The terms postmodern and hypermodern Essay Example For Students

The terms postmodern and hypermodern Essay He unites these thoughts by saying moins le futur est pri obvious, in addition to il faut itre versatile, adaptable, ri actif, pri t I changer en permanence15. One method of understanding this idea of the hypermodern is by alluding to different analysts, most strikingly the clean humanist Zygmunt Bauman, who discusses the contemporary presence of society similar to a fluid advancement. This idea is reverberated by Marx and Engels who utilize the lovely expression all that is strong melts into air16, which can be utilized to propose that society is currently at a phase of advancement wherein everything is in transition all the obstructions to it are porous. We will compose a custom exposition on The footing postmodern and hypermodern explicitly for you for just $16.38 $13.9/page Request now Lipovetsky reaffirms this when he makes reference to une logique moderne di ri guli e et desinstituionalisi e17, which speaks to the possibility that the characterized hindrances of organizations have been separated, which permits the person to circle through these establishments in a significantly more liquid way. Lipovetsky adds to this idea of smoothness by recommends there is a hyperbolic dynamic to the hypermodern culture. He focuses to this when he says Dans ce setting, les sphi res les in addition to diverses sont le lieu rise monti e aux extri mes, livri es iune dynamique illimiti e, I une spirale hyperbolique18. This is additionally pertinent to the person as it can prompt them wearing out, for instance, because of the commitment to continually be moving and versatile. It could be contended that Lipovetsky is proposing this shows the way that the fabulous story of progress does not exist anymore; it seems as though the individual is hurrying to stop. He proposes that this steady interest to be proficient isn't driven by an aggregate plan to move towards an Utopian objective, yet rather by a need to survive19. As referenced before, the thought of frailty that hypermodernity has realized is a predominant subject in Les Temps Hypermodernes. Lipovetsky, on various events, alludes to the manner by which the assumption of unwinding and opportunity that described postmodern has been supplanted by a progressively serious and quick paced dynamic in which people continually want to secure themselves against present and future threats: Le climat du head pri sentisme libi rationniste et optimiste, empreint de ligi reti , sest destroy, au bi ni fice rise demande sum up de protection20. This can be credited to the way that individuals, especially in the work place, are not, at this point ready to draw upon aggregate encouraging groups of people of old that may assist them with managing the weights around them. It could thusly be contended that this escalation of individualisation related with hypermodernity has expelled the outside boundaries, or outer reference focuses, by which people can characterize him themselves. In spite of this heightened independence that is available in the hypermodern culture, Lipovetsky keeps up an uplifting standpoint by guaranteeing that there are as yet aggregate recognizable pieces of proof that people can make. He recommends that, despite the fact that people no longer buy in to enormous good systems, they are as yet propelled by moral and helpful issues. This exhibits individuals despite everything have the ability to meet up, yet as people instead of a system. Taking everything into account, it is obvious that Lipovetskys advances an exhaustive investigation of both the postmodern and hypermodern times, exhibiting unmistakably how society has moved away from the control of the disciplinary period, towards an increasingly liquid and individualized culture, keeping up an idealistic point of view toward the manner by which the world is creating. His utilization of the terms postmodern and hypermodern can be contended to critical as in they offer an important structure of reference in analyzing the various manners by which the human condition and the elements of society have changed all through these periods. .u203675e1447e499a75f79d67c432c7c3 , .u203675e1447e499a75f79d67c432c7c3 .postImageUrl , .u203675e1447e499a75f79d67c432c7c3 .focused content zone { min-tallness: 80px; position: relative; } .u203675e1447e499a75f79d67c432c7c3 , .u203675e1447e499a75f79d67c432c7c3:hover , .u203675e1447e499a75f79d67c432c7c3:visited , .u203675e1447e499a75f79d67c432c7c3:active { border:0!important; } .u203675e1447e499a75f79d67c432c7c3 .clearfix:after { content: ; show: table; clear: both; } .u203675e1447e499a75f79d67c432c7c3 { show: square; progress: foundation shading 250ms; webkit-change: foundation shading 250ms; width: 100%; murkiness: 1; progress: haziness 250ms; webkit-change: darkness 250ms; foundation shading: #95A5A6; } .u203675e1447e499a75f79d67c432c7c3:active , .u203675e1447e499a75f79d67c432c7c3:hover { mistiness: 1; change: obscurity 250ms; webkit-progress: haziness 250ms; foundation shading: #2C3E50; } .u203675e1447e499a75f79d67c432c7c3 .focused content territory { width: 100%; position: relati ve; } .u203675e1447e499a75f79d67c432c7c3 .ctaText { outskirt base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: striking; edge: 0; cushioning: 0; text-enrichment: underline; } .u203675e1447e499a75f79d67c432c7c3 .postTitle { shading: #FFFFFF; text dimension: 16px; text style weight: 600; edge: 0; cushioning: 0; width: 100%; } .u203675e1447e499a75f79d67c432c7c3 .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; fringe: none; fringe sweep: 3px; box-shadow: none; text dimension: 14px; textual style weight: intense; line-stature: 26px; moz-outskirt span: 3px; text-adjust: focus; text-embellishment: none; text-shadow: none; width: 80px; min-tallness: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/basic arrow.png)no-rehash; position: supreme; right: 0; top: 0; } .u203675e1447e499a75f79d67c432c7c3:hover .ctaButton { foundation shading: #34495E!important; } .u203675e1447e499a75f79d6 7c432c7c3 .focused content { show: table; stature: 80px; cushioning left: 18px; top: 0; } .u203675e1447e499a75f79d67c432c7c3-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .u203675e1447e499a75f79d67c432c7c3:after { content: ; show: square; clear: both; } READ: The likenesses and dissimilarities between the Prioresse and the Wife Bath EssayReferences Foucault, Michel, Surveiller et punir, Gallimard, 1975. Lipovetsky, Gilles, La socii ti de di ception, Textuel, 2006. Lipovetsky, Gilles, Li re du vide, Gallimard, 1983. Lipovetsky, Gilles, Les temps hypermodernes, Grasset, 2004. Marx, K. Engels, F. , The Communist Manifesto, 1848. 1 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 25-26. 2 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 7. 3 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 27-28. 4 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 29. 5 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 31. 6 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 31. 7 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 39. 8 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 37. 9 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 199. 10 Foucault, Michel, Surveiller et punir, Gallimard 1975. 11 Lipovetsky, Gilles, La socii ti de di ception, Textuel 2006, Page 16. 12 Lipovetsky, Gilles, La socii ti de di ception, Textuel 2006, Page 16. 13 Lipovetsky, Gilles, Li re du vide, Gallimard 1983, Page 43-48. 14 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 53. 15 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 55. 16 Marx, K. Engels, F. , The Communist Manifesto, 1848. 17 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 52. 18 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 52. 19 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 55. 20 Lipovetsky, Gilles, Les temps hypermodernes, Grasset 2004, Page 55.

Advocates of Human Rights and Champions of Countrys and Citizens Research Paper - 2

Backers of Human Rights and Champions of Countrys and Citizens Safety - Research Paper Example Consequently, individuals who are indicted in the lower courts, yet have claimed effectively to higher courts could nor be expelled from office, nor could be denied of different residents rights, such as getting chose for a chosen post, or practicing casting a ballot rights and so forth. Along these lines, arraignment or formal charge against any individual isn't proof of blame on the grounds that except if demonstrated something else, the individual should be guiltless. It is the key protect in the British framework. â€Å"It is decisively so as to secure this assumption of guiltlessness that respondents are not commonly required to confront proof which, while it might be exceptionally biased, doesn't really demonstrate the specific argument against them† Keeping this selective right of the litigant, he is rejected from ‘similar certainty evidence’ meaning comparative violations submitted by the blamed in past won't have any bearing on the current case. Human Rig hts have become the most significant standards of law today, in totally socialized nations. The world is, finally, recognizing that individual and his privileges are more prominent than some other rights, as long as it doesn't infringe another’s singular rights. Subsequently, human rights go to the bleeding edge while managing singularity as its center matter. â€Å"Throughout the world, in universal relations and worldwide law, talk is progressively being led in the language of human rights. This pattern speaks to the critical advances which are being made by the global network of countries on the idea of state sovereignty,† (Feldman, 2002, p.35).

How to Socialize If You Have Social Anxiety Disorder

How to Socialize If You Have Social Anxiety Disorder Social Anxiety Disorder Treatment and Therapy Social Skills Print How to Socialize If You Have Social Anxiety Disorder By Arlin Cuncic Arlin Cuncic, MA, is the author of Therapy in Focus: What to Expect from CBT for Social Anxiety Disorder and 7 Weeks to Reduce Anxiety. Learn about our editorial policy Arlin Cuncic Reviewed by Reviewed by Amy Morin, LCSW on January 26, 2020 facebook twitter instagram Amy Morin, LCSW, is a psychotherapist, author of the bestselling book 13 Things Mentally Strong People Dont Do, and a highly sought-after speaker. Learn about our Wellness Board Amy Morin, LCSW on January 26, 2020 Social Anxiety Disorder Overview Symptoms & Diagnosis Causes Treatment Living With In Children JGI / Jamie Grill / Getty Images Knowing how to talk to people when you have social anxiety disorder (SAD) can be difficult. Even after receiving treatment, you may find that you lack some of the social skills needed to connect with people effectively. It is a hurdle that many people with SAD face but one which can be overcome with a little patience, practice, and insight. Understanding Social Performance Deficits A 2008 study published in the Journal of Anxiety Disorders sought to determine whether individuals with SAD were actually worse at social interactions or just thought that they are.?? What the researchers found was that, in people who were socially awkward, their performance was generally worse in their heads compared to what actually occurred. It is rather like giving a speech you thought you messed up, but the message still came through. In people with SAD, the outcome was somewhat different. What the researchers found was that individuals with the disorder had social performance deficits, essentially gaps in their communication skills which limited how well they could interact. This would be akin to giving a speech without knowing your subject or to whom you were speaking. Without these key reference points, it would be difficult to know how to act or respond appropriately. Overcoming Social Performance Deficits Many people with SAD have avoided talking to others for most of their lives. Even when they are finally able to control their anxiety, they will often have no idea how to start a conversation, read body language, or identify social cues.?? There are some tips that may help. The aim is to teach you that communication is about more than just speaking. Like any new experience, there may be stress and the occasional gaffe when you first start, but you need to believe that these are normal. By merely being present, things will improve, sometimes invisibly, as you become more accustomed to social situations. Start with these three basic tips: 1. Practice Nonverbal Communication People with SAD tend to be unaware of the physicality of communication.?? As a result, they may create barriers that either suggests they are either distracted, disinterested, or disingenuous. These behaviors may include: Inability to maintain eye contactSpeaking too softly, too quickly, or with an unsure toneStanding too far awaySmiling too much or too littleSlouching or keeping your arms crossedLooking down To overcome this, learn the 10 rules of body language, including what different body positions and gestures communicate to others and the ways you can make yourself more approachable by simply nodding, maintaining eye contact, and using simple mirroring techniques. 2. Combine Conversation With Activity Keeping a conversation going can be difficult even for the best of us. Social communication can often be like a tennis match where youre always setting up and preparing for the next response one after the next. While awkward gaps can happen to anyone, nobody really loves them. To overcome this, put yourself in situations where you can combine conversation with activity. Invite a person to join you at a place where you can move about or focus on an activity if there is ever a hiccup in the conversation. While lunches or dinners may be okay, there is really is nowhere to turn if the conversation runs dry (other than to comment on the food or surroundings). Instead, consider these options: Shopping togetherVisiting a nursery or a farmers marketTaking a walk or a hikeJoining an exercise or yoga classAttending a sporting eventPlaying a sport or even a simple board game Doing these activities together can help stimulate conversation and take some of the pressure off the back-and-forth volley few of us are experts at. 3. Work on Conversation Skills Conversing is as much a skill as riding a bike; the more you do it, the better you will get. To get started, you will need to pick up some tools to help navigate the common structure of all social interactions. Among them: Learning how to join a conversation involves reading social cues, signaling your interest, and understanding the rules of politeness.Learning how to make small talk  involves understanding which subjects work best in conversation and which dont.Learning how to leave a conversation  requires preparation, body language, and a modicum of grace. These are just a few of the tips that can help you on the road to becoming socially interactive. Ultimately, the most important thing to remember is that mistakes will happen and you will need to forgive yourself. We have all had social mishaps that have mortified usâ€"its humanâ€"but it is only by making mistakes that we can learn and improve.

