Many of the characters in Of Mice and Men are lonely Essay Example for Free

M whatsoever of the characters in Of Mice and Men are lonely Es verbaliseDescribe the reasons for their loneliness and explore the different ways they anticipate comfort.M whatsoever of the characters in the unexampled of Mice and Men are lonely because they grew up in an unurturing and unfriendly environs. The reason for this type of negative and depressing attitude is collectable to the Great Wall Street Crash. This tormenting economic crash took place at the same time when the novel Of Mice and Men is set, in the year 1929.Families fell by as the men were forced to leave behind their roots, and seek employment on ranches in order to bring back stability in their lives again. Relationships were never formed on these ranches as no one had any time nor interest in trying to communicate and bond with the other ranch r individually or other residents. The only object the ranchers were attracted to was making money and moving on, thitherfore there was no stability. Tragically , vast amounts of raft committed suicide, as they could not bear to live their lives recounting all their losses. Coincidentally the meaning of the town Soledad is our lady of loneliness.Loneliness is a sp translation disease, which has the tycoon to make the most pollyannaish the great unwashed dull and gloomy as they begin to feel isolated. There is no direct cure for loneliness therefore no one k immediatelys how to make love with it. This is the stage where the effected people begin to split into two distinctive groups depending on each individuals character the two groups are known as introverts and extroverts.The people that are catogrised in the introvert group suffer the most as they keep all their emotions locked up inside, lede in them taking their anger come forth on themselves. Whereas the extrovert group has a obligate it offly different way of approaching loneliness, they begin to take their anger out on other people in such ways as being aggressive and flirta tious to overcome their depressions. There is a vast equation between the two groups if you opinion at it between characters, which are extroverts and introverts, at one extreme you piddle Crooks a Negro who is part crippled, and then you have Curley, a cruel, insensitive extrovert. e truly last(predicate) hu gentlemans need to be comforted at the time of need as this is the human desire, therefore, it is not surprising that the characters in this novel also film comfort. Some characters similar to Crooks need friendship-based relationships so that they displace communicate with other people. Other characters similar to George and Lennie have their future envisage to look forward to and usage towards that is their tar play. The definition of a dream isDream n. Tpelting of thoughts, images, or fancies passing through mind duringsleep Conscious indulgence of fancy, reverie, thing of dream-like beauty,charm, goodness, etc.(Taken from the Readers fend Great Encyclopedic Dictio nary, Third Edition)A dream is something you indulge in, to escape momentarily from life. This seems to be the context that John Steinbeck intended his characters in Of Mice and Men to dream in. They are all craving for something in the shimmy of George and Lennie, that something is land. All the dreams in this novel are similar to the Great American Dream, which is that you can achieve anything if you have the mind and desire to do it. However, most of the characters who have dreams know that their dreams may never become reality, scarce never the less it still provides comfort for them.Crooks is partially crippled, his body was bent over to the left by his crooked spine, yet self-dependant Negro, he too is very lonely. Crookss personality is instead interesting, as he is very defensive and contraceptive of himselfHe kept his distance and demanded that others kept theirs.Crooks is very cautious about those who approach him, this is as he does not want to be in any more pain th an he already is he is frightened that someone will not only hurt him physically but harm him mentally as well. He is fully aware of his rights, he knows the limitations of what he is allowed to do and what he has not got the right to do.Crooks is lonely as he has not got anyone to talk to due to the colour of his skin, he does not even know how to act around other guys. All he spends his time doing is reading the battered magazines and dirty books which were scattered all around his bunkBooks aint no good, a guy needs somebody to be near himA guy goes buggy if he aint got nobody. Dont make no difference who the guy is, longshes with youLater on in the chapter we realise that all Crooks is longing for is companionship, however, it is evident to see that Crooks is a ill communicatorYou got no right to come in my room. This heres my room. Nobody gotany right in here but me.Crooks reacts angrily, his anger is and pride is a defense against the virulent treatment he has been subjecte d to and experienced for most of his years in life. He has been held back without any real conference for an eminent amount of time, therefore leading to his language being unwelcoming as it is aggressive and defensive.Loneliness has had a negative effect on Crooks as it has made him verbally aggressive and very protective of what is his and his right. In chapter 4, John Steinbeck does a role reverse, instead of a white man tormenting a Negro, a Negro torments a white man, in this case Lennie. Crooks took a lot of pleasure in torturing Lennie the night George went into town, he had pleasure form teasing Lennie by suggesting that George would not bother to return as he better off without the presence of LennieI said spose George went into town tonight and you never heard of him nomoreJust spose that.Crooks enjoys having the power over Lennie, he uses convincing and manipulative language to prove his point, for once in all the time on the ranch he has an reward over a white man. Th is inspires him, Crooks is feeling good at this point he feels self-assured as though he can take on anythingNow you jus get on out, an get out quick. If you dont, Im gonna astthe boss not to ever let you come in the barn no more.Crooks builds up his confidence to such an extent that he forgets his condition on the social hierarchy. However, Curleys married woman coldly reminds Crooks of his unsuccessful position as a black man a niggerWell, you keep your place here nigger. I could get you strung up on a treeso easily it aint even funny.This racist statement reminds Crooks of his old self, leading to him computer storage that he has reduced himself to nothing, he pressed his body against the wall, in shame.Crooks achieves comfort from remembering his childhood Crooks came from a background full of love and care for each other, he knows what the true foster of companionship isI remember when I was a little kid on my old mans chicken ranch. Hadtwo brothers. They were ever so near me, always there.Crooks past childhood is full of affection and love in contrast to Crooks now, an isolated and lonely man who is referred to as a nigger. Crooks is in vast emotional pain as he knows what he is missing out on, however, some people may argue that he is actually quite advantaged as at least he has old memories to refer back to. Crooks also gets comfort from asking to be allowed to join the dream, which George, Lennie and Crooks holdIf you would want a hand to work for nothing- just his keep, why Id comeand lend a hand.Crooks wants things to go back to as he was a child, he wants to revisit the skilful days of his life that are now just a vague memory to him. Crooks knows that the only way he can do this is by joining the dream that George, Lennie and Crooks share. However, Crooks soon finds out when George rejects him from sharing the dream that he is destined to be an old isolated Negro.George Milton is one of the main characters in the novel, Of Mice and Men, he is quiet, minor(ip) and clearly a good worker. George is considered as one of the fortunate characters in this particular novel, this is as he atleast had a chance to experience the true value of companionship and unconditional value with his best friend Lennie Small. His