The Nature of Investment in Information Infrastructure Essay

The Nature of Investment in Information Infrastructure - Essay Example However, the degree of success in implementing and investing in IT depends on how the fit between the Technology side and the business side of the overall strategy of the organization. However, this alignment of the IT with the business strategy can be accomplished through the use various IT strategic alignment models. This case analysis will use the Scott Morton Alignment model which is considered as more simple yet powerful model by allowing the use of IT as a strategic driver of change. The use of this model will allow us to view the Metalco from the perspective of strategy, structure, management processes, technology and roles and skills and how they fit into the overall strategy of the organization. The proposed SAP Project will cost Metalco around $23.500 millions with tangible savings in labor cost of 10 million dollars over the period of 5 years with increasing margins to the tune of $ 5 million over the period of 5 years. However, the major benefit of this proposed project wills easy manageability of the operational activities of the traditional systems at the Metalco is more directed at generating the reports rather than managing the operational activities. Metalco is one of the largest enterprises in Australia having a very rich and old history. Established in 1933, Metalco is engaged in the production of low value-added mineral products. The main activities of the organization are discovery, development, production as well as processing minerals including petroleum. Metalco has an asset of AUD 6.00 Billion whereas the revenue figures achieved in 1995 was well over. A complete description of the corporate history, as well as the corporate structure, can be found in exhibit A. Metalco has largely remained a very conservatively operated company with little or no focus on aligning the various independent information.

Marketing Mix Presentation Essay Example | Topics and Well Written Essays - 500 words

Marketing Mix Presentation - Essay Example The company offers services on a full pay basis. The company’s location is at the middle of the city centre to enable quick and easy access for its customers. The extended specialized services such as personalized care and the clinics attract more customers to the facility. . The company prices its products on minute basis. The differences between the minutes are not proportional to the difference in price increment. The clients are at liberty to choose the kind of service that best suits their budget. The company’s location at the beach facilitates ease of access considering that many people go to the beach. The many promotions offered attract many customers to pose as regular customers so they can enjoy the promotions. Advertising of the company’s website, provision of retreat services alongside SPA services, provision of extended gifts such as Message Gifts Certificates and Beauty Gift Certificates to regular customers, promotions such as Shanghai Promotions d uring May. The company offers services on a minute basis. The increment in minutes is not proportional to the increment in price charge. The pricing dissuades the customer to seek the service with a higher quality than the one they intended before. The quality of services depends on the price charge. The customers therefore have the freedom to choose based on their budget demands. The company also offers specialized services unique to the Chinese and Japanese culture. Product specialization attracts more customers to seek the specialized services. The companies offer, mostly, similar products differentiated by the brand name which incorporates the company’s name. The companies have adapted to the surrounding demographic requirements as they offer services unique to the surrounding population.

