Research paper. Project Paper Example | Topics and Well Written Essays - 1250 words

. Project - Research Paper Example When relating this to personal life, it is evident that the world created a lot of pollution that has resulted in climatic changes. However, with the induction of such businesses, the world has been recording impressive performance in regard to pollution. As a matter of fact, this has heightened the activities which are geared towards improving the world. This has taught people that they can have different approaches in accomplishing their missions. For example, many businesses have enhanced their sustainability though they are engaging in society responsibility. Similarly, it has taught people to embrace better ways of production while reducing pollution and environmental hazards. The most common business formation in the recent times is the Benefit Corporation. This is a business that is formed by entities whose first objective is not to realize financial profits but to fulfil ethical goals such as transparency and accountability. These businesses are formed to consider the good of the society as well as the environment. Benefit corporations have redefined what is considered as being a successful company in the present climate that supports transparent and ethical business practices. With such preparations, the corporation is likely to reflect a positive impact on the community and the society (Pakroo 12). In terms of the impact on society, a benefit corporation is accountable to general public and issues an annual benefit report. The consumers and the general public then use the results of the corporation to determine if the benefit company has had a positive impact on its society (Lyons 10). After these, the public has to agree or disagree if there has been positive impact on the community. On the other hand, there has been formation of the low profit limited liability corporations in the world. This type of business aims to limit the gap between for-profit business and non-profit business entities. There are some businesses that are solely formed make prof its, while others are formed without any interest in realizing profits. However, low profit limited liability companies have structured investments in an environment that is socially beneficial. Consequentially, they factor benefits of profitability while complying with the revenue collecting bodies which reinforce the national government's revenue generation while also functioning in the capacity of debt collectors. The only difference is that, L3c’s do not seek to consolidate their revenue. Therefore, they will work under the legal frame work and tax acceptance to run the businesses. Most of these corporations rely on market positions, branding, and the positivity accrued from social enterprising methods such as advertising. There are a number of reasons for formation of these corporations. First, there are limited numbers of companies that are formed solely to provide social benefits. Therefore, there is a limited supply of such services, yet, they are vital in running an economy. Apparently, most companies are formed for the sole purpose of realizing profits. As such, they will maximise their revenue and not participate in activities that bring social benefits to the society. Therefore, supporting the formation of such companies is of greater benefit to the society (Lyons 9). So, they will be able to benefit from the products and services of these upcoming companies. Without such an approach, it is possible that there will be no social

Integrated Management System and Processes (IMSP) Case Study

Integrated Management System and Processes (IMSP) - Case Study Example After detail deliberation with his present team and personal efforts Roberge has enlisted following main characteristics and challenges required to be address by the proposed Information System Management and Process (IMSP) project a. The project is required to be an enterprise level thoroughly integrated solution developed in ABC software. b. The solution is required to stream line the enterprise wide accounting, finance, human resource management, sales and marketing operation to give the higher management a real time proactive decision support. c. Roberge is a seasoned manager and fully understand the management vision of the IMSP. He knows, â€Å"A properly designed DSS is an interactive software-based system intended to help decision makers in compiling useful information from raw data, documents, personal knowledge, business models, etc., to identify and solve problems and make decisions. (Howlett, Lakhmi & Shaun, 31). IMSP is required to support all the functionalities of an enterprise level corporate Decision Support System (DSS). e. Finding and deploying experienced, skilled and technically sound professionals is respective slots is first and foremost important decision and the success of the whole project rests over the formulation of effective and proficient team. (ii) Jean Roberge has carefully outlined several requirements for IMSP project but few other information technology directives are required to be incorporated in order to ensure the successful implementation of IMSP in ABS Corporation. Following are few additional requirements to be fulfilled to ascertain a new direction ABS in information technology. a. A parallel project for enterprise level network infrastructure is required to be established to ensure the provisioning of effective and highly secure channel for corporate information interchange. The enterprise network will also assist in launching Sales department web module of IMSP project and home based access of corporate information system through Virtual Private Network (VPN) technology.

