The impact( positive and negative) on the customer relationship Essay

The impact( positive and negative) on the customer relationship management in the hospitality and tourism - Essay Example 221) stated that CRM has many definitions depending on different people and their industry and in most cases it is also referred to as relationship marketing. CRM can be defined as a marketing method that allows a company or an organization to use its available resources to establish a lasting relationship with customers, thus gaining a competitive advantage compared to its competitors (Mohammed & Rashid 2012, p.221). It can also be defined as a method of retaining clients using after sales strategies. CRM, if properly implemented, can be suitable for the hospitality and tourism industry considering that hotels and other industry players get lots of information regarding their clients. An effective CRM programme should ensure that the customers get the best experience, decrease management cost, source new customers and increase profitability (Sotoudeh 2006, p.1). This paper will critically look at  the impact of the customer relationship management in the hospitality and tourism. A dvantages Marketing CRM is an activity that helps to source for customers and retaining them (Ku 2010, p. 1085). CRM focuses more on retaining existing customers for repurchase than recruiting new customers as well as increasing client base through referrals from the existing clients. In most cases, companies use the available resources such as the employees, technologies and their databases to set up this system. These methods are cheaper than advertising and marketing to new customers. It ensures that the company grows their customer from the existing customer base. CRM can also help to indentify the lost customers or those that are almost moving out, to ensure they are won back. Long lasting relationship also helps to minimize the effects of the competition through word of mouth by their customers. They benefit financially due to a lower marketing cost. Ensuring Customer Satisfaction Customers should get value for their money from the services paid for. Repeat customers feel atta ched to the service providers and thus are able to bond with companies’ employees. The existing database can be analysed by the company to improve the services offered. In the hospitality sector, there is direct interaction between the company or its employees and the customers as they deliver their services. Proper interaction helps service providers understand their customers and thus help them develop proper plans that suit the customer’s needs. Having a direct interaction helps to develop trust between the involved parties. According to the study by Hashem (2012, p. 132) in Jordan, most hotels that use CRM has higher customer satisfaction. Relationship marketing together with CRM translates to repeat customers and customer loyalty (Shirazi & Som 2011, p. 82). Increase in Revenue Well designed CRM should help a firm reduce cost and increase revenue by enhancing client loyalty. It helps to put together information from within and without the organization. This inform ation can be used by the company to understand the market trends and specific customers’ needs. CRM helps to ensure customer satisfaction and, therefore, long term relationship. Company’s personnel interact directly with the consumers and their actions impact directly the customers (Kattara et al. 2008, p. 310). Good service by the employees leads to

Questions on Program Analysis, Monitoring and Evaluation Essay

Questions on Program Analysis, Monitoring and Evaluation - Essay Example Public goods are very good example of market failure. Market failure exists when the production or use of goods and services by the market is not efficient. It leads to the free rider problem. Causian solution is a very fair solution to this problem. It is a mechanism by which the potential beneficiaries of a public band together and pool their band together and pool their resources based on their willingness to pay to create the public good. Me rover if the transaction cost between the beneficiaries are sufficiently low then an adequate level of public good production can occur even under competitive free market condition. Q.2 what are the essential elements of the classical experimental design (CED) in evaluation research Define the concept "threat to validity," and identify the threats to validity which a classical experiment does and does not address. Sol. evaluation is a systematic determination of merit, worth, and significance of something. it someone using criteria using a set of standards it is a methodological area than is closely related to, but distinguishable from more traditional social research while the design of experiments is a theory concerning minimum number of experiments necessary to develop an empirical model of a research question and methodology for setting up the necessary experiments. There are various elements of classical experimental design related to research evaluation research such as replications, variations, internal validity, and reproducibility. Concept of validity: the validity of study reflects the accuracy of the results. Matter of validity can bring complexity. So the principal concerns of validity should be straightforward and its consideration is very necessary in every evaluation. Validity can be