Lampara Multi-Purpose Cooperative (LMPC) Essay Example for Free

Lampara Multi-Purpose Cooperative (LMPC) Essay I. INTRODUCTION: Lampara Multi-Purpose Cooperative (LMPC), registered with the Cooperative Development Authority on June 12, 2007 with Registration No. D-623-6240 has been organized to help people maximize their potentials to live a healthy, productive life and in the process become responsible members of Society. LMPC educates its members to earn and save the cooperative way. LMPC has recently sourced out an exclusive Systems Provider for healthy, nutritious and highly oxygenized Anti-Oxidant Pi Water originally researched and developed in Japan and enhanced in Korea. This newly structured Pi Water Systems Provider has upgraded its Pi Water System with US-made 16-stages Synergy machine that makes the Pi water an anti-oxidant water and with the German Technology oxygen-generating machine developed by the Department of Science and Technology. The Pi water produced by the system has been tested to have an even higher effect than any of the Pi Waters introduced in the Philippines to date due to its unique qualities and characteristics presented below. LMPC is now ready to distribute domestically and internationally the AQUAPORIN PI WATER SYSTEM equipped with the latest technology in Pi Water System. The investors in the Aquaporin Anti-Oxidant Pi Water Refilling Station will be assured of a profitable, unique, and healthy business venture. II. QUALITIES OF THE AQUAPORIN PI WATER: Aquaporin Pi Water has been synergized by the Bio-Nano technology to produce an even reduced water molecule clusters for greater absorption and interaction by the cells of the body, higher water-based mineral contents because of its mineral enhancer cartridge that produces a stable alkaline water with pH 7.8 on the meter, greater energy enhanced by its far infrared cartridges and higher oxygen content with its DOST-developed oxygen generating machine. It has been further powered by a Synergy machine that makes the water an anti-oxidant water. These qualities of the Aquaporin Pi Water will ensure that the water we drink is healthy, nutritious, energized and contains higher level of oxygen like no other. III. ADVANTAGES OF PURCHASING AN AQUAPORIN ANTIOXIDANT PI WATER REFILLING STATION: 1. The Aquaporin Antioxidant Pi Water Refilling System aims to optimize return of investment employing the marketing strategies adopted by LMPC. Once established, the Aquaporin Pi Water Refilling Station (APWRS) becomes a branch of LMPC to serve as the center of operation and marketing service for its members. Page 1 2. The Systems’ flagship (Aquaporin Antioxidant Pi Water’s) characteristics are: 3.1 It has the most minimal piping problems with 50 years warranty on parts. The materials used are guaranteed to survive ageing, cracking, breakage from pressure and bumps, and many more; 2.2 It employs commercial filtration and machineries in processing alkaline, mineralized and Synergized Bio-Nano Pi Waters that is capable of producing an anti-oxidant water; 2.3 It incorporates the latest technology called OPS or Oxygen Processing System that was  Department of Science and Technology (DOST) tested to have high beneficial health effect; 2.4 Its system-parts passed all standards for safe-drinking water; 2.5 Each system installed is registered in the Bureau of Health Devices and Technology (BHDT) of the Department of Health for system certification and validation of quality and functionality; 2.6 The system produces super fine water because of its nano-tech filters that renders water clusters smaller and full of energy; 2.7 The systems use the highest quality materials to ascertain quality production; 2.8 All system parts are brand new. Not a single part is reconditioned or second hand. These parts are not available cheap unless reconditioned. Beware of companies that offer very cheap systems; 2.9 System parts and labor has ONE (1) YEAR WARRANTY 2.10 Special technologies applied are exclusive and are not available in other systems; 2.11 The Aquaporin Pi Water business put up by the investor is not just a profit entity, rather, its business is banking on a mission to help share better health and MAKE A DIFFERENCE in the lives of people. 2.11 When the investor decides to put up the Aquaporin Anti-Oxidant Pi Water Refilling Station he is practically creating a niche in the market resolving any potential direct competition. 2 We offer maximum training of business standardization and operations to make sure that the Aquaporin Anti-Oxidant Pi Water Refilling Station (AAPWRS) owners are well equipped to operate, manage and run his business like a professional water refilling station operator. 3 Investor may opt to make his AAP Water Refilling Station fully automated and computerized with a minimal additional cost (see Feasibility Study/ROI attached); 4 The Systems Provider of APPWRS is composed of a team of professional engineers and exclusive contractors whose expertise comes from years of water treatment experiences aimed to GUARANTEE quality products, services and installations. IV. SERVICES TO ASSURE INVESTORS OF A â€Å"PROFITABLE, UNIQUE AND HEALTHY BUSINESS VENTURE†: 1. Consultancy and Planning (1 month Management Program) 1.1 Conduct a research and feasibility of the business in the specified area of operation; 2.2 Assist in the design of the Station renovation, engineering specifications, like floor plan, electrical plan, appearance and imaging, etc.; 2.3 Assist in business registrations, legal documentations of the company and accounting services; Page 2 2.4 Assist in the design of business concepts, logo, marketing materials, advertisements and other business forms; 2.5 Manage and teach the business for one month to make sure that all systems go smoothly and correctly. 