Organisational Change Management Effects On Employees Management Essay

Organisational Change Management Effects On Employees Management Essay This research is on the study of the effects of organisational change management on its employees. The importance of this research is to help management in different organisations to see the effect of organisational change management on their employees, how employees view management in handling organisational change and how management can be more effective in achieving their goals and objectives. The methodology applied in this research is carrying out a survey on employees views on organisational change management with the use of questionnaires. At the end of this research, I have been able to make management to see the effects of organisational change management on its employees and how to manage it effectively. Also employees have the opportunity to change some of their set minds about management for organisational goals and objectives to be achieved irrespective of the rapid organisational change in todays business environment. CHAPTER 1 INTRODUCTION In todays dynamic business world, change remains a constant factor in every organisation irrespective of their sizes or years of existence. Change means the alteration of status quo or making things different. The constant pace of change in the 21st century business environment is accelerating extremely very fast. It is easier for machines to easily adapt to change in command but human composition does not find the adjustment such easy that is why it becomes a very sensitive issue in the organization. Change can then be said to be a single important factor in the organization. Since change is a constant and sensitive factor in every organisation therefore it becomes imperative to understand what an organisational change is, what provokes an organisational change, reaction to organisational changes and how best it can be managed to achieve organisational goals and objectives efficiently. ORGANISATIONAL CHANGE Organisational change was referred to by Van de Ven Poole, 1995, as an empirical observation of difference in form, quality of state over time in an organizational entity, (Van de Ven Poole, 1995, p. 512). An organizational entity can be an individuals job, a work group, a strategy for the organization, a product or service, or the overall organization. The Organisational entity goes through different processes in response to a strategic reorientation, restructure, change in management, merger or acquisition or the development of new goals and objectives of the organisation. Organisational change can also be referred to as the modification of the structure or process of a system within an organisation. Organisational change comes in place when aligning resources and employees to an organizational goals and objectives. These employees are human and they have their needs in hierarchy as described by Abraham Maslow. In satisfying their needs employees tends to influence organisational change. Organisational change influence by the employees is relative to the structure of the organisation. An organisational structure that is informal in nature will be more affected by employees influence than the organisation that has a strong formal structure. Abraham Maslows hierarchy of needs showed in figure 1.1 shows that people needs differ. Irrespective of their of the organization goals and objectives employees like every other man in the society has hierarchal needs. They want their needs to be met by the organisation so they tend to influence change that will favour the satisfaction of their needs. Sometimes employees influence this change not considering the organisation limited resources and this lead to a reaction from the organisation either positively or negatively depending on the management view of the influence. This reaction by the organisation in response to the employee actions is also an organisational change. MORALITY, CREATIVITY, SPONTANEITY PROBLEM SOLVING LACK OF PREJUDICE SELF-ACTUALISATION ACCEPTANCE OF FACTS SELF-ESTEEM, CONFIDENCE, ACHIEVEMENT, ESTEEM RESPECT FOR OTHERS, RESPECT BY OTHERS LOVE/ BELONGING FRIENDSHIP, FAMILY, SEXUAL INTIMACY SECURITY OF BODY, OF EMPLOYMENT, OF RESOURCES SAFETY OF MORALITY, OF THE FAMILY, OF HEALTH, OF PROPERTY PHYSIOLOGY BREATHING, FOOD, WATER, SEX, SLEEP,. FIG1.1 Organisational change tends to occur when an organizational system is disturbed by some internal or external force. The result of this disturbance may be good or bad, which may affect the organization as a whole, or in parts. The degree or rate of disturbance varies based on the organisational structure of the organisation, which may affect people, structure, technology, and other elements of an organization. The changes caused by external forces on the organisation are known as reactive changes, these changes may take place in order to respond to new opportunities or to avoid threats to the organisation while those changes initiated by the management of an organisation in order to achieve the goals and objectives of the organisation are known as proactive change. Every business organisation has three major stages of development which are survival, profitability and lastly growth and expansion. In each of this stages organisation tends to manage their available resources in such a way that it can survive each stage and move to the next stage. Every organisation desires to move from their present state to a desired state and this desired state is continual. The desired state becomes continual because every organisation needs to respond to the changing customer preferences and technologies. These factors make change to be a critical aspect of effective management. 1.2 ORGANISATIONAL CHANGE MANAGEMENT Organisational change is a constant critical factor in business environment. Both the employees and the employers in organisations go through this phase of change at one time or the other. Since organisational change is inevitable, then management in organisations need to constantly monitor and respond effectively to both the internal (owner, management and employees) and external( Investors, supplier, customers, pressure groups, government, media and the general public etc.) environments of their organisations in relation to their goals and objectives. This process is described as organisational change management. Five major factors should be understood by management in monitoring and responding to organisational change. People react to change differently based their fundamental needs People resist change based on uncertainty of results People will embrace change when proposed outcomes are favourable Proposed outcome should be well defined objectively Change may need to be enforced The more management can anticipate change and either control or manage it the better for the organisation in achieving their goals and objectives. Organisational change can influence the rate of performance of organisation; this makes it important for management to have effective knowledge about it. It is found out that in todays competitive business environment, some organisations have experienced fast development while other have experience downsizing or total collapse. These results are products of organisation change management. Organisations Change agents which are the factors that influence change should not be out of management control at every instance despite the competitive pressure on management. Since organisational change is constant and dynamic, then management needs to be proactive on change management for effective development of the organisation. Although every stakeholder within and outside the organisation feels the effect of organisational change management in different degrees, this study is concentrating on organisational change management and its effects employees. The effects of organisational change management on employees are considered very important in this research because it will show the reaction of employees to management during organisational change. Employees reaction to organisational change management either consciously or unconsciously influences their rate of performance in their jobs. Their level of confidence in management handling organisational change becomes a notable factor in their rate of performance. Management needs to know how to strike the balance between employees views and achieving their organisational goals and objective during on-going organisational change. Management cannot always attend to employees need but they should provide strategic means in reacting to their needs and not necessa rily manipulating them. Management should not only see employees just as their working tools in achieving their goals and objectives but they should see them as the most vital and delicate resources of their organisation. Definitely employees rate of performance have greater influence on the rate at which organisations achieve their goals and objectives. Improving their performance level during organisational change becomes a test of effective management. CHAPTER 2 LITERATURE REVIEW Coetsee (1999) states managements ability to achieve maximum benefits from change depends in part on how effectively they create and maintain a climate that minimizes resistant behaviour and encourages acceptance and support (p. 205). In todays dynamic and competitive business environment, organisations are required to respond effectively to continuous change or collapse if not careful. That was why Coetsee 1999 was interested in describing management ability in achieving maximum benefit from change. Inability for management to effectively maximise benefits from changing market place as led many organisations that were listed among the fortune 500 in the 1980s and 1990s no longer in business (Beer Nohria, 2000). There are different reasons that generate organisational change; examples are government policy, technology, merger and acquisition, strategic refocusing and market volatility etc. Employees are aware that they mostly recipient of the effect of change when it goes wrong. This wrong feeling initiates fear, frustration, lack of concentration and resistance to any form of change. Therefore the effects of organisational change on employees need to be assessed objectively before initiating it. Literature reveals that, change is a source of feeling of threats, uncertainty, frustration, alienation and anxiety (Ashford 1998).Based on this, it is clearly seen that an organisation will be underperforming with such feelings from their employees. Employees best can