Different Aspects of Management Essay Example for Free

Different Aspects of Management Essay Two of the most important person in every company is managers and leaders. Although both are important in every company and may have the same traits in order to be effective in their own field, there are also some differences in being a manager and being a leader. Thus, being a manager is not equal to being a leader and vice versa.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Management refers to the activities that are often participated by a group of people. This people in the management are involved in the four general functions. The management functions involved planning, organizing, leading and coordinating of the resources. Planning includes knowing and identifying goals, objectives, methods as well as the resources needed to carry out this methods, responsibilities and dates of completion of the task. In organizing resources, it is important to achieve the goals in the best possible and the most favorable manner and approach. Leading or setting direction, creating vision and mission which is so important in knowing where the company are and where should they go in the future run. Controlling or coordinating the organizations system that includes monitoring and adjustments to reach the companies define goals and objectives. These four functions are highly integrated all through the companies or organizations. The managers are believed to be the brains of the business. They are the one who created rules and operating procedures, recognized and established the system and put this into place. Management is about the people but it is a fact to be considered that people are important as a way to run the company and to make the work done. The company or the organization has the greatest chance to be successful when all of its people, employees, leaders or manager work together to achieve their goals. Leadership involves the practice and exercising the influence of one to the other. Leading is different from managing because leading is more on influencing people while managing is more focused on the resources in addition to the people. Leading is the business heart. The heart and the real meaning of leadership is that it inspires and recognize that people in the company are likely to resist making major changes for a variety of reasons, including fear of the unknown, inadequacy to deal with the change and whether the change will result in an adverse effect on their jobs.   People need to feel that their concerns are being heard.   Leaders must widely communicate the need for the change and how the change can be accomplished successfully.   Leaders must listen to the employees – people need to feel that the approach to change will include their strong contribution and ongoing involvement. They want to feel respected enough by leaders to be involved and to work toward a vision that is realistic, yet promising in the long run.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The similarities between leadership and management are that both the heart and the brain are important in bringing out the best for the company and in achieving the success. Having operating procedures as well as rules and having clearly defined goals and objectives mission and vision or preparation for the future provide a direction and meaning to everyday activities of the company, and this is the same as having a successful leaders and managers. Whether they called a leader or a manager they have to learn to do just the same thing for both of them is accountable for the whole performance of their group. Manager or a leader it does not matter because manager or leader they still have to give the people their help, manager or leader they are expected to held their hands, to reach their people and to make it become a contributing part of the team, something bigger than who they really are. Managers or leaders have to coach, counsel, correct, encourage, and set goals and vision for having a vision is one of the most powerful components to achieve change and future success. A leader and manager with a clear vision were believed to be a good and effective. All successful managers and leaders have visions of what would they want to see in the future.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A manager may serve as a motivator and a coach when he or she is acting as the leader of a team. Such actions may involve encouraging the workers in performing their job well. Managers may also establish benefits and other things that may help the company in gaining the trust, respect and loyalty of the workers. In this way, the manager serves as a motivator for the workers in doing their job well.   Managers are may also be referred to as leader of leaders since they are the one who are responsible in several aspects regarding the company’s actions and must therefore give orders and instructions to other personnel. In this way, a manager serves as a coach in handling different personnel of the company.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   All managers must be good leaders but not the other way around. There many good leaders in their own field but are not managers. Thus, although both are important in for the company, a greater responsibility is in the hands of the manager. Still, the every company needs good leaders who are able to maximize the potential of every worker. References Bock, W. (2007). Does it matter whether we call something management or leadership?. Retrieved January 26, 2008 from http://blog.threestarleadership.com/2007/12/10/does-it-matter-whether-we-call-something-management-or-leadership.aspx McNamara, C. (2007). Introduction to management. Retrieved January 26, 2008 from http://www.managementhelp.org/mng_thry/mng_thry.htm Robins, S. (2008). The difference between managing and leading. Retrieved January 26, 2008 from http://www.entrepreneur.com/management/leadership/article57304.html Young, D. (2008). A study of similarities and differences between leadership and management: implications for assessment centres. Retrieved January 26, 2008 from http://www.assessmentcenters.org/2006/con_Similarities_Differences.asp

The Critical Success Factors Of Scope Management Information Technology Essay

The Critical Success Factors Of Scope Management Information Technology Essay Until today, the ICT project success has yet to demonstrate an excellent track record. Findings from a research done by Standish Group from 1994 until 2009 revealed that the percentage for challenge and failure IT projects was still high as compared to that of a successful project [4]. There are many reasons which contribute to these failure. One of the main reasons is the poor PSM ([3],[5]). According to many researchers, PSM is a critical area which needs to be given attention in ensuring the success of a project ([6]-[11]). Based on the literature review, it has been found that none of the research done applies the concept of CSF in ICT PSM in order to upgrade the ICT project success. Therefore, this research was conducted with the intention to identify the CSFs in PSM, which could contribute to the ICT project success, in terms of stakeholders satisfaction, time estimation accuracy and cost estimation accuracy. It was expected that this study would give researchers some new insights on PSM CSFs for ICT project success. This paper consists of four sections, which are background, research methods, results and discussion, and conclusions. II. BACKGROUND This section explains briefly two main concepts in this research, which are ICT Project Scope Management and CSF. Then, a brief explanation will be given on the research factors which are obtained from the combination between failure factors and success factors in PSM. These factors have the potential to contribute to the ICT project success. ICT Project scope management In this research context, ICT Project Scope Management is defined as the processes required to ensure that the ICT project includes all the work required, and only the work required, to complete the project successfully [12]. Meanwhile, ICT is defined as any