Jersey Boys Musical Review Essay

Jersey Boys is about the story of Frankie Valli and the Four Seasons. Frankie Valli and the Four Seasons (Four Seasons) made extraordinary music under the genre of rock and pop. The story took place back in the 1950’s when the Four Seasons were just starting up. Location of the tale is in New Jersey. The purpose of Jersey boys is to tell a tale about the hardships that Frankie Valli and the Four Seasons went through to make their music and also other personal and emotional feelings that were endured by the band. I enjoyed the play because the story and music is very interesting, unique and entertaining. I have seen the play before in Las Vegas and I must say that the cast in Las Vegas was much better than the one I saw on Thursday night. The reason is because it went more in-depth with the story and also played every single hit that the band had made. Also, the singers in Las Vegas were much more professional and sounded better because the actor portraying Frankie Valli did not have such a high pitched voice as the one in Curran Theatre. My favorite composition from the band was Beggin because the tempo and beat was so fast-paced and it was impressive how the band had bright stage lights and fascinating dance moves. The music contained catchy rhythms and beats. Some notes would stretch out to make a nice vocal sound and some were just quick beats from the drums. The staging was very flashy because they had different stage lights with different colors for each part of the story. The costumes were very well suited. They actors wore fancy suits and some had a fancy top hot to match their costume. I thought the the whole play went fairly well and the audience seemed to really enjoy it. The music was pleasant and relaxing, the actors were spot on with no mistakes during the show and the crowd was very enthusiastic. The only part I had a slight problem about was the singer. His voice was way too high pitched and it didn’t go well as a cover for the original compositions. My overall opinion would be a 4 out of 5 (4/5) because some of the compositions were not performed well and the music wasn’t as smooth as the original compositions. The melody was virtuous which made the texture just as good. The rhythm was excellent along with the harmony but there were a few not so good structure of the music so to speak. Overall I enjoyed the music and performance. The great things about the music were stated in the paragraph above but there are a few negatives to the cast’s performance. Although they used the same ternary and binary forms for the pieces, something about the way they did it just didn’t go smoothly. I believe it was because of the tempo of the song. The tempo was slowed down a bit during some of the compositions. However I really enjoyed my time at the musical with my mom. She seemed to really enjoy it as well. She had the same insights as I did about the musical.

How Is Romeo Presented in the First Two Acts of Romeo and Juliet

In the first two acts of Romeo and Juliet, Romeo is presented as a young, love struck man. He is a dreamer and a fantasist. The audience feels sympathetic towards him because love is taking him nowhere. In Act 1, we first meet Romeo as he is sobbing about his love for a young lady, who we later find out to be Rosaline. The first line he speaks, â€Å"Is the day so young?†, suggests that he is bored and waiting for something to happen as he is so shocked about how early it is in the day. To emphasise this, he goes on to say, â€Å"Ay me, sad hours seem so long†. Benvolio asks Romeo why he is sad and he explains that he is sad because he has no love and his line, â€Å"Out of here favour where I am in loves† shows that the person he loves does not love him. This is how the audience first learns of Romeo’s love struck ness. To show even more how love struck and sad Romeo is, he admits it to himself when he says, â€Å"This is not Romeo, he is some other where.† Benvolio asks him to â€Å"examine other beauties† to cure his love sickness. But Romeo says that if his eyes see anything more beautiful than Rosaline, then â€Å"turn tears to fires†. This shows that Romeo is very single-minded on Rosaline and believes that no one could be more beautiful than her. On the way to the Capulet’s party, Romeo is presented as upset and a spoil sport. He explains that he has a â€Å"soul of lead† which â€Å"stakes [him] to the ground [he] cannot move†. This shows that he is very serious about his love for Rosaline and feels his sadness as a heavy weight on him, not allowing him to have fun, but to grieve. Reluctantly, Romeo agrees to go to the party in the hope that he will find Rosaline. At the Capulet’s party, Romeo finds another girl, Juliet, and is entranced by her beauty. He asks himself, â€Å"Did my heart love till now?†. This line suggests that he completely falls in love with Juliet and asks himself whether he did love Rosaline or whether he had just got it into his head. This shows that Romeo was very single-minded and a sudden link is made between him and Juliet. However, as Romeo is so absorbed by Juliet he looses his disguise. When Tybalt, a keen Capulet, finds out about this and becomes very angry, describing Romeo as a â€Å"villain Montague† because he has gate crashed the Capulet’s party. This shows that Tybalt is an enthusiastic Capulet and believes Romeo is of the opposite being. But Capulet himself is in a very jolly mood and he describes Romeo as a â€Å"portly gentlemen† and a â€Å"well-governed youth†, showing that Capulet’s beliefs of Romeo is that he is a dignified and well behaved young man. Romeo is also described as a handsome and gentle young man. This is shown in Act 2, as the Nurse described Romeo as â€Å"his face be better than any man’s† and â€Å"gentle as a lamb†. This shows that there are different views of Romeo from different characters but, in general, Romeo is presented as a young, handsome and brave young man who is a distant part of his feud-orientated family. As soon as Romeo falls in love with Juliet a sudden link is made between them. The way they speak is very poetic and in verse, as if they know exactly what to say next. Also, Romeo is presented as religious when he compares his lips to â€Å"two blushing pilgrims†. Romeo is presented as a quite sensible young man and, unlike Benvolio and Mercutio, he doesn’t joke about and mess around. He also doesn’t seem to be part of the dispute between the Capulet’s and Montague’s, showing how keen his is on love. On the other hand, as soon as Romeo and Juliet fall in love they become trapped in their own world and don’t mention much about their families being enemies. Romeo sometimes risks his life and many consequences in order to see Juliet, showing how much he truly loves her. Romeo is also presented as a risky and completely taken in man. At the end of Act 2, Romeo agrees to marry Juliet, but neither the Capulet’s nor Montague’s no about it. This is very risky for Romeo and Juliet and Romeo seems to dismiss the consequences because he is so taken in by Juliet. To make things even more secretive, Romeo arranges for a rope ladder to be sent to the excited Nurse, so that Romeo can climb into Juliet’s room to get married. In conclusion, Acts 1 and 2 of Romeo and Juliet presents Romeo as, at first, a fantasists and love struck man. By the end of Act 2, he is seen as a very entranced and risky man, showing his devotion of love towards Juliet.