Poison Warning Signs

Analysis Of The Poem I Promise - 848 Words

Natalie walks into the hospital room and slowly smiles when she sees Ashlyn s grandmother in the hospital bed. Natalie. It s so good to see you, dear. The matriarch said as she taps Natalie s hand. You too. I was in the neighborhood and decided to check in. Natalie said as she sits down in the chair. I m glad you did. Have you been able to talk to Ashlyn? Slowly. We aren t together, romantically, after what happened in London. But you still love her? I haven t stopped loving her, but she did break my heart. When does your first true love come back? Usually never. Promise me one thing. At least hear Ashlyn out. She regrets leaving that way. I promise. Natalie sees Ashlyn talking to HAO, Alex, and Cheney and she walks over to her. She places her hands on her ex s shoulders and leans down. We need to talk. Natalie whispered. Upstairs? Ashlyn asked. Our room. Cap? Mind watching Allie? No problem. The forward and goalkeeper walk out of room with their teammates watching. Probably going to talk it out? Kelley asked. God, I hope so. Hope said. Ashlyn looks at her ex inside their hotel room and sees uncertainty in her eyes. What did you want to talk about? Ashlyn asked. That day. Ashlyn quietly sighs and sits on the bed as Natalie leans against the desk. I regret leaving you like that. But I got scared. You don t think that I got scared? Ashlyn, you weren t moving across the country. You were moving across theShow MoreRelatedRobert Frost Explication Analysis1266 Words   |  6 PagesPoetry Explication Essay The poem Stopping by Woods on a Snowy Evening was published in Robert Frost’s New Hampshire in 1924 (Pritchard). The poem is among the most easily recognizable and familiar works written by Frost. On the surface, this poem is a short encounter at the edge of a snowy forest. Perhaps its outer simplicity is what makes the poem stand out in the minds of readers. The straightforward structure and balanced rhyme pattern make it easy to recite and the imagery Frost evokes is bothRead MorePoetry Analysis1035 Words   |  5 PagesJustin Gonzales A Promise to Return Poetry Analysis Essay 3-1-2013 A Promise to Return Is there anybody there?   said the Traveller, knocking on the moonlit door; and his horse in the silence champed the grass of the forests ferny floor (De La Mare, 1-4) and in a dreamlike manner, the scene is set.   The Listeners by Walter Del La Mare is a dark and spooky poem with an unexpected ending.   It is about a traveller who rides through an eerie forest in the middle of the night in search ofRead More Analysis of Robert Frost’s Stopping by Woods on a Snowy Evening692 Words   |  3 PagesAnalysis of Robert Frost’s Stopping by Woods on a Snowy Evening The poem, â€Å"Stopping by Woods†¦Ã¢â‚¬  speaks of a time that the author paused during a trip to simply enjoy the quiet and beauty of nature. 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In order to convey her internal feelings of despair and disappointment, Sylvia uses a certain tone, structure, and a number of stylistic devises. Below is a descriptive analysis of how she manages to do so, and an interpretation of a poem’s meaning stanza by stanza. From the beginning of the first line, Sylvia Plath sets a depressive and negative tone to her poem. â€Å"The horizonsRead MoreWuthering Heights by Silvia Plath. Deconstruction of the Poem.1561 Words   |  7 PagesHeights » is a poem written by an American poet Sylvia Plath and is based on a novel of the same name by Emily Bronte. In order to convey her internal feelings of despair and disappointment, Sylvia uses a certain tone, structure, and a number of stylistic devises. Below is a descriptive analysis of how she manages to do so, and an interpretation of a poem’s meaning stanza by stanza. From the beginning of the first line, Sylvia Plath sets a depressive and negative tone to her poem. â€Å"The horizons

The Theory and Medical Treatment of ADHD Free Essays

For the past several decades the terms learning disorders, learning dysfunctions, learning disabilities, learning differences, and attention-deficit disorders have made the rounds in the educational, medical, and psychological journals. The concepts have been studied routinely and thoroughly with similar and distinct differences. Some theoreticians and educators include the concepts of dyslexia, hyperactivity, interrupted concentration, anxiety, perceptual dysfunction, and a host of other variables as belonging to the definition of what should be called a learning puzzle rather than a dysfunction. We will write a custom essay sample on The Theory and Medical Treatment of ADHD or any similar topic only for you Order Now If the perception of a piece is placed before the recognition of the whole, then treatment is item specific and not supportive of the entire structure. In other words, learning, and the process whereby it is completed or interrupted, must be viewed in relation to the whole structure rather than identified by its parts. The learning puzzle can be properly described as an intricate formation of a human’s neurological, physiological, psychological, and sociological systems (parts) blended together to produce a healthy functioning individual (whole). The â€Å"act† of learning is accomplished optimally when all parts of the puzzle are functioning without interruption. However, when learning is interrupted through external or internal stimuli the puzzle cannot be completed and negative results occur. The lack of puzzle completion is brought about both environmentally and medically. For example: A lack of educational opportunity, poor self esteem, and even peer pressure (environmental leaning interruption) can help to erode the puzzle structure and produce a dysfunctional situation in the learning process (Jourard, 1959). Similarly, should there exist a malfunction in the body (medical part) disruption in learning can occur as well; thus preventing the puzzle from becoming complete. The focus, therefore, of this paper will be to report on that which causes learning to be disrupted through a medical variable (hyperactivity) and the treatment that can be applied to permit learning to take place on a much more normal basis. The literature is replete with references to Attention-Deficit/Hyperactivity Disorder (AD/HD) and the learning consequences. Generally speaking AD/HD is characterized by developmentally inappropriate impulsivity, attention, and hyperactivity. It is a neurological disorder (DSM-IV-TR, 2000; Breggin, 2000) that has serious consequences including school failure, problems with relationships, conduct disorder, substantive abuse and job failure (Bagwell, 2001; Cepeda, 2000). More specifically AD/HD refers to a family of related chronic neurobiological disorders that interfere with an individual’s capacity to regulate activity level (hyperactivity), inhibit behavior (impulsivity), and attend to tasks (inattention) in developmentally appropriate ways. Treatment for the disorder runs the gambit from behavioral therapy (Rabiner, 2003), to herbal remedies (Chan, 2000), to medication (Biederman, 1999). For the most part the drugs used to treat AD/HD are those, which must be prescribed by a physician. Regardless of the drug prescribed the most effective way to treat AD/HD is to use a combination of drugs and therapy. The most common, as well as most familiar, prescriptive medications used for the treatment of AD/HD in children are those stimulants known as methylphenidates (Ritalin, Concerta, Metadate-ER) and amphetamines (Dexedrine, Dexedrine Spansules, Adderall. (Breggin, 1998; Watkins and Brynes, 1999). However, administering these particular drugs to AD/HD children reportedly has some rather severe ramifications such as drug dependency, changing brain chemistry, suppressing appetite, and disrupting the growth hormone. Stimulant medications commonly used to decrease distractibility by increasing focus and concentration, are Ritalin, Dexedrine and Cylert. The general misconception is that this type of medication is used to control hyperactivity. However, the decrease in observable hyperactivity is actually the result of increased ability to concentrate. On the other hand there are even some researchers and practitioners who believe that Ritalin can also lead the way to the use of other narcotics and drugs as the child gets older. Yet there are those who believe that even though the use of Ritalin should be discontinued, they believe the AD/HD child can be placed in a more compliant or submissive state with medications that will permit the child to gain control over the disruptive behavior and learn more (Pelham, Carlson, Sams, Vallano, Dixon, Hoza, 1993; Runnheim et al. 1996; Barkley, R. A. ,1990). Just because an AD/HD child may have a positive reaction to medication is not indicative that medication is all that is required to produce the desired learning and behavioral results. The medications do not cure the disorder; they only control the symptoms while the medication is in the system. Knowing that medications may help a child pay better attention they do not improve the child’s academic skills or increase the child’s knowledge. What is most often recommended for lasting improvement is to combine a medical management program with other treatment modalities such as behavioral therapy, emotional support, and parental and educational involvement. The concern today is that everyone is looking for a miracle cure for AD/HD children. Successful treatment of AD/HD requires specifically dealing with several problems in terms of hyperactivity, impulsivity, inattention, and poor motivation. In fact the more the treatment digresses from the aforementioned performance points, the less successful the treatment becomes. Knowing that proper nutrition, exercise and a healthy lifestyle is important for everyone, including ADHD children, there is extremely little scientific evidence that any homeopathic or herbal preparations will lessen or eliminate the symptoms of AD/HD in children. In addition there is little evidence as well treating an AD/HD child with vitamin and mineral supplements, biofeedback, or acupuncture will have any long-lasting affect. The life of an AD/HD child can only change for the better through a combination of careful assessment, proper counseling, family involvement, and appropriate medical treatment. How to cite The Theory and Medical Treatment of ADHD, Essay examples