product that will store, retrieve, manipulate, transmit, or receive electronically in a digital form, which comprises of technology, communication and application [13]. PSM is one of the nine project management fields of knowledge [12]. It is very crucial in ensuring the project success as compared to the other eight fields of knowledge [6]. PSM includes the process of scope planning, requirements collection, scope definition, WBS creation, scope verification and scope control. All these processes are needed to ensure that only the required work will be carried out. Any unnecessary works is a waste and can increase the risks in project management [15]. Incomplete and vague project scope could cause requirement creep and scope creep [5] which could cause the project to be incomplete on time and at a predetermined cost. It could also cause the delivery produced (product, service or result) could not satisfy the stakeholders. The Critical success factor approach In 1979, Rockart introduced the CSF method and concluded that CSF is an effective and efficient method to assess data requirements [19]. This method has been studied until it becomes more stable ([20]-[21]) and it has been applied widely in various industry sectors and domains [22]. Bullen and Rockart defines CSF as the limited number of areas in which satisfactory results will ensure successful competitive performance for the individual, department, or organization. CSFs are the few key areas where things must go right for the business to flourish and for the managers goal to be attained [20]. According to them, each CSF set is created uniquely and differently based on the environment where this method is applied. In IT/ICT project management field, CSF method is applied as an effort to upgrade the ICT project success such as to plan, develop and implement the software project ([23]-[24]) and data depository execution [25]. Success Factors in ICT Project Scope Management Based on a thorough review done on academic and practitioner literatures, it has been found that there was no formal research that has been carried out to identify CSFs in ICT Project Scope Management. However, there were success and failure researches in ICT projects such as software projects, development and implementation projects of information system, web-based project and network installation project which involve project scope ([6],[23],[26]-[33]). From these researches, the factors which have the same criteria were combined according to three dimensions: Project, Process and People. To determine the project success attributes which reflect the whole perception on an ICT project success, PMBOK guidelines were used which demonstrate the essential relationship between PSM and Project Time Management, and between PSM and Project Cost Management [12]. Based on the stakeholders role and responsibility in managing project scope, the stakeholders satisfaction as an ICT project success attribute was taken into account ([12],[14],[34]-[35]). Table 1 shows the summary of the attributes used in this research. TABLE 1 SUCCESS ATTRIBUTES Dimension Attribute Overall perceived level of success Stakeholders satisfaction (Stakeholders are satisfied, accept and approve with the project scope planned, defined and implemented; All the deliverables produced by the project were accepted and approved by the stakeholders). Time estimation accuracy (All the work that has to be carried out (project scope) for a project helps successfully in estimating the time needed to complete a project; Clear main deliverables (product, service, result) helps successfully in estimating the duration of time needed to complete a project. Cost estimation accuracy (All the work that has to be done for a project (based on the scope) helps successfully in estimating the cost needed to complete the project). III. METHODOLOGY This research was an exploratory survey which used quantitative method. The instrument used was a questionnaire and it was developed based on the combination of failure and success factors gained from the literature review. Reliability test, factor analysis and regression analysis have been conducted to determine the critical success factor using SPSS version 17. Survey questionnaire In this study, a survey questionnaire was employed as the method of data collection. A structured questionnaire was constructed to capture the respondents perception of the questions. The survey instrument consists of six sections. The first section was on respondents profile and demographic information. The second, third and fourth sections were on success factors related to project, process and people. The fifth section was on perception of ICT project success. The last section was for additional comments, where respondents were invited to give any feedback or thought related to the questions stated. To measure the importance of success factors and perception of ICT project success, a 5-point Likert scale ranging from 1= strongly disagree to 5=strongly agree was adopted to solicit the perceptions on the degree of importance for the identified success factors relative to the ICT project success. An in-depth discussion about the questionnaire was done with five experts in ICT project management, who were two experts from the public sector, two experts from the private sector and one expert from academia. All five experts have experience of at least five years in ICT project scope management and more than ten years of experience in ICT project development. The purpose of this discussion was to obtain opinions, views, suggestions or comments about the survey instrument content validity and face validity. Feedback from the expert was used to refine the clarity of the questionnaire items by rephrasing the items as necessary. The internal consistency reliability of the items in the questionnaire was tested by conducting a pilot study. The respondents for pilot test were ICT officers working in Malaysian public sector. A pilot survey was administered to five public sector agencies with the distribution of ten sets of questionnaires for each agency. 31 respondents returned their feedback after waiting period of 20 days. Cronbachs alpha was used for the internal consistency reliability testing. The results of these tests shows that the values for the entire construct were greater than 0.8. Thus, it shows that the items in the questionnaire have a good degree of reliability [36]. This indicates that there were no problems with the internal consistency reliability. Data collection method The target population for this study was ICT professionals in Malaysian public sectors. One thousand questionnaires, delivered personally by hand, were administered from 1st March 2010 among Malaysian public sector ministries, departments and agencies located in Putrajaya and Cyberjaya. For other locations, three hundred questionnaires were distributed using web-based survey method from 8th March 2010. The questionnaires used for both methods were the same. After six weeks of survey period, a total of 561 valid questionnaires, representing response rate of 43.15%, were received (531 were collected personally and 10 were collected through web-based interface). Data analysis method Factor analysis and stepwise multiple regression were used to analyze data from the survey questionnaire. Factor analysis was conducted in three stages [37]. The first stage was the assessment of the suitability of the data. The correlation among the factors was identified by examining the correlation matrix among items, Bartletts Test Sphericity and Kaiser-Meyer-Olkin measure of sampling adequacy (KMO MSA). The second stage was factor extraction. Common factor analysis and principal axis factoring technique were used to extract the factors. Kaisers criterion or eigen value rules were used to determine the number of factors to be retained. The third stage was factor rotation and interpretation. The orthogonal rotation approach with Varimax method and cut-off loading point 0.4 [38] were used to clarify the factor structure. Factor extraction and rotation will be repeated until there were no cross-loading