Cause of Bronchitis and Tests Done To Determine It

Cause of Bronchitis and Tests Done To Determine It The most common disease associated with respiratory system is bronchitis. It is often accompanied by a cold or flu and affects people regardless of age. If your immune system is weak or you are a chain smoker, then you are greatly exposed to develop chronic bronchitis. In few cases, developing asthmatic bronchitis is also possible. Smoking is considered to be a serious cause of bronchitis which can lead to other complications like pneumonia. The substances found in cigarettes as well other tobacco causes bronchial tubes irritation. Environmental pollution and exposures to chemicals can also lead to developing chronic bronchitis. In addition, second-hand smokes as shown in some studies can also cause chronic bronchitis. Mostly, chronic bronchitis is diagnosed among metal molders, grain handlers, coal miners, and other dust-related occupation. Symptoms of chronic bronchitis worsen if air pollutants and sulfur dioxide also increases. However, bronchitis is brought about by viruses. Within a few days, these viruses may disappear without medications. If bacteria is the cause of bronchitis, then antibiotics is needed to completely overcome it. Bronchitis can either be chronic or acute. Acute bronchitis generates extreme symptoms. It normally clears up immediately if viruses caused it. Chronic bronchitis produces milder symptoms but later on can aggravate. This is often persistent with recidivating character. Chronic bronchitis requires continuous treatment to prevent symptoms from recurring. Bronchitis manifests different symptoms including coughs, breath shortness, soreness, discomfort, excessive mucus production, headache, wheezing, chest pain, and fever. Fever is present due to bacteria infections posing any possible complications. Among the COPD (chronic obstructive pulmonary diseases) illnesses, bronchitis mostly affects more people. And despite its large affected population, it is usually misdiagnosed. Insufficient clinical examination can misinterpret bronchitis with allergies, asthma, and sinusitis. The doctor will ask your medical background which includes pervious and recent smoking habits. Your endurance is also questioned whether or not it is easy for you to climb stairs or walk a long distance. Using a stethoscope, the doctor will examine your chest and back and listen to your normal breathing. In this way, signs of bronchitis can be determined. However, the best way to confirm the presence and seriousness of bronchitis is to undergo PFT or pulmonary function tests. Keep in mind that these tests can be done if causes are known. It includes: Spirometry. An instrument called spirometer is utilized to measure the air inhaled and exhaled from your lungs. Air volumes are measured to determine the ability of your lungs to hold and exhale air. Peak flow meter. It measures the PEFR (peak expiratory flow rate). PEFR is the maximum quantity of air that you can exhale upon forced exhalation. Chest x-ray. This is suggested by a doctor to know if pneumonia problems are present. Mild x-ray changes can be a sign of chronic bronchitis. ABG (arterial blood gas) test. This determines the amount of carbon dioxide and oxygen in your blood. A blood is drawn from your artery. The procedure can make you very uncomfortable. Analysis of your blood gas is useful if oxygen therapy can be advised in case your blood oxygen is very low. Additional tests are necessary if other problems related to your health are involved. If infections are present, sputum and blood tests as well as cultures are conducted to determine the causes of infections. There are different factors when considering treatments for bronchitis. If it is not caused by bacteria, unblocking the obstruction from the airways is done. Medical treatments inhaled medications helpful in unblocking the air passages of your respiratory tract. Bronchodilators are widely used for asthmatic bronchitis and chronic bronchitis.

Basic Hazardous Waste Management Essay Example | Topics and Well Written Essays - 250 words

Basic Hazardous Waste Management - Essay Example It is clear that there is a need to remove petroleum products and refill the well with pure water for human consumption as they are hazardous in nature (Blackman, 2001). The key and first issue, in this case, is to determine the level of hazard in these tanks and the well of water. This should be done after evaluation of various factors. Experts in the petroleum industry will be involved in this case to determine whether by any chance that the content in these tanks can have some economic value and hazards they may contain. Secondly, it would be an important decision to determine whether the tanks can still be in use as storage or they have some hazards such as linkages. This will assist in making a decision on whether the tanks will be replaced. Thirdly, it is important to ensure that all required procedures for disposal of such substances. It is important to obtain the required hazardous waste disposal permit from an authorized body. This will assist in the determination of where and how to dispose of the content in these tanks and in the water well.

How would you use the knowledge of incentives to manage a business Essay

How would you use the knowledge of incentives to manage a business - Essay Example To be effective for business, incentives should clearly link performance to pay and should directly link performance to specific standards and objectives. If a teams objective is customer satisfaction, that should be the measure of performance, rather than volume or duration of service calls, which may bear little relation to whether the customers needs were actually met (Laffont and Marthmort 45). Incentives (rewards and punishments) should relate directly to the nature of performance required at each level of the organization. For example, in order to develop a true team perspective among top executives, the bonus plan for each member of the senior team is based largely on the entire companys success in meeting certain specific financial goals, such as stock price (Campbell 61). In other situations -fund managers in an investment firm, for example -- its more appropriate to base rewards on each persons individual performance. Incentive plans should match measurement periods for rew ards to relevant performance periods; some goals can be assessed after three months, while it might not be practical to evaluate others in less than a year. Some incentive programs recognize that fact by containing both short- and long-term goals. Because performance Incentives can provide bonuses equaling up to 13 percent of a workers base pay, teams are sharply attuned not only to the performance of their own members but to other teams as well. Between each shift there is a brief "hand-off" meeting between the team thats leaving and the one thats coming on (Laffont and Marthmort 51). Some organizations may want to grant direct incentives for worker avoidance of nonwork, anti-work, and semi-work. Tying incentives directly to usage of time is not reward for performance. But in certain cases, particularly where effort distribution issues are involved,

Common ground Essay Example | Topics and Well Written Essays - 1000 words

Common ground - Essay Example According to Terris (1999), one sixth of the total land base in our country yielded to development within a short ten year period from 1982 to 1992. This author’s article deals with the issue of a decline or extinction in various species caused by bulldozing down grasslands and forests, thus building towards a plea for the conservation and preservation of wildlife. The article by Shaw (2004) however, does acknowledge that human activity has stripped away a considerable amount of forested land, thereby depriving the wildlife of their habitat; however reforestation has also been active and this has produced a condition where the nation is now a haven for wild animals and many species that were once endangered are not multiplying in record numbers. For wxample, Shaw (2004) cites the example of the bald eagle, whose population was once down to 32 pairs but has now increased to 329 known active bald eagle nests. In providing an argument that urban sprawl has contributed to the decl ine in certain species of wildlife, Terris(1999) provides specific examples of such species that have been out at risk, such as the Florida panther, the pygmy owl, the kangaroo rat and even plant species such as the saguaro cactus. Her analysis is based upon the following main arguments: (a) Development of land for habitation and especially leap frog developments have eroded the natural habitat for wildlife. (b) Patterns of urban growth have produced loss of habitat for several species of wildlife, fragmentation or the breakup of ecosystems and the generalization of ecosystems wherein only the hardy species that can survive on green lawns and stuff from garbage cans are able to survive. (c) Conservation alone cannot save wildlife, what is necessary is control over development patterns, i.e, restricting unfettered and unplanned development and effectively managing growth in such a manner that it protects wildlife The article by Shaw (2004) is based upon two singular aspects; first th e proliferation of wildlife and second, the increasing proximity of humans to wildlife. In support of her claim that reforestation is rekindling many once diminished species, Shaw (2004) offers the following arguments: (a) Natural reforestation is increasing due to the decline in farming, especially in the eastern United States, which is also increasing wildlife (b) Suburbanization or low density development outside the cities provides a variety of habitat and vegetation that is a draw for animals. (c) A new ecology is being established, i.e, with suburbanization, people build new kinds of habitat such as bird feeders, gardens and ornamental nurseries which are breeding grounds for meso mammals, or mid sized species which only need smaller areas to roam (d) Some species such as deer and geese are both wildlife success stories and a cause of nuisance as well. For example, deer can be a nuisance in the form of deer related collisions, carriers of Lyme disease and damage to crops and s eeds. (e) Increasing proximity of wildlife has become a cause of concern in several areas, for example a mountain lion attacked a woman riding a bicycle near a wild life park. (f) On the basis of her arguments, Shaw(2004) argues that there seems to be an apparent compatibility between human and wild life and the growing notion and people can exist side by side with wilds animals. Entrepreneurs are making efforts to build natural sites

