Enterprise Resource Planning Essays (Examples)

Developing the Forensics, Continuity, Incident Management,
Organizations of the 21st century are facing the increased need for incidence management, security and while handling training capacities for the enterprise. Security remains a major concern given that organizations have traditionally lost data through theft or malicious destruction. Studies have shown upgrades should be done at the technology and expert level. Attacks come in a variety of formats or even hybridized and cloned, hence complicating responses of forensics. With such in mind, it is important to respond to the security training and capacities by training the methodologies, systems, and technologies as well as enterprise resources that are useful in responding to the security problem. Given the need to extend the security parameter, the incoming research develops a forensic, continuity, incidence management as well as security training approach that will be useful for enterprise resource management.
Data Security and Policy Assurance methods
There data…

References

Arduini, F., & Morabito, V. (2010, March). Business continuity and the banking industry. Communications of the ACM, 53(3), 121-125 

Dahbur, K., & Mohammad, B. (2011). The Anti-Forensics Challenge. Proceedings from ISWSA \\'11: International Conference on Intelligent Semantic Web-Services and Applications. Amman, Jordan.
Johnson, L. (2013). Computer incident response and forensics team management: Conducting a successful incident response. Amsterdam; Boston: Elsevier, Syngress, [2014]
Ho, A. T. S. (2015). Handbook of digital forensics of multimedia data and devices. Southern Gate, Chichester, West Sussex, UK: Wiley,

As postulated by David Ricardo, a system of perfectly free commerce translates to high benefits to participating trading countries (Ricardo, 1951). In this section, the paper engages trade barriers in the US during the 1980s. Furthermore, advantages and disadvantages of these factors are considered in this segment.
Primary Goods and Services Traded By the US Internationally
Around the 1980s, the US held a dominant position in many export markets. The latter was because of its economic prowess and advancements in the manufacturing and technology segments. Consequently, most of its export product groups included electrical and computer machinery, aircraft, and spacecraft, and vehicles (Baily & Bosworth, 2014). The country also exported educational, financial, and legal expertise in addition to military related services but imported crude oil, pharmaceuticals, machines, and engines. Lastly, people service imports such as installation, maintenance, and troubleshooting of parts and equipment were imported by the nation.
Trade Barriers…

References
Bradford, M., Earp, J. B., & Grabski, S. (2014). Centralized end-to-end identity and access management and ERP systems: A multi-case analysis using the Technology Organization Environment framework. International Journal of Accounting Information Systems, 15(2), 149-165.
Schniederjans, D., & Yadav, S. (2013). Successful ERP implementation: an integrative model. Business Process Management Journal, 19(2), 364-398.


 

Some manufacturers have sought to improve their profitability by becoming more horizontally integrated in their supply chain management operations, but it does not appear feasible for the company to acquire the vendors that supply its component parts so viable alternatives must be identified that can facilitate the supply chain management process vertically. As Choy, Lee and Lo (2003) point out, "Very few manufactures now own all the activities along the chain but integrate the supply network from various supplier networks and the ability to make fast and accurate decision often constitute a competitive advantage compared with the competitors or other networks" (87). It is clear that the company could benefit from an information technology solution to its current paper-driven approach to managing its supply chain operations. In this regard, Choy and his associates also note that, "The rapid advance in information technology is now deployed not only to improve existing…

References

Akram, a., Chohan, D., Wang, X.D., Yang, X. And Allan, R. 2005. "A Service Oriented

Architecture for Portals Using Portlets." Warrington, UK: CCLRC e-Science Centre,

CCLRC Daresbury Laboratory.

Boyson, S., Corsi, T. And Verbraeck, a. 2003. "The e-supply chain portal: a core business model." Transportation Research Part E, 39, 175 -- 192.

Quality of the Optimization for esource Planning Model by C. Santos et al. (2013)

Any multinational organization with more than 100,000 knowledge workers is faced with some profound challenges in harnessing this pool of talent for a diverse set of information technology projects. The resource planning function for Hewlett Packard's Enterprise Services business segment was especially challenged in this area, prompting Santos et al. (2013) to provide a refined model that can be used to identify optimal supply and demand solutions in highly uncertain environments. This paper provides an evaluation of the quality of the implemented approach for the refined modeling method developed by Santos et al. (2013), including its strengths and weaknesses as well as simplifying assumptions that were made in the development of the model. Finally, an analysis of the respective strengths and weaknesses of the developed model is followed by an evaluation of the sufficiency of the…

References

'Business summary' (2013) Yahoo! Finance. [online] available:  http://finance.yahoo.com/q  / pr?s=HPQ+Profile.

Doving, E & Nordhaug, O (2010, July 1) 'Investing in Human Resource Planning: An

International Study,' Management Revue, vol. 21, no. 3, pp. 292-295.

Droege, SB & Hoebler, JM (2003) 'Employee turnover and tacit knowledge diffusion: A

Above all else, senior management must show belief in and a strong commitment to the change as well for it to succeed (Aladwani, 2001). Best practices in this area are achieved when companies rely on transformational or Coach-based leadership relative to transactional or authoritarian-based means

(Ash, Burn, 2003). The greater the belief those most affected by the EP implementation see the new system as a compliment to what they are doing, the lower the resistance to change. Senior management must take on a leadership role for this to happen however.

Lessons Learned

Based on the lessons learned from successful and unsuccessful EP implementations, the key success factors of enabling top management leadership to take a role in defining risks and rewards of the new implementation is critical (Aladwani, 2001). Second, the EP implementation must be "owned" by those most affected by fit for the change management program to be effective…

References

Aladwani, a.M. (2001). Change management strategies for successful ERP implementation. Business Process Management Journal, 7(3), 266-275.

Ash, C.G., & Burn, J.M. (2003). A strategic framework for the management of ERP enabled e-business change. European Journal of Operational Research, 146(2), 374-387.

Carton, F., Adam, F., & Sammon, D. (2008). Project management: A case study of a successful ERP implementation. International Journal of Managing Projects in Business, 1(1), 106-124.

Kemp, M.J., & Low, G.C. (2008). ERP innovation implementation model incorporating change management. Business Process Management Journal, 14(2), 228-242.

..ERP combines them all together into a single, integrated software program that runs of a single database so that the various departments can more easily share information and communicate with each other." (Pang, 2001) the work of Les Pang (2001) entitled: "Manager's Guide to Enterprise Resource Planning (ERP) Systems" published in the Information Systems Control Journal informs this study that over the past ten years an organizations have significantly experienced "changes in their core business applications. These applications have moved from a centralized mainframe platform towards distributed client-server architecture, changed from monolithic customized software systems to commercial off-the-shelf (COTS) system modules with graphical development tools and expanded from a local area network environment to one with the broad reach of the World Wide Web. usiness applications have changed to support the globalization of their organization with the addition of multisite and multicurrency functionalities." (Pang, 2001)

The desire of a great…

Bibliography

Preparing Financial Projections (nd) PlanWare - Creative Commons Attribution-onCommercial-NoDerivs License. Online available at  http://www.planware.org/financialprojections.htm 

Writing a Business Plan (nd) PlanWare. Online available at  http://www.planware.org/businessplan.htm 

ABC - an Introduction to ERP: Getting Started with Enterprise Resource Planning (2008) CIO Online available at: www.cio.com.

Pang, Les (2001) Manager's Guide to Enterprise Resource Planning (ERP) Systems. Information Systems Control Journal, Volume 4, 2001. Online available at

Planning Decision Making

Planning and decision making are two main and fundamental processes of an organization. Planning is one of the main factors with the help of which an organization can determine where it wants to be in the future. It is planning with the help of which an organization can determine as to what can be done in order to accomplish the mission and aims that an organization has. One of the basics that are followed during planning includes achievement of the objectives that the organization has. In order to have better planning, there are four main facts that are needed to be kept in mind by the planners in the organizations. These include mission, values, resources, as well as the environment of the organization as these are the four main facts that help in having better planning within the organization.

Decision making is the second important foundation of…

References

Beecher, J.A. (1996). Avoided cost: an essential concept for integrated resource planning. Water resources update (104).