What Is Succession Planning Commerce Essay

What Is Succession Planning Commerce Essay In Lawrence S. Kleimans writings about the post-hiring phase, he suggests several elements that include training and development, compensation, productivity improvements and both financial and non-financial rewards (p.8). However, another crucial element that todays employees seriously consider when accepting a job opportunity is the succession planning framework of the organisation in question. Succession planning basically involves the establishing of the right people in the right positions at the right time to enable the division and ultimately the organisation to progress towards its goals. Atwood (2007) reiterates this when he explains that succession planning is the on-going process of identifying future leaders in an organisation and developing these leaders to enable them to helm the organisation effectively (p. 1). Atwood also goes on to explain that the succession planning process involves the reviewing of the organisations strategic plans, analysing the existing workforce, forecasting potential trends and developing employees through a structured plan to take over from current leaders who retire or decide to leave the organisation for whatever reasons (p. 1). In Rothwells (2010) writings, succession planning is defined as a means by which to identify and develop internal talent to meet current and future talent needs of the organisation (p. 7). The author further emphasises that succession planning is a deliberate and systematic effort of an organisation to ensure leadership continuity within the organisation. It is also a means to develop intellectual and knowledge capital for the future, and to spur individual advancement (p. 7). Singer and Griffith (2010) suggest that succession planning is more than just replacement planning or merely filling vacancies within the organisation as they occur. The author also states that comprehensive succession management integrates talent management with the organisations strategic planning (p. 1). Succession planning is a proactive initiative which does not wait for the talent or those in key positions to leave the organisation before the process kick-starts. Succession planning is an initiative that is ahead of the curve, anticipating, developing, and ensuring that key tasks are accomplished and knowledge is shared as well as transferred healthily (p.7). Another explanation of succession planning to mull over is Olstein, Marden, Voeller and Jennings (2005), whereby the authors suggest that succession planning is a utility that encompasses a well-developed plan to prepare for the future generational change (p.15). Succession planning is further reiterated as a methodical process that involves analysing the existing workforce, identifying the needs of the workforce in the future and determining the gap between the current and future. It also includes implementing solutions so that the organisation is able to achieve its corporate aspirations (p. 16). Hastings (2005) explains succession planning in four phases as illustrated below in diagram 1.1: Diagram 1.1: Four Phases of Succession Planning (Source: Hastings, 2005, p. 2) The diagram above talks about 4 phases in succession planning that are crucial for the process to be effective. Hastings also reiterates the earlier statements that succession planning is an on-going process and not just a one-time effort. The organisation has to keep the cycle of succession planning going in order for it to be able to effectively position its leadership candidates in the right places. 1.1 Who Needs Succession Planning? Succession planning should be undertaken by organisations who wish to continue their successes in the future or who plan to expand their success in the future. Shipman (2007) states that competitive organisations know that investing in their employees with career development and a good succession planning framework is an investment that will reap multiple rewards (p. 24). Shipman also states that due to the ageing workforce, succession planning is a priority that must be looked into in todays organisations (p. 25). It is an initiative that should involve employees with good performance and who show great potential for leadership roles within the organisation. Succession planning can involve employees from all levels of jobs. Hastings (2005) states that succession planning is needed for staff, with input from staff as well, as staff need to be aligned to the organisations succession planning framework in order for it to work effectively (3). In Rothwells (2005) writings he states that organisational leaders must realise that their companys long-term viability is at stake if they do not seriously structure succession planning. It will affect the retention of qualified talents within the organisation which will lead to serious effects on the organisations strategic objectives (p. 27). An effective succession plan will enhance the smooth transfer of business and allow the organisation to maintain good relationships with employees and business partners by way of (excerpt from the Canada Business Network): Protecting the business legacy Building value for the organisations and its business Providing financial security for stakeholders Dealing with unexpected leadership absences such as death, resignations or termination. Preparing for the future of the business Therefore it can be concluded that succession planning is not only need for the organisations workforce but also for the organisation itself to maintain its competitiveness and to achieve its corporate objectives and goals. 1.2 The Importance of Succession Planning According to Rothwell (2005), succession planning is important for 4 main reasons (p. 41): The continued success and survival of the organisation which depends on the right people being at the right positions at the right time. The lack of good leadership in the market at large to take on the helm of an organisation To encourage diversity and multiculturalism within the organisation To establish the basis for career path planning, development and training plans In the Houston Chronicle (http://smallbusiness.chron.com/importance-succession-planning-5129.html ), Louise Balle suggests that succession planning is an approach whereby an organisation or business owner transfers knowledge or even the administration of the business to another capable or well-equipped individual upon retirement, disability or even death. Balle further reiterates that a succession plan is important because it offers the organisations management or the business owner an alternative for when the need arises. In Elizabeth Harrins (2010) article in The Glasshammer website, it is stated that the number of managers available to step into leadership roles will drop dramatically in the coming years according to a study by EgonZehnder International. The study states that the average company will be left with just one half of its talents by 2015, due to the fact that there are just not sufficient people with the right skills and experience to take the reigns for the future (except from http://www.theglasshammer.com/news/2010/04/27/developing-future-leaders/ ). Therefore, succession planning is a crucial element to ensure leadership continuity within an organisation, without which the organisation will have no capable leaders at the helm for the future. The HR Council for the Non-Profit Sector (excerpt from http://hrcouncil.ca/hr-toolkit/planning-succession.cfm#_secA3 )states that succession planning is important because it can offer the following benefits: The assurance that the organisation is prepared for leadership crises and can maintain leadership continuity. The continued supply of qualified and motivated people who are capable and prepared to take on the current senior positions within the organisation. Assures alignment of the organisations vision and human resources that reflect a good understanding for strategic human capital planning. Shows the organisations strong commitment towards developing its peoples career paths as well as enabling the organisation to facilitate effective recruitment and retention of high-performing employees. A strong reputation as an employer who invests in its people and provides opportunities for advancement. Strengthen employee engagement conveying the message that the organisation values its employees. In an article in The StarBiz (2 July 2007), it is stated that Malaysian companies are generally aware of the importance of succession planning, particularly larger corporations. The article quotes SMR Technologies Bhd Chairman and Chief Executive Officer, Dr R. Palan as saying that common sense dictates that an organisation should have a succession plan in place despite their size and status. Palan also states that in Malaysian government-linked companies, much effort has been made to develop the next level of leadership in a conscious and planned manner. He said that there is a common trend worldwide for large companies to focus on developing stars and A players the top 5 per cent of a companys manpower. He reiterates that smooth successions were a result of well-thought plans to ensure business continuity (excerpt from http://biz.thestar.com.my/news/story.asp?file=/2007/7/2/business/18179462sec=business ). Dr Palan offers an example in The General Electric Company (GE), whereby he states GE is arguably one of the most successful companies in the world with a good track record of returns to shareholders. Dr Palan explains that this is attributed to GEs CEO Jack Walsh, having a pool of three successors, before he retired, to take on the administration of the company. One succeeded Jack Walsh whilst the other two went on to contribute successfully in other corporations. Dr Palan stresses that companies should have a succession plan as it is the only way to stay relevant in a changing world (excerpt from http://biz.thestar.com.my/news/story.asp?file=/2007/7/2/business/18179462sec=business ). Another statement by a Malaysian business stalwart in The StarBiz (2 July 2010) Dr Michael Yeoh states that Malaysian corporations were now increasingly aware of the importance of succession planning in order to establish business continuity in the interests of stakeholders. He quotes that some listed companies on Bursa Malaysia now have three or four possible candidates that could replace the CEO if and when necessary (http://biz.thestar.com.my/news/story.asp?file=/2007/7/2/business/18179462sec=business). 1.3 The Current Issues in Succession Planning The current issues affecting succession planning can take on many facets. According to Rothwell (2001), these issues can include (article 78); An aging workforce and retirement of Baby Boomers. Changes in the work environment with varying processes, technologies and mechanisms. Changes in the workforce with regard to diversity, with the increasing number of immigrant workers in all sectors. Globalisation which includes rules and regulations, government polices and processes as well as evolving methods of business transactions. Military conflicts, affecting countries with civil instability. Technology accelerators, that enable business to be done in a myriad of methods which are different from past business transactions in the 1990s and before that. Tight labour market Unethical and unprofessional behaviour of organisation leadership, that includes prejudice, unequal opportunities and unprofessionalism, amongst others. According to Mathis and Jackson (2010), issues surrounding succession planning are prevalent worldwide. The authors state that the percentage of the aging population in the workforce in Japan, Germany, Italy and England, are even higher than in the USA. Their analysis says that with the growth of the immigrants, employers are facing both legal and workforce diversity issues. The authors also state that in countries with growing native workforces, such as China and India, succession planning is crucial (p. 290). Mandi (2008) explains that issues relating to succession planning can stem from various aspects. Effective succession planning involves the identification and selection of future key leaders, however, if there are no suitable candidates for leadership within the organisation, that poses another problem (p. 88). Organisations must have a formal and structured succession planning framework to ensure the success of this process. Without a formal and structured framework, organisations are sure to meet failure. Many organisations today, especially the smaller establishments, may not see the succession planning as mission critical until a leadership crises hits them. However, succession planning does not always guarantee success for the organisation, however, it can set the organisation on the right path to success. Achieving that success is altogether another aspect to consider and analyse. 1.4 How To Effectively Conduct Succession Planning According to an article in The Star (30 October 2012), change can be traumatic. Large organisations, small businesses, families and even governments are at their most vulnerable during a leadership transition. In many cases, the moment a new CEO takes up the reins, there will be issues, regardless of how competent or experienced the new leaders is on paper. The article suggests 6 critical steps to kick-start succession planning within the organisation: Align the board and top management with the organisations business strategy and map out short-term, mid-term and long-term wins. It defeats the purpose of identifying new leadership candidates to lead the organisation into the future if the future itself is not clear. Build leadership profiles. Identify the attributes needed to help the company achieve its corporate goals. Identify the ideal skills needed and analyse the boards or top managements vision of the ideal CEO in the next five to ten years. Identify high potential talent. Find people within the organisation and externally, who have leadership potential and match them to the ideal vision of the corporate leadership. Develop talent. Have clear cut developmental plans for high-potential leadership candidates, so as to groom these candidates to take on the intended leadership roles within the organisation. Identify their areas of weakness or inexperience and device structured plans to address these areas and provide them with opportunities for more exposure within the organisation. This might mean giving them the opportunity for hands-on experience in management positions that they have never dealt with previously, sending them on overseas assignments, improving their technical skills and business acumen and even shadowing a member of senior management to learn the ropes. Coach high potential candidates. Management succession candidates should receive one-on-one sessions with high level executives to learn more about top management functions and how to manage problems. Internal mentoring is a powerful tool and is incredibly valuable. External executive coaching is also an excellent way to learn new and innovative techniques from other successful leaders. Transfer knowledge. It is crucial for succession planning to establish mechanisms that maintain succession planning despite board or management turnover. The succession planning momentum must be maintained regardless of the changes happening within the organisation. Only then can succession planning be effectively administered within the organisation. Close monitoring of candidates progress. Succession candidates must be closely monitored with regard to their progress and development. A candidate chosen today may not be suitable anymore after a one-year period. Candidates must be evaluated periodically on their current suitability for potential leadership positions in the future. According to Durai (2010), prerequisites for successful succession planning include the following (p. 246); Complete support and patronage from top management. The organisation must periodically review the list of critical positions within the organisation and bring them under the succession planning programme. Whilst determining HR strategies for training and development, the succession planning requirements must be taken into account. The knowledge, skills and capabilities of employees must be developed on a sustained basis. A proper mechanism must be established to provide constant feedback to the potential successors about their performance and progress. The organisation needs to adopt a strategic and holistic approach to succession planning as well as the development of its leadership. 1.5 Conclusion Many organisations realise the importance of succession planning and have great plans to support this idea. However well these plans may have been crafted, there may be hitches in them that need to be addressed. According to Durai (2010), these impediments may include the following (p. 246): Lack of criteria for the identification of the successor Organisations must set clear-cut criteria for the selection of potential succession candidates. This will outline an unbiased framework for the selection of eligible and capable candidates. Existence of traditional succession planning systems Many traditional succession planning systems entail the selection of succession candidates to replace specific individuals instead of the position. This kind of system can often end-up with the identification of a few subordinates by the senior managers for inclusion in the succession planning programme. The organisation should instead identify key positions to be included in the succession planning programme. Only then it should develop a pool of high-potential candidates for inclusion in the succession planning process. Inaccurate diagnosis of development requirements There are many cases where organisations make a wrong assessment of skills requirements of potential candidates. When skills requirements are misjudged, it can lead to the inaccurate selection of training and development approaches as well as performance evaluation methods. Therefore it is crucial for organisations to engage proven methods to identify skills and knowledge requirements for its succession planning candidates. Insufficient emphasis on interpersonal skills requirements Leaders should have good interpersonal and team-building skills that can help them engage employees. Therefore, succession planning candidates for leadership positions must be evaluated on their ability to engage people within the organisation. Often this is not properly evaluated leaving gaps on communication, motivation and socialisation skills for potential candidates. Lack of sufficient and timely sharing of feedback The lack of feedback and guidance towards a succession candidate can drive the successor out of the organisation due to frustration and a lack of purpose. Therefore it is importance for potential candidates to know that they are in the succession planning line for leadership positions in order for them to be well-aligned with HRs plans. Lack of follow-up actions In many organisations, succession planning often remains in the background without clear-cut follow-up plans and actions. In these organisations, management fails at taking succession planning to its logical end, resulting in the chosen candidates for succession being left in limbo. This speaks about bad planning and implementation for succession planning within the organisation. Absence of managerial initiative and support Management initiative and support are crucial to the success of succession planning. Therefore it is important for HR to educate management on the benefits of succession planning so that management can support this concept on a sustained basis. Psychological effects and insecurity of superiors It is quite common for managers to feel threatened when succession planning is done for their positions as they see it to be an end of their own career. In cases like this, an insecure superior may display disinterest and even apathy in sharing his skills and knowledge with potential candidates. To address this, top management must enlighten managers about the purpose surrounding the succession planning framework and dispel apprehensions about the programme. QUESTION 2: COMPETENCY-BASED PAY 2.1 What is Competency-based Pay? Lawrence Kleinmans article on Human Resource Management (HRM) offers a broad perspective of human resource management. The article suggests that human resource has gone beyond just hiring and paying employees. Instead, he states that HRM encompasses a whole paradigm of human capital management with many facets, one of which includes the strategic intent behind an employees pay scale. Traditionally, wages have always been determined by the assigned job of an employee. However, in todays human resource management, many organisations are adopting the approach of competency-based pay. According to Caruth and Handlogten (2001), competency-based pay is a salary structure whereby workers are paid not simply for the job they may be doing presently , but on the basis of the total number of jobs they are able to perform or on the basis of the depth of knowledge they have acquired (p. 146). Another explanation of competency-based pay by Baldwin (2003) states that employees value depends on what they can do, based on their respective competencies. The more an employee is able to do, the more the organisation can expect and the greater the individuals value (p. 101). The author states that competency-based pay stresses importance on the competency of an employee (p. 101). According to Robbins, Odendaal and Roodt (2003), competency-based pay is another alternative to job-based pay. Instead of having an individuals job title define his or her pay, competency-based pay sets pay levels on the basis of how much an employee can do and how many skills the employee has (p. 161). The United Kingdoms Local Government Employers (excerpt from www.lge.gov.uk ) define competency-based pay as a system that rewards individuals who positively contribute to the overall values and objectives of the organisation basically meaning, rewarding the way people work and not just acknowledging their delivery capabilities. Another definition to consider is one by Jackson, Schuler and Werner (), who explain that a competency-based pay structure is associated with the skills of individuals, whereby pay rates are reflect the value assigned to the demonstrated skills of employees and not the value affixed to their job or task (p. 383). In article by Sriyan De Silva (1998) for the International Labour Office, competency-based pay or skill-based pay refers to a pay system which is linked to the depth of skills an employee acquires and applies. De Silvafurther adds that competency-based pay is a person-based pay system and not a job-based pay system. It rewards an employee for what the employee is worth it rewards a broad range of skills which encourages the employee to be multi-skilled and flexible (excerpt from http://www.ilo.org ). 2.2 Why Adopt A Competency-based Pay Scheme? Caruth and Handlogten (2001) suggest that the competency-based pay schemes are a result of organisational downsizing and restructuring. As organisations become leaner and more cost conscious, it is crucial for employees to be able to perform multiple tasks. (p. 146). Kusluvan (2003) states that competency-based pay systems motivate employees to develop and apply their agility and initiative when performing their duties or servicing customers (p. 795). This is a kind of incentive to draw more hidden talents out of employees and harness their hidden potential. In todays materialistic world, as much as it may sound decadent, money is the highest motivating factor for workers. Employees who were once redundant and unproductive can be actually change to be more innovative, contribute more productively and achieve performance excellence by way of monetary incentives. This, of course, may not work for certain groups of people who are not motivated by money however, the majority seems to jum p with the sight of monetary-based incentives. Robbins, Odendaal and Roodt (2003) suggest that competency-based pay offers flexibility from a management perspective (p. 161). Filling vacancies is easier when employee skills are interchangeable this is especially true in todays context whereby organisations are downsizing and cutting the size of their workforces. The authors state that downsized organisations require more generalists as compared to specialists (p. 161). With competency-based pay schemes employers are less likely to encounter self-centeredness amongst employees and the attitude of Its not my job. Another aspect that Robbins, Odendaal and Roodt (2003) raise is that competency-based pay schemes help meet the needs of ambitious employees who confront minimal advancement opportunities (p. 161). These employees are able to increase their earning capacity and knowledge without a promotion in job title or role. Competency-based pay is also able drive performance excellence and improvements. Robbins, Odendaal and Roodt q uote survey of Fortune 1000 companies which found that 60 per cent of those on a competency-based pay scheme indicated higher success rates in increasing organisational performance, whilst only 6 per cent considered this approach unsuccessful (p. 161). In todays business environment, where productivity is number one, competency-based pay systems offer employers an edge to garner more productivity from their employees, resulting in better business performance and more improvements. 2.3 The Advantages and Disadvantages of Competency-based Pay Advantages Disadvantages According to Messmer (2007), competency-based pay schemes create incentives for sustained improved performance (p. 174). This approach appeals to high performers who prefer to be paid on the basis of what they contribute and not on seniority (p. 174). According to Messmer (2007), competencies must be outlined carefully to avoid potential discrimination charges. Messmer also suggests that it may be incompatible with labour contracts associated with unionised workers (p. 174). Competency-based pay schemes helps employees grow in place and provides them the guidance for closing knowledge gaps required for lateral moves within the organisation (Arthur, 2001, p. 67). Competency-based pay schemes can lead to employees being topped-out, which means they can learn all the skills the programme calls for them to learn, which in turn will frustrate employees after they have become challenged by an environment of learning, growth and continual pay raises (Robbins, 2003, p. 179). It reduces the need for promotion in order to earn higher wages and offers employees the opportunity earn higher wages through skills enhancement (DeSilva, 1998, www.ilo.org ). Competency-based pay schemes do not address the level of performance, instead it only deals with whether an employee can perform the skill (Robbins, 2003, p. 179). The broadening of skills results in employees developing a better perspective of operations in its entirety (DeSilva, 1998, www.ilo.org ). Associating competency to pay requires substantial investments in training and development facilities as well as competence assessment systems, in order to provide all employees the opportunity to increase competency and pay levels (White, Druker, 2000, p. 88). Competency-based pay schemes break down narrow job classifications and enlarges job roles (DeSilva, 1998, www.ilo.org ). Can be tedious and challenging to manage as pay has to be constantly calculated based on the set formula and criteria. 2.4 How To Conduct An Effective Competency-based Pay Scheme For Middle Managers in the Marketing Department It is crucial for an organisation to constantly evaluate and review their total pay structure in order to remain relevant in the ever-evolving business environment and to retain critical talents. In order to drive performance and maximise value, it is crucial to remunerate employees based on their competence levels, skills sets, capabilities, contributions and result-based performance. Competency-based Pay for Campaps Middle Management This study will analyse competency-based pay scheme to be implementedforCheeWah Corporation Berhad a stationary solutions provider in Malaysia operating with the brand name Campap (excerpt from www.campap.com). The company has outlets located in major cities in Malaysia and has a marketing department comprising of 55 employees. The marketing department comprises the following organisational structure: Diagram 2.1: CheeWah Corporations Marketing Department Organisation Chart In the case of CheeWah, the competency-based pay scheme will be introduced first to middle managers in the marketing department, which are the Senior Marketing Managers. The competency-based pay scheme will need to take into account the companys vision which is We aspire to be the LEADING supplier that commits to meet and exceed our customers expectations (excerpt from www.campap.com ). Their human resource management is aligned around the theme Developing our people to drive corporate growth. Before this study delves into CheeWahs competency-based pay model, other pay models will be discussed for comparison. Competency-based Pay Models Kusluvan (2003) describes a competency-based pay model whereby it is a process identical to a selection strategy where traits most valued by the organisation are identified and ways to embed these traits into the employees competencies and performance goals are derived (p. 795). Heneman (2002) describes a competency-based pay model whereby compensation is adjusted when an employee demonstrates with knowledge and performance tests that he or she has the required skills to reach the next level (p. 160). Wright (2004) describes a competency-based pay model that takes into account innovation, quality enhancement and cost reduction aside from the employees skills and competencies (p. 4). In the case of CheeWah, the competency-based pay model for middle managers will take the following approach: CheeWah Corporations Competency-based Pay Model for the Marketing Department Organisational Vision, Business Strategy and Human Resource Mandate Required Employee Behaviour HR and Reward Policies Industry Leadership Proactive and constantly seeking to expand their areas of coverage. Regular association and engagement with industry leaders and leadership platforms. Pay raise based on annual achievements of industry engagement opportunities. Financial remuneration for each leadership platform penetrated on an annual basis. Corporate Growth The ability to establish new business opportunities and penetrate new markets. A 2 percent commission on each new business gained and 10% increment per annum for the total number of new business gained per annum. The opportunity for an all-paid overseas trip for the achievement of industry awards for performance excellence. Cost Reduction/ Minimisation The strategic ability t