Careers Service In The New Quasi-Market Essay Example | Topics and Well Written Essays - 3000 words

Careers Service In The New Quasi-Market - Essay Example Within this context, the growth of the new Connexions Service is seriously examined. It is argued that it contains basic design flaws, from which a number of troubles have stemmed. It is concluded that while career direction has an imperative involvement to make in strategies to address communal exclusion, this ought to be secondary to its role in supporting individual sequence and growth inside the societal structures to which addition is being sought (Watts, A.G. 1981, 24-35). This study highlights the models of career management practice for adolescent people in the UK have been built on a partnership among, on the one hand, stipulation made within schools and colleges, and on the other, the exterior role provided by the Careers Service, now the Connexions Service. Lots of countries have had only one of these forms of stipulation. We have had the merits of both, by the characteristic advantages that every of them brings. Furthermore, this study challenge in the UK is to build on this model, to expand a authentically all-age career management service. This is not going backwards: it is driving towards a up-to-the-minute future, building on all that we have achieved. No doubt, In Scotland and Wales, this is what they are doing. In England, we were perched to do so too. In the OECD Career management policy assessment, the UK emerged as one of the world-leaders. But in England, we are at danger of conceding this position by throwing away one of the interior strengths of our system. And we are doing it so not by plan, but by default (Roberts, K. 1971). The enterprise model is still in process. But it has been considerably eroded. Now, with the long-delayed publication of the adolescence Matters Green Paper and the End to End Review of Careers learning and management, it is gravely at risk. From a career guidance viewpoint, the key features of the Green Paper are eight-fold: - Career management is subsumed inside a general concept of 'information, suggestion and direction' (IAG), which covers choices relating not only to learning and work but also to spare time, health, dealings, smoking, alcohol and drugs. - A clear difference is drawn among 'universal IAG' and 'targeted support'. - The main liability for 'universal IAG' is allocated, via local authorities, to schools and colleges, in teamwork through children's trusts. - There is support for schools and colleges to agree limited arrangements on a joint basis; but they will reserve the right to make their own preparations, subject to meeting excellence standards (Andrews, D. 2000). - Moreover, schools/colleges and children's trusts can, if they wish, pay money for in services from Connexions or further providers. - Connexions are efficiently to vanish as a national service, although a few local services will remain, and local authorities are confident to hold the Connexions brand. - Consideration is to be specified to new arrangements for

Cooperative Learning (Grade 1 to Grade 12) Essay

Cooperative Learning (Grade 1 to Grade 12) - Essay Example Cooperative efforts this way result in participants striving for mutual benefits so that all the members are gaining by the work of every individual. It also helps to inculcate a sense of responsibility among individuals because they know their work and contribution will affect the outcome that is important for all the members. The group members also know that all of them will share the same fate no matter how they work, therefore they work intently and encourage others in the group to work in the same way. Last but not the least, celebration after the successful completion of the task is also mutual and everyone soul from the group is happy and proud of themselves. Group activities also help in the refining of the outcomes of the tasks because there is shared knowledge, expertise and hard work that everyone is putting in. Obviously not everyone has all the knowledge in the world. In cooperative learning situations there is a positive interdependence among students' goal attainments; students perceive that they can reach their learning goals if and only if the other students in the learning group also reach their goals (Deutsch, 1962; Johnson & Johnson, 1989). Learning goals may be structured to promote coo... e reason being that in today's world, individuals are expected to work together in teams for the accomplishment of tasks which is a tedious job if one doesn't possess the qualities required to work in groups with each other. However, competitive situations are present in which individuals work against each other to achieve one particular goal that only one or few of them can attain. In competition there is a negative interdependence among goal achievements; students perceive that they can obtain their goals if and only if the other students in the class fail to obtain their goals (Deutsch, 1962; Johnson & Johnson, 1989). The presence of competitive situation is equally important in this world. However, the disadvantage is that either they work too hard to beat their class mates or they don't work at all thinking that they don't stand a chance. Elements of Cooperative Learning The essential components of cooperation are positive interdependence, face to face promotive interaction, individual and group accountability, interpersonal and small group skills and group processing (Johnson, Johnson, & Holubec, 1993). It is under certain conditions that should be present for cooperative learning to be more effective than individualistic and competitive learning. Positive interdependence is when every individual possesses some unique ability or knowledge that contributes in the outcome of the task and the efforts are required and indispensible for the group success. Face to face interaction involves orally presenting and promoting ones ideas to everyone in the group, teaching current knowledge to everyone and discussing the concepts that are being learned so that they can be effectively applied by every individual present in the group. Group accountability should be present

Fire service administration Essay Example | Topics and Well Written Essays - 500 words - 5

Fire service administration - Essay Example f fire extinguisher, burglar detection system in place and how the insured came to know about the fire, are essential for investigation (Redsicker & O’Connor, 2010). The fire fighters officially need no warrant to enter in a building for a specific time having reasons to be there to investigate the matter. If the above persons are in a state of doubt, they have every right to arrange administrative or criminal search warrant as the case may be for necessary searches by intimating to the office of Prosecutor. For more elaborate investigation, they seek permission of district attorney coupled with crime specialists and legal experts to face the questionnaire relating to affected scene (Davis, 1978). If search needed, it should be specific in respect of the ingredients that are location of the property to be searched and specific items that require searching. If there is no reason or evidence available, the investigator may have some probable cause (Davis, 1978). A Probable Cause Affidavit should contain many aspects such as when and where the incidence took place; relevant information should be in chronological order leading to the ending point of ample evidence for a particular location; if other investigator need to investigate the place of incidence, it requires the following conditionality and in order to ensure maximum effectiveness, it should be with the consensus of all the stakeholders; Investigators are duty bound to keep that cause of fire for examination later on; the mentioned laws allow sharing of information between the police and fire investigator besides the investigators of the insurance company (Davis, 1978). The key aim is to ensure flow of vital information between the law enforcers and the insurers. It provides opportunity to the insurer or other persons connected with fires that seem to be suspicious in its originality. It permits insurer to inform the state organs about fire and share the information that has developed during the course

Korean comfort women during Japanese occupation of Korea Essay

Korean comfort women during Japanese occupation of Korea - Essay Example ge of these women volunteers as Japan rapidly expanded its control over Asia, to such a point that local women in colonized areas had to be coerced to serve in the so-called comfort stations (Yoshimi 100). Most scholars agree that the number of these women is somewhere around 200,000. It is believed that women from Korea comprise 51.8% of that estimated number (KCIS, â€Å"Comfort Women,† par 8). The Japanese began setting up comfort stations in its colonies beginning in 1932 with various methods of recruitment, as told by comfort women survivors (Mitchell 503). As previously mentioned, they were mostly volunteers until scarcity pushed the military into coercion of women within their occupied territories. Soh enumerates that victims were either abducted forcibly from their homes or promised to be sent to factories as workers, only to be imprisoned in military brothels (â€Å"Japan’s Responsibility,† par. 1). Suzuki further adds that recruitment by Japanese soldiers could be as arbitrary as rounding up some random women at gunpoint or raping before bringing them to comfort stations (â€Å"Japan’s Comfort Women,† par 5). However, local human traffickers were also responsible for such acts, Suzuki clarifies. The purpose of establishing comfort stations was threefold. First, and the most obvious, is to provide comfort to soldiers who were away from their families, not knowing if they could return home alive (Hicks 502). At the time, prostitution in Japan was legal and the military may have seen it logical to bring the practice in their colonies, given the sheer number of men employed for the mission. Second is to prevent the spread of venereal diseases, and the soldiers from randomly raping women in occupied territories – an act that might aggravate resistance against them. Third, as revealed by the Japanese historian Yoshiaki Yoshimi, is to appease dissatisfied frontline soldiers and prevent military uprising (100).. Yoshimi explains that the soldiers’

