The Black Codes And The Civil War - 1705 Words

Southern Segregation Slavery was not a word that was unknown in the United States of America; the word was at the tip of almost everyone’s tongue, only it came with many names. After the civil war, slavery became more pronounced for the black people. The south then thought something ought to be done and passed laws called the black codes which begun the limitation of blacks’ rights and separated them from the whites; white supremacy began. Before, these laws would have been unnecessary because most of the black people were slaves and they were already segregated in public places like schools and theatres. In 1866, Congress did not like this and they responded to these laws by putting a stop to it. Republicans had managed to begin reconstruction on the society and understand the black community. But in 1877 things took a turn for the worse when the Democratic parties recovered control and stopped the progress of reconstruction. This in turn caused the reverse of all the progress made in the past few years to understand the black community; they lost their rights to hold political seats, vote and generally participate as though they were members of the community. Slowly but surely, the south started to restore their racially unfair laws. The aim of the laws? To ensure segregation and alienation of the black community. One of the main powers taken away was the right to vote and they did this by imposing poll taxes, having expensive fees to be paid at the voting booths andShow MoreRelatedThe Black Codes And The Civil War1461 Words   |  6 PagesWith the Union victory in the Civil War in 1865, millions of slaves were given their freedom. Although these millions of slaves are now free, the rebuilding on the South during the Reconstruction introduced many obstacles. These obstacles include sharecropping, tenant farming, the â€Å"black codes†, and not to forget the lack of education and rights African Americans had at the time. Sharecropping is consisted of a slave renting land from a white man and having to give up a portion of their crops atRead MoreThe Civil War And The American War Essay1652 Words   |  7 PagesThe war with the most death of Americans was not the World Wars, Cold War, Vietnam War or Korean War, but the Civil War. The Civil War is one of the most monumental moments in the United States that threaten the stability of the Union. The United States was split into two opposing sides, the Union and the Confederates, with opposing ideas; Americans pinned against one another in combat for their ideals and goals. The Civil War has multiple causes, but the most renowned reason was the abolishmentRead MoreBlack Codes And Jim Crow944 Words   |  4 PagesBlack Codes and Jim Crow â€Å"For the next several decades, at least, we will suffer this racial future of colorblind white dominance† Ian Haney-Là ³pez argues in his book White by Law, however America today, though colorblind as America may be, is in a much better place than the times of the Black Codes and Jim Crow laws. These laws restricted the freedoms of African Americans living in the United States that just became free men and women after the turn of the Civil War. The Black Codes were laws passedRead MoreAfrican Americans And The Civil War859 Words   |  4 Pagesrespectively. Naturally, Americans denoted these momentous legislative feats, collectively packaged as the Reconstruction Amendments, as a means of celebration for African-Americans. However, in order to rectify the extensive damage that the American Civil War caused on the South’s infrastructure, labor systems, and economy, white Americans went to extreme lengths via the legal system in order to mimic the antebellum practices of slavery in the South. As newly freed African-Americans sought to exerciseRead MoreThe Freedom And Full Citizenship Of All African Americans907 Words   |  4 Pagesof this the south seceded and formed the confederate states of America. Shortly after, the civil war begun with the attack on fort Sumter and more southern states seceded. During the civil war Lincoln issued the emancipation proclamation that freed all the slaves in the states that secede d, this was the first step to the freedom and full citizenship of all African Americans. During the time of the civil war and reconstruction period constitutional and social developments moderately influenced a revolutionRead MoreConstitutional Developments During The Period Between 1860 And 1877 Essay1671 Words   |  7 Pagesthe period between 1860 and 1877, many major changes occurred in America. There were many constitutional developments in this time period, which include the Emancipation Proclamation, the Civil War, and newly added Amendments. There were also many social developments included the Ku Klux Klan and voting of black people. Some of these developments were a revolution, which is a forcible overthrow of the government or social order in favor of a new system, and some were not. The constitutional developmentsRead MoreIn What Ways Were the Byzantine and Islamic Civilizations Different from Civilizations Developing in Western Europe? in What Ways Are They Similar?984 Words   |  4 PagesBook Review: The Black Codes of the South Although this book is titled, â€Å"The Black Codes of the South,† the writer begins his story discussing slavery, then leads up to emancipation, where four million slaves were freed. The freedom of slaves brought about the enactment of the Black Codes in the southern states. Interestingly, the writer includes newspaper sources from the South, as well as the North, excerpts from various plantation owners ‘diaries, notices and laws. The Black Codes came to fruitionRead MoreEssay about The History of the American Civil War1140 Words   |  5 PagesThe American Civil war, also know as the War Between the States, was a bloody war to end slavery. It all started with eleven states seceding from the Union to form their own nation to be able to enslave the African American. The eleven states formed the Confederate States of America, also known as Confederacy, under their president Jefferson Davis. The Civil war came about in 1861 as the North wanted stop the eleven southern st ates from seceding and forming their own nation just so they can upholdRead MoreAfrican American Oppression Following The Civil War875 Words   |  4 PagesAfrican American Oppression Following the Civil War Following The Civil War, close to four million slaves were freed, but they were still faced with the systematic oppression of their past. Due to President Johnson’s support of state’s rights, many white southerners were able to place authority over newly freed slaves by establishing Black Codes, the KKK, and segregation. The new freedoms gained by African Americans following the civil war were insignificant because white superiority was heavilyRead MoreThe Challenges African Americans Faced in America963 Words   |  4 Pagesinflammatory issue between the northern and southern states, which would lead to the Civil War. During the war, President Abraham Lincoln had a view that slaves should be free to live their own lives. President Lincoln issued the Emancipation Proclamation in an effort to abolish slavery nationwide. After the Civil War was over, it did not end the oppression of African Americans. For a number of decades following the war, African Americans will face a tremendous amount of racism, prejudice and oppression