Paul Fussell :: essays research papers

Though Mohr doesn’t expressly say so, I believe it is safe to assume that Mrs. Hamma is a white woman of at least moderate wealth. This immediately alienates her from her students, most of whom are Hispanic, speak poor English, and are doing menial tasks for little pay. In fact, there are only two students in the class of twenty-eight who are from Europe, one Italian and one Polish. Another obvious difference between Mrs. Hamma and most of her students is gender. When she is calling on the students to speak about themselves, the text says, â€Å"There were more men than women and Mrs. Hamma called two or three men for each women. It was her way of maintaining a balance.† Much of this story is focused on using education as a means to changing social status. This is a very American idea, the thought that one can change much of their life and lifestyle by educating themselves, getting a higher paying job, and working hard. In Paul Fussel’s book Class, he proposes a new sort of class of people, those who don’t fit into the nine categories he has discussed previously in the book (top out-of-sight, upper, upper middle, middle, high proletarian, mid-proletarian, low proletarian, destitute, and bottom out-of-sight). This new class he calls â€Å"X people† and describes them as curious, creative, talented, irreverent, and self-sufficient. Those who belong to this new class do not care which class one comes from and do not care what others think of them and their relationships with people outside their class. Though Fussel’s book was written at around the same time as Mohr’s story, it is obvious that Mohr does not believe that this. Most of his characters are caught in the lower class of American immigrants. The simple fact that for the last 200 years or so, immigrants are almost immediately lumped into the lower class is somewhat hypocritical. America as we know it was founded by immigrants; yet, once these immigrants had been in the country for a couple generations, they begin to forget what it is like to be a immigrant and discriminate against newer migrant families. Even the character in â€Å"The English Lesson† who had been a professor in Poland is now under that same discrimination immigrants, and specifically non-English speaking immigrants, are faced with. In his statement about himself, he says, Since four months I am working in large hospital as position of porter in maintenance department.