Academic dishonesty Essay Example for Free

Academic dishonesty Essay The primary objective of Phil 1010 (which fulfills an Area B requirement in the Core) is to help you improve your critical thinking skills. Critical thinking is the skill of recognizing, composing and evaluating arguments. All college courses rely on arguments. Examples include: arguments about business plans, arguments about the qualities of a novel, arguments about the significance of historical events, and arguments about the nature and function of genetic material. Doing well in this course should increase your chances of successfully completing the core curriculum, the courses required by your major, and other courses required to earn your degree. This course is not intended to be an introduction to philosophy and it does not focus on ideas discussed in most philosophy classes (e. g. , justice, knowledge, mind). For an introduction to philosophy, take Phil 2010, Introduction to Philosophy (which fulfills an Area C requirement in the core). Phil 1010 is not a prerequisite for Phil 2010. See more: Old Age Problem essay Prerequisites: There are no other courses required for taking this course; however a significant portion of the course grade involves writing in English, so completion of English composition courses is recommended. REQUIRED MATERIALS: Critical Thinking: The Art of Argument, 2nd custom edition. Rainbolt Dwyer, ISBN 9781133269458 There are used copies of this book available online and in the bookstore. Aplia for Critical Thinking: The Art of Argument PURCHASE ONLINE ONLY at Aplia. com. Other handouts will be sent electronically. IMPORTANT NOTE ON THE VARIOUS EDITIONS OF THE TEXT: There are four different versions of the textbook, but of course you only need one of them. Two are GSU custom editions, and two are national editions. The GSU custom editions are exactly the same as the national editions except that they are printed in black and white and have chapter six removed, since we do not teach chapter six here at GSU. The GSU custom editions were made to save students money and are typically cheaper when purchased new, but the opposite may be the case with used copies, as there are many more used copies of the national edition available for purchase online. As indicated above, I will use the 2nd custom edition, and I recommend that you get this version as well. You may purchase the 1st national edition, however, if you find a copy. Here’s where it gets weird. The 2nd custom edition corresponds to the 1st national edition. If you get either of these texts, you’ll be okay. The 2nd national edition is brand new and has changes in almost every chapter that make it substantially different from the text you need. Do NOT get the 2nd national edition, and do NOT get the 1st custom edition. Specifically, here are the points you need to keep in mind: 1. Critical Thinking: The Art of Argument, 2nd custom edition. (RECOMMENDED, you should purchase this text) Cover picture: the roof of a Greek Temple http://www. amazon. com/Critical-Thinking-Argumet-Edition-University/dp/1133269451 2. Critical Thinking: The Art of Argument, 1st custom edition. (DO NOT PURCHASE) Cover picture: phrenology diagram (four cartoon heads appear on the cover) http://www. amazon. com/Philosophy-Critical-Thinking-Georgia-University/dp/0536864853 3. Critical Thinking: The Art of Argument, 2nd edition (National edition, DO NOT PURCHASE) Cover Picture: a bridge http://www. cengagebrain. com/shop/isbn/9781285197197 4. Critical Thinking: The Art of Argument, 1st edition. (National edition, you may purchase, but NOT recommended) Cover Picture: a bisected nautilus on the cover (a nautilus is a spiral sea shell) http://www. cengagebrain. com/shop/isbn/9780495501572 The links presented above are not purchasing recommendations. I have only provided them so that you can see a picture of books in question. The bookstore is often more expensive than many popular websites. Hunt around for good deals. The authors of this textbook do not receive any money from the sale of the textbook or other course materials to GSU students. GRADE COMPOSITION 1. Components By Weight: Supplemental Instruction Sessions (SIs)10%2 per month minimum, January excluded. Quizzes/Attendance10% Aplia Exercises10% Midterm10% SE 1 10% SE 2 10%Note that later assignments are weighted more to give SE 320%students credit for improvement and to minimize any Final Exam20%penalty for not knowing the material earlier in the term. 2. Grading Scale Assignments in this class are scored on a scale from 1 to 100. Scores transfer to point scale and letter grades as follows: A+4. 398 – 100C+2. 3 77 – 79 A 4. 00 93 – 97C2. 00 73 – 76. A-3. 7 90 – 92C-1. 7 70 – 72 B+3. 3 87 – 89D1. 0060 – 69 B3. 00 83 – 86F0. 000 – 59 B-2. 7 80 – 82 3. To pass the course, students must earn an overall average of 60, get least a 60 on either the midterm or the final, and complete the final, and the SEs. 4. I reserve the right to withdraw any student who, prior to March 4, 2014, misses more than 2 exercises or misses more than 2 quizzes/classes. However, missing more than 2 exercises or 2 quizzes/classes does not guarantee that I will withdraw you. If you want to withdraw, you need to do that yourself via GoSOLAR. 5. If you are not doing as well as you would like in this or any of your other courses, consider making an appointment with the Undergraduate Studies Office, Sparks 224. It offers one-on-one academic coaching, as well as workshops and tutorials on study skills. Important Tip: It is hard to get less than a C in this course if you take all the quizzes, come to all of the class sessions, do all the exercises, take both exams, and complete all three SEs. It is easy to get an F if you miss more than 2 quizzes or class periods, miss more than 2 sets of exercises, miss an exam, or miss an SE. In other words, effort counts. SEs: â€Å"SE† stands for â€Å"Standardize and Evaluate an Argument. † These will be discussed in detail in class. I reserve the right to use any student’s SE for pedagogical purposes. Students’ names and any other identifying marks will be removed to ensure anonymity. Quizzes: Some class meetings will begin with a quiz. The quizzes will begin promptly and last precisely 5 minutes. They will be composed of two multiple-choice questions that cover the reading assigned for that days class. The questions will be easy if you have done the reading. For merely taking the quiz and remaining in class for the full 50 minutes, you will get 50 of a possible 100 points. You will get 75 of 100 if you get one question right, and 100 of 100 if you get both questions right. This is an ideal opportunity to get an A on 10% of your course grade. Exercises Aplia: Exercises are completed electronically via Aplia. You must purchase the software at Aplia. They are due once a week by or before 11:45 pm on Sunday Eastern Time (be careful not to choose Pacific time! ). Note that the computer will close at precisely that time so you need to be sure your exercises are submitted before that time. See the handout on page 6 for accessing Exercises on Aplia. Your grade on each set of exercises is the percentage of the questions you get right. For example, if there are eight questions in an exercise set, and you get six of them right, your grade on that set is a 75. However, your actual Aplia grade will be based on your good faith effort. If you attempt to do all of the questions on the exercises every week, and you average between 60—93%, your total Aplia grade will be set at 93. Scores over 93% will be recorded as they are. This is an ideal opportunity to get an A on 10% of your course grade. Make-Ups: 1. Late assignments and absences are excused only when there is a sufficiently documented, last minute significant emergency. 2. There are no make-ups for daily quizzes. If you have an excused absence on that day, that day’s quiz will simply be dropped from the calculation of your quiz grade. Email: 1. Email is the best way to contact me. 2. You should check your official Georgia State email at least once every 24 hours. 3. By University policy, I must use your official Georgia State student email address. If you send an email from a non-GSU email account, I cannot respond. 4. If you email me from your GSU account and have not received a reply within 24 hours, you should assume that I did not receive the message. Contact me in person. 