Boutilier, C., Dean, T., and Hanks, S. (1999). Decision-Theoretic Planning: Structural Assumption and Computational Leverage. Journal of Articial Intelligence Research 11 (1999)1-94.

Dreu, D., Carsten K.W., and West, M.A. (2001). Minority dissent and team innovation: the importance of participation in decision making. Journal of applied psychology, 86 (6), pp. 1191-1201.

Kiker, G.A., Bridges, T.S., Varghese, A., Seager, T.P., and Linkovj, I. (2005). Application of Multicriteria Decision Analysis in Environmental Decision Making. Integrated Environmental Assessment and Management 1, pp. 95 -- 108.

Enterprise systems development strategy BITISH AMEICAN TOBACCO

British American Tobacco (BAT) is a leading tobacco company globally producing 200 brands of cigarettes. The company global drive brands are Dunhill, Pall Mall, Kent, and Lucky Strike, and these brands provide 35% of the company revenue. Other international brands manufactured by the company are Benson & Hedges, othmans, Viceroy, Vogue, Kool, Gold leaf, John player, Express 555 etc. British American Tobacco operates under tobacco industry and is the second largest tobacco company in the world with market capitalization of $98.07 billion. The overall market capitalization of tobacco industry is $356 billion and within the global tobacco industry, British American enjoys 27.55% of the market share. However, Philip Morris International Inc. is an industry leader with the market capitalization reaching approximately $151.2 billion.

British American Tobacco operates in 180 markets with more than 708 billion cigarettes sold annually. The vision of the company…

References

Annual Report, (2011). British American Tobacco 2011 Annual Report. London British American Tobacco (2011). Our History. British American Tobacco Plc. London.

Dai, Y. & Su, Y. (2009).Assuring the Information Quality of Production Planning and Control in Tobacco Industries. Cooperation and Promotion of Information Resources in Science and Technology: 236 -- 241.

Eshlaghi, A.T. Asadollahi, A. & Poorebrahimi, A.(2011). The Role of Enterprise Resources Planning (ERP) in the Contribution and Integration of the Information in the Supply Chain. European Journal of Social Sciences.20(1): 16-27.

Huang, C. & Hsu, P. (2011). Perceptions of the Impact of Chief Executive Leadership Style on Organization Performance through Successful Enterprises Resources Planning. Social Behavior and Personality. 39(7): 865-878.

The hybrid nature of cloud computing in general and SaaS specifically will continue as enterprises question if they are really getting the value out of the systems they are relying on.

eferences

Bala, ., & Carr, S. (2010). Usage-based pricing of software services under competition. Journal of evenue and Pricing Management, 9(3), 204-216.

Beimborn, D., Miletzki, T., & Wenzel, S. (2011). Platform as a service (PaaS). Business & Information Systems Engineering, (6), 1.

Benlian, a., & Hess, T. (2011). Opportunities and risks of software-as-a-service: Findings from a survey of it executives. Decision Support Systems, 52(1), 232.

Cusumano, M. (2010). Technology strategy and management cloud computing and SaaS as new computing platforms. Association for Computing Machinery.Communications of the ACM, 53(4), 27.

Doelitzscher, F., Sulistio, a., eich, C., Kuijs, H., & Wolf, D. (2011). Private cloud for collaboration and e-learning services: From IaaS to SaaS. Computing.Archives for Informatics and Numerical Computation, 91(1),…

References

Bala, R., & Carr, S. (2010). Usage-based pricing of software services under competition. Journal of Revenue and Pricing Management, 9(3), 204-216.

Beimborn, D., Miletzki, T., & Wenzel, S. (2011). Platform as a service (PaaS). Business & Information Systems Engineering, (6), 1.

Benlian, a., & Hess, T. (2011). Opportunities and risks of software-as-a-service: Findings from a survey of it executives. Decision Support Systems, 52(1), 232.

Cusumano, M. (2010). Technology strategy and management cloud computing and SaaS as new computing platforms. Association for Computing Machinery.Communications of the ACM, 53(4), 27.

This is because it can provide and de-provide its resources dynamically, lead to a reduction of the unused capacity as well as maximize the available resources for improved efficiency.

Efficient: The SaaS EP system makes businesses to benefit from the shared hardware, familiar technologies as well as automated processes. This means that that system is able to effectively increase its peak-load capacity, provide access to organizational resources from almost everywhere via PC or any other internet enabled-devices. The system also leads to a reduction in the energy usage as well as the level of physical footprint.

Flexible: The SaaS EP system can adapt to the changing business needs.This means that it can easily adapt to the ever dynamic nature of a distributed workforce.

Secure: The system is also secure due to the multi-level data security system which it employs

The business would therefore need to engage on a total overhaul…

References

Al-Fawaz, K.,Al-Salti, Z and Eldabi, T (2008).Critical success factors in erp implementation: a review. European and Mediterranean Conference on Information Systems 2008

Drumm, J (2011). Four Benefits of Microsoft Dynamics ERP Cloud Computing

http://blog.sikichtechnology.com/post/2011/03/01/Four-Benefits-of-Microsoft-Dynamics-ERP-Cloud-Computing.aspx

Goel, S.,Kiran.,R ., Garg, D (2011) Impact of Cloud Computing on ERP implementations in Higher Education. International Journal of Advanced Computer Science and Applications, Vol (2) 6 2011

ENTEPISE INFOMATION SYSTEMS ON AN OGANIZATION'S PEFOMANCE?

information system

What is the effect of enterprise information systems on an organization's performance?

There is need for any organization operating in today's rapidly changing and competitive business environment to be dynamic and flexible in its daily operations Hevner, March, Park, & am, 2004.

Using enterprise information systems, an organization is able to improve its business efficiency and reduce costs. Embracing information technology will allow an organization to succeed in the rapidly changing business world. Information technology has made it possible for organizations to develop information systems that allow for effective communication, support decision making, and provide mutual understanding amongst the staff members.

Modern business comprises of complex multicomponent systems, the primary component being information technology. Each business has its own unique financial and economic activities, but there are problems which would face all business. Some of the problems include marketing, financial resources,…

References

Breath, C.M., & Ives, B. (1986). Competitive Information Systems in Support of Pricing. MIS Quarterly, 10(1), 85-96.

Chen, M. (1995). A Model-Driven Approach to Accessing Managerial Information: The Development of a Repository-Based Executive Information System. Journal of Management Information Systems, 11(4), 33-63.

Creswell, J.W. (2002). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. 2455 Teller Road Thousand Oaks, CA 91320: SAGE Publications.

Hakim, C. (2000). Research Design. 7625 Empire Drive, Florence, Kentucky: Taylor & Francis.

Enterprise DBMS

Implementing an Enterprise Database Management System

Enterprise Database Management Systems (DBMS) are the catalyst and foundation of many of the enterprise software applications, platforms and enterprise systems in place today. Having progressed from being a relational database in the past to often being used as the foundation for complex process workflow and transaction systems (Casati, Castano, Fugini, 2001) the DBMS architecture has taken on a central role in enterprise computing. The intent of this paper is to analyze the DBMS implementation critical success factors in enterprises, in addition to analyzing the advantages and disadvantages of enterprise DBMS systems and platforms.

Analysis of DBMS Implementation in the Enterprise

In many respects the critical success factors of Enterprise esource Planning (EP) systems reflect or mirror those for DBMS systems, as the latter systems are often platforms for EP applications (Lungu, Velicanu, Botha, 2009). When DBMS systems are implemented, it requires…

References

Fabio Casati, Silvana Castano, MariaGrazia Fugini. (2001). Managing Workflow Authorization Constraints through Active Database Technology. Information Systems Frontiers: Special Issue: Information Systems Frontiers on Workflow, 3(3), 319.

Tim Gouldson. (2001, January). CRM drives need for bigger, better data warehouse. Computing Canada, 27(1), 15.

Lungu, I., Velicanu, M., & Botha, I.. (2009). Database Systems - Present and Future. Informatica Economica, 13(1), 84-99.

Mercioiu, N., & Vladucu, V.. (2010). Improving SQL Server Performance. Informatica Economica, 14(2), 55-60.

