Unionization in Baseball Organizations Essay Example | Topics and Well Written Essays - 2000 words

Unionization in Baseball Organizations - Essay Example Unionization in Baseball Organizations This study will also aim to increase the awareness and provide a better understanding of the issues and problems concerning the major league baseball and its organizations in order to contribute an effective approach in addressing their problems. The research will be based on the following assumptions: (a) all participants will be utilizing the correct procedures as outlined in the guidelines for the specific methodology employed, and (b) all participants will answer questions honestly to the best of their ability. Time will be the greatest limitation to this research, which could hinder long-term outcome objectives. Environmental factors, such as socioeconomic status, will not be controlled, and this could create many variables within the research. As this study will utilize a small sample of respondents, the results may not effectively represent the general population. This study was conducted in order to determine the positive and negative effects of unionization on major league baseball. In this study, the interview method of data gathering was utilized, with a combined total of 25 football players and 25 football managers as participants. For this study, the descriptive method was utilized. In this method, the study became cheap and quick. It also suggested unanticipated hypotheses. This paper utilized the descriptive approach because it is difficult to disregards alternative explanations. Therefore observations are being used to this study. To illustrate the descriptive type of research, Creswell (1994) guided the researcher. "The purpose of employing this method was to describe the nature of a situation, as it existed at the time of the study and explored the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study" (Remenyi, 1998). To come up with pertinent findings and provide credible recommendations, this study utilized two sources of research: primary and secondary. Primary research data were obtained through this new research study. Questionnaire survey and in-depth interview was also conducted. On the other hand, the secondary research data were obtained from previous studies on the same topic. The Research Design In order to come up with the most suitable research

Obesity Essay Example | Topics and Well Written Essays - 750 words - 2

Obesity - Essay Example Advances in technology and processes in the last decade for transforming health food (e.g. corn and potatoes) have improved output in food manufacturing. One critical author identifies the manufacturing processes of infusing unnatural flavors into the common potato as a means of enhancing taste for customers. Schlosser offers, â€Å"taste is a method of differentiating food which is good for us from foods that are not† (Schlosser, 122). Thus, the food manufacturing industries recognize that their products are more likely to sell if different artificial flavors are infused into relatively common health agriculture. With more efficiency in these design and process systems, companies are able to add these flavors, consisting of unhealthy artificial ingredients and added fats, at a much cheaper price with faster distribution to retail shelves and fast food restaurants. Such changes in cheaper and more efficient product modification are a marketing tactic which creates a perceived better quality of food over the unmodified health agriculture, such as with the potato processing example. Businesses have learned that such additions of flavor and added fats provide much better profit margins and, in the process, longer shelf and freezer life of these enhanced products over the original agricultural output. It is because of the cheaper production processes and the higher profit by essentially fooling consumers into believing modified foods are a better alternative that enhanced and unhealthy products continue to flood many different food markets. There is also a significant over-reliance on economic models in the food system that leads to obesity problems in the United States. Food producers and agricultural industries do not have the ability to perform their systems autonomous of broader macro-economic conditions. Rising gasoline prices, higher increases in base salaries for manufacturing workers, rising costs of insurance, and other economic circumstances contin ue to raise the price of healthy agricultural output. The Consumer Price Index, a measure of consumer incomes as compared to product pricing, estimates that food inflation will continue at a pace of approximately 2.5 to 3.5 percent through the end of 2012 (Bloomberg, 1). In 2011, it was estimated that food inflation increased by 0.4 percent each month, representing a total food inflation in 2011 at 4.8 percent (Hauser, 1). In total, this represents an increase of approximately 8.3 percent in just two years. These inflationary costs are dictated by all of the aforementioned economic conditions that do not allow businesses to create healthy agricultural output without influence of multiple economic situations. What happens in this over-reliance is that fast food and other processed foods that are able to be distributed at a lower cost actually become more appealing to the strapped consumer in terms of price (Stacey, 1). As one example, the McDonald’s Extra Value Menu priced at $1 significantly outperforms the pricing of healthy grocery store substitutes by nearly 300 percent (or more). The costs of producing a home-cooked meal using health products, such as starches, proteins and vitamin rich vegetables are highly superior to the cheaper and much less healthy fast food alternative. This is why

Dubai’s heritage and culture for future generations Essay Example for Free

Dubai’s heritage and culture for future generations Essay There has been a sufficient mention of a profound dearth of interest in preserving Dubai’s heritage and culture for future generations. The severity of Dubai’s cultural problems (both current and impending) is an overwhelming testament to the shortfalls of various cultural players. Dubai’s cultural scene is beset by issues ranging from funding to the non-existence of a governing agency on cultural arts and activities. The lack of funding allocation for Culture, Heritage and the Arts hampers government organizations from awarding prizes for artistic/literary achievements and awarding subsidies for the pursuit of the Arts. This phenomenon holds true for the Fine Arts and Literature although the UAE government has accorded ample financial support for Festivals like the Dubai Shopping Festival and Dubai Summer Surprises and theatrical infrastructure improvements. Support for Folklores Promotion and Archeology and Heritage Campaign, however, has not been reasonable; folklore presenters being imported from Oman and Archeology and Heritage Funds mostly channeled to administrative expenses. Education, being an essential tool for information dissemination, interest stimulation, and revolutionary change has not been aptly utilized to impact artistic/cultural perspectives