5. If you turn in any assignment by email, it is your responsibility to confirm that I received it on time. You will know that I got it because I reply to all student emails. If I do not receive it on time, you will not get credit for the assignment without time-stamped email proof that you sent it before it was due. Having trouble with your email, computer, or ISP is not an excuse for a late assignment. Attendance: Everyone’s presence is an intrinsic and vital feature of the class. Even if you do not speak, your presence has an effect on what is said by others. Attendance can be the deciding factor for course grades on the borderline. Class Format: The class will be a combination of lecture, discussion, and practice. This format demands that students be well prepared for class. You do not have to understand all the readings before class, but you need to read all the readings before class and be prepared to ask questions about what you do not understand. Electronic Devices: No computers, cell phones, smart phones, PDAs, pagers, or other electronic devices may be used in the classroom. Please turn off all devices before class begins. Students with Disabilities: If you have a disability that may impair your ability to successfully complete this course, contact your instructor as soon as possible to arrange accommodations. GSU has two programs that provide supports services to students with disabilities. Office of Disability Services http://www2. gsu. edu/~wwwods/ 404. 413-1560 Accessibility At GSU http://www2. gsu. edu/~wwwada/ 404. 464-9044 Students who wish to request accommodation for a disability may do so by registering with the Office of Disability Services (second floor in the Student Center; [emailprotected] edu). 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Finally, note that on assignments in this class, no outside sources are permitted for in-class tests or SEs. Moreover, you are liable for further administrative action, which might include expulsion with notation on your permanent record. See the GSU Policy on Academic Dishonesty attached to this syllabus, available in the University Student Handbook, and found online at http://www2. gsu. edu/~wwwcam/overview/index. html In addition, be sure you give due consideration to what it means to be a good friend! Not infrequently, students draw the natural but erroneous conclusion that allowing or facilitating a friend’s cheating is somehow helping that friend. FAR FROM IT! Good friends, truly good friends, help us to avoid cheating and any other kind of dishonesty. HOW TO DO WELL IN THIS COURSE: Come to Class and Come on Time: Because of the way grades are computed, and the fact that so much of the course is discussion based, your grade will suffer if you are not present for discussions, and your grade will be favorably affected if you are present. Study Outside of Class: 1. A normal expectation is that undergraduate students will spend a minimum of two hours studying outside of class for every hour spent in class. 2. Since this course meets for 2 hours of class time each week, you should plan on spending at least 4 hours outside of class each week studying the material. It is also likely that it will take more than that amount of time to complete the readings in a manner sufficient to understand the material. Remember in Summer session, every day is equivalent to one week in a Fall or Spring term! Read the Assignments Multiple Times: Philosophy is demanding reading. I expect you to do all the readings before class and after class. We will not read a great many pages, but some of the readings might be dense or difficult to follow. First, read the work through quickly to get the general idea and to circle any words you don’t understand. Then look up all the words you don’t know and read the work again slowly. Third, after we cover the reading in class, read it again, slowly. Read. Rinse. Repeat. Final Notes: The course syllabus provides a general plan for the course; deviations may be necessary. Everything in this syllabus can change (and something always does). You are responsible for all changes announced in class, on PAWS, and via email. Your constructive assessment of this course plays an indispensable role in shaping education at Georgia State. Upon completing the course, please take time to fill out the online course evaluation. How to access your Aplia course PHIL 1010- Critical Thinking Spring 2014 Instructor: George Rainbolt Start Date: 01/13/2014End Date: 05/11/2014 Course Key: 5N6Q-MHZW-NQNX Registration Aplia is part of CengageBrain, which allows you to sign in to a single site to access your Cengage materials and courses. 1. Connect to http://login. cengagebrain. com/ 2. If you already have an account, sign in. From your Dashboard, enter your course key (5N6Q-MHZW-NQNX) in the box provided, and click the Register button. If you dont have an account, click the Create a New Account button, and enter your course key when prompted: 5N6Q-MHZW-NQNX. Continue to follow the on-screen instructions. Payment Online Only: http://www. cengagebrain. com/micro/gsuphil1010 After registering, you can buy access to Aplia from myhome. cengagebrain. com. Aplia is NOT available from bookstore. Purchase it online only to get special discount price. If you choose to pay later, you can use Aplia without paying until 11:59 PM on 02/02/2014. After paying, you will have the option to purchase a physical book at a discounted price. For more information on registering for Aplia, please visit http://www. cengagebrain. com/aplia/. Phil 1010TENTATIVE Schedule of AssignmentsSpring 2014. January T 1/14Chap 1, What is Critical Thinking, What is an Argument, Why Think Critically, pp. 4-13 R 1/16Chap 1, Finding Arguments, pp. 13-26; Begin Putting in Standard Form Right Away. F 1/17No class, but last day to Add/Drop S 1/19APLIA DUE: How to Use Aplia Due before 11:45pm T 1/21Chap 1, Putting Arguments into Standard Form, pp. 31-36 R 1/23Chap 1, Standardization Practice S 1/26APLIA DUE Ch 1, Sets 1 and 2, before 11:45pm T 1/28SE1 (standardize a passage in class) R 1/30Chap 2, Two Characteristics of a Good Argument, True Premises, and Proper Form, pp. 42-48 and 51-53 February. S 2/2APLIA DUE Ch 1, Set 3, and Ch 2, Set 1, before 11:45pm T 2/4Chap 2, Deductive and Inductive Arguments and Relevance, Fallacies pp. 55-64 and 70-79 R 2/6Chap 3, Three Kinds of Premises, pp. 86-102 S 2/9APLIA DUE Ch 2, Set 22, before 11:45pm T 2/11SE 2 (standardizing and evaluating a passage in class) R 2/13Chap 5, Identifying Propositional Statements, pp. 146-156 S 2/16APLIA DUE Ch 2, Set 3, before 11:45pm T 2/18Chap 5, Evaluating Propositional Arguments, pp. 159-169 R 2/20Chap 5, How PF test differs for Deductive and Inductive Arguments S 2/23APLIA DUE Ch 3, Set 1, before 11:45pm T 2/25Review. R 2/27Midterm in class March S 3/2APLIA DUE Ch 5, Set 1, before 11:45pm T 3/4Chap 7, Identifying Analogical Arguments, pp. 228-234 Last day to withdraw with a W R 3/6Chap 7, Evaluating Analogical Arguments, pp. 244-256 S 3/9APLIA DUE Ch 5, Set 2, and Ch 7, Set 1, before 11:45pm T 3/11Chap 8, Descriptive Statistics, pp. 258-275 R 3/13Chap 8 Identifying Statistical Arguments, pp. 275-278 S 3/16APLIA DUE Ch 7, Set 2, and Ch 8, Set 1, before 11:45pm T3/18 R 3/20NO CLASS SPRING BREAK T 3/25Chap 8, Evaluating Statistical Arguments, pp. 281-285 R 3/27Chap 8, Evaluating Statistical Arguments continued. S 3/30APLIA DUE Ch 8, Sets 2 and 3, before 11:45pm April T 4/1No Fooling! Chap 9, The Many Meanings of â€Å"Cause† and Identifying Causal Arguments, pp. 294-303 R 4/3Chap 9, Evaluating Causal Arguments, pp. 306-314 S 4/6APLIA DUE Ch 9, Set 1, before 11:45pm T 4/8Chap 9, Evaluating Causal Arguments Continued, pp. 316-321 R 4/10Chap 9, The Scientific Method, pp. 326-331 S 4/13APLIA DUE Ch 9, Sets 2 and 3, before 11:45pm T 4/15SE 3 in class (standardizing and evaluating a passage in class) R 4/17Chap 10, Identifying Moral Arguments, pp. 342-345 S 4/20APLIA DUE Ch 9, Set 4, before 11:45pm. T 4/22Chap 10, Evaluating Moral Arguments, Consequentialist Arguments, pp. 351-358 R 4/24Chap 10, Deontic and Aretaic Moral Arguments, pp. 359-366 F 5/2Friday, May 2, 2014, Common Final Exam, 1:30-4:00pm. Room TBA Department of Philosophy General Syllabus Statement Spring 2014 This syllabus provides a general plan for the course. Deviations may be necessary. The last day to withdraw from a course with the possibility of receiving a W is Tuesday, March 4. Students are responsible for confirming that they are attending the course section for which they are registered. Failure to do so may result in an F for the course. By University policy and to respect the confidentiality of all students, final grades may not be posted or given out over the phone. To see your grades, use PAWS. The customary penalty for a violation of the academic honesty rules is an F in the course. See the University Policy on Academic Honesty on the reverse of this sheet. Copying or using material from the internet without citation is a violation of the academic honesty rules. A student may be awarded a