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Assignment 6 (SAD 1)

2010-03-31T06:11:00.000-07:00

Consider the following dialogue between a systems professional, John Juan, and a manager of a department targeted for a new information system, Peter Pedro:

"Juan: The way to go about the analysis is to first examine the old system, such as reviewing key documents and observing the workers perform their tasks. Then we can determine which aspects are working well and which should be preserved.

Pedro: We have been through these types of projects before and what always ends up happening is that we do not get the new system we are promised; we get a modified version of the old system.

Juan: Well, I can assure you that will not happen this time. We just want a thorough understanding of what is working well and what isn’t.

Pedro: I would feel much more comfortable if we first started with a list of our requirements. We should spend some time up-front determining exactly what we want the system to do for my department. Then you systems people can come in and determine what portions to salvage if you wish. Just don’t constrain us to the old system."

Required:

a.Obviously these two workers have different views on how the systems analysis phase should be conducted. Comment on whose position you sympathize with the most.
b.What method would you propose they take? Why?

In this scenario, we realized that both workers have different views on how they want to develop their new system. Juan want to study first the old system so that they can just see the strengths and weakness of the old system they have while Pedro wants to start a new system without referring to the old system they have.

So if i am at the one of the workers, i am favor with the idea of Juan which is examining and studying first the old system that we have before making move to a new system because in has many advantage for me. If i will the study first the old system i will know the ways or the algorithm of the old system it is now easy for me to develop a new version of its system because you can just rely with the useful codes or features in the system. If i can understand it well, i guess i can come up a good idea about how to upgrade the old system so that it could be user friendly, good security and competitive system in its competitors.

I agree that it is hard to study an old system that you dont have any idea on it. It is time consuming and always a risk that you can't come up with a new system because of some reasons. But for me , my decisions will depend on the answer of the developer(always depend on the skills of the developer), if he truly says that he can come up with a good system after studying it with a minimum time he need so i will take the risk.

What method would you propose they take?why?

So the method that I would propose to them that they will take is the method of a system development process? For me the method depends on what really the management wants in order to make the system. So what are the steps? There are steps in creating a system, so in order for them to develop a system they should follow some protocols in developing a system. So there are steps in developing a system, which is the planning, implementation, testing, documenting, deployment, and maintenance. So these are the steps in system development process. So first things first is what is its definition a software development process is a structure imposed on the development of a software product. Synonyms include software life cycle and software process. There are several models for such processes, each describing approaches to a variety of tasks or activities that take place during the process. The reason why I added the definition is that they can understand what my point is, or shall we say it is an overview in creating or developing a system. So to start, the first step you need to do is to plan; the important task in creating a software product is extracting the requirements or requirements analysis. Customers typically have an abstract idea of what they want as an end result, but not what software should do. Incomplete, ambiguous, or even contradictory requirements are recognized by skilled and experienced software engineers at this point. Frequently demonstrating live code may help reduce the risk that the requirements are incorrect. Once the general requirements are gleaned from the client, an analysis of the scope of the development should be determined and clearly stated. This is often called a scope document. Certain functionality may be out of scope of the project as a function of cost or as a result of unclear requirements at the start of development. If the development is done externally, this document can be considered a legal document so that if there are ever disputes, any ambiguity of what was promised to the client can be clarified. So planning is short for SPMP (Software Project Management Plan). SPMP is a technique in which making the planning phase feasible. As you acquired the SPMP that is the time you can proceed to the analysis phase. So part of this is step are the analysis phase in a system development. So the requirements on analysis phase are the SRS or (Software Requirements Specification). Here you are going to identify all the information that is going to be included in your system. An example would be the system features of your system, the functional and non-functional requirements of your system. So if you are done in doing the SRS the next thing you should do is design. So these are some of the things you need to do in order to attain what are the goals that are needed to be accomplished. So if you already finished planning on what are the things you need to do, then you can proceed to the next step which is implementation, testing and documenting. Implementation is the part of the process where software engineers actually program the code for the project. Software testing is an integral and important part of the software development process. This part of the process ensures that bugs are recognized as early as possible. Documenting the internal design of software for the purpose of future maintenance and enhancement is done throughout development. This may also include the authoring of an API, be it external or internal. Then, deployment starts after the code is appropriately tested, is approved for release and sold or otherwise distributed into a production environment. Software Training and Support is important because a large percentage of software projects fail because the developers fail to realize that it doesn't matter how much time and planning a development team puts into creating software if nobody in an organization ends up using it. People are often resistant to change and avoid venturing into an unfamiliar area, so as a part of the deployment phase, it is very important to have training classes for new clients of your software. Maintenance and enhancing software to cope with newly discovered problems or new requirements can take far more time than the initial development of the software. It may be necessary to add code that does not fit the original design to correct an unforeseen problem or it may be that a customer is requesting more functionality and code can be added to accommodate their requests. It is during this phase that customer calls come in and you see whether your testing was extensive enough to uncover the problems before customers do. If the labor cost of the maintenance phase exceeds 25% of the prior-phases' labor cost, then it is likely that the overall quality, of at least one prior phase, is poor. In that case, management should consider the option of rebuilding the system (or portions) before maintenance cost is out of control. Bug Tracking System tools are often deployed at this stage of the process to allow development teams to interface with customer/field teams testing the software to identify any real or perceived issues. These software tools, both open source and commercially licensed, provide a customizable process to acquire, review, acknowledge, and respond to reported issues. The other technique that is crucial in developing a system is that you need to identify your model. There are many examples of models such as waterfall, agile, and extreme programming. But also there are other model that is also needs to be considered. Iterative development prescribes the construction of initially small but ever larger portions of a software project to help all those involved to uncover important issues early before problems or faulty assumptions can lead to disaster. Iterative processes are preferred by commercial developers because it allows a potential of reaching the design goals of a customer who does not know how to define what they want. Agile software development processes are built on the foundation of iterative development. To that foundation they add a lighter, more people-centric viewpoint than traditional approaches. Agile processes use feedback, rather than planning, as their primary control mechanism. The feedback is driven by regular tests and releases of the evolving software. Extreme Programming (XP) is the best-known iterative process. In XP, the phases are carried out in extremely small (or "continuous") steps compared to the older, "batch" processes. The (intentionally incomplete) first pass through the steps might take a day or a week, rather than the months or years of each complete step in the Waterfall model. First, one writes automated tests, to provide concrete goals for development. Next is coding (by a pair of programmers), which is complete when all the tests pass, and the programmers can't think of any more tests that are needed. Design and architecture emerge out of refactoring, and come after coding. Design is done by the same people who do the coding. (Only the last feature — merging design and code — is common to all the other agile processes.) The incomplete but functional system is deployed or demonstrated for (some subset of) the users (at least one of which is on the development team). At this point, the practitioners start again on writing tests for the next most important part of the system. The waterfall model shows a process, where developers are to follow these steps in order:

1. Requirements specification (AKA Verification or Analysis)
2. Design
3. Construction (AKA implementation or coding)
4. Integration
5. Testing and debugging (AKA validation)
6. Installation (AKA deployment)
7. Maintenance

Formal Methods:

The complexity of software that will be embedded in new aircraft and spacecraft has outpaced the capabilities of our current verification and certification methods. Software performs safety- and mission-critical functions on these
platforms, and correct operation is essential. Verification and certification based on manual reviews, process constraints, and testing are proving too expensive for even current products, let alone advanced software-based systems. Traditional method scannot verify the correctness of applications such as adaptive control for upset recovery of aircraft, intelligent control of space craft, and control software for advanced military and unmanned aircraft (UAVs) operating in commercial airspace. Unless safety-critical embedded software can be developed
and verified with less cost and effort – while still satisfying the highest reliability requirements – these new capabilities may never reach the market. Honeywell has recognized this challenge and has an active research program in advanced software development and verification tools and methodologies. Over the last 5 years, Formal Methods has emerged as a key component in the development and verification of the next generation of safetycritical systems.

Formal Methods

Formal Methods is the use of ideas and techniques from mathematics and formal logic to specify and reason about computing systems to increase design assurance and eliminate defects. Formal Methods tools allow comprehensive analysis of requirements and design and complete exploration of system behavior, including fault conditions. Formal Methods provides a disciplined approach to analyzing complex safetycritical systems. The benefits of using Formal Methods include:

Product-focused measure of correctness. The use of Formal Methods provides an objective measure of the correctness of a system, as opposed to current process quality measures.

Early detection of defects. Formal Methods can be applied to the earliest design artifacts, thereby leading to earlier detection and elimination of design defects and associated
late cycle rework. Guarantees of correctness. Unlike testing, formal analysis tools such as model checkers consider all possible execution paths through the system. If there is any way to reach a fault condition, a model checker will find it. In a multi-threaded system where concurrency is an issue, formal analysis can explore all possible interleavings and event orderings.. This level of coverage is impossible to achieve through testing.

Analytical approach to complexity.

The analytical nature of Formal Methods is better suited for verification of complex behaviors than testing alone. Provably correct abstractions can be used to bound the behavioral space of systems with adaptive or non-deterministic behaviors. Formal Methods can also be used to perform “what-if” analyses to study the effects of proposed system changes. Though the basic techniques have been under development world-wide for over two decades, they have just reached the maturity at which, in combination with increased processor speeds and cheaper memory, they can be used to address realworld systems.

Honeywell’s Experience

Honeywell has developed a wide array of capabilities in the application of Formal Methods to safety-critical systems. We can draw upon our expertise with many different Formal Methods technologies to choose the right tools and level of
abstraction for each verification task. Honeywell’s strength lies in our ability to apply this expertise to real systems based on our deep understanding of the aerospace domain, requirements for safety-critical systems, and actual development processes. Examples of how we have applied existing Formal Methods tools and developed new ones
include:
Source code: Source code is frequently the only complete design artifact available for verification. Therefore, analysis of source code is an important capability. We have found explicit-state model checkers to be the best tools for verifying source code. We are currently developing automated tools for generating verification models from source code and are using this approach to verify the time partitioning guarantees in Honeywell’s Deos™ real-time operating system. Deos is a key element of the Primus Epic avionics suite and was implemented in C++, incorporating many advanced features such as dynamic creation and deletion of processes and threads, slack time reclamation, and aperiodic interrupts. While no test case can directly check system level properties like time partitioning, we have been able to verify this property using the SPIN model checker. High integrity communication protocols: When high-level requirements documents are available, critical properties of high-integrity communication protocols can be analyzed using Formal Methods. In our verification of the synchronization protocol of the ASCB-D bus used in Primus Epic, we derived the model from textual design specifications. The verification proved that the protocol achieves synchronization of the timing frames within the required 200 msec start-up period, irrespective of the component start-up order, various bus faults, or clock drift. Control flow diagrams: Control flow diagrams in
Simulink™ are a common design representation in avionics control systems. We have found that symbolic model checkers capturing the synchronous transition structure of these designs are best suited for their verification. We are working on tools to automatically generate models from block diagrams such as a triplex sensor voter design. This redundancy management algorithm monitors three independent sensors, each with its own self-check validity flag. The output of the algorithm is a single sensor output and a validity flag computed from the inputs. We have verified that the algorithm computes the correct output and is tolerant to sensor faults, noise transients, and small differences in sensor measurements. Real-time scheduling: The MetaH Architectural Description Language was developed by Honeywell for specifying realtime embedded systems. The specifications include information about configurations of tasks, their message and event connections, information about how these objects are mapped onto a specified hardware architecture, and information about timing behaviors and requirements, and
partitioning and safety behaviors and requirements. We developed hybrid verification tools for real-time, faulttolerant,
high-assurance software and hardware architectures specified in the MetaH language. Dense time linear hybrid
automata models are generated automatically through instrumentation of the source code. The models result from the
execution of the instrumented code during testing. Properties analyzed using this approach include schedulability and
deadline satisfaction. We used this approach to analyze the portion of the MetaH real-time executive that implements uni-processor task scheduling, time partitioning, and error handling. Nine defects were discovered in the course of the verification. Of these, three defects were almost impossible to detect through testing because multiple, carefully-timed events were required to produce erroneous behavior.

sources: http://www51.honeywell.com/aero/technology/common/documents/formal-methods.pdf

http://en.wikipedia.org/wiki/Software_development_process

Assignment 8 (MIS 2)

2010-03-31T05:59:00.001-07:00

Going to the future....I was hired in a company and given the task to develop a new strategic planning in the company. I was invited in a meeting to discuss the direction of the company, and give me the favor to ask some questions that could me making a new strategic planning.. So i guess here are some questions i want to ask to them...

1. What is the vision and mission, objectives of the company?Explain.

*Of course, I have to ask this question to them. Why? Simply because if I have to make a Strategic Information Systems Plan for a company, I have to know what the company or the business wants to attain so that I can also align it with the strategic plan that I am going to make. The strategic plan would be no use if what the plan that I put in it has no connection with the company’s vision, mission and goals.

2. Give the report about the company current status in the market, how does it run.

*Enable for me to know if it is good in the market, is it going up or down. The performance in operating of the company. If the personnel of the company is loyal, making no anomalies or whatever they are doing. The status of the inflow and outflow of money, it is profitable or not.

3. Give the SWOT and STEEP analysis of the company.

*Discussing about the strength, weakness etc. of the company. So that the company can easily identify the solutions, and the weakness of the company be minimize or be shift to be its strength. How the company operates in its social, they contribute to the community or they not.

3. For you, what are the critical success factors and core competencies of the company?

*Critical success factors (CSF’s), as we discussed from previous assignments, are the critical factors or activities required for ensuring the success of your business. These have been used significantly to present or identify a few key factors that organizations should focus on to be successful.
If the officers could point out to me what the critical success factors of their company are, then it would be easier for me to formulate a strategic information systems plan that could maximize the output of the company by means of information technology.

4. The company strategic plan?

*By this question, the answer I am looking for would be concerned with the company’s Strategic Plan. But I won’t need the whole answer from them; I’d just like to hear from them the summary of what their plan is and what their strategy is when we are going to meet face-to-face for the meeting. After the meeting, that’s when I’m going to look more closely and deeply in their company’s strategic plan, and then formulate a plan according to the information that I have gathered from it.
Same goes for the core competencies. Core competencies as defined from Encarta are areas of expertise that are fundamental to a particular job or function. It’s the same with the CSF’s. If they could pinpoint the core competencies earlier for me, then that could help in my formulation of the SISP.

5.What do you expect from the Strategic Information Systems Plan that I’m going to formulate?

*I will ask this to them because I want to know even a little from them on what they think they want from the information systems / information technology side of their company. And also, if what they want is not achievable, then the earlier we know it, the earlier we can inform them about it so there won’t be any complications.

6.On what grounds have you chosen me as the one to formulate the strategic information systems plan for your company?

*This question would be kind of like an evaluation question for me. I don’t know if this is important or something, but I’d like to know their basis on hiring me so that I could meet their expectations when formulating the SISP for their company. I could also exceed on what they expect me to do so I gain more points from them.

Questions that i have search....

The 5 Questions Every Company Should Ask Themselves

1. What Is a Strategic Marketing Plan?

To be effective, a strategic marketing plan identifies options and opportunities. It must be relevant and actionable. It should gather and distill information about your organization into one document that charts your course of action. A strategic marketing plan is a living document anchored to your company goals and focused on your growth and profitability.

2. How Can a Strategic Marketing Plan Help You?

The plan should support your company goals and help you attain them. It should be a blueprint for communicating the value of your products and/or services to your customers. Its primary purpose is to acquire and retain new customers effectively and maximize your ability to keep them. It all starts with establishing your goals.

3. What Are Your Marketing Goals?

Developing a strategic marketing plan to grow your business and increase your company's value needs to be driven by goals. Your goals may include broadening your marketing channels, shortening your sales cycle, increasing market share, improving your sales or call center performance and strengthening customer experiences. Once you know your goals, you can utilize your strengths to achieve them.

4. What Are Your Company's Strengths?

Every organization has certain strengths, like dominant market share, unique technologies and a strong balance sheet. Not all strengths are quite as evident, such as a company that is small but its size allows for innovation at a much faster pace than larger organizations. Every company has strengths and once you know yours, you can communicate them to existing and future customers.

5. Can Strategic Marketing Help You Maximize Your ROI?

Today's changing customer demands and increasing competition are putting extreme pressure on getting a good return on your marketing investment. Addressing these challenges requires superior marketing strategy and execution.

At MPA Media, we will use our expertise in Reader Engagement, Market Research, Direct Marketing, Internet Marketing and Database Marketing to aid your company in creating a customized, fully integrated Strategic Marketing Plan. From strategic marketing solutions to execution, our customized programs assist our customers in maximizing their return on every marketing dollar spent.

source: http://www.mpamedia.com/mrc/5questions.php

Assignment 7 (MIS 2)

2010-03-31T05:53:00.000-07:00

Google is a highly successful Internet business. Recently they have broadened their scope with a multitude of new tools. Research Google’s business model and answer the following questions below. You may add additional information not included in these questions.

Questions :
Explain Google’s business model.
1. Who are their competitors?
2. How have they used information technology to their advantage?
3. How competitive are they in the market?
4. What new services do they offer?
5. What makes them so unique?
6. How competitive are they in the international market?

Answers:

(image above is the google's business model)
source: http://www.davechaffey.com/E-commerce-Internet-marketing-case-studies/Google-case-study

1.Who are their competitors?

1. Apple
-Being from partners to rivals, Apple is one of the stringent opponents for Google in the year 2010. Today, Apple and Google have been locking their horns in the field of Smartphone, Mobile App Store, OS, Mobile Ad, and Online Music and so on. Likewise, Apple is more than up to the task of battling Google in these areas as well as browsers, where Google Chrome competes against Apple Safari. But battle between will intensify, as the market for the digital music and SmartPhones is all set for growth in 2010. Google’s music search along with its partner MySpace and Pandora are looking to compete with Apple’s iTunes, which was the No 1 music retailer in United States in 2009. Further, Google’s Android will have tough time as Apple’s iPhones continues to grab hold of the market all round the globe.

2. Microsoft
-Microsoft is a company that have had one of the most dominant impacts in the IT industry. So without a doubt it is Google’s biggest adversary in 2010 and these two giants will be locking their horns for market supremacy in areas such as search, collaboration tools and browsers. Talking of these two giants, Google has reigned as leaders in search, but with release of BING in May 2009, Microsoft has raised few questions amongst in Google’s management team. With features such as ranking search results based on relevancy to other users, Microsoft has inked Bing-related deals with Twitter, Facebook and Yahoo.

3. Amazon
-Amazon with its Kindle e-book reader is one of the leaders in e-book reader’s market. The other area where Google is taking on Amazon is in cloud computing. Google’s Apps Engine, a newbie cloud computing platform that allows developers to create their own Web applications and run them on Google’s infrastructure will be competing with Amazon’s Elastic Computing Cloud (EC2) which has already grab hold of market with its several upgrade after its release in 2006. So it will be a great battle to watch when these two giants fight for market supremacy on Cloud computing and E-book readership.

4. Facebook

-Facebook, probably the most popular stuff in the internet right now, has attracted
350 million active users in just six years and is subject of interest for the guys at Google too. In 2010, Google and Facebook rivalry is likely to heat up based on question that where will people find there information in future in Search or Social Network? With ever increasing use of social networking and the rise of Facebook, Google’s worry seems to a viable one. So, in 2010 Google with its ORKUT will be in battle with Facebook.

5. Twitter
-No doubt if Facebook is in rise, than it’s no difference with Twitter. If social networking is the way to go, then Google will certainly find Twitter in its way. Twitter, a micro-blogging site, has in a way revolutionized the way we communicate these days.

So, Google’s Friend Connect will face tough competitions for Twitter’s Connect in 2010 as Twitter looks to move up the rank in the areas of Social Networking. Other areas where these two find themselves competing are Real time search. Google’s real time search and Twitter’s will be trying to outperform each other in 2010. So, this battle will be a good one to watch for in 2010.

source: http://technology.globalthoughtz.com/index.php/10-toughest-competitors-of-google-in-2010/

2&3. How have they used information technology to their advantage & How competitive are they in the market?

Previously I’ve written about the corporate culture at Google and how it isn’t likely to be an easy thing to emulate. Today at work, my coworker, Jackson, showed me this post that links to a slide show that delves into Google’s internal processes. Another post that I recently read was Steve Yegge’s post on Good Agile, Bad Agile, in which Steve explores Google’s version of agile.

Needless to say, it all adds up to a lot of Google on the brain. Google, at the moment, is held up as the gold standard of software companies. They have achieved massive success and are the company almost every developer wants to work for. Ask someone in the software industry which company they want to emulate and they will likely say Google.

Obviously, if it was easy to emulate Google, everyone would have done it or would be doing it by now. The more I think about Google, the more and more I think it is going to be impossible to emulate them. Certainly you can steal some of their ideas and what they’ve pioneered and put it to use in your company, but outright copying Google is going to be near impossible.

Having touched on Google’s corporate culture, let’s look at something else that makes Google even more unique: how it grows.

One thing that has become evident to me is that Google grows in an organic fashion, unlike any other company I know of. Google develops tools that are internally useful and then releases them to the world. Google does not develop products to sell to the world. Google does not have external contracts, at least in the traditional sense, as far as I can tell.

Let me elaborate on this. Google is obviously best known for search and for ads associated with search. This is in essence Google’s one true product. It is the one feature Google developed for the outside world. When Google developed search it was no different from a small company. It is what Google has done since then that makes Google different.

Google doesn’t answer to any external power. They don’t have anyone they have to deliver a product to. There is no contract with a deadline. Due to not having any external dependencies, Google can continuously iterate over a product until it reaches a state of near perfection. It can stay in internal testing as long as Google wants and no one is going to care. See Gmail, Google Maps, etc. This then allows Google to use the perfect form of the agile process. Continuous iterations and testing and development, continues improvement. Then as Google sees fit, release the products. As they get better and better, more people use them and more money from ads come in. It’s beautiful.