Foreign Policy Decision Making Process - 2077 Words

When Russia annexed the Crimean peninsula in March of 2014, it set in motion a chain of events that have lead to the ongoing Ukraine crisis, a more unified and strengthened Europe, and a weakened Russia. While the Ukraine crisis has highlighted some internal flaws within the E.U. Foreign Policy decision-making process, the E.U. has emerged stronger vis-à  -vis Russia due to the member state’s willingness to work together throughout the crisis to create a ‘European’ response. This agreement of the E.U. member states was only possible because of the common and universal condemnation of Russian aggression across the continent. From a hawkish Poland, ever vigilant of Russian expansion and aggression, to a more ‘dove-ish’ Germany constantly acting as a bridge to the East, Europe came together on an institutional and national basis during the Ukraine crisis. In addition to the EU and member state response, the NATO response to the crisis, is just as, if not more important. Together these national and institutional interests have come together, challenged each other, and lead to a tougher, more heightened relationship with Europe’s eastern neighbor, Russia. The position and reaction of Germany to the Ukraine crisis is formulated by a decades old policy of Ostpolitik merging with a new concept of a Europe that is being lead by Germany. Dating back to the Cold War era, Germany has tried to act as a bridge and a source of de-escalation between the East, Russia, and the West, theShow MoreRelatedThe Simulation Exercise On Foreign Policy Essay1250 Words   |  5 Pageshow to make decisions in the U.S foreign policy. The members of the cabinet are instructed by the president to use one model in their decision making process. The secretaries follow a Bureaucratic Politics model, each Cabinet member instructed to make a particular decision based on his/her organizational agendas. The President is free to follow whatever process he find it appropriate. Several situation updates during the exercise according to the crisis atmosphere of the decision making. In the endRead MoreForeign Policy - Actors, Theories, Cases1453 Words   |  6 PagesForeign Policy: Theories, Actors, Cases Chapter 1 – The History and Evolution of Foreign Policy Analysis by Valerie M. Hudson Key Points * Foreign Policy: The strategy or approach chosen by the national government to achieve its goals in its relations with external entities; includes decisions to do nothing * Foreign Policy Analysis: seeks to explain foreign policy, or FP behavior, with reference to the theoretical ground of human decision makers, acting singly and in groups. * ClassicalRead MoreThe Weaknesses of Bureaucracies in Foreign Policy1786 Words   |  7 PagesThe weaknesses of bureaucracies in foreign policy Though bureaucracies offer plenty of advantages for foreign policy making, they still have various weaknesses that undermine the process. Firstly, bureaucracies always base their work on standard operation procedures or SOPs as the important factor for the process of decision making. Since the bureaucrat tasks based on SOPs, as the formal rule, are considered to be efficient. Though, SOPs can be changed when they are faced with serious problemsRead MoreThe Military Industrial Complex On Foreign Policy Decision Making Essay1429 Words   |  6 Pagesexerts great pressure on the foreign policy decision making process of the United States government. This sad state of affairs is the result of a multitude of factors, including iron triangles and issue networks, as well as the foreign policy bureaucracies that serve as actors within these paradigms. In order to fully understand the influence of the military industrial complex on foreign policy decision making, one must first understand the role of the foreign policy bureaucracies in our governmentRead MoreThe Roles of The National Security Enterprise 1301 Words   |  5 PagesNational Security Enterprise (NSE) is the overarching government apparatus responsible for national security decision making. This is generally thought of as the National Security Council (NSC) and the Department and Agencies they represent. However, Roger Z George and Harvey Rishikof point out in The National Security Enterprise: Navigating the Labyrinth that national security decision-making may rest with the President and the NSC but is significantly influenced by the Modern Media (including theRead MoreLeadership : The Public Policy Process1299 Words   |  6 PagesRunning Head: LEADERSHIP 1 Leadership in the Public Policy Process Sharon Lockhart Foundations of Public Administration/PPA601 Dr. LaQuita Gray-Baker April 3, 2017Read More Domestic Politics and Foreign Policy Essay1243 Words   |  5 PagesDomestic Politics and Foreign Policy Although the aspirations and goals of states are often motivated by external political pressures, analysis of recent foreign policy decisions demonstrates how internal political forces can play equally crucial roles in the pursuit and execution of these objectives. Thus, it would be invalid to claim that domestic politics and the nature of regimes play minor roles in either the goals a state pursues or the means it employs to reach them. By understandingRead MorePresident Of The United States1283 Words   |  6 Pagesthat had few international ties and virtually no standing Army. Today the President of the Unites States is among the most powerful figure in the world. As a chief diplomat and most powerful person of the country, President is the dominant force in foreign policymaking. President as chief executive of the country is expected to appoint the people to policymaking positions. Article II of the constitution stipulates, â€Å"The executive power shall be vested in a president,† and it charges him to â€Å"take careRead MoreForeign Policy Is Shaped Based On The Best Interests Of The Country1600 Words   |  7 PagesForeign policy is shaped based on the best interests of the country. When establishing foreign policies, the focus will be on advancing the goals of the nation. Foreign policy guides how America conducts business as well as develops political, and social relations with other countries. National interests covers a wide array of topics from trade, to economics, to terrorism. When America was first established, the only goals was to prevent European dominance. Once Europe was prevented from colonizingRead MoreWalter Lippmanns Views on Presidential Ability to Make U.S. Foreign Policy1446 Words   |  6 PagesWalter Lippmanns Views on Pre sidential Ability to Make U.S. Foreign Policy In his book entitled Public Opinion Walter Lippmann presents some very profound arguments on how public opinion is formed and how mach value it has. He describes in great detail the decision making process and how our own stereotypes affect our perception of events. Lippmann expresses his disillusionment with mass democracy, his concerns about propaganda and how the press could not be trusted to provide unbiased information