2. Standardization: 2.1 Documentation of business operations; 3.6 Forms and compliances 3.7 Business software and programming 3. Training: 3.1 Technical training – operation of the system, maintenance, basic trouble Shooting proper handling of waters, etc.; 4.8 High standard operations and qality management 4.9 Basic bookkeeping, accounting and compliances 4.10 Sales and marketing strategies and operations 4.11 Quality assurance management 4.12 Manpower and hiring 4.13 Quality servicing and customer services management 4. 24/7 on-line helpdesk and assistance. V. APPWRS will be the LMPC BRANCHES AND SATELLITE OFFICES: The Aquaporin Anti-Oxidant Pi Water Station (APPWRS) shall become LMPC’s branches and/or satellite offices in the area. Only one (1) APPWRS will be established in a Municipality /or District in big cities and Provinces. The LMPC program with its diversified sources of livelihood that are synergistically integrated to achieve a healthy, productive and responsible members of Society using the cooperative system of relationship will be implemented in all the areas of operation of APPWRS. VI. AQUAPORIN ANTI-OXIDANT PI-WATER SYSTEM COMPONENT: 1. The 3-in-1 Pi Filtration System – the complete Commercial Pi-producing Water System fully automated and computerized * Production machineries (cartridges and filters) to yield three (3) types of waters: (details of these machineries will be presented and discussed during the business meeting/s prior to signing of contract) * Oxygenated Ultra Fine Mineral Water * Oxygenated UF Sterilized Alkaline Synergized Water * Oxygenated UF Sterilized Bio-Nano Alkaline Antioxidant concentrated (Oz3) synergized Water. * High-end, Long-lasting Piping System * Initial Bottle Inventory Page 3 * Station Filling Equipment * Station Signage * 3-monthMaintenance Inventory * 1-month business management program * Down Payment for the cost of 1 unit of van for delivery. * Assistance in all aspects of services defined in Item IV. * Fully Automated filter-change indicator and computerized cleaning system * And many more . . . 2. 3-in-1 Pi Filtration System – the Standard Commercial Computerized Pi-producing Water System. * Production machineries (cartridges and filters) to yield three (3) types of waters: (details of these machineries will be presented and discussed during the business meeting/s prior to signing of contract) * Oxygenated Ultra Fine Mineral Water * Oxygenated UF Sterilized Alkaline Synergized Water * Oxygenated UF Sterilized Bio-Nano Alkaline Antioxidant concentrated (Oz3) synergized Water. * Fully Automated filter-change indicator * High-end, Long-lasting Piping System * Initial Bottle Inventory * Station Filling Equipment * Station Signage * 3-monthMaintenance Inventory * 1-month business management program * Down Payment for the cost of 1 unit of FB van for delivery. * Assistance in all aspects of services defined in Item IV. * And many more . . . 3. Basic Home Pi Filtration System which may be used for personal and home  purposes producing 2 types of waters (details to be presented and discussed during the business meeting/s prior to signing of contract for the APWRS) – this Personal Unit Aquaporin Pi Water System will exclusively be distributed by the APWRS. * Production machineries (cartridges and filters) to yield two (2) types of waters: * Super Fine Mineral Water * Highly Oxygenized UF Sterilized Alkaline Synergized Pi Water * High-end, Long-lasting Piping System * Assistance in all aspects of services defined in Item IV. Page 4 * 24/7 on-line helpdesk and assistance * Basic Pi Filtration System owners may opt to become satellite servicing office for LMPC * And many more . . . VII. PRICES 1. Aquaporin Antioxidant Pi Water Refilling Station with the 3-in-1 Complete Fully Automated and Computerized commercial Pi Filtration System with components described in Item VI-1 and services stated in Item V, costs ONE MILLION SEVEN HUNDRED FIFTY THOUSAND PESOS (P1,750,000.00) only, exclusive of site/location renovation/construction and 12% VAT. 2. Aquaporin Antioxidant Water Refilling Station with the 3-in-1 Pi Filtration standard commercial Pi-producing Water System with components described in Item VI-2 and services stated in Item V, costs ONE MILLION SIX HUNDRED FIFTY THOUSAND PESOS (P1,650,000.00) only; 3. Aquaporin Basic Home Pi Filtration System for personal or home use with the 2-in-1 Pi Filtration System and with components described in VI-2 would cost ONE HUNDRED TWENTY THOUSAND PESOS (P120,000.00). VIII. INSTALLATION: 1. Investor must have signed the Memorandum of Agreement for the Installation of the machines at the site or location of the business and payment of at least THIRTY PERCENT (30%) of the total contract price; 2. Water sample taken from the site/location of the Station must be submitted for analysis and potability; 3. Prior to installation, the site/location of the Station would have been inspected by an engineer from the Systems Provider. 4. One (1) week before the date of Installation, additional TWENTY PERCENT (20%) of total contract price must be remitted to LMPC, another TWENTY PERCENT (20%) upon installation and full payment within one (1) month after installation. 5. Faà §ade of the Aquaporin Antioxidant Pi Water Refilling Station must conform with standard appearance prescribed by the Systems provider.

