieved from ProQuest Database.

Prewriting Assignment Essay

Times I Saw an Adult Cry I. I was very young when I first saw an adult cry.   I did not actually see an adult cry in person; I saw it on television.   Nonetheless, it was the first time I have seen an adult shed tears.   That night, I was at home with the babysitter when my mother left to run some errands.   I remember that the babysitter tucked me to my bed early and I immediately fell asleep.   After some time, I was awakened by the sounds of people talking.   It was rather loud, and I could hear the voices of a man and a woman in conversation. Out of curiosity, I got out of bed and opened the bedroom door.   At first, I thought that maybe the babysitter had some company. So I carefully walked downstairs to the den, where the babysitter usually stays.   I took a peek and found her alone.   The sounds I heard came from the television; she was only watching a movie.   I remember that it was an old movie, as it was in black and white.   To my surprise, the woman in the movie began to cry.   I was surprised because I have never seen the adults in my house cry.   I thought crying were only for babies and young children.   After that, I learned that adults can also cry. II. When I was younger, my family and I were on a road trip. The trip was generally smooth, until my father decided to take a short cut.   He was driving the car, and he turned left to a narrow dirt road.   It proved to be a wrong decision; the road led to a cemetery, where a burial was taking place.   The width of the road made it difficult to pass through, but the parked cars on both sides of the road made it more problematic. The traffic caused my father to drive slowly, allowing me to witness the burial.   I saw all of the mourners; all of them were dressed in black.   However, a man stood out in the crowd out of his sheer size. As a child, I was terrified of bald, stocky men.   They all seemed intimidating to me. The man in the cemetery was tall, stocky and bald.   Because he appeared intimidating, I did not expect him to cry in the burial. I was not used to seeing men cry, especially those of his size.   I was expecting him to be simply serious but not emotional.   Besides, it was said that men do not cry.   As we drove past the cemetery, I caught a glimpse of him pulling out a handkerchief and wiping his eyes.   He was indeed crying.   I contemplated that maybe the grief over the loss of a loved one may have been too much to bear, that it prompted a seemingly intimidating man to cry. III. Our next door neighbor was a woman with two children.   The woman had fair skin and dark curly hair. She was remarkably thin and was rarely seen at home.   My mother said that she worked two jobs so she could pay the rent and feed her children. I always liked her because whenever she was around, she would smile at me and her eyes would seem to smile too. She had those distinct smiling eyes.   One day, my mother and I went out of the house as we were hearing loud noises from her home. We saw this tall man coming out of her house, dragging the children with him. She was screaming while grabbing on to the man’s arm. She tried to stop him, but her small frame was no match to the man’s physique. The children were shouting for their mother as the man dragged them into the car. The man immediately hopped in the driver’s seat, closed the door, and drove away.   The woman just stood there in the street, her eyes still fixed on the car that just disappeared. A minute later, she bowed her head and covered her face with her hands. Then she began to cry.   Her cries became louder, and soon all our neighbors were already watching her.    I later found out that the man was her former husband and her children’s father. She worked so hard to take care of her children, only for them to be taken away from her.   I never saw her smiling eyes again.   She soon moved out. I believe it was after that incident when I truly began to have respect for single mothers who work hard to take care of their kids. IV. I am used to witnessing marriage proposals on television.   I have seen programs wherein the men would go down on one knee and the woman would then gasp in shock, cover their mouths with their hands and become motionless for a few seconds. Afterwards, they would become hysterical in glee. In the past, I thought that such moments were too emotional.   My opinion changed when I witnessed a marriage proposal firsthand.   I was in a coffee shop with a friend when a couple entered. They looked like the average couple; nothing seemed extraordinary about the two of them. The woman took her seat, while the man went to the counter to order.   I did not pay them much attention afterwards. It was not until much later when I realized they were deaf-mute, when I noticed that they were using sign language. I did not expect a proposal to occur, not in a coffee shop.   So when I saw the man go down on one knee, I was taken aback.   My friend and I watched closely, along with the other customers, as the woman nodded and hugged his future husband.   As the people in the shop cheered, tears were streaming down her face. Unlike other women, she did not overreact.   She was just happy, and her tears showed it.   I guess true love does make people happy, and the happiness does not have to be showy to be expressed. V. One time, I had the chance to watch The Oprah Winfrey Show.   I can remember that the episode featured a middle-aged African-American woman who took care of many children.   I cannot recall if she was married, but I know she had three children.   When the woman’s siblings died, she took the responsibility of raising them as well.   She and the children had to cram themselves in a small three-bedroom house.   She worked several jobs to support these kids, most of which are not even her own.   The problem was that the home was not hers and if she did not pay a certain amount within the specified time, they would be evicted. The woman and the children were invited to the show where they were to receive gifts from Oprah. They were given things they needed; they received new beds, kitchen appliances, and even a van.   However, the biggest surprise of all was when Oprah announced that they would be shopping for a new home. The woman hugged Oprah tight, and wiped the tears running down her face.   I knew the woman was happy because of all the material things she received. Most importantly, I know those tears were of gratitude.   It was not the material things per se that she was grateful for; she was thankful for the help that those things could offer her and the children.   I knew she deserved those things for all her dedication and hard work. Still, she was very grateful.

BayState Realty Case Study Essay

1. Use a table to identify the software products sited above that fall within the following categories of software: System Software General Purpose Software Application Specific Software An operating system built to control and operate the hardware system Protect the firm’s hardware platforms from intrusion, malware, and computer viruses Dell laptops and desktop computers running Microsoft’s Windows operating system Allows users to accomplish simple computer related tasks Standardizes and minimizes implementation costs Facilitates staff training Microsoft Office, Internet Explorer, Microsoft Outlook, and Microsoft SharePoint For an end user Document and management system The CRM system, an Accounting System, a Human Resource Management System, a Real Estate Sales Documentation and Management System, and a Rental Property Management System 2. Use a second table to identify and explain the various elements in the total cost of software ownership and then list the steps taken by the CIO to limit the firm’s software TCO expenditures. Elements in the Total Cost of Software Ownership Steps Taken by the CIO to Limit the Firm’s Software TCO Expenditures Software and hardware upgrades Time to renew hardware and software Training for new and current employees Hiring MIS or IT personnel Sale Price Licensing 1. Focus on the procurement and deployment of a limited set of well-established, off-the-shelf products 2. Negotiate favorable licensing terms with Microsoft for the initial acquisition of products, to standardize and minimize implementation costs, and to limit firm investments in ongoing staff training and product documentation and support 3. Work closely with their line-of-business colleagues to select best-in-breed application specific software 4. Adapt their business processes to make the best use of the software and by doing so, better control the TCO for that software 5. Implement Linux (an open source software product) as the operating system of choice for servers running shared applications 3. List the reasons why BayState Realty chose to go with off-the-shelf software instead of developing their own software packages in house. BayState is mainly focused on their real estate agencies, so by doing so they can continue to focus on their business which means it is preferable for them to go with off-the-shelf software The software has already been tested by the company. Besides the test, the software company also provides warranty service It is available for computer shops, so there are lots of computer shops solving Window software problems It can easily find the same users so they can share their experiences easily and answer any questions about the system 4. List the reasons why it makes sense to go with Linux. Be sure to include how this particular use of open source software mitigates the risks typically associated with the choice of an open source software product. Linux is free or cheaper so it is beneficial for users that it is not owned by the company The software is unlikely to get computer viruses or other malware Hardware independent – operating system in advance and advantage Community relationship – Instead of establishing customer relationships, Linux shares with lots of vendors and is part of the community not a single user. Interoperability – able to connect to networks and communities easily You can select the best tools you need 5. Compare the advantages and the disadvantages associated with outsourcing the hosting of the firm’s three web sites. Advantages: Hosts the firm’s three Web sites Saves time – Do not have to spend time to manage the website Better equipped – Proficiency in creation, innovation, and design Low cost – helps customers manage their money wisely Use the correct Internet strategy, like formulating marketing programs Disadvantages: Hidden cost – it has a low cost for website outsourcing, but there are several costs behind the price, such as signing a contract Exposing data – BayState Company is sharing their information with a third party Lack of focusing on their customers – instead of customizing, vendor may be creating an expertise-need