How Fairuz can increase productivity without neglecting service quality Free Essays

string(77) " servers and miscellaneous employees \(O’Fallon Rutherford, 2011\)\." Introduction Service quality is defined as the gap that exists between customer expectations and their perception of the service. Service productivity, on the other hand, is defined as the effectiveness with which resource inputs are transformed to produce value for customers (Barnes, 2003). In the hospitality industry, customer satisfaction is achievable through ensuring that they are provided with the best possible service quality. We will write a custom essay sample on How Fairuz can increase productivity without neglecting service quality or any similar topic only for you Order Now This will not only determine their satisfaction, but also their possibility to return or recommend the company to other potential customers. Just like quality is paramount, it is also vital to ensure that productivity is at its optimum so as to cater for all customers, especially during peak seasons (Grigoroudis Siskos, 2009). In this regard, companies are expected to ensure that service quality does not compromise productivity, and vice versa. This report presents a proposal for Fairuz, a Lebanese restaurant that operates in London, on the approaches that can be used to increase their service quality without overlooking productivity. The restaurant serves Lebanese food, and has a seating capacity of 75 clients at any given time (Fairuz, 2014). By applying the strategies that are suggested in this proposal, the company will be able to increase customer satisfaction and reduce operation costs. Proposal There are several aspects of Fairuz that ought to be addressed in increasing service quality and the overall productivity of the restaurant. As this proposal aims to make these improvements at Fairuz, it will focus on improving the position of the restaurant in the market by making it more competitive than other restaurants of its level. Improving Productivity This section presents the approaches that Fairuz restaurant needs to use in order to increase its service productivity. Though there are many approaches that can be used to achieve this, this paper suggests three approaches that Fairuz can use. These include improving employee productivity, using key performance indicators to measure productivity and utilization of technology (Assaf et al., 2011). Employee productivity Productivity of employees in service companies is largely dependent on human resource practices or policies used. The collective efforts that are made by employees towards the attainment of organizational objectives vary with the effectiveness of the human resource department (Bratton Gold, 2012). The most appropriate way in which their productivity can be increased is through applying different employee motivation strategies. These include offering reasonable remunerations, bonuses and rewards (Hartnett et al., 2011). Employees at Fairuz can also be made more productive by standardizing all processes, procedures and policies in the organization to create a sense of order. This saves time and maximizes efficiency (Medeiros et al., 2012). Even though these can be achieved at Fairuz, they may be hampered by high employee turnover because Fairuz’s budget may not allow it to compete with larger companies in terms of employee salaries. Small restaurants are always faced with the r isk of losing employees to larger organizations. Measuring performance through key performance indicators Performance indicators that can be used by Fairuz to measure its performance, to establish flaws and make improvements, vary with the different departments. In regard to staff, the restaurant has to ensure that it has a sustainable wage cost (Sainaghi et al., 2013). This can be done hiring small but sufficient number of employees to cater for the 75 guests that the restaurant targets to serve. This will reduce the wage burden in the company and also make it possible to remunerate them well. Labour or wage costs can also be minimized by ensuring that employee turnover is minimized, given that it is nearly impossible to completely eliminate it, especially in restaurants. Costs that could be used in training new staff members monthly or weekly can then be directed to more productive activities in the organization (Choi et al., 2012). Other key performance indicators that can be used by Fairuz to determine its performance include seating efficiency, stock value, costs of food and profita bility (Sainaghi et al., 2013). Using Technology to increase Productivity Most of the companies in the services sector, which include restaurants, are fast adapting to the technological changes taking place in the industry to increase productivity and efficiency in service delivery (Tzeng Chang, 2011). Fairuz can use technology in all its departments to achieve an increase in productivity. For instance, it can acquire modern ovens or stoves for its kitchen that can be used to prepare more of food in a shorter time and on less energy. This not only makes it possible for the company to cater for many customers, but also increases its efficiency (Sloan et al., 2009). Technology can also be used to ease communication among employees within the restaurant. In this case, one of the technological equipment that Fairuz should acquire is the kitchen display system. This system