It’s also unlikely any other company is going to be able to pull this off. Google hit on the formula for ads before anyone else. They now have such a commanding lead in that arena that to compete with them you need deep pockets of money of your own. That makes it difficult to launch a company and follow Google’s lead of avoiding external dependencies and having the near perfect product development process.

At this point, you might be screaming at me that I’m wrong, because Google does have external contracts, especially for serving up ads on other sites. But notice that Google’s contracts are different from most companies’ contracts. Google isn’t developing a product for these companies. All they are doing is giving them an existing product that Google has already completed and released. Development on that product might still be happening, but it happens within Google, not within the realms of the contract. Google is still free to develop how ever they want.

For almost everyone else, you’re going to have to create a product and then drive sales of that product or else sign a contract and then deliver a custom product to the customer. You’ll have external dependencies that will force an outside reality upon you that Google simply doesn’t have. You can argue that Google is dependent upon ads, but at this point Google has captured such a large share of that market and is steadily capturing more of it, that it really isn’t a dependency for Google. Sure, Google should probably diversify, just in case the ad market tanks, but at this point Google has so much money they can afford to take their time.

So now you see. It’s unlikely you or anyone else is going to emulate Google. Kiss that dream goodbye.

However, that doesn’t mean you can’t learn from Google. Copy the good things that Google does and adapt them to your business. What you shouldn’t do is force the practices of Google on your business simple because they are what Google does. Google is a product of a very specific evolution and your business will be the product of a different evolution.

And when your developers come to you and say that they want to be exactly like Google, you now have an argument to explain why your business can’t be exactly like Google.

Still, there’s nothing preventing you from being the next great company after Google. That prize is still there for the taking.

source: http://www.programmersparadox.com/2008/03/17/googles-unique-advantage/

New Services...

Standalone applications

* AdWords Editor (Mac OS X, Windows 2000 SP3+/XP/Vista)

Desktop application to manage a Google AdWords account. The application allows users to make changes to their account and advertising campaigns before synchronising with the online service.

* Chrome (Windows XP/Vista/7, GNU/Linux, Mac OS X)

Web browser.

* Desktop (Mac OS X, Windows 2000 SP3+/XP/Vista,Linux )

Desktop search application, that indexes e-mails, documents, music, photos, chats, Web history and other files. It allows the installation of Google Gadgets.

* Earth (Linux, Mac OS X, Windows 2000/XP/Vista, iPhone)

Virtual globe that uses satellite imagery, aerial photography and GIS over a 3D globe.

* Gmail/Google Notifier (Mac OS X, Windows 2000/XP)

Alerts the user of new messages in their Gmail account.

source: http://en.wikipedia.org/wiki/List_of_Google_products

Makes Them Unique...

"Google isn't a technology company, it is a Platform, and they happen to be the only player in the market. While they have "competitors" in almost every line of business they run, they don't "compete" with anyone yet because no one else has a comparable Platform: not Microsoft, not "Big Media", not even the US government as demonstrated by the slide detailing traffic statistics for Whitehouse.gov's Google Moderator. Google's investments in technology are less about the technology itself and more about leverage gained by participating in the ecosystem that has developed around the Google Platform."

source: http://broadcast.oreilly.com/2009/05/googles-unique-position-and-im.html

How competitive they are in the market?
- In my own opinion google now is one highest and toughest competitor in the market. Everything we want to know about our assignments, any transactions, etc . we just google it. So for me, the word google now became a verb or an action word because people always say if they dont know the answer in a particular question, they just say "GOOGLE IT!" then person make move typing in the keyboard searching the answer. It is hard to live without google.

Assignment 1

2010-03-31T05:47:00.000-07:00

Think about yourself worthy to be called as IT professional, how do you see yourself 10 years from now, what are your strategies to get there?

So first of all let us take some research about how this some IT professionals make their strategies enable them to be success.

How to keep achieving your goals

By Earl Nightingale

I like to define success as the progressive realization of a worthy goal. The purpose of this message is to tell you of a wonderful way to keep realizing -- to keep achieving -- your goals, one after another, in the years ahead.

A goal sometimes seems so far off, and our progress often appears to be so painfully slow, that we have a tendency to lose heart. It sometimes seems we'll never make the grade. And we come close to falling back into old habits that, while they may be comfortable now, lead to nowhere.

Well, there's a way to beat this. It's been used successfully by many of the world's most successful people, and it's been advocated by many of the greatest thinkers. It's to live successfully one day at a time!

The building blocks of a successful life

A lifetime is comprised of days, strung together into weeks, months and years. Let's reduce it to a single day, and then, still furthermore, to each task of that day.

A successful life is nothing more than a lot of successful days put together. It's going to take so many days to reach your goal. If this goal is to be reached in a minimum amount of time, every day must count.

Think of a single day as a building block with which you're building the tower of your life. Just as a stonemason can put only one stone in place at a time, you can live only one day at a time. And it's the way in which these stones are place that will determine the beauty and the strength of your tower. If each stone is successfully placed, the tower will be a success. If, on the other hand, the stones are put down in a hit-or-miss fashion, the whole tower is in danger. Now this may seem to be a rather elementary way of looking at it, but I want to make my point clear -- and it's a good and logical way of looking at a human life.

Putting this idea into practice

All right, then, let's take it one day at a time, from the time we wake up in the morning until we drop-off to sleep at night, keeping our goal in mind as often as possible.

Now, each day consists of a series of tasks -- tasks of all kinds. And the success of a day depends upon the successful completion of most of these tasks. If everything we do during the day is a success -- that is, done in the best fashion of which we are capable -- we can fall asleep that night in the comfortable knowledge that we've done our very best, that our day has been a success, that one more stone has been successfully put into place.

Do each day all that can be done that day. You don't need to overwork -- or to rush blindly into your work, trying to do the greatest possible number of things in the shortest possible amount of time. Don't try to do tomorrow's or next week's work today. It's not so much the number of things you do, but the quality, the efficiency of each separate action that counts. Gradually, you'll find yourself increasing the number of tasks and performing them all much more efficiently.

This is the way to really live!

resources:http://www.innovationtools.com/Articles/SuccessDetails.asp?a=132

Want to be more successful? Develop an attitude of service

By Chuck Frey

According to the late self-help expert Earl Nightingale, our success in life is directly proportional to the number of people we serve and the quality of that service. While this life principle may seem to be so simple as to be-self-evident, it's surprising the number of people who don't seem to be unaware that it applies to them. But, like any natural law, it does apply, to everyone.

Let's take a closer look at the relationship between your service and your compensation in life, and then explore some creative ways that you can enrich others -- and yourself -- by increasing your service to them.

Measuring your service

Earl Nightingale was a fan of visual metaphors as a tool for communicating important principles and concepts. To illustrate the relationship between service and compensation, he used the image of an apothecary scale -- the type of measuring device once used in pharmacies in the early part of the 20th century. It consisted of two bowls, hung from a horizontal arm. In one bowl, the pharmacist placed the medicine to be weighed. In the other bowl, he or she placed precisely calibrated metal weights, until the two sides of the scale were in balance -- in other words, until the arm was perfectly horizontal.

What does an old pharmacy scale have to do with our comparison of success and service? Imagine that one of the bowls is marked "compensation" and the other is marked "service." According to Nightingale, we only need to focus on the quality of the service we provide and the number of the people whom we serve -- the service side of the scale. The compensation will follow, in proportion to the service we offer to others. As you sow, so shall you reap.

Focus on service, not compensation

Many people, Nightingale complained, are too focused on increasing their compensation, without providing a commensurate increase in their service. Many people fall prey to an attitude of, "My employer isn't paying me enough, so I won't do any more for them." Others may feel stuck on the same job, year after year, but never make a personal commitment to learn more about their job or profession, and therefore increase their ability to serve their employer, and therefore their value.

Many organizations offer credit for continuing education as part of their compensation packages, yet these benefits are often chronically underutilized by workers. In short, the vast majority of people who complain about the lack of pay, fulfillment and opportunity in their careers are victims not of their jobs, but of the attitudes they hold about their jobs. In other words, these people are focusing their attention on the wrong side of the scale.

In order to increase our compensation, you must develop creative ways to increase your service -- and in so doing, set in motion a positive "boomerang effect" of increasing returns to yourself. For those who understand this principle, life is a grand adventure. These unique souls focus on the service side of the scale, and superior compensation follows in turn, in proportion to their service.

Strategies for improving your service

So how can you increase your service, and therefore your compensation? There are many creative ways to do this. One of the best strategies is to engage in continuous, ongoing learning in your field of study as well as other areas of interest to you. By developing a mindset of continuous learning, you are constantly feeding the raw material pile of your mind, which it can then draw upon when you're brainstorming.

For example, one of my "occupational hobbies" has been business creativity and innovation. I read every book and article I can get my hands on, I subscribe to creativity newsletters and I purchase and use tools designed to help me develop more and better innovative ideas. The results in my career have been outstanding, and my expanded ability to think creatively has had a very positive influence on all areas of my life. It is also resulted in a launch of the InnovationTools Web site you are visiting right now!

People who engage in continuous learning naturally tend to outgrow their jobs over a period of time, often resulting in promotions or better job offers. Most often, people are promoted because they have outgrown their current position, not because they have repeated the same level of experience year after year.

Another way to increase your service is to cultivate what's called an "insight outlook." In other words, learn from your experiences and your ongoing education, but always with an eye toward how you can apply it or adapt it to your current situation. Companies are always in need of fresh ideas, insights and outlooks, and they will pay the people who provide them and who can solve problems creatively.

Align yourself with opportunity

In addition, Earl Nightingale believed (and I agree) that people who concentrate on the service side of the scale find themselves profiting from all sorts of unique opportunities that others dismiss as "luck."

To use another metaphor, opportunities and ideas don't come into your life dressed as shiny gems or diamonds. Rather, they tend to appear like diamonds in the rough, or as opportunities dressed in work clothes. In other words, it's easy to look right at a situation that contains a potential opportunity, and overlook it. On the other hand, if you know what you're looking for, you can uncover these opportunities, often right under your own nose. You must then use your creative thinking and problem solving skills to hone them and shape them into the successes they will one day become.

resources: http://www.innovationtools.com/Articles/SuccessDetails.asp?a=115

River people vs. goal people

By Chuck Frey

The late self-help expert Earl Nightingale once explained that there are two types of people: river people and goal people. Both types of people can experience personal fulfillment and success in life, although in different ways.

Goal People

Most of us are undoubtedly familiar with goal people. They are the individuals who write down their objectives and timetables for reaching them, and then focus on attaining them, one by one.

By laying out a roadmap of future achievements in front of them, goal people give their creative minds a clear set of stimuli to work on. Their subconscious minds can then get to work incubating ideas and insights that will help them to reach their goals.

To use a football analogy, goal people need an end zone or a set of (what else?) goal posts, upon which they can focus their creative energies.

River People

River people, on the other hand, don't like to follow such a structured route to success. They are called river people because they are happiest and most fulfilled when they are wading in a rich "river" of interest -- a subject or profession about which they are very passionate. While they may not have a concrete plan with measurable goals, river people are often successful because they are so passionate about their area of interest. This, in turn, helps them to recognize breakthrough opportunities that may not even be visible on the mental radar screens of the more narrowly focused goal people.

River people are explorers, continually seeking out learning opportunities and new experiences. For river people, joy comes from the journey, not from reaching the destination -- exactly the opposite of goal people.

From the standpoint of creativity, river people are more likely to benefit from serendipity, because they tend to be more open to new ideas, points of view and insights than single-minded, focused goal people.
Recognizing both qualities in yourself.

Most people are a combination of these two personality types. I know I am. In my full-time job, I am expected to be goal oriented. I have specific personal and departmental objectives for which I'm responsible.

At the same time, however, I get the most "juice" out of being an explorer, learning new skills, collecting information and writing about innovation and technology -- and nurturing this growing Web site! So at different times, I embody characteristics of both a goal person and a river person. Likewise, most of you embody traits of both personality types at one time or another.

The important point is to recognize and nurture both aspects of your personality. Joyce Wycoff, in her new book, "A Year of Waking Up," tells a story that illustrates this in a memorable way. When she reached the age of 50, she felt curiously unfulfilled. At the same time, a little, persistent voice inside her was urging her on to explore new activities and experiences. She answered that call, taking art classes, keeping a personal journal, writing poetry and pursuing other artistic endeavors. It has been a marvelous, exciting, enlightening journey ever since.

"This journey has made me wonder anew how much there is to ourselves that remains undiscovered," she reflects. "Are we like a fractal (image) that, as we zoom in, reveals ever more patterns, each wonderful and beautiful?"

Indeed, there is so much to explore and so much to know that we ought to make time in our lives for both our goal and river personas. Both bring richness and fullness to our lives, like yin and yang sides of our personality.

If you're predominantly a goal person, why not slow down and smell the roses, as our friend Joyce Wycoff did? Take an art class, just for the fun of it. Try reading different magazines. Talk to different people, or go to different seminars or classes outside of your core competencies, with the goal of opening yourself up to new experiences. I think you'll be amazed at the richness these new inputs bring to your life.

If you're predominantly a river person, you may want to try brainstorming a handful of goals for yourself, to give yourself a bit more focus and direction. For example, you may want to jot down lists of books you'd like to read, knowledge or skills you'd like to acquire or places you'd like to visit.

Finally, be on the lookout for new experiences and learning opportunities on a daily basis. You never know when they're going to appear -- the key is to recognize them when they do!

resources: http://www.innovationtools.com/Articles/SuccessDetails.asp?a=97

As I can see 10 from now for me

As I can see 10 years from now, my target in that range of time is to become an it analyst/database administrator/network administrator/a manager in a company.

As I read those strategies that we research there are lots of points of views that are really true enabled to be success. First of that enable you to be success it says that you should know your strength and weaknesses or measuring your service. In measuring yourself the strength and your weakness you will know how to take risk to avoid risk and the resistance to challenge those risks. Another strategy is improving yourself, it means that if we know our strength and weakness of course we know our limitations, so, from that we can also give some thoughts on how to develop ourselves enable to grow our self capability then from that we will be more competitive person. The third is determining your goal and focus on it and also make a strategic plan for your goal or ambition in life. Another is aligning yourself from opportunity, as what i said above knowing on how to take a risk to avoid risk and to challenge those risk, so from that seeking from opportunity is very important tool also to develop the right job for us, if you see you have a lots of opportunity to choose, make sure that you will choose the right job or opportunity for you enable you to be more competitive in that field you choose and also you can handle it well. If you think you have less opportunity make a way or some technique to find it, don't always wait for a chance but seeking the chance. Another is that where you belong like the term the river people and the goal people, where you want to be. The river people are those people i think that are don’t have a straight goal to have, if there where another opportunity that they will see in their way they will attempt to change their plan. Another I think those people are just relying where many people want to go , if the majority of their decision of the people they just follow it like a river flowing where as the goal people are those
people that don’t stop reaching their goal if they do not reach it. They are people who want to reach their goal one by one. And I think with the 2 kinds of people I want to be enable for me to achieve my goal I would prefer to be at the goal people because for me reaching your goal is truly a difficult task to do so you should be focus on it no other things
to mind but only how to reach that goal and after you achieve your goal that's the time that you think another goal you plan to achieve.

What should be the nature of the relationship between the business plan and the IS plan?

2009-12-06T10:37:00.000-08:00

Let us just first define the business plan and the Information System plan enable for us to understand it clearly.

Business Plan

A business plan is a formal statement of a set of business goals, the reasons why they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals.

The business goals may be defined for for-profit or for non-profit organizations. For-profit business plans typically focus on financial goals, such as profit or creation of wealth. Non-profit and government agency business plans tend to focus on organizational mission which is the basis for their governmental status or their non-profit, tax-exempt status, respectively—although non-profits may also focus on optimizing revenue. In non-profit organizations, creative tensions may develop in the effort to balance mission with "margin" (or revenue). Business plans may also target changes in perception and branding by the customer, client, tax-payer, or larger community. A business plan having changes in perception and branding as its primary goals is called a marketing plan.

Business plans are decision-making tools. There is no fixed content for a business plan. Rather the content and format of the business plan is determined by the goals and audience. A business plan should contain whatever information is needed to decide whether or not to pursue a goal.

For example, a business plan for a non-profit might discuss the fit between the business plan and the organization’s mission. Banks are quite concerned about defaults, so a business plan for a bank loan will build a convincing case for the organization’s ability to repay the loan. Venture capitalists are primarily concerned about initial investment, feasibility, and exit valuation. A business plan for a project requiring equity financing will need to explain why current resources, upcoming growth opportunities, and sustainable competitive advantage will lead to a high exit valuation.

Preparing a business plan draws on a wide range of knowledge from many different business disciplines: finance, human resource management, intellectual property management, supply chain management, operations management, and marketing, among others. It can be helpful to view the business plan as a collection of sub-plans, one for each of the main business disciplines.

"... a good business plan can help to make a good business credible, understandable, and attractive to someone who is unfamiliar with the business. Writing a good business plan can’t guarantee success, but it can go a long way toward reducing the odds of failure."

resources: http://en.wikipedia.org/wiki/Business_plan

Information System Plan

In a very broad sense, the term information system is frequently used to refer to the interaction between people, processes, data and technology. In this sense, the term is used to refer not only to the information and communication technology (ICT) an organization uses, but also to the way in which people interact with this technology in support of business processes.

Some make a clear distinction between information systems, ICT and business processes. Information systems are distinct from information technology in that an information system is typically seen as having an ICT component. Information systems are also different from business processes. Information systems help to control the performance of business processes.

Alter argues for an information system as a special type of work system. A work system is a system in which humans and/or machines perform work using resources (including ICT) to produce specific products and/or services for customers. An information system is a work system whose activities are devoted to processing (capturing, transmitting, storing, retrieving, manipulating and displaying)information.

Part of the difficulty in defining the term information system is due to vagueness in the definition of related terms such as system and information. Beynon-Davies argues for a clearer terminology based in systemics and semiotics. He defines an information system as an example of a system concerned with the manipulation of signs. An information system is a type of socio-technical system. An information system is a mediating construct between actions and technology.

As such, information systems inter-relate with data systems on the one hand and activity systems on the other. An information system is a form of communication system in which data represent and are processed as a form of social memory. An information system can also be considered a semi-formal language which supports human decision making and action.

Information systems are the primary focus of study for the information systems discipline and for organizational informatics.

resources: http://en.wikipedia.org/wiki/Information_system

Conclusion:

My conclusion about the relationship of business plan to information system plan, as what stated above the business plan is a set of goals on how they will achieve those goals while the information system plan is developing strategy and plans for aligning information system with the business strategy of an organization. The business plan is a whole plan why that company was found what was the purpose the goal of the company, another is the plan or the strategic plan of the company on how to achieve their goal while the information system plan is a tool on which it can help to achieve the goal of the company in an effective way that the company can easily identify what to do or how they will make a move to reach their goals.

ASSIGNMENT 8 (HRM)

2009-09-30T13:13:00.001-07:00

On the assumption that you heard/read the SONA of the President last month (July 2009), identify at least 3 areas related to Human Resource Mangement and explain how these areas can improve our quality of life. (2000words)

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Sona of the president - talking about Human Resource Related

1.)Microfinance

“Nakinabang ang pitong milyong entrepreneurs sa P165 billion na microfinance. Nakinabang ang 1,000 sa economic resiliency plan. Kasama natin ngayon ang isa sa kanila, si Gigi Gabiola. Dating household service worker sa Dubai, ngayon siya ay nagtatrabaho sa DOLE.”

Wow..entrepreneurs contribute a lot in our economy. The lesson that we can learn from this person Gigi Gabiola was the perseverance to achieve our goal in life, the challenge to be success in life or improve the quality of live. It is just that we should not depend on the president or in the government officials that we vote because it is our responsibility to make our goals come true. And I think the role of those who are in the positions are just to guide us on how we able to be success.

2.)Health

“Mula noong 2001, Nanawagan tayo ng mas murang gamot. Nagbebenta na tayo ng mga gamot na kalahating presyo sa libu-libong Botika ng Bayan at Botika ng Barangay sa maraming dako ng bansa. Our efforts prodded the pharmaceutical companies to come up with low-cost generics and brands like RiteMed. I supported the tough version of the House of the Cheaper Medicine Law. I supported it over the weak version of my critics. The result: the drug companies volunteered to bring down drug prices, slashing by half the prices of 16 drugs.”

A good benefit to us. Medicine are such expensive like the daily vitamins that you take. And also for the person that are sick or in ill it is such a headache in their minds. So, i say thank you for making this medicine for affordable. It just a great contribution to us people leaving in the Philippines to have a low price of medicine. Good job|!

3.)EDUCATION

“Our educational system should make the Filipino fit not just for whatever jobs happen to be on offer today, but also for whatever economic challenge life will throw in their way….”

In my opinion it is just like we are studying, getting the course that we want and it is just a useless that our course is not fit for our job. WHAT THE EIW!!....(hmnpf) but in spite of that i understand that this country the Philippines is just a low of job importunity not in the sense a very little but the government cannot support the yearly graduates of our schools. So let's just help find a way we can get jobs after we graduate so that to help our selves and also to contribute to our economy.

4.) OFW Benefits

“Meanwhile, we should make their sacrifices worthwhile. Dapat gumawa tayo ng mga mas malakas na paraan upang proteksyonan at palawak ang halaga ng kanilang pinagsikapang sweldo. That means stronger consumer protection for OFWs investing in property and products back home. Para sa kanila, pinapakilos natin ang Investors Protection Task Force….”

For this issue yeah!!I really agree for that even if my parents are not OFWs but still i really understand the sickness when far from your family the sacrifices they have made day by day, the challenges so let just respect it.
In support for this I heard in the program in the ABS-CBN in WOWOWEE.. when the players where OFWs and then when one of the players there has a great disappointment of his wife because he said in five years he worked in abroad even a single cent she did not save. Wow!!what a crap!..what a terrible wife but to criticize his wife i dont really know the reason why she did not save but the husband said that it just about the "BISYO"! toinks.. crap!!