Enterprise Systems

How Enterprise Systems Deliver Value to Companies

The design, implementation and use of enterprise systems vary significantly across industries and companies yet all share a commons et of attributes, characteristics and value delivered to organizations they support. By definition an enterprise system acts as a centralized system of record for all activities that are essential for a business to operate and deliver value, galvanizing many diverse functions into a series of consistent, cohesive, well-integrated series of processes, procedures and workflows (Mathrani, Mathrani, Viehland, 2013). The most common types of enterprise systems include Enterprise esource Planning (EP), Supply Chain Management (SCM), Customer elationship Management (CM) in addition to analytics platform layers as well, all of which are becoming commonplace in enterprises (Mekawie, Elragal, 2013).

Three Ways Enterprise Systems Deliver Value

Of the many ways that enterprise systems can be used for delivering value to an enterprise, the three most…

References

Mathrani, S., Mathrani, A., & Viehland, D. (2013). Using enterprise systems to realize digital business strategies. Journal of Enterprise Information Management, 26(4), 363-386.

Mekawie, S., & Elragal, A. (2013). ERP and SCM integration: The impact on measuring business performance. International Journal of Enterprise Information Systems, 9(2), 106.

Pantazi, M.A., & Georgopoulos, N.B. (2006). Investigating the impact of business-process-competent information systems (ISs) on business performance. Managing Service Quality, 16(4), 421-434.

Enterprise Architecture

Barratt, C.C., Acheson, P., & Luken, E. (2010). eference models in the electronic library: The Miller Learning Center at the University of Georgia. eference Services eview 8(1), 44

The authors of this article provide the most effective ways of providing support to the patrons of the large university to ease the undertaking of activities within its electronic library. The authors conducted research to evaluate the effectiveness of different models of providing research services for the students in a large research university, hence, its strength. The study is important for the study as it provides information about the different models that can be used in providing a better architecture for a research library for the universities involved in research.

Author Note: the authors have vast experiences as librarians and researchers in different universities. Barratt works with the Miller Learning Center as an instruction librarian. Acheson works with Public library…

References

Kasmaee, F.K., Nassiri, R., & Shabgahi, G.L. (2010). Achieving CMMI Maturity Level 3 by Implementing FEAF Reference Models. International Journal of Advancements in Computing Technology, 2(4), 115-122.

A Comparison of the Top Four Enterprise-Architecture Methodologies. (n.d.). A Comparison of the Top Four Enterprise-Architecture Methodologies. Retrieved June 20, 2014, from http://msdn.microsoft.com/en-us/library/bb466232.aspx

Huysman, M. (2000). Rethinking organizational learning: analyzing learning processes of information system designers. Accounting, Management and Information Technologies, 10 (2), 81-99.

Inmon, W.H., Strauss, D., & Neushloss, G. (2008). DW 2.0 the architecture for the next generation of data warehousing. Amsterdam: Morgan Kaufmann/Elsevier.

Small & Medium Enterprises (SME)

Can Gain the Strategic Benefits of EP

Agility, time-to-market and insights into market dynamics are a few of the many benefits of standardizing the operations of an organization on an Enterprise esource Planning (EP) system. Up until about a decade ago, the economics of enterprise software relegated these systems to larger, more diverse and well-capitalized enterprises, with the majority of EP systems being installed and customized in Fortune 1,000 corporations (Velcu, 2010). These EP implementations began to be pervasively supported by Service Oriented Architectures (SOA) during the later 1990s and continue throughout today. As SOA architectures have permeated organizations, the lessons learned from a business process re-engineering (BP), distributed order management and software engineering gains have contributed to the success of Cloud computing in general and Software-as-a-Service specifically (Moore, 2002). In addition, Open Source Software (OSS), Cloud- and SaaS-based EP systems (Passion for esearch, 2012b)…

References

Darrow, B. & Lingblom, M. 2002, "SAP unveils ERP offerings for SMBs," CRN,, no. 999, pp. 12-12.

Used for determining how SAP is addressing the SME market through their product strategy and their approach to optimizing OPEX-based expenses by SMEs.

Henschen, D. 2010, "SAP SaaS Strategy Needs To Deliver," InformationWeek,, no. 1268, pp. 27-27.

An excellent article showing how SAP's business model is going through major shifts due to the change form CAPEX to OPEX.

Planning (mrp)

Material equirement Planning

Selection of production has great impact on an organizational production process, and a production planning is critical to ensure smooth flow of production. Space Age Furniture is a company specializing in the manufacturing of cabinets and tables to hold televisions and microwaves. The paper analyzes the case of Space Furniture by exposing the implications of holding inventories within the company compared with the costs that the company incurs with overtime. The paper also recommends the solutions for the operation manager to solve the problems she is currently facing in order to improve the company image and derive satisfaction from the company key employer as well as attracting more customers to the company.

Introduction

Space Age Furniture Company specializes in manufacturing of cabinets and tables used to hold portable televisions and microwave ovens. The products are manufactured in different sizes and features, and the manufacturing process…

References

Crawler, S. (2009). Management Insights. Production and Operations Management, 219-234.

Hill, J., A. (2003). Revising the Master Production Schedule in Sequence Dependent Processes. . International Journal of Production Research, 2021-2035.

Kabir, M., A. (2005). Batch-model Assembly Line Balancing: A Multiattribute Decision Making Approach. International Journal of Production Economics, 193-201.

Potamianos, J., A. (2006). An Interactive Dynamic Inventory-Production Control System. Journal of the Operational Research Society, 1017-1028.

ole-based EP systems are critical for the siloed, highly inefficient architectures of legacy EP systems to be made more relevant, contribute greater financial performance, and lead to higher levels of overall customer satisfaction.

c. Purpose of the study

The purpose the study is evaluate how enterprises who adopt role-based EP system implementations are able to attain higher levels of financial and operations-based performance vs. those that rely on silo-based, more functionally defined EP structures. ole-based EP systems have been proven to lead to greater order accuracy, velocity and customer satisfaction as a result. The ability to gain greater visibility throughout supply chains, better manage pricing, discounts, implement and maintain contract management systems, and also deliver consistently high customer service have all been attributed to role-based EP systems. Conversely siloed EP systems that are managed strictly to functional areas have been shown to severely limit the ability of enterprises to be…

References

Aberdeen Research (2005) -- New Product Development: Profiting from Innovation. Aberdeen Research. Boston, MA. December 2005

Abrams and Andrews 2005, Management Update: Client Issues for Service-Oriented Business Applications, 2005. Gartner Group. 20 July 2005.

Aimi, G. (2005).- AMR Research (2005, October 25). Retailers Save Money by Controlling in-Bound Logistics. (Alert). Boston, MA

Akkermans, H., & van Helden, K. 2002. Vicious and virtuous cycles in ERP

Evolution of ERP

Analytical Exposition

All technical inventions are created and applied in an attempt to solve a real-world problem. The evolution of Enterprise Resource Planning (ERP) demonstrates this fact. Due to ERP's success in effectively integrating isolated multiple information systems and its ability to improve operations efficiencies, ERP has recently become very popular within the business community.

SAP, one of the largest ERP providers, states on its website that a key feature of its ERP product, mySAP, is "completely integrated business processes to handle the full scope of financial, human resource, corporate service and operations management." In addition, the website states, "mySAP ERP extends the ERP environment system into a truly collaborative environment, accessible to the organization as well as customers, partners, and suppliers (SAP, 2003)."

The evolution of ERP solutions has a long history. This paper presents a discussion of the evolution of ERP, which has existed in…

Bibliography

Pacific Institute of Management. (2002). ERP: A Tool to Gain Competitive Advantage. Pacific Institute of Management.

Garg, VK. (2001). ERP -- A Curtain Raiser. India Infoline Ltd.

SAP Website. (2003). Accessed at www.sap.com.

Mining Enterprise Solutions. (April, 2000). What is Enterprise Resource Planning? Mining Enterprise Solutions.