provides real-time updates and information about food orders that have been made by clients and also monitors the speed of service (Katsigris Thomas, 2008). This is quite effective and time -saving than the traditional approach where servers had to take orders from clients then go to inform chefs in the kitchen. This consumes more time and is prone to human error. Whilst it is expected that technology will contribute towards an increase in efficiency and productivity, Fairuz has to consider that the initial costs to be incurred in setting up these technologies and training employees on how to use them is quite high. Therefore, an analysis needs to be done to establish the most ideal technologies to implement, which will assure it of a good return on investment (Allen, 2011). Improving quality Even as Fairuz strategizes to improve its productivity, it is also vital for it to ensure that the quality of service is not compromised. Thus, this section explains approaches that the restaurant can use to increase the quality of provided to its clients. Ensuring employee competence Restaurants have different departments that require different skills and competencies in executing their respective responsibilities. They can be classified into managers, chefs, servers and miscellaneous employees (O’Fallon Rutherford, 2011). You read "How Fairuz can increase productivity without neglecting service quality" in category "Essay examples" To ensure quality, Fairuz has to ensure that it hires employees that have the required qualifications and experience needed in delivering their required duties. In addition to this regular training sessions have to be organized to improve their competencies. If employees are competent, the chances of substandard service quality are greatly reduced (O’Fallon Rutherford, 2011). The fact that the restaurant serves Lebanese food means that the majority of clients are Lebanese. Thus, the company needs to ensure that a section of its employees are familiar with the Lebanese culture, foods and other dimensions that may affect their service perception. Being a small restaurant that mainly targets the Lebanese population, it may be challenging to hire the best talent since people with skills in this industry often target to work for larger organizations (Jang George, 2012). Therefore, Fairuz may be limited to selecting low-income people who may not be quite competent and provide them with on-job training to improve their competence. This approach can mainly be applicable for selecting employees in positions that do not require special skills, like waiters. Utilizing quality measurement tools It is quite vital for organizations to ensure that they have an ideal framework that they can use to gauge their quality of service. This involves benchmarking the company’s current progress, identifying the problems that might exist, predicting future outcomes and using key quality indicators that are applicable in the restaurant business to establish their position in terms service quality (Barnes, 2003 ). For Fairuz restaurant, measuring service quality should be done by comparing customer expectations and their perception of service. Whereas all restaurants work to meet or exceed customer expectations, there are several factors that may limit their capabilities to attain this objective. It is thus vital for Fairuz to collect regular client feedback to enable it establish any flaws that may exist in its service delivery and make the necessary changes (Grigoroudis Siskos, 2009). One of the most convenient ways that Fairuz can do this is through requesting waiters and receptionists to ask guests whether the meals met their expectations. The company also needs to link its website to a third-party review website like Tripadvisor, which will be vital in monitoring any customer feedback any time a review about the restaurant is made. Other approaches that can be used to do this include sending follow-up emails to clients and engaging more with clients over social media avenues. Positive feedback is an indicator of good service, while negative feedback indicates that the service offered is substandard and appropriate measures need to be taken to improve. One challenge that can be associated with this approach is that some clients’ views may be biased or in some cases, clients may provide conflicting feedback. Making comparisons with competitors in the market Perception of services at Fairuz is relative to clients’ perceptions of services in other neighbouring restaurants. In this regard, Fairuz will only be the preferred choice if its service quality is considered to be netter than that of its competitors (Grigoroudis Siskos, 2009). To obtain a competitive edge over other restaurants, Fairuz has to ensure that it utilizes customer feedback so as to align its services with the customer preferences. Due to the fact that customer tastes and preferences are prone to regular change, Fairuz also needs to carry out regular customer research by collection of customer feedback to decide on what changes it should consider making (Barnes, 2003). Through tertiary monitoring websites or by visiting its competitors’ social media sites, Fairuz can be able to identify the core strengths and weaknesses of its competitors. These will be instrumental in ensuring that makes its services better than those of its competitors (Kalluri Kodali, 2 013). However, whereas it