grade of W no more than 6 times in their careers at Georgia State. After 6 Ws, a withdrawal is recorded as a WF on the students record. A WF counts as an F in a GPA. Your constructive assessment of this course plays an indispensable role in shaping education at Georgia State University. Upon completing the course, please take the time to fill out the online course evaluation. Students who wish to request accommodation for a disability must do so by registering with the Office of Disability Services in Suite 230 of the Student Center. Students may only be accommodated upon issuance by the Office of Disability Services of a singed Accommodation Plan and are responsible for providing a copy of that plan to instructors of all classes in which an accommodation is sought. Subscribe to one of our department listservs for current information and events: 1. Undergraduate Students: www2. gsu. edu/~wwwphi/2131. html 2. Graduate Students: www2. gsu. edu/~wwwphi/2109. html For more information on the philosophy program visit: www. gsu. edu/philosophy Policy on Academic Honesty, from the GSU Catalog As members of the academic community, students are expected to recognize and uphold standards of intellectual and academic integrity. The university assumes as a basic and minimum standard of conduct in academic matters that students be honest and that they submit for credit only the products of their own efforts. Both the ideals of scholarship and the need for fairness require that all dishonest work be rejected as a basis for academic credit. They also require that students refrain from any and all forms of dishonor? able or unethical conduct related to their academic work. The university’s policy on academic honesty is published in the Faculty Handbook and On Campus: The Student Handbook and is available to all members of the university community. The policy represents a core value of the university, and all members of the university community are responsible for abiding by its tenets. Lack of knowledge of this policy is not an acceptable defense to any charge of academic dishonesty. All members of the academic community—students, faculty, and staff—are expected to report violations of these standards of academic conduct to the appropriate authorities. The procedures for such reporting are on file in the offices of the deans of each college, the office of the dean of students, and the office of the provost. In an effort to foster an environment of academic integrity and to prevent academic dishonesty, students are expected to discuss with faculty the expectations regarding course assignments and standards of conduct. Students are encouraged to discuss freely with faculty, academic advisers, and other members of the university community any questions pertaining to the provisions of this policy. In addition, students are encouraged to avail themselves of programs in establishing personal standards and ethics offered through the university’s Counseling Center. Definitions and Examples The examples and definitions given below are intended to clarify the standards by which academic honesty and academically honorable conduct are to be judged. The list is merely illustrative of the kinds of infractions that may occur, and it is not intended to be exhaustive. Moreover, the definitions and examples suggest conditions under which unacceptable behavior of the indicated types normally occurs; however, there may be unusual cases that fall outside these conditions that also will be judged unacceptable by the academic community. Plagiarism: Plagiarism is presenting another person’s work as one’s own. Plagiarism includes any para? phrasing or summarizing of the works of another person without acknowledgment, including the submitting of another student’s work as one’s own. Plagiarism frequently involves a failure to acknowledge  in the text, notes, or footnotes the quotation of the paragraphs, sentences, or even a few phrases written or spoken by someone else. The submission of research or completed papers or projects by someone else is plagiarism, as is the unacknowledged use of research sources gathered by someone else when that use is specifically forbidden by the faculty member. Failure to indicate the extent and nature of one’s reliance on other sources is also a form of plagiarism. Any work, in whole or in part, taken from the Internet or other computer-based resource without properly referencing the source (for example, the URL) is considered plagiarism. A complete reference is required in order that all parties may locate and view the original source. Finally, there may be forms of plagiarism that are unique to an individual discipline or course, examples of which should be provided in advance by the faculty member. The student is responsible for understanding the legitimate use of sources, the appropriate ways of acknowledging academic, scholarly or creative indebtedness, and the consequences of violating this responsibility. Cheating on Examinations: Cheating on examinations involves giving or receiving unauthorized help before, during, or after an examination. Examples of unauthorized help include the use of notes, computer-based resources, texts, or crib sheets during an examination (unless specifically approved by the faculty member), or sharing information with another student during an examination (unless specifically approved by the faculty member). Other examples include intentionally allowing another student to view one’s own examination and collaboration before or after an examination if such collaboration is specifically forbidden by the faculty member. Unauthorized Collaboration: Submission for academic credit of a work product, or a part thereof, represented as its being one’s own effort, which has been developed in substantial collaboration with another person or source or with a computer-based resource is a violation of academic honesty. It is also a violation of academic honesty knowingly to provide such assistance. Collaborative work specifically authorized by a faculty member is allowed. Falsification: It is a violation of academic honesty to misrepresent material or fabricate information in an academic exercise, assignment or proceeding (e. g. , false or misleading citation of sources, falsification of the results of experiments or computer data, false or misleading information in an academic context in order to gain an unfair advantage). Multiple Submissions: It is a violation of academic honesty to submit substantial portions of the same work for credit more than once without the explicit consent of the faculty member(s) to whom the material is submitted for additional credit. In cases in which there is a natural development of research or knowledge in a sequence of courses, use of prior work may be desirable, even required; however the student is responsible for indicating in writing, as a part of such use, that the current work submitted for credit is cumulative in nature. ID SHEET Please print or write legibly PRINT NAME GSU EMAIL ADDRESS CELL PHONE EMERGENCY CONTACT Name EMERGENCY CONTACT Phone Freshman, Soph, Jr, Sr, PostBac? Number of credit hours completed MAJOR 2ND MAJOR. MINOR 2ND MINOR PREVIOUS PHIL COURSES Intro to Phil or Great Questions? Others at GSU? Phil Courses taken elsewhere? If so what and where? Check reason(s) for taking this course (a) Fulfills Area B Core Reqmt (b) Fulfills another reqmt (C) Good time of day (d) Phil major or minor (e) Other reason: specify Give a definition of Critical Thinking Why are you here? (at least one paragraph, continue on next page) ***********************************TEAR OFF HERE***************************************** Complete the following before or on the first day you attend class, and turn it to your instructor. NAME______________________________DATE__________________ I have received, read, or will read, and accept responsibility for following the policies noted in the syllabus. I have also received, read, or will read, and accept responsibility for fulfilling the requirements outlined in the schedule of assignments. I understand that not following the course policies or not completing all assignments can negatively affect my grade in the course. I also understand that FAILURE OF THE COURSE is the departmental default policy for cases of academic dishonesty, including, but not limited to plagiarism, cheating on a test, copying someone else’s exercises or other work, letting someone else copy my exercises or other work, or any other form of academic dishonesty. I also understand that I am responsible for using and checking my GSU email account daily, and that my instructor is required by university policy to use my GSU email account for all academic correspondence.