Program planning (Drafting purchase requirements and specifications)

- Evaluation of RPQs and RFPs

Contract management (monitoring & control)

Exhibit I- Consumption-based purchase planning

Procurement Planning

This paper has three main parts. Part one describes the process of purchase planning and the method through which medium and large organizations conduct purchase planning. Part two of the paper analyzes the main purposes of a procurement plan. The main purpose of a procurement plan is to integrate the procurement activities with the business and strategic level goals of the firm. It also enhances the competitive cost positioning of the firm and increases the level of coordination between different stakeholders in the supply chain of the firm. Part three of the paper analyzes three main components of a procurement plan. The last part of this paper presents the conclusion and recommendations aimed at improving the performance of procurement management.

Introduction

usinesses engage in planning…

Bibliography

Anderson, Matthew G., and Paul B. Katz. 1998. "Strategic sourcing." The International Journal of Logistics Management 9:1-13.

Arshinder, Arun Kanda, and S.G. Deshmukh. 2008. "Supply chain coordination: perspectives, empirical studies and research directions." International Journal of Production Economics 115: 316-35.

Kraljic, Peter. 1083. "Purchasing must become supply management." Harvard business review 61: 109-117.

Porter, Michael E. 1986. Changing patterns of international competition. University of California.

role-based will serve as the basis of the hypothesis testing and further phases of subsequent research.

Second, the effects of role-based data, information and intelligence on an organizations' propensity to generate greater levels of collaboration through trust will be measured through attitudinal surveys of directors and vice presidents in the sampled companies. These surveys will seek to determine if the use of role-based data made the collaboration process more or less effective, and contributed or detracted from the levels of trust organizations are able to attain as a result.

Third, the use of role-based data as a means to more effectively manage external suppliers and channel partners will be assessed by comparing financial metrics of companies who have role-based EP systems relative to those that do not. The propensity of role-based data to create learning ecosystems as has been shown by the TPS will also be assessed (Dyer, Nobeoka, 2000).…

References

Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.

DonHee Lee, Sang M. Lee, David L. Olson, & Soong Hwan Chung. (2010). The effect of organizational support on ERP implementation. Industrial Management + Data Systems, 110(2), 269-283.

Analyze the appropriateness of HM technologies and best practices to recommend applications and strategies for your selected organization, in order to improve organizational effectiveness, workforce productivity, and systems integration

HM technologies are essential towards reduction of the cost of operations as well as an increment in the level of consumer satisfaction hence effective management of the resources and available opportunities. Wal-Mart should focus on the quality and efficient automation of the processes and departments for the purposes of eliminating errors and overhead costs. This is essential through management of the HM technologies such as CM, FID, and EP with the aim of achieving maximum profit levels and revenues at the end of the fiscal year.

eferences

Ho, C. (2007). Measuring system performance of an EP-based supply chain. International Journal of Production esearch, 45(6), 1255-1277. doi:

10.1080/00207540600635235

Karimi, J., Somers, T.M., & Bhattacherjee, A. (2007). The ole of Information Systems

esources…

References

Ho, C. (2007). Measuring system performance of an ERP-based supply chain. International Journal of Production Research, 45(6), 1255-1277. doi:

10.1080/00207540600635235

Karimi, J., Somers, T.M., & Bhattacherjee, A. (2007). The Role of Information Systems

Resources in ERP Capability Building and Business Process Outcomes. Journal Of

usiness Systems Development

The Strategic enefits of Adopting an Enterprise Cloud Computing Platform

Cloud computing platforms are enabling enterprises to attain faster time-to-market of new products, in addition to enabling higher levels of collaboration and communication with suppliers, stakeholders and partners externally. Enabling cost reductions through consolidation of legacy IT systems while increasing process efficiencies is delivering a positive Return on Investment (ROI) while also increasing customer responsiveness. The strategic benefits of adopting a cloud computing platform emanate from having a single system of record that quickly accelerates information and knowledge sharing throughout an enterprise. One of the most visible processes external to an enterprise is how new product introductions are executed. A unified cloud computing platform can accelerate this process, delivering gains in time-to-market and competitiveness of an enterprise quickly. Ultimately the shift from a legacy IT system platform and architecture that lacks scalability to a cloud platform that…

Bibliography

Aleem, A. & Christopher, R.S. 2013, "Let me in the cloud: analysis of the benefit andrisk assessment of cloud platform," Journal of Financial Crime, vol. 20, no. 1, pp. 6-24.

Beimborn, D., Miletzki, T. & Wenzel, S. 2011, "Platform as a Service (PaaS)," Business & Information Systems Engineering, vol. 3, no. 6, pp. 1-384.

Berman, S.J., Kesterson-Townes, L., Marshall, A. & Srivathsa, R. 2012, "How cloud computing enables process and business model innovation," Strategy & Leadership, vol. 40, no. 4, pp. 27-35.

Cowen, T. & Gawer, A. 2012, "Competition in the Cloud: Unleashing Investment and Innovation Within and Across Platforms," Communications & Strategies,, no. 85, pp. 45-62,219-220.

Studies of the effects of channel management and customer management integration with EP systems indicate that the greater the level of pricing, costing, and quoting system collaboration, the higher the return on investment (OI) of these systems. Studies specifically suggest that when five or more systems are integrated together, there is a corresponding increases of up to 30% in profitability as a result (osenbloom, 2007). Analyzing this dynamic of channel management and customer management systems integration based on analysis from AM esearch, Forrester esearch and Gartner Group is compiled in The oadmap to Value for EP-enabled Customer Management Strategies, which is Figure A in the Appendix of this document. Most noteworthy about this analysis is the fact that there are causal relationships between the streamlining and improving of channel management and customer management strategies and financial performance. The extent to which a small business can attain this level of performance…

References

Lee E. Allen (2008). Where good ERP implementations go bad: a case for continuity. Business Process Management Journal, 14(3), 327-337.

Barrett, J. (2007, November). Demand-Driven is an Operational Strategy. Industrial Management, 49(6), 14-19,5.

Howar Bellin. (2006). Best Practice Channel Management: The Channel Management Framework. Journal of Marketing Channels, 14(1/2), 117.

Shih-Wei Chou, Yu-Chieh Chang. (2008). The implementation factors that influence the ERP (enterprise resource planning) benefits. Decision Support Systems, 46(1), 149.

, 2010). The model includes several mediator (e.g., knowledge exchange) and moderator variables (e.g., self-leadership competencies of actors) that explain why and when this approach is effective and looks at leadership in more of a comprehensive way than focusing on one individual. Such perspectives have suggested that when employees become involved in the decision making processes then this can strengthen leadership.

Transactional Leadership

Transactional leadership is the leadership model that represents what most people view as the concept of management. Transactional leadership is defined by an exchange relationship between the managers and the employees that are all motivated by their own self-interests and meeting the expectations that are associated with their job description. Transactional leadership consists of monitoring, controlling, and motivating employees through economic incentives and other types of exchange incentives (Bass, 1985). Most of the motivation in this model stems from financial exchanges such as by either salaries, performance…

Works Cited

Alipour, F., K., I., & Karimi, R. (2011). Knowledge Creation and Transfer: Role of Learning Organization. International Journal of Business Administration, 2(3), 61-67.

Antonacopolou, E. (2001). The Paradoxical Nature of the Relationship Bewteen Training and Learning. Journal of Management Studies, 38(3), 327-350.

Bass, B. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bass, B. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah: Erlbaum.

IT Planning

Managing isks of Large-Scale IT Projects

Designing and implementing an effective online national learning system that can scale to securely support 30,000 employees across Colorado, Illinois, Florida and Texas in addition to supporting advanced professional development applications, calendaring, data uploads and downloads and social media is fraught with risks. There are many potential risks to this system both at the user adoption and technology-related levels. The intent of this analysis is to list the most significant risks, followed by the defining of the top two. These two most significant risks will have a plan developed to mitigate their potential impact on the project. Empirical studies indicate that knowledge-based IT projects have the greatest risk in that they include the most amount of change management (Alhawari, Karadsheh, Talet, Mansour, 2012). With a system such as the one designed there is also the paradox of significant value being delivered while…

References

Alhawari, S., Karadsheh, L., Talet, A.N., & Mansour, E. (2012). Knowledge-based risk management framework for information technology project. International Journal of Information Management, 32(1), 50.

Ali, S., & Green, P. (2012). Effective information technology (IT) governance mechanisms: An IT outsourcing perspective. Information Systems Frontiers, 14(2), 179-193.