companionship with Lennie staves of loneliness, as well as giving George a role in life a clear task to look by and by Lennie. It is evident to see that at the beginning of the novel George feels superior with this role as it gives him a sense of power over LennieGeorge has learnt vastly from his past experiences with Lennie this allows George to have a two-way relationship with Lennie, one that of a best friend, and another that of a parent. George feels a sense of trade and responsibility towards Lennie as a parentDont really seem to be running, though. You never oughta drink waterwhen it aint running, Lennie.However, as the novel progresses George begins to realise what companionship is, we kind of look afte r each other, now this role simply makes George feel different from the rest of the ranch hands as it entitles him to a status.Nevertheless, George still recognises that he is still lonely, despite having a companion, it may be more discrete than others may, but he is still lonely. George and Lennie do not interact on an keen level Slim describes George as a smart little guy, where as Lennie is described by George as dumb as hell therefore the comparison on their intellect is eminent. At times George thinks he is talking to himself, as Lennie never really responds to his questions. Therefore Lennie can never really understand George emotionally or physically.George seeks comfort by the companionship with Lennie, they both look out for each otherGuys like us, that work on ranches, are the loneliest guys in the domainLennie broke in. But not us Becausebecause I got you to look after me,And you got me to look after you, and thats why.George relies on his companionship with Lennie to get through the unurturing and unfriendly environment of Soledadits a lot nicer to go around with a guy you knowGeorge values and treasures his special relationship with Lennie, he loves him so much that he can even sacrifice him for Lennies own benefit.George also seeks comfort by his simple dream, he wants him and Lennie to have land of their own, and they want to be their own managers and look after each other until they grow oldSome day-were gonna get the jack together and were gonna have alittle house and a couple of acreswhen it rains in the winter, well justsay the hell with goin to work, and well build up a fire in the stove andset around it an listen to the rain comin down on the roofGeorges dream, although extremely similar to Lennies, is probably more detailed and complicated. Lennie due to his child-like mentality only thinks as far as tendin the rabbits, whereas George assesses the short letter by asking himself if they have got enough money, or when will they be able to achieve the dream, before accepting the dream to become reality. George had made it utterly clear that the dream that he and Lennie share will only become successful if they both achieve itI knowed wed never do her. He usta like to hear about it so much I gotto thinking maybe we would.George realised that he just got carried away, he knew from the start that the dream was unachievable all dreams are unattainable in Soledad, as it is such a disturbing environment.Curleys wife is possibly the loneliest of all characters in the novel, Of Mice and Men, throughout the beginning of the novel John Steinbeck gives the readers the impression that Curleys wife is a tartShe put her hands behind her back and leaned against the doorframe sothat her body was thrown forwardShe is portray as tarty through her provocative appearance and flirtatious actions. John Steinbeck deliberately does not give her a name, she is only known as Curleys wife therefore a possession of Curley. Curleys wife has been forced to recognise that her sexuality is the only weapon, the only thing that will ever get her noticedShe had full, rouged lips and wide-spaced eyes, heavy made upThis is mainly the reason for why she is dressed in a sexually provocative manner throughout the novel.Curleys wifes complaints of loneliness are potential to be sincere, yet she presents them in a manipulative manner that reduces any sympathy for the character. Her craving for contact is immense, she is longing for someone to have a converse with herWhy cant I talk to you? I never get to talk to nobody. I get awfullylonely.However, it seems that everyone is incapable of having a faithful conver sit downion with her without it including any sexual content. John Steinbeck describes Curleys wife, as so desperate that to experience the true value of a relationship that she would do anything to obtain itIf anyone- a man or a woman- ever gave her a break- treated herlike a person- she would be a slave to that person.Cu rleys wife is prepared to carry out any instructions, or meet any demands for anyone that would for once be able to trust her and become her friend, she would do it to such an extent that she would even follow them as if she was enslaved to them.Curleys wife has a different type of dream from George and Lennies instead of having something to call her own, she wants fame, fortune and respectCoulda been in the movies, an had clothes- all of them nice clotheslike they wear. An I coulda sat in them big hotels, an had pitchers tookof meBecause this guy says I was a natural.Curleys wifes dream allows her to escape from her tormenting controlled life and seek comfort from what in her point of view could have happened. Curleys wife is vulnerable, and innocent, she shows her humanity by consoling in Lennie. However, Curleys wife seems to have a deep regret that she did not take up either of the men on their offersIf Id went, I wouldnt be livin like this, you bet.Curleys wifes vulnerability s hows the most at this point, she is so desperate to get away from her usual lifestyle that she takes the words of a complete stranger to be equivalent of that of a gospelHe says he was gonna put me in the movies. Says I was a natural.Curleys wifes dream was shattered when the letter that she was hold for never came, coldly she blamed her mother, accusing her of stealing the letter. It is understandable that there never was going to be a letter, the men were just taking advantage of the poor innocent girl.Curleys wife married Curley on impulse her hasty marriage to Curley proves to be a failed attempt to escape from her own spiral of loneliness, however, it is now that she has come to realise that what she did was immoral she feels more trapped now then she ever didI dont like Curley. He aint a nice fella.Curleys failure to satisfy his wife both emotionally and physically is another reason why Curleys wife is so lonely and has so much hatred built up towards him.When Lennie kills C urleys wife in Chapter 5, John Steinbeck offers the readers a disturbing image. He describes her with more life and vitality as a corpse than he did as a living character, her rouged cheeks and reddened lips now after her death give her the appearance of life. In death the meanness and the plannings and the discontent and the ache for attention have gone from her face. This represents John Steinbecks first concrete praise for Curleys wife he writes for the first time that she appears pretty and simple, a more commendable character as a corpse than as a living human being, as she is not her manipulative self. Therefore, concluding that in a way, some may say that Curleys wife has achieved her dream as she won her innocence back.Loneliness is a major theme in the novel Of Mice and Men. It is only the two characters George and Lennie who stave of it by their relationship. However, the disadvantaged characters are the ones who suffer the most, it embitters Candy and Crooks, moreover, it kills Curleys wife. John Steinbeck describes loneliness as part of a human condition in this particular novel, it is something we as human being are born with leading it to be either something we fight or succumb to all our livesGuys like us, that work on ranches, are the loneliest guys in the humanityLennie broke in. But not us Becausebecause I got you to look after me,And you got me to look after you, and thats why.However, throughout the novel John Steinbeck does not offer any answers to get rid of loneliness, it only shows how different characters deal with this problem differently.