factors or no factor loading value less than cut-off loading point. Items with fa ctor cross loading or factor loading less than cut-off loading point were eliminated [38]. Stepwise regression solution procedure was used to determine the CSFs of PSM which contribute to the ICT project success. Through this procedure, only significant success factors were used in the model. The general multiple regression model is: Y = A + B1X1 + B2X2 + à ¢Ã¢â€š ¬Ã‚ ¦ + BkXk where Y is the dependent variable (DV), A is the Y intercept, the Xs represent the various independent variables (IVs) and Bs are the coefficients assigned to each of the IVs during regressions [39]. In this research, the IVs were the success factors of ICT project scope management and the DVs were the stakeholders satisfaction, time estimation accuracy and cost estimation accuracy. IV. RESULTS AND DISCUSSION Factor analysis The result of factor analysis as shown in Table 2 shows seven factors with 45 attributes which were included in the structure and explained 60.57% of the total variance. All the seven factors were translated according to the items included in the factors. The first factor was called stakeholders commitment which consists of 12 items. The second factor was called Work Breakdown Structure which consist of 11 items. The third factor was called project objective and justification definition which consists of 9 items. The forth factor was called change control which consists of 4 items. The fifth factor was called project constraint definition which consists of 3 items. The sixth factor was called realistic project assumption which consists of 3 items. The seventh factor was called business knowledge which consists of two items. TABLE 2 FACTOR STRUCTURE FOR PRINCIPAL AXIS FACTORING EXTRACTION AND VARIMAX ROTATION ON PSM SUCCESS FACTORS ITEMS Item Factor 1: Stakeholder commitment Percent of variance explained = 43.381, Cumulative percent of variance explained = 43.381 The project received strong top management support during the process of project scope management. The project had a cooperative and supportive process owner during requirements elicitation. The Steering Committee is committed to the meeting scheduled Users are able to explain their needs or requirements to project team or project developer. Project manager have the communication skills to communicate with all stakeholders involved in the project scope management. Project Team meetings held regularly to manage the project scope processes. Project Champion commitment, especially during a crisis in managing the project scope Project team members fully responsible in managing the project scope. Method of brainstorming or face to face is used to obtain user requirements. Project manager fully responsible in managing the project scope. Project team members have knowledge in ICT field that will be required for the development and implementation of the project. Roles and responsibilities of project team is determined and clearly defined Factor 2: Work breakdown structure Percent of variance explained = 4.892, Cumulative percent of variance explained = 48.272 The infrastructure (hardware, networking, telecommunication) specification is compatible with the product (system) to be produced. The software specification is compatible with the product (system) to be produced. The system development methodology is suitable to the product (system) to be produced The application specification is complete and clearly defined The user requirements are realistic. User requirements specific to the project objectives to be achieved. Each user requirements meet business requirements embodied in the project. User requirements can be implemented in accordance with the stipulated time period. Human resources responsible for carrying out each of work activity is clearly mapped in the WBS hierarchy. Distribution of activities in the WBS is well planned and precisely defined. The WBS defined the project overall scope. Factor 3: Project objective justification definition Percent of variance explained = 3.460, Cumulative percent of variance explained = 51.732 Specific and clear project objectives Realistic project objectives Achievable project objectives Acceptable project objectives by main stakeholders Measurable project objectives Justification stated the importance or benefit of the project implementation. Justification focuses on the organization goal to be achieved. Clearly defined works that included in the project. Justification stated the improvement of employees skill with the implementation of the project. Factor 4: Change control Percent of variance explained = 2.601, Cumulative percent of variance explained = 54.333 Coordinating Committee set the action to be taken for the change request. Decisions and actions taken for the change request was agreed by all members of the Coordinating Committee. Decision made by Coordinating Committee is well recorded Coordinating Committee taking into account the interests, benefits and negative affects for each of the change request. Factor 5: Project constraint definition Percent of variance explained = 2.409, Cumulative percent of variance explained = 56.742 Clearly defined uncontrollable project constraints. Clearly defined controllable project constraints. Source(s) for each constraint (controllable or uncontrollable) are clearly described. Factor 6: Realistic project assumption Percent of variance explained = 2.187, Cumulative percent of variance explained = 58.929 Realistic project deliverables (product, service, results) Realistic technical assumptions Realistic assumptions of project management organization Factor 7: Business knowledge Percent of variance explained = 1.644, Cumulative percent of variance explained = 60.573 Project team members have knowledge in business processes related to the project. Project manager have knowledge in business processes related to the project. The seven factors were translated into seven main hypotheses. The hypotheses were numbered from 1 to 7. Since there were three success dimensions for each factor, the corresponding success dimensions were identified by the letters a, b and c. As a result, there were a total of 21 hypotheses, from 1a until 7c as stated above. Hypotheses related to the Project dimension: H1: The existence of well-defined project objective and justification is a PSM CSF that contributes to the success of ICT project in terms of (a)Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. H2: Having realistic project assumptions is a PSM CSF that contributes to the success of ICT project in terms of (a)Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. H3: The existence of well-defined project constraints is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. Hypotheses related to the Process dimension: H4: The existence of complete WBS is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. H5: The practice of correct change control procedure is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. Hypotheses related to the People dimension: H6: Having project team that is knowledgeable about the business process is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. H7: The existence of strong stakeholder commitment is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy. Regression analysis A stepwise multiple regression was conducted between the three ICT project success dimensions (stakeholder satisfaction, time estimation accuracy and cost estimation accuracy) as the dependent variables and seven underlying PSM success factors as independent variables. TABLE 3 SUMMARY OF OUTCOME FROM STEPWISE MULTIPLE REGRESSION ICT project success dimensions R2 ANOVA Selected variables ÃŽÂ ² value Stakeholder satisfaction 0.614 F(3,527)= 144.3, P Strong stakeholder commitments 0.519 Complete Work breakdown structure 0.227 Well-defined project objective and justification 0.111 Time estimation accuracy 0.451 F(3,527)= 144.3, p Strong stakeholder commitments 0.346 Complete Work breakdown structure 0.318 Well-defined project objective and justification 0.100 Cost estimation accuracy 0.380 F(3,538)= 110.066, p Strong stakeholders commitment 