So here are some of areas of Human Resource :

Areas in Human resource management include:

Change Management-

organizational and personal change management, process, plans, change management and business development tips

Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

See also the modern principles which underpin successful change.

For a wonderful example of managing successful ethical change in modern times, see 'Three Wins'.

Do not sell change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. When people listen to a management high-up 'selling' them a change, decent diligent folk will generally smile and appear to accede, but quietly to themselves, they're thinking, "No bloody chance mate, if you think I'm standing for that load of old bollocks you've another think coming…" (And that's just the amenable types - the other more recalcitrant types will be well on the way to making their own particular transition from gamekeepers to poachers.)

Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence.

Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change management (see Mehrabian's research on conveying meaning and understanding). Encourage your managers to communicate face-to-face with their people too if they are helping you manage an organizational change. Email and written notices are extremely weak at conveying and developing understanding.

If you think that you need to make a change quickly, probe the reasons - is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.

For complex changes, refer to the process of project management, and ensure that you augment this with consultative communications to agree and gain support for the reasons for the change. Involving and informing people also creates opportunities for others to participate in planning and implementing the changes, which lightens your burden, spreads the organizational load, and creates a sense of ownership and familiarity among the people affected.

See also the excellent free decision-making template, designed by Sharon Drew Morgen, with facilitative questions for personal and organizational innovation and change.

To understand more about people's personalities, and how different people react differently to change, see the personality styles section.

For organizational change that entails new actions, objectives and processes for a group or team of people, use workshops to achieve understanding, involvement, plans, measurable aims, actions and commitment. Encourage your management team to use workshops with their people too if they are helping you to manage the change.

You should even apply these principles to very tough change like making people redundant, closures and integrating merged or acquired organizations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people, and helping them to understand does not weaken your position - it strengthens it. Leaders who fail to consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and they will reciprocate.

Be mindful that the chief insecurity of most staff is change itself. See the process of personal change theory to see how people react to change. Senior managers and directors responsible for managing organizational change do not, as a rule, fear change - they generally thrive on it. So remember that your people do not relish change, they find it deeply disturbing and threatening. Your people's fear of change is as great as your own fear of failure.

responsibility for managing change

The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.
change must involve the people - change must not be imposed upon the people

Be wary of expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes', because this language often indicates a tendency towards imposed or enforced change (theory x), and it implies strongly that the organization believes that its people currently have the 'wrong' mindset, which is never, ever, the case. If people are not approaching their tasks or the organization effectively, then the organization has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained.

Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.

Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc. See the section on workshops on the website.

Staff surveys are a helpful way to repair damage and mistrust among staff - provided you allow allow people to complete them anonymously, and provided you publish and act on the findings.

Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work.

You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization.

The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.

change management principles

1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).
2. Understand where you/the organisation is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for having got there.
4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.

Executive recruiters -

Management Recruiting Today

Historically, management recruiting was a very personal professional. The management headhunters and recruiters cultivated direct, personal relationships with Business owners, managers of recruiting firms, and the like. At the same time, executive recruiters maintained a list of clients who were interested in finding gainful and satisfying employment in one professional field of another. With the advent of high-tech advances in communications, management headhunters have had to adapt and change in order to provide optimum Service to their clientele. In no small way, gone are the days where the fostering of personal relationships was of primary concern. And, presently, enter the day of high-tech communication and the Internet.
How an Executive Recruiter Stays in the Game

As mentioned at the start of this article, executive recruiters must be well versed in the latest technology if they want to continue to play a significant part in the field of employment placement and related endeavors. In the 21st century marketplace, with the use of high-tech Communication via the World Wide Web and similar venues, it is very easy for employers to make direct contact with potential employees thereby effectively freezing out the recruiters who are looking for management positions all together. Therefore, the most successful executive recruiters, search firms and Recruiting services are taking consistent and determined steps to maintain access to the most current forms of technology. By doing so, a search firm, recruiting firm or management executive recruiter will be able to continue to serve as a vital link between an employer and a prospective employee.
Internet Resources: The Online Directory of Executive Recruiters

Fortunately, there are an abundant number of Internet resources available to today's executive recruiter. Chief amongst these are online directories of various sorts and varieties. These online directories can assist management headhunters, recruiting firms, executive search firms and the like in obtaining information and services relevant to their particular pursuits. For example, pharmaceutical executive recruiters and management executive recruiter specializing in placing health care related professionals can draw upon a whole host of online directories and directory services that provide information on employment and hiring resources in the mammoth pharmaceutical industry. There are a significant number of specialty online directories that can readily serve and service the needs of head hunters and others in the employment and job placement industry. Examples of these types of information resources include different versions of the directory of executive recruiters and the more general recruiter directory.

sources: http://www.businessballs.com/changemanagement.htm
http://www.onlinerecruitersdirectory.com/executive-recruiters.html

ASSIGNMENT 7 (HRM)

2009-09-30T13:12:00.001-07:00

"Human beings are the most important, potent and critical, resource of any organization, and yet the least understood and the worst managed of its resources" (1500words)

Wow..I think this is a great reflection to make and a very critical to think with this topic.

So to begin with,First I'll discuss it one by one to make it clear and at the bottom is my outline on how i discuss the subtopics.

*Why Humans are the most important in an organization?
*Why Humans are the most critical in an organization?
*why Humans are the most resource in an organization?
*Why Humans are least understood in an organization?
*Why Humans are the worst to manage of its resources in an organization?

Why Humans are the most important in an organization?

As a Human Resources professional, I like to explain this importance in car terms so that it's simple for anyone to understand.

The board of directors or senior managers make descisions about where they want the car (or organisation) to head, and how they would like this to happen (timeframes, route etc.).

The staff are the tyres and pistons - the working parts, and just like a car, the organisation goes nowhere if these parts are not oiled correctly.

In any organisation HRM works between staff and management to reach common goals and achieve a good workplace environment and an instant increase in producativity.

Of course this will only occur in organisations who's HR branch are given powers beyond payroll, like planning and consultitive arrangements.

Why Humans are the most critical in an organization?

Employee engagement is a critical issue for organizations today. It was identified as the number one strategy that organizations are pursuing in 2009, according to Aberdeen’s report The 2009 HR Executive’s Agenda. In addition, Aberdeen’s January 2009 study, Fully On-Board, found that Best-in-Class organizations are overwhelmingly focusing onboarding processes on engaging new employees and assimilating them into the organization's cultural and social fabric.

Aberdeen’s latest research, Beyond Satisfaction: Engaging Employees to Retain Customers, looks at how organizations are addressing engagement issues, and describes how Best-in-Class companies are achieving impressive results.

* 82% of Best-in-Class organizations attribute changes in profitability and/or revenue DIRECTLY to employee engagement initiatives and more than twice as likely as all others to validate that impact through data
* Best-in-Class organizations are 33% more likely to provide engagement training and tools to their managers than all other organizations
* Best-in-Class companies are also seeing a 22% year-over-year improvement in customer satisfaction / loyalty and a 21% year-over-year improvement in turnover / retention

To create an engaging environment, organizations must understand how to engage individuals with the overarching goals of the organization - not just create an environment where employees feel satisfied that their personal needs are being met. In fact, this linkage to activities that delver business results is what differentiates employee engagement from employee satisfaction. Satisfaction could indicate that an individual is happy their paycheck comes on time, or that their schedule doesn't interfere with their weekend plans. It doesn't necessarily reflect any connection with the priorities of the organization. To achieve this alignment, employee engagement efforts must be managed and measured in terms of business impact, and organizations must create an engagement mindset among all leaders and managers.

http://research.aberdeen.com/index.php/analyst-insight/86-human-capital-management-insights/754-employee-engagement-is-critical-for-organizations-today-

why Humans are the most resource in an organization?

How Human Resources can Resource Humans.

Despite our best intentions so much of what we practice in Human Resources, including training and development, does little more than reinforce that the organisation views its people as resources first and humans a distant second. Humans are analyzed, measured and evaluated as a resource, rather than as human beings with lives personalities, wants, desires and feelings.

We regularly talk of our people as categories ' the sales people' or 'Our middle managers' or we talk of them in terms of numbers and statistics, ' 45% of our people are engaged with their work.' "We now have a staff moral average of 83%'. We measure and review our people as averages, on everything from the levels of engagement and moral, through analysis of learning needs, to tracking our staff turnover figures, as percentages of the whole.

These numbers and averages are, of course, useful in terms of identifying trends that are emerging or transpiring within our business. However, the danger is that by placing too much emphasis (and faith) in the averages and percentages we inadvertently begin to think of and treat our people as EVERBODY rather than SOMEBODY! The down side of focusing too extensively on averages is that we can easily misinterpret the reality of the situation. People do not experience averages, they experience specifics and extremes and variances!
People experience specifics rather than averages because of course, we are all unique with unique perspectives and experiences, even in a common environment. However even though we all know and readily accept that we are all different it seems repeatedly in HR and training we do not necessarily act accordingly. We seem to regularly forget ( or are forced by circumstances and time restrictions) that what we are really talking about are individuals with specific needs desires and wants.
Even such current and popular frames of references as the emphasis on understanding the Generation Y phenomenon, tends to ensure companies begin to fall into the trap of generalizing the individuality and uniqueness out of the way they view and relate to people.

When Human Resources get too caught up with the numbers and averages we live up to our name as viewing people as resources by balancing our approach we can invert this phenomenon and begin to dedicate ourselves to Resourcing Humans. After fifteen years of working with people and organisations as corporate anthropologists we have found that organisations that engage and retain their people with the least amount of cost are more focused on resourcing their humans than treating them as human resources. So what's an alternative?
Well one approach that definitely works and has numerous merits is working with values. Using a comprehensive values approach organisations can support themselves and their people to identify and work with the specific values of individuals in an effort to align them with peoples work roles the company values and even the company strategy and culture.
Research of over ten thousand personal values inventories (drawing from the globally validated pool of 128 human values) for people in organisations, in Australia and New Zealand demonstrates that no two people have ever had an identical set of values. We define person's values as their preferences multiplied by the priority they place on each preference. When a person has clarified their preferences and the priority associated with each preference they create for themselves a personal values hierarchy.
When companies understand that each and every one of us are driven by and motivated from own unique personal values hierarchy then they are able to immediately create a language and process for supporting humans to become acknowledged as a SOMEBODY distinct and separate from others.
Organisations that support their people to clarify their own personal values and then work to align those values with their work role benefit enormously. The people feel that the organisation is acknowledging and celebrating their individuality and uniqueness.

Values alignment to a work role is also the key to supporting your people to establish in very specific and personal terms what is making work meaningful for them. It identifies what specifically is driving their motivation to work, perform and even excel, all of which is unlikely to emerge from averages…It will also make sure that learning and development can be focused on skills rather than trying to cover up issues of personal alignment and mismatched priorities.

Insights and understanding of people personal values in alignment to their chosen work results in increased engagement and the unleashing of discretionary effort. Discretionary effort, in turn has a direct impact on people work performance and their decision to stay in a role (retention).

For a simple quick and effective way of enhancing your HR approach to resource humans then supporting your people to clarify their personal values and align them to their role will take you and them a long way down this path.

http://www.evancarmichael.com/Human-Resources/818/How-Human-Resources-can-Resource-Humans.html

Why Humans are least understood in an organization?
because of:
Competence is shown in action in a situation in a context that might be different the next time you have to act. In emergency contexts, competent people will react to the situation following behaviors they have previously found to succeed, hopefully to good effect. To be competent you need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competence grows through experience and the extent of an individual to learn and adapt. However, there has been much discussion among academics about the issue of definitions. The concept of competence has different meanings, and continues to remain one of the most diffuse terms in the management development sector, and the organizational and occupational literature (Collin, 1989).

http://en.wikipedia.org/wiki/Competence_(human_resources)

Why Humans are the worst to manage of its resources in an organization?

EMPLOYEE TRUST – WHAT TO DO WHEN YOU FEAR THE WORST

Have you ever asked yourself; “Is this employee being upfront and honest with me?” We may have a gut feeling or something maybe does not size up, yet we have no concrete evidence of deceit. This is a difficult situation as the repercussions of falsely accusing an employee may hinder a future of trust.

It seems sometimes as managers of employees that we have to cultivate a sixth sense in order to know what is happening behind the scenes with certain individuals or groups of individuals within our organizations. And for those of us who have that sixth sense….it can be a benefit and a curse. The benefit being that we can sense an issue and hopefully prevent it from growing into a problem. The curse is that we can sense a problem and then we have to deal with it. And if we don’t act on that sense and deal with it, we kick ourselves later!

Experience typically shows that it is not advisable to ignore our sixth sense. When we ignore our senses or question our feelings, the doubt sets in and then we question our own abilities to know when something is not correct. This almost always backfires.

So what to do. First I will share what not to do. And that, my friend, is to not ignore the problem. Begin documentation. Not later, NOW. A sense of something not being quite right can come and go and be easily forgotten. Example: You discover an employee has not been completing assignments as expected. You think about this discovery and you recall a sense of this a while back ….and maybe more than one time. Darn it, why didn’t you act on it at that moment? Perhaps you could have resolved this situation before it became a problem.

More of what to do. Step back. What if you would have documented this situation the moment you felt that gut reaction. A suggestion would be to have a private file on our PC or better yet a handy notebook (yes people still use these). Keep a notebook that is easy to get to. Jot down occurrences on scrap paper and move that information to the PC file or notebook. We must bring ourselves to be in the habit of noting things as they happen.

Now you can take action. When confronting an employee, one of the most important rules to follow is to focus on facts. A good measure to determine between what is truly factual and what is not is to ask yourself if the “fact” can be argued. If it can be argued, it is not a fact. Facts make for easier and honest communications. Facts will support you well in court. Example of a non-factual confrontation: “Joe, you are constantly coming into work late and signing in that you are arriving on time.” Example of a factual approach: “Joe, over the last 4 weeks I personally witnessed you arriving 15-20 minutes late on 4 occasions. These occurrences were on each of the last 4 Mondays. When I reviewed your timecard it shows that you are arriving on time.”

There are some efforts that we can take to decrease these types of occurrences. This includes taking some time to observe our employees’ behaviors more often. Spend time around them and listen; listen well. Sometimes by just taking the time to truly hear our employees we will prevent the bitterness that is often the result of dishonest behavior or even retaliation. As a next step we may choose to learn more about our employees’ needs. This can come in the form of simply asking, performing an employee survey or forming task groups to identify issues within our organization. Perhaps we will discover that training is needed. In some cases when employees are more confident in their work performance they will be less likely to act out or be dishonest. Assure that there is a real sense of the ability to openly communicate within our organizations. These are ideas that can work well in any size organization and across all industries.

It comes more naturally to some, but learn to listen to that sixth sense. Our senses grow as a result of years of various types of life and work experiences. Our instincts are a highly valuable resource right up there with our degree, diploma, and work experience and work history. Arguably they may be worth much more. By learning to trust our senses and value what we have learned, we will support ourselves and our organizations by utilizing all of the skills we have to offer.

http://www.evancarmichael.com/Human-Resources/3504/EMPLOYEE-TRUST--WHAT-TO-DO-WHEN-YOU-FEAR-THE-WORST.html

ASSIGNMENT 6 (HRM)

2009-09-30T11:42:00.001-07:00

What do you think will the 21st -century corporations look like? (1000words)

The 21st Century Corporations

What does the 21st century learning look like?

‘Globalisation and technological change are placing greater demands on education and skill development in Australia and the nature of jobs available to young Australians is changing faster than ever. Skilled jobs now dominate jobs growth and people with university or vocational education and training qualifications fare much better in the employment market than early school leavers.’

A new environment of schooling has been emerging over the last decade of the 20th century and it has been accelerating in the 21st century, stimulated by a new economy, new technologies and new understanding about learning. In today’s interconnected, technology driven world, learning typically takes place in physical, virtual and remote places. It’s now more important than ever that learning environments make the paradigm shift towards 21st century education.

Using technology alone may lead to high-tech lectures or technically proficient students, but that falls short of what 21st century learning is all about. This seminar will identify what are the key factors that make 21st century learning one that engages and motivates the learner and educator.

How should education be shaped to meet the needs a 21st century learning models? What do educators need to do to be prepared for 21st century teaching? What are the common issues and visions?

This seminar will feature leading technology companies showcasing their vision of 21st century learning environments and how they are being adapted into the education system across all sectors.

resources: http://www.educationau.edu.au/jahia/Jahia/pid/819

What Does a 21st Century L&D Department Look Like?

A month ago, on April 21, Jay Cross at learntrends co-ordinated a round-the-globe series of online conversations on how learning can impact performance in organisations. Starting on the US West Coast and ending somewhere east of New Zealand, these virtual conversations opened up a whole Pandora’s Box of issues around the challenges and opportunities that learning & development faces if it is to really have an impact of organisational effectiveness.

Jay’s reflections on the event are worth reading.

NEW ROLES FOR LEARNING PROFESSIONALS

Ellen Wagner, Curt Bonk and I spent our 30 minutes facilitating a discussion on the topic of ‘New Roles for Learning Professionals’. Going back through my notes and the archive of the (very animated) chat/discussion that took place, some clear threads emerged on the types of capabilities that a 21st century L&D department need to have.

Here are some of the core capabilities identified:

1. consulting / coaching acumen (as well as learning acumen) that is focused on performance problems and outcomes. The ability to engage with senior (and not-so-senior) line managers to identify the root cause of performance problems, and not simply focus on learning.

2. the ability to ‘speak business’. An understanding of business goals is the ‘so what’ in learning. Everyone in L&D should be able to read and draw conclusions from a balance sheet and P&L account and understand the business drivers that line managers are focused on.

3. a good grasp of technology – across-the-board - but especially emerging technologies, and how they can fit into learning solutions

4. adult learning – an understanding of how adults learn in the workplace, and ‘what works’ in organisational learning.

Along with these, another set of attributes such as: ‘empathy, ’ listening’, ‘tolerance for ambiguity’, ‘basic communication ability’ were identified as essential by participants.

Harold Jarache also made the important point that ‘attitude trumps skills’ for a learning professional. We’ve known that in a more general sense for years – many of us have used the axiom ‘hire for attitude’ when we’re recruiting. I certainly have found it has served me well. I can’t think of any situation where I’ve hired on the basis of attitude where I would have done otherwise in retrospect.

INNOVATION – THE OXYGEN OF L&D

One one other vital high-level capability every L&D practitioner needs to have in spades is the ability and, even more importantly the desire, to innovate. Innovation in designing new approaches and solutions to solve performance problems is the oxygen for L&D. It’s not vitally important whether the innovation involves technology or not – although technology does offer some huge opportunities for solving business problems and we’re just plain stupid if we ignore them – but an L&D department that fails to demonstrate that it continues to be innovative is one that’s quickly becoming irrelevant as a strategic business tool. Such L&D departments deserve to have their funding redirected elsewhere.

resources: http://charles-jennings.blogspot.com/2009/05/what-does-21st-century-l-department.html

Can the 21st century corporation remain secure

Introduction

Texas at risk tomorrow?

21st century companies have no choice but to use technology to connect to the outside world - to communicate with customers, suppliers, partners, and their own employees. Unfortunately with that interconnection comes a range of new security issues.

Briefing reporters in Japan at the end of last year, Donald Rumsfeld referred specifically to the growing threat of "cyber attacks" 13 . These - best defined as viruses and hacking-attacks - are now causing high levels of concern amongst business leaders, with 60 per cent worried that they are at risk 14 .

Experts agree that, at the moment, most cyber-crime results from the intellectual motives of "super-kid" hackers, and very little relates to commercial crime or terrorism 15 . But it is expected that could change.

Terrorist technological capability is widely assumed by intelligence experts and the scope for terrorist abuse is increasingly recognised.

Could it happen in Texas? The government, at least, seems to think so. Last year, the Texas Department of Information Resources successfully carried out one of the first state-wide cyber attack simulations, in preparation for the possibility that terrorists could sabotage critical government computer systems 16 .

It's a threat which businesses need to take increasingly seriously too. For example, most oil and gas companies use process control software which, as many of you know, controls safety valves and with which a hacker could wreak havoc.

From a business perspective, the indirect risks are perhaps of just as great importance: loss of customers, and damage to the corporate brand and reputation if such an attack becomes public news.

Texas-targeted risk solutions

But enough of the threats. What can Texas do to manage its risks better?

The good news is that awareness amongst companies both around the world and here in Texas has improved significantly since 9/11. But there is much that remains to be done.

Contingency planning

First, let me start with contingency planning. Any underwriter will tell you that preparedness is key. Yet you may be surprised to know that many businesses actually aren't ready to face disaster when it strikes.

In one recent survey, almost 40 per cent of Western companies admitted that they do not have adequate plans in place to protect against terrorist attacks 17 .

The same is true of cyber-risk. A third of organisations admit that they cannot tell whether their systems are under attack, and believe that their ability to respond to incidents is inadequate 18 .

Some think that contingency planning is too expensive, but in fact the most important steps for surviving a crisis often cost little. Being unprepared can be the most expensive strategy of all. Careful thought and enough time are the important factors. But it is clear that companies must invest more - as much in terms of time as money - in contingency planning, to better prepare themselves against the broadest spectrum of risks which we all fear.

Improved security

Improved security is another step which companies can take relatively easily, but which can make all the difference, according to the experts in our market.

One of the first acts of US Congress back in 1790 was to launch ten cutters to patrol the eastern seaboard and guard major ports from illegal trade and smuggling: this was the foundation of the United States Coast Guard 19 . Moving forward 200 years, that challenge has changed.