Capturing Tacit Knowledge In Squh Free-Samples for Students

Question: Discuss about the Knowledge Capturing Process in SQUH. Answer: Introduction According to Caimo Lomi (2015), knowledge is a vital aspect of an organizational resource as it aids in the provision of a viable competitive advantage in a diverse and competitive market. Knowledge can be understood and defined in various way. For instance, Lehrer defines knowledge as what we know and understanding of what is false. Similarly, Wang and Hou, (2015), states that knowledge is processed information that entails ideas, facts, experience, and judgment relevant for a person, group, and organizational outcome. Therefore, for organizations to enhance dominance in the market, Caimo Lomi (2015) reiterates that its essential for firms to depend on staffing and training methods that emphasize on the acquisition of workers that have particular knowledge, abilities, or capabilities or assisting employees to obtain them. Hence, the institute must put into consideration various ways to transfer knowledge from specialists that have the experience to trainees that needs it. As such, most organizations employ innovations in the management of this information and enhanced storage manner. However, the technological ways are not able to protect informational materials found in a persons mind that have been stored for some years of studies, abilities, and experience. Notably, Srinivas (2016) identifies that there are two types of knowledge: explicit and tacit knowledge with the latter being expressed in books and speeches while tacit resides in mind and characters of an individual. According to Joe, Yoong, Patel (2013) affirms that like other health centers and organizations, Sultan Qaboos University Hospital (SQUH) experience loss of knowledge due to a significant portion of its older experts leaving the facility due to retirement. Therefore, this paper explores knowledge capturing process in SQUH, the value of knowledge exchange, challenges and opportunities of tacit knowledge, and various methods of capturing tacit knowledge in SQUH. Knowledge Capturing Process in SQUH According to Sherwood (2013, p. 16), knowledge acquisition is in various methods, and executives and managers understand the importance of knowledge in the success of an organization. Knowledge management provides a vital factor when struggling in the competitive market since most clients visit facilities that they perceive to have skilled experts. Based on Srinivas (2016) studies, knowledge comes in two forms: explicit and tacit. Explicit Knowledge can be easily transferred from an individual to a given populace through the web, speech, and books while tacit is hard to transfer since it resides in peoples' mind and characters. Therefore, most organizations including SQUH employs an explicit form of knowledge management since individuals knowledge in an institution can be expressed and made clear. Also, the health facility management believes that the approach can be incorporated to assist staffs in sharing information they entail to develop knowledge assets. The integration of information management systems within the Institute plays a significant role in enhancing the spread of explicit material assets over the hospitals intranet, thus, helps in efficient patient management. Additionally, the hospital employs experiments and various factors of structured processes that are developed to remedy the lack of information that it essential to the health center. Importance of Knowledge Exchange among Staffs of SQUH According to Caimo Lomi, (2015), knowledge is one of the constant rising organizational assets such as management systems, brand identity, client information, and institutional character. Its an important virtue in humans as it indicates grouped expertise and efforts of connections and associations. Most of the duties performed by workers are usually knowledge based, thus, a critical driver to corporates success. As such, the importance of knowledge is observed when it entails core functions and focuses on mission, fundamental values, and strategic significances. Therefore, in case the hospital reorganizes or changes its culture of knowledge management, Caimo Lomi (2015) claims that valuable knowledge will diminish since staffs that leave the facility move with their valuable information, resources, abilities, and experience. Those that are employed or stays can be given new tasks and never incorporate their wealth of stored knowledge. Since the organization integrates both tacit and explicit knowledge systems, employees practice various perspectives to find a solution to a given problem. Hence, they share information and teams physical and intellectual possessions in current and creative styles. This allows the hospital management to exploit and utilize on knowledge-based activities, thus, aids in minimizing the cost of production, enhanced completion of creation of new merchandise, group activities, innovation capabilities and income generation. Based on Nesheim Gressgrd, (2014) research on knowledge management, provision of relevant mate rials at the time of necessity by use of structure, search, syndication, and support knowledge exchange, provides room for developing good decisions. According to Chen, Lin, Yen (2014) teamwork promotes different opinions, and diverse experiences during the decision-making process, hence, enables decisions to be created on genuine understanding. Conspicuously, it facilitates smooth and timely completion of responsibilities such as finding a solution to a problem, analyzing markets, benchmarking against co-workers, and understanding competition. Chen, Lin, Yen (2014) articulates that active and efficient knowledge management process enhance reuse of already developed information that eventually helps to reduce rework, avoid problems, saves time, and hasten progress. Sharing of knowledge among the employees as well aids in avoiding redundancy at work, therefore, saves money and streamline events. Remarkably, transfer of knowledge between personnel helps in preventing similar mistakes in the future, and this is usually accelerated by a culture of trust and openness within the workers. Also, Chen, Lin, Yen (2014) argues that knowledge gained from a fellow employee assist an individual to learn from their experience and use it to their advantage in the management of patients and to perform other tasks. Moreover, enhancing the exchange of knowledge within the facility limits skill gaps since new staffs such as students in the internship, attachment, and recruited employees can quickly acquire the talents. When workers share thoughts and resources among themselves there is a feeling of a common objective being pursued, thus, boosts interest and strengthens every individual to exchange knowledge. According to Wang Hou, (2015) knowledge helps employees to acquire more than they lose through sharing since the transfer of information is a synergistic method, hence, build one's morale when performing a given role. Knowledge exchange also enables provision of skills and abilities that are in demand due to their short supply in organizations mainly through the formation of discussion forums, training workshops, and ask the expert approach. For instance Wang Hou, (2015) states that material sharing, reuse, and inventions can primarily minimize the time required to provide services to clients, thus, provides a competitive advantage to the hospital. Challenges of Capturing Tacit Knowledge among Employees in SQUH With recent developments in the health sector such as the invention of Trakcare technology to enhance efficient patient management in SQUH, most of its staffs acquire skills and knowledge concerning their domain, competitive space, and customer requirements. As the ability to operate the machine develops, it becomes more significant for the organization to protect, nurture, and utilize recognized operators of the technique. According to Bessick Naicker (2013) this is usually gained by employees that are not willing to document or share obtained expertise. Just like institutions that don't consider dissemination of information, workers frequently become the primary owner of the knowledge, thus, making the knowledge extinct in case the person retires or leaves the organization. According to Bessick Naicker (2013), to store knowledge, management must target four areas to ensure knowledge dissemination and efficient application through teamwork. This includes governance role, staff activities, accepting operation occupation to develop, recreate, organize, and transmit knowledge properties. Drucker (as cited by Bessick and Naicker, 2013) states that for knowledge process to be significant, captured, and determined, it must pass through three levels. These entails utility of creative knowledge, consideration of knowledge workers as a valuable asset to an organization, and incorporation of formal educative programs to enable staffs to apply their ability both theoretically and analytically. Therefore, the following are barriers that occur in SQUH that deters acquisition of tacit knowledge among its employees. Differences in Age and Gender Br?i? Miheli? (2015), asserts that age affects the transfer of tacit knowledge as some staffs consider themselves to be superior to their counterparts. This is because each generation is subjective to numerous factors that form a respective value system distinguishing them from individuals that grew at various times. For instance, students on internship find it difficult to relate with their seniors due to age difference, and this systematically leads to lack of appropriate knowledge transfer. Conversantly, gender also impact acquisition of this knowledge as some employees dont easily interact with workers of opposite sex. Difference in Educational Ranks SQUH incorporates several staffs such as nurses, doctors, administrator, human resource officer, and casuals. This entails that different employees have various ranks according to their level of education. However, most important are the doctors and nurses as they are entitled to patients that are major clients of the facility. Hence, Chuang, Jackson, Jiang (2016) postulate that different level of study between nurses and physicians prevent smooth interaction and consultation, thus, minimizes the opportunity of attaining tacit knowledge. For instance, doctors might perceive their interaction with nurses to be diminishing their profession, therefore, relate easily with other specialists. Mistrust among Employee Additionally, Br?i? Miheli? (2015) reiterates that inadequacy of trust and failure embrace possession of intellectual stuff by various employees, thus, diminishes the ability of one to transfer tacit knowledge to the other. Organizational Barriers Based on Chuang, Jackson, Jiang (2016) studies that poor managerial and leadership style in an organization that cant integrate current information management systems also aids in deterring transmission of this knowledge from an individual. Moreover, leadership that fails to develop policies that are focused on knowledge retention enhance loss of informational materials from the experts. Technology Acquisition Lack of incorporation and compatibility of information technology structures and process leads to loss of tacit knowledge among the employees in SQUH. As such there is lack of technical support and communication between staffs at different departments, hence, leading to retention of knowledge by presumed experts. Likewise, the administration doesnt demonstrate the importance of new techniques in inclination to the existing ones, thus, contributes to a reduction in knowledge sharing. Knowledge Creation and Exchange Process in SQUH Tong, Tak, Wong (2015) articulates that knowledge creation in a firm entails making accessible and strengthening information that is made by entities as well as forming and integrating it into a facilitys knowledge structure. The major contributors to knowledge development grounds on numerous studies of information making in innovative Japanese Enterprises that eventually confirmed that knowledge creation bases on four models of knowledge exchange. The knowledge development involves Socialization, Externalization, Combination, and Internalization that is commonly known as SECI model. Significantly, Easa, 2012 claims that achievement of most Japanese Companies relied on their capability to generate innovative organizational knowledge centered on a cyclic model of endless interactions and conversion of tacit and explicit materials on three stages: individuals, groups, and institute. Globally, the framework has become widely recognized by scholars in categorizing, constructing, documenting, sharing, and exchanging knowledge from a Knowledge Management perception. The figure below indicate the four channels of SECI model. Socialization According to Easa (2012) the method transforms tacit knowledge to new tacit information by enhancing exchange of experience, skills, and opinions and majorly it occurs through social and cultural activities organized by organization such as team building. Typically it takes place in a traditional form other than through documented manuals or books. Additionally, it can occur during informal social gatherings outside the institute in which tacit knowledge like worldviews, mental models, and friendship is developed and shared. Also, it can be drawn up beyond hospitals boundaries such as interaction with clients and suppliers. Externalization Easa (2012) states that this technique changes tacit knowledge into explicit knowledge that occurs when the organization attributes its inside rules of happenings formally or when it openly sets their goals that quickly captures through writing or computerization. Therefore, by converting tacit knowledge to explicit, it enables easy sharing, hence, becomes the significant source of new information. As such, capturing of tacit knowledge is eased since the experienced staff can easily put the tacit knowledge into writings that can be read by other members. Combination The process articulates explicit knowledge into various systematic groups of explicit knowledge. Easa (2012) reiterates that explicit information is derived either from inside or outside the facility then fused, edited or managed to create new insights. Combination involves changing of explicit knowledge into more detailed and logical sets of clear understanding. The developed knowledge is then shared among various employees, and it can be facilitated by creative incorporation of online communication systems and databases. For instance, when the hospitals auditor gathers data from different departments and assembles them in a context to create a financial report, the report is regarded as a new knowledge since it integrates information from various sources in a single context. Internalization Easa (2012) indicates that the process transfers explicit knowledge to tacit knowledge indicating that explicit knowledge is internalized to obtain tacit knowledge. By internalizing, any development of explicit knowledge is exchanged between staffs and transformed into tacit informative materials through individuals. Internalization is almost similar to learning by performing, for instance, creation of training programs can assist trainees to apprehend the institution or reading documented manuals concerning their job descriptions can help them internalize explicit knowledge contained in such files to enhance their tacit knowledge. Similarly, the acquired tacit knowledge at personal level can then enable a new set of knowledge making when its exchanged between personnel by socialization method. Ways of Capturing Tacit Knowledge in SQUH Tounkara (2015) argues that knowledge sharing is a major challenge for many organizations and significantly those that bases their approach on knowledge codification through employing knowledge engineering means. Most of these institutes experience a significant problem as their knowledge repository is used by few individuals. Since tacit knowledge is that information found in a persons mind and attributes that is unique and once possessed can be a greater boost to a companys achievement. However, the knowledge is significantly individualized and difficult to formalize, hence, hard to communicate to other populace. For example, Tounkara (2015) identifies that tacit knowledge occurs in two scopes: technical dimension that entails the know-how, and cognitive aspect that encompasses beliefs, ideas, and values that most are taken for granted. Therefore, tacit knowledge is a non-codified know-how that is obtained through informal take-up of educated traits and procedures. However, tacit knowledge is still a new domain that is not known by several managers, thus, depends on their natural ability to enhance correct decisions making process. As such, institutions that seek to propel their competitive advantage in the market has to integrate environment that enables employees to verbalize their tacit materials. General staffs, therefore, needs to exploit their addition to the group of ideas that facilitates a competitive edge to the facility. In SQUH different strategies are used to capture tacit knowledge among various experts that are seen to be viable for success of the firm. Harmaala (2014) argues that face-to-face interaction among colleagues in the hospital has been observed as the primary channel for sharing tacit knowledge with the most common model being expert-novice model. Quietly, its always believed that the new recruits, novice employees learns from their senior specialist, but the advantages occur when both are involved in sharing their ideas and opinions. Nevertheless, to support success of the model persons are required to develop trust and motivation among themselves. Moreover, Harmaala (2014) claims that individual system is also considered as a way of capturing tacit knowledge from workers. This is enhanced through cycling of tasks in which staffs performing similar roles can exchange their work, thus, enables personnel to discuss their capability and ideas together after the transfer duration. Similarly, based on Harmaala (2014) incorporation of teamwork through pairing of staffs when performing their roles enhance sharing of ideas, skills, views, and experiences. Therefore, new updated operational styles are developed, and the tacit knowledge is retained within the hospital. A common method of capturing tacit knowledge in the institution via pair work include mentoring and expert-novice. The university hospital has majored mostly on mentoring as a technique since the experienced personnel provides advice, guidance, and support for the newly recruited staffs. The method focuses on individuals own objectives and professional growth that is opposed to organizations stated goals. Additionally, through mentorship one is able to acquire various skills and ideas that are shown by the senior employee, thus, helps in smooth transfer of the knowledge. Significantly, integration of teamwork by management as a means of apprehending tacit knowledge has helped in retaining significant information from experienced personnel. However, Harmaala (2014) claims that the approach is useful when participants are of different age brackets and different experience. Usually, every attendant must co-operate, hence, share ideas and thoughts. As such, it provides deeper exploration of solutions to a problem as it involves diverse views from individuals that are facilitated through communication, knowledge transfer, and questions to obtain best results. According to Harmaala (2014) the system of externalization that entails exchange of tacit information to explicit knowledge has been incorporated in the workforce mainly by interviewing individuals and documenting their knowledge. However, the technique provides a challenge since its hard to include expressions, emotions, and actions in a text manner. This leads to loss of various amount of educational materials and knowledge that can be useful to the organization. Conclusion Knowledge is a primary factor that needs consideration by managers when making companys decision to enhance success of an organization. Knowledge is of two dimensions: explicit and tacit in which the latter can be acquired through books and print media while the second resides in people's mind and characters. However, technology cant transform this knowledge found in individuals mind to other populace, hence, the need to develop various techniques to enable its sharing. Various methods have been integrated into SQUH to help in acquisition of this knowledge such as through encouraging socialization, internalization, combination, and externalization commonly known as SECI model. Additionally, the hospital has developed different ways of capturing this knowledge by incorporating mechanisms like encouraging face-to-face interactions, teamwork, and mentorship among employees. Conversely, the institution faces numerous hindrance in integrating this knowledge. Some of the barriers include d ifference in educational levels of the staffs that prevent dynamic interactions, sex and age of personnel also inhibit sharing of tacit information, and technology adoption among workers. Therefore, to facilitate exchange of this knowledge, SQUH needs to incorporate different mechanism such as encouraging more outdoor socialization that certainly improves knowledge sharing References Bessick, J. and Naicker, V., 2013. Barriers to tacit knowledge retention: an understanding of the perceptions of the knowledge management of people inside and outside the organisation: original research. South African Journal of Information Management, 15(2), pp.1-8. Br?i?, Ã… ½.J. and Miheli?, K.K., 2015. Knowledge sharing between different generations of employees: an example from Slovenia. Economic Research-Ekonomska IstraÃ… ¾ivanja, 28(1), pp.853-867. Caimo, A. and Lomi, A., 2015. Knowledge sharing in organizations: A Bayesian analysis of the role of reciprocity and formal structure.Journal of Management,41(2), pp.665-691. Chen, Y.H., Lin, T.P. and Yen, D.C., 2014. How to facilitate inter-organizational knowledge sharing: The impact of trust. Information Management, 51(5), pp.568-578. Chuang, C.H., Jackson, S.E. and Jiang, Y., 2016. Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of management, 42(2), pp.524-554. Easa, N., 2012. Knowledge creation process Innovation in Egyptian Banking Sector. In Organization Learning, Knowledge and Capabilities Conference. Harmaala, M., 2014. The Tacit Power: Case study: Maintpartner. Joe, C., Yoong, P. and Patel, K., 2013. Knowledge loss when older experts leave knowledge-intensive organisations.Journal of Knowledge Management,17(6), pp.913-927. Lehrer, K., 2015.Theory of knowledge. Routledge Nesheim, T. and Gressgrd, L.J., 2014. Knowledge sharing in a complex organization: Antecedents and safety effects. Safety science, 62, pp.28-36. Sherwood, W.R., 2013.A case study: Barriers preventing the capture of tacit knowledge in small manufacturing companies(Doctoral dissertation, Baker College (Michigan)). Srinivas, S.A.S., 2016. Driving Knowledge Sharing Initiatives for Enhanced Collaboration in Sultan Qaboos University (SQU) LibrariesA Case Study.Electronic Journal of Knowledge Management,14(1). Tong, C., Tak, W.I.W. and Wong, A., 2015. The Impact of knowledge sharing on the relationship between organizational culture and Job satisfaction: The perception of information communication and technology (ICT) practitioners in Hong Kong. International Journal of Human Resource Studies, 5(1), p.19. Tounkara, T., 2015. Increasing transferability of tacit knowledge with knowledge engineering methods. Leading Issues in Knowledge Management, Volume Two, 2, p.114. Wang, W.T. and Hou, Y.P., 2015. Motivations of employees knowledge sharing behaviors: A self-determination perspective. Information and Organization, 25(1), pp.1-26.