is assumed that Fairuz is only in competition with restaurants of its level, there could be other bigger restaurants with unmatched capabilities that may be targeting the same clients. This poses a great threat to Fairuz. Using Technology to Improve Service Quality Service quality in restaurants can be improved through incorporating several technological solutions. Whereas food is a major part or determinant of customer satisfaction, the whole experience of customers in the restaurant is also dependent on several factors (Tzeng Chang, 2011). For instance, Fairoz can ease the process of making reservations by providing an option for it on its website. In addition, free Wi-Fi can be provided in the restaurant for clients who are interested in surfing the internet when having a meal at the restaurant. Technology can also be used in the collection of customer feedback, which is vital in improving the service quality at Fairuz. The most appropriate cost-effective approach that is relevant to the present-day customer is social media sites like Facebook and Twitter (Tuten Solomon, 2012). Fairuz has to consider subscribing and increasing its activity on social media to monitor customer feedback. Point of Sale (POS) systems are also ideal feedback co llection systems for restaurants. Though the mentioned technologies improve the service experience of customers and can also be used by the company to improve its service production, there are certain disadvantages that may arise. For instance free Wi-Fi might expose some clients to internet threats, especially those who may be unaware of how to secure their information when online (Cheema Papatla, 2010). Conclusion Service quality and service productivity are both vital for service based companies, which include restaurants. Therefore, as companies strive to increase their productivity, it is also necessary for them to ensure that service quality is also improved, and vice versa. This proposal has provided suggestions of approaches that can be used to improve service production and service quality at Fauruz, a small scale Lebanese restaurant that is based in London. The suggestions that have been presented include effective human resource management approaches, utilization of quality and production measurement approaches, and incorporating technology in the restaurant’s operations. Though these recommendations have a high potential of increasing service quality and productivity, some of the limitations associated with them have also been provided. Whereas this proposal has provided suggestions for Fairuz, they can also be applicable to other companies in the industry. References Allen, K.R., 2011. Launching New Ventures: An Entrepreneurial Approach. Mason: Cengage Learining. Assaf, A.G., Deery, M. Jago, L., 2011. Evaluating the performance and scale characteristics of the Australian restaurant industry. Journal of Hospitality Tourism Research, 35(4), pp.419-36. Barnes, J.G., 2003. Establishing Meaningful Customer relationships: Why some Companies and Brands Mean More to the Customers. Managing Service Quality, 13(3), pp.178-86. Bratton, J. Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Cheema, A. Papatla, P., 2010. Relative importance of online versus offline information for Internet purchases: Product category and Internet experience effects. Journal of Business Research, 63(9), pp.979-85. Choi, S., Cheong, K.K. Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Fairuz, 2014. About Us. [Online] Available at: http://www.fairuz.uk.com/pages/about_us.htm [Accessed 29 April 2014]. Grigoroudis, E. Siskos, Y., 2009. Customer Satisfaction Evaluation: Methods for Measuring and Implementing Service Quality. London: Springer. Hartnett, H.P. et al., 2011. Employers’ perceptions of the benefits of workplace accommodations: Reasons to hire, retain and promote people with disabilities. Journal of Vocational Rehabilitation, 34(1), pp.17-23. Jang, J. George, R.T., 2012. Understanding the influence of polychronicity on job satisfaction and turnover intention: A study of non-supervisory hotel employees. International Journal of Hospitality Management, 31(2), pp.588-95. Kalluri, V. Kodali, R., 2013. Benchmarking the Quality Function Deployment Models. Benchmarking: An International Journal, 20(6), pp.6-13. Katsigris, C. Thomas, ?., 2008. Design and Equipment for Restaurants and Foodservice. New Jersy: John Wiley Sons. Medeiros, C.O., Cavalli, S.B. da Costa Proenca, R.P., 2012. Human resources administration processes in commercial restaurants and food safety: The actions of administrators. International Journal of Hospitality Management, 31(3), pp.667-74. O’Fallon, M.J. Rutherford, ?.G., 2011. Hotel Management and Operations. New Jersey: John Wiley Sons. Sainaghi, R., Phillips, P. Corti, V., 2013. Measuring hotel performance: Using a balanced scorecard perspectives’ approach. International Journal of Hospitality Management, 34, pp.150-59. Sloan, P., Legrand, ?. Chen, ?.S., 2009. Sustainability in the Hospitality Industry. New Jersey: Routledge. Tuten, T.L. Solomon, M.R., 2012. Social Media Marketing. New York: Prentice Hall. Tzeng, G.H. Chang, H.F., 2011. Applying importance-performance analysis as a service quality measure in food service industry. Journal of technology management innovation, 6(3), pp.106-15. How to cite How Fairuz can increase productivity without neglecting service quality, Essay examples