Femme Fatale in Victorian Literature Essay Example for Free

Femme Fatale in Victorian Literature Essay INTRODUCTION Victorian Era was the big step in the overall cultural development of England. Many, presently famous novels and poems came to light during this period. Mainly writers, who (in their style of writing) openly manifested their opposition to the strict moral law which was significant those days. Universal etiquette of behavior, wealth and the family name in the social hierarchy ladder were very important to be perceived as aristocracy. Class division within the society was clearly marked. The pattern of a female character in Victorian novel which gained popularity very fast that time was Femme Fatale pattern which is also known as deadly woman. I have chosen such topic, because I am of opinion that femme fatale type of character is the most interesting of all female identity types. Furthermore, Victorian period is a time of a changing role of the women in the British society, which gives us very contrastive background, in which behavior of such woman was something immoral, controversial but also brave. Charles Dickens is widely perceived as the greatest novelist of the Victorian Era. He is the creator of fictional characters, which are known all over the world and are used as universal patterns through centuries till now. Ch. Dickens in his work described in a perfect way English Victorian society as well as its rules. Dickens, through his life experienced many difficulties, which shaped his identity and had immense influence on his own, specific style of writing. His thirteenth novel Great Expectations was one of the greatest among Victorian Era works. The main character Pip, is growing and developing through the whole story which is why the novel belongs to the Bildungsroman genre. What is more, Great Expectations novel was firstly published in the serial form in weekly magazine All the Year Round so it can be also defined as serialized novel. The plot of this story is quite complicated, bringing the reader much of surprise because of unexpected turns of action and character, like the most significant change in the story is when the main hero suddenly becomes rich person and his life has been rapidly changed. But it is not main hero on whom I am going to focus in the first chapter of my diploma paper. It will be the woman of his dreams. The woman, who was unable to return a feeling back to him, as well as to anybody else. Her name is Estella Havisham and she is the first example which I am going to analyze in my work. The second writer from Victorian era whose fictional character I am going to analyze is William Thackeray. William Thackeray, the next one of the greatest writers in Victoria Era, was born into British high society in 1811. He experienced mostly comfortable and easy life until he reached 22 years old. Till that time he managed to squander most of his fortune. The main reasons which led to that situation were gambling and the Indian Banking Crisis. We can say that during his life he experienced on his own what is like to be rich and poor. That is why he could objectively depict the view of British society of his times. This is exactly what he had done in his famous work entitled Vanity Fair. In 1847 He started publishing short stories in Punch Magazine, which means that similarly to Great Expectations, it was also serialized novel. Although first chapters of this novel were written years before, they were not available for the wide audience. The whole story was completed and published as a book in 1848. That time also it received the subtitle A Novel Without a Hero. Very soon it became successful. CHAPTER ONE: FEMME FATALE AND VICTORIAN SOCIETY 1Victorian Period – Overall information The period 1837-1901 is named Victorian after Queen Victoria who ruled English country that time. It was a time of a big change when English Victorian Society was divided into three main classes: upper, middle and lower which was also called working class. Each class is characterized by various occupations, ways of life and etiquette. The upper class consisted of the nobility, such as dukes, earls, and viscounts. They were often related to the royal families of Britain and Europe, and their society was distinct and separate to the other two classes certain expectations had to be met by everybody. Most of these aristocrats did not have a profession, as their families had sufficient funds to live in affluence. However, many were captains of industry, especially mining or ship building. The middle class consisted of rich families who were respectable, but lacked a title, and often had skilled professions, such as a doctor, or a teacher. At the beginning of the Victorian times, they were a small proportion of the population. However, the effects of the Industrial Revolution meant that more people could be defined as middle class, because of improvements in education and more opportunities of leveling from the lower class to upper one. The lower class (working class) were made up of the rural and urban poor, who had often low skilled, dangerous, dirty and boring jobs (often all four) that they had to take because of the lack of education. A handful could actually be defined as lower middle class, but because they often lived in terraced housing areas, they were defined as working class. There was also a class below the working class paupers. They lived in extreme poverty, often because of old age, unemployment, illness or strained resources. Sally Mitchel in her book clearly points out that Most working people earned just enough to stay alive, and could be thrown into poverty by illness, layoffs, or a sudden misfortune such as a factory fire that caused even short-term unemployment. People in unskilled and semiskilled jobs generally needed additional income from several members of the family. (Mitchel 19) Etiquette was one of the most significant thing that time. Education of the woman would not be completed without teaching rules of proper behavior. Not only women but also men had to obey this set of rules during many daily activities even the simplest one. What kind of jewelry as well as when and where one should wear, who to walk with, who to dance with, how and when to speak to a stranger, were all very critical knowledge. For men, there were rules about bowing, where to sit and next to whom, even about the circumstances in which it was appropriate or not to smoke or drink in front of ladies. Running a house without servants was almost impossible. The number of servants one could afford was a sign of one’s wealth. The bigger house, the more servants were hired. They were usually divided into two groups: indoor (butler, housekeeper, maids) and outdoor: (coachman, groom, a gardener). Being a servant wasn’t well-paid job but thanks to tips, a servant could earn extra money. Next, very significant thing which was obligatory mainly in upper class society was dance. It was the essence of every ball which was one of the greatest entertainment that time in English society. Balls were organized on many occasions and created opportunity to know noble men and women from upper class. In Victorian Britain the ideology of separate private sphere to the woman and sphere of business and politics to the man was clearly marked. The home was regarded as a haven from the busy and chaotic public world of politics and business, and from the harsh life of the factory. In Victorian times, you could travel one of three ways: by train, by horse, or by foot. The most common means of transportation was by far the horse. It was used by rich and poor. The rich owned fancy coaches that had every accessory one could ever need for living on the road, and the poor would go about town on the cheap omnibuses that carried twenty people at a time. 2Femme Fatale The term femme fatale comes from French and it states mainly in the opposition to another popular image of a Victorian woman called Angel in the House. ‘Femme Fatale is a woman who is sexually attractive but cruel and dangerous to men who have a relationship with her’ (Macmillan Dictionary, Femme Fatale definition). There were many famous female characters in the history who suit very well to this image even before the term Femme Fatale has been created. To the most famous examples belong: The femme fatale has always been a well-known archetype in literature, art and movies. The tradition of the femme fatale is long and versatile and can be traced back as far as ancient Egypt, with its iconic Cleopatra. Especially in the fine arts, the femme fatale has