ELIS and IP Models of Information Seeking

Library and information science has changed greatly since the 1970s with current research focusing more on how ordinary people behave in everyday life when seeking information (Savolainen, 1995) rather than studying the habits of professionals such as those in the legal, medical and engineering professions. With this shift in focus, new models were required to explain information seeking characteristics based on the innate differences between these two groups. One of the resulting models with great influence in the field of information science, based on its numerous citations, is the Everyday Life Information Seeking (ELIS) paradigm first introduced by Reijo Savolainen (1995). Nearly ten years later, Pamela McKenzie (2003) created a second, differing model of information seeking referred to as Information Practices (IP) using peoples’ everyday behavior as a basis. While both models are effective in their portrayal of how an individual seeks information in everyday life, ELIS and IP put a different degree of focus on stressing differing degrees of emphasis on the functions of human personality, context, and problem solving practices to explain an individual’s information seeking practices. Before comparing their similarities and contrasting their differences a brief explanation of each method and its assumptions, main concepts, the context in which they are used and can serve as real-life practice in information science will be examined. Everyday Life Information Seeking (ELIS) The ELIS model is based on the assumption that individuals have their own preference for which sources they are comfortable using and the socially conditioned patterns by which they behave. Central to the model is the concept that way of life, as defined by Savolainen, means â€Å"the order of things† (Savolainen, 1995) such as the division between one’s work and leisure time, consumption of goods and services and leisure activities. Human beings give preference to certain practices over others in going about their daily lives. This definition comes from Bourdieu’s (1984) idea of habitus, or a system of thought that is determined by social and cultural factors as well as characteristic evaluation and perception, which are individually internalized. If a person does not maintain his preferences, or â€Å"mastery of life† according to the ELIS model, his life will become disordered. When a problem out of the ordinary occurs which needs to be solved, his mastery of life will take over so as to actively seek information which is considered effective and practical to solve it. This same process occurs when an individual is seeking information. According to Savolainen, there are four types of life mastery used in the ELIS model which include optimistic-cognitive, pessimistic-cognitive, defensive-affective, and pessimistic-affective. All types exist in concert with a positive outlook from optimistic thinking on one end of the spectrum while a negative outlook as the result of dictating emotions takes place on the opposite end. An individual’s way of life directs how he will seek out information and also the converse is true: that information seeking will determine mastery of life when used in context. Components that influence context include such things as personal values and attitude, social networking, material assets, cultural and cognitive influences, as well as the individual’s current situation in life. In addition to this mastery of life typology, Savolainen (1995) states that these components have influence over how an individual will seek to solve problems. Two types of information are defined in the ELIS model. Passive monitoring of events such as news and weather reports from printed media which give an individual information regarding his everyday life is considered â€Å"orienting information†. Such everyday data is represented in the â€Å"project of life† box in the ELIS model. On the other hand, â€Å"practical information† seeking serves the purpose of finding a solution for a specific problem that interrupts an individual’s ordinary life. A personal approach to mastery of life is used to seek either orienting or passive information. Savolainen (1995) takes a leap in explaining certain aspects of mastery of life. His research assumes that all humans share an innate desire to achieve this mastery of life and that when problems occur they will naturally seek information to solve the issue. The fourth type of mastery of life, pessimistic-affective or, more literally, â€Å"learned helplessness† is described with the caveat that systematic information could play a part in the information seeking behavior, characterized by the use of emotional responses and lack of judgment, in certain individuals. Perhaps this is another type of mastery of life in and of itself. Another assumption made by Savolainen (1995) in his ELIS model is that there are only two simple divisions of an individual’s life; he is either at work or at play. There are several other categories that could be used such as those who are unemployed, those who job seeking, and those who do seasonal work (who would enjoy a huge proportion of leisure time). Therefore, in these cases, his assumptions based on a person’s division of work and leisure become moot. Savolainen (1995) admits to identifying a couple more assumptions that might interfere with his research. One is the importance of way of life as being a significant factor in information seeking behavior, confirmed by the results of studies done on blue collar workers and teachers. He also made a point to recognize that he assumed mastery of life style plays a key role in a person’s response to problems and also when they are seeking information but evidence suggests that mastery of life by itself does not always dictate behavior. Research was performed by Savolainen in Finland using a sample of the middle class and working class populace and conducting themed interviews. Eleven industrial workers and the same amount of teachers were questioned regarding their methods of seeking orienting information from the media for their everyday life needs. The subjects were asked to relate a recent problem and how they went about solving it with the results analyzed and assessed for their relevance to the ELIS model. Savolainen (1995) hypothesized that social class would be a determining factor in information seeking but found instead that this only creates an outline on which to base their way of life. Information Practices McKenzie’s (2003) more recent IP model is quite different in its approach.   Similar to Savolainen’s ELIS model, the theory behind IP encompasses a variety of components. McKenzie first came up with the ideas behind IP when observing the information seeking practices of women expecting twins. Responding to Erdelez’s 1999 (from McKenzie, 2003) challenge for â€Å"more holistic and detailed tools† to use when modeling information seekers’ behavior, McKenzie (2003) sought a more current overview of information seeking in everyday life by non-professionals as well as acknowledging that individuals often use â€Å"non-active† practices when encountering information. This led to her theory which would ultimately uncover the various ways people behave, and interact, when armed with new information. McKenzie (2003) claims there is a flexibility often used when seeking information and that the process is not totally linear. McKenzie’s IP model assumes four modes of information practice with two phases encountered within each. The individual uses flexibility and complexity and these traits are incorporated in each mode and phase. The four modes are active seeking, active scanning, non-directed monitoring and proxy. The first type of seeking identifies a source while the second is only semi-directed combined with observation. Non-directed refers to encounters with information that was not formerly expected while seeking by proxy is defined as using an intermediary source to get to the end result. At least one of these modes is used by individuals who then interact to the information with varying behavior. A breakdown in communication or a barrier to the proper connection can occur during information seeking in any of these manners. There are additional ways for an individual to connect with a source of information as well as interact with the information itself. Active seeking occurs during searches when supplemental data is uncovered, usually in response to an acute need, which was not part of the seeker’s original intent. This then redirects him to other possibilities and new information. Connection with this information gives an individual cause to interact with it by using a list of pre-formed questions or topics previously considered. By being positioned in a space where information can be shared or one can be exposed to information via electronic sources, a connection is made through the process of active scanning. Listening as well as observing others and scanning the material at hand are several methods of interaction with the information. On the other hand, non-directed monitoring is more like an unexpected, unintentional encounter with useful information during the course of everyday life. Observation and listening in on conversations between other people are ways of interacting with the information. Lastly, connection by proxy is a result of using information sources such as friends who lay claim to certain information and act as intermediaries to this information or through an interpersonal referral system. Interaction in this mode occurs when the information given takes on the form of advice, diagnosis of a problem, or instructions. Along with the ELIS model, the IP model also makes several assumptions. The four modes of information seeking seem to be rather narrow. Avoidance may be considered an additional mode, as is the case when information comes to a person who may not desire to receive it, such as a traumatic medical diagnosis. The ways of interacting with information that McKenzie (2005) outlined in the IP model are limited in scope as well. Assuming an individual uses their own context during interactions with information as she suggests, then a wide variety of personalized traits and behavior should come into play. Consequently, there cannot be a limited number of types of interactions; they would be infinite. Certainly the fact that McKenzie (2005) performed her research on a restricted number of pregnant women might influence the results and her interpretation of them. The sample subjects used in the research were a group of 19 Canadian women who were all expecting twins at the same time. Using epistemological orientation of discourse in her methodology, McKenzie reasoned that the subjects were motivated to seek necessary information (as new mothers) but also considered generically representative of their community at large. The subjects were allowed to answer interview questions freely and with no limitations and this information, along with diary entries, used to obtain the necessary qualitative data to complete the study. The expectant mothers were asked to not only share their behavior when seeking routine information but to reflect on any differences that occurred during critical incidents in the information seeking process or their interactions with it. Compare and Contrast Both the ELIS and IP models are based upon theories which attempt to explain the behavior of non-professionals in their everyday lives when seeking information of both critical and non-critical status. The two models include the key component of individual context and its power over the information seeking process. McKenzie (2003) refers in positive terms to Savolainen’s earlier research and its breakthrough concepts in the studying of information seeking behavior in non-professionals in her treatise on the IP model, giving him credit for a novel approach. The IP model, while it takes note of the role of individual context, does not offer any further elaboration on the plethora of these factors that most likely exists. While McKenzie (2005) refers to individual context, she does little more than that in using it to explain behavior. Conversely, the ELIS model revolves around the theory of individual context and a person’s social standing, morals, values, attitude and current life situation. These factors are obviously an integral part of how a particular person seeks information as well as how he orders his life. In terms of the importance of context, Savolainen’s ELIS model has included a richer diversity of theory into the concept, which is one of its strengths. Both McKenzie (2003) and Savolainen (1995) include mention of an individual’s personality traits in explaining their information seeking behavior. This factor obtains importance as a part of mastery of life typology in the ELIS model in its references to characteristics of optimism and pessimism in the first two types, explaining positive or negative reaction to information that is found during a systematic and cognitive-oriented approach. His mastery of life, too, is reflected in this personality trait, extending it to other applications. The use of emotion as a response to the life process and problem solving characterizes the third and fourth types of mastery of life; people who fall into these categories do not think logically about their behavior. Thus the ELIS model can be considered to contain psychological theory in addition to theories regarding information seeking behavior. The IP model, on the other hand, assumes an individual patterns their behavior based on personality traits without actually furthering understanding on this dimension, merely stating that users connect with information through very active or less direct modes. Interactions that occur are the result of using both cognition and emotion in seeking information. There must first be an individualistic understanding of information to allow for active seeking and scanning. Non-directed or proxy modes are used by those who interact as a result of emotion. Using Savolainen’s (1995) fourth mastery of life type as a comparison, it would leave no other option but to consider the pessimistic-affective type to use the proxy mode due to the fact that he â€Å"does not rely on his abilities to solve everyday life problems†, according to McKenzie. Those who are considered systematic personalities, however, may also use the monitoring and proxy modes. Both the ELIS and IP models are also alike in their treatment of information seeking techniques and practices. While each employs its own terminology in explaining information seeking behavior, many of the concepts are similar. For instance, with the ELIS model, Savolainen (1995) explains that people seek information on an everyday basis to orient aspects of their lives by using passive monitoring to monitor its passage. In the IP model, this concept is similar to what McKenzie (2003) terms passive monitoring and in fact she makes reference to this likeness in her research. Practical information is explained by both models also. The ELIS model refers to this as information sought in use of a problem. In the IP model, this same concept is referred to as the intermediary or proxy method of seeking information. McKenzie (2003) offers further insight by defining this process as a way of gathering information from friends or other personal sources. The ELIS model simply fails to describe this. Conclusion There are significant factors available in study of both the ELIS and IP models which aid in further understanding of how ordinary people search for information during the course of their everyday lives. As Savolainen (1998) suggests, mastery of life typology can be employed in the understanding of how people use their own context to perceive information as well as their perception of how competent they are in performing a search. Both models are relevant as use in deeper investigation into specific populations which exhibit unique behavior. Future research to delve deeper into the context concepts of the ELIS model would be beneficial. Additional study of individual concept and interaction behavior based on the IP model are also warranted based on the ability to further pinpoint motivation in information seeking. While the gap in more comprehensive research exists, the concepts in both the ELIS and IP models are relevant and valid as an aid for those studying Information Science as well as in other areas of study of human behavior including sociologists and psychologists. It will be exciting to find what further insights are gained from future exploration of both Savolainen’s and McKenzie’s models on information seeking behavior.   