In December last year, the Department of Homeland security announced that almost 32 million dollars would go towards improving defences along the Texan coast - with the Port of Houston Authority receiving the largest grant 20 .It's all part of a co-ordinated strategy which, to insurers, seems like a very sound strategy.

But there is no room for complacency. Further investment, even closer co-operation between government departments here as well as internationally, and plugging any gaps in federal law, are all vital.

All business leaders have a role to play too. Many companies have improved their security measures since 9/11, but there is little consistency and standards vary greatly. So where are the weak links? Our underwriters talk about perimeter control, checking of ID, close circuit TV monitoring, and a greater presence of security personnel as the main examples.

In order to improve security, companies will need to allocate funding, educate employees, and work better together with their industry peers to share information and develop solutions across their own corporate boundaries.

Sometimes people fear that additional security just leads to more red tape. But only 16 per cent of global companies feel that security measures introduced since 9/11 have had a negative impact on their business. Even better, over half believe that they have actually helped them to deliver their business goals 21 . It's an investment, and a change of culture, that's clearly worth making.

Greater consideration of insurance

Third, Texas businesses should consider insurance very carefully. The insurance markets learnt the hard way, following the Twin Towers disaster, that terrorism is a risk which needs to be separately priced - and priced at a level commensurate with the risk.

However, many companies are currently not buying coverage. Maybe they feel removed from the risk. Maybe they feel unable to bear the cost, or have still not got used to the idea of having to pay for it 22 .

A new survey by Marsh, a leading insurance broker who works closely with the Lloyd's market, shows that 46 per cent of US companies are buying terrorism cover 23 . The good news is that's nearly double the number buying it this time last year, but the bad news is that over half of corporations remain uninsured - and smaller companies in particular are much less likely to have insurance in place.

Amazingly, and this has particular resonance for Houston, energy companies are the least likely to buy terrorism insurance. Only 18 per cent of energy companies surveyed said they had coverage in place - compared to around 70 per cent of public entities and real estate companies.

The range of risks which terrorism brings is also expanding. Take 9/11, where some 25 per cent of the total 40 billion dollar loss related to business interruption 24 . In today's business environment, the impact of a business temporarily ceasing operation in one location can often be felt right across the world. And in a society where litigation is such a preoccupation, some companies are increasingly concerned about the liabilities they could face in the event of a terrorist attack, and we are seeing emergence of a new terrorism liability market to cover these risks. The hotel industry protecting its guests is one example, but pollution liability following terrorism is another - and so it is as relevant an issue for oil installations as for hotels. Of course, developing innovative solutions for new, complex and difficult risks has always been an area where the Lloyd's market excels, and Lloyd's is a leader in these fields.

Closer attention to risk management by the board

Finally, however, insurance is only part of the solution. In the end, closer attention to risk management is critical. Companies need to recognise that the risk environment has changed, and they cannot rely on 20th century management techniques to solve 21st century problems.

The whole area of cyber risk is one where the insurance market can and does offer solutions, but any insurer will look very closely at the risk management procedures in place before offering coverage. As one Lloyd's expert involved in this field puts it, if best practice is in place it mitigates the risk in 90 per cent of cases 25 .

Whether it's a question of more insurance; or using risk experts to help your business manage security, today's risks no longer fit into easy categories, and in the wake of Sarbanes-Oxley, responsibility for decision making on corporate risk lies in the boardroom.

We seem slow to learn the lesson. Although attitudes towards risk management are changing, it appears that much of the impetus for change is coming from regulatory pressures - rather than being a commercial motivation to manage risk better 26 . A culture of risk awareness has yet to emerge in the boardroom it seems - in only 31 per cent of corporations do all major decisions involve interaction with the risk management team.

resources:http://www.lloyds.com/News_Centre/Speeches/Can_the_21st_century_corporation_remain_secure_Lord_Levene_Chairman.htm

Conclusion:

My conclusion about this 21'st century look like is just this is the beginning of extreme high-tech, fast emerging technologies and we can't stop it because everything in this world is changing. Because of this i think there are only two faces that the 21st century corporations experiencing first is the advantages of this wonderful new discoveries of technologies and the second is the abusing of this technology and use this technologies to their own benefits like being selfish,terrorist(hacking) and thats very dangerous.

ASSIGNMENT 5 (HRM)

2009-09-30T11:40:00.000-07:00

Visit and identify a company website that has undergone HR downsizing. Identify the cause of downsizing and describe its processes.

So first let's just give some meaning to those words that I am not familiar.(hehehe)

WHAT IS DOWNSIZING?

MEANING:

Downsizing is the ‘conscious use of permanent personnel reductions in an attempt to improve efficiency and/or effectiveness’ (Budros 1999, p. 70). Since the 1980s, downsizing has gained strategic legitimacy. Indeed, recent research on downsizing in the US (Baumol et al. 2003, see also the American Management Association annual surveys since 1990), UK (Sahdev et al. 1999; Chorely 2002; Mason 2002; Rogers 2002), and Japan (Mroczkowski and Hanaoka 1997; Ahmakjian and Robinson 2001) suggests that downsizing is being regarded by management as one of the preferred routes to turning around declining organisations, cutting cost and improving organisational performance (Mellahi and Wilkinson 2004 )most often as a cost-cutting measure.

resources: http://en.wikipedia.org/wiki/Layoff

Overview: This overview focuses both on downsizing in the narrow sense (workforce reduction) and on related, generally broader or more fundamental strategies such as rightsizing and rethinking. The document defines key terms, discusses why downsizing is important, highlights implementation approaches, tools, and results and lessons, and suggests next generation issues. It includes a selected, annotated bibliography; examples of experts and resources in downsizing; and illustrative examples of the various approaches (e.g, downsizing, rightsizing, rethinking). Because most lessons of experience suggest that workforce reductions are rarely effective undertaken in isolation (i.e., downsizing for the sake of downsizing is increasingly regarded as a highly ineffective strategy), the overview attempts to weave together themes pertinent to downsizing, to rightsizing, and to some extent to rethinking.

resources: http://jobfunctions.bnet.com/abstract.aspx?docid=60772&tag=content;col1

WHY DO FIRM DOWNSIZE?

*Reduce Costs
*Reduce layers of management to increase decision making speed and get closer to the customer.
*Sharpen focuses on more competencies of the firm and outsource peripheral activities.
*Generate positive reactions from shareholders in order to improve valuation of stock price.
*Increase Productivity.

Effects to downsize: Overall

*Mixed effects on firms performance; some cause short savings, but long term profitability and valuation not strongly affected.
*Firm's reputation as good employers suffers.
Ex. Apple computer reputation as good employer declined after several layoffs in 1990's.
*Downsizing rethinking of employment strategy. Lifelong policies not credible after downsizing.
Ex. IBM abandoned lifelo9ng policy after several layoffs in early 1990's.

Effects to downsize: Employees Morale

*Employee motivation disrupted: increase in political behaviors,anger, fear - which is likely to negatively impact quality of customer service.
*Violation of psychological contract,leads to cynicism, lowered work commitment, fewer random acts of good will.
*survivors experience more stress due to longer work hours with the re-deisgn jobs, and increased uncertainely regarding future downsizing.

Effects to downsize: Workforce Quality

*Many senior employees leave due to application of early retirement incentives: result is loss of institutional memory.
*The use of the voluntary workforce reductions (buyouts) results in the most marketable employees leaving (stars)-- difficult to control since all the employees must be legally eligible to qualify.
*Early retirements & voluntary reduction often result in too many people quitting and some are hired back as consultants at higher cost to firm.

Downsizing Effects

Downsizing works best when:

*Changes in strategy,Organization structure and culture accompany job cuts of downsizing.
*Weak business units and plant closures are used as basis of reductions, rather than across the board cuts affecting all the units (including healthy one).

Downsizing

Critical Thinking Questions:

1. Which is better criteria to use as the basis for downsizing employees: seniority or performance?

- for me, it is the performance. Because dealing with a company is not a joke business it is very real and there are lots sacrifices of what you have. In order to run a company it should deal with the "performance."

2. Should employers give future notice to downsized employees, or to tell them on the they they are expected to leave the firm ?

- o,yes!It should be so that the employee can get ready to search for another jobs.

3.Separation pay is voluntary. What benefits do firms gets when they give separation pay to employees in downsizing?

- ***

4. Is there a set of best practices to let an employee know he/she been downsized?

- If there, well i think it's a challenge to him/her to work better.

5. Under what circumstances might company's managers prefer to use layoffs instead of early retirements or voluntary severance plans as the way to downsized the workforce?

- ***

resources: http://www.authorstream.com/presentation/edwinlee-111819-downsizing-hr-business-finance-ppt-powerpoint/

Example of company undergone hr downsizing:

History Progress

1890s–1937-Early Ambitions

A merger of three 19th-century companies—the Tabulating Machine Company, the International Time Recording Company and the Computing Scale Company of America—creates the Computing-Tabulating-Recording Company (CTR) on June 16, 1911. CTR is the precursor to IBM. Thomas J. Watson Sr. joins CTR in 1914 and over the next two decades transforms it into a growing leader of innovation and technology and a prototype for the newly emergent multinational corporation. This shift is signaled in 1924, when the company’s name changes to International Business Machines Corporation (IBM). From the beginning, IBM defines itself not by strategies or products—which range from commercial scales to punch card tabulators—but by forward-thinking culture and management practices grounded in core values. By adhering to its vision and values throughout the Depression—providing continued employment, even adding engineers and other staff in order to sustain its production output—IBM is able to play a pivotal role in enabling the U.S. government’s Social Security Act of 1935, “the biggest accounting operation of all time.”

1938–1951-Growing Influence

Although international commerce is brought to a halt by the Second World War, IBM expands its manufacturing capacity to meet wartime demands—adding to its Endicott, New York plant, and opening new facilities in Poughkeepsie, New York, Washington, D.C., and San Jose, California. Following the war, the company accelerates its international growth, and in 1949, it forms the World Trade Corporation to manage its foreign operations. In the span of two decades, the new organization will generate more than half of IBM’s bottom line. Business innovation works hand in hand with social innovation during this period, as IBM promotes diversity and corporate philanthropy in its policies. The company begins to focus on opportunities for women, minorities and the disabled—years before such considerations would become the norm.

1952–1963-Foundations of Modern Computing

The ascension of Thomas J. Watson Jr. to IBM’s presidency in 1952 marks the beginning of the company’s transition to a modern corporation. During the first decade of his tenure, Watson Jr.—later labeled by Fortune as the “most successful capitalist who ever lived”—begins to transform IBM from a leading industry player into a business behemoth that spans the globe. He refocuses IBM toward the development and commercialization of electronic computer technologies, creates and institutionalizes professional corporate management practices, and codifies unwritten IBM philosophy and behaviors into formal policies and programs. These technological, business and social innovations propel IBM into the 1960s as the world’s leading high-technology firm.

1964–1970-The 360 Revolution

In the early 1960s, IBM sees its marketplace lead threatened by a series of worthy challengers. In a bold business move—Thomas J. Watson Jr.’s legendary “bet the company” decision—IBM develops the revolutionary System/360™ family of mainframe computers. Sparked in part by the triumph of the System/360, IBM experiences a nearly fivefold increase in revenues and earnings over the course of the decade. The organization wears its mantle of success well, adopting a host of progressive new employee and social programs that make it one of the world’s most admired companies. If IBM ended the 1950s as a technology leader, it ends the 1960s as a global business icon.

1971–1992-Computing Gets Personal

Building on its success in the 1960s, IBM solidifies its position as the IT industry’s—and the business world’s—most profitable, admired and iconic corporation, and continues to develop innovative new products throughout the 1970s. From the magnetic-stripe technology used on credit cards, to floppy disks, to the Consumer Transaction Facility (an early form of today’s ATM), IBM’s ingenuity is felt everywhere. As a new era of computing begins to take hold in the 1980s, the company creates standards that legitimize the PC, turning it from a hobbyist device into an indispensable tool of modern life—in homes, businesses and schools around the world. The company also continues to push the boundaries of scientific discovery, with five IBM researchers sharing three Nobel Prizes in Physics. However, despite its depth and breadth of innovation, by the late 1980s IBM finds itself thrown into turmoil by the very revolutions it helped launch—initiating a downturn and period of unrest for the company that will persist into the following decade.

1993–2002-The Birth of e-business

Entering the 1990s, IBM confronts its most significant strategic challenges since the Depression and successfully undertakes one of the great turnarounds in business history. It moves into major new growth businesses, principally services and software, and embraces open standards for computing. The company also fundamentally reshapes its culture to refocus on clients and to be more agile, responsive and collaborative. This transformation coincides with the advent of the Internet, and IBM is a pioneer in helping clients capitalize on the new possibilities of global networked computing and business—what it dubs “e-business.” As the 20th century comes to a close, IBM stands, once again, at the forefront of global technology and business.

resources: http://www-03.ibm.com/ibm/history/interactive/index.html

ASSIGNMENT 9

2009-09-30T11:34:00.000-07:00

Identify an information environment of your choice and write an essay to address the following questions: (3000 words)

• What should be your role within this environment?

For me my role with this issue is because I am an IT student well i just use this to spreed out this news in the net even this is very known in the internet.

• How can the principles of information organization and representation help you in performing this role?

As for this joining some forums in the net that they can give us new knowledge to solve this kind of problem.

• What are the challenges facing you in performing the role? How will you address these challenges?

Well, enable to pursue this kind of role one of the challenges is the soul of pursuing this role. I know this is a hard to meet but reading in formations like this is actually is a quiet interesting for me, and even in the my daily doings i contributed this news to persons who don't know the roots of this problems like the issue of stopping of using fossil fuel to minimize the global warming. Well, I'm proud to say that i did this i remember when i tell some of my cousins about of this issue i they know about this so that what i really want to do to read some new articles and to spreed out this news to the people so that if we are able to do this all in the world i think and probably we can see some solutions to this problem starting at our self.

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ISSUE: World Leaders Agree to End Fossil-Fuel Subsidies to Slow Global Warming

At the Group of 20 (G20) meeting in Pittsburgh last week, the world's largest economies agreed to end subsidies for oil, coal and other fossil fuels that produce greenhouse gases and contribute to global warming, but failed to move ahead on offering financial aid to developing countries that are already feeling the effects of climate change.

The $300 billion spent every year on subsidies worldwide actually accelerates global warming by keeping prices artificially low and increasing demand for fossil fuels. Phasing out the subsidies between now and 2020, as the G20 nations intend, would decrease global greenhouse gas emissions 10 percent by 2050.

By punting temporarily on providing "climate change" money to poor countries, the G20 leaders renewed concerns that they may lack the commitment to achieve a meaningful international pact to slow global warming when they meet with other nations at the United Nations Copenhagen climate conference in December. Yet, in a joint statement, the G20 leaders pledged to increase their efforts to reach an agreement this year. They also asked their finance ministers to develop a variety of climate-related financial aid strategies for them to consider at their next meeting.

What Causes the Greenhouse Effect?

Life on earth depends on energy from the sun. About 30 percent of the sunlight that beams toward Earth is deflected by the outer atmosphere and scattered back into space. The rest reaches the planet’s surface and is reflected upward again as a type of slow-moving energy called infrared radiation.

As it rises, infrared radiation is absorbed by “greenhouse gases” such as water vapor, carbon dioxide, ozone and methane, which slows its escape from the atmosphere.

Although greenhouse gases make up only about 1 percent of the Earth’s atmosphere, they regulate our climate by trapping heat and holding it in a kind of warm-air blanket that surrounds the planet.

This phenomenon is what scientists call the "greenhouse effect." Without it, scientists estimate that the average temperature on Earth would be colder by approximately 30 degrees Celsius (54 degrees Fahrenheit), far too cold to sustain our current ecosystem.

How Do Humans Contribute to the Greenhouse Effect?
While the greenhouse effect is an essential environmental prerequisite for life on Earth, there really can be too much of a good thing.

The problems begin when human activities distort and accelerate the natural process by creating more greenhouse gases in the atmosphere than are necessary to warm the planet to an ideal temperature.

* Burning natural gas, coal and oil —including gasoline for automobile engines—raises the level of carbon dioxide in the atmosphere.

* Some farming practices and land-use changes increase the levels of methane and nitrous oxide.

* Many factories produce long-lasting industrial gases that do not occur naturally, yet contribute significantly to the enhanced greenhouse effect and “global warming” that is currently under way.

* Deforestation also contributes to global warming. Trees use carbon dioxide and give off oxygen in its place, which helps to create the optimal balance of gases in the atmosphere. As more forests are logged for timber or cut down to make way for farming, however, there are fewer trees to perform this critical function.

* Population growth is another factor in global warming, because as more people use fossil fuels for heat, transportation and manufacturing the level of greenhouse gases continues to increase. As more farming occurs to feed millions of new people, more greenhouse gases enter the atmosphere.

Ultimately, more greenhouse gases means more infrared radiation trapped and held, which gradually increases the temperature of the Earth’s surface and the air in the lower atmosphere.

The Average Global Temperature is Increasing Quickly
Today, the increase in the Earth’s temperature is increasing with unprecedented speed. To understand just how quickly global warming is accelerating, consider this:

During the entire 20th century, the average global temperature increased by about 0.6 degrees Celsius (slightly more than 1 degree Fahrenheit).

Using computer climate models, scientists estimate that by the year 2100 the average global temperature will increase by 1.4 degrees to 5.8 degrees Celsius (approximately 2.5 degrees to 10.5 degrees Fahrenheit).

Not All Scientists Agree
While the majority of mainstream scientists agree that global warming is a serious problem that is growing steadily worse, there are some who disagree. John Christy, a professor and director of the Earth System Science Center at the University of Alabama in Huntsville is a respected climatologist who argues that global warming isn’t worth worrying about.

Christy reached that opinion after analyzing millions of measurements from weather satellites in an effort to find a global temperature trend. He found no sign of global warming in the satellite data, and now believes that predictions of global warming by as much as 10 degrees Fahrenheit by the end of the 21st century are incorrect.

What Causes Global Warming?

What is really causing the global warming and rapid climate change we're beginning to see worldwide?

Global Warming is Unstoppable and Humans are to Blame, says UN Report

On Friday, February 2, 2007, the United Nations’ Intergovernmental Panel on Climate Change (IPCC)—the leading international group of climate scientists—published a 20-page summary of a much longer scientific report, The Physical Basis of Climate Change [pdf], which confirms global warming is now “unequivocal” and states with more than 90 percent certainty that human activity “very likely” has been the primary cause of rising temperatures worldwide since 1950.

The report summary also says that global warming is likely to continue for centuries, and that it is already too late to stop some of the serious consequences it will bring—even if mankind could somehow hold the line on greenhouse gas emissions worldwide starting today.

Despite those grim conclusions, however, the report does say that there is still time to slow global warming and to lessen many of its most severe consequences if we act quickly. At the same time, the IPCC report avoids prescribing specific strategies, leaving that to policymakers worldwide, the audience for which the report summary was prepared.

This article answers some of the most common questions about the IPCC report and its predictions for the future of our planet.

Q: What are the expected consequences of global warming based on the summary of the fourth IPCC assessment of climate change science?

A: Global temperatures are expected to increase 3.5 to 8 degrees Fahrenheit by 2050, and there is a 1-in-10 chance that the increase could be far worse, a risk that many experts believe is too great to ignore.

Rising temperatures will alter global weather patterns that have a direct effect on water supplies and agriculture. Deserts will expand, the frequency and severity of droughts and deadly heat waves will increase, and snow will disappear in most areas—except on the very highest mountain peaks.

Sea levels worldwide are expected to rise between 7 and 23 inches by 2100, and will continue to rise for at least the next 1,000 years.

Fierce storms, such as hurricanes, will become more frequent and more floods will occur, due to rising sea levels and heavier rainfall in some areas.

Continuing global warming will also lead to a rise in many diseases that are deadly to humans. Flooding will contaminate water supplies in some areas, giving rise to infectious diseases. Rising temperatures will also increase the range and breeding grounds of mosquitoes and other disease-bearing insects, exposing more people to diseases such as malaria, dengue fever, yellow fever and encephalitis.

Q: What does the IPCC report say about the relationship between global warming and human activity?

A: In the strongest language ever used by the IPCC, the report says that human activity “very likely” has been the primary cause of global warming since 1950. (The term “very likely” indicates more than 90 percent certainty.)

The report summary also says that human activity has been a major contributor to climate change since the Industrial Revolution, which began around 1750.

Global concentrations of carbon dioxide, methane and nitrous oxide—three of the most notable greenhouse gases—have increased significantly over the past 250 years as direct result of human activities. Concentrations of carbon dioxide and other greenhouse gases now far exceed any found during ice core research spanning the past 650,000 years.

The increase of carbon dioxide is due primarily to the use of fossil fuels, such as oil and coal, and changes in land use, such as cutting down forests to make way for farming, housing and other development. Increases in methane and nitrous oxide are primarily due to agriculture.

Q: What does the report say about the risks of rising sea levels due to global warming?

A: Sea levels worldwide are expected to rise between 7 and 23 inches by 2100, and will continue to rise for at least the next 1,000 years. By comparison, global sea levels rose 6 to 9 inches in the 20th century, so the effects of global warming on sea levels are clearly accelerating.

Rising sea levels will create millions of environmental refugees as people are forced to leave their homes in coastal areas. Many nations will be unequipped to cope with the waves of immigrants looking for new homes.

Increased levels of carbon dioxide in the atmosphere will change the pH balance of seawater, making it slightly more acidic. Although the oceans will remain alkaline, marine biologists predict that a shift toward greater acidity could threaten the survival of coral reefs and plankton—an essential and fundamental link in the marine food chain.

Even a moderate increase in the build up of greenhouse gases in the atmosphere could easily push average global temperatures to levels last seen 125,000 years ago during a warm period between two ice ages. At that time, sea levels were 12 to 20 feet higher than they are today. Much of the water from that earlier period is now frozen in Greenland and Antarctica, but many of those ice fields are beginning to melt.