Infancy and Childhood Development Essays

Infancy and Childhood Development Essays Infancy and Childhood Development Essay Infancy and Childhood Development Essay Infancy and Early Childhood Development An infant is completely dependent, and the trust an infant develops is based on how dependable and reliable the caregiver is. Erik Erikson theory states that between birth and one year of age is the most important stage in psychosocial life development. Although it may not seem a significant amount of time, newborns and infants go through a lot of development compared to the rest of their average 75 years of life expectancy. This paper will explain how families affect the development of infants and young children. Evaluate different parenting styles and their influence on development during infancy and early childhood. It will also discuss early childhood education and its influence on cognitive development. How Families Affect Development Parents and cultures are pivotal to this process, which makes it biosocial not merely biological development (Berger, Ch. 5, 2007). Families greatly affect and infants developmental stages more than just socially, brain development is also affected. Parents and caregivers behaviors influence schedule and expectations of sleep patterns. Starting from birth is important to setting a pattern because sleep becomes regular and distinct sleep-wake patterns develop by age 1 (Berger, Ch. 5, 2007). Sleep deprivation is detrimental to brain development. The child gains its patterns from how structured the caregiver makes the scheduled. A mother who takes their child out constantly and has inconsistent hours may find it hard for their child to develop a sleep pattern as they get older. Mother who set a strict schedule in the early stages finds their children able to settle in to a consistent sleep pattern. Although giving a balance to what the infant is exposed to is just as important. Every gesture, move, sound and sight is a new experience for the infant. Early experiences help with the development of the parts of the cortex that are dedicated to senses and motor skills. The experiences are vital to synapses link to neurons. If the neurons go unused the brain will redirect that region to other sensations causing a lack of development in certain areas. Caregivers and parents need to constantly expose the infant to new experiences especially during the first year. Because each culture is different experience-dependant brain growth is different in each infant, but all well developed infants have the same potential in capabilities of emotion, linguistics, and sensory. Some emotions began at birth but other develop over time anger emerges with restriction and frustration, between 4 and 8 months of age, and becomes stronger by age 1 (Berger, p. 201, 2007). Fear develops at the end of age 1 as well but behaviorist believe that babies learn many things from their parents including fear. What to fear and what brings joy can come from learned actions of the parent or caregiver. The first 2 years are considered extremely important in all theories, caregivers and parents highly influence the child’s behaviors. In the epigenetic theory it is expressed that the influence even affects genetic traits such as temperament. Temperament is genetic but how the child inhibits it is influenced by the parent’s behaviors. Since human development in general is directly related to its cultural environment the caregiver-infant relationship has a huge impact on the infant’s development. The interaction the parent or caregiver has with the infant shapes the behavior. Influence from Parenting Styles Early years of a child are very important in developing emotional, social, physical, language, and even think skills. Parents are ongoing role models through the child life but the aspects of parenting that are linked with development of young children are social and emotional development. Parenting styles can be defined along two important dimensions: 1. Responsiveness: how well the parent is attuned to the child and able to respond to the child’s needs and interests, and 2. Control: how much the parent supervises and disciplines the child and requires obedience and self-control. (Canadian Council on Learning, p. 2, 2007) The style of parenting my parents used would be a combination of both responsiveness and control. However my mother was more controlling and less responsive compared to my father. I believe the affect that my parents parenting style had on me was somewhat positive although I do lack an emotional closeness to my family. I look for more of a friendship with my family versus a loving emotional connection. Socially I am not as strong as I think I could have been because I had trouble gaining friends in my early childhood. My interests were driven by what my parents wanted and what I believed would make them happy versus my own deep desires. Early Childhood Education and Cognitive Development Piaget and Vygotsky had quit a few differences but there bases where very similar. In general both theories state cognitive development happen throughout time. The differences however are between stages and zones, and interaction with more knowledgeable beings. Vygotskys theory emphasized the need of a MKO or More Knowledgeable Other. Piagets theory doesnt need any outside influence learning is internally stimulated. Piaget believed during early childhood maturity is achieved through stimilizing the cognitive ability. The maturing of the mind and thought process occurs from an education rich in hands on learning and sensory driven activities. During the child’s life span the child’s imagination and creativity become the main source that drives the learning process. Around this stage, 2-7 years old, education depends on maturing the cognitive schemes and developing new ones. Vygotsky and Piaget theories also differentiate by the use of Zone of Proximal Development, ZPD, and Stages. I believed Vygotsky to be more accurate. I think his learning theory of scaffolding and using different levels of assistance from a MKO is important to cognitive development. Also language has a very important role in learning development. Yes both Piagets and Vygotskys theories both put and emphasis on the environment playing a significant part in the cognitive development process but Vygotsky provided a very influential theory which provided a meaningful social context in the development of learning (Eddy, n. d. ). Conclusion Society, parents or caregivers, and environment are major influence in infant and early childhood development. Behaviors and personalities are molded beginning earlier than age 1. Education during the early childhood not only promotes growth intellectually but develops social maturity. The parent must find the balance and guide the infant not force them through their experience in order to obtain a beneficial development process. I believe the saying is true, â€Å"it takes a village to raise a child†. Reference Berger, Kathleen Stassen. (2007). The Developing Person Trough the Lifespan seventh edition. Canadian Council on Learning. (2007). Lessons in Learning. p2. Retrieved July 22, 2011 From ccl-cca. ca/pdfs/LessonsInLearning/Dec-13-07-Parenting-styles. pdf Eddy, Samuel. Psycho Hawks Making Psychology Simple for Everyone. . Retrieved July 24, 2011. From http://psychohawks. wordpress. com/about-the-blog/

Experience Psychology, 3rd edition Essays - Nervous System

Experience Psychology, 3rd edition Essays - Nervous System Experience Psychology, 3rd edition Chapter 3, Sensation and Perception Vocabulary, Key Terms Absolute threshold: The minimum amount of stimulus energy that a person can detect. Apparent movement: The perception that a stationary object is moving. Auditory nerve: The nerve structure that receives information about sound from the hair cells of the inner ear and carries these neural impulses to the brain's auditory areas. Binding: In the sense of vision, the bringing together and integration of what is processed by different neural pathways or cells. Binocular cues: Depth cues that depend on the combination of the images in the left and right eyes and on the way the two eyes work together. Bottom-up processing: The operation in sensation and perception in which sensory receptors register information about the external environment and send it up to the brain for interpretation. Cones: The receptor cells in the retina that allow for color perception. Convergence: A binocular cue to depth and distance in which the muscle movements in an individual's two eyes provide information about how deep and/or far away something is. Depth perception: The ability to perceive objects three-dimensionally. Difference threshold: The degree of difference that must exist between two stimuli before the difference is detected. Executive attention: The ability to plan action, allocate attention to goals, detect errors and compensate for them, monitor progress on tasks, and deal with novel or difficult circumstances. Feature detectors: Neurons in the brain's visual system that respond to particular features of a stimulus. Figure-group relationship: The principle by which we organize the perceptual field into stimuli that stand out (figure) and those that are left over (ground). Frequency theory: Theory of how the inner ear registers the frequency of sound stating that the perception of a sound's frequency depends on how often the auditory nerve fires. Gestalt psychology: A school of thought interested in how people naturally organize their perceptions according to certain patterns. Inner ear: The part of the ear that includes the oval window, cochlea, and basilar membrane and whose function is to convert sound waves into neural impulses and send them to the brain. Kinesthetic senses: Senses that provide information about movement, posture, and orientation. Middle ear: The part of the ear that channels and amplifies sound through the eardrum, hammer, anvil, and stirrup to the inner ear. Monocular cues: Powerful depth cues available from the image in one eye, either the right or the left. Noise: Irrelevant and competing stimuli; not only sounds but also any distracting stimuli for the senses. Olfactory epithelium: The lining of the roof of the nasal cavity, containing a sheet of receptor cells for smell. Opponent-process theory: Theory stating that cells in the visual system respond to complementary pairs of red-green and blue-yellow colors; a given cell might be excited by red and inhibited by green, whereas another cell might be excited by yellow and inhibited by blue. Optic nerve: The structure at the back of the eye made up of axons of the ganglion cells that carries visual information to the brain for further processing. Outer ear: The outermost part of the ear, consisting of the pinna and the external auditory canal. Papillae: Rounded bumps above the tongue's surface that contain the taste buds, the receptors for taste. Parallel processing: The simultaneous distribution of information across different neural pathways. Perception: The process of organizing and interpreting sensory information so that it makes sense. Perceptual constancy: The recognition that objects are constant and unchanging even though sensory input about them is changing. Perceptual set: A predisposition or readiness to perceive something in a particular way. Place theory: Theory on how the inner ear registers the frequency of sound, stating that each frequency produces vibrations at a particular spot on the basilar membrane. Retina: The multilayered light-sensitive surface in the eye that records electromagnetic energy and converts it to neural impulses for processing in the brain. Rods: The receptor cells in the retina that are sensitive to light but not very useful for color vision. Selective attention: The act of focusing on a specific aspect of experience while ignoring others. Semicircular canals: Three fluid-filled circular tubes in the inner ear contain the sensory receptors that detect head motion caused

Participants in Policy Process Essay Example | Topics and Well Written Essays - 500 words

Participants in Policy Process - Essay Example (Dye, 2001, p. 4 to 7) In this context, the participants in the public policy process may be segregated into two categories. The first are the official participants comprising of government officials, authorities as well as political players. On the other hand are the non governmental or unofficial participants who come in the form of social workers, individuals lobbying for the interests of certain pressure groups, and even the average citizen. In the course of this paper we will try and differentiate between these two groups of participants in the policy process. To do so, we will start by delving into the various aspects of the policy process. When embodied in a person's life as a profession, the policy process becomes a matter of drawing on statistical information and basing decisions on various kinds of analysis before arriving at the factors that will influence the elements to be included in a certain policy. Considering the fact that this will greatly influence a normal citizen's life in various ways, the policy maker has to be doubly sure of the facts as he is responsible for a lot of people.

The new 4Ps for Dasani water Research Paper Example | Topics and Well Written Essays - 500 words

The new 4Ps for Dasani water - Research Paper Example This paper illustrates that Coca-Cola Company has increased the number of people taking part in the marketing ecosystem of dasani water as the market continues to become more complicated. For instance, its marketing involves the incorporation of Coca-Cola contact center, customers, and field marketing. Workers and other participants in different departments including finance and market research come together to assess marketing solutions for dasani water. Â  Participants are responsible for establishing how to appropriately align individuals and support teamwork across its marketing environment. Additionally, dasani marketers have to deeply understand the lives of consumers before determining their preferences. Â  After aligning people for teamwork and information sharing, the company documents and automates the processes thereby creating an effective coalition. As the market becomes more complicated, process becomes essential in aligning the correct individuals with the appropriat e marketing activities. This would assist in performing close-loop marketing speedily while penetrating new markets. When marketing dasani water, the company employs state-of-the–art marketing ideas by establishment the correct set of processes to control the activities involved. Some of the processes used in marketing the product include execution, operational and analytical processes. During the execution phase, Coca-Cola Company uses both outbound marketing and inbound marketing to introduce this brand into new markets. Â  Dasani is also being marketed digitally through social media.