Lord ByronS Darkness Essays - The Darkness, Darkness, Lord Byron

Lord Byron'S ?Darkness? Darkness: An Outlook Into Time Lord Byrons Darkness illustrates a dark and pessimistic outlook for the world as we know it. The world loses all sense of hope and is left with only despair and darkness after the loss of the provider of thought and hope-sunlight. With the extinction of sunlight comes the destruction of social classes due to inevitable fear of death, and, as a result, all that is left is chaos. The psychological mind drastically changes its mannerisms and mode of thinking when faced with life and death situations. In the solitude of pitch-black infinite space, men forgot their passions-all values were lost, hopes and goals were put on hold, and only darkness existed. A world living in darkness was forced to displace its social classes and live one in utter darkness. All classes faced the same grim futuredeath. In line 16, Byron shows that men who once were ashamed to approach one another were forced To look once more into each others face. Darkness was the plague to all creatures of the earth. Men and animals alike began to lose loyalty and the ability to feel emotions and earth was only one thought- the thought of death. Faced with the thought of death, no creature on earth fared better than the other. As life was taken from all creatures, the realization of a terrifying end became apparent and no love was left. Byron left the end of the universe with an ironic twist. The last two surviving members of the world were enemies, but in this time of desperation, they worked together to search for the dying embers of hopelight. Seeing past their differences, they worked together, to no avail, to ignite a flame of hope, but as the flame of light faded, so did their teamwork. In darkness the world was void-void of thought and the will to survive, left with sorrow and eternal darkness. When faced with the inevitable fate of death, the reaction of the population is very different because of their relation to life. Some men did not stop for death; they hurried to and from grinding their teeth in anger, which indicated their frustration in their inability to change the inevitable. Some hid their eyes and wept because of their unwillingness to accept the end while others rested Their chins upon their clinched hands. The latter watched their world fall apart bravely and smiled at their fate. The complete annihilation of Byrons view of the end of the universe is apparent in his work. If man would work past social differences he, perhaps, could have been the saver of the world. With his closing lines, Darkness had no need Of aid from them-She was the universe, Byron further states that man could prevent their annihilation but could not see the light in other people. English Essays

Dragons Blood essays

Dragon's Blood essays The title of the novel that I read is Dragons Blood. The author of Dragons Blood is Jane Yolen. The major character in Dragons Blood, Jakkin, is introduced after the prolog, and talks about how he is looking for a dragon. The reason why he wants a dragon is to fill his bond bag with gold for him. This means that he is a slave and wants to buy himself out of bondage. The setting of Dragons Blood is mentioned in the prolog. In the prolog, it states that the boy Jakkin lives on Austar IV, which is a desert planet. When I read this, I immediately thought that there most likely is an Austar III etc. On Austar IV, Jakkin lives in a nursery for dragons. This is where he steals his dragon. The plot of this book is about Jakkin, who is in bondage. He steals a hatchling from the nursery, and raises it as his own. The reason why he did this, is to free himself from bondage. Jakkin has an external conflict with Akki, Jakkins masters daughter. Jakkin also has an internal conflict with himself. The climax of Dragons Blood is when the dragon Red, also known as Hearts Blood, wins her first pit fight. She almost kills her opponent because the other dragon does Fools Pride. Fools Pride is when a really good dragon is defeated and starts to whine implying finish me now. If a dragon kills another dragon then the killer either gets slaughtered or goes straight to the stews. Instead Jakkin persuades Red not to kill the other dragon and therefore Jakkins Red wins the tournament. The resolution is when Jakkin is finally freed from bondage. Jakkins master Sarkkhan frees him. Sarkkhan becomes Jakkins sponsor because only the first match is free, the others cost money. Anyone who has the double k in his or her name is either a slave or was a slave. Jakkin Stewart is the main character, and he is fifteen years old at the present ...

Mcdonalds restaurants(Just in time and Lean Production concepts) Research Paper

Mcdonalds restaurants(Just in time and Lean Production concepts) - Research Paper Example In an eFS Network, a business, which functions as a B2B marketplace, assists sales as well as acquisitions to the foodservice industry. Main Competitive Base Identifying the value of the supply chain in preserving quality is one of McDonald’s competitive again, and consequently McDonald's plans to form long-term dealings with a restricted amount of suppliers. Suppliers are generally scrutinized to ascertain that they can meet McDonald's necessary standards. Repeat orders indicate that suppliers can be sure of continued existence and development, whereas McDonald’s constantly enjoys consistent, high quality products. McDonald's highlights its firm principles supported by quality, value and hygiene. McDonald’s as well records the source of each product, which allows the business to manage each link within its supply chain (Facella & Genn, 2008). Figure 1: McDonald’s food supply chain structure (Source: McDonald’s) Figure 2: Length of McDonald’s supplier relationships in UK and US (Source: McDonald’s) McDonald’s lately went through drastic strategy alterations to serve their customers in an enhanced manner. In its earlier system, the company would prepare several sandwiches at once, and place in a warming bin until bought by a consumer. Here, management had to forecast how much foodstuff had to be set aside accurately. Accurate forecast had to be employed because if there were not an adequate amount of foodstuff placed on hold, this would generate the issues of rise of waiting times for consumers and a lot of food would create waste of expired products. McDonald’s radically transformed their approach with the intention of staying competitive with other fast food businesses. Inventory Management McDonalds follows a Just in Time (JIT) method of inventory management, which is the system of delivering produce to consumers the moment they have ordered for it, with least delay between order placement and rec eiving it. McDonalds does not start to cook or preheat its stuff until it gets a customer order. This makes the finished food item in the inventory for the smallest possible time. This facilitates suitable inventory management and decreases leftovers while providing maximum satisfaction to the consumer. Some of the obvious benefits of shifting to JIT system are; (1) Better quality of food - The burgers are prepared fresh for the consumer and therefore, offer utmost satisfaction. Increased customer satisfaction creates consumer retention as well as improved sales. (2) Improved customer service: McDonalds earlier used to make â€Å"special orders for customers while dishing out precooked burgers from the inventory to most customers. Hence such special orders were dreaded by the staff and used to freak them out† (Lai & Cheg, 2009); the staff, now following implementation of the JIT system, is more composed and provides improved service to the consumers. This improved customer se rvice is conditional on the capacity to make burgers quicker. McDonalds is capable of dealing with the demand a lot better. It does not have to waste time in determining the approximate sales hour by hour and maintaining inventory. (3) Improved costs: The holding expenses for the raw material such as â€Å"bread, beef, cheese, chicken† (Lai & Cheg, 2009) is quite high due to their spoilage costs. In the previous system, McDonalds used to keep a high inventory