0.390 Well-defined project constraints 0.225 Change control 0.104 Table 3 shows significantly three factors which were strong stakeholders commitment, complete WBS, and well-defined project objective and justification as the CSFs of PSM which contribute to 61.4% variant changes to ICT project success in terms of stakeholder satisfaction. The finding also reveals significantly that the three similar factors, were the CSFs of PSM which contribute to 45.1% variant changes to ICT project success in terms of time estimation accuracy. For the ICT project success in terms of cost estimation accuracy, the result demonstrates significantly that strong stakeholders commitment, change control and well-defined project constraint were the CSFs of PSM which contribute to 38% variant change to ICT project success in terms of cost estimation accuracy. With the above observations, the results of the hypotheses testing can be finalized as follows: out of 21 research hypotheses, a total of 9 hypotheses were supported, while the remaining 12 hypotheses were rejected. Those hypotheses were rejected due to their low coefficient values and high probability level for their corresponding null hypotheses. It means that the presence of those factors did not make a significance difference to the value of ICT project success dimensions. V. CONCLUSION In carrying out this quantitative research, a questionnaire survey method was used to determine the CSFs of PSM which contribute to the ICT project success. ICT project success was investigated in terms of stakeholders satisfaction, time estimation accuracy and cost estimation accuracy. A total of 557 usable data were successfully collected from the respondents who were the public sector ICT professionals. Seven success factors of PSM have been extracted through the factor analysis. The factors were strong stakeholders commitment, complete WBS, well-defined project objective and justification, change control, well-defined project constraints, realistic project assumption and good business knowledge. With the use of stepwise multiple regression analysis, it can be concluded that strong stakeholders commitment, complete WBS and well-defined project objective and justification were the PSM CSFs which contributed to the ICT project success in terms of stakeholders satisfaction and time estimation accuracy. Strong stakeholders commitment, change control and well-defined project constraint were the PSM CSFs which contributed to the ICT project success in terms of cost estimation accuracy. Strong stakeholders commitment factors were the main contribution to the three aspects of ICT project success. Realistic project assumption and project team business knowledge were failed to be proven as th e critical success factor for any aspect of ICT project success. All the critical success factors which have been discovered for each aspect of ICT project success are the main contribution from this research. These factors should be given attention by practitioners while managing ICT project scope so that the project scope that is being managed: 1) could produce deliveries (product, service and results) which successfully give satisfaction to the stakeholders, (2) successfully helps in making time estimation accurately, and (3) successfully helps in making cost estimation accurately.

Abortion :: essays papers

Abortion Abortion on demand should be legal for many reasons. In countries where abortion is absolutely not tolerated it is a fact that women continue to receive abortions, from unqualified back-street abortionists or the village massage abortionist. Both of these individuals risk putting the woman through painful and potentially fatal tortures just in an attempt to abort a child. Each year 84 000 women die worldwide from failed abortion attempts. Because of anti-abortion legislation women avoid going to the hospital, often until it is too late, to avoid prosecution from police. In the cases of rape and incest the very idea of being forced to have the child of the woman's abuser is repulsive. There are also cases when a woman's health is put in jeopardy by having a child at all, forcing such a woman to bring a child to term, would be no less than attempted murder. If a woman is forced to give birth to a child she does not want, if left in that woman's custody, the child could potentially face hatred and resentment from the mother for the rest of it's life. In countries all over the world, children are found dead and abandoned in places as degrading as garbage dumps. The only effective method of preventing unwanted births is abstinence, and this is just not a realistic objective. There is no 100% effective form of birth control, and even men and women using birth control have unwanted pregnancies. Some women for financial, occupational, social, and maturity reasons, see pregnancy as cessation of their lives. There are no accurate statistics on how many women attempt or succeed in committing suicide each year rather than live with their pregnancies. Women will continue to have abortions with or without government legislation, but with legislation, the conditions under which they have their abortions can be sanctioned and observed. The role of family in abortion is that preservation of family has a profound impact on some women's decision whether or not to have an abortion. Some women have learned to protect and preserve each and every member of her family, including an unborn child. For these women abortion is not even a consideration, but many do live their lives harboring resent towards their husbands and the child for forcing her to have a child she did not necessarily want. Other women see abortion as a necessity to protect the family they already have. Abortion :: essays papers Abortion Abortion on demand should be legal for many reasons. In countries where abortion is absolutely not tolerated it is a fact that women continue to receive abortions, from unqualified back-street abortionists or the village massage abortionist. Both of these individuals risk putting the woman through painful and potentially fatal tortures just in an attempt to abort a child. Each year 84 000 women die worldwide from failed abortion attempts. Because of anti-abortion legislation women avoid going to the hospital, often until it is too late, to avoid prosecution from police. In the cases of rape and incest the very idea of being forced to have the child of the woman's abuser is repulsive. There are also cases when a woman's health is put in jeopardy by having a child at all, forcing such a woman to bring a child to term, would be no less than attempted murder. If a woman is forced to give birth to a child she does not want, if left in that woman's custody, the child could potentially face hatred and resentment from the mother for the rest of it's life. In countries all over the world, children are found dead and abandoned in places as degrading as garbage dumps. The only effective method of preventing unwanted births is abstinence, and this is just not a realistic objective. There is no 100% effective form of birth control, and even men and women using birth control have unwanted pregnancies. Some women for financial, occupational, social, and maturity reasons, see pregnancy as cessation of their lives. There are no accurate statistics on how many women attempt or succeed in committing suicide each year rather than live with their pregnancies. Women will continue to have abortions with or without government legislation, but with legislation, the conditions under which they have their abortions can be sanctioned and observed. The role of family in abortion is that preservation of family has a profound impact on some women's decision whether or not to have an abortion. Some women have learned to protect and preserve each and every member of her family, including an unborn child. For these women abortion is not even a consideration, but many do live their lives harboring resent towards their husbands and the child for forcing her to have a child she did not necessarily want. Other women see abortion as a necessity to protect the family they already have.