Two news Reading response about supply chain management strategy Assignment

Two news Reading response about supply chain management strategy - Assignment Example This company focuses on the preferences of their customers and tries to make a product by adopting these preferences. This process is known as Quality Function Deployment. The Fashion world is quite uncertain and keeps on changing day to day due to the changing trends across the globe. Zara is one of the most renowned companies in the fashion industry and the reason behind its success is its exceptional supply management strategies. The supply chain strategies of this company make it successful in the stock market. One of the reasons behind its efficient supply chain management is that it uses information technology to achieve its supply chain. Zara uses its own railway track that helps in the speedy distribution of goods to other developing countries. Also, Zara create its products in small qualities and in this way they figure out which product is successful and which won’t work in the market (Loeb). Loeb, W. (2013, October 14). Zaras Secret To Success: The New Science Of Retailing. Retrieved January 20, 2015, from Forbes :

Globalization and the Environment Essay Example | Topics and Well Written Essays - 250 words

Globalization and the Environment - Essay Example There is also an element of double standards because most of the global corporations operating in developing countries belong to the west (Kwong 21). The author recognizes the positive impact of globalization as far as environmental development is concerned. Globalization promotes free trade. In an environment of free trade, a country is free to choose a trading partner and the best ways of exploiting her resources. Globalization promotes development of institutions that advocate efficiency in production. Such institutions design laws that protect environment in a business world. Globalization promotes competition amongst global firms, which invest in innovation and efficiency in production. Efficient technology promotes environmental conservation and sustainable growth. The curve is U-shaped and shows a positive affiliation between economic expansion and environmental dilapidation, for example, pollution, before the curve’s turning point. From the turning point, there is a negative relationship between pollution and economic growth and development. The curve is important because it shows the important of globalization as far as environmental development is concerned. I support the author’s arguments. This is because they explain the real situation in the global economy. For example, in the developing countries, economic growth increases with the increase in pollution. On the other hand, pollution within developed countries decreases as the level of development increases. This is because companies adopt innovative technology in production, which enhances environmental

In a clear and concisely reasoned 9, which addresses the work of the Essay

In a clear and concisely reasoned 9, which addresses the work of the author, Ernest Hemingway - Essay Example Most notably, he was one of the Americans who participated in the First World War although not as a soldier. During that war, he worked as a volunteer serving as an ambulance driver a vocation that saw him seriously wounded. This essay will highlight the outstanding features that defined Hemingway’s writing style. Some of his famous works such as, â€Å"The Sun also Rises† and â€Å"The Old Man in the Sea† will be used to demonstrate the uniqueness in his style. Prior to highlighting the writing style of Hemingway, it is important to establish the background of the period in which he lived and wrote his works. Being a 20th century author, he experienced many of the defining aspects of that century. As highlighted above, one of those aspects is the first and the second world war that altered the perception of many people in the globe. Worth mentioning is the fact that Hemingway was of American origin (Bloom 67). Therefore, one of his outstanding experiences is the desperation that defined many of the American citizens after the world war. Moreover, the post war period that was defined by the emergence of individualism, materialism, pessimism and degraded moral values are aspects of life that Hemingway lived to see. Without doubt therefore, these experiences serve to define some of the common themes in his works. He underwent the radicalization of that century a factor that was also similar to many of his contemporaries. Hemingway was interested in joining the army in his earlier years, but his failed sight denied him the chance. After the voluntary venture of being an ambulance driver, during a time when many atrocities of the first world war were being perpetrated, he later joined journalism. For a period of time, he was a reporter with one of the publications in Kansas city. His career in journalism served to influence his writing style, making it uniquely distinctive from that of his

Negotiation and Conflict Resolution skills Coursework

Negotiation and Conflict Resolution skills - Coursework Example We inquired our boss about the rumor and she said under no circumstances would be job be given based on preferential treatment. Two weeks later the job was given to cousin of the manager. I was very angry and disappointed because my boss has lied to us. I began to avoid my boss. My contract was up and I refused to sign another contract because I felt uncomfortable working under a person with such low ethical standards. The conflict resolution technique that I used without realizing was avoidance. Avoidance involves pretending the conflict does not exist (Shermerhorn & Hunt & Osborn, 2003). During this course I learned a lot about conflict resolution. Based on my new knowledge and the fact that I have matured lot since then I would have handled the situation differently. A conflict resolution technique that would have improved my relations with my boss was accommodation. People that use accommodation style of conflict resolution value relationship and realize that conflict will only h arm relationships (Sdcoe, 2011). I could not find a way to resolve my issues with my boss. The use of accommodation would have enabled me to communicate the issue with my boss in order to play down our differences to find areas of agreement.

Globalization and the Environment Essay Example | Topics and Well Written Essays - 250 words

Globalization and the Environment - Essay Example There is also an element of double standards because most of the global corporations operating in developing countries belong to the west (Kwong 21). The author recognizes the positive impact of globalization as far as environmental development is concerned. Globalization promotes free trade. In an environment of free trade, a country is free to choose a trading partner and the best ways of exploiting her resources. Globalization promotes development of institutions that advocate efficiency in production. Such institutions design laws that protect environment in a business world. Globalization promotes competition amongst global firms, which invest in innovation and efficiency in production. Efficient technology promotes environmental conservation and sustainable growth. The curve is U-shaped and shows a positive affiliation between economic expansion and environmental dilapidation, for example, pollution, before the curve’s turning point. From the turning point, there is a negative relationship between pollution and economic growth and development. The curve is important because it shows the important of globalization as far as environmental development is concerned. I support the author’s arguments. This is because they explain the real situation in the global economy. For example, in the developing countries, economic growth increases with the increase in pollution. On the other hand, pollution within developed countries decreases as the level of development increases. This is because companies adopt innovative technology in production, which enhances environmental

Negotiation and Conflict Resolution skills Coursework

Negotiation and Conflict Resolution skills - Coursework Example We inquired our boss about the rumor and she said under no circumstances would be job be given based on preferential treatment. Two weeks later the job was given to cousin of the manager. I was very angry and disappointed because my boss has lied to us. I began to avoid my boss. My contract was up and I refused to sign another contract because I felt uncomfortable working under a person with such low ethical standards. The conflict resolution technique that I used without realizing was avoidance. Avoidance involves pretending the conflict does not exist (Shermerhorn & Hunt & Osborn, 2003). During this course I learned a lot about conflict resolution. Based on my new knowledge and the fact that I have matured lot since then I would have handled the situation differently. A conflict resolution technique that would have improved my relations with my boss was accommodation. People that use accommodation style of conflict resolution value relationship and realize that conflict will only h arm relationships (Sdcoe, 2011). I could not find a way to resolve my issues with my boss. The use of accommodation would have enabled me to communicate the issue with my boss in order to play down our differences to find areas of agreement.

Tok Essay Essay Example for Free

Tok Essay Essay People’s choice of belief is possibly one of the most intriguing topics one can study. The journey of gaining knowledge in itself is so dynamic and full of factors that one couldn’t possibly be able to analyze in full. In this essay, the question that is to be answered encompasses and questions the details of that journey in one of the most controversial topics of all time; religion. The question above subjects the issue of belief to the spotlight as it is one of the largest aspects of life that is to many people asserted with no concrete evidence to be found; in my perspective. Yet again not all people agree that evidence must be concrete and therefore the relativity of evidence from a believer to a non-believer could be drastic. Thus, this essay will examine my argument for this statement through personal experience and the lenses of emotion and language in the subjects of World Religions and Philosophy as well as possible counter arguments. Many followers of faith would disagree with Hitchens on this statement, taking the believers of the Abrahamic religions as an example; they believe that their prophets came with miracles like Christ walking on water for example. They don’t have concrete evidence yet to them they see that what came in either the Torah, Bible or the Qura’an is definite truth for many reasons; each generation was told by those before them that these stories did take place so the generations that supposedly witnessed the miracles told their kids about them and the stories kept passing down until our day today. Moreover, the authority of a parent tends to be huge therefore when these stories are told to little kids to be true the kids believe their parents, they take it as a 1+1=2 situation where the student is taught the very basic rules of math, if one asks me why or how do I know the 1+1=2 I wouldn’t be able to answer yet I know it’s a mathematical fact (even though I know there is reason and evidence behind it now, but I am not really interested in reading) so these kids take what their parents teach them at such a young age and not question it. Just like the followers tend to not dig around what they believe to be true because they believe it is already true, the same way many people don’t look into why and how 1+1=2. Believers tend to have what they call a relationship with God, what they feel when they pray is something they can’t put into words yet they know it’s truth for themselves even though they can’t prove it and therefore they won’t agree with the Hitchens statement. Those people have no concrete evidence yet that â€Å"relationship† is evidence enough to them. The followers of Islam for example brag about how the Qur’an has an answer for everything and that to them is evidence enough it’s true, yet again many don’t try to look for the real reasons. The followers of religions in general have a problem with accepting that there are some things one just doesn’t know, they need to be certain about everything to go on in life and that is basic human nature. By the same token though, a lot of other people do agree with the statement above, the majority of scientists, doctors, mathematicians and many more as a mere example. In the subject of world religions we are taught that religion is passed down through language; that in itself proves the Hitchens statement right. Language is a very molding way of knowledge; it changes from time to time according to society it is in. Things can get out of context, meanings could be lost in translation or lost due to the changing nature of language, for example the word â€Å" † which is now used as an adjective for â€Å"good† literary translates to â€Å"wicked† or â€Å"horrid† in classical Arabic and therefore this could be applicable both ways to this arguments; words that were used 1400 years ago in Islam could have meant something in it’s cultural context but now means something completely different which would make a certain rule of Islam that is now applied invalid or vice-versa. Also, Christianity being the most popular religion in the world was originally written in the common Greek language of the first century yet now circulates mostly in English. A huge limitation to this fact is that meaning could’ve been lost in translation, as some words that are used in one language just don’t translate to other languages, therefore basing some of the religion on misinterpreted verses. Now looking at the use of emotion in Philosophy of religion, a theme studied in the subject of Philosophy; the epistemological theory of evidentialism is best described by Clifford’s quote: â€Å"It is wrong always, everywhere, and for anyone, to believe anything upon insufficient evidence† (Clifford 1879: 186). † Which agrees with the Hitchens statement above. Since I’ve established above that there is no concrete evidence about the truth of any kind of religion, one must assume that believers use emotion as a way of knowledge and not evidence. This in itself has many limitations to it because when emotion is used on it’s own as a way of knowledge it usually prevents one from being objective. Moreover, it also limits the use of other ways of knowledge; for example perception, where because of emotion one might look at things differently or even reason, where if one is too attached to what they â€Å"believe† in this could lead to their lack of open-mindedness. The use of emotion too also leads to a huge logical fallacy; the â€Å"appeal to emotion† fallacy where if for example X makes me feel good I will assume X is true, which is basically the basis of many religions. Furthermore, religions tend to use Pathos in most of their verses; for example in the Qur’an verse 102:3 until 102:7 says: â€Å"No! You are going to know. Then no! You are going to know. No! If you only knew with knowledge of certainty. You will surely see the Hellfire. Then you will surely see it with the eye of certainty. † The use of emotion here to scare the reader that is being spoon-fed since an early age that this is the absolute truth when reading this will defiantly lead him to think a thousand times before questioning the religion because he is scared he’ll â€Å"surely see the Hellfire† and thus making many believers just people that are afraid to think or tempted with the concept of heaven but very few that actually went through the process of actually trying to find out if what they believe in is absolute truth or not. In conclusion, as someone that will be studying law, being objective, putting aside emotion and avoiding logical fallacies are vital to me. I also never felt that â€Å"connection with God† and therefore I do agree with the Hitchens statement â€Å"That which can be asserted without evidence can be dismissed without evidence. † Because the counter arguments aren’t convincing enough and there are too many question marks on them. On the other hand my argument is a lot more valid because it’s Empiricism based, which means it’s based on facts and past experiences, not speculations. [ 1 ]. Most Popular World Religions. About. com Geography. N. p. , n. d. Web. 06 Dec. 2012. [ 2 ]. Standard New Testament introductions listed below under Further reading: Goodspeed, Kummel, Duling and Perrin, Koester, Conzelmann and Lindemann, Brown, and Ehrman.