The first division is Selection Bias Essay Example for Free

The first division is Selection Bias EssayBias is technically the deviation of the potential value of a chance variable from the resultant correct or consigned value (US NRC, 2007). It is the differentiation involving the experimental average of measurements held at repeated case and a reference value, or referred to as accuracy. Bias is calculated and articulated at a solitary position within the working array of the measurement body (Measurement Media, 2008) and is evident in the gathering of Retrospective accounts.Retrospective data argon acquired through interviews and questionnaires. Conversely, prospective data are attained through the use of quick records taken from previous studies (ABC, 2008). There are three main divisions of twist. The first division is Selection Bias. Basically, selection bias takes place when the topics studied do non give proper body or representation of the steer population about which end results are to be taken from (Coggon, Rose, Barker, 1997).In selection bias, when the matter of exposure and alcohol addiction is dissimilar for those who finish a study evaluated with those who match the characteristics of the target population, the general population is selected they are for which the measure of effect is being considered (Ibrahim, Alexander, faint Farr, 1999). In a case study involving alcoholics, selection bias is characterized where those who volunteer to answer questionnaires may possess unlike character than the proposed individual in the target population. In the main, individuals who do not react to requests to be evaluated have different characteristics than responders.Bias will be established if the association between exposure and alcoholism differs between the results for the study volunteers and non-responders. The second division of bias is the Information Bias. This major type of bias comes to pass from errors in measuring exposure or alcoholism. In a study to calculate approximately the relative run a risk of alcohol intake and road accidents, associated with exposure to wines, beers and spirits, alcoholics were solicited for education about their contact and exposure with such(prenominal) substances before driving, and their responses were compared with those from control alcoholics.With this devise, there is a hazard that case, or variable, mothers, who are extremely goaded to find out what they drank the most in the expanse of the alcoholism session, magnate recollect memories of past contact more completely than the alcoholics from the control group. If that would be the case, a bias would product with a propensity to overstate risk estimates (Coggon, Rose, Barker, 1997). Recall Bias is included in this type of bias. Recall bias happens when a respondent is asked to relate to a particular topic, and they either exaggerate what information or rule out information they think isnt appropriate for inclusion.Data could be inconsistent or flawed when epidemiological stud y results are deduced via retrospective data gathering (ABC, 2008). In the case of the alcoholics, reckon bias might prove to be a brat. If an accident happens, and excessive alcohol utilization is taken as the culprit, the respondent might give out information on his account rendering a holier than thou rendition of what really happened before. any(prenominal) might not say that they had been drinking before driving, while others might say that they had alcohol intake more than what was required.What I see in this is that these pile are trying to protect their dignity as a person, and their revelations might be put up against their wills. Seeing as this is a threat, there might be a risk of imbalanced information and results gathered for this particular epidemiological study. In the planning of case studies, the evaluators must see to it that they include the recall bias of their respondents toward a particular topic, especially if they are employing a primary type of data gat hering using questionnaires, surveys and interviews.References 74. 4 Definitions. (2007). Online, United States Nuclear restrictive Commission. Retrieved on July 10, 2008 from http//www. nrc. gov/reading-rm/doc-collections/cfr/part074/part074-0004. html Bias. (2008). Online, Measurement Databases for Industry and Science. Retrieved on July 10, 2008 from http//measurementdb. com/index. php? name=Sectionsreq=viewarticleartid=17page=1 Coggon, D. , Rose, G. Barker, DJP (1997). Epidemiology for the Uninitiated. Online, BMJ Publishing. Retrieved on July 10, 2008 from http//www.bmj. com/epidem/epid. 4. html Hassan, E. (2006). Recall bias can be a threat to retrospective and prospective research designs. Internet Journal of Epidemiology, 2(3), 4-4. Ibrahim, M. Alexander, L. Shy, C. Farr, S. (1999). Selection Bias. PDF File, ERIC Notebook. Retrieved on July 10, 2008 from http//www. durham. hsrd. research. va. gov/eric/notebook/ERICIssue08. pdf What is Recall Bias? (2008). Online, Abortion Breast Cancer (ABC). Retrieved on July 10, 2008 from http//www. abortionbreastcancer. com/bias/index. htm

Application of ERP Implementation Methodology Framework

Application of ERP Implementation Methodology Frame forgeChapter 1 understructureThis chapter eachow for grow with a accedeation of the background of my investigate bea. The presentation go forth there by and by be followed by a problem and Signifi usher outce of the seek that will impression in the neutral and research question of my charter.BackgroundOver the past years innovation has arguably travel cardinal of the al virtually discussed and sought after plaque-capabilities. It is recognised as a major(ip) goal of economic ventureivity and one of the to the highest degree classical instruments by dint of which organisations abide slang advantages over their competitors. In devote to survive in highly competitive duty environments, companies corroborate to continuously change their rail line attempt shapees. New conditions in the securities industry have provided a special stimulus to assumeling vexation do byes product expansion, competitive sales co nditions, tuition of global distribution ne 2rks, give informed customers, and the taste of communication channel sectores towards satisfying the case-by-case drives of the customer. In the light of this, melodic phrase touch reengineering has often been employed, and development engine room is a frequently utilised approach use to correct transaction adjoines.This weigh stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical re foundation of duty emergencees in order to fulfil greater efficiency, better quality and to a greater extent competitive production (Hammer and Champy, 1993). It means analysing and altering the argumentation act upones of the organisation as a whole.A business work out includes activities and tasks that cross runal and/or organisational boundaries. Information engineering science (IT) is the most important fa ctor in enabling advancedly redesigned attend toes. newfanglight-emitting diode information applied science is oriented towards business abutes and communications amid persons using these surgical operationes, and is therefore called influence and information technology (Ould, 1995). In that way, Business Process Reengineering lowlife be expound as organisational shape redesign, with the guide on influence of IT.At the analogous conviction organisational exp final stageiture on opening move alternative Planning (ERP) has in any case grown significantly during the nineties and beyond. ERP administrations have been adopted by the majority of large private sector organisations and m some(prenominal) public sector organisations in the UK, europium and the industrialised human in general. We would non expect this growing trend to materialise un little significant advantages were to be expect from the introduction of ERP brasss. It is because ERP systems have such a significant mend on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation.Origin of the term ERPIn the 1960s, no manufacturing company could allow to own a computer. thitherfore, both(prenominal) manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and sequence wise. There after manufacturing solicitude systems have evolved in stages over the past 30 years from a simple means of sharp materials demands to the automation of an full(a) enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement cooking (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept green light mental imagery Planning (ERP), incorporating all the MRPII functionality, in addition to Finance, Supply Chain, Human imaginations and Project Management functionality (Anderson, 1982 Wallace, 1986 Wilson et al., 1994). Figure1 illustrates the in small stages evolution of the opening Resource Planning with respect to time.Enterprise resource planning systems be commercial bundle sheafs that enable the integration of transaction-oriented selective information and business processes through and throughout an organisation (Markus and Tanis, 2000). The chance a line elements of an Enterprise Resource Planning system according to Miller (2003) ar one large real-time database which reduces data surplusage and improves accuracy merged business process that cut across business functions such as supply chain management and seamless rebirths between business transactions.Accordi ng to Newman (2003), Enterprise Resource Planning Systems atomic number 18 softw ar product modules for distinct business functions that atomic number 18 linked by a common database to produce an coordinated enterprise- all-embracing system.Enterprise Resource Planning packages, the enterprise system that diagnoses company stick together, it is a nervous system of every corporation, large or small, when you check at bottom it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, intrinsicly it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Compani es Become Best-Run Businesses.ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998 crowd together and Wolf, 2000). An ERP closure is valuable when it represents the characteristics demonstrated in Figure 2.Significance and objective of researchIn the 1990s, customers experienced more monetary valuely and complex ERP writ of executions then they expected (Eschinger et. al., 2003). One research group found that the average ERP execution of instrument took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008).Because of their wide scope of practise within a business, ERP software program systems are typically complex and usually impose significant changes on module work practices, Implementing ERP software system is typically non an in-house s kill, so even smaller forecasts are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the discover. A small find (e.g., a company of less than 100 staff) whitethorn be planned and delivered within 3-9 months however, a large, multi-site or multi-country implementation may take years (for more details see elude 1 and table 2).Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have non been flourishing in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fall 24% in 2009, as companies severely rein back implementation and expansion shows. While th e organisation expects ERP spending to rise slightly in 2010, vendors will be fleck hard for every available dollar, and that should tran slate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in foothold of ERP implementation.According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological modeling for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). any ERP vendors came up with solution and build their implementation methodology which they recommend to all the ir clients to utilise the approach during their implementation and continuously looking for proceedss in those methods. Therefore the query in this line of business will value the investment put in by the companies in these projects.The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of emolument by them.Therefore the key research questions that are the focus of this demand areTo what extent different companies follow AcceleratedSAP as methodology when implementing SAP?Is different companies use different innovative ways to improve the process? ar there commonalities or diversion in this innovation?Chapter 2Literature ReviewThe purpose of this chapter is to present my theoretical framework. In this chapter prototypical I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base.Information Systems phylogenesis Methodology psychiatric hospital of an Information System is not a trivial matter, and must strive to fulfil four main goals usefulness, usability, reliability and flexibility (Kruchten, 2000). To background risks of failure in any of these primary objectives there are a number of specialised increment methodologies available, each with different strengths and weaknesses and suited to different project typesThe Classic shapeThis model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in incidental order (though the factual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its u nidimensional nature, where each stage must be completed and the sidetrackted deliverable passed to the next phase. This produces an inflexible model that is hard to timber back to anterior stages without changing everything (Avison and Fitzgerald, 2006). collectable to this separated structure a gap of downstairsstanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfying results can be delivered. It also typically suffers from desire development times (which are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998).This model alone is clearly unsuitable to the ERP implementation project as outcome in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements buzz off/ abstract will need to on-going throughout the entire process. With these points noted, a partially p hased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through transforming of the problem domain.Business Process Reengineering Implementing MethodologiesOne approach of information system development, which takes into account strategical aspects, is business process reengineering. It has presented organisation with the opport unit of measurementy to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006).The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information turn tail into a sensation system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function ground to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the newfangled times and callable to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradational progression in the use of computers from routine clerical job processing to IT-based decision making. Man y corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems.First we adopt the work of Kettinger al.s (1997) for a literature polish up on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for toping business process reengineering projects, because The technology is derived from the methodologies in force(p) by 25 pick outing reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals.Ketting er et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, en view (S1), typically involves the business process reengineering project athletic supporter engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business schema and IT opportunities in the hope of improving the organisations boilers suit capital punishment.The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the procedure goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis.The trey stage, diagnose (S3), is classified as the documentation of the curr ent process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and appoint customers value, root causes for the problems are surfaced, and non-value-adding activities are identified.The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed.The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure round off migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and tran sition.The sixth and last stage, evaluate (S6), requires monitoring of the new process to delimitate if it met its goal and often involves linkage to an organisations total quality program.This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management news report perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997 Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of save theories but just to compare and have further opinion let look at another business process reengineering implementation methodology.A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering impl ementation (Davenport and Short, 1998 Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the live processes, identifying the hold IT tool, designing/ mental synthesis a process prototype, testing the reengineered process, and implementing the changed process.The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in encounter multiple objectives, concurrently. In the second step, plectrum of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of need prior to the realisation of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process originally redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologies available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process obj ectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process.If both the implementation methodologies are compared there is not just the diversity in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts.generic Enterprise Resource Planning Implementing MethodologiesIn the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. Thi s was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled.The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs regard with such re-engineering are very low as limiting done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules.Furthermore, ERP applications in tegrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a participating and additive implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits.Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP system s. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems.Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-rack packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified pro cess which draws upon the best practices of conventional software process models has inception, elaboration, manifestation and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system.The literature review undertaken revealed a lack of research with regard to some fine factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to to any information system project, not specially to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or endogenic approach to ERP implementation. undefeated ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999 Sor, 1999). to a greater extent importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000 Milford Stewart, 2000 OLeary, 2000).A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) discover that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy speech pattern on technical analysis and programming towards business process design, busin ess-focused software configuration (Kelly et al, 1999), and bequest data clean-up (Smethurst Kawalek, 1999).In essence, there are several circumstantial and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). conversationComm unication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate electronic network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction.ERP implementation levelsStrategic levelThe decisions made at this level significantly change the look in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995 Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment.Current legacy system evaluation This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) implore that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999).Project vision and objective It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an unders tanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required.ERP implementation strategy This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an or ganisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system modify the ERP system package to suit an organisations requirements or the implementation of a shopworn package with borderline deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998 Martin, 1998 Gibson et al, 1999).Hiring consultants Due to the complexities of implementing an ERP system, most companies choose to let consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critica l success factor, it has to be managed and monitored very carefully.Benchmarking Al-Mashari and Zairi (2000) argue that benchmarking works basically at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can fun a significant role in shaping the strategic direction to be taken for change introduction using an ERP package.tactical levelAt the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control o perations, and apportion resources and set policies effectively (Schultheis Sumner, 1995 Bocij et al, 2008).Client consultation Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, in the first place the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process otherwise the find of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed.Business process change (BPC) As mentioned before, there are two main options to implement ERP systApplication of ERP Implementation Methodology FrameworkApplication of ERP Implementation Methodology FrameworkChapter 1IntroductionThis chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study.BackgroundOver the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised ap proach used to improve business processes.This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole.A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of I T.At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation.Origin of the term ERPIn the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufact uring management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Finance, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982 Wallace, 1986 Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time.Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are one large real-time database which reduces data redundancy and improves accuracy integrated business process that cut across business functions such as supply chain management and seamless transitions between business transactions.According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system.Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employ ees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses.ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998 James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2.Significance and objective of researchIn the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008).Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2).Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation.According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise R esource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects.The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them.Therefore the key research questions that are the focus of this study areTo what extent different companies follow AcceleratedSAP as methodology when implementing SAP?Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation?Chapter 2Literature ReviewThe purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base.Information Systems Development MethodologyCreation of an Information System is not a trivial matter, and must strive to fulfil four main goals usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project typesThe Classic ModelThis model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (which are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998).This model alone is clearly unsuitable to the ERP implementation project a s completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain.Business Process Reengineering Implementing MethodologiesOne approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006).The initial research of the subject starts with Business Process Reengineering which is achieved b y the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering throug h IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems.First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals.Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance.The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineer ing via bench-marking, identifying external customer needs, and cost benefit analysis.The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified.The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed.The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new pr ocess responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition.The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program.This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997 Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengine ering implementation methodology.A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998 Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process.The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are av ailable for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologies available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits be fore launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process.If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts.Generic Enterprise Resource Planning Implementing MethodologiesIn the past, c ompanies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled.The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementati on significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules.Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand an d work with redesigned processes and realise the ERP-enabled benefits.Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems.Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for obj ect-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system.The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation.Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that n eeds to be managed carefully to get the full advantages (Bingi et al, 1999 Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000 Milford Stewart, 2000 OLeary, 2000).A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, th e key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999).In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs for example, there is a direct relationship between the implementation level at which a decision is being taken an d the characteristics of the information required supporting decision making (Bocij et al, 2008).CommunicationCommunication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction.ERP implementation levelsStrategic levelThe decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995 Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment.Current legacy system evaluation This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999).Project vision and objective It is very important that the organisation has a clear sense of whom and wh at it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required.ERP implementation strategy This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organ isation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998 Martin, 1998 Gibson et al, 1999).Hiring consultants Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implem entation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully.Benchmarking Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package.Tactical levelAt the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level m anagers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995 Bocij et al, 2008).Client consultation Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed.Business process change (BPC) As mentioned before, there are two main options to implement ERP syst

Stylistic Techniques In Batman Returns Film Studies Essay

Stylistic Techniques In Batman Returns Film Studies EssayTim Burton is known for his obscure and unconventional methods of film-making. His stylistic techniques, influenced by German Expressionism, are very unique. For this reason I have chosen to look at a short clip from Tim Burtons Batman Returns. Batman Returns was produced in 1991 and released in 1992.When Selina Kyle, the receptionist of max Shreck, discovers some crooked business plans, she is thrown from the top of a building by her corrupt boss, provoking her transformation into the mysterious and mischievous character of throw awaywoman. The impression in which this happens is very significant to the overall narrative of the film and to the development of the character of Selina Kyle.As Selina lies in the snow after being thrown from a building, there is a c honest-to-god and harsh atmosphere as many cats surround her and nibble on her hands. The bright red colour of her blood that Burton gives is a contrast to the colo ur of the rest of the scene, such as the grey buildings and white snow. It stands out very noticeably and is therefore much striking to the audience, creating an even great sense of unease. As Selina enters her apartment it is clear to the audience that she is not in a sound commonwealth of mind. Selina starts to knock things over violently in her interior(a) and she starts to shred away any evidence of the woman she used to be. There is a clear sense of irony in terms of the mise-en-scne in this scene. All of the walls in her apartment are painted pink. This gives off a sense of girlishness and innocence. These are characteristics of Selinas that will no longer be relevant to her personality. The marvelous walls and numerous stuffed toys are effective visual devices used by Tim Burton as a method of narrative. This particular use of mise-en-scne al sufferings the audience to see Selinas old personality and her naivety before it is all stripped away. The fact that Tim Burton ch ose to create a feminine and controlled setting for Selinas apartment makes her deterioration a lot to a greater extent(prenominal) effective. Her violent behaviour and the use of props, for example, when she dishevels her stuffed toys with a kitchen knife, is a premonition of her violent behaviour which is to come. The use of this prop makes the scene a lot more shocking. Cat imagery is very evident in this scene. Not only does Selinas home become invaded by alley cats, but she also adopts the characteristics of a cat as she pours milk into her mouth carelessly and licks her lips in an animalistic manner. This truly shows her changing state of mind as the old Selina would never behave in this way. The use of contrasting colours in this scene is also very evident. Burton chooses to contrast the girlishly pink walls with black paint which is frantically sprayed along them by a manic Selina. Through his use of visual styles and the new setting of Selinas apartment, Tim Burton has cre ated an evil, sinister and vengeful atmosphere which coincides with Selinas creation of the evil, sinister and vengeful character, Catwoman.The lighting at the stolon of this scene, as Selina lies in the snow, is low-key and Tim Burton creates a lot of shadows, which are very reflective of his expressionist influences. Like the beginning of the scene, the lighting is also low-key in Selinas apartment. During some of the frames in this scene the lighting is placed beneath Selinas face, creating shadows which give off a sense of insincerity. There are large shadows as she charges just about her apartment trashing it piece by piece with exaggerated movements creating a frightening atmosphere. The low-key lighting in this scene is further emphasised when Selina breaks the light bulbs in her home. Here I think Tim Burton is extremely successful in portraying an evil and villainous atmosphere. As she smashes the light bulbs of her neon-lit sign she transforms it from a welcoming commun icate which used to read Hello There to an uninviting and menacing message which now reads Hell Here. The lighting in this scene becomes even dimmer than before, signifying the extent of Selinas transformation into Catwoman and unleashing an even more hellish setting.The editing at the beginning of this scene is very slow paced. As Selina strolls into her apartment in a state of shock there is a continuous long shot. The camera pans and tracks across the apartment, following Selina around. The slow editing evokes a state of calm. As the scene progresses and Selina becomes more and more infuriated the editing becomes a lot more rapid. There are a lot more cuts and there is a greater shape of camera shots. The audience are presented with many unsettling shots from extreme close ups of Selinas face as she licks her lips frantically to close ups of her stuffed toys in her kitchen sink being destroyed in an act of aggression. These shots are excellent in portraying a sense of panic amo ng the audience. Burton uses point of view shots as Selina begins to construct her Catwoman attire. This makes the audience feel bid they are a part of the action and is successful in provoking sympathy and empathy as the audience try to relate to the feelings that Selina is having.Much the same as the editing, the sound in the beginning of this scene is a lot more calm and slow paced until the scene reaches its climax and the music becomes a lot more frantic and loud. The use of strings is clear in this scene. The music is very low in volume to begin with and is very high pitched which gives a very eerie tone to it. There is a lot of suspense created and the whining sounds of the strings convey a feeling of tension. There is also diagetic sound in this scene such as the creaking of the door and the cat meowing. As Selina destroys her home the music becomes a lot louder and fast paced. The pitch of the music becomes low and threatening. This symbolises Selinas new found control ove r her life and foresees the threat that she is about to bring onto the city of Gotham.Tim Burton uses all elements of film language in this scene and throughout the film effectively to achieve his desired aims and emotions for the audience. In this scene he is very successful in showing a complete alteration from the quiet, dumb character of Selina Kyle to the dominant, sexual and ruthless character of Catwoman.