Designing Agile Organisations Essay -- Enterprise integration modellin

Abstract: We investigate the management system of the enterprise as an agent maintaining a system of objectives. We then analyse the organisation as a set of individual autonomous co-operating agents so that agenthood of the entire enterprise becomes an emergent property of the organisation. Important questions include: under what condition can agenthood emerge? how to create such an organisation?, and how to guarantee that change preserves agenthood?. Introduction It is increasingly important to devise faster and more reliable ways of designing purposeful, agile organisations (Bernus et al, 1997). We use the definition of the organisation as the human component of the enterprise, forming the human-organisational architecture (Williams, 1994). An enterprise can be thought of as consisting of an operational and a decisional system (Doumeingts et al, 1998), each implemented partly by humans and partly by machines (Bernus and Nemes, 1994). We borrow the definition of the 'planning agent' from artificial intelligence to describe the desired quality of the organisation. We demonstrate necessary conditions for the enterprise to behave as an agent, and also show the relationship of this view to concepts such as the fractal factory, holonic manufacturing, and others. The organisation as an agent Two crucial questions in organisational design are: 1) how to design the task structure of the enterprise to form a co-ordinated whole? and 2) what tasks allocation to humans (or groups) ensures that the enterprise will act to satisfy its objectives? The second question is typically not asked in business process engineering: it is assumed that the organisation will to what it is told to. An organisation should conduct a system of activities managed and controlled to satisfy a set of organisational objectives. This requires purposeful behaviour so that the organisation can be characterised as a planning agent. A planning agent determines a course of action to achieve its set of objectives. This course of action, or plan, is constrained by the agent's resources as well as the agent's own functional capabilities. The organisation follows, or appears to be following this plan while monitoring the effectiveness of the actions to actually satisfy the objectives for which the plan was made. If the plan fails in some way, then the plan or the objectives are m... ...319-332 Koestler,A.. (1989) The ghost in the machine. Arkana Books Tharumarajah, A., Wells,J., Nemes,L., (1996) Comparison of the bionic, fractal and holonic manufacturing systems concepts. Int. J. on Computer Integrated Manuf. (3) pp.217-226 Uppington,G., Bernus,P., Assessing the Necessity of Enterprise Change: Pre-feasibility and Feasibility Studies in Enterprise Integration. Int. J. of CIM, 1998 11(5) pp 430-447 Valckenaers,P., VanBrussel,H., Bongaerts,L., Wyns,J. (1997) IMS test case 5: holonic manufacturing systems. Journal of Integrated Computer-Aided Engineering, 4(3), pp191-201. VanHouten,D.R. (1990) The political economy and technical control of work humanization in Sweden during the 1970s and 1980s. Work and Occupations, 14, pp483-513. Warnecke, H.J. (1993) The Fractal Company. Berlin: Springer. Williams,T.J., (1994) The Purdue Enterprise Reference Architecture. Computers in Industry, 24 (2-3) pp141-158 Williams,T.J., Bernus,P., Brosvic,J., Chen,D., Doumeingts,G., Nemes,L., Nevins,J.L., Vallespir,B., Vlietstra,J., Zoetekouw,D., (1994) Architectures for integrating manufacturing activities and enterprises. Computers in Industry, 24(2-3) pp111-140

Lessons Learned in Kate O’Brien’s Land of Spices Essay -- Land Spices

Lessons Learned in Kate O’Brien’s Land of Spices Kate O’Brien’s Land of Spices is a good read especially if the bookworm is from a catholic school upbringing. The story’s contents complete with the antics of the girls and the lack of patience in the sisters is recognizable from memories drawn on similar events. The nuns’ softer emotions were hidden away from the students and only their hard-heartedness evident in the school’s classrooms. In sixth grade during the fall of 1963 after President Kennedy was shot and killed in Dallas, Texas, a Dominican sister was seen at school with tears in her eyes. At this moment the realization descended upon the enrolled that there was flesh and blood under that habit and not an alien being. O’Brien addresses Catholicism, homosexuality and love in her novel with creativity and realism for the times. On a negative note, the liberal use of the French language is a reminder that this book was written with the rich and cultured person in mind and become s aggravating to this unenlightened one. In reading the excerpt from The Land of Spices by Kate O’Brien contained in â€Å"The Penguin Book of Irish Literature†, this reader is at once aware of the descriptive words with which Helen (the eventual Reverend Mother of the novel) depicts her father, Henry Archer. She presents him in the passage as a man who is â€Å"very beautiful†¦different from other men†¦with curly, silky hair and eyes that shone like stars† and goes on further to say that â€Å"his face grew more beautiful as one drew nearer to it†. 1[1] Perhaps, this feminine portrayal is a less than subtle hint into Henry Archer’s being for in revealing him as a man with a feminine countenance and inevitably finding him locked in a loving embrace... ...ontrol to temperance to love. Despite the rocky relationship between Helen and her father she inadvertently learned patience from him as he continues to love her despite her attitude and she in turn awaits Anna’s realization of her interest and love. Helen and Anna learn temperance in their everyday dealings with Mother Mary Andrew. The greatest lessons are those of dedication and commitment as Helen in the role of Reverend Mother becomes the best nun she can be despite a decision made under duress. Notes: [1] From The Penguin Book of Irish Fiction p. 475. [2] From The Penguin Book of Irish Fiction p. 475. [3] From The Penguin Book of Irish Literature p.485. [4] O’Brien, Kate. The Land of Spices, p.20. [5] O’Brien, Kate. The Land of Spices, p.252. [6] O’Brien, Kate. The Land of Spices, p104. [7] O’Brien, Kate. The Land of Spices, p. 110.