Impacts of Enterprise Resource Planning (ERP)

Impacts of Enterprise Resource Planning (ERP) 1.0 Introduction This paper will labour to explicate the intricacies of enterprise resource planning (ERP), a concept that has long fascinated many in both academic and professional work environments, including the United Nations (UN). In fact, the UN has expressed the need to implement ERP. As part of their examination into this procedure, the UN has implemented ERP at the United Nations Development Program (UNDP) in Pristine, Republic of Kosovo, and other agencies of the UN. As they look into the ramifications of ERP implementation, so does this case study. This study attempts to make predictions of the impact of ERP implementation on the business processes and organisational culture of the United Nations secretariat based on results from the UNDP. 1.1 Introduction to the Problem Since the late 1990s, businesses have flocked to implement enterprise resource planning (ERP) systems, e.g., one study showed that more than sixty percent of Fortune 500 companies had adopted an ERP system (Stewart et al. 2000). The United Nations, as one of the largest organisations in the world, has lagged behind in adopting the transformation in the management of its resources. The United Nations has been seriously hampered in its ability to deliver results effectively and efficiently due to the lack of an integrated information system for managing its resources (Report of the Secretary-General, 2008). According to Davis and Olsen (1985), ERP is an integrated system that provides information to support operation management and decision-making functions in an organisation. Therefore, the goal of implementing an ERP system is to build an integrated global information system that fully supports the needs of the United Nations, enables the effective management of human, financial and physical resources, and is based on streamlined processes and better practices (Report of the Secretary-General, 2008). 1.2Background of the Study 1.2.1 Existing System Currently, the United Nations uses an in-house developed system—commonly referred to as Integrated Management Information System (IMIS)—for the management of human, financial and physical resources. The development of IMIS was a milestone in the use of information technology as a discipline that can beneficially affect many, if not all, areas of administration and management in any given organisation. IMIS was developed as a functionally integrated system, which combines all departments to support key processes such as human resources management, payroll, finance and accounting, requisitioning and funds control, budget execution and travel management. IMIS was introduced in conjunction with desktop, networked computing and office automation tools such as electronic mail in many offices. â€Å"If an organisation is not yet sure of the need for client-server networks, the state of the art in enterprise-wide computing, it has only to consider the Integrated Management Information System (IMIS) of the United Nations,† (Rowe Davis, 1996, p. 122). The launching of IMIS was subsequently affected and conditioned by major developments in the technological market, and an accelerated shift of focus in the United Nations to field activities. In short, IMIS was designed and developed at a time when the context began to change rapidly and profoundly. Yet, only a few years after the implementation of IMIS, it has become evident that the system cannot take full advantage of the advancement in technology; e.g., even though IMIS is functionally integrated, it was deployed and managed locally at each geographical location, which makes reporting and global management very difficult. The implementation in the United Nations peacekeeping operation was partial, as it is a separate department in the UN, and was not able to support the supply chain and logistical management (Report of the Secretary-General, 2008). â€Å"The IMIS was not an alternative communication technology to paper and telephones, but it involved the synchronization of multiple data sources and the linking of them to several mainframes,† (Rowe Davis, 1996, p. 122). An investment in tactical systems, which includes a stand-alone system and a modular integration into IMIS through interfaces, was able to address the functional gaps of IMIS. However, the organisation today faces challenges that demand profound transformation beyond the capabilities of IMIS and its ancillary legacy systems currently being used (Report of the Secretary-General, 2008). 1.2.2 The need for change â€Å"The United Nations struggled to get everybody in their building to connect electronically. It soon realised that it was time to connect the world with a client-server network,† (Rowe Davis, 1996, p. 122). The need for the United Nations to take on the International Public Sector Accounting Standards (IPSAS) lead to the requirement of significant change in the accounting processes and systems in order to comply with the international public sector standard for accounting. The requisite changes, indeed, were so fundamental that it is fair to say that the life of IMIS had come to an end after fourteen years; moreover, the benefits that the staff and managers expected from the information system in day-to-day operations and decision-making no longer matched the cost of maintenance and ongoing support. This is because IMIS is no longer able to cope with the fast technological development, and the cost of maintenance and ongoing support has become very expensive (Report of th e Secretary-General, 2008). â€Å"The success of your organisations quality initiative depends upon your ability to communicate the need for change throughout the organization,† (Arcaro, 1997, p. 146). The United Nations as an organisation needs to improve the value and cost-efficiency of the services it provides. They report that the existing systems are not up to the standard, not integrated, duplicative, and are inefficient (Report of the Secretary-General, 2008). According to the UN, the effective management, planning and decision-making have been hampered by the lack of integration and complete data on resources (ibid). As the organisation continues to grow in complexity in its activities, they are dissatisfied with the lack of integration and data-sharing between different departments as it has become a bigger problem, and the need for a new ICT global enterprise system for streamlining and simplifying processes has become more crucial as the nature of the organisation is changing itself (ibid). 1.2.3 Goals and objectives of implementing an Enterprise Resource Planning System The United Nations reports that the implementation of an ERP system will present the opportunity to fully combine resources and functions across the organisation by replacing the existing IMIS system (Report of the Secretary-General, 2008). Minahan (1998) reports ERP to be a multifaceted system that integrates and automates the basic processes of a business such as finance and budget management, human resources management, supply chain management, central support services, and other corporate core functions. Most importantly, the main value of an ERP system is the opportunity to streamline and improve the operations of an entire organisation through process reengineering, sharing of common data, and implementation of best practices and standards, and perform as the inter-organisation information backbone for communication and collaboration (OLeary, 2004). According to reports from the United Nations (Report of the Secretary-General, 2008), the main objectives of the ERP project can be summarised as follows: To have a global operating system that precisely captures core resource data from each department and agency at the UN while linking them together to provide better decision-making. This will minimise the time required to perform administrative processes and enable easy access to necessary reports for each department, thus increasing the efficiency of the organisation and directing the focus to high priority situations. The main functionalities sought from the new ERP system are expected to encompass functions such as programme planning, budgeting, contributions and performance; human resources management and administration; payroll, including management of benefits and contribution to pension, medical and insurance schemes; supply chain management, including procurement; assets and facilities management; general accounting, travel and other administrative flows; reporting to management and stakeholders, and more (Report of the Secretary-General, 2008, p. 8). Specific United Nations peacekeeping operations functions such as logistics, transportation, fuel and rations systems need to be supported by the new ERP system, as these functions are not held in common with other organisations of the United Nations operations. 1.3Purpose and Significance of the Study The research done in this study will attempt to answer the following question: What will be the impact of ERP implementation on the business transformation and business culture of the United Nations? Specifically, this study will attempt to establish the relationship between the business process transformation and organisational culture change offered as the result of ERP. These questions and findings are expected to provide an increased ability in evaluating the performance and standardisation of the business processes within the United Nations, as well as an increased awareness of its effect on the business culture and productivity over time in the UN. In addition, answers to these questions will subsequently enable other researchers to gain more insight into ERP implementation and business process reengineering. It will also enable the management of the United Nations to see how ERP can be a better means of technological reform, thus providing the opportunity to re-evaluate the existing business processes. 1.4 Research Questions The question that constitutes the primary point of pivot for the paper is: What will be the probable future impact of ERP on the business process transformation and business culture of the UnitedNations? The three subsidiary questions of the present work are: > How will ERP implementation make the organisation better off in the foreseeable future? > What will be the effect on the reformed business culture in terms of productivity? > How does the organisation perceive the benefit of ERP on the standardisation of business processes? 1.5Structural Approach The rest of the dissertation has been structured as follows. Chapter 2 provides a review of relevant literature including ERP, business process reengineering, and their impact on organisational culture. Chapter 3 discusses the methodologies used for the case study and describes the data and the various proxies employed for analysing ERP implementation in the United Nations. Chapter 4 provides empirical findings on the relationship between ERP implementation and its effects on business processes and organisational culture. Chapter 5 analyses the research findings. Chapter 6 concludes the research by pointing out the key impacts of ERP on the UN. Chapter 7 makes various recommendations for policy direction and potentially fruitful areas of ERP systems for further research. Chapter 8 reflects on the study as a whole. CHAPTER II 2.0 LITERATURE REVIEW The following Literature Review will focus on four main areas of evaluation regarding enterprise resource planning (ERP) on the business process transformation (BPR) in organisations, and more specifically, the United Nations. These are: 1. ERP: definition, evolution, implications 2. BPR: definition, evolution, implications 3. ERP and organisational culture 4. BPR and organisational change This review will analyse the abovementioned systems and related processes insofar as the available data in the literature will allow for a comparison of ERP and BPR and their effects on the United Nations and other large organisations. 