Evaluating the information system needs and requirement for golden fleece hotel and developing strategic information system plan The WritePass Journal

Evaluating the information system needs and requirement for golden fleece hotel and developing strategic information system plan Executive Summary Evaluating the information system needs and requirement for golden fleece hotel and developing strategic information system plan Executive SummaryIntroductionBackgroundReview of Problem EvaluationBenefits of IS Strategic PlanConclusionRecommendationsWhy SWOT Analysis?Why Critical Success Factor (CSF) Analysis?Recommendations on IT InfrastructureRelated Executive Summary This project is designed to get in detail from survey and past relevant literature the impacts of Information System(IS) adoption in sponsoring company and be able to produce a report that will help in advising the   management and the owner of Golden Fleece Hotel (GFH) on the feasibility of the IS in their business and proffer a recommendation on the adoption of the IS strategy. Currently, the sponsoring company has not employed any form of IS strategy in their business activities. They currently depend on the traditional (face-to-face) business means. However, the management have decided to take step forward in expanding their business, on that process this project has been requested by GFH owner and the manager with the aim of getting decision management support. The data gathering of this project will be through survey such as research of relevant academic literatures such as journals and books. Subsequently, the collected data will be analyse and produce a clear and relevant management supporting report which will help to solve the real life problem. Introduction In the history, the relationship between an organizations strategic plan and information systems (IS) was of little importance to the organizations management as information systems were seen as the same with data processing concerning corporate issues and it was systematical placed as a back-room operation for the running of everyday tasks. However, in current times, information systems has become an essential part for the management of organizations, thus there has been an increasing realization for the incorporation of information systems into the strategic planning of organizations. This is because, information systems and information technology (IT) enable organizations flourish – as it helps organizations grow in scope, offer improved services and innovative products. However, the development of a strategic IS plan concentrates on identifying the most appropriate IS for an organization and the implementation plan with its main objective to ensure the alignment of the current business strategy with a new IS strategy (Earl, 2003). Additionally, a strategic IS plan can be interpreted as a formal exercise, where successions of consistent steps are embarked on, which results in the definition of IS requirements as well as the identification of a lasting strategy.   This project will avail Golden Fleece Hotel (GFH) the case study of this project, with a framework focused on enhancing GFHs future and at the same time, provide GFH with technological infrastructures that will support the business to cope with business changes. Thus, the next chapter comprises of a review of certain aspects of this project, such as the sponsor’s details, overview of research chapter, the objective, scope and structure of the project. Background The project sponsor is Golden Fleece Hotel; a privately-owned Hotel (Medium Enterprise) that provides full hotel services such as reservation, restaurant and client services. The hotel was founded in the year 1999 in South Yorkshire and provides catering to customers in two basic group- business people and pleasure travelers that wanted a more personal hotel experience. The hotel’s top management team comprises of two (2) persons – the owner and the Manager. The hotel has four (4) main Units: Restaurant/Catering, Housekeeping, Reservation and Client Services.   Despite the size of the hotel, GFH still operates business in a traditional manner with poor information technology (IT) infrastructure for their business processes. The hotel does not have any form of electronic commerce (e-commerce) system like website and online transaction support system. However, they always fill a paper card any time they need to get their customers details as a means of making reservatio n and showing of their business services. In order to fit well in today’s dynamic information era, GFH plans to increase its business operations and services so as to respond to the needs of their customers and the changing situation of their business. Review of Problem Currently, GFH is not conducting business in modern way, they still work manually. This shows that majority of their business with customers are always carried out in person or through paper works. However, GFH have a substantial amount of customers that want to contact or make reservations with them in modern way (via internet), but GFH do not have the technological infrastructure to connect with its clients. They have a number of employees that are lacking significantly in IT and technical skills, for this reason this made GFH ability not to achieve its desired goals and objectives. Finally, GFH has no formal IS strategic plan to define its management activities that will enable the business achieve its business objective. Additionally, the research into the development of IS strategic plan will be evaluated and reviewed to allow the selection of the suitable methodology(s) for the development of the plan for GFH. However, the next chapter covers the evaluation of the project succe ss. Evaluation From the literature, different development methodologies have different foci and structure; hence leading to different planning or development methodologies for SISP. For instance, Porter’s Value Chain Analysis (VCA) and Critical Success Factors (CSF) methods; the VCA focuses on events that concern adding direct value to an organization while CSF ensures the concentration of the vital requirements concerning the IS need of an organization. Both methods have different structure and focus. However, as VCA focuses on adding direct value, it consequently puts IS straight into the domain of adding value to the organization instead of cutting cost. Practically, VCA simply offers organizations a model that covers advanced level information, but on the other hand, fails to tackle issues concerning the development and application of the plan. Nonetheless, Porter (2001) argued that in order to ensure success in the application of the plan, organizations need to formulate their business strategy in a way that integrates either cost leadership, market differentiation or focus in an appropriate way to attain a viable long-term competitive lead in their preferred market area. However, Kim and Mauborgne (2005) argued that Porter’s value chain model is not the only alternative for organization, as it concentrates solely on internal processes as an alternative to data, thus it does not properly outline the data structure required by the organization. They argued further that an alternate way to achieve the SISP implementation success with profits and high growth as well as gaining a competitive edge, is for organizations to create a Blue Ocean Strategy that goes beyond Porters model by concurrently pursuing both the low cost and differentiation strategy at once. For instance, DELL Computers had an initial strategy to sell directly to the customers at a lower price, thus making their service distinctive from other competitors. They also provided a toll-free telephone number and special (online) features or enhancement in their services as they allowed direct interaction with their clients which helped them understand their client requirements better. However, Pant and Hsu (1995) advised that it is essential for Porter’s VCA to be implemented in combination with selected methods that will tackle issues concerning the development and application of the plan as well as outline the right data structure. Similarly, the CSF is thought to be useful, as it enables the development of IS around the success factor and is a method extensively used (Seddon, et al. 2002), but conversely a comprehensive strategic IS plan cannot be performed with it – as there is no definition for the data architecture (Pant Hsu, 1995). Nonetheless, this is not to say that the CSF method cannot be used for SISP development, because in the case of GFH, it could serve its purpose as CSF analysis is easily performed as well as conducted with little resources. Similarly, the SWOT analysis requires little resources and typically reflects an individuals current position and perspective of the organization involved in the analysis. However, this perspective can be misrepresented to explain an earlier decided course of action instead of being used as a method to uncover new possibilities. Also, the threats from a SWOT analysis could be seen as opportunities, however, it depends on the persons or groups involved in the analysis. However, in the case of GFH, the synergy of strategies will not guarantee success for the organization, but in accordance with Mentzas (1997) viewpoint of SISP development, a multi-phase study of GFH business should be conducted before the implementation of a strategic IS plan – so that the synergy of strategies can enhance the organization. Basically, the multi-phase studies are considerations that concern the environment of an organization as well as the alignment that should accompany the configuration of GFHs environment with the business strategy of GFH. However, the stages of the multi-phase study suggested by Mentzas does not cover difficult organizational phenomena that are swayed by human factors; thus it scarcely covers the human aspects, underlying forces and contextual realities concerning the development of a strategic IS plan (Lindsay, 2003). Nevertheless, this is not to imply that the strategies/models in this literature cannot be used for the development process of a strategic IS plan. They can be used in an organized way that enables each strategy look after the lapses of the other strategies; just as Earl’s advocated the use of multiple methodologies for the development an information systems strategy; and in accordance with the findings from Meckel et al., (2004) survey, Small Medium Enterprises use a combination of methods/methodologies to develop their strategies for the enhancement of their business. Thus, developing an IS strategy for GFH may involve the use of multiple methodologies, with the aim of evolving IS into the products/services of GFH as well as creating new