among Dubai’s youth. This has crucial implications for both the quality and availability of indigenous workforce in that line. There are limited schools for Drama and Theatre, Music, and Folklore. Academic trainings for Archeology and postgraduate courses for Media are unavailable in the United Arab Emirates. Insufficient emphasis is given to Fine Arts, Literature, Folklore, and Heritage in school curriculums. Commercial Music Institutes, more than being of questionable quality, are beyond affordability by some Dubai residents. Lack of public interest is often the offered rationale for these academic limitations, although initiatives focused on the dilemma could have sparked a renewed public interest in Culture and the Arts. This dearth of public interest has crucial implications for the composition of Dubai’s cultural workforce and the artistic/cultural participation among the populace. The Nationals’ interest in theatre and performing arts is in congruence with the number of theatrical activities providers- both are limited. Dubai’s Fine Arts Exhibits showcase some unique talents and the artistic experience. However, the arena is beset by commercialism and a lack of appreciation among UAE nationals. Expatriates are more keen on Emirate Arts which benefits from an artistic enthusiasm peculiar to a wealthier society segment. Dubai’s Musical Arena is characterized by a musically-inclined, musically-upbeat society, and a commercialized musical education system. Songs and dances are an important part of celebrations, and there is an inordinate demand for international concert seats. Inadequate project experience and strong public participation, however, marks Dubai’s Film Scene. The launching of the International Film Festival in 2004 and the Dubai Studio City Project are predicted to generate a strong reception on Dubai’s film, TV, and music industries. Dubai’s literary domain, mainly focused on poetry, is not supportive of the development of intellectuals and thinkers. Government-sponsored poetry awards are an insufficient compensation for the limited career prospects for literature graduates. Festivals in Dubai such as the Dubai Shopping Festival and the Dubai Summer Surprises have acquired an international reputation, drawing tourists from the Middle East and beyond. However, a highly-trained festival-hosting workforce stands in stark contrast to the unprofessional and poorly-trained folklore performers, mostly from Oman. While Dubai’s rapid economic growth has made it a preferred destination for business meetings and international events, its vantage for exhibiting local folkloric performances to an international audience has not been fully utilized. It is quite ironic in that part of the reason of the businesses’ choice of Dubai is the pursuit of some Mideastern charm. Restoration attempts on Dubai’s historic buildings and the circulation of accompanying brochures and maps in multiple international languages are commendable efforts at giving tourists a glimpse of its ancient glory. The aforementioned measures are necessary to take advantage of Dubai’s vantage in the highly-competitive heritage tourism industry. However, the unavailability of Archeology programs in the UAE academe, and hence, the dearth of local Archeology specialists consequence in expatriate archeologists having to send artifacts to their respective countries for research/examination. Dubai’s Media Sector, with its state-of-the-art infrastructure and openness to competition, is in a struggle between foreign ownership and foreign workforce domination and calculated guardianship measures against Western infiltration. The media hub, albeit accommodating of the city’s cosmopolitan composition, suffers the dearth of a commercialized local cultural content. Islam is highly-inculturated and educationally-integrated in Dubai amidst its policy of accommodation and support to non-Muslim, expatriate religions. It is only a sober fact that the beauty of Islam has been overshadowed by negative perceptions pertinent to Terrorism. By and large, Dubai’s Islamic atmosphere, liberal for its multicultural make-up, is aptly guided by the Islamic values of tolerance and moderation. Technology can accord Dubai’s Arts and Culture a distinct vantage, but it can also effect otherwise. Electronic proliferation is a global trend, and cultural domination vis-a-vis high-technology is way unpredictable. It would also be of interest to note of the inadequate coordination among various cultural and arts providers and between Dubai’s public and private sectors. Dubai’s cultural scene is oblivious to common notice because of the dearth of literature in the subject; the absence of data on usage, patterns and preferences and the paucity of surveys and researches are common themes that beset Dubai’s cultural components. It is ironic that cultural/heritage problems prevail in Dubai, while the United Arab Emirates as a whole advocates culture and heritage. In the UAE, the preservation of many of its unique archaeological and architectural sites and its manuscripts have been given special preference. Literature and customs are widely studied in schools, while museum displays, heritage villages and the restoration of vanished monuments (based on photographs, local memory and documentary evidence) have helped to create a context and feel for this cultural legacy . It appears that most of the cultural development is occurring in Abu Dhabi; in 2005 a law was passed in this city establishing Abu Dhabi Culture and Heritage Authority. This new Authority’s goal is to sponsor intellectual and artistic activities and preserve the cultural heritage of the Emirates. This entails directly promoting Abu Dhabi’s cultural heritage, drawing up and implementing cultural policies, plans and programs, reviving cultural heritage projects, and organizing exhibitions and conferences on cultural heritage 1. Abu Dhabi signed a Memorandum of Understanding (MOU) with the New York-based Guggenheim Foundation to establish a world-class museum devoted to modern and contemporary art, called the Guggenheim Abu Dhabi (GAD), the museum designed by the eminent architect Frank Gehry will place the Emirates as a leading international cultural destination22. The researchers have asserted that situated in the center of Abu Dhabi, there is a Cultural Foundation which is now part of the Abu Dhabi Authority for Culture and Heritage (ADCH); this, at the heart of the capital’s cultural life benefits children, adults of all ages, UAE citizens and expatriates. One of the most significant features of the Cultural Foundation is the National Library which has well over a million books, primarily in Arabic, although there are also collections in a myriad of foreign languages. A majority of these volumes are available for reference for the public, plainly requiring a simple registration process. There is also an area for children where special programs are planned, especially during the school holidays2 . It is apparent that the culture of Dubai should be promoted in the same manner; perhaps these cities could share wealth in culture preservation through the Fine and Performing Arts and the Media.