never be achieved, they will be underproductive and it will negatively affect the organisation overall performance. How long will employees continue to work in this feeling of insecurity due to organisational change becomes a major question in this fast dynamic business environment we live in? They concentrate more on their own job security rather than the organisation goals and objectives. Meeting self needs becomes employees higher priority rather than organisational needs because they cannot be guaranteed by the organisation how long their individual needs can be met. Job security becomes a threat to them. In todays business environment, more organisations are involved in mergers while some go through the acquisition process. Greater numbers of employees become more insecure and uncertain about their jobs. This poses a serious threat to employees reliability to the organisation in achieving their goals and objectives. It is a natural response from the employee as defined by Abraham Maslow on mans hierarchy of needs. Security is a mans need not just a want, so employees job security is a vital need to them. That is the reason why permanent staffs are far more likely to be dedicated to their job than temporary staffs who feel their contribution to the organisation may be stopped at any time and with little or no pay off by the organisation. Effectiveness and efficiency of employees, becomes a challenge to the management in order to achieve their goals and objectives. Although job performance is not strongly linked with job satisfaction but there could be resistance and unwillingness from the employees when their working condition are poor and unattended to by the management of the organisation they work for. According to Gateway Information Services, a New York consulting firm, 70% of all change programs fail due to employee resistance. Employees seem to form an organisational culture that creates a serious resistance to change because of high level of uncertainty in their job. Zaltman and Duncan, 1974 define resistance to change as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo. The act of resistance to change described by Zaltman and Duncan, 1974 now becomes vivid the more, as long as level of uncertainties increases for the employee before and during organisational change. (Dent Goldberg, 1999) also define resistance to change as employees are not wholeheartedly embracing a change that management wants to implement. The effect and counter effect of organisational change management on employees can be a test of effectiveness and efficiency of management. Management needs to effectively manage organisational change. CHAPTER 3 METHODOLOGY AND ANALYSIS 3.1 INTRODUCTION In previous chapters, it is described that organisational change remains constant in every organisation and the rate of this change in todays business environment is very rapid. Many factors have been attached to the rapid occurrence of organisational change ranging from customers needs, technology, government policy, market flexibility, acquisition and mergers etc. Every stake holder in the organisation is affected one way or the other by the effect of this change. This prompts for an effective organisational change management. Effective organisational change management can then be assessed by degree at which management maximise the benefits and minimise the demerits of organisational change in achieving the goals and objectives of the organisation. Understanding that employees are active part of any organisation stakeholders, this research in this chapter takes a critical analysis on the effect of organisational change management on its employees. 3.2 RESEARCH METHOD In carrying out this project on the effect of organisational change management on its employees, the descriptive research method is used. This method is used because descriptive method collates, test and validate data. Description emerges following creative exploration, and serves to organize the findings in order to fit them with explanations, and then test or validate those explanations (Krathwohl, 1993). Types of research that can be categorized as descriptive are Surveys (questionnaires, Delphi method, interviews, normative), case studies, job analyses, documentary analysis and developmental studies. The questionnaire was the type of descriptive method use in this project. It is used because of its response objectivity which base on the order of the systematised format of the questionnaire. It is also use because it gives opportunity to access information from people, who are free to express themselves and not time bound like interview or experiment. In guarding against sources error the four major potential errors were considered. These are sampling error, non-coverage error, non-response error, and measurement error Any one of these sources of error may make the survey results unacceptable (Groves, 1989; Salant and Dillman, 1994; Dillman, 1991, 1999).   Sampling error was defined as the degree to which the results from the sample deviate from those that would be obtained from the entire population, because of random error in the selection of respondent and the corresponding reduction in reliability (Alreck, 454). This was guarded against by making sure that the respondents are carefully chosen base on location which is their offices and dealing with the human resources department foe support. Respondents were given a good time before collection to guard against bias. Non-response error occurs when the survey fails to get a response to one, or possibly all, of the questions, (http://stats.oecd.org/glossary/detail.asp?ID=1835).  This error was prevented by making the survey questions short and non confrontational. Respondents privacy was also assured to allow their views to be expressed freely without any restrictions or fear of personal details. Non coverage error which occurs from exclusion of some units or entire section from the survey was prevented by giving equal chance to both new and old employees, although employees years of experience were considered in the survey in range forms. Measurement error is the real variation from the true score, and includes both random error and systematic error, (http://changingminds.org/explanations/research/measurement/measurement_error.htm). This was prevented by proper collection and collation process to eliminate data loss. Computations of response were repeated at different times to reduce any error in the measurement process. For easy calibration likert scale was introduced with numerical value. 3.2.1 QUESTIONNAIRE DESIGN The questionnaire is designed to meet the aim of this research. Different standardised questionnaire in relation to employees view to organisational change and employee satisfaction were used. The questionnaire was also designed considering factors that influence the acceptance or resistance of organisational change by employees discussed in earlier chapters. The questionnaire is designed not concentrating on the sex of employees, either female or male, since the objective of the research was not concentrating on the effects of organisational change management on a particular gender. This was also done in the design to eliminate every form of bias perception from the respondents. The questionnaire is designed with equal representation for employees irrespective of their years of employment. The questionnaire consists of questions that directly address the aim of the research. That makes it short and prà ©cised in designed. It is designed in order to increase the response rate. The questions in the questionnaire are closed ended questions in likert scale Strongly Disagree, Disagree, Neither Agree nor Disagree, Agree, and Strongly Agree. The proposed answers were also graded with Strongly Disagree 5, Disagree 4, Neither Agree nor Disagree 3, Agree 2, and Strongly Agree 1. This was done for easy computation of data results from respondents. The closed ended questionnaire was used because it is easy to answer, easy to decode and timely. The questions began with comfortable non-threatening questions in order to make them welcoming for the respondents. It is designed to be interesting to the respondents and still goal oriented. The printouts are clear enough for easy reading and questions were written in lower case and instructions in upper case. The questionnaires were pilot with colleagues at work, and project coordinator to assess its effectiveness in checking how long it takes to complete the questions, clarity of instructions, elimination of excessive vocabulary for easy understanding and elimination of non goal oriented questions. The average time to complete the questionnaire was five minutes. It specifically designed with such a little time frame because the respondents are suppose busy people and the value of their time if high importance to them and their employers. The questionnaire was divided into three parts, though not specified on it. The three parts are employees view about change, employees readiness towards change and lastly employees view about management effectiveness on organisational change management. The purpose of the first part is to understand better in employees accept not necessarily welcome change. The purpose of the second part is to have understanding about the extent employees may react to change and their readiness towards it. The purpose of the third part is to see if employees have confidence in the management of their organisations in making effective decision in respect to their welfare and organisational change management. The design of the questionnaire includes cover letters which gives concise details about the dissertation, its importance and effective guide in filling the questionnaire. The cover letter was written in simple vocabulary for easy reading purpose. On the cover letter, privacy of respondent was guaranteed and my contact address was also inclusive in case of any further question. Respondents were also informed that filling the questionnaire was optional and I would still be glad to share the result with them either they respond to the questionnaire or not if they are interested. 