classified as internal and external validity. Empirical there are too many problem that needs t o be solved experimentally or by observations. Different research designs are susceptible to various types of validity threats such as the common pre/post design. However it is not valid for what we know as malnutrition effect .another common threat to validity is knows as history effects. It is different from that of malnutrition effects. Selection effects, mortality effects and threats to external validity are next in the cue. These above are the threats to validity that a classical experiment does addresses Q.3 Describe the steps in the "prospective evaluation" methodology recommended by the GAO. Address the question, Should all new public programs or policies be subjected to prospective evaluation Sol. GAO has developed the PES as a systematic method for fulfilling congressional request for analyzing proposed legislation and helping and helping identify top-priority

Relationship between Business Strategy and IT Strategy

Relationship between Business Strategy and IT Strategy BUSINESS-IT ALIGNMENT (BITA) The relationship between Business strategy and IT strategy and the influence of organisation culture on this strategic alignment in Saudi firms will form the basis of the research in this research. As such, the literature reviewed here will survey major research and practice in the business-IT strategic alignment domain for the purpose of deriving a research framework, or model, of business-IT strategic alignment that will unite the key principles contained within the literature. The intention is to develop a model simple enough for application that will provide a practical tool both for management and IT practitioners. 2.1 BITA A CHRONLOGICAL HISTORY Study on the strategic alignment concept will soon be reaching a quarter of a decades worth of knowledge. Henderson Sifonis (1988) began studying this notion during the late 80s when alignment emerged from a focus on strategic business planning and long-range IT planning where IT plans were created in support of corporate strategies Chan Reich (2007, p. 298). Nevertheless, strategic alignment has retained its interest and value in the business and IT communities and is still a popular topic today for organisations; perhaps even more so as technological advancement continues to dominate the exchange of information. Not surprisingly, its evolution has followed closely the developmental progress of IT itself which began with the operational era continuing through the re-engineering viewpoint and the new economy as figure 2.1 illustrates: The initial phase, the operational era, was concerned primarily with the operations that an organisation performed and focused on setting up mainframes, managing networks of PCs, and backing up organisational data. IT provided the nuts and bolts to facilitate automation of back-office functions through the development of software and had only a supportive role. Strategic alignment was thus viewed merely as a supporting act for every-day operations with its software applications. The second phase, re-engineering, arose from the increasing trend toward dependency on the automation of business processes by IT which not only offered back-office functions support but the promise of total automation within an organization as a whole through IT software applications. At this stage, IT was still viewed only as a supportive tool with no representation in the business end of an organisation. For example, business managers expressed their system needs which the IT department embraced and went on to develop and deploy a new software application in isolation. These early strategic alignment projects were not always successful. It was discovered that the development of software (with embedded processes) for automation of a business function was no guarantee of improvement over its earlier manual operation, indeed it could end up being more time-consuming and therefore less efficient as operators were not necessarily au fait with the application. There was not a full unde rstanding of what IT could do and how it could enhance a companys position beyond speeding up communications and thereby creating more ‘time for production or interfacing. A ‘Them and Us atmosphere prevailed with the ‘techies in a separate world to the mangers or drivers of the business, neither fully understanding the others needs [elements that are also considered further in the organisation culture aspect of this research and dealt with in the next chapter]. In the 1990s, Baets study of European banks (Baets, 1996) supported the findings of Vitale and colleagues ten years earlier (Vitale et al., 1986) that knowledge of IT had to be on a par with expert business knowledge for the two to create any comprehension and thereby effective application of strategic alignment in organisations. The third phase, new economy, saw IT commanding greater importance and status as organisations began to emerge that were embracing e-commerce. The demands of the new e-business projects required involvement of IT representatives in their management and strategic planning. The implementation of Internet technologies to augment business processes for productivity or profitability improvements brought the role of IT into the spotlight, according it recognition and strategic responsibility. Along with the newly elevated status