Colorectal cancer Essay Example | Topics and Well Written Essays - 1500 words

Colorectal cancer - Essay Example The main side effect exhibited in John in the case study is general fatigue, which may be attributed to the fluorouracil administered to him. The relationship between such side effect and fluorouracil can be accounted for by how it works in that its most effective at killing cells that are rapidly dividing (cancerous cells) (Knowles, 2007).   Unfortunately it does not know the difference between the cancerous cells and the normal cells and thus normal cells are adversely affected. Although the normal cells will grow back and be healthy in the meantime side effect in which case fatigue occur.   The "normal" cells most commonly affected by fluorouracil are the blood cells which account for a drop in hemoglobin levels as can be said of John which dropped to 100 from the normal level of 130-180/liter of blood. Interventions to Manage side effect experienced by John Cancer-related fatigue, defined by the National Comprehensive Cancer Network (NCCN) as a persistent, subjective sense of tiredness related to cancer or cancer treatment that interferes with usual functioning of an individual can be described in terms of perceived energy, mental capacity, and psychological status (Choo, 2008). It arises over a continuum, ranging from tiredness to exhaustion. By contrast however with the tiredness sometimes felt by a healthy individual, cancer-related fatigue is perceived as being of greater magnitude, disproportionate to activity or exertion and not completely relieved by resting, leaving the patient with an overwhelming and sustained sense of exhaustion (Australia, 2009). Fatigue is one of the most prevalent and distressing common side-effect of many of the cancer treatments available for the management of malignant disease as John is currently experiencing. Critical Assessment of Various Interventions There are various interventions that can be used to deal with the same as here below described. Non-pharmacological interventions Education Research has documented the beneficial effects of providing patients with preparatory knowledge, including sensory information, about their disease and treatment. If patients receive valid information about what to expect, they are more likely to develop accurate expectations and are less likely to experience the stress that accompanies unforeseen problems. For example, uninformed patients often interpret fatigue to mean that their cancer treatment is not working or that their disease is progressing. With appropriate educational grounding therefore, patients can prepare for side-effects and adopt management strategies (Council N. H., 2008). Exercise In the management of fatigue, exercise is the intervention with the most supporting evidence of effectiveness. The theory supporting exercise as treatment for fatigue proposes that the combined toxic effects of cancer treatment and a decreased degree of physical activity during treatment cause a reduction in the capacity for physical performance (Australian Govern ment, 2005). When patients must use greater effort and expend more energy to succeed in daily activities, fatigue levels increase. Exercise training leads to a reduction in the loss or even an increase in functional capacity, leading to reduced effort and decreased fatigue. All research work on effectiveness of exercise in managing cancer-related fatigue indicate significantly lower levels of fatigue in individuals who exercised than