Inline Skating

Inline Skating Marketing Plan Pegasus Sports This sample marketing plan was created with Marketing Plan Pro software. Plan Outline †¢ Executive Summary †¢ Situation Analysis o Market Summary ? Market Needs ? Market Trends ? Market Growth o SWOT Analysis ? Strengths ? Weaknesses ? Opportunities ? Threats o Competition o Product Offering o Keys to Success o Critical Issues †¢ Marketing Strategy †¢ Financials †¢ Controls Executive Summary Pegasus Sports International is a start-up aftermarket inline skating accessory manufacturer. In addition to the aftermarket products, Pegasus is developing SkateTours, a service that takes clients out, in conjunction with a local skate shop, and provides them with an afternoon of skating using inline skates and some of Pegasus' other accessories such as SkateSails. The aftermarket skate accessory market has been largely ignored. While there are several major manufacturers of the skates themselves, the accessory market has not been addressed. This provides Pegasus with an extraordinary opportunity for market growth. Skating is a booming sport. Currently most of the skating is recreational. There are however a growing number of competitions, both team orientated such as skate hockey as well as individual competitions such as speed skate racing. Pegasus will work to grow these markets as well as develop the skate transportation market, a more utilitarian use of skating. Several of Pegasus' currently developed products have patents pending and local market research indicates that there is great demand for these products. Pegasus will achieve fast, significant market penetration that will be achieved through a solid business model, long range planning, and a strong management team that will able to execute on this exciting opportunity. The three principals on the management team have over 30 years of combined personal and industry experience. This extensive experience provides Pegasus with the empirical information as well as the passion to provide the skating market with much needed aftermarket products. Pegasus will sell their products initially through their website. This â€Å"Dell† direct to the consumer approach will allow Pegasus to achieve higher margins and maintain a close relationship with the customers which is essential for producing products that have a true market demand. By the end of the year, Pegasus will have developed relationships with different skate shops and will begin to sell some of their products through the use of retailers. [pic] Sales Forecast | | |2003 |2004 |2005 | |Sales | | | | |Recreational |$455,740 |$598,877 |$687,765 | |Competitive |$72,918 |$95,820 |$110,042 | |Total Sales |$528,658 |$694,697 |$797,807 | | | | | | |Direct Cost of Sales |2003 |2004 |2005 | |Recreational |$82,033 |$107,798 |$123,798 | |Competitive |$13,125 |$17,248 |$19,808 | |Subtotal Direct Cost of Sales |$95,159 |$125,046 |$143,605 | Situation Analysis Pegasus is entering their first year of operation. The products have been well received and marketing will be key to deve lop brand and product awareness as well as grow the customer base. Pegasus International offers several different aftermarket skating accessories, serving the growing inline skating industry. Market Summary Pegasus posesses good information about the market and knows a great deal about the common attributes of the most prized customer. This information will be leveraged to better understand who is served, their specific needs, and how Pegasus can better communicate with them. [pic] [pic] [pic] Market Analysis | | | |2003 |2004 |2005 |2006 |2007 | | |Potential Customers |Growth | | | | | |CAGR | |Recreational |10% |19,142,500|21,056,750|23,162,425|25,478,668|28,026,535|10. 00% | |Fitness |15% |6,820,000 |7,843,000 |9,019,450 |10,372,368|11,928,223|15. 00% | |Speed |10% |387,500 |426,250 |468,875 |515,763 |567,339 |10. 00% | |Total |11. 36% |26,350,000|29,326,000|32,650,750|36,366,799|40,522,097|11. 36% | Market Needs Pegasus is providing the skating community with a wide range of acc essories for all variations of skating. Pegasus seeks to fulfill the following benefits that are important to their customers: †¢ Quality craftsmanship: The customers work hard for the money and do not enjoy spending it on disposable products that only work for a year or two. †¢ Well thought out designs: The skating market has not been addressed by well thought out products that serve skaters needs. Pegasus' industry experience and personal dedication to the sport will provide Pegasus with the needed information to produce insightfully designed products. †¢ Customer Service: Exemplary service is required to build a sustainable business that has a loyal customer base. Market Trends Pegasus will distinguish themselves by marketing products not previously available to skaters. The emphasis in the past has been to sell skates and very few replacement parts. The number of skaters is not restricted to any one single country, continent, or age group, so there is a world market. Pegasus has products for virtually every group of skaters. The fastest growing segment of this sport is the fitness skater. Therefore, the marketing is being directed to service this group. BladeBoots will enable them to enter establishments without having to remove their skates. BladeBoots will be aimed at the recreational skater, the largest segment; however SkateAids are great for everyone. There is one more way the sport of skating will grow, and that is through SkateSailing. This sport is primarily for the medium to advanced skater. The growth potential for this sport is tremendous. The sails Pegasus' has manufactured so far have ended up in Europe. The same thing happened with windsurfing. It started out here in Santa Monica but did not take off until it had already grown big in Europe. More and more groups are getting together on skate excursions in cities all over the world. For example, San Francisco has night group skating that numbers in the hundreds of people. The market trends are showing continued growth in all directions of skating. [pic] [pic] Market Growth With the price of skates going down due to competition by so many skate companies, the market has had steady growth throughout the world, with 22. 5 million in 1999 to over 31 million in 2002. The growth statistics for 2003 are estimated to be over 35 million. More and more people are discovering, and in many cases rediscovering, the health benefits and fun of skating. [pic] [pic] SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses within the company, and describes the opportunities and threats facing Pegasus. Strengths †¢ In-depth industry experience and insight. †¢ Creative, functional product designers. †¢ The use of a highly efficient, flexible business model utilizing direct customer sales and distribution. Weaknesses The reliance of outside capital necessary to grow the business. †¢ A lack of retailers who can work directly face to face with the customer to generate brand and product awareness. †¢ The difficulty to develo ping brand awareness as a start-up company. Opportunities †¢ Participation within a growing industry. †¢ Decreased product costs through scales of economy. †¢ The ability to leverage other industry participants marketing efforts to help grow the general market. Threats †¢ Future/ potential competition from an already established market participants. †¢ A slump in