strategic opportunities through the use of IS. However, the level and type of strategy to implement is normally determined by the significance of information systems to the organization, the nature of the organization, and the organizationâ €™s current environment (Robson, 1997). Consequently, the formation of an IS strategy for GFH will involve essential factors for instance organizational structure, culture, the business strategy, technical infrastructure containing the availability of technical skills as well as the perceptions and prospects of employees; thus, highlighting the dynamic nature and requirements of an information systems strategy. However, the formation of an information systems strategy is subjected to continuous modification as the interest and perceptions of the main groups and actors involved in the development process changes (Walsham Waema, 1994). Nonetheless, the methodology(s) that will be used to develop a strategic IS plan for GFH will focus not only on being conceptual or managerial but on the environment and suitability of IS in GFH. Benefits of IS Strategic Plan Brown (2005) suggested that recognizing and understanding the importance of information systems for an organization is essential to ensure that information systems are implemented strategically. However, an important benefit of IS strategic plan for GFH will be novelty, because it will create value for the business. Fundamentally, introducing new technologies in an organization is simply associated with novelty (Power, 2006). Furthermore, Information System strategic plan will assist GFH to develop new standards for their business, increase the throughput of employees, reduce operations costs, and encourage collaboration within and outside the business plus improving customer satisfaction and services (Shore, 2006). Practically, integrating IS into GFH will bring benefits of effectual communication between them and their customers, because it will conquer the concerns of culture, time and distance. Furthermore, with the help of databases, the business associates of GFH will enhanced consistency and support in relation to collaboration. Essentially, the reason why most organizations adopt Information System is to move their business into the international space of competitiveness, since information systems helps and supports such ambitions (Ward Peppard, 2003; Applegate et al., 2008). Though, information systems benefits can be categorized as tactical, strategic and operational where measurements concerning tangible and intangible are classified under operational (Turban et al., 2005). But, the tangible benefits GFH will achieve from implementing IS strategic plan which comprise – the inventory reduction and improvement in productivity. Whereas the intangible benefits include innovative or enhanced processes and standardization in relation to systems integration (Turban et al., 2005). Nevertheless, GFH will also achieve some strategic benefits like there will be increased in growth; market share and leadership will improve competitive advantage. Conclusion The aim of this project was to develop a strategic IS plan for GFH. However, the SWOT and CSF analysis was used to critically evaluate both the internal and external environment of GFH. Additionally, in relations to the theories and processes of IS strategic plan discussed in the literature review, a good integration was developed to ensure that the literature review theories and processes were implemented in the practical elements of the project, as the processes and methodologies for developing a strategic IS plan was followed. Also, GFH’s business operations were evaluated and its business plan aligned with the recommended IS strategies by means of the CSF analysis. Moreover, the content of the literature review served as a guideline for the development of the entire strategic IS plan. Therefore, this goes to prove that the content in the literature review was comprehensively integrated into the project’s practical elements. Nonetheless, the information systems were basically recommended to completely support the business strategies of GFH, as detailed implementation plan was proposed. Nevertheless, the SWOT and CSF analysis was used to significantly evaluate both the internal and external environment of GFH and therefore, one can say that the product delivered to GFH satisfied the scope of GFH’s requirements. Recommendations Practically, todays’ operational effectiveness and efficiency in most organizations can be seen as a strategic plan. This means that it’s possible for an organizations strategic plan to arise from anywhere, anybody, or from comprehensive planning as well as from trial and error. However, strategic thinking is the best way of doing things as strategic planning and the synthesis involved are simply contributors of the entire strategic development phenomenon. Nevertheless, from the literature covered, selecting methodology for an organization like GFH is determined through the suitability of the methodology into the organizations situation. Additionally, the literature in this chapter has shown that it will be difficult for one methodology to completely support the full analysis, development and implementation of a strategic IS plan. Therefore, I will apply or use the strategy that allows the use of multiple SISP methodologies. In other words, I will choose a number of methodologies used by SMEs from the findings of Meckel et al., (2004) survey to formulate a strategic IS plan for GFH. Moreover, during the selection of methodology, it is important to think through the amount of resources made accessible for the development phase. Thus, a resource issue for the development phase of is the confinement of time and man power for the SISP development. As a result, the SWOT analysis will be used in the formation of an IS strategy for GFH, as it requires little man power and the time duration required for its development is minimal. In addition, the SWOT analysis is simpler and straightforward when compared with Porter’s Five Forces analysis. In addition, the CSF analysis will also be used for integrating the business-IS strategy and the identification of information systems requirements. This method will be used, as it focuses on the information necessity, which is required by GFH. Why SWOT Analysis? This methodology SWOT analysis was carefully chosen to enable the evaluation of GFH’s strength and weakness as well as their opportunities and threats. Basically, in relations to the strength and weakness, emphasis will be on the internal environment while for the opportunities and threats, emphasis will be on the external environment. However, the primary aim of the SWOT analysis is to attain continuous competitive advantages for GFH through the implementation of strategies that use the internal strengths of GFH, by reacting to the environmental opportunities, and simultaneously reducing the effect of external threat as well as circumventing the internal weakness of the company. Consequently, enabling SWOT analysis to produce a comprehensive plan, as the threats and weaknesses established in the SWOT analysis will be prevented. On the other hand, SWOT analysis can allow an organization to use a lazy course by looking for strengths that fit opportunities and overlook the oppo rtunities that they feel cannot be used to their advantage. However, in order to avoid this lazy approach, the SWOT analysis would be used to identify the best opportunities for GFH and then plans will be in place to stretch GFH to ensure that they meet these opportunities. Nonetheless, the assessment area in relation to SWOT analysis is greater than that of Porters Value Chain Analysis for the reason that SWOT concentrations on both the internal and external environment of an organization, whereas Porters Value Chain concentrates only on the internal environment; thus offering more advantages when compared with Porters Five Forces. Furthermore, the assessment area of SWOT concerning the internal environment of GFH will lead to the identification of certain areas that will lead to exceptional accomplishments as well as critical failure features in GFH. This analysis will aid GFH maximize the strong elements/factors they have and avoid areas of weakness during decision making. Also, the assessment area in relation to the external factor will provide GFH the ability to analyze the external openings and threats concerning their competitors as well as creating a better understanding of customers needs, thus allowing GFH to assert itself properly in the mar ketplace and encourage the exploration of prospective strategic options (Robert, 2004). However, to portray a perfect picture of the SWOT analysis, Robson (1997) developed the SWOT matrix together with four kinds of exposures for risk that are incorporated into the SWOT matrix. The matrix shows the kind of reactions that may well be suitable to cope with every risk. A sample SWOT matrix and likely reactions are presented in Figure 6. Practically, from figure 1, the use of the SWOT matrix makes SWOT analysis easier to decide which task should be prioritized when compared to Porters Value Chain analysis or Five Force. Basically, the SWOT matrix makes it possible to identify possible risks visible in information systems and recognize ways to reaction to the risk. Why Critical Success Factor (CSF) Analysis? This methodology, CSF analysis consists of a set of factors that include expertise and responsibilities that are considered as very important factors for the continuous success of an organization. Basically, CSFs are a small number of things that need to work aptly to make certain of an organization’s continued existence and success in the marketplace (Turban, et al., 2005). However, in the case of GFH, CSF analysis will help GFH enhance its business – as it will ensure information systems aid the business strategy of GFH by determining essential information requirement and activities that for the IS plan. According to Peffers and Gengler (2003), the CSF analysis of an organization centers on the fundamental scopes of anticipated performance of the organization. Hence, the CSF analysis will provide GFH with an improved understanding of the required strategic information for the future of the business. Practically, the CSF analysis of GFH will examine the business objectives and ascertain the necessary elements that are needed for every objective. Afterwards, the necessary IS required to help the CSFs sustain GFHs business growth and success is identified. Consequently, by achieving the CSF analysis, GFH will be able to position itself properly in the marketplace (Ward Peppard, 2003). Therefore, it is essential for GFH to constantly monitor all the CSF, to