MIS implementation at AC Ltd | Analysis

MIS implementation at AC Ltd | Analysis A PROJECT REPORT On Management Information System of AC Ltd. TABLE OF CONTENTS S. NO. PARTICULARS PAGE NO. ACKNOWLEDGEMENT 3 EXECUTIVE SUMMARY 4 1 INTRODUCTION – DEFINITION OF MIS 5 2 COMPANY PROFILE 6 3 OBJECTIVE OF THE STUDY 7 4 SCOPE OF THE STUDY 7 5 TYPES OF MIS AND USES 8 7 ROLES OF MIS 8 8 DESCRIPTION NATURE OF INFORMATION SYSTEM 12 9 Description and Analysis use of Information Systems MIS STUDY AT AC LIMITED 9.1 General Information 9.2 Need For Integrated MIS 9.3 MIS Functions Provided by Current MIS 9.4 Architecture of MIS at AC Limited 9.5 Inventory Management Module Of Current MIS 12-24 11 ASSESSMENT OF CURRENT USE OF INFORMATION SYSTEMS, identification of problems 24 12 RECOMMENDATION for future developments in use of IS 25 13 GANTT CHART 28 14 REFERENCES 29 EXECUTIVE SUMMARY Making decisions is an integral part in the functioning of any organization. To facilitate Decision making in this ever-competitive world it is imperative that managers have the right information at the right time to bridge the gap between need and expectation. For better flow of information an adequate Management Information Systems (MIS) is the need of this age. Thus it is important to have an understanding of the MIS followed in an organization by all levels of management in order to take effective and appropriate decisions. A management information system collects and processes data (information) and provides it to managers at all levels who use it for decision making, planning, program implementation, and control. The MIS has many roles to perform like the decision support role, the performance monitoring role and the functional support role. To get a realistic view of the MIS, I’ve gone through the MIS of AC Limited. For the purpose of getting in depth understanding of particular functions of the company, I focused the needs, uses and benefits of MIS with respect to the Material Department of the company. For the preparation of this report, Inventory Management has primarily been focused. AC Limited is one of the first Pakistani companies to realize the potential and importance of information technology and to adopt automation and IT infrastructure. The preliminary computerization took place in 1986. The organization has traveled a long way from the days in 1986 when it was using simple keypunching machines. Significant improvements were made in the application systems and infrastructure. From Batch processing to on-line systems, from IBM1401 to the latest UNIX and Windows XP and 2003 based machines organization has made timely transitions determined by the available technologies. Throughout this evolution the MIS remained synchronized to the information flow in the organization and the management felt that it has played a role in the overall growth and increased performance of the organization. INTRODUCTION DEFINITION OF MIS Management Information Systems (MIS) is a system consisting of people, machines, procedures, data bases and data models, as its components. The system gathers data from Internal and External sources of an organization; processes it and supplies Management Information to assist managers in the process in decision making. Thus it is safe to conclude that an information system is a system consisting of the network of all communication channels used within an organization. There are many potential benefits of MIS investments Investing in information systems can pay off for a company in many ways. It can support a core competency. Enhance distribution channel management. Builds brand equity. IT investment can boost production processes Information systems allow company flexibility in its output level. An information system comprises of all the components that collect, manipulate, and deliver data or information. It usually includes hardware, software, people, communications systems such as telephone lines, and the data itself. The activities involved include inputting data, processing of data into information, storage of data and information, and the production of outputs such as management reports. COMPANY PROFILE – THE ACC LIMITED AC (AC Limited) is Pakistans foremost manufacturer of cement and concrete. ACs operations are spread throughout the country with 14 modern cement factories, 13 Ready mix concrete plants, 19 sales offices, and several zonal offices. It has a workforce of about 9000 persons and a countrywide distribution network of over 9,000 dealers. ACs research and development facility has a unique track record of innovative research, product development and specialized consultancy services. Since its inception in 1936, the company has been a trendsetter and important benchmark for the cement industry in respect of its production, marketing and personnel management processes. Its commitment to environment-friendliness, its high ethical standards in business dealings and its on-going efforts in community welfare programs have won it acclaim as a responsible corporate citizen. AC has made significant contributions to the nation building process by way of quality products, services and sharing its expe rtise. In the 70 years of its existence, AC has been a pioneer in the manufacture of cement and concrete and a trendsetter in many areas of cement and concrete technology including improvements in raw material utilization, process improvement, energy conservation and development of high performance concretes. AC’s brand name is synonymous with cement and enjoys a high level of equity in the Indian market. It is the only cement company that figures in the list of Consumer Super Brands of India. The companys various businesses are supported by a powerful, in-house research and technology backup facility the only one of its kind in the Indian cement industry. This ensures not just consistency in product quality but also continuous improvements in products, processes, and application areas. AC has rich experience in mining, being the largest user of limestone, and it is also one of the principal users of coal. As the largest cement producer in India, it is one of the biggest customers of the Indian Railways, and the foremost user of the road transport network services for inward and outward movement of materials and products. ACC has also extended its services overseas to the Middle East, Africa, and South America, where it has provided technical and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of cement plants abroad. ACC demonstrates the practices of being a good corporate citizen undertaking a wide range of activities to improve the living conditions of the under-privileged classes living near its factories. OBJECTIVE OF