3.2.2 QUESTIONNAIRE DISTRIBUTION The distribution of the questionnaire was done systematically to achieve a good timely result. The distribution process was divided into two parts, individual contacts and cooperate contact. The distribution process considered employees busy hours so as not to disturb them at work therefore lunch hour was considered as a more convenient period for the distribution. Some were considered on individual bases at locations like train stations while waiting for their train, though the major distribution was during the lunch hour. The distribution to offices was done with the support of their human resources department. The employees were assured of their privacy despite the permission from their human resources department. All distribution was carried out with date of collection to facilitate the analysis of the questionnaire. Considering that response rates may be much lower than expected, follow up on the respondents was done through their contact or the human resources management department. The follow up were done by telephone calls and sending e-mails for reminder on the collection date of the distributed questionnaires. 3.2.3 QUESTIONNAIRE COLLECTION Collection of the questionnaire is an important process in this research in order to have a good result. Questionnaires were collected at specified collection date as it was noted on the covering letter from the day of distribution. The answered survey by the respondents was arranged for data input into the computer. Microsoft excel application worksheet was use for the computation of the result. QUESTIONNAIRE Strongly Agree Agree Neither Agree nor Disagree, Disagree Strongly Disgree. Change is constant in every environment Rate of change is faster in todays business environment organisation adapts to changes quickly Employees are always comfortable for retraining Employees welcome organisational change Employees are victims of organisational change Employees concentrates more on their job than the security of their job Employees understand the organisational goals and objectives Management decisions on organisational change are effective Management respects employee view in making decision Management consider employees as co-partner in achieving organisational goals and objectives. Management communicate effectively with staff Management gives necessary training and support to enable staff to do their job more effectively Management consider employees welfare during organisational change TABLE 1.0 3.3 ANALYSIS After a successful collection of the survey from the respondents, examination of the survey was then carried out to check if the questions were answered as requested on the covering letter of the questionnaire. Two thousand five hundred and seventy five questionnaires were answered as requested out of three thousand copies that were distributed. Twenty five were answered partly so they were not considered for the analysis, they were discarded. At the end of data input, the result is shown in the table below Strongly Disagree Disagree Neither Agree nor Disagree, Agree Strongly Agree. TOTAL Change is constant in every environment 0 0 40 80 2455 2575 Rate of change is faster in todays business environment 0 6 12 32 2525 2575 Organisation adapts to changes quickly 100 132 792 700 851 2575 Employees do welcome organisational change 632 1000 300 248 395 2575 Employees are always comfortable for retraining 233 355 638 549 800 2575 Employees are victims of organisational change 25 50 100 525 1875 2575 Employees concentrates more on their job than the security of their job 1235 800 320 200 20 2575 Employees understand the organisational goals and objectives 541 177 1000 325 532 2575 Management decisions on organisational change are effective 1239 800 500 30 6 2575 Management respects employee view in making decision 1555 600 325 50 45 2575 Management consider employees as co-partner in achieving organisational goals and objectives. 1234 800 400 100 41 2575 Management communicate effectively with staff 700 1235 200 600 340 2575 Management gives necessary training and support to enable staff to do their job more Effectively 532 600 500 600 343 2575 Management consider employees welfare during organisational change 1320 800 300 153 4 2575 TABLE 2.0 The analysis was divided into three parts based on the design of the questionnaire which are employees view about change, employees readiness to change and thirdly, employees view about management effectiveness on organisational change management. Percentages of response by respondents are shown below. 3.3.1 EMPLOYEES VIEW ABOUT CHANGE In the table 2.0 above, employees view on change were asked in different ways. The result collated in percentage are shown below QUESTION 1: CHANGE IS CONSTANT IN EVERY ENVIRONMENT Strongly agree = 2455/2575 *100 = 95.34% Agree = 80/2575*100 =3.11% Neither Agree nor Disagree = 40/2575 *100 = 1.55% Disagree = 0 = 0% Strongly Disagree = 0 % QUESTION 2: RATE OF CHANGE IS FASTER IN TODAYS BUSINESS ENVIRONMENT Strongly agree = 2525/2575 *100 = 98.06% Agree =32/2575*100 =1.24% Neither Agree nor Disagree = 12/2575 *100 = 0.47% Disagree = 6 = 6/2575 * 100 = 0.23% Strongly Disagree = 0 % QUESTION 3: ORGANISATIONS ADAPTS TO CHANGES QUICKLY Strongly agree = 851/2575 *100 = 33.05% Agree =792/2575*100 =30.76% Neither Agree nor Disagree = 700/2575 *100 = 27.18% Disagree = 132/2575 * 100 = 5.13% Strongly Disagree = 100 /2575*100 = 3.88% 3.3.2 EMPLOYEES READINESS TOWARDS CHANGE Analysis of employees readiness to change was accessed based on their response to the survey question that dealt with it. Their result is displayed in percentages below QUESTION 1: EMPLOYEES DO WELCOME ORGANISATIONAL CHANGE Strongly agree = 395/2575 *100 = 15.34% Agree =248/2575*100 =9.63% Neither Agree nor Disagree = 300/2575 *100 = 11.65% Disagree = 1000/2575 * 100 = 38.83% Strongly Disagree = 632/2575*100 = 24.54% QUESTION 2: EMPLOYEES ARE ALWAYS COMFORTABLE FOR RETRAINING Strongly agree = 800/2575 *100 = 31.07% Agree =549/2575*100 =21.32% Neither Agree nor Disagree = 638/2575 *100 = 24.78% Disagree = 355/2575 * 100 = 13.79% Strongly Disagree = 233/2575*100 = 9.05 QUESTION 3 EMPLOYEES ARE VICTIMS OF ORGANISATIONAL CHANGE Strongly agree = 1875/2575 *100 = 72.82% Agree =525/2575*100 =20.39% Neither Agree nor Disagree = 100/2575 *100 = 3.83% Disagree = 50/2575 * 100 = 1.94% Strongly Disagree = 25/2575*100 = 0.97 QUESTION 4: EMPLOYEES CONCENTRATES MORE ON THEIR JOB THAN THE SECURITY OF THEIR JOB Strongly agree = 20/2575 *100 = 0.78% Agree =200/2575*100 =7.77% Neither Agree nor Disagree = 320/2575 *100 = 12.43% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1235/2575*100 = 47.96% QUESTION 5: EMPLOYEES UNDERSTAND THE ORGANISATIONAL GOALS AND OBJECTIVES Strongly agree = 532/2575 *100 = 20.66% Agree =325/2575*100 =12.62% Neither Agree nor Disagree = 1000/2575 *100 = 38.83% Disagree = 177/2575 * 100 = 6.87% Strongly Disagree = 541/2575*100 = 21.01% 3.3.3 EMPLOYEES VIEW ABOUT MANAGEMENT EFFECTIVENESS ON ORGANISATIONAL CHANGE QUESTION 1: MANAGEMENT DECISIONS ON ORGANISATIONAL CHANGE ARE EFFECTIVE Strongly agree = 6/2575 *100 = 0.23% Agree =30/2575*100 =1.17% Neither Agree nor Disagree = 500/2575 *100 = 19.42% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1239/2575*100 = 48.12% QUESTION 2: MANAGEMENT RESPECTS EMPLOYEE VIEW IN MAKING DECISION Strongly agree = 45/2575 *100 = 1.75% Agree =50/2575*100 =1.94% Neither Agree nor Disagree = 325/2575 *100 = 12.62% Disagree = 600/2575 * 100 = 23.30% Strongly Disagree = 1555/2575*100 = 48.12% QUESTION 3: MANAGEMENT CONSIDER EMPLOYEES AS CO-PARTNER IN ACHIEVING ORGANISATIONAL GOALS AND OBJECTIVES. Strongly agree = 41/2575 *100 = 1.59% Agree =100/2575*100 =3.88% Neither Agree nor Disagree = 400/2575 *100 = 15.53% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1234/2575*100 = 47.92% QUESTION 4: MANAGEMENT COMMUNICATE EFFECTIVELY WITH STAFF Strongly agree = 340/2575 *100 = 13.20% Agree =600/2575*100 =23.30% Neither Agree nor Disagree = 200/2575 *100 = 7.77% Disagree = 1235/2575 * 100 = 47.96% Strongly Disagree = 700/2575*100 = 27.18% QUESTION 5: MANAGEMENT GIVES NECESSARY TRAINING AND SUPPORT TO ENABLE STAFF TO DO THEIR JOB MORE EFFECTIVELY Strongly agree = 343/2575 *100 = 13.32%

Genetically Modified Foods Essay

As the old saying goes, â€Å"An apple a day keeps the doctor away†, but does it really mean what it used to? People are taking great risks by consuming genetically modified foods. Genetically modified crops, foods etc. are made when scientist combine genes from different organisms to get desired traits in a certain organism. Scientist uses this in fruits and vegetables to help make them more nutritious or help with insect resistance. Some of the first GM foods were corn, cotton, soybean, canola and alfalfa. In the last two decades there has been a spike in the cultivation of transgenic crops. Since the very first GM food marketed (a tomato that wouldn’t go so soft as quickly) it has continuously gone up. There are two main types of GMOs ones that are herbicide tolerant and others that are resistant to devastating insect. Herbicide tolerant GMOs can be sprayed with herbicides that kill weeds but not the genetically modified crops. This was developed by the company Monsanto. The second type of GM crop is resistant to devastating insects which is made by a bacterial gene which makes able to resist against certain insects. An example is corn BT which is able to resist the corn borer. Most Farmers who use these GM crops do it because they can make more money or it would ease their work load. Are GM crops and food going to help the world or hinder it? One of the leading arguments is that this will produce more food and thus feed the planet. Another advantage is that you can use less herbicides and pesticides which are then less harmful to the environment. It seems like that is the case but farmers are still spraying large amount of herbicides and pesticides and it somewhat contradicts the reasons for GM crops. What do these GM Crops do to our Environment and our health? Many questions arise about this and not even about the risks on the table but if it’s right morally. There great risks that where putting on the table like the safety of our children. We are being treated like experimental animals and these large companies are waiting to see what happens. In the US, about two dozen farmers reported thousands of pigs became sterile after consuming certain GM corn varieties. Some had false pregnancies; others gave birth to bags of water. Cows and bulls also became infertile when fed the same corn. In the US population, the incidence of low birth weight babies, infertility, and infant mortality are all escalating. Transgenic crops do help us in some ways, but is it doing more harm than good? They could help us stop world hunger but at what cost? Are you willing to put your children and their children at risk just for a quick buck? These are question you to need to answer choose a sid hopefully the right one.