Movie Review Inception

Movie Review Essay â€Å"Inception† is a 2010 science fiction summer blockbuster filmed in various locations, such as Tokyo, France, Los Angeles, the United Kingdom, and Canada. The box office hit was directed by London-born Christopher Jonathan James Nolan, who is well-known for the cult classic, â€Å"Memento†, and his â€Å"Dark Knight† films. Along with American cinematographer, Walter â€Å"Wally† Pfister, equally well-known in his area of expertise, the motion picture has received critical acclaim. Nolan's interest in noir and abstract thought is apparent in many of his films, and â€Å"Inception† is no exclusion. As it is a film about dreams and cons, Nolan's style is incredibly fitting. Pfister, who has worked as the cinematographer for almost all of Nolan's films, adds to the movie's high quality with his characteristic use of dark tones and lighting, which only increases the movie's intrigue. Together, the two powerhouses team up once again to produce an incredible motion picture which has won numerous awards, such as the Academy Award for Best Cinematography. â€Å"Inception† is the story of a corporate spy by the name of Dom Cobb (played by Leonardo DiCaprio, who came to fame in the movie, â€Å"Titanic†). However, what is particular about Cobb is that he doesn't merely enter a company's building in search of commercial secrets. He actually enters the minds of his targets while they are asleep and extracts the data he wants via conning and deceiving. But now, wanted for murder and unable to see his children due to his circumstances, he is offered the opportunity to regain his old life if he manages to accomplish the impossible: ‘inception', the planting of an idea into a target's mind, which then takes roots and grows. Gathering a group of specialist to assist him, Cobb begins to plan inception into the mind of a wealthy businessman. The camera angles of the movie were rather simple. Most of the shots were so that the character's face was directed at the viewer while said character talked to another. On a screen, the eyes of the actor would be level with that of the audience. However, there are some scenes that are completely opposite, particularly near the latter half of the movie, where more action tended to be focused upon. Although not as common, but highly interesting, ou'd see aerial shots of the surroundings. It gave a very desolate, mysterious feel to the film, while also informing the viewer about where the characters are. I found that the camera angles were okay, with a few that exceeded my expectations. Continuity was smooth, with talking scenes being fluid and dramatic and action scenes being erratic and ever changing, as how I like my movies to be. It was what you'd expect out of the t ypical talking and action scenes. The long moments of talking or silence between characters created a sense of depth. The short moments of running or fighting allowed you to lean forward in anticipation. I felt like the continuity did what it was suppose to do. Although, there were some moments, particularly in the first half, which I felt were rather awkward. The talking scenes in the beginning were rather quick and keep changing from one character to the next, and I was so caught in trying to figure out the plotline, that I didn't even figure out the main character's name until the credits. Cutting, I noticed, was very prominent in the latter half of the motion picture. It made sense, as with the plotline and story the way it is, it definitely made the movie better as the whole. It added to the tension and sense of heart pounding â€Å"Oh-my-word-come-on-you-only-have-5-seconds-to-do-that-gah†. Not only is that, but it allowed the viewer to keep up with the characters' actions, which is very nice if you have a particular character you think is cool. I like Eames, the smart-aleck of the group, so I liked to know what was happening to him and seeing that he wasn't going to die and all that. Close-ups were generally seen in talking scenes, allowing the audience to focus on the emotions and reactions of the character. There was rarely a moment where the camera zoomed in on something that wasn't an organism, something that lived and breathed. In this aspect of the movie, I found it to be either boring or heart-breaking. In my opinion, how good the close-ups were was completely dependent on the actress and actor's ability to perform. If I became aware that they were trying to look sad, rather than felt that the character was distraught, I felt like the close-up wasn't a particularly mart move. I noticed that the composition of â€Å"Inception† was rather dark. Light was played with and created shadows that revealed parts of the character's body, while the other was engulfed in darkness. Objects were always placed far away as to create a feeling of isolation, while managing to focus in on the character the camera was directed at. I really, really enjoyed the compositi on. I believed it worked wonders for the story's overall feeling. It allowed for dark and desolate tone to be even more pronounced. Inception really loves its slow motion scenes. However, considering that it can be a rather fast-moving movie, it does have its uses. Although there was one particular scene near the beginning that made me raise an eyebrow, I found that most of them were rather cool-looking. Considering that the characters were essentially stepping into a dream world, where everything is possible, the slow motions displayed all the strange and exciting so your eyes could feast in the wonderfulness of it all. The color scheme tended to lean towards neutral, yet somehow gave off a very sharp feel to it. There was also a low contrast, although it was most apparent near the end, with a particularly monochromatic feel to it. Textures were interesting to see when things began to lead towards the rising action. As for space, I felt like there was always a foreground and background, but not so much a middle ground. I suppose this was due to the incredible amount of talking. Shape was super incredibly awesome. Then again, it's a plotline about going into the dream world, so obviously the minds behind the work would take advantage of the ability to play around with the world they created. Either way, your mouth would drop at some of the things they twisted, the architecture in particular. In fact, the architecture is one of the most interesting things in the whole movie. As stated before, the movie played around with shadows a lot. There were a lot of highlights in â€Å"Inception†, particularly on the face. The characters are always slightly off center on the screen and there are generally only one or two characters in a single shot. I like to think it just furthers the idea of the isolated feel to the movie. Buildings are towering and rather rectangle in shape, giving off a feel of aloofness. The special effects are in high gear when the characters enter the mind of the wealthy businessman. Things explode, crumble apart, and all that jazz: The essentials for any type of action movie. It's fantastic. My particular favorite is when they do these anti-gravity shots and you see the characters walking upside down and floating in mid-air. Although I found some aspects of the cinematography to be average or lacking, it fully makes up in other ways. The composition and special effects are wicked awesome and I could see why the film won an Academy Award in Cinematography.