Effect of Organisational Culture on Information Technology

Effect of Organisational Culture on Information Technology The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms Abstract This research effort is intended to study the dynamic relationship between the IT Strategy and the overall Business Strategy in Saudi Firms. IT strategies perceived to be developed in isolation, meaning that such strategies are put forward by IT managers without any involvement of top business managers. The IT manager may be oblivious or he/she may not have a clear idea of the business strategy leading to a strategic diversion where all important technical investments decisions are made by the IT director alone. The researcher recognized some major factors that influence alignment including Organizational Culture; therefore the researcher investigated the current organizational Culture at large selected Saudi firms. In addition, perceptions of Information Technology Value and utilization in the targeted companies was identified and analyzed through set of questionnaires and interviews in order to help the researcher to establish the relationship between Information Technology and Organizational Culture, since it would be a valuable part of forming the proposed strategic alignment model. The Saudi firms, where questionnaires have been distributed, and interviews have been conducted are SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah. The researcher is aiming to collect further data from previous Strategic Alignment Models, and collect more information through additional interviews and questionnaires in order to interpret and validate the findings of the first stage that will lead to the design of the final stage of the Strategic Alignment Model. All data will be combined to give the base for a Strategic Alignment Model. This new model will be a practical one that should fit the Saudi environment. 1. Introduction Strategic alignment has become one of the most important topics for researchers in all industries. Its main objective is to establish and arrange a relationship between business and IT strategies. From a competitive advantage point of view, organizations with such alignment will have edge over others. 2. Context of the Research In the last few decades, the gap between business strategy of organizations and their IT strategy has been noticed by researchers and practitioners across the globe. Numerous research articles have been written to indicate this fact and to highlight the importance of bridging the gap between IT strategy and business strategy of organizations, to achieve coordinated results and efficiency for the enterprise. MIS professional, researchers have understood the significance of the issue which exists at global level [1]. Figure (1) summarizes the Information System/Business relationship which can be described as ‘Interdependent; where any changes in the IS (Software, Hardware, Database and Telecommunication devices will have an impact on the Business and vice versa; any change in the business (Strategy, Rules and Procedures) will have its impact on the Information Systems function of the organization [2]. FIG01-07Since Information systems and organizations influence each another. On the one hand, information systems must be aligned with the organization to provide information that is important to different groups according to the organization need. On the other hand, the organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies [3]. Figure 1: The interdependence between organizations and information systems (Laudon Laudon, 2006) The interaction between information technology and organizations is very complex and is influenced by a great many mediating factors, including the organizations structure, standard operating procedures, politics, culture, surrounding environment, and management decisions as shown in figure (2). One mediating factor was selected by the researcher, which is the organizational culture, and the purpose of this selection will be discussed in a later section. Managers must be aware that information systems can markedly alter life in the organization. They cannot successfully design new systems or understand existing systems without understanding organizations. Managers decide what systems will be built, what they will do, how they will be implemented. Sometimes, however, the outcomes are the result of pure chance and of both good and bad luck [2]. 3. Original Work in Strategic Alignment Strategic Alignment is defined as the process of creating and managing a business driven IT organization, for which the main focus is implementing information oriented Solutions, that is most important to meeting the business goals, objectives, and strategies of the enterprise [4]. In order to make organizations successful, it is important for all parts of the organization to move in the same strategic direction. Of particular importance is that the business strategy and the IT strategy are complementary. If they are trying to move the organization in different directions the risk of failure may increase. Given the high level of resources invested in IT by most organizations it is important for it to be used as a strategic resource to contribute towards the achievement of business objectives. The strategic alignment would measure the relationship between an organizations IT function and its business objectives. The degree to which alignment is present in an organization will depend o n many factors. These factors will include the knowledge of the subject by management, the organizational infrastructure and culture, the nature of the business, the technology in use, and the ability of the organization to manage change. It is very important to realize that Strategic alignment is a process and not a project. Also Alignment issues should be considered at all levels of the organization, meaning that the occurrence of alignment at one level does not guarantee alignment at another [5]. 3.1 Strategic Alignment Models Alignment models show the relationship between the various domains (Business: mission, vision, objectives and tactics and Technical: processes, skills and knowledge) that influence alignment, which is dynamic with a strategy or technology decision impacting on one or more of the other domains. The alignment model within an organization must be continually reviewed due to the ongoing change in the internal and external environments. Corrective action must be taken to realign the organization when necessary. Many managers do not realize that a decision imposed on one domain may impact on one or more of the other domains [6]. Different people depending on their experience and background will have different strengths in each domain. An IT professional would likely have strengths in IT strategy or infrastructure while a business manager would likely have strengths in business strategy or organizational infrastructure. This could lead to problems if communication channels are not strong an d management processes are not in place to facilitate alignment. There are number of models which were designed to attempt to come up with such an alignment. Some of the most important models are the following: A. Strategic Alignment Model (Henderson and Venkatramon, 1993) The model has four domains or variables: business strategy, IT strategy, organizational infrastructure and IT infrastructure [7]. Butler and Fitzgerlad defined the context of the business strategy domain as business scope which refers to â€Å"the decisions that determine where the enterprise will compete†; distinctive competencies which â€Å"pertains to the areas that determine how the business will compete in delivering its products and services† and business governance which concerns â€Å"the choices that enterprises make when competing in the market place, e.g., whether alliances are entered into or not†. While administrative infrastructure refers to â€Å"the roles, responsibilities, and authority structure†; the business processes are â€Å"the manner in which key business functions are carried out† and skills refer to â€Å"the knowledge and competencies of organizational actors. In the context of IT strategy define technology scope as â€Å"the specific types of technology that are considered to be critical to the organization†; systemic competencies refer to â€Å"the salient characteristics and technological strengths of the IT systems† and IT governance as â€Å"issues refers to the manner in which IT systems are developed†. On the other hand, The IT architecture as â€Å"the policies and decisions made in regard to the integration of application systems, systems software, and hardware into cohesive platforms that are captured by the IT architecture dimension†; The processes are referred to as â€Å" how IT systems are planned, developed, implemented, and operated† and the skills dimension is captured by â€Å"the experience, competencies, commitments, values, and norms of the participants in the planning, development, implementation, and operation processes† [8]. B. Top-Down Alignment Model The theory consist of an input-process-output model, seven constructs, six Causal relationships and six hypotheses as shown in figure 4 The input-output-process model provides the initial bases for the theory. The Seven constructs are: the external environment, the internal environment, Planning resources, the planning process, the strategic information systems plan, the implementation of the strategic information systems plan, and the alignment of the strategic information systems plan with the organizations Business plan. These seven constructs exhibit causal relationships among each other illustrated through hypotheses [9]. 4. Knowledge Gap Based on the above, and through screening some of the existing strategic alignment models in the literature review, the researcher figured out that to achieve such an alignment there is a need to consider and integrate the following points: 1. Most of staff, if not all, is unaware of business goals, especially in the environment of Saudi Arabia [10]. 2. Important technical investments decisions are made by the IT manager alone [11]. 3. No relationship exists (Gap) between Business strategy and IT strategy [12]. 4. A lot of factors are not taken into consideration when forming strategic alignment, such as Structure, Culture, politics, and others [13]. 5. Strategic alignment models discussed only top management level and discarded other levels [14]. 6. Previous strategic alignment models are hard to be understood and implemented in reality [15]. The models discussed in the literature review may have achieved one or two of the above six points, however, there is no existing model that has achieved the above six points altogether. Based on the above, I have selected Strategic Alignment as a starting and a centre area of my research that the researcher is building on to fulfill the other points mentioned. The model that the researcher is aiming to establish, differs from the existing ones in that it will meet the requirements and challenges of the Saudi environment taking into consideration the 6 above points. 5. Research Aims Significance * To bridge the gap between Business Strategy and Information Technology Strategy through developing and designing a simple Strategic Alignment Model, that includes the essence of the major research works in addition to other strategic alignment theories available * To highlight the role of socio-cultural aspects as a critical success factor for successful IT implementation, which were not taken into consideration in the past * To measure the contribution of such a model to business performance. * To encourage Saudi Firms to use such a model to gain competitive competition. * To reduce the associated costs of implementing Information Systems in Organization 6. Research methods The researcher has used the mixed research methodology. Mixed research involves the mixing of quantitative and qualitative methods or paradigm characteristics within a stage of the study or across two of the stages of the research process. It collects data either sequentially of simultaneously to best understand research problems [16]. Advantages of using mixed research includes: the major goal for researcher who design and conduct mixed research is to follow the fundamental principle of mixed research, in other words, the researcher should mix quantitative and qualitative research methods, procedures, and paradigm characteristics in a way that the resulting mixture or combination has complementary strengths and non-overlapping weaknesses. When different approaches are used to focus on the same phenomenon, while providing the same result, is a strong evidence for the result. Other important reason for doing mixed research are to complement one set of results with another, to expand a set of results, or to discover something that would have been missed if only a quantitative or a qualitative approach had been used[17]. Questionnaire One of the most widely used research techniques can be defined as collecting data through written questions [17]. There are a number of different ways in which questionnaires can be administered; for example: posted to the intended respondents or administered over the telephone or face-to-face. A questionnaire design provides a quantitative description of trends, attitudes, or opinions of a population by studying a sample of that population. From sample results, the researcher generalizes or makes claims about a population [18]. Interviews Interviews are considered to be the main tool of the qualitative researcher for data collection [18]. Additionally, since the interpretive stance is also being followed, interviews are viewed to be the main and appropriate source from where data has been collected. According to Walsham, interviews allow the best access to the interpretations that the participants have regarding the actions and events, which have or are taking place and the views and aspirations of themselves and other participants. An added benefit is that it allows researchers to step back and examine the interpretations of their fellow participants in some detail, and this is an advantage that other methods may not allow [18]. Data analysis Data gathered will be analyzed through frequency distributions. These will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the social status; the educational attainment of the respondents; the occupation of the respondents and their length of stay in the company they belong to [19]. The research has involved 4 large organizations, SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah, where interviews have been conducted with CIOs and CEOs to have a clear idea about the companys business strategy. Also, other interviews will take place with IT directors to investigate about the Information Technology (IT) strategy and its relationship with the business strategy. In addition,2 sets of questionnaires were distributed among different levels of the organizations to come up with the types of organizational culture and the use of Information technology in those organizations. At the end, data were collected and analyzed through using SPSS software. 7. Expected Research Outcomes The results from this research are anticipated to be of great help to top managers, strategic planners, IT managers, and other work force in Saudi environment, and will contribute to the following factors: * Increasing the awareness of the importance of Strategic Alignment Model Concept. * Selling the quick wins, by having strategic alignment achieved effectively. * Showing the importance of the use of Information Technology in organizations * Identifying the organizational culture as a major factor of achieving strategic alignment. * Encouraging decision makers and top management to apply and implement strategic alignment throughout the organization. * Highlighting the weaknesses of previous strategic alignment models and the lessons learned, which would help other researchers for future work 8. Indicative Thesis Structure The thesis will contain seven chapters (tentative): Chapter 1: Introduction: Presents an overview about the research subject. It shows the importance of strategic alignment in all sectors, followed by bridging the gap between business strategy and IT strategy, and the factors that affect strategic alignment. The research aims and significance then was explained followed by a brief discussion of the research methodology, research framework, then prospected research contribution was mentioned. Chapter 2: Literature Review: Provides the literature review for this research. It begins with explaining Business strategy, Business planning and its tools, followed by a discussion of IT strategy, IT planning, and its tools. Then a discussion of strategic alignment was presented. And ended with an overview of previous strategic alignment models. Chapter 3: Research design and methodology: Describes the research design and methodology conducted in this study. It starts with discussing the research general strategy, methodology and the reasons for selecting the methods of data collection. Followed that is a detailed explanation of the quantitative and qualitative methods, were a detailed description of the design of the research instruments was presented. Chapter 4: Developing the Parameters of the Strategic Alignment Model: Presents the need for a strategic alignment Model that can bridge the gap through identifying 3 parameters: Organizational Culture, Business strategy and its domains, and IT strategy and its domains Chapter 5: Questionnaires Analysis: Discusses and examines the data collected through the questionnaires for both, identifying the organizational culture, and the use of IT in the 4 Saudi firms Chapter 6: Interviews Analysis: Talks about and analyses the data collected through the interviews in the 4 Saudi firms. Chapter 7: Conclusion and Recommendations: Proposes the new strategic alignment model, and concludes the study and gives recommendations and future directions. 9. Training Undertaken * Using electronic library resources in Sep-2006. * Stage I part A on 30/Aug/2006. * Stage I part B on 31/Aug/2006. * Stage II Part A (presentation) on 26/Jul/2007. * Stage II Part B (Academic writing) on 26/Jul/2007. 10. Review of the research Undertaken * Wrote 2 chapters of the thesis (Introduction, Overview and Background about Business Strategy, IT Strategy, and Previous Strategic Alignment Models). * Completed of first level of data gathering (questionnaires Interviews). * Passed the ITIL (Information Technology Infrastructure Library) Foundation Certificate. * Published two conference papers. * Presented posters at the ARU 1st 2nd Annual Research Student Conference 11. Action Plan The necessary steps for completion of the research are as follows: 1. Type of organizational culture and Information Technology use was investigated by the researcher through questionnaires(phase 1) 2. Interviews with CEOs and IT managers were conducted in terms of Business strategy and IT strategy existence(phase 1) 3. Data analysis was carried out, which involved performing statistical analysis (SPSS) into the gathered data. 4. Distributing mores questionnaires and conducting further interviews to in order to establish a relationship between Organization Culture and Strategic alignment and show its important effect on the selected Saudi firms 5. All data from the (phase1) and (phase 2) will be combined and linked together to give the base for designing the Strategic Alignment Model. 