Impact of organizational change on employees commitment

Impact of organizational change on employees commitment IMPACT OF ORGANIZATIONAL CHANGE ON EMPLOYEES COMMITMENT Employee commitment has been an important factor to determine the success of an organization. In the current section we are going to see the influence of organizational change on employees commitment. Many authors and researchers have concentrated on reactions closely associated with the change itself, such as participants openness to change (Wanberg Banas, 2000), willingness for change (Armenakis et al, 1993), confrontation to change (Kotter Schlesinger, 1979), or pessimism toward change (Wanous, Reichers, Austin, 2000). On the other hand few researchers have focused on broader workplace outcomes, such as organizational commitment and absenteeism (Hui Lee, 2000). But, Hercovitch Meyer (2002) investigated individuals support for a single change initiative as a function of both commitment to change and organizational commitment. Judge et al. (1999) argues that if it is known how a change initiative is managed and the consequences of the change initiative can impact organizational commitment as they cause employees to re-evaluate their personal association with the organization. Thus, knowing that organizational change may indicate alterations in the rapport between the employe e and the organization (Caldwell et al., 2004), it is important for management to understand how change initiatives may strengthen or weaken employees commitment to the organization. Coetsee (1999) argues that commitment is one of the important factors involved in employees support for change initiatives. Some aspects of change initiatives may also play important role in the change-commitment relationship. First, attitudinal reactions to change are considered to be focused, in part, by feelings of uncertainty, loss of control, and fear of failure engendered by the change events (Oreg, 2003). As such, the magnitude or extensiveness of a particular change, by affecting the degree of such feelings, provides a context within which fairness and favourableness are evaluated in shaping employees responses to the change (Caldwell et al, 2004). Second, a given organizational change can be conceived as occurring or having different impact at different organizational levels, such as the organizational, work group, or individual levels (Goodman Rousseau, 2004). Fedor et al (2006) suggests that Changes having proximal impact, that is, changes affecting ones own job needs or ones immediate work group should be more salient in shaping the change-commitment relationship than changes having their eff ects at higher levels in the organization. Hercovitch Meyer (2002) defined commitment to a change as â€Å"a mindset that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative†, and argued that this mindset â€Å"can reflect (a) a desire to provide support for the change based on a belief in its inherent benefits (affective commitment to the change), (b) a recognition that there are costs associated with failure to provide support for the change (continuance commitment to the change), and (c) a sense of obligation to provide support for the change (normative commitment to the change)†. Attitudes towards organizational change The role of organizational commitment in a change context is evident from the change management literature (Vakola Nikolaou, 2005). Darwish (2000) says that according to many authors employees appreciation of change is dependent on organizational commitment of that employee. Iverson (1996) ranked union membership and organizational commitment first and second respectively as determinants for attitudes towards organizational change. Lau Woodman (1995) argued that organizational change is supported by highly committed employees if it is supposed to be advantageous. But, Vakola Nikolau (2005) contradicts this by saying that many researchers indicated that highly committed employees may refuse to accept to change if they perceive it as a threat for their own benefit. Influence of organizational commitment on attitudes to organizational change is evident from the above findings. Iverson (1996) supports this as organizational commitment is better predictor of behavioural intentions than job satisfaction within change context, based on previous research. He then adds on that in a change project more effort is put by highly committed employees, as a result positive attitudes towards change are developed among employees. From the above discussion it can be predicted that the relationship between organizational commitment and attitudes to change is positive. Locus of control The concept of LOC was initially proposed by Rotter (1966), which refers to an individuals awareness of his or her ability to employ control over the environment. Internals believe that they have control over their environment, whereas externals view their lives as controlled by external factors. Researchers have proposed that the concept of LOC should be considered a multidimensional construct and thus the internal and external control might be relatively independent as opposed to consisting of opposing ends of a single continuum (e.g., Levenson, 1981). However, most studies of locus of control within organizations have been dominated by Rotters single factor LOC scale (Chung Ding, 2002). Given that change unavoidably places an individual in an indecisive environment (Begley, 1998). An individuals psychological reactions to change will be influenced by his or her control over the environment. According to Judge et al. (1999), some evidence confirms the relationship between LOC and various psychological reactions to a change. Lau Woodman (1995) identified that compared with externals, internals had a more positive attitude toward a change, and could better handle with a change (Judge et al., 1999). However, Chen Wang (2007) argued that internals may resist a change and externals may support a change in some cases. Thus, the relationship between LOC and psychosocial reactions to a change is more complex than it appears. Chen Wang (2007) proposed that the above difference between internals and externals lies in the manner of their support or resistance to a change, which comes from a different psychological mechanism, and thus LOC should be studied in relation to more comprehensively analyzed psychological reactions to a specific change.