Besner, C., & Hobbs, B. (2012). The paradox of risk management; a project management practice perspective. International Journal of Managing Projects in Business, 5(2), 230-247.

de Bakker, K., Boonstra, A., & Wortmann, H. (2012). Risk managements communicative effects influencing IT project success. International Journal of Project Management, 30(4), 444.

Cross Functional Enterprise Applications

WHAT IT IS, WHAT IT DOES

These are formats or methods into which the cross functional enterprise system is put into (Kute, 2011). The system consists of persons possessing various functional skills and know-how, which is utilized towards a common goal. Their expertise may be finance, marketing, operations or personnel and from all organizational levels. The system is self-directed in the pursuit of broad rather than specific goals. These individuals seek out these goals by communicating, coordinating and collaborating and cooperating. The system evolved from task orientation to functional orientation and to cross-functional to a cross-functional system (Kute).

The application frameworks of this system are customer relationship management, supply chain management, selling chain management, enterprise resource management, enterprise application integration, e -- procurement, knowledge management, knowledge management, decision support and business intelligence. Software and computer system architectural principles are needed to integrate a set of these…

BIBLIOGRAPHY

Cesalova, M. (2011). Gaining benefit from cross functional information systems. City University of Seattle. Retrieved on January 29, 2015 from  http://www.cutn.sk/Library/proceedings/mch_2011/editovane_prispevky/Cesalova-185-192.pdf 

Kute, T.B. (2011). Cross-functional enterprise system. Part 17, Management

International System: University of Pune. Retrieved on January 29, 2015 from  http://www.slideshare.net/tusharkute/mis-17-crossfunctional-enterprise-system

EP

There are a number of specific reasons that NIBCO made a dedicated effort to implement an Enterprise esource Planning (EP) system. Firstly, the company ascertained from a number of different sources that its information technology systems prior to the implementation of EP were insufficient. The company had not invested in any of these resources for several years, and determined from various consulting companies and upper level management appraisals that it "could not prosper" with its plethora of "legacy systems" (Brown and Vessey, 2001, p. 468). Additionally, one of the particular problems that NIBCO was experiencing was the fact that its legacy systems were all functioning as silos, and effectively "could not talk to each other" (Brown and Vessey, 2001, p. 468). EP directly addresses these issues in a couple of different ways. Firstly, it functions as an integration hub between a number of various modules for respective business units…

References

Brown, C.V., Vessey, I. (2000). NIBCO's "big bang": an SAP implementation.

Harper, J. (2011). What you need to know before buying ERP. www.comparebusinessproducts.com Retrieved from  http://www.comparebusinessproducts.com/erp/what-you-need-to-know-before-buying-erp

CIO in Effective Information

Technology Strategic Planning through Corporate Governance

Corporate Governance

Corporate governance can be defined as the governing structure which allows a board of directors to ensure transparency, quality, accountability and fairness within a firm and in their relationships with their stakeholders (Monks & Minow, 2011).

The corporate governance structure constitutes of:

Direct and indirect engagements between a firm and its various stakeholders.

Measures for integrating the often incompatible interests of stakeholders.

Measures taken for appropriate administration, management, and flow of data to function as a framework of check and balance (Monks & Minow, 2011).

The aim of corporate governance is to enable operative, innovative and sensible management that can add to the long-term success goals of the firm. Companies are streamlined and managed by the use of corporate governance. While the board of directors forms the controlling body, it is the responsibility of the stakeholders to select…

References

Anderson, W. (2006). Unwrapping the CIO: Demystifying the Chief Information Officer Position. iUniverse.

Broadbent, M., & Kitzis, E. (2005). The New CIO Leader: Setting the Agenda and Delivering Results. Harvard Business Press.

ComputerWeekly. (2005, July). What exactly does a chief information officer do? Retrieved from ComputerWeekly.com:  http://www.computerweekly.com/news/2240061366/What-exactly-does-a-chief-information-officer-do 

De Haes, S., & Grembergen, W. (2004). IT Governance and Its Mechanisms. Information Systems Control Journal, 1.

Protections for hardware, software, and data resources. (American Health Information Management Association, 2011, paraphrased)

V. Legal and Ethical Issues

Security professionals are held responsible for understanding the legal and ethical aspects of information security including crimes, investigation of computer crimes and specifically it is stated that certified security professionals "…are morally and legally held to a higher standard of ethical conduct." (U.S. Department of Health and Human Services, 2011)

There are four primary canons established in (ISC)2 code of ethics for credentialed security included those stated as follows:

(1) Protect society, the commonwealth, and the infrastructure

(2) Act honorably, honestly, justly, responsibly, and legally

(3) Provide diligent and competent service to principals

(4) Advance and protect the profession (U.S. Department of Health and Human Services, 2011)

Three credentials are held by information security professions include the following credentials:

(1) CISSP -- Certified Information Systems Security Professional, credentialed through the International…

References

Kurtz, Ronald L., and Russell Dean Vines. The CISSP Prep Guide (Gold Edition). Indianapolis, in: Wiley, 2003, p. 345.

Summary of the HIPAA Security Rule (2011) U.S. Department of Health and Human Services. Retrieved from:  http://www.hhs.gov/ocr/privacy/hipaa/understanding/srsummary.html 

The 10 Security Domains (AHIMA Practice Brief) (2011) Retrieved from:  http://www.advancedmedrec.com/images/The10SecurityDomains.pdf 

Walsh, Tom. "Selecting and Implementing Security Controls." Getting Practical with Privacy and Security Seminars, AHIMA and HIMSS, 2003.

50). Therefore, the ability of planners in both civilian and military aviation settings will need to ensure this integrated approach to information management to identify opportunities for improvement and what steps will be needed today to ensure their successful outcome in the future.

Conclusion

The research showed that resource management and strategic decision making processes in the civilian and military sectors of the aviation industry have been profoundly affected by innovations in technology that continue to have an enormous impact today. The research also showed that although there is much to be considered in developing effective resource management techniques, the strategic decision process can help organizations of all types identify opportunities for improvement today and take the steps today to help ensure their successful development and implementation in the future. In the final analysis, the body of knowledge in these areas is growing at exponential rates, and the terrible costs…

References

Goodman, W.C. (2000). Transportation by air: Job growth moderates from stellar rates. Monthly Labor Review, 123(3), 34.

Harris, W.C., Goernert, P.N., Hancock, P.A., & Arthur, E.J. (1994). The comparative effectiveness of adaptive automation and operator initiated automation during anticipated and unanticipated taskload increases. In Hollnagel at p. 159.

Hendrick, H.W. & Kleiner, B.M. (2002). Macroergonomics: Theory, methods, and applications. Mahwah, NJ: Lawrence Erlbaum Associates.

Hollnagel, E. (2003). Handbook of cognitive task design. Mahwah, NJ: Lawrence Erlbaum Associates.

The company would see growth in employees, and that would mean adding managers, as well, which would require strategic H management and planning. They would have to decide on training and hiring practices, but even more, they would have to engage in a major recruitment if the CFO left the company. In addition, they would have to complete the recruitment as rapidly as possible, because the new, larger company would require sound fiscal planning and forecasting immediately, since the merger was costly and the profits were not expected to expand overnight. Leaving that position empty for two long could reduce the profitability of the merger, and could actually add to the failure of the merger if the return on the investment did not occur as soon as the budget and forecasting required. Thus, the human resources department could have a very negative effect on the success of the merger if…

References

Hemp, P. (2002). Growing for broke. Harvard Business Review, Vol. 80 Issue 9, p. 27-37.

This phase also includes the definition of market-competitive base salaries, merit increases, benefits, bonuses and incentives. It is also the area where benefits are budgeted for and offered. Many practitioners and managers both see this as the most critical phase of the HM lifecycle for retention as a result (Ulferts, Wirtz, Peterson, 2009). In fact it is the development of jobs that have a wider span of responsibilities and link personal achievement to the attainment of challenging goals rather than making pay purely dependent on minimal levels of performance (Pilenzo, 2009). HM can help employees find challenge and meaning in their work by using the strategies in this phase of the lifecycle with intelligence. The role of salaries and benefits in terms of giving employees a sense of autonomy is also critical not only for employee satisfaction and the marketing of a company to potential employees as world-of-mouth is one…

References

Barney, J.B. & Wright, P.M. (1998). On becoming strategic: The role of human resources in gaining competitive advantage. Human Resource Management, 37, 31 -- 46.