make certain their performance is up to standard. In addition, the CSF analysis will provides real support for the development of a strategic IS plan, as it focuses on key activities for business success as a result preventing any focus on trivial activities. Furthermore, it enables proper allocation of resources to key areas of the business during the development of a strategic IS plan (Avison Fitzgerald, 2003). Recommendations on IT Infrastructure The recommendations and design of the functional structure of the future information technology (IT) department and conceptual technical architecture of the future information technology (IT) department of GFH was proposed to help GFH overcome the difficulties they face. As stated in the case study, the main concern at the moment is incorporating networking functions into the business activities of GFH to lessen their manual processes. Basically, GFH will use the strategy of e-vision opportunities, e-marketing and e-operations. As implementing the e-vision opportunity will entail using innovative business ideas like changing their normal manual processes of manually booking from customers and keeping physical records of customers. They should be able to automate these processes by using a computerized system electronic booking processing system for booking accommodation. This way, GFH will be able to generate a method of understanding the needs of customers and it will also ensure t hat there is a surge in the effectiveness and efficiency of the processes at GFH. Similarly, GFH can also implement the e-marketing strategy by moving most of it business activities to the internet, so that they will be able to maximize customer interaction at GFH. This is achievable, since the automated systems in place. Practically, with the automated system, it will change certain functions at GFH and drive GFH towards web-based creativity; hence the e- marketing opportunity will be applied in the process as it’s connected to customer interaction that centers on the use of web-based creativity to change the strategic technique used to interact with customers. Lastly, the e-operation opportunity should be used to transform GFH strategy for business by using web technology to enhance the operations of GFH. In addition, GFH will be able to develop an electronic database for customer to amass details or information concerning their booking. Thus the recommendation for this aspect of the network an activity of GFH is that a new and dedicated server should be installed to sustain better and faster networking activities. The system should be able to monitor the speed of the network and the network usages as well as the number of users at any particular time. Furthermore, for security purposes, the installation of firewall is a must to ensure that the network packages are filtered. Also, a firewall will stop any outside virus from attacking the new network system. Furthermore, GFH will be saving or cutting operations cost by adopting a printer sharing strategy; where the printers will be programmed to run as network printers, therefore supporting any printing requirement from different departments within GFH. However, the future functional structure for the IT department will be designed to ensure that GFH is able to deliver reliable services on a regular basis to its customers. The new functional structure will allow GFH practice appropriate configuration management in supporting all of its IT applications/services. Evaluating the information system needs and requirement for golden fleece hotel and developing strategic information system plan Executive Summary Evaluating the information system needs and requirement for golden fleece hotel and developing strategic information system plan Executive SummaryIntroductionBackgroundReview of Problem EvaluationBenefits of IS Strategic PlanConclusionRecommendationsWhy SWOT Analysis?Why Critical Success Factor (CSF) Analysis?Recommendations on IT InfrastructureReferencesRelated Executive Summary This project is designed to get in detail from survey and past relevant literature the impacts of Information System(IS) adoption in sponsoring company and be able to produce a report that will help in advising the   management and the owner of Golden Fleece Hotel (GFH) on the feasibility of the IS in their business and proffer a recommendation on the adoption of the IS strategy. Currently, the sponsoring company has not employed any form of IS strategy in their business activities. They currently depend on the traditional (face-to-face) business means. However, the management have decided to take step forward in expanding their business, on that process this project has been requested by GFH owner and the manager with the aim of getting decision management support. The data gathering of this project will be through survey such as research of relevant academic literatures such as journals and books. Subsequently, the collected data will be analyse and produce a clear and relevant management supporting report which will help to solve the real life problem. Introduction In the history, the relationship between an organizations strategic plan and information systems (IS) was of little importance to the organizations management – as information systems were seen as the same with data processing concerning corporate issues and it was systematical placed as a back-room operation for the running of everyday tasks. However, in current times, information systems has become an essential part for the management of organizations, thus there has been an increasing realization for the incorporation of information systems into the strategic planning of organizations. This is because, information systems and information technology (IT) enable organizations flourish – as it helps organizations grow in scope, offer improved services and innovative products. However, the development of a strategic IS plan concentrates on identifying the most appropriate IS for an organization and the implementation plan – with its main objective to ensure the alignment of the current business strategy with a new IS strategy (Earl, 2003). Additionally, a strategic IS plan can be interpreted as a formal exercise, where successions of consistent steps are embarked on, which results in the definition of IS requirements as well as the identification of a lasting strategy.   This project will avail Golden Fleece Hotel (GFH) – the case study of this project, with a framework focused on enhancing GFHs future and at the same time, provide GFH with technological infrastructures that will support the business to cope with business changes. Thus, the next chapter comprises of a review of certain aspects of this project, such as the sponsor’s details, overview of research chapter, the objective, scope and structure of the project. Background The project sponsor is Golden Fleece Hotel; a privately-owned Hotel (Medium Enterprise) that provides full hotel services such as reservation, restaurant and client services. The hotel was founded in the year 1999 in South Yorkshire and provides catering to customers in two basic group- business people and pleasure travelers that wanted a more personal hotel experience. The hotel’s top management team comprises of two (2) persons – the owner and the Manager. The hotel has four (4) main Units: Restaurant/Catering, Housekeeping, Reservation and Client Services.   Despite the size of the hotel, GFH still operates business in a traditional manner with poor information technology (IT) infrastructure for their business processes. The hotel does not have any form of electronic commerce (e-commerce) system like website and online transaction support system. However, they always fill a paper card any time they need to get their customers details as a means of making reservatio n and showing of their business services. In order to fit well in today’s dynamic information era, GFH plans to increase its business operations and services so as to respond to the needs of their customers and the changing situation of their business. Review of Problem Currently, GFH is not conducting business in modern way, they still work manually. This shows that majority of their business with customers are always carried out in person or through paper works. However, GFH have a substantial amount of customers that want to contact or make reservations with them in modern way (via internet), but GFH do not have the technological infrastructure to connect with its clients. They have a number of employees that are lacking significantly in IT and technical skills, for this reason this made GFH ability not to achieve its desired goals and objectives. Finally, GFH has no formal IS strategic plan to define its management activities that will enable the business achieve its business objective. Additionally, the research into the development of IS strategic plan will be evaluated and reviewed to allow the selection of the suitable methodology(s) for the development of the plan for GFH. However, the next chapter covers the evaluation of the project succe ss. Evaluation From the literature, different development methodologies have different foci and structure; hence leading to different planning or development methodologies for SISP. For instance, Porter’s Value Chain Analysis (VCA) and Critical Success Factors (CSF) methods; the VCA focuses on events that concern adding direct value to an organization while CSF ensures the concentration of the vital requirements concerning the IS need of an organization. Both methods have different structure and focus. However, as VCA focuses on adding direct value, it consequently puts IS straight into the domain of adding value to the organization instead of cutting cost. Practically, VCA simply offers organizations a model that covers advanced level information, but on the other hand, fails to tackle issues concerning the development and application of the plan. Nonetheless, Porter (2001) argued that in order to ensure success in the application of the plan, organizations need to formulate their business strategy in a way that integrates either cost leadership, market differentiation or focus in an appropriate way to attain a viable long-term competitive lead in their preferred market area. However, Kim and Mauborgne (2005) argued that Porter’s value chain model is not the only alternative for organization, as it concentrates solely on internal processes as an alternative to data, thus it does not properly outline the data structure required by the organization. They argued further â€⠀œ that an alternate way to achieve the SISP implementation success with profits and high growth as well as gaining a competitive edge, is for organizations to create a Blue Ocean Strategy that goes beyond