Mathematics in the Primary School

Mathematics in the Primary SchoolInnumerate school children cost the taxpayer up to 2.4bn a year. In 2007, Sir Peter Williams the then head of the Advisory Committee on Mathematics Education (ACME), was commissioned to consider and make his recommendations in response to the teaching of mathematics in azoic geezerhood settings and primary schools, with a view to assessing and improving upon the current practices of mathematics teaching in early years settings (EYS) and primary schools (Adonis 2007).By examining the forthcoming evidence, drawing from the outgo practice nation entirelyy and internationally and by operative closely with the teaching profession, the Williams final bailiwick was published in June 2008. By recollects of 10 recommendations the report identifies methods by which children in primary schools and early years settings can acquire a greater discretion of mathematics, and a greater appreciation of its importantance with relation to a successful progressio n through life during and after their school career is over. Through a high-quality curriculum and excellent teaching (Williams, 2008, p61), children should have confidence and smelling comfortable with the concept of Mathematics within their day to day lives.In the following, I willing explore the implications of the ten recommendations outlined in the Williams Report and will conclude with some reflection on the value of the report and the likely impact it will have on me as a trainee teacher. testimonial 1Considers the entry requirements necessary for Initial instructor Training (ITT).GCSE Grade C mathematics continues to be the mandatory minimum requirement take. However the report argues that regularize B in GCSE maths is desirable with the long-term ambition of the government initiative the Training and Development Agency for Schools(TDA), being for all Qualified Teacher Status (QTS) graduates to have reached Masters-level accreditation. However, this is currently deemed inadvisable given the possible risk of falling enrolment of trainee teachersA higher priority is given to teaching jazz through teaching placements to increase the students pedagogical knowledge, Williams (2008, p7) states that, a combination of deep subject knowledge and pedagogical skill is required to promote effective learning, a view reared by the research body Mathematical Knowledge in Teaching (2007/2008).The evidence of good grounding in these ii perfect attributes shows taken together they constitute a necessary condition to progress learning for all children up to the end of line make up 2, which prepares them well for Key Stage 3 ((Williams, 2008, p10).The only currently acceptable route to raising mathematical understanding is through properly funded and rewarded continuing professional development (ibid p 12)Q14, Q15, Q19, Q25a,b,c,dRecommendation 2Local Authorities (LAs) are to continue to up-skill and increase the numbers of their Mathematic Consultants.A contin ued extensive budget is to be set past by the Government for local LAs to implement this following the recommendations made by the Primary subject field Strategy (PNS) (via the National Numeracy Strategy (NNS)), and in partnership with the National Centre for Excellence in the Teaching of Mathematics (NCETM). This funding to be used to develop and track refresher Continued Professional Development (CPD) courses for all LA consultants, evidence being that since the introduction of the NNS, a transformation in the way mathematics is taught can be strongly correlated with the increase in the attainment levels of primary school children (ibid p 16).Q14, Q15, Q18, Q19, Q20, Q25a,b,c,dRecommendation 3Every school should have at least one mathematics specialist pay (or have access to one), whose initial objective is to raise standards and narrow attainment gaps.By utilising the highly- handy (circa) 400 LA Mathematic Consultants to their fullest, a phased proposal is given to have a Mat hematical Specialist present in every school which will re-enforce the immensity of mathematics within schools and upgrade and allow flexibility for CPD provisions available to all teaching and support staff. Small and rural schools benefitting from pooled resources wheresoever possible. Many of these specialists could be sourced from Newly Qualified Teachers (NQTs) trained to a higher mathematical level through their ITT providers, and all specialists to be monitored by their respective head teacher.Q14, Q15, Q19, Q20, Q25a,b,c,dRecommendation 4The Department for Children, Schools and Families (DCSF) is to commission a set of materials which will help early years practitioners understand the effect of childrens development as shown through their mathematical mark-making.The resulting report supports the introduction of childrens mathematical graphics (Worthington, M/ Carruthers, E, 2003), at the primordial historic period Foundation Stage (EYFS). The EYFS adheres to the princip les of the central importance of creativity and critical thinking in early learning and development (Mark Making Matters, 2008, p2).By giving practitioners the tools to support and challenge a childs thought process through encouragement and understanding of the young childs mark-making, along-side open ended discussion (sustained shared thinking (Williams, 2008, p34)), the children will go bad confident and competent communicators, both orally and on paper, in all six areas of learning and development. (Mark Making Matters, 2008, p2)In relationship to mathematics, by encouraging a child to mark-make from a very early age, when children realise that mark can be used symbolically to carry meaning they begin to make marks as tools to make their thinking visible (ibid p3). Through drawing the child whitethorn develop their concepts in relationship to problem solving, reasoning and numeracy. The importance of the other(a) Years Practitioners taking the time to observe, listen and an alyse childrens mark making in order to understand, praise and enrich the childs achievements (ibid p3), is affirmed.However, I must agree with the importance of a young childs mathematical understanding being developed through imaginative play and effective mathematical learning for children in this age congregation needs to be predominantly social in nature (Williams, 2008, p36).Q15, Q18, Q19, Q20Recommendation 5The forthcoming review of the EYSF in 2010 is to consider the inclusion of time and capacity which Williams feel were omitted when the statutory early learning goals set out in the Statutory Framework for EYFS Learning and Development Requirements (DCSF 2006) were first developed.By using these two extra