of the old IT department there was a greater familiarity with technology and its capabilities and the prejudice that had previously scorned the ‘nerds dissipated somewhat as managers and personnel became more knowledgeable and the IT personnel more essential beyond a lab coat and a screwdriver [cf: artifacts causing division, Schein (1992) and Trompenaars (1997) in chapter 3]. Despite the current global economic crisis and the demise of the new economy IT con tinues to assume new responsibilities and organisations have even more need for strategic alignment projects. An IT department in 2010 must manage relations with partners and bear business responsibilities concerned with the development and customisation of software that will improve how a business functions; practice effective project management to control costs and maximise efficiency and ensure that the introduction of any new hardware or software support operations and infrastructure, â€Å" maintaining the crucial corporate data that helps managers throughout the enterprise to make intelligent and informed decisions Hoque (2002, p. 31). Kearns Lederer, (2003) and Seggie et al. (2006) agree that strategic alignment is a means to gain competitive advantage and Sabherwal Chan (2001), Wagner et al. (2005) and Zhou et al. (2008) further add that it improves organisational performance. 2.2 DEFINING BITA Determining a conclusive definition for alignment is as challenging as its function and application. There are many perspectives and multiple definitions including in chronological order: strategic alignment (Henderson and Venkatraman, 1993); harmony (Luftman, 1996); fit (Porter, 1996); bridge (Ciborra, 1997); integration (Weill and Broadbend, 1988); fusion (Smaczny, 2001); IS alignment (Chan et al., 2006; Benbya and McKelvey, 2006) business-IT alignment (Luftman, 2007); and IT alignment (Chan, 2007). It is understandable that there is such diversity as definitions depend on our understanding of language. The semantics involved are precarious because the new technologies are often described in technical terms and applying simplistic synonyms to explain the intention of alignment in the context of business IT in terminology that is understood without associated jargon is very difficult. Overall, the definitions offered, though they have nuances of difference between them, do relate to the improvement of organisational capability through technology. Broadbent and Weills (1993) early definition, purports that it is the degree to which information strategies support, stimulate and/or enable any business strategies. A later definition offered by Reich and Benbasat (1996) asserts much the same but frames it in terms of the missions of the IT and business objectives and plans on both sides. Luftman (2000) was the first to introduce the element of evolution into the definition and argued that it required strength [as the key element] from leadership, senior management and working relationships, combined with a complete understanding of the business and technical environments, fitting prioritisation, mutual trust, and of course, effective communication. Hirschheim and Sabherwals (2001) definition included the idea of a reciprocal arrangement as fundamental to its meaning and stated that alignment was the achieved between strategy and supporting structures that allowed both IS (information systems) and business to function and communica te responsively each way to one another. Most accepted definitions do highlight the alignment dichotomy described by Kearns and Lederer, (2000), where the argument is that the IS plan ought to align with the business plan (ISP-BP) and vice versa (BP-ISP) the business plan ought to align with the IS plan. Each perspective serves to increase the understanding of IT at organisational level and assist the prioritisation of IT projects. Reich and Benbasat (1996) were protagonists of the ISP-BP model, which they declared signified, IS managements comprehension of the business strategy. Whereas Bensaou and Earl (1998) contrarily preferred the BP-ISP alignment model as they believed it assumed a greater understanding on the part of the business comprehension of the IT aspects and thus the plan and the resources would ally more effectively together as a result of this knowledge, understanding and commitment. These elements are believed to be enablers of alignment (Luftman et al., 1999). In the definitions offered some view alignment as a specific happening or event and others regard it is an ongoing process. Duffy (2001) saw BITA as a process of achieving competitive advantage through a developed and sustained business and IT symbiosis. Maes et al. (2000) claimed BITA to be a continuous and continual process that involved management and design sub-processes with conscious and coherent interrelation of all elements and mechanisms within the business/IT relationship offering contribution to the ongoing performance of the organisation. Moodys (2003) definition saw BITA as a form of comprehensive resources management (people/ technology/ outside resources) that provides a set of IT services and capabilities that are in line with the business needs and priorities. And Senn (2003) was assured that each action executed by IT individuals was to focus on the creation and delivery of shareholder/stakeholder value through supporting business operations and/or achieving business goals. 