2.1 Enterprise Resource Planning (ERP): Definition, Evolution, and Implications Enterprise resource planning (ERP) systems are commonly described as commercial software packages that allow the assimilation of data and processes throughout an organisation (Markus Tanis, 2000, cited in Kim et al. 2005). ERP enables the flow of information among all business areas such as â€Å"finance, human resources, manufacturing, sales and marketing,† (Tan Theodorou, 2009, p. 52). Basically, it allows data from all departments to exist in one computer system (Pang, 2001), making the managerial dream of unification of all information systems into one computer system come true (Adam ODoherty, 2003, cited in Revia, 2007). This unification should offer many benefits to the UN and other large organisations. Large organisations may have a more difficult time relaying information from one sector to another as they have many different departments and even multiple locations. The combination of all departments in one system, presents benefits of relaying data in a timely mann er. Rather than sending files through inter-office mail or needing to track down one particular staff member, each employee will have access to the information required for their job by simply logging into the system. The researcher will attempt to discover whether this unification does indeed allow for more time-efficiency as well as making simple operations tasks easier to accomplish in the UN. The start of ERP systems came about in the 1960-1970s with the invention of Inventory Control (IC) and Materials Requirement Planning (MPR) systems, which managed inventory in manufacturing. In the 1980s, Manufacturing Resources Planning (MRP II) systems came into use to manage both inventory and production requirements together. In 1973, the first ERP system was created with the goal of supporting all business needs. Since then, ERP systems have become much more popular. In fact, by the year 2000, enterprise resource planning systems were estimated to have serviced $23 billion USD in profits for the various organisations that have been implementing them (Pang, 2001). ERP systems are larger, more influential and faster growing than any other systems in the industry (Finney Corbett, 2007). This is probably why the UN has shown such interest in ERP. The increase in ERP implementation does not seem surprising as ERP allows corporations to update to a new integrated system cutting out the previous legacy systems known for their difficulties in maintenance, large size, and old age, as they are segregated systems (Martin, 1998; cited in Boudreau, 1999). This appears to be helpful for the UN as they reported difficulty with their current legacy system (Report of the Secretary-General, 2008). It is likely that employees of the UN will be satisfied with the replacement of the legacy system due to the reported problems it has. However, there is a chance that employees may be intimidated by this change as they will have to learn an entirely new system. Advantages of ERP systems for organisations include overcoming fragmentation by streamlining activities and processes, which provides direct access to real-time information by supplying a group of software modules that encase all departments of a business (Koch, 2003, cited in Finney Corbett, 2007). This implies that all information accessed through the new system will be current as it is constantly being updated by various employees based on the tasks they complete. Rather than there being pieces of information in various places, all information regarding the same issue will be together implying that employees can look in one place and have all the information they need rather than searching through various documents or consulting multiple co-workers. However, it provokes the question as to how employees can be sure the information entered is accurate. This aspect of ERP systems will be investigated at the UNDP in Kosovo in order to determine whether this feature is beneficial. Furthermore, ERP systems are said to provide cost-reduction in addition to increased flexibility (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). Since the initial costs of implementation are so high, it doesnt seem like cost-reduction can be achieved anytime close to implementation. However, Rowe and Davis (1996) reported, the IMIS system which is the current system being used in many UN agencies does not cut down the amount of paper needed in order to do processes. Switching to an ERP system should reduce costs related to this amongst other things, as suggested by the literature. For the UN, this would mean more money to use for their peacekeeping missions or other operations. The reduction of costs and flexibility appear to be linked in some way as decreasing operation costs would imply having more flexibility to perform other processes. Then again, its possible for the availability of data to imply flexibility in making decisions, or flexibility could result from rearranging t he organisations processes and being better equipped to perform certain tasks. ERP systems have been reported to enhance business performance by accelerating the merger of organisational resources as well as strengthening the operational efficiency of the company through minimising human error (Shin Knapp, 2001, cited in Wang, 2006). The implication that ERP reduces human error seems to be correct as there is less opportunity to make a mistake for employees because there is generally only one time they need to input information for data-sharing as opposed to the multiple steps needed to take before but how can employees be sure that the initial information entered was accurate? One may argue that if multiple people are doing the same step there is increased accuracy as there are that many more people assessing the situation. Aside from that, it seems these benefits should assist the UN in accomplishing some of their proposed goals, such as linking all departments within one operations system, which decreases the time required for administrative processes. The UN hopes implementation will increase their operational efficiency by allowing valuable time to be spent focusing on high priority situations rather than simple operations tasks (Report of the Secretary-General, 2008). More advertised benefits include improved information accuracy and decision-making capacity (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). The UN wants to make use of these proposed advantages (Report of the Secretary-General, 2008). Decision-making is a large part of the UN as they have to make difficult decisions everyday that effect large numbers of people; making a bad decision is not necessarily easily corrected in this case. Furthermore, many situations the UN deals with are time-sensitive; if its easier to access data, and the accuracy of that data is improved, officials can rest assured that they are making decisions with proper knowledge. In implementing ERP, organisations no longer have to create their own applications that are then unique to their company. They now have standard software available for their business processes, referred to as Best Business Practices (BBPs), which came into existence around the same time as ERPs. BBPs are general guidelines to assist companies in the way of handling certain business processes, meaning that each company can now improve itself on the basis of the experience of other corporations that share similar functional processes (SAP, 2007, cited in Revia, 2007). It seems any organisation would be hesitant to implement a system that has not proved to benefit other large organisations as the risk of failure is not unlikely (Moon, 2007). However, each organisation is unique so BBPs may not work for every organisation. .Some of the disadvantages of ERP are that the implementation requires time, costs and risks (Boudreau, 1999), as they tend to be â€Å"large, complicated, and expensive† (Mabert et al. 2001, cited in Al-Fawaz et al. 2008, p. 3). ERP implementation calls for serious time commitment from all involved as it is often the biggest project that an organisation will ever face (Moon, 2007). ERP execution requires new procedures, employee training and managerial and technical support (Shang Seddon, 2002, cited in Al-Fawaz et al. 2008), which can be accomplished through good communication of the corporate strategy to all employees (Umble et al. 2003, cited in Al-Fawaz et al. 2008). Consequently, the biggest problem is not actually the implementation itself but the expectations of board members and senior staff as well as not having a clear plan or realistic projections (Somers Nelson 2004, cited in Al-Fawaz et al. 2008). However, the UN has already proposed clear goals and plans for t heir implementation. The question is whether or not they will be able to successfully translate these goals/plans to all employees of the organisation and whether or not they will be successful. Finally, the importance of selecting the appropriate ERP package is stressed. Corporations must make sure they select the appropriate ERP package that will match their organisation as well as its business processes (Chen, 2001, cited in Finney Corbett, 2007). This seems obvious as every organisation is different. Some corporations strategise around providing excellent customer service while others focus on decreasing costs to customers as a way to attract more business. However, there are studies that show that customising ERP packages beyond minimal adjustments is discouraged; these studies show that organisations should adjust their processes to fit the package rather than adjust the package to fit the processes (Murray Coffin, 2001 cited in Al-Fawaz et al. 2008). 2.2 Business Process Transformation (BPR): Definition, Evolution, and Implications Business process reengineering (BPR) was not very popular until the release of the book Re-engineering the Corporation by Michael Hammer and James Champy (Barker, 1995). Hammer and Champy introduced the term â€Å"Business process reengineering† in 1990 and defined it as a â€Å"fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed† (Grover Kettinger, 2000, p. 151). Business process reengineering is also defined as a strategic redesign of important business processes, including the systems and policies that support them, in order to achieve maximum productivity of an organisation (Manganelli Klein, 1994). This would suggest a link between ERP and BPR as they are both structured around the redesign of core business processes. In fact, some goals of BPR are the reduction of cost, cycle-time, defects, and the increase of worker producti vity (Hales Savoie, 1994), very much the same as ERP. The aim of BPR is to change current business processes in order to make them more efficient overall, again mimicking ERP. In fact, Some researchers suggest that ERP systems â€Å"are the major tools for making business processes better, leaner and faster through associated business process reengineering,† (Shang Seddon, 2003, cited in Revia, 2007, p. 25). It is not yet known whether or not BPR will be performed at the UN. It is assumed that it will as it is so closely related to ERP. Additionally, reports have shown that ERP often causes BPR to occur due to its very nature (Seebacher Juszczyk, 2002). It seems that in order for ERP to be most successful, BPR should be performed (Sumner, 2000 cited in Law Ngai, 2007), otherwise the UN may not recognise exactly which processes are most important for their operations. Or, they may not be fully aware of the exact way in which ERP should be performed in relation to the core business processes, which is vital to understand for the selection of the proper ERP package. BPR has its origins in the private sectors as a management tool for companies to deal with change and reorganise their work to â€Å"improve customer service, cut operational costs, and become world-class competitors,† (Hamid, 2004, cited in Wang, 2006, p. 5). Generally, business process transformation takes business processes and allows them to be done routinely through a computer system. It incorporates peoples perspectives and input to make sure that the processes fit needs specific to each corporation (Wang, 2006). This suggests benefits for ERP implementation in any organisation as the systems are supposed to be designed around core processes specific to each company. It would be helpful for the UN to determine which processes are vital to their operations. Furthermore, cutting operational costs should prove to be very valuable for the UN as many of the services it provides are non-profit. Of course, whether or not this will be achieved is a question of interest. Here is a further look into what a core business process is: A core business process is one that gives value to the customers or stakeholders of the company. These are the most important processes within the organisation and are the ones that will set a company above their competitors if done well. In order to figure out what processes are core, one may ask the following questions. 1) Does the process make valued contributions to the customer? Does it improve customer service, increase response-time, decrease customers costs? 2) Is it important for the production/operation of the company? 