concepts along with those already required i.e., shape, space, measures along with the use of correct mathematical language, it would enable the child to apply their mathematical knowledge in realistic and active ways (Williams, 2008, p36), whilst also enhancing the chi lds understanding of problem solving.The responsibilities of effective pedagogy for this remit falling to local authorities, leaders, managers and head-teachers.Q14, Q15, Q19, Q20, Q25a,b,c,dRecommendation 6The DCSF is to continue to increase the standard of graduate practitioners going into Early Years Settings (EYS).The Childrens Workforce Development Council (CWDC) (2010), states High quality early years provision can have a pregnant impact on childrens development, performance at school and their future life chances (CWDC, 2010, Areas of Work- Early Years) and the early years workforce must be well qualified. (ibid)With mention to the Effective Provision of Pre-School Education (EPPE, 2004), the Millennium Cohort Study (MCS, 2005) and the evaluation of the Neighbourhood Nursery Initiative (NNI, 2000), it recognises the importance of having a good proportion of trained teachers on the staff. The recommendation being for one graduate early years professional per setting by 2010 and with provision for two graduates per setting in separate areas.A member of staff having Qualified Teacher Status (QTS) and a Graduate Early Years Practitioner who has a specialism in working with early years children could have the most benefit to most childrens development and learning.Standards could also be raised with additional funding given to implementing CPD within the Early Years Workforce where mathematics is given essential priority. It should however be noted that EYFS provisions are currently very erratic throughout the UK.Q14, Q15, Q18, Q19, Q20, Q25a,b,c,dRecommendation 7Engaging the full understanding and commitment of participating children and their parents/carers before the onset of intervention, paying special attention to the integration of intervention in the signifier room and in a home-school partnership through official home-learning activities.Where research is undertaken, it is proven that the inclusion and understanding of parents/carers before th e onset of intervention is prevalent in guaranteeing programme success, and parents/carers could support their childs learning progress through official home-learning activities. Equally, children who understand exactly the nature of the programme show genuine delight in their progress and the importance of this factor should not be under estimated for a successful programme (Williams, 2008, p55).In terms of the integration of intervention, the DCSF National Strategy Standards (PNS) (1998) cites hinderance is not just about additional out-of- socio-economic class provision. It also includes reviewing what happens in class to make sure it is appropriately tailored to the needs of the children.Q14, Q15, Q18, Q19, Q20Recommendation 8The coil 3 Intervention programme from The Every Child Counts (2008) initiative a partnership between government, businesses and the charity Every Child a Chance (2007) aims to enhance achievement for approximately 5%-10% of children nationally who are fa iling to master the basics of numeracy (Adonis, 2007).Adonis (2007) states there is no single cause of under-attainment and therefore no single answer(ibid) It is best to summarise the implications, logistics and recommendations of wave 3 intervention in Year 2 as follows-Intervention should be led by a qualified teacher on a 1 1 teacher pupil ratio.The benefits of working in pairs or small groups should also be explored.The childs class teacher should be given responsibility to decide whether intervention is necessary. Investigation into of the efficacy of using video tapes for assessment and training should be undertaken.Diagnostic tools should be developed to aid teachers with assessment before intervention and monitor progress after leaving the programme, using for example, Assessing Pupils Progress (APP) and the Early Years Foundation Stage Profile (EYFSP).Intervention should ideally last for one term and be completed by the end of Key Stage 1. Where it is deemed that a child i s in need of intervention for both literacy and mathematics, it is imperative that mathematics be given equal standing to literacy.A wide range of (potentially costly) multi-sensory resources should be made available, for example, Numicom and the synergetic whiteboard, to enable the teacher and child to select the appropriate aid to their specific issue.CCD programmes should be developed for the teacher as intervention specialist and for LA intervention specialists. Currently there is only a small cohort of intervention specialists available.Combining the roles of intervention specialist and mathematics specialist should be considered through the pooling of resources wherever possible to limit cost implications.Teaching Assistants could be further trained to lead less intensive wave 2 and 3 interventions.A longitudinal study is to be carried out over the next 10-15 years to assess the success of the programme.Q14, Q15, Q18, Q19, Q20, Q25a,b,c,dRecommendation 9 and 10Refer to the im portance of continued construct on the currently solid curriculum, with more prominence being given to use and application (Williams, 2008, p60) of Mathematics across all subjects and to give renewed pore to oral and mental mathematics.Q14, Q15, Q18, Q19, Q20, Q25a,b,c,dConclusionIn conclusion, the above discussion has demonstrate the key features of the Williams Report and has reflected on the implications of the report for EYP, strategies for intervention and the roles of the curriculum, training, accreditation, head-teachers and the family.I have demonstrated how the Williams Report has both drawn on existing regulations, recommendations, policies and practice but crucially, identified the weaknesses in existing legislation.For me the key strengths of the report lie in its idiom on the role of teacher pedagogy and practice and the shared responsibility of the LAs with schools, in particular the head-teacher, and with the parent/carer.A key recommendation is being pro-active a nd understanding that every child matters.I feel the weaknesses of the report relate to its over-emphasis on high-levels of formal accreditation, which do not reflect an individuals natural gift to teach and which may jeopardise future recruitment.Of course, the question remains what the effect of recent government changes and the very real and imminent threat of public sector cuts will mean for the practical implementation of the Williams report recommendations.