Porters model – by concurrently pursuing both the low cost and differentiation strategy at once. For instance, DELL Computers had an initial strategy to sell directly to the customers at a lower price, thus making their service distinctive from other competitors. They also provided a toll-free telephone number and special (online) features or enhancement in their services as they allowed direct interaction with their clients which helped them understand their client requirements better. However, Pant and Hsu (1995) advised that it is essential for Porter’s VCA to be implemented in combination with selected methods that will tackle issues concerning the development and application of the plan as well as outline the right data structure. Similarly, the CSF is thought to be useful, as it enables the development of IS around the success factor and is a method extensively used (Seddon, et al. 2002), but conversely a comprehensive strategic IS plan cannot be performed with it – as there is no definition for the data architecture (Pant Hsu, 1995). Nonetheless, this is not to say that the CSF method cannot be used for SISP development, because in the case of GFH, it could serve its purpose as CSF analysis is easily performed as well as conducted with little resources. Similarly, the SWOT analysis requires little resources and typically reflects an individual’s current position and perspective of the organization involved in the analysis. However, this perspective can be misrepresented to explain an earlier decided course of action instead of being used as a method to uncover new possibilities. Also, the threats from a SWOT analysis could be seen as opportunities, however, it depends on the persons or groups involved in the analysis. However, in the case of GFH, the synergy of strategies will not guarantee success for the organization, but in accordance with Mentzas (1997) viewpoint of SISP development, a multi-phase study of GFH business should be conducted before the implementation of a strategic IS plan – so that the synergy of strategies can enhance the organization. Basically, the multi-phase studies are considerations that concern the environment of an organization as well as the alignment that should accompany the configuration of GFHs environment with the business strategy of GFH. However, the stages of the multi-phase study suggested by Mentzas does not cover difficult organizational phenomena that are swayed by human factors; thus it scarcely covers the human aspects, underlying forces and contextual realities concerning the development of a strategic IS plan (Lindsay, 2003). Nevertheless, this is not to imply that the strategies/models in this literature cannot be used for the development process of a strategic IS plan. They can be used in an organized way that enables each strategy look after the lapses of the other strategies; just as Earl’s advocated the use of multiple methodologies for the development an information systems strategy; and in accordance with the findings from Meckel et al., (2004) survey, Small Medium Enterprises use a combination of methods/methodologies to develop their strategies for the enhancement of their business. Thus, developing an IS strategy for GFH may involve the use of multiple methodologies, with the aim of evolving IS into the products/services of GFH as well as creating new strategic opportunities through the use of IS. However, the level and type of strategy to implement is normally determined by the significance of information systems to the organization, the nature of the organization, and the organizationâ €™s current environment (Robson, 1997). Consequently, the formation of an IS strategy for GFH will involve essential factors – for instance organizational structure, culture, the business strategy, technical infrastructure containing the availability of technical skills as well as the perceptions and prospects of employees; thus, highlighting the dynamic nature and requirements of an information systems strategy. However, the formation of an information systems strategy is subjected to continuous modification – as the interest and perceptions of the main groups and actors involved in the development process changes (Walsham Waema, 1994). Nonetheless, the methodology(s) that will be used to develop a strategic IS plan for GFH will focus not only on being conceptual or managerial but on the environment and suitability of IS in GFH. Benefits of IS Strategic Plan Brown (2005) suggested that recognizing and understanding the importance of information systems for an organization is essential to ensure that information systems are implemented strategically. However, an important benefit of IS strategic plan for GFH will be novelty, because it will create value for the business. Fundamentally, introducing new technologies in an organization is simply associated with novelty (Power, 2006). Furthermore, Information System strategic plan will assist GFH to develop new standards for their business, increase the throughput of employees, reduce operations costs, and encourage collaboration within and outside the business plus improving customer satisfaction and services (Shore, 2006). Practically, integrating IS into GFH will bring benefits of effectual communication between them and their customers, because it will conquer the concerns of culture, time and distance. Furthermore, with the help of databases, the business associates of GFH will enhanced consistency and support in relation to collaboration. Essentially, the reason why most organizations adopt Information System is to move their business into the international space of competitiveness, since information systems helps and supports such ambitions (Ward Peppard, 2003; Applegate et al., 2008). Though, information systems benefits can be categorized as tactical, strategic and operational – where measurements concerning tangible and intangible are classified under operational (Turban et al., 2005). But, the tangible benefits GFH will achieve from implementing IS strategic plan which comprise – the inventory reduction and improvement in productivity. Whereas the intangible benefits include innovative or enhanced processes and standardization in relation to systems integration (Turban et al., 2005). Nevertheless, GFH will also achieve some strategic benefits like there will be increased in growth; market share and leadership will improve competitive advantage. Conclusion The aim of this project was to develop a strategic IS plan for GFH. However, the SWOT and CSF analysis was used to critically evaluate both the internal and external environment of GFH. Additionally, in relations to the theories and processes of IS strategic plan discussed in the literature review, a good integration was developed to ensure that the literature review theories and processes were implemented in the practical elements of the project, as the processes and methodologies for developing a strategic IS plan was followed. Also, GFH’s business operations were evaluated and its business plan aligned with the recommended IS strategies by means of the CSF analysis. Moreover, the content of the literature review served as a guideline for the development of the entire strategic IS plan. Therefore, this goes to prove that the content in the literature review was comprehensively integrated into the project’s practical elements. Nonetheless, the information systems were basically recommended to completely support the business strategies of GFH, as detailed implementation plan was proposed. Nevertheless, the SWOT and CSF analysis was used to significantly evaluate both the internal and external environment of GFH and therefore, one can say that the product delivered to GFH satisfied the scope of GFH’s requirements. Recommendations Practically, todays’ operational effectiveness and efficiency in most organizations can be seen as a strategic plan. This means that it’s possible for an organizations strategic plan to arise from anywhere, anybody, or from comprehensive planning as well as from trial and error. However, strategic thinking is the best way of doing things as strategic planning and the synthesis involved are simply contributors of the entire strategic development phenomenon. Nevertheless, from the literature covered, selecting methodology for an organization like GFH is determined through the suitability of the methodology into the organizations situation. Additionally, the literature in this chapter has shown that it will be difficult for one methodology to completely support the full analysis, development and implementation of a strategic IS plan. Therefore, I will apply or use the strategy that allows the use of multiple SISP methodologies. In other words, I will choose a number of methodologies used by SMEs from the findings of Meckel et al., (2004) survey to formulate a strategic IS plan for GFH. Moreover, during the selection of methodology, it is important to think through the amount of resources made accessible for the development phase. Thus, a resource issue for the development phase of is the confinement of time and man power for the SISP development. As a result, the SWOT analysis will be used in the formation of an IS strategy for GFH, as it requires little man power and the time duration required for its development is minimal. In addition, the SWOT analysis is simpler and straightforward when compared with Porter’s Five Forces analysis. In addition, the CSF analysis will also be used for integrating the business-IS strategy and the identification of information systems requirements. This method will be used, as it focuses on the information necessity, which is required by GFH. Why SWOT Analysis? This methodology – SWOT analysis was carefully chosen to enable the evaluation of GFH’s strength and weakness as well as their opportunities and threats. Basically, in relations to the strength and weakness, emphasis will be on the internal environment while for the opportunities and threats, emphasis will be on the external environment. However, the primary aim of the SWOT analysis is to attain continuous competitive advantages for GFH through the implementation of strategies that use the internal strengths of GFH, by reacting to the environmental opportunities, and simultaneously reducing the effect of external threat as well as circumventing the internal weakness of the company. Consequently, enabling SWOT analysis to produce a comprehensive plan, as the threats and weaknesses established in the SWOT analysis will be prevented. On the other hand, SWOT analysis can allow an organization to use a lazy course by looking for strengths that fit opportunities and overlook the opportunities that they feel cannot be used to their advantage. However, in order to