Because scientists are not certain how quickly polar ice will melt, the estimates of sea level increases in the report are based on how much warming oceans will expand and do not take into account anticipated runoff from melting ice on land in Greenland and the polar regions.

Top 10 Things You Can Do to Reduce Global Warming

1. Reduce, Reuse, Recycle
Do your part to reduce waste by choosing reusable products instead of disposables. Buying products with minimal packaging (including the economy size when that makes sense for you) will help to reduce waste. And whenever you can, recycle paper, plastic, newspaper, glass and aluminum cans. If there isn't a recycling program at your workplace, school, or in your community, ask about starting one. By recycling half of your household waste, you can save 2,400 pounds of carbon dioxide annually.

2. Use Less Heat and Air Conditioning
Adding insulation to your walls and attic, and installing weather stripping or caulking around doors and windows can lower your heating costs more than 25 percent, by reducing the amount of energy you need to heat and cool your home.

Turn down the heat while you're sleeping at night or away during the day, and keep temperatures moderate at all times. Setting your thermostat just 2 degrees lower in winter and higher in summer could save about 2,000 pounds of carbon dioxide each year.

3. Change a Light Bulb
Wherever practical, replace regular light bulbs with compact fluorescent light (CFL) bulbs. Replacing just one 60-watt incandescent light bulb with a CFL will save you $30 over the life of the bulb. CFLs also last 10 times longer than incandescent bulbs, use two-thirds less energy, and give off 70 percent less heat.

If every U.S. family replaced one regular light bulb with a CFL, it would eliminate 90 billion pounds of greenhouse gases, the same as taking 7.5 million cars off the road.

4. Drive Less and Drive Smart
Less driving means fewer emissions. Besides saving gasoline, walking and biking are great forms of exercise. Explore your community mass transit system, and check out options for carpooling to work or school.

When you do drive, make sure your car is running efficiently. For example, keeping your tires properly inflated can improve your gas mileage by more than 3 percent. Every gallon of gas you save not only helps your budget, it also keeps 20 pounds of carbon dioxide out of the atmosphere.

5. Buy Energy-Efficient Products
When it's time to buy a new car, choose one that offers good gas mileage. Home appliances now come in a range of energy-efficient models, and compact florescent bulbs are designed to provide more natural-looking light while using far less energy than standard light bulbs.

Avoid products that come with excess packaging, especially molded plastic and other packaging that can't be recycled. If you reduce your household garbage by 10 percent, you can save 1,200 pounds of carbon dioxide annually.

6. Use Less Hot Water
Set your water heater at 120 degrees to save energy, and wrap it in an insulating blanket if it is more than 5 years old. Buy low-flow showerheads to save hot water and about 350 pounds of carbon dioxide yearly. Wash your clothes in warm or cold water to reduce your use of hot water and the energy required to produce it. That change alone can save at least 500 pounds of carbon dioxide annually in most households. Use the energy-saving settings on your dishwasher and let the dishes air-dry.

7. Use the "Off" Switch
Save electricity and reduce global warming by turning off lights when you leave a room, and using only as much light as you need. And remember to turn off your television, video player, stereo and computer when you're not using them.

It's also a good idea to turn off the water when you're not using it. While brushing your teeth, shampooing the dog or washing your car, turn off the water until you actually need it for rinsing. You'll reduce your water bill and help to conserve a vital resource.

8. Plant a Tree
If you have the means to plant a tree, start digging. During photosynthesis, trees and other plants absorb carbon dioxide and give off oxygen. They are an integral part of the natural atmospheric exchange cycle here on Earth, but there are too few of them to fully counter the increases in carbon dioxide caused by automobile traffic, manufacturing and other human activities. A single tree will absorb approximately one ton of carbon dioxide during its lifetime.

9. Get a Report Card from Your Utility Company
Many utility companies provide free home energy audits to help consumers identify areas in their homes that may not be energy efficient. In addition, many utility companies offer rebate programs to help pay for the cost of energy-efficient upgrades.

10. Encourage Others to Conserve
Share information about recycling and energy conservation with your friends, neighbors and co-workers, and take opportunities to encourage public officials to establish programs and policies that are good for the environment.

These 10 steps will take you a long way toward reducing your energy use and your monthly budget. And less energy use means less dependence on the fossil fuels that create greenhouse gases and contribute to global warming.

source: http://environment.about.com/
http://environment.about.com/od/globalwarming/a/ipcc_report.htm
http://environment.about.com/od/globalwarming/tp/globalwarmtips.htm

ASSIGNMENT 8

2009-09-30T11:33:00.000-07:00

As a student, you were invited by the Dean of the Institute of Computing to attend a seminar-workshop on information systems planning with some of the faculty members. In one of the sessions, a discussion of outsourcing came up. You have been asked to present your evaluation about outsourcing the information systems functions of the school.

Required:

You are to take a position- outsource or in-source and justify your position. (3000words)

To think about it is really hard.

Well i'll just justify the what i can give.

To start with.
**************************************************************************************************
Out- Sourcing

to present this .

EXECUTIVE SUMMARY

In the 1990’s, the call center outsourcing industry blossomed into a $10 billion juggernaut with a sustained

yearly growth rate of 25%. From humble beginnings as a high-volume, low-quality dumping ground of lowvalue

customer contacts, the outsource call center has become a critical part of nearly 85% of all Fortune

1000 customer contact solutions. It is estimated that by 2005, the outsource call center industry will reach

$30 billion in revenues in the United States, with nearly 20% of all customer contacts being handled by an

outsourcer.

But what does this mean to you and to your business? Why the recent boom to place your customer

contacts with a different company? How do your customers feel about it? What’s in it for you and what’s in

it for your customer?

This white paper focuses on the decision-making process involved in determining whether it is to your

strategic advantage to outsource all or part of your customer contact center, or to manage your own

business in-house. Key issues that will be discussed are:

• Growth and Trends in the Outsourcing Market. While the overall customer contact industry growth

has reached maturity, the customer contact outsourcing will increasingly be an option selected by

companies. Companies will seek outsourcers who can meet quality requirements and reduce costs.

Near-shore and offshore outsourcing is increasingly becoming an option for companies and will play a

significant role in the future. This section will review the trends in outsourcing and look into the future

of the outsourcing market.

• Determining if Outsourcing is a Viable Alternative for Your Company. Companies within the same

industry may take very different outsourcing strategies. Some may not utilize outsourcing at all, others

may outsource all of their contact center work, others may utilize a mix of internal operations and

outsourcing while still others may change their strategy over time. This section will review the key

factors used by companies in determining their outsource strategy and provides a checklist to help you

determine if outsourcing is right for you.

• Selecting the Right Outsource Group. An outsource relationship should be a partnership.

Partnership requires that there be a strong alignment between the needs of your company and the

capability of the outsource provider. This section reviews the process companies should use in

selecting an outsource partner and how to balance the areas of quality, cost and strategic fit in the

decision making process.

• Leveraging Your Outsource Partnership. It is not enough to engage an outsource partner,

companies must learn to leverage the relationship to their greatest advantage. This section will review

common ways in which a company can leverage their outsource partner’s capabilities.

The approach outlined in this white paper provides proven methods for determining a company’s

operational strategy, outsource vendor selection and relationship management. Destination Excellence

has guided numerous clients though this process achieving a high level of success.

THE GROWTH OF THE OUTSOURCING MARKET

Customer Contact outsourcers have been in business as long as the industry itself. Most of the 1980s
were spent in relative anonymity for the industry as a whole. It was not until the end of the decade that
more than 50% of businesses offered toll-free service to their customers.
The mid-1990s saw rapid growth in the customer contact industry as a whole. This growth was driven by
the increased use of toll-free services by business, with nearly 9 in 10 businesses offering toll-free service
by the end of the decade.
Businesses Offering

Much of the move to increased toll-free services was driven by the economics of contact centers and
customer needs. Coming out of a difficult economic decade in the 1980s, businesses sought to reduce
field services costs by replacing those services with customer contact groups. In addition, customers
demanded the convenience of telephone service and support as they continued to place value on
convenience, speed and time saving activities.
In the midst of the 1990s came the Internet revolution with the introduction of the first user-friendly
interface, Mosaic. While companies attempted to harness the power of the Internet to reduce customer
contact costs, the speed and technology of the Internet could not replicate the ubiquity, speed and
efficiency of toll-free service. Rather than reducing contact volumes, the Internet supported increased
volumes.

The customer contact outsource market gained significant visibility in the early 1990s. Originally a
backwater market, several events converged to increase the visibility of this market.
First, the market had reached a size and scale that began to attract attention. In 1990, the outsource
market reached $1 billion and was growing at a rate of 40% per year in the first half of that decade.
Second, the industry began to consolidate as larger companies saw the opportunity to bring significant
scale and geographical diversity into the market. Third, to fund the consolidation and expansion, manycustomer contact companies went public, allowing some of the first outside view into the economics of the
business.

The early view of the business thrilled the financial analysts. Their enthusiasm was so great, that
outsource contact center companies carried valuations (P:E ratios) in excess of Internet companies.
Exhibiting growth rates of well over 50% (part through market growth, part through acquisition), analysts
thought they had found a diamond in the rough.
The enthusiasm of the analysts was soon brought back to earth when it became clear that the growth of
outsource companies would be limited to market growth in the long run. In addition, the key markets
supported by outsourcers ran into their own issues, quenching the growth of the market for a short period of
time. The P:E ratios of outsource companies are now at normal levels.

• The customer contact market has completed its growth phase and has now reached maturity. The rapid
deployment of customer contact centers by companies has slowed, having reached the saturation point.

• The customer contact market will begin to decline in 2005 due to electronic messaging alternatives (via
the Internet and through other means). The mix of transactions in contact centers will become more
electronic as call volumes flatten and electronic communications increase. Demographics, technology
and an improved wireless infrastructure will make electronic communications more convenient, easier
and faster causing customers to dramatically increase their use of electronic messaging. The lower cost
of handling electronic messages will cause the overall decline in revenues of the contact center market.
PC and Internet

Internet Purchases

• Customer will perform a significant amount of transactions beginning around the turn of the decade, with
almost 50% of transactions done through electronic messaging by 2020. This will be driven by the
speed of access at the home as well as the user-friendly technology on web sites. These advances will
reduce the staffing in real-time customer support.
Gaining a Competitive Advantage Outsourcing v Insourcing
Page 4 Copyright© 2003 Destination Excellence, Inc.
877-433-7839 or www.destex.com

• As the outsource market in the U.S. reaches maturity, offshore companies will provide a valid, and less
costly, alternative to North American-based sites. Spanish language calls (representing about 5% of the
market) will generally be placed in Spanish-speaking countries. English language calls will be placed
increasingly offshore into countries where English as a second language is readily available, the quality
of operations is similar to that in the U.S. and the cost is as much as 50% lower than U.S. based
centers.

• Customer contact operations will become more of a commodity in that an outsource group will be able
to replicate the success of internal groups in terms of cost and service. Like payroll processing, contact
operations will be considered for outsourcing to reduce costs or resource requirements within a
company. The penetration of outsourcing will increase to over one-third of the total market around
2010.

The challenge for companies utilizing customer contact groups is to look ahead and develop a strategy
based on their specific requirements. The questions companies must ask are:
1. Is outsourcing a viable option for our company?
2. If I decide to outsource, how do I select the right outsource strategy and partner?
3. How do I continue to leverage the strategic value of my customer contacts with an outsource partner?
Each of these questions is reviewed in the following sections.

Strategic Necessity

Whereas culture is internally driven, strategic necessity is externally driven. Culture may pull in one
direction, but strategic necessity pulls in a different direction. In the 1980s, many companies had a culture
of performing all functions internally and on U.S. soil. Due to increased international competition U.S.
companies were forced to rethink this strategy or face extinction. Very few issues motivate change greater
than the possibility of extinction.

Strategic necessity is a reaction to outside forces. When a company must react strategically, the remaining
issues (quality, annual cost, capital cost, human resource availability and risk) must be reviewed in careful
detail to ensure the proper decision is made. Strategic necessity in the first two decades of the 2000s will
be driven primarily by cost. In the 1990s, companies began to recognize that outsource companies were
competitive on key non-financial measures (e.g., overall customer service) while also matching strategic
capabilities (e.g., partnering with internal groups and providing market intelligence). Consequently, the
strategic necessity of maintaining internal call center operations began to decline.
Strategic necessity will be measured and managed differently by each company. The litmus test used, however, is
the same. The key question is, what strategic value do internal operations provide and at what cost.

Quality

In almost every industry, the quality of the customer contact center is more important than its cost. Quality
here will refer to the quality of the overall customer experience.
Key concepts such as lifetime value of a customer, the cost to attract versus retain a customer and support
of brand image make quality one of the key factors in determining an outsource strategy. The revenue and
margin lost by poor quality can easily outweigh the cost savings of outsourcing.
Annual Cost

The term annual cost is purposely used here. Companies generally have a good handle on what internal
operating costs are for outsource groups. However, the analysis of determining true outsource costs must
not be limited to the operating costs of the contract (e.g., staffing, project management, administration).
These costs must also include incidental costs (e.g., programming, licenses, special requests) that may be
charged by the outsourcer as well as costs borne by the company in managing the contract. These latter
costs include the costs of personnel (e.g., contract manager, QA personnel) and travel.
Capital Cost

Internal customer contact centers often maintain a continuous battle to update technology to implement
new services expected by customers. Often, internal groups receive such investment well after the
customer need is identified and customer complaints have been generated.

Capital allocation to the contact center is difficult because it often competes against core business units.
These business units invest in capital to create new products or services that have a projected return. The
contact center operations, in contrast, often have to implement technology to avoid a decline in customer
contact quality that is difficult to measure.

Outsource companies have the advantage in that they must constantly maintain a competitive infrastructure
for their clients. The cost of the infrastructure is built into pricing eliminating the requirement of client
companies to spend significant capital to utilize this technology. Companies may look to outsourcers as a
way to maintain a competitive technology base without maintaining an expensive infrastructure.

Human Resource Availability

Companies that do not have contact centers as a key part of their business often find it is difficult to locate
and retain qualified contact center professionals, particularly at the middle and executive levels. The
reasons for this are simple. First, the discipline and expertise required for a contact center are not normally
found within the business. This often requires companies to recruit candidates from outside the company.
Second, the career path of contact center professionals may be limited if a path to alternate careers within
the company are not available. This causes turnover within contact center positions.
Some companies may find that the constant battle to maintain strong and knowledgeable leadership within the
contact center distracts them from the core business. They may choose outsourcing as a solution to this issue.

Risk

Risk is an inherent component of outsourcing. A company and its outsourcer may have similar program
goals, but the ultimate ways in which they achieve revenue and profitability are different. Most outsource
companies reduce risk by tying their success to maintaining long-term relationships with clients, causing a
closer alignment of objectives. While this reduces, it does not eliminate risk.
Every company has a risk threshold that they are willing to tolerate. For some companies, regardless of
how small the risk, they will not outsource their contact operations. Other companies are comfortable
establish systems to manage risk, viewing the need to control the output but not the operations themselves.

SELECTING THE RIGHT OUTSOURCE PARTNER

Outsourcing is a partnership. Like any partnership, the objective of the partnership is to add value to both
parties. Partnerships that accomplish this endure over long periods of time. The ramifications of selecting
the wrong partner can be painful.
Fortunately, the process of selecting a positive partnership is well known. Destination Excellence has
assisted a number of companies in selecting partnerships successfully. This process is detailed further in
this section. Adherence to the process outlined here significantly increases the quality and output of the
outsource process.

Develop Your Requirements

First and foremost, a company must detail its expectations. In companies who have performed customer
contact work internally for a long period of time, this process may require significant documentation.
(Internal operations tend to be less documented, as procedures and training are often the intellectual
capital of individuals within the center.) This documentation is critical, however, to properly assess the
capabilities of the companies considered.
Documentation of a program to be outsourced should include:
• An overview of the company and how the program supports overall company goals.
• The mission and vision of the program along with specific and measurable objectives/expectations
(including turn-around times and service levels).
• Volume projections by type (e.g., calls, e-mail, chat), month (weekly if sufficiently cyclical), day (day of
week distribution), and holiday. If media drives some portion of volume, then outline the expected media
schedule.
• Average talk times and after call work times by contact type.
• Hours of operation, including holidays and other events. Include expectations on downtime and disaster
recovery.

• Hiring profiles, initial training requirements, how training will be developed and delivered.
• Non-productive time requirements for training, coaching, monitoring, ongoing training and other activities
desired by the company.

• Estimated staffing levels.
• Schematic of the workflow.
• Schematic of the expected systems set up and system interfaces back to the company.
• Other requirements, as appropriate.

This information will be crucial to the development of an RFP. If information is not available at this time, it
will be required in response to the RFP.

The RFP Process

The RFP process begins with the selection of vendors to include in the distribution of the RFP. This can be
accomplished in one of two ways. First, a company can send an RFI with an overview of the project to a
broad array of vendors and use the responses to the RFI to narrow the field. Alternatively, the company
may survey the industry and pre-select a number of vendors who have a solid reputation of performing well
against similar programs. Only companies with a high probability of success in the program should be
included in the RFP.

The RFP itself should reflect all of the information that a vendor will need to submit a complete and
qualified bid. While there is no single format that is best for every RFP, the following provides an outline
that has worked well in a number of submissions:
• Secrecy Agreement. The signed Secrecy Agreement should be included with the RFP for the vendor.
• Instructions to Bidders. Standard legal language should be included to make clear the time frames,
submission criteria and release the company from any legal obligations in distributing the RFP.
• Bid Selection Criteria. This outlines how the vendor will be selected. The criteria should be clear enough
for vendors to understand what the company considers most important, yet remain flexible to provide the
best overall selection process.
• Timeline. The timeline for submission, review, selection, contract negotiation and implementation should
be outlined in detail.
• Program Overview and Requirements. The requirements developed (see previous sub-section) are
detailed in this section.
• Sample Contract. A standard company contract should be included so that vendors may judge what
contractual criteria may impact their pricing and performance. Vendors should list any objections to the
contract in the Additions, Variances and Exceptions section.
• Bidder Response. A standard response sheet with pricing (using a single pricing format will increase
understanding), performance, support services, systems and other information should be filled out be
each vendor. A clear and consistent bid sheet will allow for objective comparisons between vendors.
Companies may opt to allow an additional response to be provided by the vendor in a freestyle format.
• Additions, Variances and Exceptions. Providing a specific section for deviations from what was
requested allows companies to ensure they are clear on what has been requested will be adhered to.
• References. Require references from similar applications from current and discontinued clients. Also
provide some investigation outside of the references provided to determine what issues companies may
have with the vendor.

After the RFP is developed and the vendors who will receive the RFP selected, each vendor should be
contacted to obtain their level of interest for inclusion. Any vendor who wishes to be included in the RFP
must sign a Secrecy Agreement protecting the information that is being provided to them. Upon receiving a
signed Secrecy Agreement, the vendor will receive a copy of the RFP.
After all the responses have been received, the vendor assessment can begin.

Vendor Assessment

Upon receipt of all vendor RFP responses, the company must determine if some vendors should be
eliminated from consideration. Causes for elimination may include pricing, quality of response, service
capabilities or unacceptable exceptions. Any vendor eliminated should be notified immediately that they
are no longer going to be considered in the process and the reasons why.
Destination Excellence recommends companies evaluate vendors on three specific criteria. These criteria
should receive the appropriate weighting to reflect what is most important to the company. The criteria
include:

Quality. Recommended to be the most highly weighted criteria (normally 50% or more), quality reflects
the ability of a vendor to produce consistently high levels of performance. To judge quality, Destination
Excellence utilizes its 100-Point Audit to evaluate vendors (see Optimizing Customer Care Operations –
The 100 Point Audit for specifics). Vendors receive a score based on a one to two-day audit of their
operation.
• Cost. Vendors’ submissions are also evaluated in terms of cost. Costs include start-up costs, ongoing
costs and termination costs. Costs should be determined over the proposed lifetime of the partnership
agreement. Costs may be factored by year to take into account the greater certainty in costs in the early
years.
• Strategic Fit. For longer-term partnership agreements, an evaluation of vendors is necessary to
determine if the direction and investments vendors plan to make are consistent with the needs of the
company. For example, investments in integrated marketing databases may be important and therefore
should receive consideration. While the strategic fit assessment is rarely the final determinant of the
selected vendor, in cases where the current quality and cost are essentially the same between two
vendors, a strategic fit assessment can help select the best long-term vendor.
With the scores and weights from the above sections, vendors can be rank ordered in their overall score.

LEVERAGING YOUR OUTSOURCE PARTNER

There are many advantages to outsourcing and companies should look to maximize the advantage of their
outsource partnership. It is in the best interest of the company and their outsource partner to fully leverage
this relationship.

This section will review three common ways companies leverage the outsource partnership. These include
access additional operating capacity (operational flexibility), accessing an untapped workforce or access
new technology without the capital cost.

Operational Flexibility

Companies often find challenges in coping with the cyclical nature of their business. In some companies
the peak contact month to low contact month ratio can be as much as two, or higher. Cyclical peaks and
valleys within a year may cause companies to hire new staff only to lay off that same staff later in the year.
This can cause strain excessive strain within the workforce and harm a company’s reputation within the
community. Outsource partners can absorb cyclicality by utilizing people across a variety of programs
throughout the year. This approach provides a stable environment for a company and its work force
throughout the year.

Other companies may have a relatively low peak month to low month ration, but may have challenges
maintaining a trajectory of growth. This is particularly true in newer industries where annual growth rates
can easily exceed 25%. Opening new facilities, project managing technology installations and installing a
new workforce can distracting a company from managing its core business. Such distractions can
ultimately stunt the growth of the business itself. Utilizing outsource groups allows companies to maintain
their focus on the core business without losing market momentum.
Lastly, some companies wish to avoid spending significant capital on new facilities. Capital investment
often receives a higher rate of return in other parts of the business outside of the customer contact
operations. After maximizing utilization of existing facilities, companies turn to outsource groups to provide
additional capacity without capital spending.