Dinosaurs :: essays research papers

DinosaursDinosaur is the name of large extinct reptiles of the Mesozoic Era,during which they were the dominant land animals on Earth. The term wasproposed as a formal zoologic name in 1842 by the British anatomist Sir RichardOwen, in reference to large fossil mug up unearthed in southern England. Thevarious kinds of dinosaurs argon classified in two formal categories, the ordersSaurischia and Ornithischia, within the subclass Archosauria.The first recorded dinosaur remains found consisted of a few teeth andbones. They were discovered in 1882 in Sussex, England, by an English doctor,Gideon Mantell, who named them iguanodon. About the same time, other fossilteeth and bones were found near Oxford, England, by Rev. William Buckland.These were named Megalosaurus. Thousands of specimens look at since beendiscovered nearly worldwide. diverse types of dinosaurs varied greatly in form and size, and theywere adapted for diverse habitats. Their means of survival can only beidentified from their fossil remains, and some identifications are in dispute.They ranged in weight from 4 to 6 lb., in the case of the compsognathus, and upto 160,000 lb., in the case of the brachiosaurus. Most dinosaurs were large,weighing more than 1,100 lb., and few weighed slight than 100 lb. Most wereherbivores, entirely some saurischians were carnivorous. The majority were four-footed but some ornithischians and all carnivores walked on their hind legs.Always classified as reptiles, dinosaurs have traditionally been assumedto have been reptilian in their physiology, cold-blooded, and ectothermic. Inrecent years several different lines of evidence have been interpreted asindicating that dinosaurs whitethorn have had warm blood and high rates of metabolism,comparable to birds and mammals. Evidence supporting this view includes uprightposture and carriage mammallike microscopical structure of bones skeletalfeatures suggestive of high activity and specialized food-processing dentitionsand low ratios of dinosaurian predators to prey animals, both suggesting highfood requirements. The evidence is not conclusive--all the facts can bealternatively explained--but some dinosaurs may have been endothermic.The reproductive means of most dinosaurs is as yet unknown. Fossil eggs,attributed to one of the horned dinosaurs and a sauropod, have been discoveredin Mongolia and France. Fragments that are presumed to be of dinosaur eggs havealso been found in Brazil, Portugal, Tanzania, and in the United States,Colorado, Montana, and Utah. In Montana, Utah, and Alberta, Canada, fossils ofunhatched dinosaur eggs have been discovered. This evidence indicates egg- lay reproduction in dinosaurs, like most modern reptiles. A few scientistsbelieve that some dinosaurs may have given birth to living young, but no

McCarthyism versus The Crucible by Arthur Miller Essay -- Compare Cont

Reasonable doubt was all that was necessary to accuse and sometimes convict someone of un-American activities in the late 1940s, early 1950s. This period of time was known for McCarthyism--a time of extreme anticommunism, lead by Senator Joseph McCarthy (McCarthyism). The United States pledged to contain the spread of communism globally, as well as locally, and did what it could to keep this promise. Americans began to fear that communism was leaking into the media, government, arts, schools, and other areas. This was called the Red Scare (Brinkley). One writer that used this era as a tail end for his play, The Crucible, was Arthur Miller. He was able to capture the panic and mere insanity of many Americans in an allegorical way. The crusade against subversion played a significant voice in the following the actions and tactics of McCarthy, the reasons why Miller and other artists were targets of McCarthyism, and the relationship of his play The Crucible to the events of the late 19 40s to the early 1950s (Brinkley).Senator Joseph McCarthy used many tactics to twine Americans to oppose communism and indict those who supported it. Communism had tangible shape, and Americans were worried that people in the U.S. would start leaning to the far left like several(prenominal)(prenominal) other countries such as the USSR and China (Schrecker). In order to prevent this, the Congressional House Un-American Activities Committee (HUAC) was founded. The Committees purpose was to investigate those organizations and individuals it deemed un-American. They first went to Hollywood because the movie industry was considered corrupted. Ten individuals, called the Hollywood Ten, were asked to testify against other Hollywood residents who were questionable com... ...C_Rise_AntiCommun.html.McCarthyism. 22 Nov 2006. Wikipedia The Free Encyclopedia. 23 Nov 2006. . Miller and McCarthyism. Anglia Campus. 10 Nov 2006. .Miller, Arthur. The Crucible. Elements of books Fifth Course. Eds. Kylene Beers and Lee Odell. Orlando Holt, Rinehart and Winston, 2007.Miller, Arthur. Why I Wrote The Crucible. Elements of literary productions Fifth Course. Eds. Kylene Beers and Lee Odell. Orlando Holt, Rinehart and Winston, 2007.Salem witch trials. 19 Nov 2006. Wikipedia The Free Encyclopedia. 20 Nov 2006. .Schrecker, Ellen. Blacklists and Other Economic Sanctions. 02 Aug 2004. 20 Nov 2006. . McCarthyism versus The Crucible by Arthur Miller Essay -- Compare ContReasonable doubt was all that was necessary to accuse and sometimes convict someone of un-American activities in the late 1940s, early 1950s. This period of time was known for McCarthyism--a time of extreme anticommunism, lead by Senator Joseph McCarthy (McCarthyism). The United States pledged to contain the spread of communism globally, as well as locally, and did what it could to keep this promise. Americans began to fear that communism was leaking into the media, government, arts, schools, and other are as. This was called the Red Scare (Brinkley). One writer that used this era as a seat for his play, The Crucible, was Arthur Miller. He was able to capture the panic and mere insanity of many Americans in an allegorical way. The crusade against subversion played a significant power in the following the actions and tactics of McCarthy, the reasons why Miller and other artists were targets of McCarthyism, and the relationship of his play The Crucible to the events of the late 1940s to the early 1950s (Brinkley).Senator Joseph McCarthy used many tactics to gestate Americans to oppose communism and indict those who supported it. Communism had tangible shape, and Americans were worried that people in the U.S. would start leaning to the far left like several other countries such as the USSR and China (Schrecker). In order to prevent this, the Congressional House Un-American Activities Committee (HUAC) was founded. The Committees purpose was to investigate those organizations and indivi duals it deemed un-American. They first went to Hollywood because the movie industry was considered corrupted. Ten individuals, called the Hollywood Ten, were asked to testify against other Hollywood residents who were questionable com... ...C_Rise_AntiCommun.html.McCarthyism. 22 Nov 2006. Wikipedia The Free Encyclopedia. 23 Nov 2006. . Miller and McCarthyism. Anglia Campus. 10 Nov 2006. .Miller, Arthur. The Crucible. Elements of Literature Fifth Course. Eds. Kylene Beers and Lee Odell. Orlando Holt, Rinehart and Winston, 2007.Miller, Arthur. Why I Wrote The Crucible. Elements of Literature Fifth Course. Eds. Kylene Beers and Lee Odell. Orlando Holt, Rinehart and Winston, 2007.Salem witch trials. 19 Nov 2006. Wikipedia The Free Encyclopedia. 20 Nov 2006. .Schrecker, Ellen. Blacklists and Other Economic Sanctions. 02 Aug 2004. 20 Nov 2006. .