Book Review- One Crazy Summer - 870 Words

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Both women attempted to become successfulRead MoreHills Like White Elephants, By Ernest Hemingway1673 Words   |  7 Pagesthe lovely â€Å"hills across the valley† of the Ebro is symbolic to Jig because every curve creates the illusion of a further developed pregnant belly and the fuller breast of a pregnant woman (Oliver 203). In his article. Timothy O’Brien mentions that one side of the hills Jig saw was dry, dull, and sterile looking, symbolizing the death, lost, and feeling of dying inside. â€Å"Fields of grain and trees† were on the other side of the hill, appearing fertile to symbolize a vibrant future life. ThroughoutRead MoreThe Life and Times of Benjamin Bugsy Siegel1256 Words   |  6 PagesSouthwell 212); however, tragedy struck one summer evening after the suave Siegel was mu rdered in his mistress’ home on June 20, 1947 (Carter 189). Bugsy Siegel affected millions of lives worldwide, whether through his psychotic acts as a mafia hit man, or his revolutionary idea of the gambling oasis, that is now Las Vegas (Southwell 212; Carter 179; Bugsy Siegel Encyclopaedia par. 3). Siegel’s tragic death, furthermore, shall forever be in the history books as a tragedy that would forever cripple

Urban Crime - 1501 Words

| UNIT THREE CRIMINOLOGY PROJECT | URBAN amp; RURAL CRIME | | | | Elaine Lawrence | 23/4/2012 | | RURAL CRIME INTRODUCTION This project is going to look at urban crime and rural crime and how it differs. It will look at statistics for crime in urban and rural areas and see whether there is any difference. There is research put forward by criminologists to suggest that crime is higher in urban to that of rural areas. The project will be using secondary research as there might be ethical issues into conducting primary research. Secondary research is where the researcher uses research already available to them, by other researchers. Primary research is where the researcher conducts their own research. This†¦show more content†¦For example, the number of sex crimes recorded by rural forces leapt by 56 per cent between 1998/9 and last year, compared with an 11 per cent rise across England and Wales. Rural areas recorded a 37 per cent increase in robberies, nearly double the rate of increase for the country as a whole. Overall, violent crime in the 13 force areas rose by 80 per cent over the decade, compared with a 68 per cent average rise throughout England and Wales. The discrepancy was also shown in violence against the person, which was up 84 per cent in rural areas, an increase four percentage points higher than the national picture. Chris Grayling, the shadow home secretary, said: All of this just underlines how overstretched some of our smaller police forces are, and how important it is to get rid of as much of the bureaucracy that ties them to their desks as possible. It also shows that the social challenges we face aren t just limited to urban Britain. We desperately need a fresh approach to dealing with these problems. Some individual rural forces recorded steep increases in certain crime types over the 10-year period. Gloucestershire recorded a 143 per cent rise in total violent crime, including a 165 per cent rise in violence against the person, while inShow MoreRelatedEffects of Urban Crime on the Urban Environment3791 Words   |  16 PagesEFFECTS OF URBAN CRIME ON THE URBAN ENVIRONMENT Technical Paper by: Ms. Adit Padhi (aditipadhi@gmail.com) â€Å"Greater concern about terrorism places new opportunities before the design community. If protection is considered from the outset, design can make buildings and people safer.†1 Introduction Violent crime was the issue of the nineties, while terrorism has become the talk at the onset of 21st century. Understanding crime prevention design is therefore an invaluable tool in organization andRead MoreCrime in Urban Areas1686 Words   |  7 PagesMany factors generate crime. That ‘inner morality’ necessary to resist the temptation to rape, rob, or kill weakens in an environment of broken homes, systemic poverty, ethical relativism, religious decline. Poverty ’causes’ crime in general in the same way that pornography causes sex crimes and television violence causes violence by children: it is a predispositive condition. If the family life could be strengthened, raise the living standard, instill character values this could have an impact onRead MoreC rime And Its Effects On Urban Areas1968 Words   |  8 Pages Crime is a familiar and perilous concern in American society, and crime damages the foundation of this America. The ongoing population shift from rural to urban areas has helped to facilitate crime in the United States through the decades. Showing the focused element and impact of crime in society and the consequence of crime in urban areas, is to better understand the people, and knowing that when criminals know the procedures of the crime they get new opportunity to do it. Examining the crimesRead MoreCrime in Urban America Essay1051 Words   |  5 PagesCrime in Urban America has been around for many years, it is atrocious and there are many reasons why people commit these crimes. Crime is a big issue all around the world and while there is more production of drugs and loss of jobs, the crime rate will continue to increase day by day. While there are many motives that contribute to crime the most obvious causes w ould be poverty which causes the poor to adapt into a violent and aggressive behavior to which later becomes ingrained into them. The environmentRead MoreA Brief Note On Poor And Urban Crime Essay755 Words   |  4 PagesKrivo, L., and Peterson, R. (1996). Extremely Disadvantaged Neighborhoods and Urban Crime. Social Forces, 75, 619-648. The purpose of this article is to examine the racial differences in structural disadvantage across communities which account for black-white differences. The argument that local structural conditions are important determinants of crime is tested by examining disadvantage, poverty, crime in a city where extreme community disadvantage and poverty are not synonymous with black neighborhoodsRead MoreEssay on Why so Much Crime is Committed in Urban Areas606 Words   |  3 PagesWhy so Much Crime is Committed in Urban Areas Crime in urban areas has been on the increase since the 1950s, why? What has happened to cause crime to become almost an accepted part of inner city life? There are plenty of crime figures available for every city in the world, but reading numbers from a list does not explain why more crimes are being committed, to try to understand we have to look at what has changed in urban communities and how these changes have affectedRead MoreCrime and Urban Decay938 Words   |  4 Pages Crime and Urban Decay Introduction It is commonly believed that communities with the highest level of crime are those that have the most urban decay. This is frequently referred to as the Broken Windows theory, which was originally posited by Wilson and Kelling. They believed that active policing would reduce the amount of disorderliness and petty crime in a neighborhood. The reduction in crime would, in turn, increase neighborhood involvement, which would reduce violent crime rates (WilsonRead MoreESSAY - Examine sociological explanations for the lower rates of recorded crime in rural compared to urban areas1414 Words   |  6 PagesQUESTION: ‘Examine Sociological explanations for the lower rates of recorded crime in rural compared to urban areas’†¦ A group of sociologists based in Chicago became known as Chicago School, and they argued that the growth of cities produced distinctive neighbourhoods, each with its own characteristic lifestyle. Shaw and McKay applied this perspective to their study of delinquency. Statistics from their study shows that 9.8% of crimes committed are usually found in the Central Business District (CBD). HoweverRead MoreUrban Crime: as Portrayed in Mystic River973 Words   |  4 Pagesthat grew up in the streets of Boston. The urban environment that they grew up in as children directly impacted their lives, as they got older. One big universal theme of the movies was urban crime; the movie displayed both sides of urban crime (the corrupt side as well as the investigators and law enforcement, also known as the â€Å"good side†). All of the urban crimes shown throughout this movie relate to the way the boys lives played out. Within their urban neighborhood there existed such a closed socialRead M oreSocial Media And Urban Crime Big Data898 Words   |  4 Pagesmonitoring consumers, clients, students and citizens. As evidence, we are presented with an example of urban crime being isolated to blocks and individual buildings, potential risks from people struggling with suicidal tendencies being monitored via social media and â€Å"diminished movement† (cell phone tracking), while Israelis use cell phones for tracking citizens movements. Summary of social media and urban crime Big-Data - Emily P. One of the things Big-Data has brought to us and made available is social

The Relationship Between Police Officers And Citizens Essay

Perception is reality. What one person believes to be true will be true to them, regardless of what others might think. Blame and perception are two subjects that go hand in hand. This is seen in many aspects of American culture, particularly in the relationship between police officers and citizens. When it comes to this relationship, people tend to take on very strong opinions either in defense of one group or in accusation of another. The viewpoints people take typically depend on which of the two groups they perceive to be good and which they perceive to be bad. These perceptions then provoke people to create strong, generalized ideas of blame onto one group or another for any disagreement that has taken place between the two. This unacquitted blame has led to angry acts of violence, protests, and further division between law enforcement officials and Americans nationwide. As described by Edward Stringham, writer for the Wall Street Journal, â€Å"The past month has seen extraordinary killings, both by police officers and of police officers, in St. Paul, Baton Rouge, and Dallas. All across the political spectrum, people agree that American policing is in turmoil† (Stringham). This division has created a culture of fear, distrust, and anger, and it is because of this hateful relationship that we see so much violence across this country. For many, this feels like an immense and unfixable problem; however, I propose there is a solution. I have created a plan in whichShow MoreRelatedPolice Brutality And The Police1585 Words   |  7 PagesPolice brutality and office involved shootings have sparked national debate and created a strain between police officers and citizens. Recently, there have been m ore home videos that display acts of aggression by police officers. 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The Secret Circle The Divide Chapter 5 Free Essays