Herrbach, O., Mignonac, K., Vandenberghe, C., & Negrini, a.. (2009). Perceived HRM practices, organizational commitment, and voluntary early retirement among late-career managers. Human Resource Management, 48(6), 895.

Liker, J., & Hoseus, M.. (2010). Human Resource development in Toyota culture. International Journal of Human Resources Development and Management, 10(1), 34.

Morris, S., Wright, P., Trevor, J., Stiles, P., Stahl, G., Snell, S., Paauwe, J., & Farndale, E.. (2009). Global challenges to replicating HR: The role of people, processes, and systems. Human Resource Management, 48(6), 973.

entepise wide netwoking has been the topic of discussion. Advances in technology and netwoking systems have caused oganizations to develop new management techniques fo entepise wide netwoks. The pupose of this pape is to discuss the Management of entepise-wide netwoking. We will focus on fou aspects of entepise wide netwoking including; legacy systems, Intenet Secuity, offshoe development and suppot and Mobile computing. We will investigate how each of these aspects is handled within an entepise.

Legacy Systems

Legacy systems wee once popula in the business wold but have become less popula in ecent yeas. (Sinn 2003) legacy system is loosely defined as "a softwae platfom developed in a pocedual language such as Cobol o RPG, hosted on a mainfame o an IBM iSeies. In most cases the maintenance costs of the system tend to incease ove time while the available technical expetise aound it deceases (Ludin 2004)."

Many entepises ae…

references and Deter Computer Crime. Yale Law Journal, 112(6), 1577+.

Furthermore, those experts who will be successful in directing their organizations into the future are the ones who comprehend corporate culture, tactics and policies, distinguish future difficulties and work solutions. Additionally, they should be able to deal handle all kinds of people, can communicate excellently orally and in writing and can identify, employ and train future managers. Those human resource executives with an organizational growth orientation have acquired power as organizations tries to change workforce associations from individual to mutual (Beer and Walton, 2002).

As organizations persist to move close to joint systems and collective monetary resources for managing human capital, more and more organizations are liable to merge both Human esource and Organizational Development. A time has reached to relinquish discussing Organizational Development participation in human resource systems and look for the current chances of displaying the skills of Organizational Development in constructing organizational capacity and having in place…

References

Beer, M., & Walton, a. (2002). Strategic Staffing: A Practical Toolkit for Workforce Planning.

New York: American Management Association.

Dunn, J. (1987). Organizational Change and Development. Annual Review of Psychology, 38(1),

339-367.

Coca-Cola enterprises formulated a formal risk-assessment approach in 2003 that divided their business environment into 5 categories: financial, operational, social, environmental and ethical considerations.

In order to better assess the various risks that potentially impact their business in each of these areas, they divided each of these into a further six categories:

Reputation and Image,

Business and Operations,

Political and Regulatory,

Market and Financial,

Information Technology and Business Process Change,

People and Organization.

By focusing attention on each sector in turn and paying close attention to potential risks and possible market changes, Coca-Cola is able to move towards the future in a progressive and optimistic manner.

An example of their risk evaluation in operation is paying attention to the People and Organization sector when, Coca-Cola may, and indeed has noted in the past, that consumers are more interested in healthy beverages. eeking the best for their organization and seeking profit…

Sources

Ballou, Brian, Heitger, Dan L., and Schultz, Thomas D., (2009). Measuring the costs of responding to business risks. Management Accounting Quarterly. Retrieved July 26, 2010, from  http://findarticles.com/p/articles/mi_m0OOL/is_2_10/ai_n31641694/?tag=  rbxcra.2.a.44

Coca-Cola Entreprises Inc. Managing coproate risk. http://www.cokecce.com/brochures/corporate_responsibility/governance4.html

Johnson, Kevin and Swanson, Zane, (2007). Quantifying legal risk: a method for managing legal risk. Management Accounting Quarterly.  http://proquest.umi.com/pqdweb?index=0&did=1411673301&SrchMode=1&sid=5&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1301589798&clientId=29440 

Juras, Paul, (2007). A risk-based approach to identifying the total cost of outsourcing. Management Accounting Quarterly. http://proquest.umi.com/pqdweb?index=0&did=1411673311&SrchMode=1&sid=6&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1301589926?&clientId=29440

Human Resources - Critically appraise the historical development and future direction of Human Resource Management in the Hospitality Industry

Personnel Management & Human Resource Management

Links of Corporate Strategy and Human Resource Management -- An Analysis

Image-Hospitality Industry

Organizational ehavior

Trends in Hospitality Management

Human Resourcing strategies in Hospitality Industry

Personnel Management & Human Resource Management

The practices of people management have received additional importance due to the present emphasis on the renewed interest in human resources. Traditionally, there has always been a dividing line between operational managers and personnel managers who are now called human resource managers. In the United States the function of personnel management has been a recognized function since the National Cash Register Company had opened their personnel office in the 1890s. The American personnel managers have always closely identified themselves with the objectives of the organization and this may be considered as a unitary tradition.…

Bibliography

Rowland, K. And Summers, S. (1981). Human resource planning: A second look. Personnel Administrator, December, 73-80.

Lorange, P. And Murphy, D.C. (1984). Bring human resources into strategic planning: Systems design considerations. In: Fombrun, C., Tichy, N. And Devanna, M. (eds.), Strategic human resource management. New York: John Wiley & Sons. 275-296

Nkomo, S.M. (1984). Prescription vs. practice: the state of human resource planning in large U.S. organizations. Paper presented at the Southern Management Association meeting, 14-17, November, New Orleans, Louisiana.

Golden, K.A. And Ramanujam, V. (1985). Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes. Human Resource Management, vol. 24, no. 4, 429-452.

Performance and Compensation Management

According to Sachdeva, Mittal and Solanki (2009), technological solutions are vitally important for aggregating and using relevant human resource management information for performance and compensation decisions. These authors note that, "Human resource information systems are extremely important for acquiring, maintaining, utilizing and deriving human resources pertinent information. They are essential to make speedy and useful employee related decisions" (Sachdeva et al., 2009, p. 43). The specific attributes and techniques that are typically used by human resource practitioners for these purposes are discussed further below.

Performance Management Systems

Performance management systems represent powerful tools for H managers by providing:

1. Better insight into individual performance for informed decisions;

2. Improved ability to manage goals and change direction; and,

3. Ability to tighten the reins so everyone remains on track (Managing employee performance, 2009, p. 6).

The studies to date have confirmed that organizations that employ performance management…

References

Allen, S.J. (2008). A hunt for the missing 50 cents: One piece of the leadership development puzzle. Organization Development Journal, 26(1), 19-20.

Frauenheim, E. (2009, April 20). Talent tools still essential. Workforce Management, 88(5), 20-

21.

Godwin-Jones, R. (2009). Emerging technologies personal learning environments. Language,

Discussion and conclusions

The findings are explained for the reader, they are easy to understand, and their explanation is sufficient and not exaggerated. The results are summarized and categorized. The article discusses only the issues that are directly influenced by the implementation of ethics programs. Other issues that might be tangent to the situation but that are considered not to be important enough are not taken into consideration, in order to not distract the readers' attention from the issues of higher importance.

Presentation

The article is clear, concise, it makes no use of useless or unimportant expressions. It is easy to understand and it is well organized. The issues discussed by the article are presented in a logical order, each sub-section continues the previous sub-section.

The terminology is suitable with the topic, but the writers do not exaggerate the use of numerous terms that might not be understood by the…

Reference list:

1. Vadera, A. & Aguilera, R. (2007). The Role of International Human Resource Management in the Formulation and Implementation of Ethics Programs in Multinational Enterprises. University of Illinois. Retrieved May 24, 2009 from  http://papers.ssrn.com/sol3/papers.cfm?abstract_id=990045 .