2.3 BITA PERSPECTIVES AND DIMENSIONS With the diversity of definitions offered to explain the meaning of the strategic alignment concept, as outlined in the previous section, there is a need to further explore the differences to discover why there is such variety. Part of the explanation may be that as the concept has evolved it has been closely linked to the evolution of technological capabilities. Attitudes have changed as organisations have adopted new technologies and personnel have become more familiar with their potential and their operation. These dynamics and the evolution of strategic alignment are reflected in the number of conceptualisations and their definitions will be analysed in the context of the differing perspectives afforded to them. BITA with regard to its perception as a strategy, an event, a continuous process, a performance indicator, an assessment tool, a social influence and as an operation will be briefly outlined below to expand on the definitions in the literature from their different dimensi ons. 2.3.1 BITA AS A STRATEGY It has been a tradition for literature to refer to Business-IT alignment as ‘strategic alignment. Considering it in these terms frames it as an intellectual notion rather than something more concrete or practical and as such it can be high-jacked to represent whatever strategy suits the organisation that is considering alignment. There is no harm in referencing alignment in this manner for it allows debate and therefore change, essential for evolution and adopting a ‘strategy suitable to the structure, culture and level of alignment required. By referring to it in this way however, the literature suggests that strategic alignment is dependent on the fit between IT strategy and business strategy, and on how the IS plans are established to support such a fit (Teo and King, 1997). Many authors in the strategic alignment field approach alignment purely at the strategic level, e.g. Baets (1992), Broadbent and Weill (1993), Chan et al. (1997), and Luftman (2003). At the core of their conceptualisations is the notion that business strategy itself must first be analysed and only thereafter be used to determine a complementary IT strategy. In this scenario the business strategy is paramount and the IT strategy contribution secondary, it is a means to an end rather than a means in its own right. However, despite the alignment between business strategy and IT strategy where emphasis is laid on defining IS strategy plans (Benbya and Mckelvey, 2006) strategic alignment continues to be problematical in many organisations. Thus, reaching an agreed definition that details IS strategic plans is important for strategic alignment; however, is it not enough on its own for the achievement of such alignment (van der Zee and de Jong, 1999). 2.3.2 STRUCTURAL TOPOLOGY AFFECTING BITA The literature often takes for granted the strategic element of the concept and delves further into its implications for organisations, concentrating on the behaviour and nature of BITA what it does when you introduce it [and also is a strong feature of the organisational culture types discussed in the following chapter]. This depends largely on what type of a structure into which it is introduced. A formal structure, an informal structure or a hybrid structure, each having its own merits and each being capable of effective function when the circumstances and environment are conducive to the choice made (Brown and Magill, 1994). Against their three identified structures, Earl (1989) identified five potentially suitable structures: centralized, business unit, business venture, decentralised, and federal. Tavakolian (1989) found a direct correlation between competitive and conservative strategies within an environment and the corresponding decentralised or centralised IT structures ev ident in an organisation and this finding is supported to some extent by Bergeron et al. (2001) with the caveat that it is not solely the complexity of structure that impacts performance but that other factors are influential too. Chans (2001) view is that informal structure, â€Å"†¦relationship-based structures that transcend the formal division of labour and coordination of tasks†¦Ã¢â‚¬  (Chan, 2001, p67) can be just as effective as formal structure with the human element rather than intellectualised models and processes driving alignment, often with more impact and success than a formal arrangement. Structure, therefore can add a new dimension to the perspective of alignment as it places it in a setting that will impose its own constraints on the practice and execution of alignment exercises and ideals. 2.3.3 BITA AS AN END IN ITSELF For some authors it alignment doesnt seem to ‘do anything rather it is a business unit that lacks the dynamics others see in it. The implication is that it is something that is ‘brought in like an object concrete and physical and recognised by its static end state where some sort of equilibrium is achieved between the IT and business sides in an organisation. In the previous section, some of the definitions only present strategic alignment as an outcome achieved through the employment and adoption of different models, techniques and processes (Ortiz, 2003). Broadbent and Weill (1993), Chan et al. (1997), Luftman (2003) and Reich and Benbasat (1996), also see strategic alignment as something to be arrived at, a destination that is terminated when an optimal situation has been achieved. This may be a misunderstanding of the full meaning as the attitude that having strategic alignment the business married with the technology required for effective fulfillment of objectives cannot stand alone and it would be naà ¯ve to believe that BITA was a panacea for all business problems so perhaps the authors see it as an optimal achievement when all the other factors, or perspectives, also come into play to make BITA a worthwhile ‘thing in itself. 