When Cassie arrived at Old Town Hall, the sun was shining down on the carnival as booths and tables were being set up for the evening’s festivities. She searched for her mom among the volunteers so she could help her put up the decorations they’d finally finished making late last night. Old Town Hall was one of the earliest municipal buildings in New Salem. We will write a custom essay sample on The Secret Circle: The Divide Chapter 5 or any similar topic only for you Order Now When it had been in use, it housed all the town’s federal offices. The surrounding area was designed to be an outdoor market, but these days it was mostly used as a public art space and, of course, to host yearly spring and fall festivals. â€Å"Hey, Cassie.† Laurel appeared carrying a tray of tulip bulbs that was nearly twice her size. She dropped it onto a nearby table and waved a few sweaty strands of hair away from her pixielike face. â€Å"Are you psyched for tonight’s festival?† â€Å"Sure,† Cassie said unconvincingly. â€Å"Well, you should be,† Laurel said. â€Å"The spring equinox is important to us as witches.† She looked to her left and then to her right to be sure nobody had heard her. And then, as Cassie expected, she launched into a history lesson. History and botany lessons were pretty much mandatory when talking to Laurel. You either loved her for it or you had the urge to tape her mouth shut, but for now Cassie humored her. humored her. â€Å"Like many traditions in New Salem, the origin of the spring festival has roots in paganism,† Laurel said. â€Å"This festival used to be called Ostara’s Festival, and it was a holiday to celebrate the Goddess waking from her winter slumber. It was a time when our ancestors honored the balance of all things, the physical with the spiritual. The old books said it was a time to plant seeds in the garden, as well as a time to plant the seeds of desired manifestation.† â€Å"But what does that mean?† Cassie asked. â€Å"It means it’s a time to start new projects and put new plans into action.† Laurel picked up her tray with a grunt and began to walk away. â€Å"It’s something to get excited about,† she said over her shoulder. Cassie let her eyes wander around the square. In every booth was a local merchant offering samples of food or drink, or the chance to bid on some item up for auction. Local bands were setting up their equipment on a ramshackle stage. The whole event had simply become a backdrop for the kickoff of the tourist season. But still, Cassie thought she should embrace it. It was a celebration of sorts, like Laurel said. Cassie found her mother on the far side of the square, stapling paper daffodils along a wooden baseboard. Across from her, Cassie saw Melanie and Constance setting up their jewelry booth. Melanie’s smooth cap of chestnut hair was pulled neatly back, while Constance’s gray mane feathered madly in the wind. They were quite a pair; Melanie was tall and beautiful and prepossessing, and Constance was shrunken and slumped over, bossily calling Constance was shrunken and slumped over, bossily calling out commands with her wrinkled pointer finger. But the love and compassion between them was palpable, and the jewelry they designed was a physical product of that love. Melanie had told Cassie that the local townspeople didn’t have a real understanding of crystals, but that didn’t matter. Their jewelry made for pretty conversation pieces, and Aunt Constance really appreciated the extra cash. Cassie waved to Melanie from afar and then spotted Diana. She was wearing all white, and the way the sun was striking her blonde hair, it appeared almost white, too. My God, Cassie thought, Diana is literally shimmering like an angel. And appropriately, she was helping with the charity raffle this year. In fact, she’d organized it. Sometimes Cassie wondered if there was anything Diana couldn’t do. Cassie gave her mom a signal to let her know she’d be right there and then headed over to the raffle table to say hello to Diana. She’d felt so distant from Diana lately, she thought stopping by would be a nice gesture. Maybe even a first step in clearing the air between them. Cassie understood the distance was because she spent most of her free time with Adam these days. How could that not make things weird, when not so long ago it used to be Diana who spent all her time with Adam? But in spite of all that, when Diana noticed Cassie coming her way now, she couldn’t have offered her a more heartfelt greeting. She dropped her clipboard onto the table and jogged across the square to meet Cassie halfway. â€Å"I’m so glad you’re here,† she said. â€Å"Your mother’s decorations look fantastic.† â€Å"Thanks,† Cassie said, and then hesitated. She hadn’t known she was going to do this, but in the moment it felt right. â€Å"Can we talk?† she asked. Without waiting for an answer, she took Diana’s hand tightly in her own and led her to the side of the square, where there was a long stone bench they could sit on without the risk of anyone overhearing their conversation. â€Å"There’s something I have to tell you,† Cassie said. Diana’s green eyes narrowed with concern, but she sat down, as instructed. Cassie sat across from her, anxiously rubbing her fingers along the bench’s stone surface. â€Å"I’ve been feeling so bad,† she said. â€Å"For all the awkwardness.† Diana smiled wide. â€Å"Kind of like right now?† â€Å"Yeah.† Cassie felt herself blush. â€Å"I guess I am being kind of awkward right now. It’s just that I know how close you and Adam were, and the sacrifice you made, and – † Diana cut Cassie off mid-sentence. â€Å"Cassie, I know. I really do. And it has been hard at times, but I think we’ve all grown used to it a lot faster than you have.† She put her hands on Cassie’s shoulders and gave her a little shake. â€Å"There are no hard feelings. Honestly. It’s you who’s making it hard, for yourself.† Cassie’s eyes filled with tears, and she realized Diana was right. She had been making things unnecessarily difficult. This was supposed to be a new beginning. Everywhere around her, people were embracing change while she clung on to old hurts and past fears. â€Å"Does this mean we can hang out more?† she asked. â€Å"I sure hope so!† Diana brought her in for a hug, and when Cassie closed her eyes, everything felt just right. A new beginning, she thought to herself again. Now she really would be able to enjoy the festival. Together she and Diana walked through the square, arm in arm, back to the raffle table. Cassie didn’t want their renewed closeness to end, but she had work to do. â€Å"I’d better go help my mom,† she said, and was about to walk away when a girl approached her. The girl had long waves of bright red hair and wore high black boots that caught on the hem of her slip dress. â€Å"Excuse me,† she said. â€Å"I’m looking for the bed-and-breakfast that’s supposed to be right around here.† She was about the same height and build as Cassie, and her eyes were a very dark brown, almost black. Diana pointed west. â€Å"It’s about a two-minute walk that way.† The girl gripped the handle of her overstuffed suitcase and stood gawking at them, as if she were hoping for more. â€Å"I’m Scarlett,† she said, offering her free hand to Diana. Diana introduced herself and Cassie, and then asked, â€Å"Are you visiting from out of town?† â€Å"Not visiting. I just moved here.† Scarlett bit at her fingernail, which was covered in chipped black nail polish. â€Å"I’m only staying at the B and B for now, if I ever find it.† Diana raised her eyebrows. â€Å"Moving to a new town with only one suitcase, that’s very impressive.† Scarlett laughed uncomfortably like she wasn’t sure if Diana was playfully teasing or rudely making fun of her. Cassie wasn’t entirely sure either. She knew Diana well enough to sense that she had her guard up around this stranger. â€Å"Will you be going to New Salem High?† Diana asked. Scarlett shook her head. â€Å"I graduated early. I’m working on the docks for the summer.† â€Å"I see,† Diana said, in a tone dripping with judgment. Diana got like this around Outsiders sometimes. Cassie knew she didn’t mean to be impolite; in fact, she probably wasn’t even aware of it. It was an unconscious self-righteousness that came from always knowing she was special. But Cassie knew what growing up average was like, and she’d once been the new girl in town. She sympathized with how awful and alienated Scarlett probably felt right now. â€Å"Well, thank you for the directions,† Scarlett said. â€Å"It was nice meeting you.† â€Å"Wait.† Cassie had the sudden urge to remedy Diana’s inhospitable welcome. â€Å"You should come to the festival tonight. It’s right here; you can’t miss it.† Scarlett giggled in a way that made her sound like a little girl, and Cassie couldn’t help but join in. There was something refreshing about her. â€Å"We just met, and already you’re taking a shot at my poor sense of direction?† Then her face warmed. â€Å"I’d love to come, thank you.† â€Å"Great,† Cassie said. â€Å"Then we’ll see you later.† Cassie watched Scarlett walk away, and Diana picked up her clipboard from the table. â€Å"That was neighborly of you,† she said. â€Å"What do you mean?† â€Å"You know.† Diana scrutinized her list of things to do, flipping through its many pages. â€Å"Considerate, gregarious.† â€Å"I know what neighborly means, but what do you mean?† Diana set the clipboard down and rolled her pen back and forth in her fingers while analyzing Cassie’s expression. â€Å"You saw something in her, didn’t you? What was it?† Cassie should have known there was never getting anything past Diana. It was true, she had seen something in Scarlett, but she wasn’t sure what. Cassie felt a tingle travel up her spine and down her arms, all the way to her fingers. It was an excitement she couldn’t place. â€Å"I’m really not sure. But I think it was something good.† â€Å"Well, that’s pleasant news for a change,† Diana said. â€Å"Tell me about it.† â€Å"Maybe it was her hair dye drawing you in.† â€Å"Be nice,† Cassie said. â€Å"I’m not being mean,† Diana said naughtily. â€Å"It made me want to drink a glass of wild cherry Kool-Aid. I love that stuff.† Then the two of them broke into loud, uninhibited laughter, the way they used to. How to cite The Secret Circle: The Divide Chapter 5, Essay examples