the economy that could have a negative effect on people's spending discretionary income on fitness/ recreational products. The release of a study that calls into question the safety of skating or the inability to prevent major skating induced traumas. Competition Pegasus Sports International is forming its own market. While there are a few companies that do make sails and foils that a few skaters are using, Pegasus is the only one that is truly designed for and by skaters. The few competitors' sails are not designed for skating, but for windsurfing or for skateboards. In the case of foils, storage a nd carrying are not practical. There are different indirect competitors who are manufactures of the actual skates. After many years in the market, these companies have yet to become direct competitors by manufacturing accessories for the skates that they manufacture. Product Offering Pegasus Sports International now offers several products: †¢ The first product that has been developed is BladeBoots, a cover for the wheels and frame of in-line skates, which allow skaters to enter places that normally would not allow them in. BladeBoots come with a small pouch and belt which converts to a well-designed skate carrier. †¢ The second product is SkateSails. These sails are specifically designed for use while skating. Feedback that Pegasus has received from skaters indicates this could become a very popular sport. Trade marking this product is currently in progress. †¢ The third product will be referred to as SkateAid and be in production by December. Other ideas for products are under development, but Pegasus must hold back until they can protect themselves through pending patent applications. Keys to Success The keys to success are simply designing and producing products that meet market demand. Additionally, Pegasus must ensure total customer satisfaction. If these keys to success are achieved, Pegasus will become a profitable, sustainable company. Critical Issues Pegasus is still in the speculative stages as a start-up business. The critical issues are: †¢ Establish themselves as the premier skating accessory company. †¢ Pursue controlled growth that dictates that payroll expenses will never exceed the revenue base. This will help protect against recessions. Constantly monitor customer satisfaction, ensuring that the growth strategy will never compromise service and satisfaction levels. Marketing Strategy The key to the marketing strategy is focusing on the speed, health and fitness, and recreational skaters. Pegasus can cover about 80% of the skating market since they produce products geared towards each segment. Pegasus is able to address all of the different segments within the market because although each segment is distinct in terms of its users and equipment, Pegasus' products are useful to all of the different segments. Mission Pegasus Sports International's mission is to provide the customer with the finest skating accessories available. We exist to attract and maintain customers. With a strict adherence to this maxim, success will be ensured. Our services and products will exceed the expectations of the customers. Marketing Objectives †¢ Maintain positive, strong growth each quarter (not withstanding seasonal sales patterns). †¢ Achieve a steady increase in market penetration. †¢ Decrease customer acquisition costs by 1. 5% a quarter. Financial Objectives †¢ Increase the profit margin by 1% per quarter through efficiency and scale of economy gains. †¢ Maintain a significant research and development budget (as a percentage relative to sales) to spur future product developments. †¢ A double to triple digit growth rate for the first three years. Target Markets With a world skating market of over 31 million and steadily growing (statistics released by the Sporting Goods Manufacturers Association), the niche has been created. Pegasus' aim is to expand this market by promoting SkateSailing, a new sport which is popular at both Santa Monica and Venice Beach in California. The Sporting Goods Manufacturers Association survey indicates that skating now has more participation than football, softball, skiing, and snowboarding combined. The breakdown of participation of skating is as follows: 1+% speed (growing), 8% hockey (declining), 7% extreme/aggressive (declining), 22% fitness (nearly seven million–the fastest growing), and 61% recreational (first-timers). Our products are targeting the fitness and recreational groups, as they are the fastest growing. These groups are gearing themselves towards health and fitness, and combined, they can easily grow to 85% (or 26 million) of the market in the next five years. Positioning Pegasus will position themselves as the premier aftermarket skating accessory company. This positioning will be achieved by leveraging their competitive edge: industry experience and passion. Pegasus is a skating company formed by skaters for skaters. They are able to use their vast experience and personal passion for the sport to develop innovative, useful accessories for a broad range of skaters. Strategies The single objective is to position Pegasus as the premier skating accessory manufacturer, serving both the domestic market as well as international market. The marketing strategy will seek to first create customer awareness concerning the offered products and services and develop the customer base. The message that Pegasus will seek to communicate is that they offer the best-designed, most useful skating accessories. This message will be communicated through a variety of methods. The first will the use of their robust website. As well as a rich source of product information, the site will also be used for purchasing. A lot of time and money will be invested into the site to provide the customer with the perception of total professionalism and utility for Pegasus' products and services. The second method will be advertisements placed in numerous industry magazines. The skating industry is supported by several different glossy magazines designed to promote the industry as a whole. Additionally, there are a couple of smaller periodicals that serve the smaller market segments within the skating industry. The last method of communication is the use of printed sales literature. The two previously mentioned marketing methods will create demand for the sales literature that will be sent out to customers. The cost of the sales literature will be fairly minimal as it will use the already compiled sales information from the website. Marketing Mix Pegasus' marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion, and customer service. †¢ Pricing: This will be based on a per product retail price. †¢ Distribution: Initially Pegasus will use a direct to the consume distribution model. Over time Pegasus will use retailers as well. †¢ Advertising and Promotion: Several different methods will be used for the advertising effort. †¢ Customer Service: Pegasus will strive to achieve benchmarked levels of customer care. Marketing Research Pegasus is blessed with good fortune of being located in the center of the skating world, Venice, CA. Pegasus will be able to leverage this opportune location by working with many of the different skaters that live in the area. Pegasus was able to test out all of their products, not only with the principals who are accomplished skaters, but also the many other dedicated and â€Å"newbie† users