6. Design the proposed Strategic Alignment Model 7. Writing up of the PhD thesis and preparation for the oral exam. 8. The plan of work also includes writing and submitting papers, attending conferences related to the study and presenting the work. Gantt chart The following chart depicts the action plan of the project and the time expectations for each step in details and it is as follows: Years 2007 2008 2009 2010 Tasks 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 1 2 3 4 5 6 7 8 References [1] David W. Nickles, IT-BUSINESS ALIGNMENT: WHAT WE KNOW THAT WE STILL DONT KNOW, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2005 [2] Kenneth C. Laudon and Jane P. Laudon, Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall, 2006 [3] McNurlin, B.C., and Spargue, R.S., Information Systems Management in Practice, 6th Edition, Prentice Hall, 2002 [4] Raymond Pap, Introduction to Strategic Alignment, Idea Group Inc, 2001 [5] Yolanda E. Chan, Why havent we mastered Alignment? The importance of the informal organization structure, MIS Quarterly Excusive, 2002 [6] Allen, D. and Wilson, T., â€Å"Vertical trust/mistrust during information strategy formation, International Journal of Information Management, 2003 [7] Henderson, J.C. and Venkatraman, N., â€Å"Aligning business and IT strategies†, in Luftman, J.F. (Ed.), Competing in the Information Age: Strategic Alignment in Practice, Oxford University Press, New York, NY, 1996 [8] Butler, T. and Fitzgerlad, B., â€Å"Enterprise Transformation and the Alignment of Business and Information Technology Strategies: Lessons from Practice, 1998 [9] Ruohoueu Parnisto, Proceedings of the First European Doctoral Seminar on Strategic Information Management, Turku centre for computer Science, 1996 [10] Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 [11] Bassellier, G. and Benbasat, I. (Business Competence of Information Technology Professionals: Conceptual development and influence on IT-business partnerships), MIS Quarterly 28(4): 673-694, 2004. [13] Baker, E.H. Leading Alignment, CIO Insight 1(45) 19-20, October 15, 2004. [14] Benbya, H. and McKelvey, B. (2006). Using Coevolutionary and Complexity Theories to Improve IS Alignment: A multi-level approach, Journal of Information Technology 21(4): 284-298 [15] Chan, Y.E., Sabherwal, R. and Thatcher, J.B. Antecedents and Outcomes of Strategic IS Alignment: An Empirical Investigation, IEEE Transactions on Engineering Management 51(3): 27-47, 2006. [16] Creswell, JW, Research design: qualitative and quantitative approaches, Sage, Thousand Oaks, California, 1994 [17] Tashakkori and Teddlie, Mixed methods in social behavioral Research, Sage Publications, Inc, 2002 [18] Denzin and Lincoln, the Landscape of Qualitative Research, Sage Publications, Inc, 2003 [19] Walsham, Interpretive case studies in IS Research: Nature and Method, European Journal of Information Systems, 1995 Publications 1. Hatem Tamimi, The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms, 1st Annual Research Student Conference, ARU, Cambridge,2006 2. Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 3. Hatem Tamimi, The status of IS Planning in Saudi Firms, 2nd Annual Research Student Conference, ARU, Cambridge,2007 4. Hatem Tamimi, Strategic IS Plans; do they exist in Saudi Firms?, IACeT2008,The International Arab Conference on e-Technology, Arab Open University, Amman-Jordan, October 15-16, 2008 Appendix A The Designed Questionnaire Survey On Strategic Information System Planning Assessment in Saudi companies. The objective of this survey is to investigate how Saudi managers use Information Technology (computer-based information, software, database, networks, communication, and other devices) to support their Strategic Planning. Your assistance in providing information regarding how often you use IT systems, the reasons for using these systems, and whether these systems satisfy your informational needs will be greatly appreciated. This survey is conducted under the direction of Mr Mike Smith, Department of Information Technology, Anglia Ruskin University, Chelmsford, UK. All responses are confidential and will remain anonymous. The success of this study depends on the completeness and the quality of information you provide. We ask you to be as thorough and free as possible in answering the questions in this. Thank you for your time and cooperation! NOTE: Please answer this questionnaire only if you are a user of Information Technology (computer-based information, software, database, networks, communication, and other devices). If you are not a user of Information Technology would you ask a manager in your corporation who is to complete this questionnaire. I. PERSONAL BACKGROUND 1. Organisation name: 2.Sex (M/F): 3. Age: 4. Education: Please choice highest degree attained (Please choice one): A. High school graduate or less B. Baccalaureate Degree C. Masters Degree D. Doctorate 5. Please indicate (how many) college (University) level courses you have completed in Information Technology (Information Systems, Computer Science, Programming, Networks or Communication). (Please choice one): 0 1 2 3 4 ≠¥5 II. PRESENT JOB RESPONSIBILITIES 6. Functional area (Please choice one) : A. Accounting B. Finance C. Marketing D. Manufacturing E. Research and Development F. Personnel G. Corporate Administration H. Information Systems I. Other (Please specify): 7. A. Management Level (Please choice One): 1. First Line Supervisor or Manager 2. Mid-level Manager (Supervising other managers) 3. Executive (Top) Level Manager (Vice president, President, Chairman of the Board of Directors etc. B. Job Title: III. USE OF INFORMATION TECHNOLOGY (PC, Software, Databases, Networks, Internet, and other devices): 8. Managers perform a number of Planning roles. For each of the following roles, please indicate the value of IT. (Please choice a number for each role): Decision roles Of Great Value Of Moderate Value No Value At All Does Not Apply Choice A. Capitalist (Identifies and initiates changes) 5 4 3 2 1 0 B. Trouble Handler (Handles important and unexpected troubles) 5 4 3 2 1 0 C. Resource Allocation (Approves and allocates all organisational resources 5 4 3 2 1 0 D. Negotiator (Represents the organisation at major negotiations 5 4 3 2 1 0 1. Planning consists of several steps. For each of the following steps, please indicate the value of IT. (Please choice a number for each step) : Decision steps Of Great Value Of Moderate Value No Value At All Choice A. Identifying problems or issues 5 4 3 2 1 B. Generating alternative courses of action 5 4 3 2 1 C. Evaluating the out comes of each alternative 5 4 3 2 1 D. Ranking the alternatives and choosing one 5 4 3 2 1 E. Implementing the chosen alternative 5 4 3 2 1 2. As a Planner you may use both IT-based and non IT-based in decision making. The percent of IT you use for supporting the following Planning tasks is: (Please choice a number) Decisions >80% 61% to 80% 41% to 60% 21% to 40% None Choice A. Long Term (Strategic) Planning 5 4 3 2 1 0 B. Mid-Term (Tactical) Planning 5 4 3 2 1 0 C. Short Term (Operational) Planning 5 4 3 2 1 0 3. Managers have a mental model (i.e., an image, idea, or conceptualization of the organisation) which they use for planning, controlling and operating purposes. How helpful is the Information Technology Systems (IT) you are presently using in forming or revising the mental model of your corporation? (Please choice a number): Very Helpful Moderately Not Helpful Helpful At All 5 4 3 2 1 12. How valuable is the information the existing IT provides to your mental model in guiding your planning, controlling and operating decisions? (Please choice a number): Of Great Value Of Moderate Value Of No Value At All 5 4 3 2 1 13. Overall, how important is IT for Planning that are critical to the success and effectiveness of your managerial duties? (Please choice a number): Very Important Moderately Important Not Important At All 5 4 3 2 1 Iv. SOURCES AND TOOLS USED TO OBTAIN IT-BASED INFORMATION 14. You obtain the IT-based you use for Planning mainly (Please choice one): A. By yourself B. Through a designated person C. Through a request to an information systems group D. Other (Please specify): 15. Please indicate, on the average, how many hours per week you actually use a personal computer (PC) or a terminal to obtain computer-based information which is essential for the performance of your duties. (Please choice one): A. >16 hours B. 9 -16 hours C. 5 -8 hours D. 1 -4 hours E. 16. Please indicate the average number of hours per week use each of the following hardware pieces: A. I dont use any hardware pieces. Yes/No? Hours/week hours B. 1. Stand-alone personal computer (PC) hours 2. PC or other terminal connected to an internet hours 3. PC or other terminal connected to an â€Å"On-line† distributed computer system hours 4. PC or other terminal connected to a Local Area Network (LAN) hours 5. Other (Please specify) : hours 17. Please indi Effect of Organisational Culture on Information Technology Effect of Organisational Culture on Information Technology The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms Abstract This research effort is intended to study the dynamic relationship between the IT Strategy and the overall Business Strategy in Saudi Firms. IT strategies perceived to be developed in isolation, meaning that such strategies are put forward by IT managers without any involvement of top business managers. The IT manager may be oblivious or he/she may not have a clear idea of the business strategy leading to a strategic diversion where all important technical investments decisions are made by the IT director alone. The researcher recognized some major factors that influence alignment including Organizational Culture; therefore the researcher investigated the current organizational Culture at large selected Saudi firms. In addition, perceptions of Information Technology Value and utilization in the targeted companies was identified and analyzed through set of questionnaires and interviews in order to help the researcher to establish the relationship between Information Technology and Organizational Culture, since it would be a valuable part of forming the proposed strategic alignment model. The Saudi firms, where questionnaires have been distributed, and interviews have been conducted are SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah. The researcher is aiming to collect further data from previous Strategic Alignment Models, and collect more information through additional interviews and questionnaires in order to interpret and validate the findings of the first stage that will lead to the design of the final stage of the Strategic Alignment Model. All data will be combined to give the base for a Strategic Alignment Model. This new model will be a practical one that should fit the Saudi environment. 1. Introduction Strategic alignment has become one of the most important topics for researchers in all industries. Its main objective is to establish and arrange a relationship between business and IT strategies. From a competitive advantage point of view, organizations with such alignment will have edge over others. 2. Context of the Research In the last few decades, the gap between business strategy of organizations and their IT strategy has been noticed by researchers and practitioners across the globe. Numerous research articles have been written to indicate this fact and to highlight the importance of bridging the gap between IT strategy and business strategy of organizations, to achieve coordinated results and efficiency for the enterprise. MIS professional, researchers have understood the significance of the issue which exists at global level [1]. Figure (1) summarizes the Information System/Business relationship which can be described as ‘Interdependent; where any changes in the IS (Software, Hardware, Database and Telecommunication devices will have an impact on the Business and vice versa; any change in the business (Strategy, Rules and Procedures) will have its impact on the Information Systems function of the organization [2]. FIG01-07Since Information systems and organizations influence each another. On the one hand, information systems must be aligned with the organization to provide information that is important to different groups according to the organization need. On the other hand, the organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies [3]. Figure 1: The interdependence between organizations and information systems (Laudon Laudon, 2006) The interaction between information technology and organizations is very complex and is influenced by a great many mediating factors, including the organizations structure, standard operating procedures, politics, culture, surrounding environment, and management decisions as shown in figure (2). One mediating factor was selected by the researcher, which is the organizational culture, and the purpose of this selection will be discussed in a later section. Managers must be aware that information systems can markedly alter life in the organization. They cannot successfully design new systems or understand existing systems without understanding organizations. Managers decide what systems will be built, what they will do, how they will be implemented. Sometimes, however, the outcomes are the result of pure chance and of both good and bad luck [2]. 3. Original Work in Strategic Alignment Strategic Alignment is defined as the process of creating and managing a business driven IT organization, for which the main focus is implementing information oriented Solutions, that is most important to meeting the business goals, objectives, and strategies of the enterprise [4]. In order to make organizations successful, it is important for all parts of the organization to move in the same strategic direction. Of particular importance is that the business strategy and the IT strategy are complementary. If they are trying to move the organization in different directions the risk of failure may increase. Given the high level of resources invested in IT by most organizations it is important for it to be used as a strategic resource to contribute towards the achievement of business objectives. The strategic alignment would measure the relationship between an organizations IT function and its business objectives. The degree to which alignment is present in an organization will depend o n many factors. These factors will include the knowledge of the subject by management, the organizational infrastructure and culture, the nature of the business, the technology in use, and the ability of the organization to manage change. It is very important to realize that Strategic alignment is a process and not a project. Also Alignment issues should be considered at all levels of the organization, meaning that the occurrence of alignment at one level does not guarantee alignment at another [5]. 3.1 Strategic Alignment Models Alignment models show the relationship between the various domains (Business: mission, vision, objectives and tactics and Technical: processes, skills and knowledge) that influence alignment, which is dynamic with a strategy or technology decision impacting on one or more of the other domains. The alignment model within an organization must be continually reviewed due to the ongoing change in the internal and external environments. Corrective action must be taken to realign the organization when necessary. Many managers do not realize that a decision imposed on one domain may impact on one or more of the other domains [6]. Different people depending on their experience and background will have different strengths in each domain. An IT professional would likely have strengths in IT strategy or infrastructure while a business manager would likely have strengths in business strategy or organizational infrastructure. This could lead to problems if communication channels are not strong an d management processes are not in place to facilitate alignment. There are number of models which were designed to attempt to come up with such an alignment. Some of the most important models are the following: A. Strategic Alignment Model (Henderson and Venkatramon, 1993) The model has four domains or variables: business strategy, IT strategy, organizational infrastructure and IT infrastructure [7]. Butler and Fitzgerlad defined the context of the business strategy domain as business scope which refers to â€Å"the decisions that determine where the enterprise will compete†; distinctive competencies which â€Å"pertains to the areas that determine how the business will compete in delivering its products and services† and business governance which concerns â€Å"the choices that enterprises make when competing in the market place, e.g., whether alliances are entered into or not†. While administrative infrastructure refers to â€Å"the roles, responsibilities, and authority structure†; the business processes are â€Å"the manner in which key business functions are carried out† and skills refer to â€Å"the knowledge and competencies of organizational actors. In the context of IT strategy define technology scope as â€Å"the specific types of technology that are considered to be critical to the organization†; systemic competencies refer to â€Å"the salient characteristics and technological strengths of the IT systems† and IT governance as â€Å"issues refers to the manner in which IT systems are developed†. On the other hand, The IT architecture as â€Å"the policies and decisions made in regard to the integration of application systems, systems software, and hardware into cohesive platforms that are captured by the IT architecture dimension†; The processes are referred to as â€Å" how IT systems are planned, developed, implemented, and operated† and the skills dimension is captured by â€Å"the experience, competencies, commitments, values, and norms of the participants in the planning, development, implementation, and operation processes† [8]. B. Top-Down Alignment Model The theory consist of an input-process-output model, seven constructs, six Causal relationships and six hypotheses as shown in figure 4 The input-output-process model provides the initial bases for the theory. The Seven constructs are: the external environment, the internal environment, Planning resources, the planning process, the strategic information systems plan, the implementation of the strategic information systems plan, and the alignment of the strategic information systems plan with the organizations Business plan. These seven constructs exhibit causal relationships among each other illustrated through hypotheses [9]. 