avoid this lazy approach, the SWOT analysis would be used to identify the best opportunities for GFH and then plans will be in place to stretch GFH to ensure that they meet these opportunities. Nonetheless, the assessment area in relation to SWOT analysis is greater than that of Porters Value Chain Analysis – for the reason that SWOT concentrations on both the internal and external environment of an organization, whereas Porters Value Chain concentrates only on the internal environment; thus offering more advantages when compared with Porters Five Forces. Furthermore, the assessment area of SWOT concerning the internal environment of GFH will lead to the identification of certain areas that will lead to exceptional accomplishments as well as critical failure features in GFH. This analysis will aid GFH maximize the strong elements/factors they have and avoid areas of weakness during decision making. Also, the assessment area in relation to the external factor will provide GFH the ability to analyze the external openings and threats concerning their competitors as well as creating a better understanding of customers needs, thus allowing GFH to assert itself properly in the marketplace and encourage the exploration of prospective strategic options (Robert, 2004). However, to portray a perfect picture of the SWOT analysis, Robson (1997) developed the SWOT matrix together with four kinds of exposures for risk that are incorporated into the SWOT matrix. The matrix shows the kind of reactions that may well be suitable to cope with every risk. A sample SWOT matrix and likely reactions are presented in Figure 6. Practically, from figure 1, the use of the SWOT matrix makes SWOT analysis easier to decide which task should be prioritized when compared to Porters Value Chain analysis or Five Force. Basically, the SWOT matrix makes it possible to identify possible risks visible in information systems and recognize ways to reaction to the risk. Why Critical Success Factor (CSF) Analysis? This methodology, CSF analysis – consists of a set of factors that include expertise and responsibilities that are considered as very important factors for the continuous success of an organization. Basically, CSFs are a small number of things that need to work aptly to make certain of an organization’s continued existence and success in the marketplace (Turban, et al., 2005). However, in the case of GFH, CSF analysis will help GFH enhance its business – as it will ensure information systems aid the business strategy of GFH by determining essential information requirement and activities that for the IS plan. According to Peffers and Gengler (2003), the CSF analysis of an organization centers on the fundamental scopes of anticipated performance of the organization. Hence, the CSF analysis will provide GFH with an improved understanding of the required strategic information for the future of the business. Practically, the CSF analysis of GFH will examine the business objectives and ascertain the necessary elements that are needed for every objective. Afterwards, the necessary IS required to help the CSFs sustain GFHs business growth and success is identified. Consequently, by achieving the CSF analysis, GFH will be able to position itself properly in the marketplace (Ward Peppard, 2003). Therefore, it is essential for GFH to constantly monitor all the CSF, to make certain their performance is up to standard. In addition, the CSF analysis will provides real support for the development of a strategic IS plan, as it focuses on key activities for business success – as a result preventing any focus on trivial activities. Furthermore, it enables proper allocation of resources to key areas of the business during the development of a strategic IS plan (Avison Fitzgerald, 2003). Recommendations on IT Infrastructure The recommendations and design of the functional structure of the future information technology (IT) department and conceptual technical architecture of the future information technology (IT) department of GFH was proposed to help GFH overcome the difficulties they face. As stated in the case study, the main concern at the moment is incorporating networking functions into the business activities of GFH to lessen their manual processes. Basically, GFH will use the strategy of e-vision opportunities, e-marketing and e-operations. As implementing the e-vision opportunity will entail using innovative business ideas like changing their normal manual processes of manually booking from customers and keeping physical records of customers. They should be able to automate these processes by using a computerized system – electronic booking processing system for booking accommodation. This way, GFH will be able to generate a method of understanding the needs of customers and it will also ensure that there is a surge in the effectiveness and efficiency of the processes at GFH. Similarly, GFH can also implement the e-marketing strategy by moving most of it business activities to the internet, so that they will be able to maximize customer interaction at GFH. This is achievable, since the automated systems in place. Practically, with the automated system, it will change certain functions at GFH and drive GFH towards web-based creativity; hence the e- marketing opportunity will be applied in the process as it’s connected to customer interaction that centers on the use of web-based creativity to change the strategic technique used to interact with customers. Lastly, the e-operation opportunity should be used to transform GFH strategy for business by using web technology to enhance the operations of GFH. In addition, GFH will be able to develop an electronic database for customer to amass details or information concerning their booking. Thus the recommendation for this aspect of the network an activity of GFH is that a new and dedicated server should be installed to sustain better and faster networking activities. The system should be able to monitor the speed of the network and the network usages as well as the number of users at any particular time. Furthermore, for security purposes, the installation of firewall is a must to ensure that the network packages are filtered. Also, a firewall will stop any outside virus from attacking the new network system. Furthermore, GFH will be saving or cutting operations cost by adopting a printer sharing strategy; where the printers will be programmed to run as network printers, therefore supporting any printing requirement from different departments within GFH. However, the future functional structure for the IT department will be designed to ensure that GFH is able to deliver reliable services on a regular basis to its customers. The new functional structure will allow GFH practice appropriate configuration management in supporting all of its IT applications/services. References

Creole linguistics Essay Example | Topics and Well Written Essays - 500 words - 1

Creole linguistics - Essay Example Further studies shows that they have some aspects of their source grammar, however. Caribbean writer Kamau Brathwaite introduced the term creolisation and since then, both Caribbean and non Caribbean researchers have begun a quest for further studies. Rex Nettleford, Sidney Mintz and Sally Price are some of the persons who have made contributions. Creole has become field of study in linguistics and in the region as well. The definition of creole varies. Its meaning can range from language type to cultural and racial identification. To arrive at a basic definition one has to examine the historical nature. Many writers have theorized the origin of the term creole. Some claim that it is connected to Spanish and or Portuguese language while others trace it back to Africa. There exists a common pattern, however, in creolisation. Creole has also a racial and cultural connotation. In the nineteenth century creole could mean a white person born outside of Europe in the colonies. It could also refer to a Jamaican, or also a person of mixed race. There were also negative attitudes towards creoles. Some whites born in Europe believed the creoles to be inferior. On the other hand the creole blacks thought themselves superior to the newly arrived Africans. The creole population was soon to be identified by new culture and attitudes. Creoles were also identified by their adaptation to the new environment outside of Africa. Eventually creole became synonymous with nationalism. Theorists disagree on the definition of creole culture. Some theorists point to Voodoo and Rastafarian religions as elements of creolisation while others parallel the afro Caribbean culture on a whole with creolisation. In order to arrive at a compromise one has to examine certain principles. One of the main principles involves moving away from the search for origin and focusing instead on the available

Definition of Human Rights Essay Example | Topics and Well Written Essays - 1000 words

Definition of Human Rights - Essay Example It is clear from the discussion that the development of human rights is supported by many institutions but the major source of conception is the Universal Declaration of Human Rights. The treaties and laws instituted under this statute are later adopted by several international organizations. The human rights philosophy has answers to the queries regarding the creation, concept, nature, universal approach, justification and legality of each and every human right. Human rights are considered to be universally applicable to people from all societies, to provide legal and independent status to them. However, this concept it somehow produces continuous doubts in the mind of critics and, thus, a philosophical difference occurs at many stages. A wide range of literature, interpreting and illustrating the philosophy of human rights, has been published. Thus, if people analyze and understand the concept in its right perspective, such doubts can be eliminated. In 1948, the Universal Declarati on of Human Rights has proposed a list of more than twenty-four specific rights that every member nation has to accept to guarantee protection to its citizens (Morsink 12). The division of the formulated human rights also has been done in six different categories. The first category is right to security, which gives protection to citizens from criminal activities like annihilation, bloodshed, violence, victimization, and rape. The second category includes the rights that guarantee complete safety from atrocities of the legal system like punishment without trial, unfair or secret trials and harsh punishments. The third category includes liberty rights that provide protection and liberty of belief, speech, right to assemble and participate in political or social movements.  