2. Lachnit, C. (2002). Why ethics is HR's issue. CBS Interactive. Retrieved May 25. 2009 from  http://findarticles.com/p/articles/mi_m0FXS/is_3_81/ai_84148617/ .

3. Gross, B. (2009). Ethics and People Management. AllBusiness. Retrieved May 25, 2009 from  http://www.allbusiness.com/human-resources/employee-development-employee-ethics/2975409-1.html .

4. Business Ethics and Human Resource Management (2009). The Center for Positive Management Leadership. Retrieved May 25, 2009 from  http://www.cpml.org/CPML_business_newsletter.pdf .

success depends on the ability to execute and that is where the talent and efforts of the project manager and team members comes into play. Though it is common enough practice to recruit such candidates from outside, or bring in consultants, it is most desirable to institute project teams drawing from people within the organization: "Hiring new people ... need to learn where things are, who to talk with ... outside consultants and contractors have the same problems, along with issues of loyalty and the desire to become wedded ... To the organization." (Teradata, para 7) Having said that, irrespective of the route chosen to put in place a project team, it must be remembered that the role of the project leader or sponsor is critical: "The executive sponsor is the person who needs the data warehouse ... recognizes the value of the decision support capability ... provides budget and…

Works Cited

Kapur, Gopal. (March 15, 2002). "Good News, Bad News." CIO Magazine. Retrieved October

11, 2003:  http://www.cio.com/archive/031502/quick_sidebar_expert.html 

"The Great Debate. CEO, COO, CKO, CIO: 'Round it goes. Who calls the shots, nobody knows." Teradata magazine, 2003. A division of NCR Corporation. Retrieved October 11, 2003:  http://www.teradatamagazine.com/articles/2003/1Q_2003/enterprise/default.htm

Human esource Executives:

Understanding the dynamics of change has become increasingly significant to organizations due to the trend of human resource professionals to step into the role of change leaders. In addition to being considered as either fast or slow, change is usually earnestly approved or stubbornly opposed in many organizations. Currently, the three distinct dynamics of change that researchers have focused on are resistance, readiness and developing and sustaining momentum. The failed attempts at organizational change have always been attributed to the human factors in resistance to change. These factors basically incorporate a series of behaviors from passive resistance to active or even aggressive resistance. While resistance to change is commonly associated with individual resistance, it's believed that this resistance rarely occurs.

With this kind of belief, the barriers to organizational change are always attributed to the structure of the organization, performance appraisal or compensation system that are not…

References:

Jansen, K.J. (n.d.). The Emerging Dynamics of Change: Resistance, Readiness, and Momentum.

Human Resource Planning, 53-55. Pennsylvania State University.

Martin, G. & Beaumont, P. (2001, December). Transforming Multinational Enterprises: Towards

a Process Model of Strategic Human Resource Management Change. International Journal of Human Resource Management, 12(8), 1234-1250. Retrieved from Routledge.

Employee development and training is an alternate zone. In the IT business, training is not simply about recognizing training needs and giving the presupposed training, but anticipating and reckoning the necessities and advancing suitable training to equip employees so that they can handle the challenges.

Another serious challenge is the way businesses have the ability to fuse all the sub-systems in H and help them in accomplishing a definitive objective: extraordinary performance. Individuals must be groomed to get in tune with the performance culture. Making an environment that invigorates the formation of information and its sustenance all through the organization is an enormous challenge. However, investments in Human esource Information Systems (HIS) must create, maintain, and enhance a performance driven culture. The role shifts to that of a facilitator. H will include the entire organization in this process and go about as an advisor and facilitator. This is a H…

References

Aswathappa, A. (2009). International business. New Delhi: Tata McGraw-Hill.

Bell, M.P. (2012). Diversity in organizations. Mason, Ohio: South-Western College.

Burke, R.J. (2005). Reinventing human resource management: Challenges and new directions. London [u.a.: Routledge.

Congress, E.P., & Gonza-lez, M.J. (2013). Multicultural perspectives in social work practice with families. New York: Springer Pub. Company.

S. jobs, or approx. 25% of its employees, overseas by end of 2004. The plan is to ultimately move EVERY job that supports an internal account. I also hear they are behind schedule at the moment.

Certainly, this is a very significant proportion of the computer giant's American workforce. Yet, IBM's management justifies such drastic demographic changes by appealing to the humanitarian side of the globalization debate.

It's not about one shore or another shore," an I.B.M. spokeswoman, Kendra R. Collins, said. "It's about investing around the world, including the United States, to build capability and deliver value as defined by our customers.

And to further emphasize their socially-redeeming values,

Executives at I.B.M. And many other companies argue that creating more jobs in lower cost locations overseas keeps their industries competitive, holds costs down for American consumers, helps to develop poorer nations while supporting overall employment in the United States…

Works Cited

About IBM." IBM.com. (No Date). URL:  http://www.ibm.com/ibm/us/ .

A www.questia.com/PM.qst?a=o&d=5001958817

Brotherton, Phaedra. "Meyners Pays for Performance: Changing a Compensation System Is a Sensitive Undertaking. Here's How One Firm Handled it." Journal of Accountancy 196.1 (2003): 41+.

A www.questia.com/PM.qst?a=o&d=5017476585

The current trend in trade agreements has demanded a reevaluation of such change that is likely to remain an aspect of IHM for its entirety. "International law clearly delineates that companies have human rights responsibilities, although some of the specific responsibilities are ambiguous." (Aaronson, 2003, p. 63) Significant lawsuits against U.S., UK and Canadian Multinational organizations has made it clear that if business and government are not willing to police themselves, on issues of universal human rights, such as labor policy and political and social intimidation through the workplace then the international communities will do so independently through amendments and amalgamations to trade agreements.

Scullion reiterates the importance of the issue of International HM in the second edition of Human esource Management: A critical Text, edited by John Story. In this section Scullion elaborates on the ideas that were introduced in the first edition by the same author and editor.…

References

Aaronson, S.A. (2003, Spring). Courting International Business: What Are the Human Rights Obligations of Global Capitalism?. The International Economy, 17, 63.

Briscoe, D.R., & Schuler, R.S. (2004). International Human Resource Management: Policies & Practices for the Global Enterprise. New York: Routledge.

Caligiuri, P., & Santo, V.D. (2001). Global Competence: What Is it, and Can it Be Developed through Global Assignments?. Human Resource Planning, 24(3), 27.

Scullion, H. (2000) "International Human Resource Management" in Human Resource Management: A Critical Text Second Edition. J. Story editor. Stamford CN: Cengage Learning Business Press. 288-313.

Volunteer activities

Volunteers are considered to be compassionate, patience, unselfish caring and just plain love which are expressed by an individual to another. Voluntarism is considered to be in kind donation in that it is where a person donates his skills and manpower to the organization by performing duties a signed to him. Management and leadership of nonprofit organizations should ensure that they get highly skilled volunteers who come and stay through the extension of the visions of the volunteering through creating an experience which is meaningful, develops skills, demonstrate impact and ability to tap into the volunteers' capabilities and interest.

Volunteers my stop rendering their services due to poor management practices. Nonprofit organizations should tap volunteers to help in doing charitable work in their organization. Most people do not volunteer because they are never given a chance by the nonprofit organizations.

According to the Context for Nonprofit esource Development…

References

Ethics and Accountability (2011)

The Nonprofit Sector: Resource Development and Management (2001)

The Resource development Process (n.d)

The Context for Nonprofit Resource Development (2011)

Online Collaborative Tools

Collaboration is the focal point of business and its management in a workplace. Whereas effectual and sustainable collaboration needs face-to-face contact, the majority of the collaborative work usually depends on virtual collaboration, which is through telephone, emails or other online resources and tools. It is crucial for tools that enhance collaboration to be easy to use, mutually convenient and with remarkably little risk. This should be so because of the fact that it is being applied on an environment that is time constrained and information heavy (Duarte & Snyder, 2006).

Collaboration using online tools is increasing, with the advancement of technology, and as organizations are in the process of realizing the use and advantages of the internet, in conducting virtual meetings like the use of teleconference. Organizations should come up with a guideline on how to use and when not use these tools. Collaboration technology foresees future…

References

Camarinha-Matos, L., Afsarmanesh, H., & Ollus, M. (2008). Methods and tools for collaborative networked organizations. New York, NY: Springer Science+Business Media.