Business Analysis and Process

Question: Describe business analysis and process to support the operations and customer service policies of Tesco, a major retail business entity. Answer: 1. Project Information For the purpose of the study, the establishment of business analytics and processes to support the operational and customer service policies of Tesco, a major retail business entity. Kerzner (2013) stated that the IT project management primarily focuses to work on applications and analytical projects to serve customers better. This includes implementing advanced technology mechanisms to collect customer data track consumer data accordingly. Burke (2013) mentioned that in addition, it would assist the management of the organization to record customer preferences and frame the marketing as well as the operational policies accordingly. It is expected that this would assist the daily business functionalities in a more effective manner. The operational process of the business entity would be more effective in offering superior customer services to the employees. These technologies are expected to assist any retail business entity to enhance their production rate with requiring minimum amount of time and resources (Walker 2015). Assumptions Various internal and external factors can affect the development of such technologies. These include the market demand and general consumer choices and preferences. The response of customer towards such changes in the operational processes of a business enterprise is one factor that should be considered here (Leach 2014).In addition, the intensity of market completion is another essential attribute affecting the implementation of IT projects in the organization. The internal factors include the cost incurred in implementing such a project. The project should be commercially viable from the point of view of the investors in a business enterprise. In other words the IT project would be able to add to the profitability of the firm. Besides this, the financial state of the business enterprise is other essential criteria that can have an impact towards adopting such technology relating to applications and analytics (Phillips 2013) The retail brand should have the necessary financial strength to incur considerable expenditure without affecting the revenue inflow of the firm. Another internal factor is the training and aptitude of the employees working in the firm. The employees should posses the necessary skills to make optimum utilization of such advanced technology mechanisms that shall reduce the operational expenses of a business enterprise. (Turner 2014). However, the quality of such IT projects is an essential factor in determining the finan cial position of the organization. The risks associated with such a project relates to the financial expenditures and negative consumer perception. In addition, it can be said that there shall be some amount of resistance from within the organization (Marchewka 2014). The project management procedure would be able to overcome such constraints in helping the organization to achieve business sustainability. Constraints The following are the limitations and constraints of the project management process Budget - To implement an IT project shall require considerable expenditure. Therefore, such expenditures shall be considered when adopting such procedures. As per the budget decided by the management of the organization, the management must introduce such IT projects. However, this can lead to high expenses, which the business enterprise should be able to bear. According to Heagney (2012), it should be critically analyzed to prevent such expenses form adversely influencing the financial stability of the business enterprise. Time - Limitation of time is one of the pertinent limitations that can affect the stability of a business organization . As such , constraints of time is one of the essential attribute that the business organization has to consider before introducing such IT project in the organization .Therefore, the procedure of implementing such processes in the organization should be done in minimum period to assist the organization in its growth. Mir and Pinnington (2014) noted that a lengthy procedure would not be beneficial for the firm in the end. Training The staff has to be adequately trained to adapt to such changes. It can be stated that lack of training in technology requirements shall harm the growth of the business enterprise. Effective training has been a pertinent limitation towards imposing such changes in the operational processes of a retail business entity (Crawford 2014). This would have a negative influence on the quality of customer services offered by the entity. 2. Project Approach The business approach should be an in-depth covering a range of activities that has to be influenced when implementing the business applications and analytical procedures of a business enterprise. Firstly, the necessary discrepancies and the weaknesses in the organization shall be implemented. The business approach is mainly based on the following requirements - Effective operational as well as customer service policies to the management (Unab and Kundi 2014). Therefore, these two processes shall be adequately considered when building analytics and business application to keep track of consumer demand and preferences as well as the effectiveness of the operational policies of the business enterprise. According to Teller et al. (2014), establishment of applications and business analytics should follow a systematic procedure. Therefore, it should involve minimum amount of time and resources. In addition, it s shall be effective enough to serve the purpose of the business organization. Project Requirements The following are the requirements of the project as per the MOSCOW analysis Must have - The must have requirements are critical to the success of the project these include - essential details related to the development of the applications. The application is constituted of the variable and the fixed factors that are vital to the functionalities of these applications in the context of developing of smoother operational processes of the business enterprise. According to Meng (2012), the variable factors like consumer demand, the economic conditions of a particular place and the market conditions are subjected to frequent changes. Therefore, the business applications and analytics must consider all these elements when developing advanced technological processes to assist a business enterprise. Should have The Moscow analysis presents a vital emphasis on the constituents that can be labeled as essential items on the establishment of IT project management procedures. Young (2013) mentioned that these elements bring added benefits. In the context of the study, these elements relate to adoption of essential technological requirements that enables a entity to offer superior customer service. Could have The certain technological requirements that can be labeled as could have and therefore not necessary to the achievement of primary objectives to the business enterprise. These relate to implementing processes to achieve greater sales revenue in the market. Wont have These relate to the establishment of procedure that are not necessary, in the context of the present business position of the retail entity. In this regard, it can be said that these procedure shall have an adverse influence to the business sustainability of a retail business enterprise. These would also lead to unnecessary expenses, thereby, affecting the productivity of a firm. In these regard , it can be said that items labeled as wont have should be strictly avoided to prevent any undue threat or obstacle that can affect the IT project management procedure Proposed Deliverable The project deliverable consists of the following three stages Conceptualization - In this stage, there shall be two constituents that are- business transformation, technical solutions as well architecture. The Conceptualization stage is the initial stage where the IT project management is fully planned and the necessary steps are taken for its implementation. Development The development process relates to the process where customized Apps as well as analytics are established to enhance the current business processes. This relates to the improving the existing operational polices, and offering customer services to the buyers. Operations This is the final stage of the project deliverable processes. The operations stage can be classified into three stages which are - Infra and Network , Operations as well as the support towards the applications of a business enterprise. The Infra and Network relates to improving the existing technicalities currently followed in the organization (Holzmann 2013). The Applications support relate to consolidating the newly developed applications as well as the business analytics procedures that are being followed in the business enterprise. The operational stage facilities the support functions of a retail entity. The support functions can be subdivided into Finance, LD, HR and operations (Canils and Bakens 2012). The Project management office as well as integrated portfolio management are the functions that shall be supported by IT project management procedure From the above diagram it can be said that the development of business apps and analytics shall assist a retail entity to provided support to a range of business functionalities . 