been portrayed in many metaphorical ways: as a vampire, nymph, fallen angel or sorceress. She flourished in the 1940’s century film noir, where the combination of aggressiveness and sensuality in women was a central topic (Place, 1998: 57). We can find many examples not only in written form but also in movies, where tempting and lethal women can be found as well: Sharon Stone in BASIC INSTINCT (1992), the Bond Girls or Renee Zellweger and Catherine Zeta-Jones in CHICAGO (2002) were all very seductive, but dangerous. Hence, based on van Dijkstra’s extensive historiography, the femme fatale can be defined as a woman who is mysteriously seductive and uses this quality to outsmart men. Her resistance against male domination exists of beauty, charm and sexual allure: she tempts the male target and drives him crazy by denying him her affection. (1986, 237) To summarize: key aspects of the femme fatale are mystery, beauty, seduction and, most importantly, danger. The most conventional image of the perfect Victorian woman who states in opposition to Femme Fatale woman can be found in the title of a long poem written by Coventry Patmore: The Angel in the House. The pure woman’s life was supposed to be entirely centered on the home. She preserved the higher moral values, guarded her husband’s conscience, guided her children’s training, and helped regenerate society through her daily display of Christianity in action. If she successfully made the home a place of perfect peace, her husband and sons would not want to leave it for an evening’s (morally suspect) entertainment elsewhere. (Mitchell 266) 3 William Makepeace Thackeray – Vanity Fair William Makepeace Thackeray was born in Calcutta, India, in 1811. He was son of Richmond Thackeray, an Indian Civil Servant, and his wife Anne. Just a few years later his father died, his mother remarried, and the shy and young William was sent to England where he would deal with the harsh realities of isolation at Charterhouse, a private school in London. He then went on to attend Trinity College, Cambridge. Thackeray abandoned his studies without taking a degree, having lost some of his inheritance of twenty thousand pounds through gambling. During 1831-33 Thackeray studied law at the Middle Temple, London, but had little enthusiasm to continue his studies. Soon after He went to Paris to unsuccessfully try his hand at painting. It was in Paris that he met and married Isabella Shawe (1816–1893) in 1836, with whom he would have two surviving daughters, Anne Isabella and Harriet Marian. Back in England he suffered massive financial losses, which is why he had to start writing articles, reviews, essays and sketches as a journalist. Travel articles about France such as his Paris Sketch Book (1840) and The Yellowplush Correspondence (1841) were among his first efforts appearing in various magazines and journals including Frasers, Punch, and The Times. He also illustrated many of his own works. After the birth of Harriet, Isabella started on what was to be, until her death, numerous bouts of depression, an extensive search for a cure, and ultimately a slow spiral to insanity. She would live apart from William, rarely seeing him or her daughters. Thackeray remained close to his daughters all his life. Anne was his secretary for a while and they both lived with him at his house in London before marrying. The disintegration of his marriage however would have a profound effect on his life and was reflected in the characters of his novels, including the loveless marriage between Rachel and Frank Castlewood in The History of Henry Esmond, Esq. (1852) and its sequel The Virginians (1857). Haunting the Literary Clubs of London including the Garrick Club, Thackeray also travelled the Mediterranean, A Journey from Cornhill to Grand Cairo (1846) the result. Book of Snobs (1848) and Vanity Fair (1848) followed soon after, but it was not until The History of Pendennis (1850), his semi-autobiographical novel that Thackerays success as a humorist was confirmed. He then embarked on a series of lectures published as English Humorists of the Eighteenth Century (1851) and Four Georges (1860), based on the Hanoverian Kings, from his tours of the United States in 1852-53 and 1855-56. In 1860 Thackeray became editor of the monthly literary journal Cornhill Magazine, but died suddenly three years later, in 1863, at the age of fifty two. He lies buried beside his mother in the Victorian Garden cemetery Kensal Green in London, England. Charles Dickens wrote a glowing tribute to him in Cornhill Magazine. William Thackeray is mostly known for his great novel â€Å"Vanity Fair†. The novel was written in 1848. The book brought Thackeray prosperity and made him an established author and popular lecturer in Europe and in the United States. Vanity Fair with its second title A Novel without a Hero is a novel published in 1847–48, satirizing society in early 19th-century Britain. The books title comes from John Bunyans allegorical story The Pilgrims Progress, first published in 1678 and still widely read at the time of Thackerays novel. Vanity Fair refers to a stop along the pilgrims progress: a never-ending fair held in a town called Vanity, which is meant to represent mans sinful attachment to worldly things. The novel is now considered a classic, and has inspired several film adaptations, the most recent being the 2004 film starring Reese Witherspoon. In 2003, Vanity Fair was listed on the BBCs The Big Read poll of the UKs best-loved novel.[1] 4 Charles Dickens – Great Expectations Charles Dickens is widely perceived as the greatest novelist of the Victorian Era. He is the creator of fictional characters, which are known all over the world and are used as universal patterns through centuries till now. Ch. Dickens in his work describes in a perfect way English Victorian society as well as its rules. Dickens, through his life experienced many difficulties, which shaped his identity and had immense influence on his own, specific style of writing. Charles John Huffam Dickens was born on 7 February 1812 in Portsmouth. He was son of John and Elizabeth Dickens. Until he finished 11 years he and his family moved two times. He was very clever boy. When he was young, he read many novels, especially the picaresque novels of Tobias Smollett and Henry Fielding. From the early stages he took private lessons, first in dame school, and then at a school run by William Giles, a dissenter, in Chatham. In 1822, the Dickens family moved to Camden Town, a poor neighborhood in London. By then the family’s financial situation had grown dire, as John Dickens had a dangerous habit of living beyond the family’s means. Eventually, John was sent to prison for debt in 1824, when Charles was just 12 years old. In 1860 Dickens started to publish short stories for the weekly magazine â€Å"All The Year Round†. Although intended for weekly publication, Great Expectations was divided into nine monthly sections, with new pagination for each. At the beginning, his serialized story was not so famous as A Days Ride by Charles Lever, which was published in the same magazine but soon lose favor with the public. Dickens, during one year of publication (1860-1861), wrote thirty six episodes. The novel gained title Great Expectation and became very successful among works of Victorian era, showing simultaneously Dickens peak and maturity as an author. Nowadays, novel is regarded as very important and is taught in many English classes. The main character Pip, is growing and developing through the whole story which is why the novel belongs to the Bildungsroman genre. In many respects, it contains themes and emotions directly related to the author’s experience. For instance, the description of Pip’s childhood has some affinity with Dickens own life. Also, Estella seems directly inspired from Maria Beadwell, a lady whom Dickens loved; Beadwell snubbed him coldly because of his low social status. The plot of story is complicated, bringing the reader much of surprise because of unexpected turns of action as the most significant change in the story when the main hero suddenly becomes rich person and his life has been rapidly changed. But it is not main hero on whom I am going to focus in the first chapter of my diploma paper. It will be the woman of his dreams. The woman, who was unable to return a feeling back to him, as well as to anybody else. Her name is Estella Havisham and she is the first example which I am going to analyze in my work.

Impacts of Enterprise Resource Planning (ERP)

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