Workforce Access

Contact center positions have become the largest entry-level opportunity in the United States. The growth
in employment in the industry has created challenges of locating qualified candidates and turnover of the
existing workforce for companies. In addition, normal local demographic changes have made previously
attractive locations longer attractive for call centers. Companies find themselves in a quandary of
escalating wages in a constricted talent pool with the only viable option of relocating facilities every five
years to follow workforce trends.

Contracting outsource groups allows companies to disconnect themselves with labor location issues,
leaving that issue in the hands of the outsource provider. Due to their size and flexibility, outsource groups
are particularly adept at maintaining flexibility in labor locations to attract a strong workforce in
geographically disperse areas. This allows companies to tap into a constantly changing labor pool without
incurring the expense of moving existing facilities.

The Outsource Partner Perspective

While this section looks primarily at ways to leverage the relationship to the advantage of the client
company, what is the perspective of the outsourcer? Is this truly a partnership that works both ways? In a
word, yes.

Outsource groups’ position in the market is to add the greatest value to any client. The outsource group
must have a complement of facilities, people and technology in order to position themselves competitively.
As with any other business asset, outsourcers gain financial benefits as the utilization of their facilities,
people and technology increases.
Good outsource companies also understand there is great value in selling additional services that a client
can leverage, and negative value in selling a client something that they cannot leverage positively. The
best outsource companies build long-term client relationships by providing access to facilities, people and
technology that add significant value to clients thereby building relationships build on trust.

source: http://www.telerxhealthcare.com/pdf/telerx-wp_outsourcing.pdf

ASSIGNMENT 7

2009-09-30T11:31:00.000-07:00

On the assumption that you heard/read the SONA of the President last month, (July 2000), identify at least 3 areas related to ICT and identify how these areas can improve our quality of life.

Sona of the president 2009- talking about ICT related

“Kung noong nakaraan, lumakas ang electronics, today we are creating wealth by developing the BPO and tourism sectors as additional engines of growth. Electronics and other manufactured exports rise and fall in accordance with the state of the world economy. But BPO remains resilient. With earnings of $6 billion and employment of 600,000, the BPO phenomenon speaks eloquently of our competitiveness and productivity. Let us have a Department of ICT.”

As to talk, I think the technology was really a dependent on the economy. We experience a financial crisis but glad to say the technology give a good contribution grow the economy.Well done..

“Sa telecommunications naman, inatasan ko ang Telecommunications Commission na kumilos na tungkol sa mga sumbong na dropped calls at mga nawawalang load sa cellphone.”

This issue was cellular phone loads that were lost even it is not use by the owner. I heard this issue that one of our senator in the Phil. experience this. I don't have any idea if it is the administrators of these company really are the one behind this or their employees who are just responsible for this that they are just hacking the loads of this to make money. BAD!..what a crime!

[i]“As a country in the path of typhoons and in the Pacific Rim of Fire, we must be prepared as the latest technology permits to anticipate natural calamities when that is possible…the mapping of flood- and landslide-prone areas is almost complete. Early warning, forecasting and monitoring systems have been improved, with weather tracking facilities in Subic, Tagaytay, Mactan, Mindanao, Pampanga.”
[/i]
The third was the weather systemt in our country that was improve, she said. Glad to here that the product of the ICT contribute to help to the safety of the people! Wow! We should be proud! Contributing a big safety warning to our country can really give a perseverance to continue to improve this. Thanks a lot for the support!

:arrow:Also here are some of the ares in ICT that i think should be improved..

ICT Areas

Camtic has classified the information and communication technology (ICT) sector in 4 main categories. Moreover, Camtic has incorporated providers of key services to the association. Even though this last category does not directly belong to the ICT habitat, its existence and vinculation makes it a principal enabler for a healthy evolution of the sector. Following is a list of the Chambers member sectors with a brief description of each and some examples as well:
:arrow:ICT Producers:

Development and design of standardized software products (software packages) that can be sold more than once. For example:

* Retail software
* Specialized applications
* Embedded software

:arrow:ICT Direct Services

Software development not considered in the category above; ICT installation, integration, support and consulting; and network and telecommunication integration and management. For example:

* Custom-made applications
* System integration
* Support, consulting and installation

ICT Enabled Services

Companies who is core business are services enabled by ICT tools wich are used as a fundamental base for their development, even if they do not necessarily produce ICT services or products such as business process outsourcing, business transformation outsourcing, customer service or data entry. For example:

* Call centers
* Application management
* Back office services
* Data support centers
* Telemarketing

:arrow:ICT Components

Involves all companies dedicated to the production of physical components based or for ICT purposes. For example:

* Computers
* Personal digital assistants(PDA´s)
* Mobile and IP phones
* Network producers

:arrow:Key services:

This category includes companies, even though there core business is not providing ICT solutions, but are fundamental to the consolidation of the ICT habitat. For example:

* Academia (Universities, technical secondary schools, etc.)
* Venture capital funds
* Technological parks and incubators
* Business and ICT consultants

sources :http://www.camtic.org/EN/camtic/areas_tic/
http://gbiriyadhksa.multiply.com/reviews/item/65

ASSIGNMENT 6

2009-09-30T11:29:00.000-07:00

If you were hired by the university president as an IT consultant, what would you suggest (technology, infrastructure, innovations, steps, processes, etc) in order for the internet connectivity be improved? (3000words)

Identifying first the terms:

Technology

Technology is a broad concept that deals with human as well as other animal species' usage and knowledge of tools and crafts, and how it affects a species' ability to control and adapt to its environment. Technology is a term with origins in the Greek technología (τεχνολογία) — téchnē (τέχνη), 'craft' and logía (λογία), 'saying'.[1] However, a strict definition is elusive; "technology" can refer to material objects of use to humanity, such as machines, hardware or utensils, but can also encompass broader themes, including systems, methods of organization, and techniques. The term can either be applied generally or to specific areas: examples include "construction technology", "medical technology", or "state-of-the-art technology".

The human species' use of technology began with the conversion of natural resources into simple tools. The prehistorical discovery of the ability to control fire increased the available sources of food and the invention of the wheel helped humans in travelling in and controlling their environment. Recent technological developments, including the printing press, the telephone, and the Internet, have lessened physical barriers to communication and allowed humans to interact freely on a global scale. However, not all technology has been used for peaceful purposes; the development of weapons of ever-increasing destructive power has progressed throughout history, from clubs to nuclear weapons.

Technology has affected society and its surroundings in a number of ways. In many societies, technology has helped develop more advanced economies (including today's global economy) and has allowed the rise of a leisure class. Many technological processes produce unwanted by-products, known as pollution, and deplete natural resources, to the detriment of the Earth and its environment. Various implementations of technology influence the values of a society and new technology often raises new ethical questions. Examples include the rise of the notion of efficiency in terms of human productivity, a term originally applied only to machines, and the challenge of traditional norms.

Philosophical debates have arisen over the present and future use of technology in society, with disagreements over whether technology improves the human condition or worsens it. Neo-Luddism, anarcho-primitivism, and similar movements criticise the pervasiveness of technology in the modern world, opining that it harms the environment and alienates people; proponents of ideologies such as transhumanism and techno-progressivism view continued technological progress as beneficial to society and the human condition. Indeed, until recently, it was believed that the development of technology was restricted only to human beings, but recent scientific studies indicate that other primates and certain dolphin communities have developed simple tools and learned to pass their knowledge to other generations.

http://en.wikipedia.org/wiki/Technology

Infrastructure

Infrastructure can be defined as the basic physical and organizational structures needed for the operation of a society or enterprise, [1] or the services and facilities necessary for an economy to function. [2] The term typically refers to the technical structures that support a society, such as roads, water supply, sewers, power grids, telecommunications, and so forth. Viewed functionally, infrastructure facilitates the production of goods and services; for example, roads enable the transport of raw materials to a factory, and also for the distribution of finished products to markets. In some contexts, the term may also include basic social services such as schools and hospitals [3]. In military parlance, the term refers to the buildings and permanent installations necessary for the support, redeployment, and operation of military forces [4].

In this article, infrastructure will be used in the sense of technical structures or physical networks that support society, unless specified otherwise.

http://en.wikipedia.org/wiki/Infrastructure

Innovations

The term innovation refers to a new way of doing something. It may refer to incremental and emergent or radical and revolutionary changes in thinking, products, processes, or organizations. Following Schumpeter (1934), contributors to the scholarly literature on innovation typically distinguish between invention, an idea made manifest, and innovation, ideas applied successfully in practice. In many fields, something new must be substantially different to be innovative, not an insignificant change, e.g., in the arts, economics, business and government policy. In economics the change must increase value, customer value, or producer value. The goal of innovation is positive change, to make someone or something better. Innovation leading to increased productivity is the fundamental source of increasing wealth in an economy.

Innovation is an important topic in the study of economics, business, design, technology, sociology, and engineering. Colloquially, the word "innovation" is often synonymous with the output of the process. However, economists tend to focus on the process itself, from the origination of an idea to its transformation into something useful, to its implementation; and on the system within which the process of innovation unfolds. Since innovation is also considered a major driver of the economy, especially when it leads to increasing productivity, the factors that lead to innovation are also considered to be critical to policy makers. In particular, followers of innovation economics stress using public policy to spur innovation and growth.

Those who are directly responsible for application of the innovation are often called pioneers in their field, whether they are individuals or organizations.

http://en.wikipedia.org/wiki/Innovation

Steps/Processes

Steps was a British pop group that achieved a series of charted singles between 1997 and 2001. Their name was based around a simple marketing gimmick: each of their music videos were choreographed, and the dance steps were included with most of their single releases. Steps formed on 7 May 1997 and disbanded on 26 December 2001. In total Steps have sold over 15 million records, and achieved 14 consecutive Top 5 singles - a feat only surpassed by Oasis (with 18) and The Beatles and Westlife (who both had 22).

http://en.wikipedia.org/wiki/Steps_(group)

Process(in computing)

In computing, a process is an instance of a computer program, consisting of one or more threads, that is being sequentially executed[1] by a computer system that has the ability to run several computer programs concurrently.

A computer program itself is just a passive collection of instructions, while a process is the actual execution of those instructions. Several processes may be associated with the same program; for example, opening up several instances of the same program often means more than one process is being executed. In the computing world, processes are formally defined by the operating system (OS) running them and so may differ in detail from one OS to another.

A single computer processor executes one or more (multiple) instructions at a time (per clock cycle), one after the other (this is a simplification; for the full story, see superscalar CPU architecture). To allow users to run several programs at once (e.g., so that processor time is not wasted waiting for input from a resource), single-processor computer systems can perform time-sharing. Time-sharing allows processes to switch between being executed and waiting (to continue) to be executed. In most cases this is done very rapidly, providing the illusion that several processes are executing 'at once'. (This is known as concurrency or multiprogramming.) Using more than one physical processor on a computer, permits true simultaneous execution of more than one stream of instructions from different processes, but time-sharing is still typically used to allow more than one process to run at a time. (Concurrency is the term generally used to refer to several independent processes sharing a single processor; simultaneously is used to refer to several processes, each with their own processor.) Different processes may share the same set of instructions in memory (to save storage), but this is not known to any one process. Each execution of the same set of instructions is known as an instance— a completely separate instantiation of the program.

For security and reliability reasons most modern operating systems prevent direct communication between 'independent' processes, providing strictly mediated and controlled inter-process communication functionality.

http://en.wikipedia.org/wiki/Process_(computing)

Idea:

If i were hired as an It consultant in our school the first step I will do to improve the internet connection is the infrastructure. Because as we all know proper infrastructure in a school is a great aspect that schools should have to proper knowledge to teach students.Because, how can you use technology without the proper infrastructure ? Proper infrastructure can give the students a refreshing mind in studying, a better thinking to pass subjects or improve the grades. So I suggest the infrastructure first is to be done.

The second thing that i would suggest to be implemented is the technology. Because in the first step that we had we set the proper infrastructure in order to use the technology. It is just like, in my mind the two things I would set up first was the infrastructure and the technology. Technology leads to knowledge and knowledge leads to power. Getting the new technology can give a great idea to the students to know to think the future technology that they can produce and because of that gaining knowledge is starting. Power? because the knowledge that the god given us is really a big thing in our live to have. We can see that those people who are in the top of their success was the people who have the knowledge.

The third thing i want to suggest was the innovation. Innovation in the sense that changing new technology. Because as we all know technology is really a fast changing. So innovations is really applied in the steps or process here.

ASSIGNMENT 5

2009-09-30T11:26:00.000-07:00

Based on your adopted orgnaization(s), identify and discuss barriers in their IS/IT implementation ..(2000words)

Enable to answer, first we should identify the some words.

Barriers

In economics and mostly especially in the theory of competition, barriers to entry are obstacles in the path of a firm that make it difficult to enter a given market.

Barriers to entry are the source of a firm's pricing power - the ability of a firm to raise prices without losing all its customers.

The term refers to hindrances that an individual may face while trying to gain entrance into a profession or trade. It also, more commonly, refers to hindrances that a firm (or even a country) may face while trying to enter a market, industry or trade grouping. Barriers to entry restrict competition in a market.

Barriers to entry for firms into a market

Barriers to entry into markets for firms include;

* Advertising - Incumbent firms can seek to make it difficult for new competitors by spending heavily on advertising that new firms would find more difficult to afford. This is known as the market power theory of advertising.[2] Here, established firms use of advertising creates a consumer perceived difference in its brand from other brands to a degree that consumers see its brand is a slightly different product.[2] Since the brand is seen as a slightly different product, products from existing or potential competitors cannot be perfectly substituted in place of the established firm's brand.[2] This makes it hard for new competitors to gain consumer acceptance.[2]
* Control of resources - If a single firm has control of a resource essential for a certain industry, then other firms are unable to compete in the industry.
* Cost advantages independent of scale - Proprietary technology, know-how, favorable access to raw materials, favorable geographic locations, learning curve cost advantages.
* Customer loyalty - Large incumbent firms may have existing customers loyal to established products. The presence of established strong brands within a market can be a barrier to entry in this case.
* Distributor agreements - Exclusive agreements with key distributors or retailers can make it difficult for other manufacturers to enter the industry.
* Economy of scale - Large, experienced firms can generally produce goods at lower costs than small, inexperienced firms. Cost advantages can sometimes be quickly reversed by advances in technology. For example, the development of personal computers has allowed small companies to make use of database and communications technology which was once extremely expensive and only available to large corporations.
* Globalization - Entry of global players into local market make entry of local players into the market difficult.
* Government regulations - It may make entry more difficult or impossible. In the extreme case, a government may make competition illegal and establish a statutory monopoly. Requirements for licenses and permits may raise the investment needed to enter a market, creating an effective barrier to entry.
* Inelastic demand - One strategy to penetrate a market is to sell at a lower price than the incumbents. This is ineffective with price-insensitive consumers.
* Intellectual property - Potential entrant requires access to equally efficient production technology as the combatant monopolist in order to freely enter a market. Patents give a firm the legal right to stop other firms producing a product for a given period of time, and so restrict entry into a market. Patents are intended to encourage invention and technological progress by offering this financial incentive. Similarly, trademarks and servicemarks may represent a kind of entry barrier for a particular product or service if the market is dominated by one or a few well-known names.
* Investment - That is especially in industries with economies of scale and/or natural monopolies.
* Network effect - When a good or service has a value that depends on the number of existing customers, then competing players may have difficulties in entering a market where an established company has already captured a significant user base.
* Predatory pricing - The practice of a dominant firm selling at a loss to make competition more difficult for new firms that cannot suffer such losses, as a large dominant firm with large lines of credit or cash reserves can. It is illegal in most places; however, it is difficult to prove. See antitrust.
* Restrictive practices, such as air transport agreements that make it difficult for new airlines to obtain landing slots at some airports.
* Research and development - Some products, such as microprocessors, require a large upfront investment in technology which will deter potential entrants.
* Supplier agreements - Exclusive agreements with key links in the supply chain can make it difficult for other manufacturers to enter an industry.
* Sunk costs - Sunk costs cannot be recovered if a firm decides to leave a market. Sunk costs therefore increase the risk and deter entry.
* Vertical integration - A firm's coverage of more than one level of production, while pursuing practices which favor its own operations at each level, is often cited as an entry barrier

Barriers to entry for individuals into the job market

Examples of barriers restricting individuals from entering a job market include educational, licensing, or quota limits on the number of people who can enter a certain profession such as that of lawyer, and educational, licensing, and experiential requirements for people who wish to be neurosurgeons.

Whilst both types of barriers to entry attempt to guarantee that people entering those fields are suitably qualified, the barriers to entry also reduce competition. This has the effect of facilitating premium pricing for the services of regulated professions. That is, if just anyone could enter these fields, the income of the incumbents would be expected to be lower.

Classification and examples

Michael Porter classifies the markets into four general cases:

* High barrier to entry and high exit barrier (for example, telecommunications, energy)
* High barrier to entry and low exit barrier (for example, consulting, education)
* Low barrier to entry and high exit barrier (for example, hotels, ironworks)
* Low barrier to entry and low exit barrier (for example, retail, electronic commerce)

* Markets with high entry barriers have few players and thus high profit margins.
* Markets with low entry barriers have lots of players and thus low profit margins.
* Markets with high exit barriers are unstable and not self-regulated, so the profit margins fluctuate very much along time.
* Markets with a low exit barrier are stable and self-regulated, so the profit margins do not much fluctuate along time.

The higher the barriers to entry and exit the more prone a market tend to be a natural monopoly. The reverse is also not true. The lower the barriers the more likely to become a perfect competition.

source: http://en.wikipedia.org/wiki/Barriers_to_entry

Switching barriers

Switching barriers or switching costs are terms used in microeconomics, strategic management, and marketing to describe any impediment to a customer's changing of suppliers.

In many markets, consumers are forced to incur costs when switching from one supplier to another. These costs are called switching costs and can come in many different shapes.

Competition, collective switching costs, and market performance

Switching costs affect competition. When a consumer faces switching costs, the rational consumer will not switch to the supplier offering the lowest price if the switching costs in terms of monetary cost, effort, time, uncertainty, and other reasons, outweigh the price differential between the two suppliers. If this happens, the consumer is said to be locked-in to the supplier. If a supplier manages to lock-in consumers, the supplier can raise prices to a certain point without fear of losing customers because the additional effects of lock-in (time, effort, etc.) prevent the consumer from switching.

QWERTY example

Competition is also influenced by collective switching costs, especially in markets with strong network effects. Collective switching costs are the combined switching costs of all users in a particular market. For example, the QWERTY keyboard layout illustrates the difficulty of collective switching costs and the problems associated with co-ordinating an escape from a collective lock-in. Since its adoption, alternate keyboard layouts have been developed and used (e.g. the Dvorak layout). Individuals and firms who perceive an alternate keyboard layout as more efficient may still be dissuaded from choosing it on the basis of switching costs.

New users who have to choose between QWERTY and another layout may favor QWERTY because it dominates the keyboard layout market. Individual lock-in leads to collective lock-in as network effects drive more and more new users to adopt QWERTY and prevent current QWERTY users from switching to another layout.

Collective switching costs affect competition by strengthening incumbents and hindering new entrants, who must overcome both the collective and individual switching costs to be able to succeed in the market. Recognition of these switching costs has recently led to several attempts to design alternative keyboard layouts which lower the barrier to entry by retaining many of the features of QWERTY. However, none of them is in widespread use.

Switching costs are likely to be present in a large class of markets. The importance of understanding switching costs has been emphasised with the rise of information technologies, since switching costs seems to be a phenomenon that is especially strong in the information economy. Shapiro and Varian (1999) write: "[y]ou just cannot compete effectively in the information economy unless you know how to identify, measure, and understand switching costs and map strategy accordingly." Businesses are not the only ones who need to be aware of and understand switching costs. Since switching costs affect market performance, governments and regulators also have incentives to understand switching costs in order to be able to promote competition effectively.

source: http://en.wikipedia.org/wiki/Switching_barriers

Barriers to entry, exit and mobility

The idea that there are barriers preventing firms from entering markets and barriers preventing them from leaving requires that we view markets as similar to fields surrounded by gates of differing sizes and complexity. The gates have to be surmounted by firms wishing to enter or to leave.

To some extent the gates can be both raised and lowered, not just by those inside the fields but also by those outside wishing to enter. Typical barriers to entry include patents, licensing agreements and exclusive access to natural resources. A patented pharmaceutical, for instance, gives the patent holder exclusive rights for a certain period (usually a maximum of seven years) to manufacture and sell that pharmaceutical within a specified market.

The economies of scale (see article) that can be gained from being large and established in a particular field can also act as a barrier to entry. If new entrants calculate that they need to sell large volumes before they can hope to be competitive with existing firms, this acts as a deterrent to their ambition. When, for instance, did a new entrant last try to begin manufacturing for the mass car market?

Barriers to entry can also be erected by governments. Regulations covering the financial services industry are designed to act as a barrier to rogues and villains. But inevitably they also deter many honest businesses too. Forty years ago, foreign banks could not operate in Britain unless they had an office within walking distance of the Bank of England, then the industry’s regulator. Needless to say, property prices in the City of London’s “Square Mile” were among the highest in the world and acted as a powerful barrier to entry for newcomers.

Well-established firms in a particular field or market may be tempted to raise the barriers when they see a newcomer approaching their patch. They can do this, for instance, by lowering their prices, thus making the newcomers’ products less competitive. Moreover, lowering prices may be an easy option for the incumbents since their prices may have been higher than the free-market level because of the barriers.

Monopolies exist where there are insurmountable barriers to entry. If there were no (or only low) barriers, other firms would enter such markets to participate in the monopoly profits.