3) Can it be used for other businesses? If the answer is yes to one of these questions, then the process under consideration can be considered core (McHugh et al. 1995). The UN may consider any process involving cash flow to be core as that is a huge component to many of the services they provide. Furthermore, any documentation of information from one department to another is probably considered core as this organisation relies on data-sharing for its decision-making capabilities. Therefore, it seems that these types of processes will be affected by ERP implementation and will most likely be reengineered. The three most basic strategies that increase a business success are lowering prices, offering more value in products, or focusing on less diversity in commodities and specialising in a certain area (Berrington Oblich, 1995). This suggests that BPR would be structured around these strategies when reorganising core business processes. If the UN is restructuring using BPR, they are likely to focus on a combination of strategies. As already mentioned, the cost of operations is a huge factor for the United Nations to consider as they provide aid to many countries without expecting any favours in return. This implies they would focus on reduction of costs. However, the main reason they are an organisation is to provide services to those in need. That would suggest they would reorganise their business processes around the strategy of offering more value in their services. In implementing BPR, organisations are asked to choose five or six of the processes that are central to the operation of the company and focus on those to see the ways in which they can make them more efficient (McHugh et al. 1995). Concentrating on making sure core processes are completed to the best of the companys ability only ensures the organisation will do better. In the case of the UN, focusing on data-sharing and managing cash flow suggests an increase in the organisations efficiency as those components are vital to their operation. These changes would suggest benefits for both the cost-reduction strategy as well as providing better service to â€Å"customers.† 2.3 Enterprise Resource Planning (ERP) and Organisational Culture Organisational culture is a set of core beliefs, values, and behaviours shared by all members of one company, thereby affecting the productivity of the business. It is often described as â€Å"a pattern of shared assumptions produced and manipulated by top management† (Schein, 1992 cited in Boersma Kingma, 2005, p. 131). Organisational culture is influenced through many aspects, including leadership, personal characteristics, interactions of members, as well as tradition. Culture has visible signs and hidden insinuations. Visible signs include behaviour while the hidden insinuations entail morals and beliefs (Rousseau, 1990 cited in Cooper, 1994). The culture of an organisation is even displayed in the way certain processes are done as well as the outcomes of these processes, which will be examined at the UNDP in Kosovo. Because ERP systems involve most departments in a company, they change many business processes and thereby affect the more deep-seated organisational culture of a corporation. Companies that focus on incorporating their cultures into organisational efforts are said to have an edge in accordance with their productivity. Organisations can focus on culture and work with the people to shape new values, morals and work ethics. If employees are happy to be working for the organisation, they will be more apt to want to work, implying there will be an increase in productivity (Farbrother Marc, 2003). Enterprise resource planning can lead to changes in organisational culture e.g., ERP is implemented in order to increase productivity by changing current business processes (Deal Kennedy, 1982 cited in Cooper, 1994). These changes are maximal and cannot be simply brushed aside. When a company implements ERP, if the organisational culture is ready for the changes it will bring, the employees can work with the system to increase productivity. Consequently, the culture within the business must be one that can be made amenable for change (Nah et al. 2001 cited in Finney Corbett, 2007). There is the belief that positive and supportive attitudes of those embarking on implementation of ERP will actually bring about a successful transition (Chatterjee et al. 2002 cited in Law Ngai, 2007). However, if the culture has not been made ready for change or the employees are unwilling to change, the system will be less likely to succeed. A system cannot work if there are no users. â€Å"System implementation represents a threat to users perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems,† (Sternad Bobek, 2006, p. 285). The social setting of a company and its technology most definitely shape each other; they are hardly independent of one another (Boersma Kingma, 2005). A mistake companies frequently make is to presume that people can change their habits easily when in actuality such changes are considerably taxing for many people. These companies underestimate the effect ERP implementation will have on their employees. Many employees panic when nothing looks the way it used to, nothing works the way it used to, and they can no longer go through their workday with the previously earned sense of familiarity and assurance (Koch, 2007 cited in Revia, 2007). One study showed that it took over two years for users of the new system to forget the process problems they found initially and to gain new knowledge of the system (Seddon Shang, 2003 cited in Revia, 2007). A Chief Information Officer from Nestle sums up this concept very well—she says, â€Å"‘No major software implementation is really about the software. Its about change management†¦You are changing the way people work[†¦]You are challenging their principles, their beliefs and the way they have done things for many, many years† (Boersma Kingma, 2005, p. 123). It seems the best way to ensure that employees are on board with proposed changes is to make them aware of these changes. It is important for them to feel that they are included in the decision to create new values and procedures for the company. Otherwise, they will be clinging to the old culture and ways of doing things. The change will be stressful and forced rather than welcomed with ease. They should feel that the change is happ Impacts of Enterprise Resource Planning (ERP) Impacts of Enterprise Resource Planning (ERP) 1.0 Introduction This paper will labour to explicate the intricacies of enterprise resource planning (ERP), a concept that has long fascinated many in both academic and professional work environments, including the United Nations (UN). In fact, the UN has expressed the need to implement ERP. As part of their examination into this procedure, the UN has implemented ERP at the United Nations Development Program (UNDP) in Pristine, Republic of Kosovo, and other agencies of the UN. As they look into the ramifications of ERP implementation, so does this case study. This study attempts to make predictions of the impact of ERP implementation on the business processes and organisational culture of the United Nations secretariat based on results from the UNDP. 1.1 Introduction to the Problem Since the late 1990s, businesses have flocked to implement enterprise resource planning (ERP) systems, e.g., one study showed that more than sixty percent of Fortune 500 companies had adopted an ERP system (Stewart et al. 2000). The United Nations, as one of the largest organisations in the world, has lagged behind in adopting the transformation in the management of its resources. The United Nations has been seriously hampered in its ability to deliver results effectively and efficiently due to the lack of an integrated information system for managing its resources (Report of the Secretary-General, 2008). According to Davis and Olsen (1985), ERP is an integrated system that provides information to support operation management and decision-making functions in an organisation. Therefore, the goal of implementing an ERP system is to build an integrated global information system that fully supports the needs of the United Nations, enables the effective management of human, financial and physical resources, and is based on streamlined processes and better practices (Report of the Secretary-General, 2008). 1.2Background of the Study 1.2.1 Existing System Currently, the United Nations uses an in-house developed system—commonly referred to as Integrated Management Information System (IMIS)—for the management of human, financial and physical resources. The development of IMIS was a milestone in the use of information technology as a discipline that can beneficially affect many, if not all, areas of administration and management in any given organisation. IMIS was developed as a functionally integrated system, which combines all departments to support key processes such as human resources management, payroll, finance and accounting, requisitioning and funds control, budget execution and travel management. IMIS was introduced in conjunction with desktop, networked computing and office automation tools such as electronic mail in many offices. â€Å"If an organisation is not yet sure of the need for client-server networks, the state of the art in enterprise-wide computing, it has only to consider the Integrated Management Information System (IMIS) of the United Nations,† (Rowe Davis, 1996, p. 122). The launching of IMIS was subsequently affected and conditioned by major developments in the technological market, and an accelerated shift of focus in the United Nations to field activities. In short, IMIS was designed and developed at a time when the context began to change rapidly and profoundly. Yet, only a few years after the implementation of IMIS, it has become evident that the system cannot take full advantage of the advancement in technology; e.g., even though IMIS is functionally integrated, it was deployed and managed locally at each geographical location, which makes reporting and global management very difficult. The implementation in the United Nations peacekeeping operation was partial, as it is a separate department in the UN, and was not able to support the supply chain and logistical management (Report of the Secretary-General, 2008). â€Å"The IMIS was not an alternative communication technology to paper and telephones, but it involved the synchronization of multiple data sources and the linking of them to several mainframes,† (Rowe Davis, 1996, p. 122). An investment in tactical systems, which includes a stand-alone system and a modular integration into IMIS through interfaces, was able to address the functional gaps of IMIS. However, the organisation today faces challenges that demand profound transformation beyond the capabilities of IMIS and its ancillary legacy systems currently being used (Report of the Secretary-General, 2008). 1.2.2 The need for change â€Å"The United Nations struggled to get everybody in their building to connect electronically. It soon realised that it was time to connect the world with a client-server network,† (Rowe Davis, 1996, p. 122). The need for the United Nations to take on the International Public Sector Accounting Standards (IPSAS) lead to the requirement of significant change in the accounting processes and systems in order to comply with the international public sector standard for accounting. The requisite changes, indeed, were so fundamental that it is fair to say that the life of IMIS had come to an end after fourteen years; moreover, the benefits that the staff and managers expected from the information system in day-to-day operations and decision-making no longer matched the cost of maintenance and ongoing support. This is because IMIS is no longer able to cope with the fast technological development, and the cost of maintenance and ongoing support has become very expensive (Report of th e Secretary-General, 2008). â€Å"The success of your organisations quality initiative depends upon your ability to communicate the need for change throughout the organization,† (Arcaro, 1997, p. 146). The United Nations as an organisation needs to improve the value and cost-efficiency of the services it provides. They report that the existing systems are not up to the standard, not integrated, duplicative, and are inefficient (Report of the Secretary-General, 2008). According to the UN, the effective management, planning and decision-making have been hampered by the lack of integration and complete data on resources (ibid). As the organisation continues to grow in complexity in its activities, they are dissatisfied with the lack of integration and data-sharing between different departments as it has become a bigger problem, and the need for a new ICT global enterprise system for streamlining and simplifying processes has become more crucial as the nature of the organisation is changing itself (ibid). 