located in Venice. The extensive product testing by a wide variety of users provided Pegasus with valuable product feedback and has led to several design improvements. Financials This section will offer the financial overview of Pegasus as it related to the marketing activities. Pegasus will address Break-even Analysis, sales forecasts, expense forecast, and indicate how these activities link to the marketing strategy. Break-even Analysis The break-even analysis indicates that $7,760 will be required in monthly sales revenue to reach the break-even point. [pic] [pic] [pic] Break-even Analysis | | | | |Monthly Revenue Break-even |$6,372 | | | | |Assumptions: | | |Average Percent Variable Cost |18% | |Estimated Monthly Fixed Cost |$6,363 | Sales Forecast Pegasus feels that the sales forecasting is conservative. Pegasus will steadily increase sales as the advertising budget allows. Please refer to the Sales Forecast Chart. Please note that while in the market segmentation section all of the potential customers have been broken down into separate groups, for the sales forecasts, the grouping has been changed Recreational and Competitive. By reducing the number of categories it allows the reader to quickly discern information, making the chart more functional. [pic] [pic] Expense Forecast The expense forecast will be used as a tool to keep the department in target and provide indicators when corrections / modifications are needed for the proper implementation of the marketing plan. [pic] [pic] [pic] Marketing Expense Budget | | |2003 |2004 |2005 | |Website |$25,000 |$8,000 |$10,000 | |Advertisements |$8,050 |$15,000 |$20,000 | |Other |$1,725 |$2,000 |$3,000 | | |———— |———— |———— | |Total Sales and Marketing Exp enses |$34,775 |$25,000 |$33,000 | |Percent of Sales |6. 58% |3. 60% |4. 14% | Controls The purpose of Pegasus' marketing plan is to serve as a guide for the organization. The following areas will be monitored to gauge performance: †¢ Revenue: monthly and annual. †¢ Expenses: monthly and annual. †¢ Customer satisfaction. †¢ New product development. Implementation The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget. [pic] Milestones | | | | | | | | |Advertising |Start Date |End Date |Budget |Manager |Department | |Marketing plan completion |1/1/2003 |2/1/2003 |$0 |Stan |Marketing | |Webiste completion |1/1/2003 |3/15/2003 |$20,400 |outside firm |Marketing | |Advertising campaign #1 |1/1/2003 |6/30/2003 |$3,500 |Stan |Marketing | |Advertising campaign #2 |3/1/1999 |12/30/2003 |$4,550 |Stan |Marketing | |Development of the retail channel|1/1/2003 |11/30/2003 |$0 |Stan |Marketing | |Name me |1/1/2 003 |1/15/2003 |$0 |ABC |Department | |Name me |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Name me |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Name me |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Other |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Total Advertising Budget | | |$28,450 | | | |PR |Start Date |End Date |Budget |Manager |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Total PR Budget | | |$0 | | | |Direct Marketing |Start Date |End Date |Budget |Manager |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | Total Direct Marketing Budget | | |$0 | | | |Web Development |Start Date |End Date |Budget |Manager |Department | |Name me |1 /1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Total Web Development Budget | | |$0 | | | |Other |Start Date |End Date |Budget |Manager |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Total Other Budget | | |$0 | | | |Totals | | |$28,450 | | | Contingency Planning Difficulties and Risks †¢ Problems generating visibility, a function of being a internet-based start-up organization. †¢ An entry into the market by an already established market competitor. Worst Case Risks Include †¢ Determining that the business cannot support itself on an ongoing basis. †¢ Having to liquidate equipment or intellectual capital to cover liabilities.

Krokodil: Signing Your Own Death Essay

Krokodil is a drug that is mostly sold in Russia. According to unofficial estimates, Russia is the country with the highest amount of heroin addicts; approximately two million. However, not everyone can afford this drug. Krokodil is a drug more powerful and more destructive than heroin and it is also a lot cheaper. Whereas heroin may cost $150 US and up per use, Krokodil can be obtained for $6-$8 US per injection. So what is Krokodil? It is home made and pretty much anyone can cook it. This drug is pretty much codeine turned into desomorphine by a relatively easy process of cooking. Codeine is narcotic found at any pharmacy. The problem with the desomorphine is that it has to be made by professionals in a special facility or laboratory to be perfectly pure. So these random citizens trying to perform this at home are going to use home products to turn the codeine into desomorphine, which is the cause of why the results after consuming this drug is so destructive. People use gasoline as a solvent, red phosphorus; which we find on average matches, iodine and hydrochloric acid, which is a highly corrosive substance, found naturally in gastric acid, it also balances the pH level of acidity which is why it is used in swimming pool treatment solutions, making it easy to purchase at specialized supermarkets. What does this drug do to you? The corrosive acids will eventually turn the skin greenish with a rough texture, which is why this drug is called Krokodil. The skin around the injection site is the first to gain this appearance and becomes an easy target for gangrene. The skin literally becomes rotten and, in time, it ends up sloughing off, exposing the bone. Victor Ivanov, the head of Russia’s Drug Control Agency, estimates that five percent of drug users in Russia are consuming Krokodil and other equally dangerous home made drugs. Heroin alone kills around 300 thousand people in Russia every year, but Krokodil brings a much faster death. Some of its consumers only inject it when they have no money to buy heroin; however, as soon as they manage to get the money they will stop using the Krokodil. In poorer regions of Russia, though, people are becoming 24/7 Krokodil addicts, which gives them no longer than a year to live, from the moment they first inject this drug. What’s bad about this is that there are actually websites showing how to cook this drug and it’s a growing hidden epidemic. After seeing pictures of what people look like after some doses of Krokodil, I wonder how someone would ever do this to themselves. Having said this, why do people still get themselves into this? What could be so terrible about their lives that they pick the path to self destruction in such a sordid, painful way? krokodil is 3 times more powerful and 10 times cheaper than heroin, and has become an epidemic in Russia. Krokodil has almost the same effects as heroin except heroin does not eat up your skin like krokodil does heroin is not that harmful as krokodil. Kokodril is consumed mainly injecting yourself the substance in your blood stream that’s the cause why it reacts destructively with your body. Many people call kokodril the drug that eats junkies. Many scientists say that this drug is one of the most dangerous drugs in the world. One good thing is that this drug is mainly used only in Russia but not in the united states. Overall if you take krokodil you basically sign your own death.