Corporate Governance Essay Example for Free

Corporate Governance Essay In a commercial organisation, the board of directors is typically charged with the key responsibility for corporate governance – protecting the rights of shareholders and creditors, ensuring contractual obligations and regulatory compliance. In the public sector, the elected government is typically responsible for corporate governance, and in semi-government and statutory bodies like State Rail, Sydney Water, the Australian Broadcasting Authority, the University of NSW, etc – and in not- for-profit organisations – governments will usually mandate a body similar to a board of directors with the responsibility for corporate governance. What does corporate governance involve? In a recent article, Gomez Korine (2005, pp. 739-752) propose that: Corporate governance can be understood as a set of contracts that defines the relationships among the three principal actors in the corporation. To simplify what this actually means, corporate governance is the set of relationships where: †¢A key stakeholder whom they refer to as the sovereign (in the case of commercial organisations this would be the shareholders; in the case of public sector agencies, the elected government; for not-for-profit organisations this is often the ‘members’ or other key stakeholders as defined by legislation) †¢sets in place a governing body (eg, board, council, senate, etc) with responsibility for overseeing the actions of the governer (management, staff, employees, volunteers, players, etc) Increasingly, societies and governments are reacting to a rapidly changing world surrounding them, and modifying the regulations affecting ‘corporate governance’ accordingly. The numbers and interests of stakeholders who are affected by the actions of organisations is expanding. Organisations are being seen to impact on: the economy the natural environment society through opportunities for work and employment conditions of work family life, etc Consequently, there are increasingly complex expectations placed on organisations of all sizes to consider and take responsibility for decisions and actions beyond simply their ‘money making’ or other purposes and goals. Corporate governance covers a large number of distinct concepts and phenomenon as we can see from the definition adopted by Organization for Economic Cooperation and Development (OECD) – â€Å"Corporate governance is the system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation, such as, the board, managers, shareholders and other stakeholders and spells out the rules and procedures for making decisions in corporate affairs. By doing this, it also provides the structure through which the company objectives are set and the means of attaining those objectives and monitoring performance†1. From this definition we see that corporate governance includes the relationship of a company to its shareholders and to society; the promotion of fairness, transparency and accountability; reference to mechanisms that are used to â€Å"gov ern† managers and to ensure that the actions taken are consistent with the interests of key stakeholder groups. The key points of interest in corporate governance therefore include issues of transparency and accountability, the legal and regulatory environment, appropriate risk management measures, information flows and the responsibility of senior management and the board of directors. Harshbarger and Holden (2004) point out that while many of the governance issues that organizations face are not new, the environment in which they confront them is more challenging than ever: State and Federal law enforcement have applied significantly increased resources and a more aggressive philosophy toward confrontation of governance lapses; the media spotlight has increased awareness among those constituents directly affected as well as the business community as a whole; shareholder proposals are taken more seriously; and the judiciary has demonstrated its willingness for a more stringent definition of good faith. As well, there are a number of factors that have brought ethical issues into sharper focus, including globalization, technology and rising competition. Van Beek and Solomon (2004) also note the ability to deliver a professional service will necessarily take place in an environment in which there is an increasing tendency towards individuality, while society as a whole becomes more global. The new realities of corporate governance show that no entity or agent is immune from fraudulent practices and have altered the way companies operate; they have re-defined the baseline for what is considered prudent conduct for businesses and executives (Dandino, 2004). CORPORATE STRATEGY Strategy can be developed at many levels – in a multi-layered organisation there may be: †¢Corporate level strategy – decisions made for the whole corporation or organisation to gain the better of adversaries or attain ends. Business unit or divisional strategy – decisions made for the business unit or division to gain the better of adversaries or attain the business units end. Functional strategies – such as marketing/finance/huma n resources/IT/technology/ operational/production/etc. strategies. There would be marketing decisions (or finance or HR decisions, etc) designed to get the better of an adversary or attain a marketing/finance, etc, end. †¢So what do we mean by ends? Other terms that are frequently used here for the same concept are goals or missions or visions. Organisations typically have (or should have) a set of goals, desired outcomes or a view of their purpose (mission), or their future achievements and positions (visions) in mind. Ideally these are clearly articulated and understood by everyone in the organisation. When these ends (goals, mission, vision) are clearly understood, then the board, management, staff and partners of the organisation are able to ‘develop’ strategy to achieve these. What is a strategic plan? A plan, whether strategic, tactical, operational, marketing, finance – or whatever – is really just a set of decisions that have been captured in some form (document, web page, PowerPoint presentation, video, etc) that set out the answer to three key questions: 1. Where are we now? 2. Where are we going? 3. How will we get there? Accordingly, a plan is formed by: †¢analysing the existing and ex pected future trends and factors affecting the organisation/business unit, etc †¢setting down clear statements of the outcomes that will help to achieve the ends that the organisation has set itself (these statements of outcomes are commonly called objectives) †¢describing some tactics and actions that will lead to achieving the outcomes ETHICS IN A GLOBAL ENVIRONMENT The dawn of a global knowledge society with information-driven economies and expansion of cross-border trade as consequences of liberalization and globalization policy is placing new demands on business organizations for more innovative approaches in business ethics at both local as well as global business environment (Nissanke and Thorbecke, 2005). This premise is consistent with Brownlie et al. (1999) who indicate that; â€Å"What is it like to think new thoughts†¦ to undo the fragile web of assumption†¦ to render new images to the familiar†¦ to look anew at the world†¦ to see the ordinary and everyday from a fresh perspective?† Many research scholars today share this view and indicate that what they took for granted, assumed, believed and worked towards has been upended by those who argue that in order to ‘get it right’ in a global business environment, organizations must rethink their business ethics approach. Sheth and Sisodia (1999) also support this hypothesis by asserting that, the context of ethics in global business environment is changing in fundamental ways. The acceptance of law-like generalizations has to be, as they suggest, â€Å"Either enhanced or modified†. The old opinion of business ethics as â€Å"an oxymoron†, or that â€Å"business organizations do not have ethics† (Laczniak and Murphy, 1993) is being re-thought. The business ethics is increasingly being called into question from various quarters (Brownlie et al., 1999) and research scholars are developing the discipline in order to challenge the ethical complacency that existed in the past. Business ethics is ultimately the ethics of power, of how to handle the power of business and how that power is acquired, increased and exercised. The need for ethics in business has never been greater, precisely because the power of business was never so manifold and as extensive as it is today (Mahoney, 1997). The term ‘ethics’ has generally been used to refer to the rules and principles of right and wrong conduct. It therefore boils down to morality and good or bad conduct. Business ethics are a set of rules that stipulate how businesses and their employees ought to behave (Aldag and Stearns, 1991). DiPiazza (2002) says â€Å"I see ethics as a mission-critical issue†¦. deeply embedded into who we are and what we do. Its just as important as our product development cycle or our distribution system†¦its about creating a culture based on integrity and respect, not a culture based on dealing with the crisis of the day†¦We speak to ourselves every day, ‘Are we doing the right things?