Social Movements and Their Impact on the World Essay -- Common Goals,

As society redevelops itself and progresses to keep up with the ever changing dynamics of its citizens, social movements are an outlet available to bring about change within the law. Social movement is a broad term and often can have specific goals and targets in mind, when trying to mobilize the law. "Social movements are collective actors or groups that seek a common goal or express a common identity; targets may include states, society, corporations, and/or social norms and values. May be conservative or progressive" (Hilson, 2002). We must accept that social movements may not always be seeking a goal but expressing an identity. Social movements make claims in relation to law or based on law. Social movements deliberately and proactively litigate when they bring a case with a number of different goals in mind. An example of legal mobilization through a social movement would be the assertion of women's rights in regard to abortion. Women have a right to choose whether or not they want to reproduce and through the use of social movements we have seen laws progressively change. "Legal mobilization is the ways in which collective actors such as social movements draw on and use law to achieve their goals or to express their identities" (Hilson, 2002). Women mobilized their rights by engaging in the language of law to claim their rights are being violated. Legal mobilization can be described and interpreted in many different ways depending on the situation and in which way the law is attempting to be changed. Critical legal studies and legal realism ascertain that when a certain law exists that is ineffective you must mobilize it in order to encourage change. Legal mobilization can be viewed as either progressive or regressive d... ...ons, 1-228. Gable, L. (2010). Reproductive Health As A Human Right. Case Western Reserve Law Review Vol. 60, No.4, 957-996. Hilson, C. (2002). New Social Movements: The Role of Legal Opportunity. Journal of European Public Policy Vol. 9, No. 2, 238-255. Joffe, C. (1987). Abortion and Antifeminism. Politics & Society Vol. 15, No. 2, 207-212. Outshoorn, J. (2012). Assessing the impact of women's movements. Women's Studies International Forum 35, 147-149. Rohlinger, D. (2013, March 4). Moving Forward or Standing Still? The Battle Over Abortion in the 21st Century. Retrieved from Mobilizing Ideas: http://mobilizingideas.wordpress.com/2013/03/04/moving-forward-or-standing-still-the-battle-over-abortion-in-the-21st-century/ West, R. (2009). From Choice to Reproductive Justice: De-Constitutionalizing Abortion Rights. The Yale Law Journal Vol. 118, No. 7, 1394-1432.