3. Governance structure The governing structure shall determine the implementation of the IT project management in the business enterprise (Lock 2014). Therefore, the authority and the direction would come from the top management of the organization. In this regard , it can be said that the nature of structural policies followed in the organization shall determine the success of the business to large extent . Therefore, it is upto the management of the organization to make necessary planning relating the implementation of the project management activities in an organization. The engineers of the organization shall handle the technical issues. Any technical issues shall be handled by people having qualified expertise in the field of IT project management (Tong and Thomson 2015). In regarding implementing the changes within every layer in the organization, the human resources department shall be responsible. The project team and the top management or the leadership group shall have a very important relationsh ip. There should be a clear flow of communication between these two parties, to avoid any misrepresentation of data. It can be said that both parties are co-dependent on each other (Besner, and Hobbs 2013). The project team is dependent on the governance entities for adequate resources as well as the direction that the implementation of business applications and other analytics that the business organization would be required to be followed. On the other hand, the management is dependent on the project team to determine consistent delivery of IT solutions to a business enterprise .This shall enable the business entity to authenticate the use of business applications and analytics for the betterment and growth of the organization. Work break down structure Outline Number Task Name Duration Start Finish Evaluation stage 0 TESCO Business applications 86 days Mon 03-05-16 Mon 02-05-16 1 Project start 0 days Mon 04-05-16 Mon 04-05-16 2 Phase 1: Requirement specification 18 days Mon 04-05-16 Wed 28-05-16 2.1 Meeting fixed with the director 0.5 days Mon 04-05-16 Mon 04-01-16 1 2.2 Assessing the present situation of the school 1 day Mon 03-05-16 Tue 05-0516 3 2.3 Assessing the requirements of the system 0.5 days Tue 05-05-16 Tue 05-01-16 4 2.4 Collecting information about the methods currently being used 1 day Wed 06-05-16 Wed 06-01-16 5 2.5 Client meetings 1 day Thu 07-05-16 Thu 07-01-16 6 2.6 Documentation procedure 1 14 days Fri 08-05-16 Wed 27-05-16 2.6.1 Establishing the scope statement 1 day Fri 08-05-16 Fri 08-05-16 7 2.6.2 Functional requirements 0.5 days Mon 11-05-16 Mon 11-01-16 9 2.6.3 Non functional necessaities 0.6 days Mon 11-05-16 Mon 11-01-16 10 2.6.4 Establishing the documents to establish the non-functional documents of the organization 2 days Pplications Tue 12-05-16 Wed 12-05-16 11 2.6.5 Document submission 1 day Thu 14-05-16 Thu 14-05-16 12 2.6.6 Acceptance of proposal 1 day Fri 15-05-16 Fri 15-05-16 13 2.6.7 Changes reflected by the client 2 days Mon 18-05-16 Tue 19-05-16 14 2.6.8 Assessing of project 2 days Wed 20-05-16 Thu 21-05-16 15 2.6.9 Budget estimation of project 2 days Fri 22-05-16 Mon 25-05 -16 16 2.6.10 Budgetory necessities regarding the client 1 day Tue 26-05-16 Tue 26-05-16 17 2.6.11 Establishment o of budget and schedule 1 day Wed 27-05-16 Wed 27-05-16 18 2.7 Approval of proposals 0 days Wed 27-05-16 Wed 27-05-16 19 3 Step 2: Establishing the entire project team 8 days Thu 28-05-16 Mon 08-02-16 3.1 Deciding on the team 3.5 days Thu 28-05-16 Tue 02-02-16 3.1.1 The selection of Project team procedure 0.5 days Thu 28-05-16 Thu 28-05-16 20 3.1.2 Project leader choosing procedure 1 day Thu 28-05-16 Fri 29-05-16 23 3.2 Deciding on the training needs of the resources. 4.5 days Tue 02-02-16 Mon 08-02-16 4.1.1 Designs of the system 2 days Tue 09-05-16 Wed 10-02-16 31 4.1.2 Developing the prototype based on the primary designs 7 days Thu 11-05-16 Fri 19-02-16 34 4.1.3 Allowing the client to test the prototype 4 days Mon 22-05-16 Thu 25-02-16 35 4.1.4 Considering changes requested by the client 7 days Fri 26-05-16 Mon 07-03-16 36 4.1.5 The procedure of approve of new design 1 day Tue 08-05-16 Tue 08-03-16 37 4.2 Prototype approved by client 0 days Tue 08-05-16 Tue 08-03-16 38 4.3 Establsihing the working model 23 days Wed 09-05-16 Fri 08-04-16 4.3.1 Final design 4 days Wed 09-05-16 Mon 14-03-16 39 4.3.2 Coding the ICT system 12 days Tue 15-05-16 Wed 30-03-16 41 4.3.3 Test phase 2 days Thu 31-05-16 Fri 01-04-16 42 4.3.4 System installation 3 days Mon 04-05-16 Wed 06-04-16 43 4.3.5 Integration test (after the system has been installed in the school) 2 days Thu 07-05-16 Fri 08-04-16 44 4.4 system commissioned 0 days Fri 08-05-16 Fri 08-04-16 45 5 Phase 4: Employee Training procedure 13 days Mon 11-04-16 Wed 27-04-16 5.1 Improving the documenatation of the User manuals and other necessary requirements 3 days Mon 11-04-16 Wed 13-04-16 46 5.2 Training methods and techniques 4 days Thu 14-04-16 Tue 19-04-16 48 5.3 Training program implemented for the employees 6 days Wed 20-04-16 Wed 27-04-16 4 RACI Chart ACTIVITY Project Manager Systems Analyst SMEF SMEA Application Programm Information System procedure Program Team member Quality Assuranc e procedure e Phase 1: Stating the requiremnts XXXX XXXXX XXXXX XXXXX XXXXXXXXX XXXXXXXX XXXXXXX XXXXXXX Director meeting R - - - - - - - Measuring the present situtauon C - - - - R - - system requirements C - - - - R - - Data collection procedure I R - - - - - - Management decision . I - - - - R - - Documentation phase 1 XXXXXXXX XXXXX XXXXX XXXXX XXXXXXXXX XXXXXXXX XXXXXXX XXXXXXX Developing the scope statement I - - R - - - - Deciding on the functional requirements of the ICT system I - - R - - - - Deciding on the non functional requirements of the ICT system I - - R - - - - Identifying the necessary requirements about the IT project implemantation I - - R - - - - Submission of documenst d - - - - - - - Proposal accepted XXXXXXXX XXXX XXXXX XXXXX XXXXXX XXXXXXXX XXXXXXX XXXXXXX Accence of changes indicated by client I R - - - - - - Predictiing tiem estimation - - R - - - - - Budget estimation of project - - R - - - - - Informig the client about the schedule . R A A - - - - - Client approves budget and schedule I - - - - - - - All proposals approved XXXXXXXX XXXXX XXXXX XXXXX XXXXXXXXX XXXXXXXX XXXXXXX XXXXXX Phase 2: Defining the entire project team XXXXXXXX XXXXX XXXXX XXXXX XXXXXXXXX XXXXXXXX XXXXXXX XXXXXXX Deciding on the team XXXXXXXX XXXXX XXXXX XXXXX XXXXXX XXXXXXX XXXXXX XXXXXXX Selection of project team R Selection of project leader R Deciding about the vision and mission about the project A I I I I I R I Documenting team rules R C C C C C C C Skill determination C - - - - R - - Implementing the trainung needs of the resource XXXXXXXX XXXX XXXXX XXXXX XXXXXXX XXXXXXX XXXXX XXXXXX Collecting information regarding the skill sets of the resources R - - - - - - - Documenting the roles and responsibilities of the project team R - - - - - - Training of resources A - - - - R - - Phase 3 : Establsihment phase of the organizatin XXXXXXXX XXXXX XXXXX XXXXX XXXXXXX XXXXXXX XXXXXX XXXXXX The nature of prototype XXXXX XXXXX XXXXX XXXXX XXXXXX XXXXXXX XXXXXX XXXXXXX The inherentdesign of the system A I I I I R I I Developing the prototype based on the primary designs A I I I I I R I Designing the prototype A R I I I I I I Taking into account the changes A I I I I R I I Requesting the client to approve the new design R I I I I I I Prototype approved by client XXXXX XXXXX XXXXXXXX XXXXXXXX XXXXXXXX XXXXXXXX XXXXXXXXXX XXXXXXXXXX Establishing the working model of the XXXXXXXX XXXXXXXX XXXXXXXX XXXXXXXX XXXXXXXX XXXXXXXX XXXXXXXXXX XXXXXXXXXX Design of the system A I I I I R I I Development of Coding procedures A I I I I I R I Test procedure A I I I I I I R Implementation of newer system and proceses A I I I I I R I Evaluating the Test A I I I I I I R Isystem commissioned R I I I I I I I Phase 4: Employee Training procedure XXXXXX XXXXXX XXXXXX XXXXXX XXXXXXX XXXXXXX XXXXXX XXXXXXX Documentaion of user manuals A - - R - - - - Training materials docmentation A - - R - - - - Desiging the training program A - - - R - - Phase 5: Project closure phase XXXXX XXXXX XXXXX XXXXX XXXXXX XXXXX XXXXXX XXXXXX Conducting the post implementation review A C R C C C C CI Client sign off R - - - - - - - Resarching the documents R I I I I I I I Terminatin of the project R - - - - - - - Project Charter of Tesco Work Schedule Project Milestone Date of Completion Stakeholder Judge Acceptance Criteria Preliminary survey of organizational requirements 4 days Investors Authentic presentation of the project requirements Gathering I T resources 7days IT Manager Relevant resources Assembling the machines 32 days IT Manager Offering effective assistance to the project Purchase of raw materials 25 days Operations Manager Relevant to the project requirements Order requirements 10 days Project Manager Efficient usage Preparation of retail constituents 5 days IT Manager Retail assessment Facilitating the preparation of foundation base 60 months IT Manager Engineer Strong foundation Development of product plan 28 days Project Manager Enhanced utilization of resources Estimation of Total time period 35 dayd Operation Manager Time limit or deadline Implementing the business analytics 14 days IT Manager Effective business operations Executing project requirement 12 days Project Manger Determining the project constituents Evaluating the results 15 days Achieving the objectives set at the outset Make required alteration 5 days Sponsor Strong business operations Risk Assessment Project Risk Risk Owner Raw material quality IT manager Cost of production Finance Manager Wrong assessment of raw materials Civil Engineer Lack of sponsorship Project Manager Equipment support procedure Procurement Manager Wrong preliminary design IT manager Insufficient use of resources Project manager Stakeholder management The IT project shall have an important effect on the stakeholders of a business enterprise. The cost incurred in these projects would add to the production expenses of the firm. In this regard, it can be said that this would enable the stakeholders to judge the existing condition of the business enterprise. Also the benefits related to the adoption of IT project management would be explained to the shareholders of the management to assist them to make important financial decisions of the business enterprise (Kaiser et al. 2015). The stakeholder management is a pertinent issue that can have an important effect on the implementation of IT project management. As such, these factors must be considered when building business applications and analytics in an organization. Communications Management The communications management have an essential influence on the relationship between the stakeholders of the management and the project management team. Regular reports are provided to the stakeholders regarding the progress of IT project management procedure and its implications on the current business processes, in the context of the retail market (Mller et al. 2013). Project control Gantt chart Outline Number Task Name Duration Start Finish Predecessors Resource Names 0 IT project management 86 days Mon 05-05-16 Mon 05-05-16 1 Project start date 0 days Mon 05-05-16 Mon 05-05-16 Project Manager 2 Phase 1: Requirement specification 18 days Mon 05-05-16 Wed 27-05-16 2.1 Meeting with key personells 0.5 days Mon 05-05-16 Mon 05-05-16 1 Project Manager 2.2 Assessing the present situation of the school 1 day Mon 05-05-16 Tue 05-05-16 3 Information System 2.3 Assessing the requirements of the system 0.5 days Tue 05-05-16 Tue 05-05-16 4 Information System 2.4 Collecting information about the methods currently being used 1 day Wed 06-05-16 Wed 06-05-16 5 Systems Analyst 2.5 Client meetings to decide on the design the system. 