1.2.3 Goals and objectives of implementing an Enterprise Resource Planning System The United Nations reports that the implementation of an ERP system will present the opportunity to fully combine resources and functions across the organisation by replacing the existing IMIS system (Report of the Secretary-General, 2008). Minahan (1998) reports ERP to be a multifaceted system that integrates and automates the basic processes of a business such as finance and budget management, human resources management, supply chain management, central support services, and other corporate core functions. Most importantly, the main value of an ERP system is the opportunity to streamline and improve the operations of an entire organisation through process reengineering, sharing of common data, and implementation of best practices and standards, and perform as the inter-organisation information backbone for communication and collaboration (OLeary, 2004). According to reports from the United Nations (Report of the Secretary-General, 2008), the main objectives of the ERP project can be summarised as follows: To have a global operating system that precisely captures core resource data from each department and agency at the UN while linking them together to provide better decision-making. This will minimise the time required to perform administrative processes and enable easy access to necessary reports for each department, thus increasing the efficiency of the organisation and directing the focus to high priority situations. The main functionalities sought from the new ERP system are expected to encompass functions such as programme planning, budgeting, contributions and performance; human resources management and administration; payroll, including management of benefits and contribution to pension, medical and insurance schemes; supply chain management, including procurement; assets and facilities management; general accounting, travel and other administrative flows; reporting to management and stakeholders, and more (Report of the Secretary-General, 2008, p. 8). Specific United Nations peacekeeping operations functions such as logistics, transportation, fuel and rations systems need to be supported by the new ERP system, as these functions are not held in common with other organisations of the United Nations operations. 1.3Purpose and Significance of the Study The research done in this study will attempt to answer the following question: What will be the impact of ERP implementation on the business transformation and business culture of the United Nations? Specifically, this study will attempt to establish the relationship between the business process transformation and organisational culture change offered as the result of ERP. These questions and findings are expected to provide an increased ability in evaluating the performance and standardisation of the business processes within the United Nations, as well as an increased awareness of its effect on the business culture and productivity over time in the UN. In addition, answers to these questions will subsequently enable other researchers to gain more insight into ERP implementation and business process reengineering. It will also enable the management of the United Nations to see how ERP can be a better means of technological reform, thus providing the opportunity to re-evaluate the existing business processes. 1.4 Research Questions The question that constitutes the primary point of pivot for the paper is: What will be the probable future impact of ERP on the business process transformation and business culture of the UnitedNations? The three subsidiary questions of the present work are: > How will ERP implementation make the organisation better off in the foreseeable future? > What will be the effect on the reformed business culture in terms of productivity? > How does the organisation perceive the benefit of ERP on the standardisation of business processes? 1.5Structural Approach The rest of the dissertation has been structured as follows. Chapter 2 provides a review of relevant literature including ERP, business process reengineering, and their impact on organisational culture. Chapter 3 discusses the methodologies used for the case study and describes the data and the various proxies employed for analysing ERP implementation in the United Nations. Chapter 4 provides empirical findings on the relationship between ERP implementation and its effects on business processes and organisational culture. Chapter 5 analyses the research findings. Chapter 6 concludes the research by pointing out the key impacts of ERP on the UN. Chapter 7 makes various recommendations for policy direction and potentially fruitful areas of ERP systems for further research. Chapter 8 reflects on the study as a whole. CHAPTER II 2.0 LITERATURE REVIEW The following Literature Review will focus on four main areas of evaluation regarding enterprise resource planning (ERP) on the business process transformation (BPR) in organisations, and more specifically, the United Nations. These are: 1. ERP: definition, evolution, implications 2. BPR: definition, evolution, implications 3. ERP and organisational culture 4. BPR and organisational change This review will analyse the abovementioned systems and related processes insofar as the available data in the literature will allow for a comparison of ERP and BPR and their effects on the United Nations and other large organisations. 2.1 Enterprise Resource Planning (ERP): Definition, Evolution, and Implications Enterprise resource planning (ERP) systems are commonly described as commercial software packages that allow the assimilation of data and processes throughout an organisation (Markus Tanis, 2000, cited in Kim et al. 2005). ERP enables the flow of information among all business areas such as â€Å"finance, human resources, manufacturing, sales and marketing,† (Tan Theodorou, 2009, p. 52). Basically, it allows data from all departments to exist in one computer system (Pang, 2001), making the managerial dream of unification of all information systems into one computer system come true (Adam ODoherty, 2003, cited in Revia, 2007). This unification should offer many benefits to the UN and other large organisations. Large organisations may have a more difficult time relaying information from one sector to another as they have many different departments and even multiple locations. The combination of all departments in one system, presents benefits of relaying data in a timely mann er. Rather than sending files through inter-office mail or needing to track down one particular staff member, each employee will have access to the information required for their job by simply logging into the system. The researcher will attempt to discover whether this unification does indeed allow for more time-efficiency as well as making simple operations tasks easier to accomplish in the UN. The start of ERP systems came about in the 1960-1970s with the invention of Inventory Control (IC) and Materials Requirement Planning (MPR) systems, which managed inventory in manufacturing. In the 1980s, Manufacturing Resources Planning (MRP II) systems came into use to manage both inventory and production requirements together. In 1973, the first ERP system was created with the goal of supporting all business needs. Since then, ERP systems have become much more popular. In fact, by the year 2000, enterprise resource planning systems were estimated to have serviced $23 billion USD in profits for the various organisations that have been implementing them (Pang, 2001). ERP systems are larger, more influential and faster growing than any other systems in the industry (Finney Corbett, 2007). This is probably why the UN has shown such interest in ERP. The increase in ERP implementation does not seem surprising as ERP allows corporations to update to a new integrated system cutting out the previous legacy systems known for their difficulties in maintenance, large size, and old age, as they are segregated systems (Martin, 1998; cited in Boudreau, 1999). This appears to be helpful for the UN as they reported difficulty with their current legacy system (Report of the Secretary-General, 2008). It is likely that employees of the UN will be satisfied with the replacement of the legacy system due to the reported problems it has. However, there is a chance that employees may be intimidated by this change as they will have to learn an entirely new system. Advantages of ERP systems for organisations include overcoming fragmentation by streamlining activities and processes, which provides direct access to real-time information by supplying a group of software modules that encase all departments of a business (Koch, 2003, cited in Finney Corbett, 2007). This implies that all information accessed through the new system will be current as it is constantly being updated by various employees based on the tasks they complete. Rather than there being pieces of information in various places, all information regarding the same issue will be together implying that employees can look in one place and have all the information they need rather than searching through various documents or consulting multiple co-workers. However, it provokes the question as to how employees can be sure the information entered is accurate. This aspect of ERP systems will be investigated at the UNDP in Kosovo in order to determine whether this feature is beneficial. Furthermore, ERP systems are said to provide cost-reduction in addition to increased flexibility (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). Since the initial costs of implementation are so high, it doesnt seem like cost-reduction can be achieved anytime close to implementation. However, Rowe and Davis (1996) reported, the IMIS system which is the current system being used in many UN agencies does not cut down the amount of paper needed in order to do processes. Switching to an ERP system should reduce costs related to this amongst other things, as suggested by the literature. For the UN, this would mean more money to use for their peacekeeping missions or other operations. The reduction of costs and flexibility appear to be linked in some way as decreasing operation costs would imply having more flexibility to perform other processes. Then again, its possible for the availability of data to imply flexibility in making decisions, or flexibility could result from rearranging t he organisations processes and being better equipped to perform certain tasks. ERP systems have been reported to enhance business performance by accelerating the merger of organisational resources as well as strengthening the operational efficiency of the company through minimising human error (Shin Knapp, 2001, cited in Wang, 2006). The implication that ERP reduces human error seems to be correct as there is less opportunity to make a mistake for employees because there is generally only one time they need to input information for data-sharing as opposed to the multiple steps needed to take before but how can employees be sure that the initial information entered was accurate? One may argue that if multiple people are doing the same step there is increased accuracy as there are that many more people assessing the situation. Aside from that, it seems these benefits should assist the UN in accomplishing some of their proposed goals, such as linking all departments within one operations system, which decreases the time required for administrative processes. The UN hopes implementation will increase their operational efficiency by allowing valuable time to be spent focusing on high priority situations rather than simple operations tasks (Report of the Secretary-General, 2008). More advertised benefits include improved information accuracy and decision-making capacity (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). The UN wants to make use of these proposed advantages (Report of the Secretary-General, 2008). Decision-making is a large part of the UN as they have to make difficult decisions everyday that effect large numbers of people; making a bad decision is not necessarily easily corrected in this case. Furthermore, many situations the UN deals with are time-sensitive; if its easier to access data, and the accuracy of that data is improved, officials can rest assured that they are making decisions with proper knowledge. In implementing ERP, organisations no longer have to