† Sheth, Gardner and Garret (1988) opine that ethical decision-making in a business environment is very complex, and that allegedly â€Å"guilty business practitioners have quite sincerely stated that they honestly did not realize that their actions could possibly create ethical problems†. Business organizations operating at international levels often find that many countries differ in what is considered wrong or right in a business market. IN TERMS OF SONY: ETHICS Ethical business conduct and compliance with applicable laws and regulations are fundamental aspects of Sonys corporate culture. To this end, Sony has established a Global Compliance Network comprised of the Compliance Division at the corporate headquarters, a global compliance leadership team, and regional offices around the world; adopted and implemented the Sony Group Code of Conduct; and set up Compliance Hotline systems through its Global Compliance Network all in order to reinforce the Companys worldwide commitment to integrity and help assure resources are available for employees to raise concerns or seek guidance about legal and ethical matters. In July 2001, Sony Corporation established the Compliance Division, charged with exercising overall control over compliance activities across the Sony Group, to emphasize the importance of business ethics and compliance with applicable laws, regulations and internal policies. The Compliance establishes compliance policies and structures for the Sony Group and performs crisis management functions. In July 2003, Sony established a regional compliance network comprised of offices in the Americas, Europe, Japan, East Asia*1 and Pan-Asia,*2 which are charged with exercising regional control over compliance activities to strengthen the compliance system throughout the Sony Group. Officers responsible for compliance in each region have the authority to issue instructions concerning compliance to Sony Group companies in their respective regions and, by cooperating with one another, are working to establish and maintain a comprehensive global compliance structure. To further reinforce global compliance efforts, a Compliance Leadership Team was formed in September 2009 as an additional component of the global compliance organization. The Compliance Leadership Team assists the Sony Corporation General Counsel and Compliance Division in identifying, developing and implementing key compliance strategies and compliance-related measures; encourages more active participation in Group-wide compliance activities from a larger group of key Sony personnel by involving not only the Regional Compliance Officers but also experienced legal/compliance personnel from Sony Group companies; and creates a global framework that by its very structure highlights the companys compliance priorities and commitment to best practices. *1Coverage area of East Asia compliance office: Mainland China, Hong Kong, Taiwan and South Korea *2Coverage area of Pan-Asia compliance office: Southeast Asia, Middle East, Africa and Oceania *3 The Americas Office is responsible for Sony Corporation of America, the Sony Pictures Entertainment Group, and the Sony Music Entertainment Group, in addition to the Electronics Group companies in the Americas Region . The Sony Europe, East Asia and Pan-Asia Offices are responsible for the Electronics Group companies in their respective regions. The Japan Office is responsible for Sony Corporation, the Sony Computer Entertainment Group, and Sony Financial Holdings, in addition to the Electronics Group Companies in Japan CORPORATE GOVERNANCE: Sony is committed to strong corporate governance. As a part of this effort, in 2003, Sony adopted the Company with Committees corporate governance system under the Companies Act of Japan. In addition to complying with the requirements of applicable governance laws and regulations, Sony has introduced its own requirements to help improve the soundness and transparency of its governance by strengthening the separation of the Directors function from that of management and advancing the proper functioning of the statutory committees. Under Sonys system, the Board of Directors defines the respective areas for which each of the Corporate Executive Officers is responsible and delegates to them decision-making authority to manage the business, thereby promoting the prompt and efficient management of the Sony Group. Sony Corporation is governed by its Board of Directors, which is appointed by resolution at the shareholders meeting. The Board has three committees (the Nominating Committee, Audit Committee and Compensation Committee), consisting of Directors named by the Board of Directors. Corporate Executive Officers are appointed by resolution of the Board of Directors. In addition to these statutory bodies and positions, Sony has Corporate Executives who carry out business operations within designated areas. Board of Directors: Determines the fundamental management policies of the Sony Group Oversees the management of Sony Groups business operations Appoints and dismisses the statutory committee members Appoints and dismisses Representative Corporate Executive Officers and Corporate Executive Officers Nominating Committee: Determines the content of proposals regarding the appointment/dismissal of Directors Audit Committee: Monitors the performance of duties by Directors and Corporate Executive Officers (with respect to processes in place to ensure the adequacy of the financial reporting process, to enable management to ensure the effectiveness of internal control over financial reporting, to ensure timely and appropriate disclosure, and to ensure compliance with applicable law, Articles of Incorporation and internal policies). Monitors the status of any other items described in the Internal Control and Governance Framework determined or reaffirmed by the Board of Directors in accordance with the Companies Act of Japan. As part of its monitoring, attends the Nominating Committee and Compensation Committee meetings. Oversees and evaluates the work of the independent auditor (including to evaluate the adequacy of its independence and its qualification, to propose its appointment/dismissal or non-reappointment, to approve its compensation, to evaluate the appropriateness of its audit regarding the financial results and internal control over financial reporting, and to pre-approve its engagement for any services other than audit services to be provided) Prepares the Audit Committee Review Report in which the Audit Committee expresses its opinion on the performance of duties of Directors and Corporate Executive Officers, on the Business Report and on the independent auditors audit procedures and results based on its review activities including review of the matters subject to the Committees opinion in the Audit Committee Review Report. Compensation Committee: Sets policy on the contents of individual compensation for Directors, Corporate Executive Officers, Corporate Executives and Group Executives, and determines the amount and content of individual compensation of Directors and Corporate Executive Officers in accordance with the policy Corporate Executive Officers: Make decisions regarding the execution of Sony Group business activities within the scope of the authority delegated to them by the Board of Directors Corporate Executives: Carry out business operations within designated areas, including business units, headquarters func tions, and/or research and development, in accordance with the fundamental policies determined by the Board of Directors and the Corporate Executive Officers

Robert Burns :: essays research papers

People have made entire careers off the belief in and practices of astrology. The idea of the stars determining our fate has withheld people’s interest for centuries. Robert Burns, an Aquarius, was very anti-superstition. He had almost no belief in astrological predictions or zodiac signs. There is some humor in this though, because through Burns’ poems and songs this pseudoscience shows just how accurate it can be. The most parallel example of Burns’ personality and his Aquarius sign can be seen in the work The Fornicator.   Ã‚  Ã‚  Ã‚  Ã‚  Robert Burns was born January 25, 1759, son to a dirt poor farmer and a mother who never learned to write her own name. He held many jobs before making a name for himself as a poet, to include a farmer and excise officer. Burns was famed for his poetry and songs and has been called Scotland’s answer to Shakespeare. He was also renowned for his excessive drinking and womanizing, one such biographer, Ian McIntyre, remarked that Burns was â€Å"incapable of addressing a woman, on paper or in the flesh, without placing a hand on her thigh.† It was also reported that he fathered over a dozen children in and out of marriage. The official reason for Burns’ death was rheumatic heart disease, but it is often attributed to the bottle. Upon death critics and obituary writers labeled him a â€Å"drunkard.†   Ã‚  Ã‚  Ã‚  Ã‚  Aquarius, the zodiac symbol assigned to those born between January 21 and February 19. Traditional Aquarian traits are that they are: friendly and humanitarian, original and inventive, independent and intellectual. Some negative aspects of Aquarians are that they can be: intractable and contrary, perverse and unpredictable, unemotional and detached. Aquarians generally possess strong and attractive personalities. They can fall into two categories: one shy, sensitive, gentle and patient; the other exuberant, lively and exhibitionist, sometimes hiding the depth of their character under a cloak of frivolity. Among the faults to which Aquarians are liable are: fanatical eccentricity, wayward egotism, excessive detachment and an inclination to retreat from life and society.   Ã‚  Ã‚  Ã‚  Ã‚  The poem the Fornicator speaks to all the young gentlemen of Burns era and today’s male audience. This piece is about Burns referring to himself as a fornicator and impregnating a girl, Elizabeth Paton, out of wed lock. There is an air of sarcasm and regret throughout the poem; not some much about impregnating the woman but having to deal with the hassles of potentially being bogged down with a child.