THE STUDY The objective of this report is to study the MIS implementation at AC Ltd. and with the help of this domain, to get an insight into the needs of MIS in business setups on a big scale, various functions performed by the MIS, benefits derived out of such a system and the risks involved. I intend to aim my study at analyzing the business needs of the organization, key challenges or desired functional requirements of the MIS, the IT solution that is currently implemented and the outcome of such a system. AC Ltd. requires MIS to map internal processes and interaction with the external environment to the technology and ensure the solution delivers real benefits to the business. SCOPE OF THE STUDY The scope of this study is to understand the reasons behind the need of MIS in AC Ltd. This study leads to the MIS support to the Company as a whole with special emphasis on Inventory Management practiced in the Material Stores Department of the company. Through the interaction with the executives of AC Limited, we get an insight about the effectiveness of the MIS in place at the organization. TYPES OF MIS AND USES MIS CLASSIFICATION MIS is a concept, which is a matter of degree rather than an absolute one. In management there are perhaps few other areas other than MIS which gas created so much controversy. We would make an attempt to try to look into different types of MIS as they have evolved during the course of time. Transaction Processing System Management Information System Decision Support System Executive Support System Office Automation System Business Expert System FUNCTIONAL USES AND ROLES OF MIS THE PERFORMANCE MONITORING ROLE MIS are not just statistics and data analysis. They have to be used as an MBO (Management by Objectives) tool. They help: to establish relevant and measurable objectives to monitor results and performances (reach ratios) to send alerts, in some cases daily, to managers at each level of the organization, on all deviations between results and pre-established objectives and budgets. THE FUNCTIONAL SUPPORT ROLE Business processes and operations support function is the most basic. It involves collecting, recording, storing, and basic processing of data. Information systems support business processes and operations by: recording, storing and processing sales data, purchase data, investment data, payroll data and other accounting records recording, storing and processing inventory data, work in process data, equipment repair and maintenance data, supply chain data, and other production/operations records recording, storing and processing personnel data, salary data, employment histories, and other human resources records recording, storing and processing market data, customer profiles, customer purchase histories, marketing research data, advertising data, and other marketing records recording, storing an processing business intelligence data, competitor analysis data, industry data, corporate objectives, and other strategic management records use of all the above to implement, control, and monitor plans, strategies, tactics, new products, new business models or new business ventures. THE DECISION SUPPORT ROLE The business decision making support function goes one step further. It is an integral part of making decisions. It allows users to ask What if†¦? questions: What if we increase the price by 5%? What if we increase price by 10%? What if we decrease price by 5%? What if we increase price by 10% now, then decrease it by 5% in three months? It also allows users to deal with contingencies: If inflation increases by 5% (instead of 2% as we are assuming), then what do we do? What do we do if we are faced with a strike or a new competitive threat? ORGANIZATIONAL STRUCTURE OF THE ACC LTD. Description and Nature of Information System INVENTORY MANAGEMENT A product that is in excessive demand is usually extremely difficult to manage. Supplying the right amount of products implies that an accurate demand forecast is essential. This holds the impact on the entire supply chain to facilitate efficient consumer response based on consumer demands it becomes imperative that such companies consider inventory management seriously. Making accurate demand and supply predictions is an ideal situation that anyone in the supply chain management arena could dream off. By providing timely accurate information pertaining to inventory location, movement and valuation, receipt of goods, sale and return of goods and profits you can make sure that your inventory is visible throughout a network. With inventory management you can set your product catalog to hide products that are not in stock, or change prices based on the amount of products available in the warehouse. The quantity available can be displayed to the shopper and this can prevent unnecessary confusion when the shopper adds items not available to a shopping cart. The store buyer can be automatically notified about low inventory levels. IT (Information Technology) is a key enabler in the transformation of purchasing into a strategic business function. The challenge is to find a way to put these technologies to use and create value and competitive advantage. The Main Objectives in Inventory Management are: Improved customer service Reduced inventory investment Increased productivity Benefits of inventory management applications Complete control of inventory. Complete information about the value of the inventory Complete visibility on Quantities on hand, Quantities committed and Quantities sold Response time to demand changes reduced Increased sales Knowledge of the exact size of merchandizing inventory Taxes and insurance premiums paid on excess merchandize inventory avoided. DESCRIPTION AND ANALYSIS OF INFORMATION SYSTEMS AC is one of the first Indian companies to realize the potential and importance of information technology and adopt automation and IT. The organization started computerizing its systems as early as 1986. The organization has traveled a long way from the days in 1986 when it was using simple keypunching machines. Significant improvements have been made in the application systems and infrastructure. From Batch processing to on-line systems, from IBM1401 to the latest UNIX and Windows 2003 based machines it has made timely transitions determined by available technologies and business requirements. AC has made a quantum jump from in-house developed systems using Oracle 9i and Developer 6i to an ERP based solution. This decision was solely based on its strategic objectives and the business benefits that are expected to follow. With this move people, business processes and technologies across the country are aligned. The implementation of ERP solution