Information systems implementation The WritePass Journal

Information systems implementation Introduction Information systems implementation IntroductionProject managementProject managerQUALITIESAbility to communicateAttention to detailsNegotiationLeadership DelegationProblem solving abilityChange-management abilityMethodologiesChallenges and techniquesFailure to manage risksInsufficient team skillsUnclear goals and objectivesCommunication deficitLack of customer and end-user involvementBibliographyRelated Introduction This assignment covers the essential qualities, experiences and methodologies that a project manager should possess in order to plan execute and close a project. It also covers the challenges faced and the the techniques needs to resolve those challenges. Project management Project management is the process by which projects are defined, planned, monitored, controlled and delivered such that the agreed benefits are realised. (Association of project management) It is the term used to describe the application of knowledge, skills, tool and techniques to project activities in order to meet or exceed stakeholder’s needs and expectations from the project. Project manager Is the individual in charge of the progress and performance of the project, on behalf of the owner of the project. A project manager is a professional in the field of project management. Project managers are responsible for planning, execution, controlling and closing of the projects; typically relating to IT, construction, computer networking, telecommunications and software development. QUALITIES Following are some of the essential qualities that a project manager should possess in order to manage a project successfully. And the details of the methodologies and experiences used by successful project managers in achieving the desired results from a project. Without having these qualities, experiences and applying these methods the desired objectives of the projects are not likely to be achieved. Ability to communicate A project manager must be a good communicator, without effective and on time communication of the tasks with the team members, suppliers, subcontractors, top-management, clients and other stakeholders the project is bound to fall behind schedule. Effective and timely communication is a key to teamwork, if the tasks are not agreed and assigned to team members, and time to time assistance is not provided the project is likely to take longer time to complete. A high level of communication is crucial at the early stage of the project to establish good working relationship within the team as well as setting and agreeing the expectations with the client. Project manager can involve the team members in decision making to ensure that they own the decisions and give their best to make the project work as per plan. (Management-Hub, 2011) Communication is vital for the progression of the project, identification of potential problem, generating solutions, keeping up to date with the customer requirements and perceptions of the team. All these tasks require good amount of oral communication that is why good managers spend more time on listening than talking. A good project manager should visit all the individuals at work in the team; discuss any ideas or suggestions that they have in their mind on how the performance can be improved and how efficiently the project is moving forward. Attention to details A good project manager should have attention to details, as without having a detailed knowledge and understanding of the project, costly mistakes are likely to happen. As every project is unique in terms of its requirements, if the managers do not have attention to details, any slight miscalculation may cause the project to delay on scheduled time. That may mean that the project would cost more than what was originally budgeted for. For example in most of the web based projects, the clients are required to provide data. If the project manager just keeps the item as just â€Å"client have to provide product data† it would not be enough. The manager would have to keep the details of type, structure and volume etc. of the data. If the project manager does not keep these details when the data arrives it will cause delays in the project time and hence my cause the delay of the whole project. This is just one example of how the absence of details can cause delay, if the details are missing it will cost time and eventually more cost, as the longer the project takes to complete the more it will cost. Ideally a project manager has to have all the details upfront of the events to deal with the project. If the project manager relies on team members, and do not keep an eye on details him and the team members do not remind the project leader of those critical events the project is bound to go beyond the scheduled time. So to avoid any delay in time and extra costs the project manager has to keep the details of the project. (martin bauer, 2008) Negotiation Negotiation is a process of satisfying a projects needs by reaching an agreement with stakeholders. Project manager will have to negotiate on a variety of project issues including availability and level of resources, priorities, schedule, cost, procedures, and quality and people issues. The project manager may have to negotiate with someone who has no direct authority over him/her (e.g. customer) or with someone who he/she has no direct control over (e.g. consultants). The project manager should have the ability to manage the outcome of a negotiation so that the differences of each side can be kept to minimum and the conflict can be avoided. Leadership Leadership is the ability to get results from others through personal directions and influences. In project management it means influencing others through personality or actions of the project manager. Project manager alone cannot finish the whole project; it is the project team who completes the project. A project manager should have the ability to motivate and persuade the project team to create a team objective that they want to be a part of. A good project manager would have the ability to participate as well as provide consultation to the team members. A project manager should provide overall direction but should not be prescriptive or autocratic in their approach. A project manager should have skills to empower the project team members, empowerment gives them a feel that they are part of the project, and it helps keep them motivated and perform their part of the project at their best. Delegation A good project manager would have the ability to delegate tasks to team members to ease the stress created by deadlines. As delegation is based on trust, if the manager delegates the task to team members, they would know that the manager have a faith in them. It will not only make them feel motivated but also more responsible for the outcome of the project. (Buzzle, 2011) Problem solving ability Project managers inevitably face numerous problems, but a good project manager would have the ability to tackle these problems well. The project manager would encourage the team members to find out problems within their tasks on their own and try to solve them on their own. However if the problems are crucial and large the team members should report it to the project manager. The project manager then can lead the problem solving process. Effective team member would help finding out the problem and suggest the possible solutions. However being on the optimum position, the project manager would have through understanding of the ‘big picture’ that how it will affect the final outcome of the project. Change-management ability One thing is certain in every project, and that is change. Change may be requested by the customer, project team, caused by unexpected events during the performance of the project, or required by the users of the final project. Therefore it is crucial that the project manager has the ability to manage and control the change. The project manager would have the quality to keep the effect of the change on the final results of the project to minimum. Generally it depends on the time in the project life cycle when the change is identified. Later the change is identified it is likely to have more impact on achieving the project objectives successfully. Project budget and timescales are most likely to be affected by the change. If the customer demands change the manager would contact the relevant individual in the team to estimate the impact of the change on schedule and budget. Project manager then would present these estimates to the customer for approval prior to implementation of the change. Some changes are necessary as a result of unexpected events, for example material shortage or loss of a key member of team. The manager would require changing the plan to incorporate any such change. Project may need some changes as a result of final user requirements. In many projects for example in IT related projects, the project manager is not only responsible for designing, development and implementation of the new system, but also that the user accepts the final outcome of the project. This will require project manager to regularly communicate with the final user of the project during the entire project life cycle. Methodologies   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   System development life cycle Figure 01 System development life cycle is a conceptual framework use in project management; that describes the different stages involved in the information systems development, from initial feasibility study through to maintenance of the final outcome of the project. (SDLC, 2011) Below are the systems development life cycle stages: Feasibility: this stage decides on whether the project should go ahead or not. If the project should go ahead, then this stage will provide the plan for future stages. Requirement analysis and design: on this stage the requirements of the system are specified, so that a design for the development can be created. Managers on this stage analyse the requirements realistically, and engage all the stakeholders in specifying the design of the system. Implementation: once the design is decided upon the system can then be implemented. On this stage the designs are designed into codes, computer programmes are written using the coding language. High level programming like C++ and Java are used for programming on this stage. With respect to the type of application, right type of language is chosen. Testing: on this stage the programmes are tested. Programmes are written as a series of individual modules. Each module on this state is tested to ensure that they are error free before making it part of the whole programme. Then finally the system is tested as a whole, this insures that the interfaces between systems works, and the system fulfils the user requirements. Maintenance: software’s inevitably need change; once the system is delivered the system will definitely need some changes. The system should be developed to accommodate the change that is inevitable after the delivery of the system.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   PRINCE2 Figure 02 PRINCE2 is an acronym for projects in controlled environment. It’s a project management method that managers use to execute projects efficiently and effectively. Control in this context is any mechanism that is designed to ensure that the project meets its objectives. Prince2 contains a large number of control elements. Although initially it was intended to manage IT projects it can be applied to all kind of projects of all sizes. The main reason why the managers use this model is that it delivers a successful project. That is the delivery of the agreed outcome, on time, within budget and conforming to the quality standards. Below are the main features of PRINCE2. It enforces a clear structure of authority and responsibility on the project team. The structure of reporting and supervision ensures that each party has clear objectives and they are supported in achieving those objectives. It ensures the production of a number of management products associated with the management and control of the project. These include project initiation document, budget of the project, project plan and other progress reports. It includes a number of different types of plans, ensuring that all the participants in the project have a clear understanding of the tasks to be completed, the relationship between them and their roles in the task’s completion. It also provides managers with several quality controls, such as clearly defined and documented technical and management procedures. These ensure that the project tasks are completed on time and at the appropriate quality standards. (Field, 1998) Prince2 is relatively simple project management methodology in practice; following are the benefits of using prince2 It provides managers the consistency of approach Prince2 focuses on business justification It enables managers a greater control over plan by regularly reviewing the progress of the project Prince2 helps managers in engaging the stakeholders in before it is too late It helps managers as well as team members continually improve their work through sharing the lessons learned Prince2 helps establishing the competencies that are required to perform the project Six-sigma Figure 03 The process steps go by the acronym DMAIC-S which stands for Define, Measure, Analyse, Improve, control and when it is finished Synergize through the organisation. Six sigma projects can be defined as the process through with the companies can reduce defects and improve the quality of their processes. It is a process improvement and defect control methodology that has its roots in improving manufacturing and product development processes. Six-sigma is used by the project managers to improve business performance and obtain measurable financial results. For achieving organisational objective now a days projects managers use quality improvement methodologies like Total Quality Management, Total Quality Control and six-sigma across all functions throughout the project. Motorola is known for the invention and use of six-sigma, who has attained the top quality of just 3.4 defects per million in its production line. Allied signal and general electrics have also been known for the use of six sigma in their production processes, to bring the dramatic quality improvements in their operations. Six sigma helps managers improve on quality and reduce defects in the projects. Challenges and techniques   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Unrealistic deadlines Often project deadlines are set on faulty or unrealistic assumptions. Unrealistic deadlines cause stress to the managers to find the alternative ways to complete the tasks on time. This could happen mainly if the project manager is not involved in setting the delivery date of the project. Unrealistic deadlines do not only stresses the participants but also demotivates the team when they know that the deadlines cannot actually be met. (project management course, 2011) Techniques: The project manager can manage the stress through creative planning, search for the alternative ways to perform the task, and by communicating the reality to the participants of the project. An activity based technique model can be used by the manager to realistically draw up the whole lot of activities graphically. The manager would also find out what tasks are more critical for the success of the project, so that more resources and attention can be put into those tasks. Failure to manage risks Often in project plans, a list of risks is included. If these risks are not further investigated and worked on, they may become a real challenge when the risk arises. IT projects are more vulnerable to risks. Security of data, storage and integrity of data are the real challenges. If these risks are not considered fully, and the steps to control these risks are not taken the projects are likely to fail. Techniques: once the project risks are known, the project team can either make a plan of action to reduce the chances of their occurrence. Or alternatively a reactive plan can be made to deal with the consequences if the risk arises. It depends mainly on the probability and the impact it may have on the outcome of the project. If both the probability and consequences are high, the project team may choose to plan how to deal with its consequences. (project management course, 2011) Insufficient team skills In many projects most of the team members are assigned the tasks based on their availability. If this is the case they would lack the proper knowledge and skills to perform these tasks successfully. They may not even inform the project manager because of their ego that they don’t have the necessary skills to perform these tasks. And the project may suffer delay or even failure due to lack of skills in the team members. Techniques: the whole lot of skills needed for the project should be enlisted. And the team members as well as manager should be tested against that check list, to ensure that the manager and the team have the necessary skills, to perform the project tasks successfully. If some key skills are missing in the team members, the manager can send the individuals on training course or alternatively an external advisor can be hired to train a number of team member. If the skills required are one off and exceptional, the project manager may decide to buy the services of subcontractors. Unclear goals and objectives Projects often fail because of unclear goals and objective. If the project manager does not clearly communicate the goals and objectives to the team members, they would not be certain about what they are supposed to achieve. It would not only make the team members feel less motivated, but also cause the project fail to achieve its objectives. (Pmis, 2011) Techniques: it is the duty of the project manager to explain the project objectives and goals to the team. He/ she should demonstrate the importance and the benefits that the project’s success would have for the organisation and team members. This should happen at the first project meeting, and the manager should make sure that the whole team understands the project objectives. The manager can discuss with the team which parts they did not understood, so that he/she can explain it to them and make things clear. Communication deficit Many projects fail due to lack of communication, project managers and team members often do not provide enough information to enough people. Project managers often fail to call regular meetings with team members and other stakeholders due to work load and busy schedule. This eventually leaves team members with insufficient information to perform their tasks successfully. Techniques: Project documents, such as plans and budgets must be kept up to date and circulated to the team members regularly. A proper communication flow to all the participants of the project should be set including the reports status feeds etc. The project manager should also encourage open and frank discussion amongst the participants of the project both formally and informally. Lack of customer and end-user involvement Often the project team member and managers get hooked on meeting the internal deadlines, deliverables and processes but the customer and end users are left out. This leaves no input from them on the critical phases of the project. If the customers say is not involved in the project, the final outcome is likely to fail to fulfil its objectives. Techniques: the manager should arrange regular meetings with all the participants of the project including customers and end users. Regular briefings, status updates can also provide them with the information they need, so that they can give their input/feedback in the on-going planning of the project. The end users can also be invited to visit the site and request their input in the project, to ensure that the final project meets the needs of the customers and end-users. (project management course, 2011) Bibliography martin bauer. (2008, 05 25). Retrieved 05 08, 2011, from martinbauer.: martinbauer.com/Articles/Qualities-of-a-Great-Project-Manager Buzzle. (2011, 05 06). Retrieved 05 06, 2011, from Buzzle: buzzle.com/articles/what-makes-a-good-project-manager.html Management-Hub. (2011, 05 05). Retrieved 05 05, 2011, from Management-Hub: management-hub.com/project-manager-qualities.html Pmis. (2011, 05 05). Retrieved 05 05, 2011, from Most common challanges of projects: pmis.co.uk/what-goes-wrong-with-projects.htm project management course. (2011, 05 04). Retrieved 05 04, 2011, from Top 10 project management challenges: http://projectmanagementcourse.com/project-challenges.html SDLC. (2011, 05 03). Retrieved 05 03, 2011, from SDLC: startvbdotnet.com/sdlc/sdlc.aspx Field, M. a. (1998). Project Management. In M. a. Field, Project Management. London: International Thomson Publishing. Maylor, H. (2003) Project Management. Ft Prentice Hall. Gido, J.and Clements, J. (1999), Successful Project Management. The open university. London.