Duarte, D.L., & Snyder, N.T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco: Jossey-Bass.

Matthews, T., Moran, T., Whittaker, S. & Yang, M. (2011). Collaboration personas: A

framework for understanding and designing collaborate workplace tools. New York:

Production & Non-Production Effects of EP Technology on Businesses

Information Technology

Author's note with contact information and details of collegiate affiliation, etc.

Enterprise esource Planning Software (EP) ambitiously attempts to consolidate the departments and functions of an entire business, organization, etc. into a single computer system. EP consolidates all the needs of the every department into one system. EP systems are most often found within the Finance and Human esources departments, but again, EP aims to serve every department's needs. EP systems must be dynamic because each department within any company operates differently and therefore requires specific options for their computer systems. EP systems function similarly to the software used in departments such as manufacturing, finance, and human resources. Where EP systems differ from those softwares is that EP systems link all the softwares of every department within its systems together. Employees across departments can access information they need from…

References:

iStart. (2008) ERP case study: Hansen's pipeline to the world. Retrieved from  http://www.istart.co.nz/index/HM20/PC0/PVC197/EX28157/CS24866 . 2012 March 06.

Koch, C. & Wailgum, T. (2011) ERP Definitions and Solutions. Retrieved from  http://www.cio.com/article/40323/ERP_Definition_and_Solutions?page=1&taxonomyId=3009 . 2012 March 06.

Whatiserp.net. (2011) ERP System -- ERP Basic and ERP Evolution. Retrieved from http://whatiserp.net/erp-basic-knowledge/erp-system/. 2012 March 07.

governance is an important component of each and every IT project implementation process. Project governance refers to the infrastructure as well as processes that are put in place by a given organization in order to be used for steering the functions as well as mechanisms for assuring compliance. In this paper, we present an elaborate governance structure that will oversee the entire System Development Life Cycle process of an Enterprise esource Planning finance system throughout an organization that only operates domestically. We also assume that the governance structure has the following three levels: executive, program implementation, and ongoing operations.

Importance of governance structure for the implementation of an IT project

Project governance is noted by BIS (2010) to be a management framework within which various project decisions are made. It forms a critical component of any project due to the fact that accountabilities as well as responsibilities that are associated…

References

Business Innovation and Skills (2011).Guidelines for Managing Projects: How to organize, plan and control projects.Available online at  http://www.bis.gov.uk/assets/biscore/corporate/docs/g/10-1257-guidelines-for-managing-projects 

Chatfield, C .,Johnson, T (2007).A short course in project management.Available online at  http://office.microsoft.com/en-001/project-help/a-short-course-in-project-management-HA010235482.aspx 

Crawford, L et al. (2009).Governance and Support in the Sponsoring of Projects and Programs. Project Management Journal, Vol. 39, Supplement, S43 -- S55

Crawford, LH, Cooke-Davies, TJ (2005).Project Governance: The Pivotal Role of the Executive Sponsor.Available online https://blog.itu.dk/MBUC-F2012/files/2012/02/crawford_and_cooke-davies_project_governance1.pdf

ERP Implementation

"What do vendors seem to know and not know aout implementing ERP systems? How much influence should vendors have in an organization's ERP decision?"

"What do vendors seem to know and not know aout implementing ERP systems? How much influence should vendors have in an organization's ERP decision?"

Prolems in ERP Implementation

The Role of Vendors

"What do vendors seem to know and not know aout implementing ERP systems? How much influence should vendors have in an organization's ERP decision?"

There is commercial software packages called enterprise resource planning aimed at integrating different types of data and information that flows through the company. The information includes financial and accounting data, data related to human resource, data related to supply chain and data aout customers. ERP systems are a great solution for the prolem of usiness integration for managers struggling since long with nonconforming information systems conflicting operating practices,…

bibliography: 2001-2005. Communications of the Association for Information Systems, 19, 386-446.

Kenett, R.S., & Raphaeli, O. (2008). Multivariate methods in enterprise system implementation, risk management and change management. International Journal of Risk Assessment and Management, 9 (3), 258-276.

Sari, K. (2007). Exploring the benefits of vendor managed inventory, International Journal of Physical Distribution & Logistics Management, vol. 37, no. 7, 2007, pp. 529-545.

Somers, T.M., & Nelson, K.G. (2004). A taxonomy of players and activities across the ERP project life cycle. Information & Management, 41, 257-278.

Stratman, J. (2007). Realizing benefits from enterprise resource planning: Does strategic focus matter? Production and Operations Management, 16(2), 203-216.

Alcan's continued revenue growth is the result of the combined success of increasing sales in four main business units, in addition to growth through acquisition. The cumulative effects of these two factors have served to create a profitable business and one where a highly decentralized organizational structure dominates (Chang, Wang, 2011). The catalyst of the organization becoming so decentralized is the continued revenue gains made across four businesses, each competing in market areas that face heavy pricing and commodity-like market conditions. Despite the heavily process-centric based approaches the industry takes to supply chain management, production and distribution, Alcan has been also able to profitably grow sales in the more mature markets they compete in. The senior management and IT departments credit the highly decentralized nature of the enterprise-wide systems that run the company.

During the time period of the case, Alcan generated $23.6B in sales in 2006, and has 68,000…

References

(Benamati, Lederer, Singh, 1998)

Benamati, J., Lederer, A.L., & Singh, M. (1998). Information technology change: The impact on it management. The Journal of Computer Information Systems, 38(4), 9-13.

(Drill, 2005)

Drill, S. (2005). Assume the worst in IT disaster recovery plan. National Underwriter.P & C, 109(8), 14-15.

Integrative Analysis of Course Concepts:

Creating a Framework for Future Learning and Study

Never before has the creation, aggregation, aligning of information to the needs of an enterprise and its effective and secure use meant more to the viability of businesses globally. The most powerful lesson learned in this course is that data, information and knowledge are the most powerful competitive forces any enterprise can rely on today to differentiate itself in maturing markets while seeking out entirely new, high growth opportunities. The combining of analytics, advanced accounting and financial reporting applications, pervasive adoption of enterprise applications for Customer Relationship Management (CRM), Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and many other tasks are accelerating how quickly enterprises can minimize risks while seizing opportunities. Another invaluable lesson learned in this course is how critical it is to plan for change from a personnel, process and systems perspective. The combining…

Fo Toyota to meet o exceed custome expectations, its citical the links ae eal-time, which ae often the most expensive to initiate and maintain yet the most eliable ove time (Shaif, Iani, Love, 2005).

Analysis of Best Pactices in Entepise Resouce Planning and Systems Integation

Integation is a stategic advantage when done well, significantly inceasing the accuacy, speed and eliability of esponses of companies to thei customes. Integation pedicated on unifying business pocesses that ae aligned on the custome and thei needs with defined levels of pefomance as measued with key pefomance indicatos (KPIs) and metics have a significantly highe pobability of success (Shaif, Iani, Love, 2005). The technology elated to integation is seconday to the business benefits that these technologies povide acoss ERP instances, all aimed at attaining a stategic objective (Gatne, 2010)(a).

The best pactices that ae emeging in the aea of ERP integation ate quickly pogessing beyond…

references is prominent in the methodology, further ensuring that companies relying on this analysis to define which ERP systems they purchase align with critical success factors included in systems integration.

Gartner (2010)(b) Manufacturing 2.0: A Fresh Approach to Integrating Manufacturing Operations With DDVN

http://www.apriso.com/library/white_papers/Apriso_WhitePaper_Gartner_Manufacturing_2.0.pdf

Explanation

The Manufacturing 2.0: A Fresh Approach to Integrating Manufacturing Operations with DDVN (Demand Driven Value Network) defines how integration across ERP systems is fueling an entirely new class of value-based network. These networks are capable of responding quickly to variations in customer demand. A DDVN becomes a strong differentiator from a strategy execution standpoint. The analysis shows how Manufacturing 2.0 is being driven by intelligence and insight over competing purely on price alone.