for process control is shown in the figure below. Fig.1 The ERP implementation for process control at AC Ltd. IT department is still continuously working on improving the functionality and removing the errors of the system. As a result system is becoming better day-by-day, thus improving the productivity of the company. NEED FOR AN INTEGRATED MIS The benefits associated with an integrated MIS are Better processing of the large volume of data in an organization. Reducing the Redundancy of Data that occurs in case of separate packages. Availability of all the required information about any department through a common system. Making the system capable of supporting the managers in making decisions. Facilitate the communication between the various regional offices of the company and the corporate office along with the main plant. Use of online data to speed up the information flow of the organization and facilitate decision-making FUNCTIONS PROVIDED BY CURRENT MIS Plant (Manufacturing Maintenance) Production Break down and Plant performance Module MIS Reports and stoppage Module, Stock position Raw Materials Management System Integration with Weigh Bridge and Security Gate Daily stock, issue position and bill passing Transport Freight Payment Systems Weigh Bridge Integrated with Security Gate Stopped one mechanical weigh bridge 500 trucks can weigh for gross and tare in single day 5002 = 1000 Time Management Reports, Truck Movement reports Weighment is integrated with invoice cum challan freight Payment Truck position inside and outside the plant. Computerized Preventive Maintenance Software Both plant are using this module Preventive Maintenance and Break down Module Shutdown module and integrated with inventory Forecasting of spares and skills usage module Inward Outward Materials Security Control on returnable goods Work Order and analysis Work Order will be prepared by authorized person Provided to all departments. Integrated with Rate Master And budget. Labour Deployment and accounting System Daily supply of Contractor Labour deployment Against regular, adhoc and shutdown requirements Daily/monthly/yearly analysis reports Contractor labour Bill passing system Commercial Applications Marketing Accounting and analysis System Excise module and Sales Tax Module Transport Bill passing module Order Confirmations and Dispatch Instruction Free Market Requirements, Railway Receipt Commercial Invoice, Debit Note, Credit Notes. Stores Inventory Non Inventory On Line indent, Issue and Receipt Materials Delivery Schedule Controlling the inventory Controlling the increased inventory Stores Ledger, consumption Summary MIS reports, Budget V/s Actual Consumption. Integrated with financial Package Repair maintenance inventory, Department Wise Expenses. Purchase Management System Purchase Order integration with indent On line enquiry, Party wise information Pending list of purchase order MIS reports, Purchase / Indent Register Payment Advice System (Advance, regular) Financial Accounting System All types of voucher feeding Purchase and freight bill passing Other Expenses bill passing and TDS Module General Ledger, Sub Ledger and Trial balance of two Financial years Auto payment advice, Bank forwarding letters, payment System, Overhead Analysis reports. Integrated with inventory and Payroll module MIS Reports Cash Budget, Vehicle Movement Controlling on Taxi, Car etc On line General information System Information provided to Users about On line Leave status I.e. opening, availed and closing status Electricity Deduction Employee wise, Quarter wise Over time Status department wise Welfare rules and Regulations, Telephone list, accidental etc Actual Consumption against budget, Welfare information Human Resource Development Topic Courses, General Awareness Programme, TNA of Workmen, TNA of LCW, Individual record of ext/int Training, Pending Training etc. Payroll PIS Module Payslips of Staff, Worker, School, Badli Casual Worker PF, VPF, Bonus, Gratuity Module LIC, CTD, Thrift Society, Co-operative advances Module. Recovery Deduction, PIS and Income Tax Employee wise Integrated with Financial Package Over Time, C-off Module Payroll of Marketing Department (Transferred from HO) Sales Accounting Systems Sales Accounting Systems, Rent Payment System Data loading, Expenses Payment System, Freight Payment, MIS, Transferring in FAS Gate Pass System (Returnable Non-returnable goods) All goods send through Computerized Gate Pass Integrated with Gate System. Pending repair items information Architecture of MIS at AC Limited Current MIS of the company is basically a In-house developed system, also comprising of few specialized readymade software packages bought from outside developers. It comprises of 11 main modules covering all the main functions of the company. Inventory Management Module is one of the most important parts of the system. It is highly integrated with the other modules and capable of functionalities like Auto Alarming when inventory is low. It is capable of generating more than 200 different types of reports to help managers in different required ways. Its main parts include Inventory issue, purchase, bill passing, other OER passing, freight passing, stock updation etc. DFDs and Data processing diagrams: Inventory Package Context Level Diagram (CFD): Inventory Package Issue DFD: Inventory Purchase DFD: Data Processing (Full Inventory Module) Application used for Work order Preparation at The ACC Ltd. 1. ITEM CODE CREATION There are 9 types of item group in Non Catalogue Item Medicines 806 Stationary 807 Repair Order 808 Transportation Order 809 Raw materials 810 Capital Orders 811 Job Orders 812 Laboratory Items 813 Direct book orders 814 2. Indent Posting 3. Indent Sanctioning 4. Indent Type Updation[image] 5. Order Preparation 6. Order Printing[image] ASSESSMENT OF CURRENT USE OF INFORMATION SYSTEMS IDENTIFICATION OF PROBLEMS After analyzing the system properly, we came to a basic conclusion that system is working fine at an overall level and consisting of very minimal problems. These problems can’t be stated as such problems and instead can be stated as future path. Still we tried to jot down the few of them, which are as follows: Still lack of system integration after a level. Though inventory management module is integrated well with all the other modules like financial system, thus reducing the redundancy. But still there is need of paper work and manual intervention when reordering is required. System cannot be configured to reorder automatically, even for the fast moving raw material. Lack of Web Integration. AC hasn’t still employed the concept of taking orders or ordering through web and have no integration of its system to its