Barriers to exit make it more difficult for a company to get out of a particular business than it would otherwise have been. They include things like the cost of laying off staff, and contractual obligations such as the payment of rent. For a classic high-street bank with a large number of staff and a wide network of branches, the barriers to exit from traditional banking businesses can be considerable.

Paradoxically, firms sometimes decide for themselves to erect barriers that hinder their own exit from a market. This can be a strategic ploy designed to convey to their competitors the message that they are committed to that market, and that they are not going to leave it in a hurry.

Old ideas about barriers to entry were given a new twist with the development of e-commerce. By using the internet, firms can sometimes surmount traditional barriers with an ease not previously available. Economies of scale, for instance, do not apply in quite the same way.

Much of the deregulation of the 1980s and 1990s was designed by free-market-oriented governments to lower barriers to entry in industries ranging from airlines to stockbroking. But it had only limited success. A 1996 study of the airline industry by the American government’s General Accounting Office, for example, illustrated the complex way in which barriers to entry become tightly woven into the fabric of an industry. The study found that three things—namely, limits on take-off and landing slots at certain major airports; the existence of long-term leases giving airlines the exclusive use of airport gates; and rules prohibiting flights of less than a certain distance—continued to impede new airlines’ access to airports.

Despite this, in recent years a number of low-cost carriers have managed to some extent to circumvent these barriers by using secondary airports and by marketing tickets via the internet.

Idea:

All can say is in our adopted company the NCCC ,one of their barriers in IT ,first, is the adopting of the new technology. To which adopting new technology to improve their productivity and to make the leading market in Davao. Second, was the switching costs in changing the style of management and also in the technology.

Reflection--(..^_^..)

2009-07-31T07:36:00.000-07:00

Based on your answers in Assignments 2 and 3, how can the university help you achieve what you want to be in the future?

As what can i say about how can the university(usep) can help to achieve our dreams in life,well first of all it, the most important of all the aspects the school should have are the teachers/ facilitators who give the knowledge or lighten up the mind of the students, giving them idea what they wan to do to their lives and inspiring them t o become what they want in life. If the teachers were good, it has the big chance to mold the mind of the students like their teachers because the teachers were the inspirations of the students their models and it should begin with them. I can say that the teachers were good in the university because i can feel it the hardships the feeling like you were drown in the middle of the ocean...hmnmn... but in spite of it all those trials give us more strength and give us the trust in our selves that we succeed it. Also, i suggest that teachers like in the other schools teach their students not only for money but the future that they can give to the students. Like when we have some contest i feel the university can't give us some hints that can make it win to the contest. In myself, i really want to join some contest by schools or by regions or even in the national level if i have only the teacher that could give all the knowledge he have and it up to me to improve it. Just trust to someone like us students and we will never fail you. Make you proud of us. The second thing was i think it would really help to reach our dreams was the equipments/resources that we have. I understand that we are only in the university/run by the government and i know the limitations of the resources that they can give to us. But in my opinion it should be include in the list so that students could be more competitive and someday reach their dreams in life. And i know that this University of Southeastern of the Philippines even of it limitations of resources i really believe this is the school i know could make me stronger to reach my ambitions and it is a great challenge for us!!!Thank you...

That's all i can say for now!!

Thank you very much for the opportunity to express our ideas in this blog.

***end***
cocoi™

Assignment 3(HRM)

2009-07-13T08:47:00.000-07:00

Jobs and what I like

1. Environmental Simulations Developer

computer degrees, it programs With the worldwide interest in Global Warming - what with ex-Vice President Al Gore's movie and book, An Inconvenient Truth, and resulting awards - there'll be more opportunities for careers in this field. One role that'll play a significant part and involves computer programming skills is Environmental Simulations Developer. Such developers will both develop accurate environmental models and run short- and long-term simulations, and collect data (which will be analyzed by environmentalists). As climate change continues to grow in the public conscience, and as governments continue to take this issue seriously, the demand for climate and environmental simulations developers will continue to grow.

2. Video Game Developer.

computer degrees, it programs With the continued expansion of the video game market into new demographics, especially with the introduction of the Wii, the video game industry continues to need solid game developers. In fact, there is evidence that video games will be entering new domains, such as the health and education industries, on much larger scales. And while video games might have their detractors, gaming has benefits: imparting therapy, teaching hand/eye coordination, planning and strategy, for starters. That said, demands for newer and more innovative video games will continue to grow. It remains to be seen how soon we'll get to holographic gaming, but video game developers and even video game testers will have plenty of opportunities.

3. Bioinformatics Simulations Modeling.

Bioinformatics is an enormously important field that includes the study of genomes, gene sequencing, protein structures, etc., all of which help advance medical discoveries. In addition to scientific skills, bioinformatics requires skills in applied mathematics and modeling, computer science, and more. Bioinformatics is at the forefront of what many consider the most significant age of scientific discovery ever: unlocking the data in the genetic code could revolutionize the very fabric of life itself.

4. 3D Animation Technician.

computer degrees, it programs The success of 3D animated movies such as The Incredibles and Beowulf require both creative and technical skills to use the necessary advanced animation systems that are sometimes hybridized with live action footage. Throw in the availability of free or inexpensive 3D applications such as POV-Ray, Bryce, Poser, Terragen and many more - not to mention high-end sytems - and there's lots of technical skills to learn.

Such technology is also used for TV shows and TV commercials, so related career opportunities will increase, given the demand for visual content.

5. Internet Entrepreneur.

The Internet offers career opportunities never before available to college graduates. The chance to start and run your own online business is very real. Everything from developing software and web apps to consulting and web publishing are available those with passion. Entrepreneurs tend to be fairly sufficient and internally-driven. And with the new opportunities available online now and in the future, people with both entrepreneurial minds and the necessary website management skills will be in high demand from online publishers and Internet marketers. The more technical skills, the better, including an understanding of how to leverage web services/ applications. For example, the ability to use web tools like Yahoo Pipes to build RSS Radars, custom search engines and data filtering tools could come in very handy in scoping out and developing online opportunities.

the job that i like is the Environmental Simulation's Developer because as what i've research it is one of latest jobs. Being in the latest job also a new learnings on how to deal with this job and also dealing with environment what is the weather will be helping people to warn or give some advices about the weather.

***end***
(^_^)..cocoi™

Assignment 4

2009-07-13T08:05:00.000-07:00

Green Campus Computing

Here are some sites talking about the green campus.

1.

Title: Negros Occidental to launch green campus

visit:arrow: : http://www.sunstar.com.ph/bacolod/negros-occidental-launch-green-campus

"Penro is urging everybody to join the activity by bringing in and selling recyclable materials such as newspapers, clean plastic cellophanes, plastic containers scrap paper, cartons, empty bottles, tin cans, aluminum containers, PC monitors, used ink/toner cartridges and junk appliances to said fair."

"May pera sa basura!"

2. Solar Generation - Pilipinas

Title: Green Campus Launching - from 1998 to the Present projects

visit:arrow: : http://solargenerationyouth.multiply.com/photos/album/228/Green_Campus_Launching_-_from_1998_to_the_Present_projects

"The Green Campus was then born on the month July and it was agreed by all departments to immediately implement the project proposal which was endorsed by SolarGeneration and re-aligned by the Green Campus Committee (created during the first meeting) based on the campus requirements and capacity. The project started through information education communication campaign of the Simple Lang Save the Climate toolkit (switch-off, Unplug and light up efficiently) in the university were in-charge committee was tasked to execute their role while the college of Engineering conducts the energy audit to be submitted on the agreed time-frame.

By the end of the month the University presented the partial report education campaign generated savings (August 2008): Php 58,774.10 and presented the energy audit report which was then conducted by the Engineering Department.

Now the University is planning the use of energy generated from Renewable source (Solar) for their electricity consumption and the use of sustainable public transport which is the electric jeepney."

3.

Title: 12 Steps Towards Sustainability

visit:arrow: : http://www.easternct.edu/sustainenergy/colleges_n_uni/home_colleges_n_uni.html

"Universities have an obligation to operate in a manner that is ecologically and socially sound, as well as economically viable. To do this they need to act in a sustainable manner considering all three when making planning and operational decisions. Universities are being asked to support the regional, national and worldwide climate change efforts. This includes actions to educate, lower emissions, reduce dependence on fossil fuels. Organizations are also internally driven to reduce unnecessary cost for maintenance and energy. Universities should become "Learning Laboratories" for the future citizens and leaders of the world."

"It's not easy being green!"

[b]My views!

*Recycling

- Recycling materials can less the hazardous effects in our society. In our school, I can say that recycling materials should be adopt because as what i saw in the laboratory room there are lots of unused monitors/keyboards/mouse. Selling this waste can benefit some money and make use of this money for beautification of our school.
*Solar Energy
- As what i can see in our school, it is much better if we can have more solar energy producing things because the more this solar energy things it can really save electricity consumption by making use of this solar energy. Saving electricity also save money. In our school if we can save more electricity we can earn also more money and that money we could divert it to the improvement in our school like in the beautification or other things. To save also energy we should also adopt ways in conserving energy and it should begin in the facilitators or staffs in our school and should implement a strict compliance for this matter.

***end***
(^_^)..cocoi™

2009-07-09T03:54:00.000-07:00

Thinking of My Future Job

There are many things to consider in choosing our future jobs. One of it is the field of interest of the employee. Interest drives a person to pursue and develop his future career. It serves as a guideline to which a person would direct his path which he will lead his future. There are lots of factors to consider before thinking and aspiring those jobs. It is not easy to commit yourself to a job without considering these factors. People who don’t consider nor think these factors often times fail to achieve their goals in life. With God’s gift of intelligence success would always be within our grasp.

Some factors to consider in choosing your future job are the following:
• Skills -the skill you have should match to the job you want.
• Body condition – it should be considered because it is your biggest investment and asset; considering the body condition because you cannot achieve it even you have the knowledge to do it but how to do it is in your hands
• Family – it should be considered because they primarily give motivation and support
• Interest – it should be considered because it fuels your motivation to pursue your job

ROBOT PROGRAMMER

Robotic technology once referred to the machines that were used in the auto industry on an assembly line. However, as technology has progressed, it can no longer be confined to simply assembly work. Robot machines have become beloved household pets, analyze blood samples and assist hospital patients.

New robot program innovations include robots with vision systems and machine intelligence that reads labels in order to accurately pick the necessary part from nearby containers. Robot automation can reduce time and costs while improving quality and efficiency. However robot programmers are needed to create and tell the robots what their jobs is - how to do the job.

While robot programmers are needed to program the robots, they are also needed in configuring existing computer systems integration with robotic technology. This often requires the programmer to do a lot of traveling and initial set up work. But it�s not always about big huge machines making other machines that make things such as car accessories. Robot programmers are an umbrella term for a variety of necessities and life easing luxuries.

Entering the field of robot programming first requires an interest in both robotics and programming. An education is the first direction to go. Most robot programmers need a degree in either computer science, electrical engineering, mechanical engineering, mathematics, or something similar. Because this career is very detailed oriented and making mistakes can have serious consequences, most robot programmer’s work in groups.

Robot programming is a new career in an emerging world of innovative technology advances that is still in its infancy. Robot programmers are very much in demand and while robotic technology will indeed push forward to meet the demands of a technological future, the next five years of robotic technology will continue to question, �how can this be done better, safer or more efficient�?

SOURCE: http://www.career-opportunities.net/career_profiles/robot_programmer

***end***
(^_^)..cocoi™

ASSIGNMENT 1(HRM)

2009-07-09T02:31:00.000-07:00

10 BEST PRACTICES IN HR

1. Safe, Healthy and Happy Workplace
Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.

2. Open Book Management Style
Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.

3. Performance linked Bonuses
Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performance. Never pay out bonus without measuring performance, unless it is a statutory obligation.

4. 360 Degree Performance Management Feedback System
This system, which solicits feedback from seniors (including the boss), peers and subordinates has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feed back for self development.

5. Fair Evaluation System for Employees
Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Self rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same manager is another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness.

6. Knowledge Sharing
Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas(implemented at the work place) are good to be posted on these knowledge sharing platforms. However,what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter.

7. Highlight performers
Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements.

8. Open house discussions and feedback mechanism
Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions,employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent.

9. Reward Ceremonies
Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum.

10. Delight Employees with the Unexpected
The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.
EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing software tools. EmpXtrack team is always available to provide you with systems which are synchronized with your HR processes.

Source: http://www.empxtrack.com/human-capital-management-system/articles/Human-Resources-Management-Practices-top-ten/

Discussions: About the company we visited and interviewed.

The company we chose was the JS Gaisano in Tagum. Here are the following questions that we asked.

Questionnaire:

Subject: Human Resource Management (HRM)
1. What is Human Resource Management?
2. What is your role as a Human Resource Manager?
3. Getting the best employees.
4. Paying Employees (providing benefits). Site some benefits.
5. Training your employees.
6. Ensuring compliance to regulation
7. Ensuring Safe Work Environments
8. Sustaining High-Performing Employees
9. Advantage and Disadvantage of having Human Resource in a company?
10. Can you give some ideas/points for possible improvements in the company?
Answers:
1. Is the act of managing of human/workers in a company
2. The roles of the human resource manager are managing the recruitment process, keeping the records, tracking daily time records etc.
3. Getting the best employees should suite the standard height; include the physical appearance, attitude and etc.
4. Paying the employees in holiday. 30 % for the casual employees, double pay for the regulars. The kind of paying is in per hour and the regular employees have health benefits.
5. The deployment of the employees should strictly follow these step by step processes. The training is 2 days exposure, 6 days OJT and after 8 days they can start to work.
6. Ensuring the compliance to regulation. If they were late in 3 consecutive days they will have memorandum coming from the manager but they told is better to be late than absent because they have less employees.
7. Ensuring the safety work environment. They have the proper working attire like gloves and masks to their employees assigned in the warehouse.
8. Sustaining the high performance of the employees. If they employees got always there quota they will be given an appreciation or recognition or certificate coming from the manager.
9. The advantage of the having HR are they can track the man power budget, ensuring the health and safety of the employees.
10. The improvements told us were the additional of man power in their company.

***end***
(^_^)..cocoi™

COMDAP 2009 Reflection

2009-07-08T23:44:00.000-07:00

COMDDAP DAVAO EXPO 2009
July 2-4, Apo View Hotel, Davao City

Where the highest mountain in the land rises over the vast rich plains of Davao, where the king of Philippine birds soar over his domain, the giant of all Philippine I.T. shows once more unfolds its latest event. It's COMDDAP Davao 2009 - the biggest I.T. expo held regularly in the South.

About COMDAP

THE POWER OF INTERDEPENDENCE COMDDAP is an association of the country's top information technology businesses. Its primary objective is to promote the sustainable development of the of the country's information technology industry through voluntary collaboration of its member companies. It is the goal of COMDDAP to be able to provide its members general views and updates from different sectors - private and government, and highly regarded individuals to further uplift the morale and knowledge of its organization.
http://www.comddap.org/events.htm

First Session/First Presenter:

ERIC DMS - Dealer Management System

The ERIC Dealer Management System (DMS) is an end-t-o-end software solution for automotive sales, parts and service businesses. ERIC DMS covers the full range of dealer activities-from marketing to sales and services.

Aside from core business operations, DMS includes a full ERP (Enterprise Resource Planning) and completely automates and integrates back office operations all the way to financial reporting.
With ERIC DMS, you can have full visibility over all operations.
Achieve total control over your car dealership business today!
• Schedule prospects for test drives and follow up on appointments
• Monitor and increase sales
• Delight customers with gentle reminders for appointments
• Manage vehicle inventory
• Deliver impeccable service
• Control parts & consumables cost
• Monitor and correctly implement warranty for parts & service
• Report your financial bottom line

DMS Process Flow

ERIC Dealership Management System (DMS) A complete, end-to-end solution for vehicle dealers, distributors, and service providers
ERIC DMS is composed of three core modules to manage dealer Operations.
These modules are:

• Customer Relationship Management (CRM)
• Vehicle Sales and Administration (VSA)
• Service Management (SVM)
• Customer Relationship Management
• Vehicle Sales and Administration
• Service Management
• Parts Inventory
• Order Entry and Billing
• Accounts Receivable
• Accounts Payable
• General Ledger
• Purchasing
• Time Card

http://www.jupitersystems.com.ph/product.aspx?prod_id=1

Second Session/Second Presenter:

What is a thin client?

Thin clients are computing devices that function as an access device on a network. These solid-state devices connect over a network to a server where the bulk of the processing takes place. Thin clients have no hard drive, allowing for more secure storage of data and applications on the server. In fact, keystrokes, mouse events and screen images are all that is sent between the client and server. This makes the device much more secure than a standard desktop or notebook computer.

With no hard drive, fan or other moving parts, thin clients have a much longer lifespan than standard computers and use significantly less power. Lower maintenance costs are another benefit as software application updates, virus scanning and patches can be executed on the server. Deployment costs are also reduced as thin clients can be remotely configured and do not need to be set up individually. Break-fix simply requires replacing the thin client.
Why should I consider a thin client solution?
You need to learn more about the HP thin client solution if your business is faced with issues such as:

• Desktop replacement costs
• Network security
• Data access to mobile or remote workers
• Supporting application software on diverse hardware, or
• Ensuring your data remains accessible and secure

Thin clients are ideal solution for today's healthcare, industrial, retail, financial and education industries offering a number of benefits to your business.

Enhanced security

Unlike a traditional desktop or notebook computer, no applications or data are stored locally on the thin client. This makes them easy to replace if lost, stolen or damaged. Thin clients are an ideal choice for businesses that are facing increased regulatory compliance laws such as HIPAA or Sarbanes-Oxley.

Easier manageability

Thin clients are managed at the server, located within the data center. The client hardware has fewer points of failure and lacks a hard drive for storage providing protection from viruses and malware. Thin clients connect to servers via web browsers or remote desktop software. Depending on the functionality the user needs, client desktops can be very simple single-application kiosks or a flexible and familiar Windows environment.
Thin clients can be set up out of the box in less than 10 minutes allowing easy deployment to new users or remote locations. HP thin clients can be remotely configured and managed via management software included at no extra charge.

High reliability

With thin client access devices, business continuity is a given in the event of a natural disaster, as the data and applications are not resident on the client device. Because of their solid state design, thin clients have an extended product life of up to 5 years and can be cost effectively replaced if needed.

Thin clients are ideal for environments unsuited for traditional desktop computers like dusty, remote or space-constrained environments. They can be mounted invisibly behind a flat panel monitor, under the desk or just about anywhere with the optional VESA (Video Electronics Standards Association)-compatible HP Quick Release.

Increased energy efficiency

Thin clients offer significant savings in power usage over traditional desktops. This is realized not only in energy costs but reduced air-conditioning costs in some cases. With their long lifecycle thin clients allow companies to achieve energy savings targets and reduce the need for replacement equipment.

Lower total cost of ownership

The increased security, reliability and ease of management contribute to a lower total cost of ownership for your client computing devices. With a longer useful lifespan, thin clients contribute to cost savings. According to a study by Gartner (TCO Comparison of PCs with Server-Based Computing, June 2006) thin client TCO annual savings have been measured as high as:

• 79% less downtime cost per user
• 16% capital cost savings
• 34% less in maintenance
• 19% less to operate
• 48% overall lower total cost

HP's Client Virtualization Solutions

HP offers a complete solution of thin client devices for essential, mainstream, flexible or specialized computing. HP can also provide all the related products and services for remote client computing or desktop virtualization including blade PCs, storage, networking and servers.

http://www.hp.com/sbso/solutions/pc_expertise/article/thinclients_consider.html

“What a great experience and a great new technology!!”
***end***
(^_^)..cocoi™

ASSIGNMENT 3

2009-07-08T03:02:00.000-07:00

Thoughts about the automated election…

Terms to identify:

Electronic Voting System-

Electronic voting (also known as e-voting) is a term encompassing several different types of voting, embracing both electronic means of casting a vote and electronic means of counting votes.

Electronic voting technology can include punch cards, optical scan voting systems and specialized voting kiosks (including self-contained Direct-recording electronic (DRE) voting systems). It can also involve transmission of ballots and votes via telephones, private computer networks, or the Internet.

Electronic voting technology can speed the counting of ballots and can provide improved accessibility for disabled voters. However, there has been contention, especially in the United States, that electronic voting, especially DRE voting, could facilitate electoral fraud.

Source: http://en.wikipedia.org/wiki/Electronic_voting

Electronic Voting Machines-

Voting machines are the total combination of mechanical, electromechanical, or electronic equipment (including software, firmware, and documentation required to program control, and support equipment), that is used to define ballots; to cast and count votes; to report or display election results; and to maintain and produce any audit trail information. The first voting machines were mechanical but it is increasingly more common to use electronic voting machines.

A voting system includes the practices and associated documentation used to identify system components and versions of such components; to test the system during its development and maintenance; to maintain records of system errors or defects; to determine specific changes made after initial certification; and to make available any materials to the voter (such as notices, instructions, forms, or paper ballots).

Traditionally, a voting machine has been defined by the mechanism the system uses to cast votes and further categorized by the location where the system tabulates the votes.

Voting machines have different usability, security, efficiency and accuracy. Certain systems may be more or less accessible to all voters, or not accessible to those voters with certain types of disabilities. They can also have an effect on the public's ability to oversee elections.

Source: http://en.wikipedia.org/wiki/Voting_machine

Result in Automated Election:

-Sahi’s voting solution delivers first ever automated election in Philippines (ARMM)

Manila, Philippines, August 13, 2008 – In the wake of the first automated election in the Autonomous Region in Muslim Mindanao (ARMM), Smartmatic-SAHI today announced that its voting solution, the Smartmatic Automated Election System (SAES), performed with complete reliability and accuracy. During the election, the SAES machines transmitted accurately, rapidly and reliably, and after the polls closed, the Commission on Elections (COMELEC) certified the results, which was accepted by the representatives of the different political parties.