Accounting Fraud at Worldcom

Accounting Fraud at WorldCom LDDS began operations in 1984 offering services to local retail and commercial customers in the southern states. It was initially a loss making enterprise, and thus hired Bernie J. (Bernie) Ebbers to run things. It took him less than a year to make the company profitable. By the end of 1993, LDDS was the fourth largest long distance carrier in the United States. After a shareholder vote in May 1995, the company officially came to be known as WorldCom. WorldCom culture was dominated by a strong chief executive officer (Bernie J. Bernie) Ebbers), who was given virtually unfettered discretion to commit vast amounts of shareholder resources and determine corporate direction without even the slightest scrutiny or meaningful deliberation or analysis by senior management or the board of directors and legal function was less influential and less welcome than in a healthy corporate environment. Top hierarchy granted compensation and bonus beyond the company guidel ines to a select group of individuals based on their loyalty to them.The company’s human resource virtually never objected to such special awards. Inaddition, there was no outlet for employees to express their concerns. The room four improvement and corrective measures was obsolete, the consequence of all these culture irregularities were the factor to the big disaster for the company. According to Ebber, in 1997,†our goal is to be the NO. 1 stock on Wall Street. †Revenue growth was a key to increasing the company’s market value. Ebbers was obsessed with revenue growth and insisted on a 42% E/R ratio.He encouraged managers to push for revenue, even if it meant that long term costs would outweigh the short term gains. As business operations declined post the 1st quarter in 2000, CFO Sullivan used accounting tactics to achieve targeted performance, accounting principles require companies to estimate expected payments from line costs and match them with revenu es in the income statement,. Throughout 1999 and 2000, Sullivan told staff to release accruals which too high compared to the relative cash payments, without considered â€Å"Matching Principe†.Over a 7 quarter period between 1999 and 2000, WorldCom released $3. 3 billion worth of accruals. Sullivan directed the making of accounting entries that had no basis in generally accepted accounting principles in order to create the false appearance that WorldCom had achieved those revenue targets. As an accountant, one should be familiar with the standards and rules of the position, accept personal responsibilities for the foreseeable consequence of actions, and realize the long-term effect of such behavior on the accounting industry and the citizens.At all times, an accountant should conduct themselves with integrity, dignity, and respect for the position held in society. Whistleblowers frequently face reprisal, sometimes at the hands of the organization or group which they have acc used, sometimes from related organizations, and sometimes under law. | As Terance Miethe explains in his book, Whistle blowing at Work, many people see the whistleblower as a â€Å"snitch,† or a â€Å"a lowlife who betrays a sacred trust largely for personal gain. † In the flip side, whistleblowers are seen as â€Å"saviors† who ultimately helped create important changes in organizations.This approach to whistleblowers as guardians of public accountability is often taken by consumer advocates. I would not consider blowing the whistle. I would rather distance myself after informing my immediate supervisor if any wrong practice or misconduct similar to the WorldCom Fraud is happening in my environment. Public confidence in the accounting profession has been changed by corporate scandals, which created a crisis that affected the reputation and credibility of accounting professionals.The unethical decisions made by accountants can prove detrimental to the public who rely on information from the financial statements to make decisions. Users of financial statements rely on the information purported by an enterprise to exhibit certain qualitative characteristics that are both relevant and reliable. The impact of unethical decisions of both corporate leaders and accounting firms involving financial reporting by U. S. orporations has necessitated a new governmental regulation under SOX Act of 2002. President Bush signed this Act into law (Public Law 107-204) on July 30, 2002. The Act resulted in major changes to compliance practices of large U. S. and non-U. S. companies, whose securities are listed or traded on U. S. stock exchanges, requiring executives, boards of directors and external auditors to undertake measures to implement greater accountability, responsibility and transparency of financial reporting. Accounting Fraud at Worldcom Accounting Fraud at WorldCom LDDS began operations in 1984 offering services to local retail and commercial customers in the southern states. It was initially a loss making enterprise, and thus hired Bernie J. (Bernie) Ebbers to run things. It took him less than a year to make the company profitable. By the end of 1993, LDDS was the fourth largest long distance carrier in the United States. After a shareholder vote in May 1995, the company officially came to be known as WorldCom. WorldCom culture was dominated by a strong chief executive officer (Bernie J. Bernie) Ebbers), who was given virtually unfettered discretion to commit vast amounts of shareholder resources and determine corporate direction without even the slightest scrutiny or meaningful deliberation or analysis by senior management or the board of directors and legal function was less influential and less welcome than in a healthy corporate environment. Top hierarchy granted compensation and bonus beyond the company guidel ines to a select group of individuals based on their loyalty to them.The company’s human resource virtually never objected to such special awards. Inaddition, there was no outlet for employees to express their concerns. The room four improvement and corrective measures was obsolete, the consequence of all these culture irregularities were the factor to the big disaster for the company. According to Ebber, in 1997,†our goal is to be the NO. 1 stock on Wall Street. †Revenue growth was a key to increasing the company’s market value. Ebbers was obsessed with revenue growth and insisted on a 42% E/R ratio.He encouraged managers to push for revenue, even if it meant that long term costs would outweigh the short term gains. As business operations declined post the 1st quarter in 2000, CFO Sullivan used accounting tactics to achieve targeted performance, accounting principles require companies to estimate expected payments from line costs and match them with revenu es in the income statement,. Throughout 1999 and 2000, Sullivan told staff to release accruals which too high compared to the relative cash payments, without considered â€Å"Matching Principe†.Over a 7 quarter period between 1999 and 2000, WorldCom released $3. 3 billion worth of accruals. Sullivan directed the making of accounting entries that had no basis in generally accepted accounting principles in order to create the false appearance that WorldCom had achieved those revenue targets. As an accountant, one should be familiar with the standards and rules of the position, accept personal responsibilities for the foreseeable consequence of actions, and realize the long-term effect of such behavior on the accounting industry and the citizens.At all times, an accountant should conduct themselves with integrity, dignity, and respect for the position held in society. Whistleblowers frequently face reprisal, sometimes at the hands of the organization or group which they have acc used, sometimes from related organizations, and sometimes under law. | As Terance Miethe explains in his book, Whistle blowing at Work, many people see the whistleblower as a â€Å"snitch,† or a â€Å"a lowlife who betrays a sacred trust largely for personal gain. † In the flip side, whistleblowers are seen as â€Å"saviors† who ultimately helped create important changes in organizations.This approach to whistleblowers as guardians of public accountability is often taken by consumer advocates. I would not consider blowing the whistle. I would rather distance myself after informing my immediate supervisor if any wrong practice or misconduct similar to the WorldCom Fraud is happening in my environment. Public confidence in the accounting profession has been changed by corporate scandals, which created a crisis that affected the reputation and credibility of accounting professionals.The unethical decisions made by accountants can prove detrimental to the public who rely on information from the financial statements to make decisions. Users of financial statements rely on the information purported by an enterprise to exhibit certain qualitative characteristics that are both relevant and reliable. The impact of unethical decisions of both corporate leaders and accounting firms involving financial reporting by U. S. orporations has necessitated a new governmental regulation under SOX Act of 2002. President Bush signed this Act into law (Public Law 107-204) on July 30, 2002. The Act resulted in major changes to compliance practices of large U. S. and non-U. S. companies, whose securities are listed or traded on U. S. stock exchanges, requiring executives, boards of directors and external auditors to undertake measures to implement greater accountability, responsibility and transparency of financial reporting.

Dramatic Devices in Williams Cat on a Hot Tin Roof Essay

Dramatic Devices in Williams Cat on a Hot Tin Roof Williams instinctively understands the loneliness of a human being - his or her constant and desperate attempt that is to escape the reality that is there loneliness and their subsequent failure to do so. Williams portrays this loneliness to an audience through the spatial distances on stage between characters, which is suggested in the stage direction. Margaret is alone. It is also emphasised through symbolism and the dialogue between characters. Big Mama accuses Margaret of not satisfying Brick in bed and of Bricks break down. After this accusation, Margaret is alone, completely alone. By repeating this stage direction Williams is†¦show more content†¦It is also why she oscillates between convincing Brick of her sexuality and her obsession with children. Ive borne no children, Im childless, you cant have babies, they gloat over us being childless. This obsession makes her very insecure. When Big Mama starts questioning, Dyou make Brick happy in bed? She is observing tha t Maggies sexuality isnt enough, therefore this breaks Maggies crutch and leaves her completely alone and isolated. As a defence mechanism, Maggie creates another personality for herself, I am Maggie the cat! Williams uses this animal as it has many connotations. A cat has connotations of being a fighter and a survivor and also of being a solitary animal. Maggie has all of these qualities but at this point in the play she is especially showing that of a solitary animal. The dialogue also displays the isolation between the two characters. Maggie does a lot of talking, You know, our sex life didnt just peter out in the normal wayà ¢Ã¢â€š ¬Ã‚ ¦the best lookin man in the crowd-followed me upstairs and tried to force his way in the powder room with me, followed me to the door and tried to force his way in! These lengthy speeches often have no particular or relevant point but are just to fill the silence. Bricks dialogue mainly consists of short,Show MoreRelatedOthello, By William Shakespeare1923 Words   |  8 Pagesdifferent ways and interpret things differently as well. In the 3 texts dissatisfaction or complication is shown. Firstly in Othello love is presented as ephemeral and transient while atonement love is presented as unrequited and finally in cat on a hot tin roof love is presented as painful and troublesome due to unreciprocated feelings. The tragic plot of Othello hinges on the potential of the villain, Iago, to deceive other characters, above all Roderigo and Othello, through encouraging them toRead MoreEssay about Summary of History of Graphic Design by Meggs14945 Words   |  60 Pagesexception of Celtic pattern-making, book design and illumination had sunk to a low in most of Europe. - Many people feared that the year 1000 AD would be the end of the world. - On New Years Ever, 999 AD, many people stripped naked, and lay on their roofs waiting for final judgment. - By 1150 AD, Bibles were becoming massively produced. - During the 1200’s, the rise of universities created an expanding market for books. - The Book of Revelation had a surge of unexplained popularity in England andRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesthrough trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic ï ¬ nancial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars many human and social problems resulted. With simpliï ¬ cation of the work process, workers grew to hate the monotony