website. Legacy Network Support. Backbone network used by AC is still the same, which they used in 1993. They haven’t upgraded the network support from then, which has started creating problems for them already. As MIS of the company is improving day-by-day including more and more functionalities, the network has already become very slow. Lack of training to managers to effectively use the decision support functionalities of system. This is another problem that we felt at the company. IT department is basically making the improvements in the system continuously with new added functionalities, but there is lack of training to managers to effectively use these functions in way that can support them to make better decisions. For example, on an average, a manager uses only 10-15 types of reports out of more than 200 types of reports available. RECOMMENDATIONS FOR FUTURE DEVELOPMENT Considering the given problems, their analysis and research on comparative MIS systems used in the similar kind of industries, our group is presenting following recommendations for the company. IT department of the company should now work towards integrating the system on a higher level and making the company Paper-Less Office. This should be done by integrating the system in a way that the manual intervention be minimized in the day-to-day process. The company should also start Web-Based ordering and selling, so that to be able to catch up with the growing industry. As more improvements in MIS would be done, and Web-support to be also incorporated, it is more than sure that current Network available is going to crash. To cop this, company needs to upgrade its network. For this purpose, we suggest the tie-up of company with some outside contractors like IBM or CISCO to continuously upgrade and maintain their network. With each up gradation, we suggest training to the managers of the company about effectively using the added functionalities and use of them in a better way. This can be also done by providing a handbook along with each up gradation. REFERENCES Officials Contacted from: Mr. Sam Joseph (Deputy Manager, IT Department), AC Limited. Secondary Sources Management Information Systems – A Managerial Perspective, D.P. Goyal www.tcs.com www.sap.com

Gender and the Internet Essays -- Technology Computers Web Essays

Gender and the Internet The internet can be a very good source of information, but it can also altar information enough to make it unreal. Feminist sites are no exception to this. Many sites in fact use virtual rendering to altar images in addition to text. There are various topics dealing with feminism and issues involving females, some are well approached and others are not. Women do not tend to have the same type of relationship with their automobiles as men do. In Virginia Scharff’s article, â€Å"Femininity and the Electric car†, this relationship between women and cars is explained in depth. Two websites that show how women look at automobiles are, www.womanmotorist.com and www.cybergrrl.com/fun/womenandcars/. www.womanmotorist.com differs in many ways from Scharff’s article, but is a very good website. This site does not directly say that women drive only certain types of cars. Instead it talks about things such as women and professional racing and even has a section on performance cars. In Scharff’s article it mentions that â€Å"It can be roundly stated without fear of contradiction that the times a woman wants to run an electric 30 miles an hour, are few and far between†¦.It is an unnecessarily fast speed for pleasure driving†¦.If the car you select has a maximum speed of 25 miles on the level, it goes quite fast enough.†(Scharff pg 81) On the website the views are different and show how much things have changed from the article. When addressing the female market, automakers are beginning to admit that "women" are not a single, homogeneous market. Until just a few years ago, all women were categorized as "mothers." Now they are seen as generation X-ers, college students, sports car intenders, 8-5ers, baby boom... ....plasticsurgery4u.com/ http://www.ienhance.com/gallery/default.asp http://www.malepregnancy.com http://www.ivf.com Bad Websites: www.cybergrrl.com/fun/womenandcars www.plastic-surgery.net http://www.advancedfertility.com/ivf.htm http://www.ivf.org http://www.ifi.uio.no/~thomas/po/cryobortion.html Morgan, Kathy Pauly. â€Å"Women and the Knife† Sex/Machine. Indiana University Press, 1998 Overall, Christine. â€Å"New Reproductive Technology: Some Implications for the Abortion Issue.† Sex/Machine. Indiana University Press, 1998 Scharff, Virginia. â€Å"Femininity and the Electric Car† Sex/Machine. Indiana University Press, 1998 Stone, Allucquere Rosanne. â€Å"In Novel Conditions† Sex/Machine. Indiana University Press, 1998 Terisi, Dick and McAuliffe, Kathleen. â€Å"Male Pregnancy† Sex/Machine. Indiana University Press, 1998

American history :: essays research papers

The United States Stock Market In the world today, people buy and sell to make a living. The American stock market is a great example of what it is like to buy and sell. The saying of the stock market is â€Å"buy low, sell high†. That means you buy a stock at a low price and sell it when it gets to a high price. There are two main stock exchanges. The American Stock Exchange and Nasdaq. They are what most people basically trade on. Basically the first major incident in the stock market was the Great Depression. The year of 1929 began a time period of horror in America. It was the beginning of the great depression. A time in which many lost their jobs became homeless, and went hungry. Many people had to live off the nutrition of weeds or some worked fifty - five hours and only earned seventy - five cents. The cause of the depression was the stock market crash of 1929 known to investors as Black Tuesday. Black Tuesday is said to be the most shocking financial event in the history of the United States. Not only did the stock market prices drop drastically but the business world was brought down with it. Inflation also rose because of the crash. The crash that occurred on October of 1929 caused Americans to lose Thirty billion dollars and the American dollar value was 90% less than it was prior to October of 1929. Wholesale and retail food prices dropped 40% and farm prices dropped over 60%. About four million fami lies were left unemployed and on relief support only receiving fifteen dollars a month. Because of the crash the government was required to set new regulations regarding stock market trade. The reason for this was to attempt to prevent another stock market crash from happening in the future. The depression brought about many problems not only did people have to worry about unemployment they also had to worry about crime. Many Americans tried to get easy money by taking part in robberies kidnappings and murders. In 1935 criminals out numbered carpenters four to one, grocers six to one, and doctors twenty to one. In the mid west, crooks with shotguns and Tommy Gun were a common thing. In large cities the criminals were making money off of extortion, prostitution, and auto theft. GREAT DEPRESSION TIMELINE