1 day Thu 07-05-16 Thu 07-05-16 6 Information System 2.6 Documentation phase 1 14 days Fri 08-05-16 Wed 27-05-16 2.6.1 Developing the scope statement 1 day Fri 08-05-16 Fri 08-05-16 7 Subject Matter Expert 2.6.2 The requirement of the IT project management 0.5 days Mon 11-05-16 Mon 11-05-16 9 Subject Matter Expert tasks (SMEA) 2.6.3 Emphasizing on functional requirements of the business applications and analytics processes 0.5 days Mon 11-05-16 Mon 11-05-16 10 Subject Matter Expert 2.6.4 Developing the documents to be used for identifying the functional and non-functional requirements of the Gantt chart 2 days Tue 12-05-16 Wed 13-05-16 11 Subject Matter Expert 2.6.5 Presentation of documents 1 day Thu 14-05-16 Thu 14-05-16 12 Project Manager 2.6.6 Acceptance of proposal 1 day Fri 15-05-16 Fri 15-05-16 13 2.6.7 Acceptance of changes indicated by client 2 days Mon 18-05-16 Tue 19-05-16 14 Systems Analyst 2.6.8 Time estimation of project 2 days Wed 20-05-16 Thu 21-05-16 15 Subject Matter Expert 2.6.9 Project budget estimation 2 days Fri 22-05-16 Mon 25-05-16 16 Subject Matter Expert 2.6.10 Schedule and budgetary requirements to the client. 1 day Tue 26-05-16 Tue 26-05-16 17 Project Manager 2.6.11 The procedure approval of budget and schedule 1 day Wed 27-05-16 Wed 27-05-16 18 2.7 Approval of proposals 0 days Wed 27-05-16 Wed 27-05-16 19 3 Phase 2: Defining the entire project team 8 days Thu 28-05-16 Mon 08-05-16 3.1 Approval of the team 3.5 days Thu 28-05-16 Tue 05-05-16 3.1.1 Selection of project team 0.5 days Thu 28-05-16 Thu 28-05-16 20 Project Manager 3.1.2 Selection of project leader 1 day Thu 28-05-16 Fri 29-05-16 23 Project Manager 3.1.3 Discussion on the mission and vision of the project undertaken 1 day Fri 29-05-16 Mon 05-05-16 24 Program Team member 3.1.4 Documenting team rules 0.5 days Mon 05-05-16 Mon 05-05-16 25 Project Manager 3.1.5 Skill determination 0.5 days Tue 05-05-16 Tue 05-05-16 26 Information System 3.2 Deciding on the training needs of the resources. 4.5 days Tue 05-05-16 Mon 08-05-16 3.2.1 Collecting information regarding the skill sets of the resources 1 day Tue 05-05-16 Wed 05-05-16 27 Project Manager 3.2.2 Documenting the roles and responsibilities of the project team 0.5 days Wed 05-05-16 Wed 05-05-16 29 Project Manager 3.2.3 Training of resources for development of skills and aptitude 3 days Thu 05-05-16 Mon 08-05-16 30 Program Team member 4 Phase 3 : Development phase 44 days Tue 09-05-16 Fri 08-05-16 4.1 The prototype 21 days Tue 09-05-16 Tue 08-05-16 4.1.1 Design relating to the system . 2 days Tue 09-05-16 Wed 10-05-16 31 Information System Expert 4.1.2 Establishment of prototype based on the primary designs 7 days Thu 11-05-16 Fri 19-05-16 34 Program Team member, Software [1] 4.1.3 Faciliataing clientTest 4 days Mon 22-05-16 Thu 25-05-16 35 Systems Analyst 4.1.4 Considering changes requested by the client 7 days Fri 26-05-16 Mon 07-05-16 36 System Expert 4.1.5 The procedure of approval of the client 1 day Tue 08-05-16 Tue 08-05-16 37 Project Manager 4.2 Prototype approved by client 0 days Tue 08-05-16 Tue 08-05-16 38 4.3 Establishment of the working model relating to the development of business applications and design 23 days Wed 09-05-16 Fri 08-05-16 4.3.1 Final design 4 days Wed 09-05-16 Mon 14-05-16 39 Information System Expert 4.3.2 Coding 12 days Tue 15-05-16 Wed 30-05-16 41 Program Team member 4.3.3 Test phase 2 days Thu 31-05-16 Fri 05-05-16 42 Quality Assurance Tester 4.3.4 system installation 3 days Mon 05-05-16 Wed 06-05-16 43 Program Team member 4.3.5 Integration examination (after the system has been used for a fewdays) 2 days Thu 07-05-16 Fri 08-05-16 44 Quality Assurance Tester 4.4 Business application system procedure 0 days Fri 08-04-16 Fri 08-05-16 45 Project Manager 5 Phase 4: Employee Training phase 13 days Mon 11-04-16 Wed 27-05-16 5.1 Documentation of user manuals and/ or the The IT project management system manuals 3 days Mon 11-04-16 Wed 13-05-16 46 Subject Matter Expert on administrative tasks (SMEA) 5.2 Documenting training materials 4 days Thu 14-04-16 Tue 19-05-16 48 Qualified personels facilaiting administrative tasks (SMEA) 5.3 Conducting a training program for the employees 6 days Wed 20-04-16 Wed 27-05-16 49 Information System procedure 6 Phase 5: Project closure phase 3 days Thu 28-04-16 Mon 05-05-16 6.1 Conducting the post implementation review 0.5 days Thu 28-04-16 Thu 28-05-16 50 Subject Matter Expert relating to finance and commerce (SMEF) 6.2 Role of client 0.5 days Thu 28-04-16 Thu 28-05-16 52 Project Manager 6.3 Documenting the 'Lessons learnt' 1 day Fri 29-04-16 Fri 29-05-16 53 Project Manager 6.4 Release project resources 1 day Mon 02-05-16 Mon 05-05-16 54 Project Manager 7 End of project 0 days Mon 02-05-16 Mon 05-05-16 55 Quality Management As per the goals and objectives of the organization, the following quality management standards have been established. Functional measurer- As per the objectives of the organization, the functional measures have been decided. The functional measures relate o the attributes that directly contribute to the goals and objectives of the organization (Bowers and Khorakian 2014). These relate to pertinent operational policies of the management of the organization. Non- functional measures The non-functional measures relates to the attributes that do not have a significant impact on the business success and failure of a business enterprise .These characteristics relate to the operational as well as financial strategies of a business enterprise Performance -- The performance of a business enterprise is dependent on a number of factors. These relate to favorable market conditions, the current market position of a business enterprise and other external factors that has been affecting the position of business enterprise. Regular reporting should be done to the stakeholders of the business organization regarding the specific details about the IT project (Joslin. and Mller 2015). The business applications as well as the analytics of the business enterprise shall have a potent effect on the Accuracy - The authenticity of the financial statements is an essential factor in determining the financial stability of a business enterprise. Thus, it is an important attribute that the organization has to consider when implementing IT project management procedure in a business enterprise. Security- The quality management of an organization places special emphasis on the protecting the important documents of a business enterprise (Teller 2013). This relates to prevent disclosing of financial and operational data of a business enterprise that can have an adverse impact on the reputation and goodwill of a business enterprise. Compatibility - The organization has to make efforts to be compatible to the business organization. In this regard, it can be said that compatible policies shall enable an organization to develop the corporate strategies that shall improve the existing business policies of an organization. Reliability - The organization policies has to be reliable in order to gain the trust of the shareholders as well as the employees of the organization. The reliable policies of an organization mostly refer to the traditional operational and manufacturing policies of an organization. Flexibility The most flexible financial policies of an organization refer to the human resource policies of an organization. It is expected that the human resource policies of an organization shall be suitable towards the implementation of IT project management procedures in the organization .This also relates to implementing newer business processes in the organization that shall require the assistance of the management of an organization . Financial Management The financial Management of an organization relates to the adopting costing techniques to reduce the business enterprise. This also relates to reducing the production expenses of a business enterprise by adopting efficient financial procedures. The projects finances shall be managed by the fair value method. The fair value method shall represent the authenticate performance of a business enterprise. In this regard, it can be said that it is the most preferred method of preparing the financial statement of a business enterprise as it states the most relevant financial figures of a business enterprise. Risk Management - The method of risk management assesses the business processes that identify the requirements that pose a threat to the sustainability. The risk management process entails proper coordination of the economic as well as the financial resources of a business enterprise In addition; it evaluates the necessary attributes that are vital to the implementation of business applications and analytics in an organization. Project Monitoring The project shall be managed through by giving regular reports to the management of a business organization. In addition, the operational department shall evaluate the performance of the newly established business applications and analytics against the standard yardstick set at the outset. In the case of any discrepancies, due measures shall be taken by the project management team to rectify the situation. Implement an in-depth project monitoring procedure would prevent unnecessary wastage of time and resources. Lessons learnt In the implementation of the newer business applications and analytics, the brand would be able to facilitate its production and customer service policies. However, this shall incur considerable expenditures. Therefore, the primary responsibility to establish a budget is to cover the requirements of the business organization. In addition , the total work should be allocated between the teams in the organization to complete it successfully requiring minimum time and resources . As 1such, a predetermined plan should be framed to avoid any hassles in the implementation of business applications and analytics to provide support to Tesco. References Kerzner, H. 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Burke, R., 2013.Project management: planning and control techniques. New Jersey, USA. Walker, A., 2015.Project management in construction. John Wiley Sons. Leach, L.P., 2014.Critical chain project management. 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