Resistant reading to Al Gores documentary An Inconvenient Truth

Resistant reading to Al Gores documentary An Inconvenient Truth Attention all rational, clear thinking people here before me. Al Gore is back, and he is crazier than ever. I am here today to speak to you about the relentless advertising campaign Gore has instigated in an attempt to help revive the public support for his failed attempt to convert the world to his irrational, science fiction fable of manmade global warming, in his documentary An Inconvenient Truth. Many people have been inundated with an onslaught of Gores cleverly marketed commercials that have attempted to persuade you and me to ignore the true scientific facts and evidence, in hopes that we will support his misguided views on manmade global warming. For many years the lies, hype, hypocrisy and hysteria surrounded by Gores fallacy of manmade global warming has done nothing but instil fear and anger into the eyes of innocent people who unfortunately, have little knowledge of our world and its state.Al gore giving his global warming talk in Mountain...Within the documentary, Al Gor e misleads his audience by presenting rather contradictory evidence that either backs up his own blatant lies or is missing vital pieces that make the puzzle and disagree with his theories. Along with providing the viewers with misleading evidence, Gore has also developed a keen likeness of emotive tactics, using many visual and audio visual techniques in an attempt to enthral you all with his utter lies and rubbish.I would first like to start of today with Al Gore's presentation of evidence, which plays a major role in his documentary. Throughout the film, Gore has used a wide range of facts, images and statistics that consequently support his own claims and inconvenient theories. However, when digging deep to find the cracks and crannies that appears in his slideshows, it is clearly evident that he has bluntly manipulated scientific proof to justify his...