Brooks Gwendolyn Poet Essay Research Paper Brooks free essay sample

Brooks, Gwendolyn Poet Essay, Research Paper Brooks, Gwendolyn Poet, author. Born June 7, 1917, in Topeka, Kansas. Throughout most of the 20th century, Gwendolyn Brooks was a lyrical chronicler of the black urban experience in America. In 1950, she became the first Afro-american poet to win the Pulitzer Prize. Brooks grew up on the South Side of Chicago, Illinois. She began composing poesy as a immature miss, and by the age of 16 had begun printing her verse forms on a regular basis in The Chicago Defender. She attended the Woodrow Wilson Junior College in Chicago before get marrieding a fellow author, Henry L. Blakely, in 1939. The twosome lived together in Chicago, disassociating in 1969 but reuniting in 1973. They had two kids, Nora Brooks Blakely and Henry Blakely Jr. Brooks earned a good trade of critical attending in 1945 with the publication of her first anthology of poesy, A Street in Bronzeville. ( # 8220 ; Bronzeville # 8221 ; was Brooks # 8217 ; name for the predominately Afro-american South Side of Chicago. We will write a custom essay sample on Brooks Gwendolyn Poet Essay Research Paper Brooks or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page ) Over the following several old ages, Brooks won a grant from the American Academy of Arts and Letters and several families from the Guggenheim Foundation. She published her 2nd volume of poetry, Annie Allen, in 1949. The book, which followed a Bronzeville miss throughout the phases of her life, was written in a loose, experimental signifier that Brooks called the # 8220 ; sonnet-ballad. # 8221 ; Annie Allen won the Pulitzer Prize the undermentioned twelvemonth, catapulting Brooks to a whole new degree of literary and popular acclamation. A novel, Maud Martha ( 1953 ) , was less successful than Brooks # 8217 ; poesy, which continued to run into with critical and popular success throughout the following decennary. A aggregation of kids # 8217 ; s verse forms, entitled Bronzeville Boys and Girls ( 1956 ) , was followed by The Bean Eaters ( 1960 ) , widely considered to incorporate some of her finest poetry, and Selected Poems ( 1963 ) . In the latter half of the sixtiess, Brooks # 8217 ; poesy became mroe extremist and excessively K on a more expressed tone of societal concern, a passage that coincided with the politically charged ambiance of the decennary and the influence of the black power motion among Afro-american authors and minds. Her following volume of poesy, In the Mecca ( 1968 ) , told the black narrative of people populating in the Mecca, a big, fortress-like flat edifice on the South Side that had deteriorated into a slum. The book clearly displayed Brooks’ new political consciousness, including a verse form entitled â€Å"Malcolm X, † after the black hawkish leader who was assassinated in 1965. In the Mecca was nominated for the National Book Award. It was besides the last of Brooks # 8217 ; books published by a mainstream publishing house, Harper A ; Row. Her following book, Riot ( 1969 ) was published by Broadside Press, a little, black-owned company based in Detroit. With a freshly political tone and without a mainstream publishing house, Brooks # 8217 ; later plants frequently received small attending from the critics at major publications. However, she remained a major literary figure throughout the following several decennaries, printing more than a twelve volumes of poesy, including Aloneness ( 1971 ) , To Disembark ( 1981 ) , The Near-Johannesburg Boy, and Other Poems ( 1986 ) , Blacks ( 1987 ) , Winnie ( 1988 ) , and Children Coming Home ( 1991 ) . Brooks besides published many nonfiction rubrics, most notably Report from Part One ( 1972 ) , an gathering of autobiographical Hagiographas, letters, and interviews, and Report from Part Two, published in 1996. In 1968, Brooks succeeded Carl Sandburg as the poet laureate of Illinois. She received a lifetime achievement award from the National Endowment of the Humanistic disciplines in 1989 every bit good as from the National Book Foundation in 1994. Besides in 1994, she was selected by the National Endowment of the Humanities to be its Jefferson Lecturer. She won the National Medal of Arts in 1995 and has received over 50 honorary grades. Brooks died of malignant neoplastic disease on December 3, 2000, at her place in Chicago. She was 83 old ages old.

Leadership. Group Analysis

Leadership is the act of guiding people through a certain activity (Werhane, 2011). In the group study, there was a combination of beginners, managers and executives in their professions. The group was made up of four intelligent members with different professional expertise in their working fields.Advertising We will write a custom essay sample on Leadership. Group Analysis specifically for you for only $16.05 $11/page Learn More One of the members was a retired military commander, then there was a recently promoted vice president of the company who had worked for ten years, the third member was the youngest in the group and lastly me.   This combination of numerous professional stages gave the group a driving force to handle the presented challenges (Johnson Johnson, 2012). This led to proper management and running of the group because of leadership experience possessed by all group members; the leadership trait included proper delegation of duties and responsibilities.  In reference to the book written by Johnson and Johnson (2012), they argued that professional experience comes with age where elderly persons are deemed to have a higher professional experience as compared to the younger generation. Professionally, age is an indicator of authority, knowledge and experience. This is a simpler method of classifying professional titles and experiences.  The elder group members displayed a higher experience and knowledge in handling group’s conflicts and maintained the smooth flow of the work presented at hand. The combination of the old skills and new skills led to new ways of undertaking activities, which motivated members and as result increase overall performance. The conclusion that with age comes leadership abilities was drawn on the way the elderly group members handled their duties and responsibility assigned to them including offering guidance to junior members of the group (Johnson Johnson, 2012). Group membe rs carried out several interviews as part of the tasks assigned to them by the overall leader. They included collecting data using questionnaires and each group member compiled a report of which the two veterans in the group presented a more professional report as compared to our report. This indicated the importance of having more experienced professionals in a group handling a specific task (Werhane, 2011). Every member in the group acted as a leader even though we had an overall leader who was a retired military commander and me. According to the contingency leadership theories, styles of leadership are determined by several variables like the environment in which the leadership is carried in hence the best type of leadership is selected according to the environment (Werhane, 2011).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This theory discredits a single leadership style of manage ment for all situations. A group’s success or failure depends on the available variables to be considered including style of leadership, nature of the situation, and the follower’s qualities (Johnson Johnson, 2012). The group was a formal group observing and obeying the set authority by the members even though most of the times we used to consult Jake and Julie on the way to approach some matters.  Leadership support offered to me by the veterans helped me up my leadership skills and courage. Groups tend to rely mostly on the members with adverse knowledge concerning matters affecting their management; this makes groups to be formal since they obey the authority vested in each member who is a leader. One of the youngest members created confusion between the retired military commander and I who were the authority holders by competing with us. Although informal authority is difficult to gain, it can easily be taken away. References Johnson, D. W., Johnson, F. P. (201 2). Joining Together: Group Theory and Group Skills. New Jersey, NJ: Pearson. Werhane, P. (2011). Leadership, Gender, and Organization. Netherlands: Dordrecht Springer. This essay on Leadership. Group Analysis was written and submitted by user Jaylyn B. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Example Sentences of the Verb Eat for ESL Learners