4. Knowledge Gap Based on the above, and through screening some of the existing strategic alignment models in the literature review, the researcher figured out that to achieve such an alignment there is a need to consider and integrate the following points: 1. Most of staff, if not all, is unaware of business goals, especially in the environment of Saudi Arabia [10]. 2. Important technical investments decisions are made by the IT manager alone [11]. 3. No relationship exists (Gap) between Business strategy and IT strategy [12]. 4. A lot of factors are not taken into consideration when forming strategic alignment, such as Structure, Culture, politics, and others [13]. 5. Strategic alignment models discussed only top management level and discarded other levels [14]. 6. Previous strategic alignment models are hard to be understood and implemented in reality [15]. The models discussed in the literature review may have achieved one or two of the above six points, however, there is no existing model that has achieved the above six points altogether. Based on the above, I have selected Strategic Alignment as a starting and a centre area of my research that the researcher is building on to fulfill the other points mentioned. The model that the researcher is aiming to establish, differs from the existing ones in that it will meet the requirements and challenges of the Saudi environment taking into consideration the 6 above points. 5. Research Aims Significance * To bridge the gap between Business Strategy and Information Technology Strategy through developing and designing a simple Strategic Alignment Model, that includes the essence of the major research works in addition to other strategic alignment theories available * To highlight the role of socio-cultural aspects as a critical success factor for successful IT implementation, which were not taken into consideration in the past * To measure the contribution of such a model to business performance. * To encourage Saudi Firms to use such a model to gain competitive competition. * To reduce the associated costs of implementing Information Systems in Organization 6. Research methods The researcher has used the mixed research methodology. Mixed research involves the mixing of quantitative and qualitative methods or paradigm characteristics within a stage of the study or across two of the stages of the research process. It collects data either sequentially of simultaneously to best understand research problems [16]. Advantages of using mixed research includes: the major goal for researcher who design and conduct mixed research is to follow the fundamental principle of mixed research, in other words, the researcher should mix quantitative and qualitative research methods, procedures, and paradigm characteristics in a way that the resulting mixture or combination has complementary strengths and non-overlapping weaknesses. When different approaches are used to focus on the same phenomenon, while providing the same result, is a strong evidence for the result. Other important reason for doing mixed research are to complement one set of results with another, to expand a set of results, or to discover something that would have been missed if only a quantitative or a qualitative approach had been used[17]. Questionnaire One of the most widely used research techniques can be defined as collecting data through written questions [17]. There are a number of different ways in which questionnaires can be administered; for example: posted to the intended respondents or administered over the telephone or face-to-face. A questionnaire design provides a quantitative description of trends, attitudes, or opinions of a population by studying a sample of that population. From sample results, the researcher generalizes or makes claims about a population [18]. Interviews Interviews are considered to be the main tool of the qualitative researcher for data collection [18]. Additionally, since the interpretive stance is also being followed, interviews are viewed to be the main and appropriate source from where data has been collected. According to Walsham, interviews allow the best access to the interpretations that the participants have regarding the actions and events, which have or are taking place and the views and aspirations of themselves and other participants. An added benefit is that it allows researchers to step back and examine the interpretations of their fellow participants in some detail, and this is an advantage that other methods may not allow [18]. Data analysis Data gathered will be analyzed through frequency distributions. These will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the social status; the educational attainment of the respondents; the occupation of the respondents and their length of stay in the company they belong to [19]. The research has involved 4 large organizations, SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah, where interviews have been conducted with CIOs and CEOs to have a clear idea about the companys business strategy. Also, other interviews will take place with IT directors to investigate about the Information Technology (IT) strategy and its relationship with the business strategy. In addition,2 sets of questionnaires were distributed among different levels of the organizations to come up with the types of organizational culture and the use of Information technology in those organizations. At the end, data were collected and analyzed through using SPSS software. 7. Expected Research Outcomes The results from this research are anticipated to be of great help to top managers, strategic planners, IT managers, and other work force in Saudi environment, and will contribute to the following factors: * Increasing the awareness of the importance of Strategic Alignment Model Concept. * Selling the quick wins, by having strategic alignment achieved effectively. * Showing the importance of the use of Information Technology in organizations * Identifying the organizational culture as a major factor of achieving strategic alignment. * Encouraging decision makers and top management to apply and implement strategic alignment throughout the organization. * Highlighting the weaknesses of previous strategic alignment models and the lessons learned, which would help other researchers for future work 8. Indicative Thesis Structure The thesis will contain seven chapters (tentative): Chapter 1: Introduction: Presents an overview about the research subject. It shows the importance of strategic alignment in all sectors, followed by bridging the gap between business strategy and IT strategy, and the factors that affect strategic alignment. The research aims and significance then was explained followed by a brief discussion of the research methodology, research framework, then prospected research contribution was mentioned. Chapter 2: Literature Review: Provides the literature review for this research. It begins with explaining Business strategy, Business planning and its tools, followed by a discussion of IT strategy, IT planning, and its tools. Then a discussion of strategic alignment was presented. And ended with an overview of previous strategic alignment models. Chapter 3: Research design and methodology: Describes the research design and methodology conducted in this study. It starts with discussing the research general strategy, methodology and the reasons for selecting the methods of data collection. Followed that is a detailed explanation of the quantitative and qualitative methods, were a detailed description of the design of the research instruments was presented. Chapter 4: Developing the Parameters of the Strategic Alignment Model: Presents the need for a strategic alignment Model that can bridge the gap through identifying 3 parameters: Organizational Culture, Business strategy and its domains, and IT strategy and its domains Chapter 5: Questionnaires Analysis: Discusses and examines the data collected through the questionnaires for both, identifying the organizational culture, and the use of IT in the 4 Saudi firms Chapter 6: Interviews Analysis: Talks about and analyses the data collected through the interviews in the 4 Saudi firms. Chapter 7: Conclusion and Recommendations: Proposes the new strategic alignment model, and concludes the study and gives recommendations and future directions. 9. Training Undertaken * Using electronic library resources in Sep-2006. * Stage I part A on 30/Aug/2006. * Stage I part B on 31/Aug/2006. * Stage II Part A (presentation) on 26/Jul/2007. * Stage II Part B (Academic writing) on 26/Jul/2007. 10. Review of the research Undertaken * Wrote 2 chapters of the thesis (Introduction, Overview and Background about Business Strategy, IT Strategy, and Previous Strategic Alignment Models). * Completed of first level of data gathering (questionnaires Interviews). * Passed the ITIL (Information Technology Infrastructure Library) Foundation Certificate. * Published two conference papers. * Presented posters at the ARU 1st 2nd Annual Research Student Conference 11. Action Plan The necessary steps for completion of the research are as follows: 1. Type of organizational culture and Information Technology use was investigated by the researcher through questionnaires(phase 1) 2. Interviews with CEOs and IT managers were conducted in terms of Business strategy and IT strategy existence(phase 1) 3. Data analysis was carried out, which involved performing statistical analysis (SPSS) into the gathered data. 4. Distributing mores questionnaires and conducting further interviews to in order to establish a relationship between Organization Culture and Strategic alignment and show its important effect on the selected Saudi firms 5. All data from the (phase1) and (phase 2) will be combined and linked together to give the base for designing the Strategic Alignment Model. 6. Design the proposed Strategic Alignment Model 7. Writing up of the PhD thesis and preparation for the oral exam. 8. The plan of work also includes writing and submitting papers, attending conferences related to the study and presenting the work. Gantt chart The following chart depicts the action plan of the project and the time expectations for each step in details and it is as follows: Years 2007 2008 2009 2010 Tasks 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 1 2 3 4 5 6 7 8 References [1] David W. Nickles, IT-BUSINESS ALIGNMENT: WHAT WE KNOW THAT WE STILL DONT KNOW, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2005 [2] Kenneth C. Laudon and Jane P. Laudon, Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall, 2006 [3] McNurlin, B.C., and Spargue, R.S., Information Systems Management in Practice, 6th Edition, Prentice Hall, 2002 [4] Raymond Pap, Introduction to Strategic Alignment, Idea Group Inc, 2001 [5] Yolanda E. Chan, Why havent we mastered Alignment? The importance of the informal organization structure, MIS Quarterly Excusive, 2002 [6] Allen, D. and Wilson, T., â€Å"Vertical trust/mistrust during information strategy formation, International Journal of Information Management, 2003 [7] Henderson, J.C. and Venkatraman, N., â€Å"Aligning business and IT strategies†, in Luftman, J.F. (Ed.), Competing in the Information Age: Strategic Alignment in Practice, Oxford University Press, New York, NY, 1996 [8] Butler, T. and Fitzgerlad, B., â€Å"Enterprise Transformation and the Alignment of Business and Information Technology Strategies: Lessons from Practice, 1998 [9] Ruohoueu Parnisto, Proceedings of the First European Doctoral Seminar on Strategic Information Management, Turku centre for computer Science, 1996 [10] Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 [11] Bassellier, G. and Benbasat, I. (Business Competence of Information Technology Professionals: Conceptual development and influence on IT-business partnerships), MIS Quarterly 28(4): 673-694, 2004. [13] Baker, E.H. Leading Alignment, CIO Insight 1(45) 19-20, October 15, 2004. [14] Benbya, H. and McKelvey, B. (2006). Using Coevolutionary and Complexity Theories to Improve IS Alignment: A multi-level approach, Journal of Information Technology 21(4): 284-298 [15] Chan, Y.E., Sabherwal, R. and Thatcher, J.B. Antecedents and Outcomes of Strategic IS Alignment: An Empirical Investigation, IEEE Transactions on Engineering Management 51(3): 27-47, 2006. [16] Creswell, JW, Research design: qualitative and quantitative approaches, Sage, Thousand Oaks, California, 1994 [17] Tashakkori and Teddlie, Mixed methods in social behavioral Research, Sage Publications, Inc, 2002 [18] Denzin and Lincoln, the Landscape of Qualitative Research, Sage Publications, Inc, 2003 [19] Walsham, Interpretive case studies in IS Research: Nature and Method, European Journal of Information Systems, 1995 Publications 1. Hatem Tamimi, The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms, 1st Annual Research Student Conference, ARU, Cambridge,2006 2. Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 3. Hatem Tamimi, The status of IS Planning in Saudi Firms, 2nd Annual Research Student Conference, ARU, Cambridge,2007 4. Hatem Tamimi, Strategic IS Plans; do they exist in Saudi Firms?, IACeT2008,The International Arab Conference on e-Technology, Arab Open University, Amman-Jordan, October 15-16, 2008 Appendix A The Designed Questionnaire Survey On Strategic Information System Planning Assessment in Saudi companies. The objective of this survey is to investigate how Saudi managers use Information Technology (computer-based information, software, database, networks, communication, and other devices) to support their Strategic Planning. Your assistance in providing information regarding how often you use IT systems, the reasons for using these systems, and whether these systems satisfy your informational needs will be greatly appreciated. This survey is conducted under the direction of Mr Mike Smith, Department of Information Technology, Anglia Ruskin University, Chelmsford, UK. All responses are confidential and will remain anonymous. The success of this study depends on the completeness and the quality of information you provide. We ask you to be as thorough and free as possible in answering the questions in this. Thank you for your time and cooperation! NOTE: Please answer this questionnaire only if you are a user of Information Technology (computer-based information, software, database, networks, communication, and other devices). If you are not a user of Information Technology would you ask a manager in your corporation who is to complete this questionnaire. I. PERSONAL BACKGROUND 1. Organisation name: 2.Sex (M/F): 3. Age: 4. Education: Please choice highest degree attained (Please choice one): A. High school graduate or less B. Baccalaureate Degree C. Masters Degree D. Doctorate 5. Please indicate (how many) college (University) level courses you have completed in Information Technology (Information Systems, Computer Science, Programming, Networks or Communication). (Please choice one): 0 1 2 3 4 ≠¥5 II. PRESENT JOB RESPONSIBILITIES 6. Functional area (Please choice one) : A. Accounting B. Finance C. Marketing D. Manufacturing E. Research and Development F. Personnel G. Corporate Administration H. Information Systems I. Other (Please specify): 7. A. Management Level (Please choice One): 1. First Line Supervisor or Manager 2. Mid-level Manager (Supervising other managers) 3. Executive (Top) Level Manager (Vice president, President, Chairman of the Board of Directors etc. B. Job Title: III. USE OF INFORMATION TECHNOLOGY (PC, Software, Databases, Networks, Internet, and other devices): 8. Managers perform a number of Planning roles. For each of the following roles, please indicate the value of IT. (Please choice a number for each role): Decision roles Of Great Value Of Moderate Value No Value At All Does Not Apply Choice A. Capitalist (Identifies and initiates changes) 5 4 3 2 1 0 B. Trouble Handler (Handles important and unexpected troubles) 5 4 3 2 1 0 C. Resource Allocation (Approves and allocates all organisational resources 5 4 3 2 1 0 D. Negotiator (Represents the organisation at major negotiations 5 4 3 2 1 0 1. Planning consists of several steps. For each of the following steps, please indicate the value of IT. (Please choice a number for each step) : Decision steps Of Great Value Of Moderate Value No Value At All Choice A. Identifying problems or issues 5 4 3 2 1 B. Generating alternative courses of action 5 4 3 2 1 C. Evaluating the out comes of each alternative 5 4 3 2 1 D. Ranking the alternatives and choosing one 5 4 3 2 1 E. Implementing the chosen alternative 5 4 3 2 1 2. As a Planner you may use both IT-based and non IT-based in decision making. The percent of IT you use for supporting the following Planning tasks is: (Please choice a number) Decisions >80% 61% to 80% 41% to 60% 21% to 40% None Choice A. Long Term (Strategic) Planning 5 4 3 2 1 0 B. Mid-Term (Tactical) Planning 5 4 3 2 1 0 C. Short Term (Operational) Planning 5 4 3 2 1 0 3. Managers have a mental model (i.e., an image, idea, or conceptualization of the organisation) which they use for planning, controlling and operating purposes. How helpful is the Information Technology Systems (IT) you are presently using in forming or revising the mental model of your corporation? (Please choice a number): Very Helpful Moderately Not Helpful Helpful At All 5 4 3 2 1 12. How valuable is the information the existing IT provides to your mental model in guiding your planning, controlling and operating decisions? (Please choice a number): Of Great Value Of Moderate Value Of No Value At All 5 4 3 2 1 13. Overall, how important is IT for Planning that are critical to the success and effectiveness of your managerial duties? (Please choice a number): Very Important Moderately Important Not Important At All 5 4 3 2 1 Iv. SOURCES AND TOOLS USED TO OBTAIN IT-BASED INFORMATION 14. You obtain the IT-based you use for Planning mainly (Please choice one): A. By yourself B. Through a designated person C. Through a request to an information systems group D. Other (Please specify): 15. Please indicate, on the average, how many hours per week you actually use a personal computer (PC) or a terminal to obtain computer-based information which is essential for the performance of your duties. (Please choice one): A. >16 hours B. 9 -16 hours C. 5 -8 hours D. 1 -4 hours E. 16. Please indicate the average number of hours per week use each of the following hardware pieces: A. I dont use any hardware pieces. Yes/No? Hours/week hours B. 1. Stand-alone personal computer (PC) hours 2. PC or other terminal connected to an internet hours 3. PC or other terminal connected to an â€Å"On-line† distributed computer system hours 4. PC or other terminal connected to a Local Area Network (LAN) hours 5. Other (Please specify) : hours 17. Please indi