“This was a first ever of its kind election in many ways for the ARMM, and the fact that we had record voter turnout, results were accepted by all parties, and it is all fully auditable, at Smartmatic-SAHI, we believe this could not have been possible without our trusted voting solution,” said Antonio Mugica, Chief Executive Officer, Smartmatic.

In the closely monitored election, voters elected Zaldy Ampatuan as the Governor of the province. Key electoral statistics include:

Voter turn out in Maguindanao: 93.48%

Overall Voter turn out: 84%

Automated precincts: 5170

Electronic Voting machines used: 2,558

Transmitted Voters: 1,528,839

Time to Cast Vote: Less than 30 seconds

Electronic Voting Machine Support Technicians: 533

SAES -- Simpler + Faster automated voting system

The voters in the province of Maguindanao used Smartmatic-SAHI’s automated voting solution, which was able to reduce the time needed to cast and transmit votes. In particular, to streamline the process for citizens with limited literacy, photographs of the three gubernatorial candidates appeared on the screen, and voters merely had to touch the candidate of their choice to cast a ballot – allowing many to cast their vote in under 30 seconds.

To provide the highest level of security, the SAES system randomly stores and encrypts votes in seven different places, guaranteeing 100% security and auditability of the voting process. In addition, all Smartmatic-SAHI voting systems are equipped with a voter verified paper trail (VVPT) printed on security-enhanced paper as soon as each vote is cast. This ballot “receipt” shows the vote the machine has just recorded and allows the voter to verify that their vote was recorded correctly. It also serves as a physical backup in the event of an audit.

And to simplify the voting process for authorities, Smartatic-SAHI’s systems are “ready to go” voting solutions. Preconfigured for each precinct, they require no set-up and only needed to be transported to the appropriate locations. Moreover, since the systems are fully automated they do not require any human interaction to summarize votes – reducing errors and tampering. And equally important, they are a cost-effective solution – removing the need for expensive paper ballots.

In contrast, citizens in the other 5 provinces (Shariff Kabunsuan, Lanao del Sur, Basilan, Sulu, and Tawi-Tawi) voted on paper ballots, or Optical Mark Reader (OMR). This multi-step process is done by filling in an oval next to the candidate’s name, and subsequently, all the ballots are scanned and tallied by a counting machine.

The OMR systems were provided by Avante.

“The election results showed that Smartmatic-SAHI’s automated voting machines, as opposed to paper ballots, allow for both voters to cast votes in up to half the time and results to transmitted quickly. But most important, our technology is 100% tamper proof and delivers the ultimate election security,” said Mugica.

To ensure a smooth and seamless election, all of SAES voting solutions were equipped with back-up battery packs that last up to 16 hours, as power outages are common in the remote region. In addition, Smartmatic-SAHI’s employed 255 network technicians to support the polling centers in Maguindanao and an additional 40 technicians to serve as mobile teams to support canvassing centers as needed.

Source: http://www.smartmatic.com/pressroom/article/article/smartmatic-sahis-voting-solution-delivers-first-ever-automated-election-in-philippines-autonomous-r/

My thoughts and opinions

Thinking of these issues about the automated elections is a very big responsibility to one of us. Giving thoughts and opinions can help the people to understand and decide which is good to do to our election process here in the Philippines.

In my own opinion, these automated elections have advantages that may be the key to the very poor election process here in the Philippines. One of its advantages is the fast process of election. Another is less error. Less error because using the computers it can give more accurate results that the people can do but not it has less percentage.

As mentioned above, the result of the automated election in the region of ARMM was fast. Giving some statistic shows that it really has the power and advantage to change the process of election in the Philippines. The thoughts and opinions of everyone in the result of election of the ARMM some were good and some were confusing. Good because of the speedy process and bad because others think it was cheated because again of the speedy process of it.

I can say that these voting machines can really be cheated in the way that people are the one who make it and manage it. Also, I conclude that it give advantage to us. But thinking of those issues was not the main issue. The main issue for me is the principles of everyone that make these happen. If you want a true election it should begin I yourself. To be honest is the key.

***end***
(^_^)..cocoi™

ASSIGNMENT 2:

2009-07-07T12:10:00.000-07:00

Based on the organization(s) that you visited, what do you think are the risks associated with business and IS/IT change?

Getting Prepared

In business, you can never allow yourself to get comfortable with the status quo, because it is always changing. Surprises may be fatal to your business.

Risk is inevitable, avoiding risk impossible. Risk management is the key, always tilting the venture in favor of reward and away from risk.

Identifying and Managing Risks

While all opportunities are associated with risk, the biggest risk is to miss them. Risk results usually not from unpredictability but from ignorance. The more you know about what you are doing, the less risk you run. If you can define risks, you can limit them. Look back on any opportunities you missed and use your past mistakes to learn how to recognize opportunities.

At any its development stage, the company faces the five major risks that change in nature as company evolves:

1. Growth risk;

2. Technology risk;

3. Marketing risk;

4. Financial risk; and

5. Team and management risk.

You cannot avoid these risks, but you can manage them.

From: http://www.1000ventures.com/business_guide/risks-growth_main.html

What is IS?

In a general sense, the term Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes. In a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization. Computer-based information systems are in the field of information technology. The discipline of business process modeling describes the business processes supported by information systems.

From: http://en.wikipedia.org/wiki/Information_systems

What is IT?

Information technology (IT), as defined by the Information Technology Association of America (ITAA), is "the study, design, development, implementation, support or management of computer-based information systems, particularly software applications and computer hardware."[1] IT deals with the use of electronic computers and computer software to convert, store, protect process, transmit, and securely retrieve information.

From: http://en.wikipedia.org/wiki/Information_technology

IS/IT Change?

IT as a Solution to Environmental Change: The cost of IT has plunged since the 1960s resulting in enormous investments in IT applications that have stimulated increasingly complex organizational change (Benjamin and Levinson, 1993). Benjamin and Blunt (1992) anticipate that technology cost-performance improvements will sustain this trend over the next decade. Presently, IT amounts to nearly one-half of US firms' annual capital expenditures and increasingly affects how firms organize, do business, and compete (Keen, 1991).

IT may be considered as comprising of five basic components - computers, communications technology, work stations, robotics, and computer chips (Morton, 1988). In this article, "IT" is considered to be synonymous with the definition of "advanced information technologies" provided by Huber (1990):

From: http://www.brint.com/papers/change/overview.htm

My Opinion

To start with, we were given a task by our facilitator to interview some local companies or organization and discuss the risk. The company we interview was a mall in Tagum City. We will not state the name of the company to ensure the confidentiality what most important is the sharing of ideas of this article. For the company we’ve interviewed I can say that the risks are the same as the the article told us about the five major risk are the growth risk, technology risk, marketing risk, financial risk and the last the team and management risk.

As mentioned above “Risk is inevitable, avoiding risk impossible. Risk management is the key, always tilting the venture in favor of reward and away from risk.” For me it is true because in an organization you cannot avoid the problems. All the organization or companies always have the problems that they really encounter in their journey. Some of those company failed and some, we can say that they survived but they continue facing another sets of problems.

Looking those five major risks that companies encounter, the first was the growth risk. I can say that the company we interviewed have this risk because they have also another branch of malls and they are looking forward always for the expansion of their business. As the information we got they have 2 branches and the main company was located in Tagum City. The second was the technology risk. Also I can say that this kind of risk was present in the company we visited because they have the information system. As mentioned above the IS it includes the people the physical parts or the hardware and the software. As the information we got they have poor system but they were looking forward to it. Another risk was the marketing risk. It’s obvious that they have really this kind of risk because malls have it. In fact, example of that was the marketing sale report of their company where they can find if they have a good sales or now well. Another was the financial risk. Even in our self we can say that we also have that risk because it deals with money. Working without money in a business is impossible because one of its primary goals of business is to earn profit. The last one was the team and management risk. Workers are part of a company to provide the needs of the customers.

I therefore conclude that all this five major risk that was mentioned above was present in the company we interviewed.

Another question was that is that the IT/IS change?? For me IT/IS was the part a technology that was created to make life easier. But we cannot tell that these technologies will not improve because as of now technology was very main part of world and it’s growing rapidly. Even as humans we can’t say that we will live in this world forever, the same as the technology they do not stay longer it means they will really evolve as the time goes by.

***end***
(^_^)..cocoi™

Coca-cola Company- IT/IS Best Practices

2009-06-25T11:08:00.000-07:00

Coca-Cola Company

About Us

Founded in 1886 by pharmacist John Styth Pemberton in Atlanta, Georgia, The Coca-Cola Company is the world's leading manufacturer, marketer, and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400 brands. The Coca-Cola Company continues to be based in Atlanta and employs 49,000 people worldwide, with operations in over 200 countries.

Coca-Cola Great Britain (CCGB)

Coca-Cola Great Britain (CCGB) is responsible for marketing 21 brands (over 100 products) to consumers in Great Britain, developing new brands, extending existing brands and protecting Coca-Cola trade marks in Great Britain. CCGB employs around 130 people at its headquarters in West London.

Coca-Cola Enterprises Ltd (CCE)

Coca-Cola Enterprises Ltd (CCE) is the local bottler responsible for the manufacturing, distributing, sales and trade marketing of the brands of CCGB throughout England, Scotland and Wales. It employs around 5,000 people at its various sites across Britain.

The Coca-Cola System

Together, CCGB and CCE form one 'system' which is referred to as 'The Coca-Cola System', but is not a single entity from a legal or a management point of view. The two businesses work together closely and have taken a joint approach to corporate responsibility in particular, because while some issues are relevant to one business and some to the other, still more are relevant to both.

Our Mission

Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions.

To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.

Our Vision

Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth.

People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit: Maximize long-term return to share owners while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.

Our Winning Culture

Our Winning Culture defines the attitudes and behaviors that will be required of us to make our 2020 Vision a reality.

Live Our Values

Our values serve as a compass for our actions and describe how we behave in the world.

Leadership: The courage to shape a better future
Collaboration: Leverage collective genius
Integrity: Be real
Accountability: If it is to be, it's up to me
Passion: Committed in heart and mind
Diversity: As inclusive as our brands
Quality: What we do, we do well

Focus on the Market

Focus on needs of our consumers, customers and franchise partners
Get out into the market and listen, observe and learn
Possess a world view
Focus on execution in the marketplace every day
Be insatiably curious

Work Smart

Act with urgency
Remain responsive to change
Have the courage to change course when needed
Remain constructively discontent
Work efficiently
Work efficiently

Act Like Owners

Be accountable for our actions and inactions
Steward system assets and focus on building value
Reward our people for taking risks and finding better ways to solve problems
Learn from our outcomes -- what worked and what didn’t

source: http://www.coca-cola.co.uk/About_us/
http://www.thecoca-colacompany.com/ourcompany/mission_vision_values.html

Discussions:

With those information on the top, I can say that this company have many best practices in the field of the IT and IS. Some of these practices that I think it can truly help to develop the skill of the IT/IS,some of these are as follows:

1.Network / good server system- I can say that having a good server system and networking has a great effect in terms of the e-business. Making it more competitive to other companies. Example of the importance of a good networking of a company is on the connectivity of the databases of the the company to it's other branch. Making this task such require a good skills in order do this.

2.Effective databases- I can say making this a big and complicated databases also require a good skills. Example of it's important part is the payments of the customers that it should be a well plan database also the recovery of the database on how you deal with when it encounter problems such us loss of data.

3.Equipments use- I can say also that having the best equipments in this kind of company is very important also because even how good your networks and databases but if your equipments are not that good to handle this, it's obvious that this is useless. You can also expect a large effect to your business.

4.Administrators- particular in the part of the IT people to have a good plan to it's databases. A well plan to it's future development and the smooth flow of it and the effectiveness of it's work to the benefit of the company.

***end***
(^_^)..cocoi™

Mintzberg's Ten Management Roles

2009-06-22T18:37:00.000-07:00

The Ten Management Roles
The ten roles explored in this theory have extensive explanations which are briefly
developed here:

• Figurehead: All social, inspiration, legal and ceremonial obligations. In this light, the manager is seen as a symbol of status and authority.
• Leader: Duties are at the heart of the manager-subordinate relationship and include structuring and motivating subordinates, overseeing their progress, promoting and encouraging their development, and balancing effectiveness.
• Liaison: Describes the information and communication obligations of a manager. One must network and engage in information exchange to gain access to knowledge bases.
• Monitor: Duties include assessing internal operations, a department's success and the problems and opportunities which may arise. All the information gained in this capacity must be stored and maintained.
• Disseminator: Highlights factual or value based external views into the organisation and to subordinates. This requires both filtering and delegation skills.
• Spokesman: Serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the operations of the organisation.
• Entrepreneur: Roles encourage managers to create improvement projects and work to delegate, empower and supervise teams in the development process.
• Disturbance handler: A generalist role that takes charge when an organisation is unexpectedly upset or transformed and requires calming and support.
• Resource Allocator: Describes the responsibility of allocating and overseeing financial, material and personnel resources.
• Negotiator: Is a specific task which is integral for the spokesman, figurehead and resource allocator roles.
Source: http://www.lmcuk.com/management-tool/mintzberg-s-ten-management-roles

IS/IT Leadership Roles

2009-06-22T18:31:00.000-07:00

1. Chief architect. The chief architect designs future possibilities for the business. The primary work of the chief architect is to design and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business outcomes.

2. Change leader. The change leader orchestrates resources to achieve optimal implementation of the future. The essential role of the change leader is to orchestrate all those resources that will be needed to execute the change program. This includes providing new IT tools, but it also involves putting in the place teams of people who can redesign roles, jobs and workflow, who can change beliefs about the company and the work people do, and who understand human nature and can develop incentive systems to coax people into new and different behaviors.

3. Product developer. The product developer helps define the company’s place in the emerging digital economy. For example, a product developer might recognize the potential for performing key business processes (perhaps order fulfillment, purchasing or delivering customer support) over electronic linkages such as the Internet. The product developer must "sell" the idea to a business partner, and together they can set up and evaluate business experiments, which are initially operated out of IS.

4. Technology provocateur. The technology provocateur embeds IT into the business strategy. The technology provocateur works with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business.
The technology provocateur is a senior business executive who understands both the business and IT at a deep enough level to integrate the two perspectives in discussions about the future course of the business. Technology provocateurs have a wealth of experience in IS disciplines, so they understand at a fundamental level the capabilities of IT and how IT impacts the business.

5. Coach. The coach teaches people to acquire the skillsets they will need for the future. Coaches have to basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business. A mechanism that assists both is the center of excellence - a small group of people with a particular competence or skill, with a coach responsible for their growth and development. Coaches are solid practitioners of the competence that they will be coaching, but need not be the best at it in the company.

6. Chief operating strategist. The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization. The strategist has parallel responsibilities related to helping the business design the future, and then delivering it. The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.

Source: http://csdl2.computer.org/comp/proceedings/hicss/2000/0493/07/04937055.pdf

Reflection About

2009-06-22T18:27:00.000-07:00

Management Information System (MIS)? Correct description of the subject course?

Before having reflections with this question let’s just define some terms that I believe it could really help us give us some good thoughts or ideas about this “headache maker question”.(lol) The terms that we will be going to define are coming from the internet and the links that are in the bottom portion are serve as the reference links. Here are the terms to define:

 MIS (Management Information System)
 IS (Information System)
 SSIS (Social Study of Information System)

What is MIS?

A management information system (MIS) is a subset of the overall internal controls of a business covering the application of people, documents, technologies, and procedures by management accountants to solving business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. Decision Support Systems, Expert systems, and Executive information systems.

http://en.wikipedia.org/wiki/Management_information_system

What is IS?

In a general sense, the term Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes. In a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization. Computer-based information systems are in the field of information technology. The discipline of business process modelling describes the business processes supported by information systems.

http://en.wikipedia.org/wiki/Information_systems

What is SSIS?

Most simply The Social Study of Information Systems is interested in people developing and using technology and the "culture" of those people.
SSIS studies these phenomena by drawing on and using "lenses" provided by social sciences, including: Philosophy, Sociology, Social Psychology, Organisational Theory, and Political Science.
http://en.wikipedia.org/wiki/Social_Study_of_Information_Systems

Now that we finally define those terms, I know that you have some ideas in your mind that you want to express, but sad to say I am the one who will make this reflection, so it means it is my opinion that will be post here. (lol)

For me, giving some direct answer to this question is a really hard job. As what I have read from those articles and discussion they have some different points and ideas. Like in the discussion of MIS, it is said that it is a subset of the over all internal controls. As explained, it is likely means that MIS is way or process to manipulate or even manages the strategic process of business, technology, and any other human works. It could be considered as a way to help an individual become more control in his/her work. Likely in Science, it is considered as a step by step strategic process to conduct and compile a work more efficiently and directly. Considering MIS in our course description it could also have a positive influence for our course. Management Information System can have a big connection for our future work. Likely in saving file and important program, it would be better to have a specific management style to save your work. Another example is in conducting technological research and development product. In saving your work and personal data of such an important work you should compile and disseminate your program more clearly. Processing and giving orders to your program should also be exact to attain a precise outcome in your work. Processing information of the work done is also a part of the MIS system, it would help the person involve to detect and find the program needed more easily and accurately. MIS also worked as a Database Retrieval Application helps the user to have a more data storage keeper. It would give the user a more options and control on his database and could disseminate and delete whatever file he chooses.

To understand the meaning of MIS clearly let’s define it in the other way. Let us begin with the Management. The term “Management” was define to these components plan, direct, organize and control. Plan- the things you want to do but it is not done yet. With this planning component of the MIS, it is very important to have this so that you will have a better output of your plan example in managing business in a company. Direct- having a direct plan in a business or a direct goal/direction what is your mission and vision for example in a company, you have a goal to emerge directed in a higher productivity. Organize- the act of preparing something to make it order. Organize flow of managing also an important aspect to do when you are managing something. Control- having the power or the authority. To apply this in a company, it has the power or the authority to impose the rules and regulation of a company that should be implied and obey by the employee. Also the company also should have the control to impose or regulate the prices in a company.

To summary up my answer about the question I would say that I agree to the what the is our course description that is the Management Information System because in order to build or impose a course description it will take a long time to study why that was the course description they made and for the fact until now, we use it as our course description for the subject.

I hope I was able to give you some points or reason why I agree to that our course description is correct.

***end***
(^_^)..cocoi™

Reflection About

2009-06-22T18:21:00.000-07:00

Management Information System (MIS)? Correct description of the subject course?

Before having reflections with this question let’s just define some terms that I believe it could really help us give us some good thoughts or ideas about this “headache maker question”.(lol) The terms that we will be going to define are coming from the internet and the links that are in the bottom portion are serve as the reference links. Here are the terms to define:

Ø MIS (Management Information System)

Ø IS (Information System)

Ø SSIS (Social Study of Information System)

What is MIS?

A management information system (MIS) is a subset of the overall internal controls of a business covering the application of people, documents, technologies, and procedures by management accountants to solving business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. Decision Support Systems, Expert systems, and Executive information systems.

http://en.wikipedia.org/wiki/Management_information_system

What is IS?

In a general sense, the term Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes. In a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization. Computer-based information systems are in the field of information technology. The discipline of business process modelling describes the business processes supported by information systems.

http://en.wikipedia.org/wiki/Information_systems

What is SSIS?

Most simply The Social Study of Information Systems is interested in people developing and using technology and the "culture" of those people.

SSIS studies these phenomena by drawing on and using "lenses" provided by social sciences, including: Philosophy, Sociology, Social Psychology, Organisational Theory, and Political Science.

http://en.wikipedia.org/wiki/Social_Study_of_Information_Systems

Now that we finally define those terms, I know that you have some ideas in your mind that you want to express, but sad to say I am the one who will make this reflection, so it means it is my opinion that will be post here. (lol)

For me, giving some direct answer to this question is a really hard job. As what I have read from those articles and discussion they have some different points and ideas. Like in the discussion of MIS, it is said that it is a subset of the over all internal controls. As explained, it is likely means that MIS is way or process to manipulate or even manages the strategic process of business, technology, and any other human works. It could be considered as a way to help an individual become more control in his/her work. Likely in Science, it is considered as a step by step strategic process to conduct and compile a work more efficiently and directly. Considering MIS in our course description it could also have a positive influence for our course. Management Information System can have a big connection for our future work. Likely in saving file and important program, it would be better to have a specific management style to save your work. Another example is in conducting technological research and development product. In saving your work and personal data of such an important work you should compile and disseminate your program more clearly. Processing and giving orders to your program should also be exact to attain a precise outcome in your work. Processing information of the work done is also a part of the MIS system, it would help the person involve to detect and find the program needed more easily and accurately. MIS also worked as a Database Retrieval Application helps the user to have a more data storage keeper. It would give the user a more options and control on his database and could disseminate and delete whatever file he chooses.

To understand the meaning of MIS clearly let’s define it in the other way. Let us begin with the Management. The term “Management” was define to these components plan, direct, organize and control. Plan- the things you want to do but it is not done yet. With this planning component of the MIS, it is very important to have this so that you will have a better output of your plan example in managing business in a company. Direct- having a direct plan in a business or a direct goal/direction what is your mission and vision for example in a company, you have a goal to emerge directed in a higher productivity. Organize- the act of preparing something to make it order. Organize flow of managing also an important aspect to do when you are managing something. Control- having the power or the authority. To apply this in a company, it has the power or the authority to impose the rules and regulation of a company that should be implied and obey by the employee. Also the company also should have the control to impose or regulate the prices in a company.

To summary up my answer about the question I would say that I agree to the what the is our course description that is the Management Information System because in order to build or impose a course description it will take a long time to study why that was the course description they made and for the fact until now, we use it as our course description for the subject.

I hope I was able to give you some points or reason why I agree to that our course description is correct.

***end***

(^_^)..cocoi™