Job-Sharing Essay -- Employment Work Essays

Job Sharing One may puzzle when asked, what is job sharing? Although the question may sound strange, it is because we are more familiar with the phrase flexible work. Nevertheless, job-sharing is part of flexible work. Job-sharing is a system of work where two people take the responsibility for one full-time position, dividing work, pay, holidays and other benefits between them according to the time they work.1 It is a viable option when ordinary part-time work is not, that is, when organizational needs require the job to be filled on a full-time basis, but not necessarily by only one person. The job is split to meet the needs of the sharers and of the job itself. Moreover, Job-sharing is a staffing arrangement that is flexible to staff members’ work schedules. Typically two incumbents, each working on staff-appointed part-time basis, share a full time position. While the idea has been around for a while, organizations throughout the country are been more reception to it more than ever be fore. Job-sharing first became an issue when workers in dual-income households found conflicts with family obligations. Job-sharing options were a means of keeping valued employees on board and avoiding unnecessary recruitment and training costs. Today, organizations are finding out that job-sharing carries its own rewards.2 BODY: Whether you are in a public, non-profit, or private sector, your organization may be effected by job-sharing. According to a job-sharing study conducted in April 1994 by Conference Board, a business research organization based in New York City, 74 percent of 131 companies surveyed, offered job-sharing options. The survey found that compatibility of job-sharers, strong communication skills, trust ... ...retrain them. OPINION: In my opinion, job-sharing is something every business should participate in because it saves jobs; it saves companies money on overtime pays; it is more profitable than layoffs and; companies can keep trained employees. It may be important to believe that in the future, employers will be more receptive to job sharing professionals. BIBLIOGRAGPY 1 â€Å"Work and Family Responsibility: Adjusting the Balance.† CCH 1994. 2 â€Å"Job Sharing Offers Unique Challenges.† HR Magazine. Elizabeth Shelly. 1996. 3 â€Å"Job Sharing in Education.† Clearing House 52 January 1993: 223-225. 4 â€Å"The Way The (Part-Time) World Works in Workplace.† ACTU Magazine, Winter 1993. 5 â€Å"Job Sharing for Teachers.† Working Women 2 (July 1994): 65. 6 â€Å"Flexible Working Time and Family Life: A Review of Changes:, McRae, Susan. 1989, Oxford.

Defending the Play Trifle Essay

In the play, Trifles by Susan Glaspell, is about a murder mystery of Mr. Wright. The men; the court attorney, sheriff, and Mr. Hale, a neighorbor to the Wright family, and the women; the sheriff’s wife, Mrs. Peter and Mrs. Hale, solve the mysery in two very different ways. The men show up at the house as a crime scene, and only focusing on the bigger, important elements of a murder mystery. As Mr. Hale was trying to explain everything he saw in the house that morning of Mr. Wright’s death, he said â€Å"She was rockin’ back and forth. She had her apron in her hand and was kind of – pleating it (1154)†. Meanwhile, Mr. Hale was looking for Mr. Wright, Mrs. Wright was kind of subtle and said you can’t. Mr. Hale was confused. All she said then was he has been murder. All three men go upstairs to talk and investigate the body. One the otherhand, the women approach the house as a home, and focusing on the trifles, meaning small detail or unimportant, such as baking mess, unfinished sewing, and unwashed pans & cleaning. As the women are worried about Mrs. Wright’s trifles in the house the men like to make fun of them. For example, Hale stated, â€Å"Well, women are used to worryin’ over trifles (1156)†. Mrs. Wright loved making preserves as her fruit froze in the freezer and made a big mess that the two women were worried about, so the sheriff said â€Å"Well, can you beat the women! Held for murder and worryin’ about her perserves (1155)’. In society, as you can see, men tend to ingore the women’s world, blind to the truth before their eyes. A critic once said Trifles is a lousy play because by the third page we already know who done it, so there isn’t much reason the sit through the rest of the play. A murder mystery does not have to keep the reader in suspense to who the culprit was, but why the culprit did it. The key element in the play Trifles is motive, the reason or emotion that drives a person to do something. What made Mrs. Wright drive to kill her husband? As the men look for any possible motive, the women talk to one another about Mrs. Wright. They end up finding a bird cage with a broken door, but they find no bird. Another possible movite uncovered by the women is the discovery of the dead bird. They found the bird, dead, somebody had strangled the bird. So, just because a murder happens early, does not make it a bad play. Works Cited X.J. Kennedy. Dana Gioia. LITERATURE An Introduction to Fiction, Poetry, Drama, and Writing. Trifles. 12 ed. New Jersey: Pearson. 2013. Pages1153-1163.