Leadership Taxonomy

Introduction There a numerous leadership theories that help manage a successful business. These theories include techniques that have been developed and constantly improving since 1888. Theorists such as Thomas Carlyle, Kurt Lewin, and James Kouze, have developed characteristics they believe will shape the leaders of tomorrow. These characteristics are structured together to create theories based on personality, relationships, and developmental styles. The following will provided an organized overview of ten theorists and the characteristics they believe to develop successful leaders. Theorist |Theory Title |Theory Characteristics |Year | |Thomas Carlyle |Great Man |â€Å"According to this theory, you're either a natural born leader or |c. 1888 | | | |you're not. The term â€Å"Great Man† was used because, at the time, | | | | |leadership was thought of primarily as a male quality, especially in | | | | |terms of military leadership. (About, 2011) | | | | | | | | | |The Great Man leadership theory became more prevalent during the 19th| | | | |century and was developed from the success of several famous leaders. | | | |A famous quote that sums up this theory is â€Å"great leaders are born, | | | | |not Made. † (Changing Minds, 2011) | | Cherry, K. (2011). The Great Man Theory of Leadership. In About. Retrieved October 2, 2011, from http://psychology. about. com/od/leadership/a/great-man-theory-of-leadership. htm Straker, D. (2011). Great Man Theory. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/great_man_theory. htm |Gordon Allport |Personality Trait Theory |â€Å"The trait approach to personality is one of the major theoretical |c. 1936 | | | |areas in the study of personality. The trait theory suggests that | | | | |individual personalities are composed broad dispositions. (About, | | | | |2011) | | | | | | | | | |Allport discovered that there are more then 4,000 words to describe | | | | |personality traits. Allport categorized those traits into three | | | | |different levels, Cardinal, Central and Secondary traits. | | | | | | | | | |Cardinal traits were characterized as traits that dominate an | | | | |individual’s whole life. Central traits are general characteristics | | | | |of an individual personality that would affect their leadership | | | | |quality. â€Å"Terms such as intelligent, honest, shy and anxious are | | | | |considered central traits. (About, 2011) Secondary traits reefers | | | | |to attitudes or preferences that appear in certain situations or from| | | | |the result of a specific circumstance. | | Cherry, K. (2011). Trait Theory of Personality. In About. Retrieved October 2, 2011, from http://psychology. about. om/od/theoriesofpersonality/a/trait-theory. htm Cherry, K. (2011). Leadership Theories – 8 Major Leadership Theories. In About. Retrieved October 2, 2011, from http://psychology. about. com/od/leadership/p/leadtheories. htm |Kurt Lewin |Lewin's leadership styles |Lewin’s developed three leadership styles, autocratic, democratic |c. 1939 | | | |style and Laissez-Faire style. | | | | | | | | |â€Å"In the autocratic style, the leader takes decisions without | | | | |consulting with others. The decision is made without any form of | | | | |consultation. In Lewin's experiments, he found that this caused the | | | | |most level of discontent. † (Changing Minds, 2011) | | | | | | | | | |The autocratic style is used when the result from a decision would | | | | |not change if it had the input from others. | | | | | | | | |â€Å"In the democratic style, the leader involves the people in the | | | | |decision-making, although the process for the final decision may vary| | | | |from the leader having the final say to them facilitating consensus | | | | |in the group. (Changing Minds, 2011) | | | | | | | | | |The democratic style is a group decision making process. This style | | | | |usually opens it up for individuals to voice their opinions and can | | | | |create adversity and problems. | | | | | | | | |â€Å"The laissez-faire style is to minimize the leader's involvement in | | | | |decision-making, and hence allowing people to make their own | | | | |decisions, although they may still be responsible for the outcome. | | | | |( Changing Minds, 2011) | | | | | | | | | |When individuals are motivated to make their own decisions and there | | | | |is no need for a central coordination, the laissez-faire style would | | | | |be best suited for that situation. | | | | | | | | | | | | Straker, D. (2011). Lewin's leadership styles. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/lewin_style. htm |F. E. Fiedler |Least Preferred Co-worker |â€Å"Leaders prioritize between task-focus and people-focus. |c. 1964 | | |(LPC) Theory |Relationships, power and task structure are the three key factors | | | | |that drive effective styles. † ( Changing Minds, 2011) | | | | | | | | | |Fiedler used a scoring system to be able to determine if that leader | | | | |would work with that person again. | | | | | | | | |â€Å"High LPC leaders tend to have close and positive relationships and | | | | |act in a supportive way, even prioritizing the relationship before | | | | |the task. Low LPC leaders put the task first and will turn to | | | | |relationships only when they are satisfied with how the work is | | | | |going. (Changing Minds, 2011) | | | | | | | | | |Three identifying factors | | | | | | | | | |Leader-Member Relations | | | | |Task structure | | | | |Leader’s Position-power | | Straker, D. (2011). . In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/fiedler_lpc. htm Rensis Likert |Likerts leadership styles |Likerts four style of leadership were developed around decision |c. 1967 | | | |making and how much people are involved in the decision making | | | | |process. | | | | | | | | | |Likerts four styles are exploitive authoritative, benevolent | | | | |authoritative, consultative, and participative. | | | | | | | | |The Exploitive authoritative style is a style where the leader has | | | | |low- no concern on how their actions will psychologically affect | | | | |people. This style is based off of fear and threats in order to | | | | |accomplish the task at hand. | | | | | | | | | |The Benevolent authoritative style is a complete opposite of the | | | | |Exploitive authoritative style. This style involves higher ranked | | | | |leaders in an organization listening to the concerns of individuals | | | | |lower in the organization. | | | | | | | | | |The consultative theory is focused on still listening to the upward | | | | |flow of information, but generally decisions are still centrally | | | | |made. | | | | | | | | |The participative theory’s where leaders maximize methods to engage | | | | |with people lower down in the organization in the decision-making | | | | |process. | | | | | | | | | | | | Straker, D. (2011). Likert's leadership styles. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/likert_style. htm |D. J. Hickson |Strategic Contingencies |The strategic contingencies theory states that if a person does|c. 1971 | | |Theory |no they charisma but that person possesses the ability to solve| | | | |problems they still can be a effective leader. | | | | | | | | | |â€Å"The theory helps to objectify leadership techniques, as | | | | |opposed to relying on personalities. (Leadership-Central, | | | | |2011) | | | | | | | | | | | | Strategic Contingencies Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/strategic-contingencies-theory. html#axzz1ZeSf2sGc |Dr. Paul Hersey, |Situational Leadership |Hersey and Blanchard leadership model was developed into four styles|c. 972 | |Ken Blanchard |Model |(S1 to S4) to match the employee development level (D1 to D4). | | | | | | | | | |â€Å"Leaders should adapt their style to follower development style (or | | | | |'maturity'), based on how ready and willing the follower is to | | | | |perfo rm required tasks (that is, their competence and motivation). | | | | |(Straker, 2011) | | | | | | | | | | | | | | |Style one is Telling/Directing which is designed for an employee at | | | | |a D1 level. This employee is a t a low competence, low commitment | | | | |level to the company. | | | | | | | | |Style two is Selling/ Coaching which is designed for a employee at a| | | | |D 2 level. This employee has some competence and a variable | | | | |commitment to his/her position. | | | | | | | | | |Style three is Participating/ Supporting which is designed for an | | | | |employee at a D3 level. This employee has high competence but still | | | | |a variable commitment to his/her position and the company. | | | | | | | | | |Style four is Delegating/ Observing which is designed for a employee| | | | |at D 4. This employee with have a high competence and a high | | | | |commitment to the company. | | | | | | | | | | | | | |At level S1 the leader is high task focus and not real focus on the | | | | |relationship. As you reach a S4 the leader has a low task focus and | | | | |a low relationship focus. At S3 that is where the leader builds a | | | | |strong relationship to develop that employee into a D4. | | | | | | Straker, D. (2011). Hersey and Blanchard's Situational Leadership. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/situational_leadership_hersey_blanchard. htm Situational Leadership- About us (2011). In Situational Leadership. Retrieved October 2, 2011, from http://www. situational. com/about-us/ |Danser eau, Graen, |Leader-member Exchange (LMX)|â€Å"How a leader maintains leadership through working with her or |c. 1975 | |and Haga |his supporters, those entrusted with responsibility and advisers | | | | |defines the Leader-member Exchange theory as a method for | | | | |exerting and maintaining leadership. † (Leadership-Central, 2011) | | | | | | | | | |LMX is a intuitive theory and would be more expected from a | | | | |leader-group structure. LMX uses three stages of development. | | | | | | | | |Organizational Stage | | | | |Role Development | | | | |Leader-led relationship | | | | | | | | | |Leaders in this theory can range from a person leading a small | | | | |discussion group or a supervisor of a work crew to heads of | | | | |countries or empires. â€Å"The more complex the task and | | | | |organization, the more factors enter into the organizational | | | | |dynamics. † (Leadership-Central, 2011) | | | | | | | Leader-Member Exchange Theory – LMX (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. om/leader-member-exchange. html#axzz1ZeSf2sGc |James MacGregor |Burns Transformational |â€Å"Burns Transformational leadership Theory, in other words, |c. 1978 | |Burns |Leadership Theory |Burns focuses upon motivations and values in assessing how a | | | | |leader approaches power. This aspect of having that basic | | | | |ethical system sets leaders apart from those merely aspiring to| | | | |power. (Leadership-Central, 2011) | | | | | | | | | |Burns theory appeals to those interested in developing social | | | | |values and individual purpose. Burns theory asks a fundamental | | | | |question of what the ultimate goal of leadership is and why one| | | | |should be a leader. | | | | | | Burns Transformational Leadership Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/burns-transformational-leadership-theory. html#axzz1ZeSf2sGc |Bass, B. M. |Transformational Leadership |‘Bass defined transformational leadership in terms of how the |c. 1985 | | |Theory |leader affects followers, who are intended to trust, admire and | | | | |respect the transformational leader. (Straker, 2011) | | | | | | | | | |Bass described three ways which leaders can transform their | | | | |followers. | | | | |Easing their awareness of task importance and value. | | | | |Getting them to focus first on team or organizational goals, rather| | | | |than their own interests. | | | | |Activating their higher-order needs. | | | | | | | | | | | | | | | | | | | | | Bass Transformational Leadership Theory (2011). In Leadership-Centeral. Retrieved October 2, 2011, from http://www. leadership-central. com/bass-transformational-leadership-theory. html#axzz1ZeSf2sGc Straker, D. (2011). Bass' Transformational Leadership Theory. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/bass_transformational. htm |James Kouze and |Leadership Participation |â€Å"Specific factors are listed in a checklist form that |c. 1987 | |Barry Posner |Inventory |organizers can use to assess a group's affinity to a leader. | | | | |While they are subjective, they are better than nothing and can| | | | |help in a focus on organizational problems. † | | | |(Leadership-Central, 2011) | | | | | | | | | |Five characterizes for successful leadership | | | | | | | | | |1. Role Model | | | | |2. Inspiration: | | | | |3. Facing Adversity | | | | |4. Empowerment | | | | |5. Generates Enthusiasm | | | | | | | | | | | | | | | | | | | | | | Leadership Participation Inventory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/leadership-participation-inventory. html#axzz1ZeSf2sGc