Example Sentences of the Verb Eat for ESL Learners This page provides example sentences of the verb eat in all tenses including active and passive forms, as well as conditional and modal forms. Base Form eatPast Simple atePast Participle eatenGerund eating Present Simple I usually eat at six oclock. Present Simple Passive Dinner is usually eaten at six oclock. Present Continuous We are having dinner at six this evening. Present Continuous Passive Dinner is being eaten at six this evening. Present Perfect He has already eaten. Present Perfect Passive Dinner hasnt been finished yet. Present Perfect Continuous We have been eating for two hours! Past Simple Jack ate a great lunch at Marcos Restaurant. Past Simple Passive A great lunch was eaten at Marcos Restaurant. Past Continuous We were eating lunch when she burst into the dining room. Past Continuous Passive Lunch was being eaten when she burst into the dining room. Past Perfect He had already eaten lunch when we arrived. Past Perfect Passive Lunch had already been eaten when we arrived. Past Perfect Continuous They had been eating for two hours when he got home. Future (will) They will eat lunch at work. Future (will) passive Lunch will be eaten in a restaurant. Future (going to) We are going to eat dinner at home this evening. Future (going to) passive Dinner will be eaten at home this evening. Future Continuous We will be eating French food this time next week. Future Perfect They will have eaten dinner by the time we arrive. Future Possibility The might eat in a restaurant. Real Conditional If she eats before she leaves, well have lunch alone. Unreal Conditional If she ate more, she wouldnt be so skinny! Past Unreal Conditional If she had eaten more, she wouldnt have become ill. Present Modal You should eat more spinach! Past Modal He might have eaten before he left. Quiz: Conjugate With Eat Use the verb to eat to conjugate the following sentences. Quiz answers are below. In some cases, more than one answer may be correct. I usually _____ at six oclock.He _____ already _____ lunch when we arrived.We _____ lunch when she burst into the dining room.We _____ dinner at home this evening.They _____ dinner by the time we arrive.If she _____ more, she wouldnt be so skinny!Jack _____ a great lunch at Marcos Restaurant.A great lunch _____ at Marcos Restaurant yesterday.We _____ dinner at home this evening.He _____ already _____.Dinner _____ at six this evening. Quiz Answers eathad eatenwere eatingare going to eatwill have eatenatewas eatenare going to eathas eatenis being eaten

Three Different Commercials Essay Example | Topics and Well Written Essays - 500 words

Three Different Commercials - Essay Example I take pride that I have a 100% conviction rate for certain occasions when the cases that I have handled have gone to trial. Right now, I am interested to fill the Sheriff position which was recently vacated due to the retirement of our previous one. I would like to take bigger responsibilities and certainly contribute more to my community. I was promoted as a corporal last year and I maintain good relationships with my colleagues as well as the members of my community. My experience and the support that I get from people, inspires me. This, along with my desire to be of service, strengthens my purpose. I am Carrie Smith and I am here to tell you how I can be a valuable asset to your salon. I have three reasons why this is so and I know that these reasons are exactly what you have in mind in regard to how hair dressers can contribute to your company. Firstly, I do not merely have experience in hairdressing but I could also work as a makeup artist and spa attendant at the same time. I am experienced in all of these work although I enjoy hairdressing best. Secondly, I am a very sociable person and thus, could greatly contribute to the positive customer experience in the workplace. Finally, I am very committed to my craft. I do not see the job as menial but instead I consider it as my art. As a matter of fact, I have been a hair dresser for five years and I look forward to it as my lifelong career. Let me introduce myself. My name is Jean Hayes and I am working right now as a lead day care provider to a child care center which cares for an average of 200 kids. I love children, that is why I like my job very much. I have been doing this kind of work for a couple of years already and prior to that I graduated with a degree in elementary education. That being said, you can very well say that I can handle any amount of stress from teaching at least 25 children in a day. I constantly earn high ratings in periodic evaluations of all aspects of performance - from

Final Essay Example | Topics and Well Written Essays - 750 words - 13

Final - Essay Example Following the partition of the Palestine in 1947 and the US government recognition six months later of the State of Israel, there was need for the US military to intervene and protect the young nation. The war in Egypt after the death of Gamal Abdel Nasser who was succeeded by Anwar Sadat who attacked Israeli necessitated the US involvement after the Soviet had threatened to intervene by use of military force against the Israelis. It was at this time when Henry Kissinger used a diplomatic engagement and managed to make peace between the warring countries. To this far, the American Military involvement was justified to be in the Middle East. This is because had it not been for the US military, there would have been no peace between the Israeli and the Egyptians; many people would have lost their lives. The US managed not to be involved militarily in the Middle East conflicts after the WWII, due to continued instability in the Middle East politics between Muslims and Christians, there was need for the American troops to be dispatched there. They managed to contain the situation between the warring factions without any casualties (Faucet, 2013). According to John C. Goodman, in 2009 only, the US government devoted a lot of resources to defend the oil in the Persian Gulf. The reason why the US troops are maintained in Qatar, Kuwait, Bahrain, the United Arab Emirates, Iraq and Oman is to ensure a free flow of oil from the Middle East. The final implication of this reason is cheap oil from the Middle East which comes with unmentioned expenses and costs which policy makers should give a lot of thought before supporting any foreign policy. He argues that if the federal budget for Persian Gulf defense were to be included in the gas price, the US consumer would be paying $5 per gallon (Faucet, 2013). It is unnecessary to have a continued presence of the US troops in Persian Gulf to ensure