create their own applications that are then unique to their company. They now have standard software available for their business processes, referred to as Best Business Practices (BBPs), which came into existence around the same time as ERPs. BBPs are general guidelines to assist companies in the way of handling certain business processes, meaning that each company can now improve itself on the basis of the experience of other corporations that share similar functional processes (SAP, 2007, cited in Revia, 2007). It seems any organisation would be hesitant to implement a system that has not proved to benefit other large organisations as the risk of failure is not unlikely (Moon, 2007). However, each organisation is unique so BBPs may not work for every organisation. .Some of the disadvantages of ERP are that the implementation requires time, costs and risks (Boudreau, 1999), as they tend to be â€Å"large, complicated, and expensive† (Mabert et al. 2001, cited in Al-Fawaz et al. 2008, p. 3). ERP implementation calls for serious time commitment from all involved as it is often the biggest project that an organisation will ever face (Moon, 2007). ERP execution requires new procedures, employee training and managerial and technical support (Shang Seddon, 2002, cited in Al-Fawaz et al. 2008), which can be accomplished through good communication of the corporate strategy to all employees (Umble et al. 2003, cited in Al-Fawaz et al. 2008). Consequently, the biggest problem is not actually the implementation itself but the expectations of board members and senior staff as well as not having a clear plan or realistic projections (Somers Nelson 2004, cited in Al-Fawaz et al. 2008). However, the UN has already proposed clear goals and plans for t heir implementation. The question is whether or not they will be able to successfully translate these goals/plans to all employees of the organisation and whether or not they will be successful. Finally, the importance of selecting the appropriate ERP package is stressed. Corporations must make sure they select the appropriate ERP package that will match their organisation as well as its business processes (Chen, 2001, cited in Finney Corbett, 2007). This seems obvious as every organisation is different. Some corporations strategise around providing excellent customer service while others focus on decreasing costs to customers as a way to attract more business. However, there are studies that show that customising ERP packages beyond minimal adjustments is discouraged; these studies show that organisations should adjust their processes to fit the package rather than adjust the package to fit the processes (Murray Coffin, 2001 cited in Al-Fawaz et al. 2008). 2.2 Business Process Transformation (BPR): Definition, Evolution, and Implications Business process reengineering (BPR) was not very popular until the release of the book Re-engineering the Corporation by Michael Hammer and James Champy (Barker, 1995). Hammer and Champy introduced the term â€Å"Business process reengineering† in 1990 and defined it as a â€Å"fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed† (Grover Kettinger, 2000, p. 151). Business process reengineering is also defined as a strategic redesign of important business processes, including the systems and policies that support them, in order to achieve maximum productivity of an organisation (Manganelli Klein, 1994). This would suggest a link between ERP and BPR as they are both structured around the redesign of core business processes. In fact, some goals of BPR are the reduction of cost, cycle-time, defects, and the increase of worker producti vity (Hales Savoie, 1994), very much the same as ERP. The aim of BPR is to change current business processes in order to make them more efficient overall, again mimicking ERP. In fact, Some researchers suggest that ERP systems â€Å"are the major tools for making business processes better, leaner and faster through associated business process reengineering,† (Shang Seddon, 2003, cited in Revia, 2007, p. 25). It is not yet known whether or not BPR will be performed at the UN. It is assumed that it will as it is so closely related to ERP. Additionally, reports have shown that ERP often causes BPR to occur due to its very nature (Seebacher Juszczyk, 2002). It seems that in order for ERP to be most successful, BPR should be performed (Sumner, 2000 cited in Law Ngai, 2007), otherwise the UN may not recognise exactly which processes are most important for their operations. Or, they may not be fully aware of the exact way in which ERP should be performed in relation to the core business processes, which is vital to understand for the selection of the proper ERP package. BPR has its origins in the private sectors as a management tool for companies to deal with change and reorganise their work to â€Å"improve customer service, cut operational costs, and become world-class competitors,† (Hamid, 2004, cited in Wang, 2006, p. 5). Generally, business process transformation takes business processes and allows them to be done routinely through a computer system. It incorporates peoples perspectives and input to make sure that the processes fit needs specific to each corporation (Wang, 2006). This suggests benefits for ERP implementation in any organisation as the systems are supposed to be designed around core processes specific to each company. It would be helpful for the UN to determine which processes are vital to their operations. Furthermore, cutting operational costs should prove to be very valuable for the UN as many of the services it provides are non-profit. Of course, whether or not this will be achieved is a question of interest. Here is a further look into what a core business process is: A core business process is one that gives value to the customers or stakeholders of the company. These are the most important processes within the organisation and are the ones that will set a company above their competitors if done well. In order to figure out what processes are core, one may ask the following questions. 1) Does the process make valued contributions to the customer? Does it improve customer service, increase response-time, decrease customers costs? 2) Is it important for the production/operation of the company? 3) Can it be used for other businesses? If the answer is yes to one of these questions, then the process under consideration can be considered core (McHugh et al. 1995). The UN may consider any process involving cash flow to be core as that is a huge component to many of the services they provide. Furthermore, any documentation of information from one department to another is probably considered core as this organisation relies on data-sharing for its decision-making capabilities. Therefore, it seems that these types of processes will be affected by ERP implementation and will most likely be reengineered. The three most basic strategies that increase a business success are lowering prices, offering more value in products, or focusing on less diversity in commodities and specialising in a certain area (Berrington Oblich, 1995). This suggests that BPR would be structured around these strategies when reorganising core business processes. If the UN is restructuring using BPR, they are likely to focus on a combination of strategies. As already mentioned, the cost of operations is a huge factor for the United Nations to consider as they provide aid to many countries without expecting any favours in return. This implies they would focus on reduction of costs. However, the main reason they are an organisation is to provide services to those in need. That would suggest they would reorganise their business processes around the strategy of offering more value in their services. In implementing BPR, organisations are asked to choose five or six of the processes that are central to the operation of the company and focus on those to see the ways in which they can make them more efficient (McHugh et al. 1995). Concentrating on making sure core processes are completed to the best of the companys ability only ensures the organisation will do better. In the case of the UN, focusing on data-sharing and managing cash flow suggests an increase in the organisations efficiency as those components are vital to their operation. These changes would suggest benefits for both the cost-reduction strategy as well as providing better service to â€Å"customers.† 2.3 Enterprise Resource Planning (ERP) and Organisational Culture Organisational culture is a set of core beliefs, values, and behaviours shared by all members of one company, thereby affecting the productivity of the business. It is often described as â€Å"a pattern of shared assumptions produced and manipulated by top management† (Schein, 1992 cited in Boersma Kingma, 2005, p. 131). Organisational culture is influenced through many aspects, including leadership, personal characteristics, interactions of members, as well as tradition. Culture has visible signs and hidden insinuations. Visible signs include behaviour while the hidden insinuations entail morals and beliefs (Rousseau, 1990 cited in Cooper, 1994). The culture of an organisation is even displayed in the way certain processes are done as well as the outcomes of these processes, which will be examined at the UNDP in Kosovo. Because ERP systems involve most departments in a company, they change many business processes and thereby affect the more deep-seated organisational culture of a corporation. Companies that focus on incorporating their cultures into organisational efforts are said to have an edge in accordance with their productivity. Organisations can focus on culture and work with the people to shape new values, morals and work ethics. If employees are happy to be working for the organisation, they will be more apt to want to work, implying there will be an increase in productivity (Farbrother Marc, 2003). Enterprise resource planning can lead to changes in organisational culture e.g., ERP is implemented in order to increase productivity by changing current business processes (Deal Kennedy, 1982 cited in Cooper, 1994). These changes are maximal and cannot be simply brushed aside. When a company implements ERP, if the organisational culture is ready for the changes it will bring, the employees can work with the system to increase productivity. Consequently, the culture within the business must be one that can be made amenable for change (Nah et al. 2001 cited in Finney Corbett, 2007). There is the belief that positive and supportive attitudes of those embarking on implementation of ERP will actually bring about a successful transition (Chatterjee et al. 2002 cited in Law Ngai, 2007). However, if the culture has not been made ready for change or the employees are unwilling to change, the system will be less likely to succeed. A system cannot work if there are no users. â€Å"System implementation represents a threat to users perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems,† (Sternad Bobek, 2006, p. 285). The social setting of a company and its technology most definitely shape each other; they are hardly independent of one another (Boersma Kingma, 2005). A mistake companies frequently make is to presume that people can change their habits easily when in actuality such changes are considerably taxing for many people. These companies underestimate the effect ERP implementation will have on their employees. Many employees panic when nothing looks the way it used to, nothing works the way it used to, and they can no longer go through their workday with the previously earned sense of familiarity and assurance (Koch, 2007 cited in Revia, 2007). One study showed that it took over two years for users of the new system to forget the process problems they found initially and to gain new knowledge of the system (Seddon Shang, 2003 cited in Revia, 2007). A Chief Information Officer from Nestle sums up this concept very well—she says, â€Å"‘No major software implementation is really about the software. Its about change management†¦You are changing the way people work[†¦]You are challenging their principles, their beliefs and the way they have done things for many, many years† (Boersma Kingma, 2005, p. 123). It seems the best way to ensure that employees are on board with proposed changes is to make them aware of these changes. It is important for them to feel that they are included in the decision to create new values and procedures for the company. Otherwise, they will be clinging to the old culture and ways of doing things. The change will be stressful and forced rather than welcomed with ease. They should feel that the change is happ