A Hardbound God in Oranges Are Not the Only Fruit

A Hardbound God in Oranges Are Not the Only Fruit A woman climbs into the pulpit and begins to preach. Her words are persuasive and moving, and many believe that she speaks from the Spirit. She is a woman of faith who longs to fulfill her mother’s desire for her to become a missionary. She is smart and she is pious. And according to her congregation, she is an abomination. This gifted preacher is Jeanette, the protagonist in Jeanette Winterson’s â€Å"quirky, unconventional, and often comic† novel Oranges Are Not the Only Fruit (Merriam-Webster 1207). As was Winterson herself, the book’s protagonist is raised in a climate of religious fanaticism. Her family’s DEEDS OF THE OLD TESTAMENT tablecloth is only one indication of its unswerving devotion to biblical fundamentalism. But just as the word Bible means not â€Å"a book,† but â€Å"a collection of books,† so Oranges Are Not the Only Fruit is not a story but a collection of stories. Ranging from the wry to the fanciful, these related anecdotes tell the tale not only of Jeanette’s life, but also a tale about storytelling itself. Through the postmodern use of story frames, Winterson both constructs and deconstructs her own narrative, and in doing so, she builds Jeanette an escape hatch from the snares of religious zealotry. Oranges is a book brimming with religious symbolism. Most obviously, the chapters are built on a biblical armature, each named for a book of the Bible. In the first chapter, Genesis, Jeanette tells of her Messiah-style birth: Her mother, not wanting to conceive a child in the typical fashion, â€Å"followed a star until it came to settle above an orphanage, and in that place was a crib, and in that crib, a child. A child with too much hair† (Winterson 10). But there the symbolism only begins. Jeanette says that her mother â€Å"took the child away for seven days and seven nights† (Winterson 10). The phrase echoes a biblical passage—â€Å"So they sat down with [Job] upon the ground for seven days and seven nights† (Job 2:13)—and includes the symbolic number seven, the number of â€Å"completion and perfection† (Ferguson 154). The mystical nature of the number is of ancient origin (Sahibzada) and also occurs elsewhere in the novel, as when Past or Finch ask the young Jeanette how old she is and she replies, â€Å"Seven† (Winterson 11). â€Å"Ah, seven,† he says. â€Å"How blessed, the seven days of creation, the seven-branched candlestick, the seven seals† (Winterson 11). But also how cursed, he thunders, because â€Å"the demon can return SEVENFOLD† (Winterson 12). And indeed it does return sevenfold, according to the pastor, when Jeanette is revealed for the second time to be a lesbian (Winterson 131). At the same moment, â€Å"seven ripe oranges† appear on the windowsill (Winterson 131). Seven is also, incidentally, the number of the gifts of the Holy Spirit, of the deadly sins, and of the cardinal virtues. Some of the novel’s biblical allusions are more direct, like the amusing reference to Elsie’s three mice in a fiery cage as Shadrach, Meshach, and Abednego (Winterson 31)—three figures from the book of Daniel—and the same reference to name to the sorcerer’s three ravens (Winterson 145). But some of the book’s biblical allusions are more subtle: â€Å"And so, being sensible, the collector of curios will surround himself with dead things, and think about the past when it lived and moved and had being† (Winterson 95). The reference is to Acts: â€Å"For in him we live, and move, and have our being† (Acts 17:28). This weaving of religious words and symbols into her novel is no doubt a byproduct of Winterson’s evangelical upbringing. Her parents belonged to the Pentecostal denomination, one that believes that the Bible is literally true in all things—that it is â€Å"inerrant† (United Pentecostal Church International). In declaring the Bible inerrant, the church makes it a substitute for God—a form of idolatry called â€Å"bibliolatry† (Gomes 36). As John Shelby Spong says in his book Rescuing the Bible from Fundamentalism, this is a comforting belief: Those whose religious security is rooted in a literal Bible do not want that security disturbed. They are not happy when facts challenge their biblical understanding or when nuances in the text are introduced or when they are forced to deal with either contradictions or changing insights. The Bible, as they understand it, shares in the permanence and certainty of God, convinces them that they are right, and jus tifies the enormous fear and even negativity that lie so close to the surface in fundamentalistic religion. For biblical literalists, there is always an enemy to be defeated in mortal combat† (Spong 3). When Jeanette’s lesbian love affair with Melanie comes to light at church, Jeanette becomes an adversary in this mortal combat. Even as recently as 1977, the Pentecostal Church declared that it disapproved of â€Å"liberal groups within Christianity who are accepting ‘the so-called gay-rights movement as a legitimate lifestyle† and condemned homosexuality as â€Å"vile, unnatural, unseemly and an abomination in the sight of God† (ReligiousTolerance.org). The denomination’s words here are taken from Paul’s epistle to the Romans (Romans 1:26-27). Peter Gomes, the chaplain at Harvard College, explains views like this one in terms of fear. Fear is â€Å"at the heart of homophobia, as it was at the heart of racism,† and religion is â€Å"a moral fig leaf that [covers] naked prejudice† (Gomes 166). Gomes adds that â€Å"no credible case against homosexuality or homosexuals can be made from the Bible unless one chooses to read scriptur e in a way that simply sustains the existing prejudice against homosexuality and homosexuals. The combination of ignorance and prejudice under the guise of morality makes the religious community, and its abuse of scripture in this regard, itself morally culpable† (Gomes 147). Jeanette’s congregation responds to news of her ongoing homosexuality by rethinking her role in the church overall and prohibiting her from having â€Å"influential contact† with the other parishioners (Winterson 134). Here again, they use the Bible to support an existing prejudice: â€Å"The real problem, it seemed, was going against the teaching of St. Paul, and allowing women power in the church† (Winterson 133). The Bible does say, after all, that â€Å"it is shameful for a woman to speak in church† (1 Corinthians 14:35). Jeanette’s mother is no doubt thinking of this verse and others like it when she stands up in church and says that â€Å"the message belonged to the men† (Winterson 133). It would seem to be an occasion of moral clarity, one that would appeal to Jeanette’s mother, who â€Å"had never heard of mixed feelings. There were friends and there were enemies† (Winterson 3). And Jeanette had become the enemy. Convinced that it is possible to love another woman and God at the same time, Jeanette ultimately responds by leaving the congregation and setting out on her own. But Jeanette the character is also Jeanette the author: Winterson’s book is largely autobiographical. The author Jeanette writes a book that questions the very act of storytelling. Its postmodern conceit includes frames not only from her own life but also from the Arthurian legend and other apocryphal tales. By including these fanciful elements in her narrative, Winterson deconstructs the storytelling process and shows the hazard of believing in the inerrancy of any book. Her approach is not unlike that of Toni Morrison’s in The Bluest Eye. Morrison deconstructs the traditional â€Å"Dick and Jane† children’s story to show that it simply doesn’t apply to African-Americans (Morrison). But Winterson’s deconstruction effort extends to the Bible itself. As Spong says, â€Å"We need to be reminded that even in this modern world with its technological genius, there is still no such thing as ‘objective’ history† (Spong 37). By writing a postmodern book on a biblical armature, Winterson seems to say that the Bible itself is open to interpretation. Like her life story, the Bible is a narrative that should not be taken too literally. In doing so, Winterson exposes the gray areas of which her mother seems to be so fearful. â€Å"A major function of fundamentalist religion is to bolster deeply insecure and fearful people,† Spong says (Spong 5). But despite her ongoing religious fervor, Jeanette’s mother appears to have softened her position on her daughter’s lesbianism when Jeanette returns home at the end of the story. And Jeanette might well be grateful that being a lesbian has caused her to reexamine the fundamentalist faith she inherited from her mother: By running afoul of her Church’s Christian teaching, she rejects judgment over charity, and in the process becomes more Christian herself. A stanza from an old hymn captures this progressive notion: New occasions teach new duties, Time makes ancient good uncouth; They must upward still and onward Who would keep abreast of truth. James Russell Lowell, 1845 As Oranges comes to a close, the biblical naming of the book’s chapters is at its most poignant. Consider the familiar â€Å"Song of Ruth†: Whither thou goest, I will go; and where thou lodgest, I will lodge: thy people shall be my people, and thy God my God† (Ruth 1:16) This text, sung at so many heterosexual weddings, is a biblical song that—although few realize it—is sung by one woman to another woman. No longer wanting to pursue a traditional heterosexual marriage, Ruth says these words and persuades Naomi that they should be together. In calling this final chapter Ruth, Winterson sheds new light on the notion of biblical literalism. Jeanette’s mother had hoped her daughter would become a missionary, and so she does—a missionary for understanding. WORKS CITED Gomes, Peter J. The Good Book: Reading the Bible with Mind and Heart. New York: Wiliam Morrow and Company, Inc., 1996. Merriam-Webster’s Encyclopedia of Literature. Springfield, Massachusetts: Merriam-Wester, Inc., 1995. Morrison, Toni. The Bluest Eye. New York: Plume, 1994. ReligiousTolerance.org. â€Å"Homosexuality and the Pentecostal Movement.† www.religioustolerance.org/hom_upci.htm. Accessed May 8, 2003. Sahibzada, Mahnaz. â€Å"The Symbolism of the Number Seven in Islamic Culture and Rituals.† www.wadsworth.com/religion_d/special_features/ symbols/islamic.html. Accessed May 8, 2003. Spong, John Shelby. Rescuing the Bible From Fundamentalism: A Bishop Rethinks the Meaning of Scripture. San Francisco: HarperCollins, 1991. United Pentecostal Church International. www.upci.org. Accessed May 8, 2003.

Postmodernism in European and American history Essay

Postmodernism in European and American history - Essay Example The essay "Postmodernism in European and American History" focuses on postmodernist features and how they are recognizable in the contemporary society. Modernism lasted till the World War II and was superseded by a new movement called Postmodernism. Postmodernism is a diverse set of ideas, concepts, models, that emerged â€Å"as a reaction against modernism or as a natural evolution of modernism† in the 1950s after the Second World War. Postmodernist concepts not only projected themselves in the fields of art and literature but also in other areas like architecture, sociology, technology, economics, religion, and communication, thereby on the whole of the society. This influence of postmodernism is continuing even now and so this paper will analyze how the postmodernist features are still recognizable in the contemporary society, from the perspectives of postmodernist thinkers. Jean Baudrillard, French sociologist and a leading postmodernist thinker, was well known for his med ia related theory of â€Å"hyperreality† and â€Å"Simulation†, and how it impacts the society. According to Baudrillard, because of hyperreality created by the media, people in the society are not able to tell what is reality? what is fiction or what is created? It is a â€Å"theory that modern man can no longer tell what reality is because he has become lost in a world of "simulacra", images and signs created and presented as "real" by the mass media†.Baudrillard further argues that mass media has taken the role of ‘God’.