Nursing research Essay Example | Topics and Well Written Essays - 1250 words - 2

Nursing research - Essay Example It is important for an outcome measure to be reliable, sensitive to change, and valid. Hence, the outcome measure adopted is reliable in that the questions in the measure are easy to understand and enhances easy evaluation of the program. Importantly, the outcome measure provides an accurate indicator of the intended measure it should focus on, which makes the outcome measure valid (Royse, Thyer, & Padgett, 2009). On the other hand, it is evident that the outcome measure evaluated successful implementation of the program. Finally, the outcome measure is sensitive to change since its focus is on aspects that contribute to successful implementation of the program. The outcome measure, which is structured in form of a Likert-Scale questionnaire, will be the best tool to use in order to evaluate the outcome. The questionnaire, which is provided as Appendix 1, will evaluate the effectiveness of the implemented change. The questionnaire focuses on mothers since they are the best suited individuals to evaluate their children’s pain. Importantly, it is essential to point out that the items in the provided questionnaire conceptualize the elements of effective pain management in children. After the implementation of the change, the questionnaire will provide the healthcare facility with an opportunity to evaluate the success of the program. Evaluation requires a combination of human and financial resources in order for it to be effective. In this case, human resources will be an essential component of the evaluation process since they will provide the questionnaires to the parents for filling and consequently collect them after filling. On the other hand, the pain nurse is a component of the human resources required in the evaluation since she will walk through the pediatric ward and identify any inconsistencies in the program. Conversely, it is important to note that financial resources

Application of ERP Implementation Methodology Framework

Application of ERP Implementation Methodology Framework Chapter 1 Introduction This chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study. Background Over the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes: product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised approach used to improve business processes. This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole. A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of IT. At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation. Origin of the term ERP In the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Financ e, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982; Wallace, 1986; Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are: one large real-time database which reduces data redundancy and improves accuracy; integrated business process that cut across business functions such as supply chain management; and seamless transitions between business transactions. According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system. Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses. ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998; James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2. Significance and objective of research In the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008). Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2). Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation. According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects. The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them. Therefore the key research questions that are the focus of this study are: To what extent different companies follow AcceleratedSAP as methodology when implementing SAP? Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation? Chapter 2 Literature Review The purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base. Information Systems Development Methodology Creation of an Information System is not a trivial matter, and must strive to fulfil four main goals; usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project types: The Classic Model This model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (wh ich are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998). This model alone is clearly unsuitable to the ERP implementation project as completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain. Business Process Reengineering Implementing Methodologies One approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006). The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems. First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals. Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance. The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis. The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified. The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed. The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition. The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program. This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997; Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengineering implementation methodology. A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998; Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process. The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologi es available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process. If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts. Generic Enterprise Resource Planning Implementing Methodologies In the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled. The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules. Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits. Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system. The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation. Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999; Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000; Milford Stewart, 2000; OLeary, 2000). A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999). In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels: strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs; for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). Communication Communication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction. ERP implementation levels Strategic level The decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995; Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment. Current legacy system evaluation: This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999). Project vision and objective: It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required. ERP implementation strategy: This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system: modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998; Martin, 1998; Gibson et al, 1999). Hiring consultants: Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully. Benchmarking: Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package. Tactical level At the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995; Bocij et al, 2008). Client consultation: Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process; otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed. Business process change (BPC): As mentioned before, there are two main options to implement ERP syst Application of ERP Implementation Methodology Framework Application of ERP Implementation Methodology Framework Chapter 1 Introduction This chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study. Background Over the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes: product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised approach used to improve business processes. This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole. A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of IT. At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation. Origin of the term ERP In the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Financ e, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982; Wallace, 1986; Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are: one large real-time database which reduces data redundancy and improves accuracy; integrated business process that cut across business functions such as supply chain management; and seamless transitions between business transactions. According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system. Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses. ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998; James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2. Significance and objective of research In the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008). Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2). Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation. According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects. The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them. Therefore the key research questions that are the focus of this study are: To what extent different companies follow AcceleratedSAP as methodology when implementing SAP? Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation? Chapter 2 Literature Review The purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base. Information Systems Development Methodology Creation of an Information System is not a trivial matter, and must strive to fulfil four main goals; usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project types: The Classic Model This model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (wh ich are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998). This model alone is clearly unsuitable to the ERP implementation project as completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain. Business Process Reengineering Implementing Methodologies One approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006). The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems. First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals. Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance. The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis. The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified. The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed. The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition. The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program. This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997; Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengineering implementation methodology. A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998; Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process. The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologi es available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process. If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts. Generic Enterprise Resource Planning Implementing Methodologies In the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled. The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules. Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits. Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system. The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation. Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999; Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000; Milford Stewart, 2000; OLeary, 2000). A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999). In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels: strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs; for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). Communication Communication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction. ERP implementation levels Strategic level The decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995; Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment. Current legacy system evaluation: This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999). Project vision and objective: It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required. ERP implementation strategy: This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system: modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998; Martin, 1998; Gibson et al, 1999). Hiring consultants: Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully. Benchmarking: Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package. Tactical level At the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995; Bocij et al, 2008). Client consultation: Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process; otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed. Business process change (BPC): As mentioned before, there are two main options to implement ERP syst