2.3.4 BITA AS A CONTINUING PROCESS If a business is static it will stagnate and if a business wishes to grow, like IT, it must always continue to evolve through a naturally occurring dynamics that are integral to the implementation of policies such as strategic alignment. Baets (1996), Luftman et al. (1999), and Rondinelli (2001) agree that these dynamics require constant monitoring and appropriate adjustment. Therefore, strategic alignment is not something attainable but something constantly in development, as it is variously described by Henderson and Venkatraman (1993), Baets 1996, Maes et al. (2000), Duffy (2001), Moody (2003), and Senn (2004). â€Å"An issue that has remained relatively unchallenged and unquestioned is how to align IT that is relatively fixed once implemented in an organization, with a business strategy and associated information requirements that are constantly in need of adjustment Galliers (2007, p. 228). Even within this perspective there are two schools of thought; the classical school of thought with emphasis on contingency adaptations and the ‘processual approach (Whittington, 1993) that emphasises the importance of addressing internal and power issues, particularly how cultural elements influence the formal elements of rationality and the decision process in strategic alignment and rejects IT as merely an adaptation but gives it greater weight as a resource. Furthermore, practitioners are being advised to adopt a view of strategic alignment as a continual process. In Pearlmans (2004) article advice to CIOs, in summary, is that they should communicate, demonstrate, lead, collaborate, govern and build if they wish to achieve alignment. 2.3.5 BITA FOR PERFORMANCE INDICATION It is the consideration of several authors that strategic alignment is not only a process but also a tool whereby they can reflect on the business value that organisations might possess, or not. In studies analysed the relationship between strategic alignment and competitive advantage or organisational performance were tracked, (Venkatraman, 1989; Sabherwal and Chan, 2001; Kearns and Lederer, 2003; Wagner, 2005; Seggie et al., 2006; Zhou, 2008). Tallon and Kraemer (2003) were responsible for the additional concept of business value being included as an element to the performance indication point of view of strategic alignment and analyse business value by relating it to organisational IT goals and measuring the IT return of investment from a strategic alignment viewpoint. 2.3.6 ASSESSMENT USING BITA In response to the question: `how do organisations know how good their strategic alignment is? different authors have developed Maturity Models (MMs) (de Koning and der Mark, 2002; Duffy, 2001; Luftman, 2003; van der Raadt et al., 2005). MMs describe the development of a specific domain over time. This perspective is in itself a more mature outlook than other perspectives as it has to consider many of the dynamics before being able to construct an effective strategic alignment. Because of the in-built review and evaluation required for this perspective it has to look at all aspects that the alignment may affect. Researchwork and systems are subject to assessment and revision through these maturity models and their monitoring. On the basis of the assessments of those MMs, organisations can fine tune and calibrate their strategic alignment: Identify any alignment-related aspects/processes improvements required to obtain a higher level of strategic alignment maturity. Initiate any change processes to ensure that the identified improvements eventuate. In much the same way, acceptance of the cyclical nature of strategic alignment as posited by Burns (1996) ‘lead-lag model implies assessment in response to intermittent predictable and unpredictable changes as does the ‘punctuated equilibrium model of Sabherwal et al. (2001) where interruptions to stability demand a fresh look at the long term plan and goals of strategic alignment. 2.3.7 BITA AS A SOCIAL INFLUENCE If an organisation intends to work toward achieving strategic alignment it will necessitate communication that will involve negotiation, collaboration and mutual understanding elements not always present a specific organisational structure or culture. This communication can blur the boundaries of traditional or conventional approaches and therefore becomes a driving force behind social attitudes and perceptions. Chan (2002) and Huang and Hu (2007) uphold this view that maintaining effective communication in an organisation will impact on corporate strategic alignment culture. Concord must be developed for effective channels of communication, transparency in the exchange of knowledge and sharing of learning (Hoque, 2002; Daneva and Hu, 2007), and the use of informal communication is just as important a factor for adjustment and control (Mintzberg, 1993; Chan, 2002; vander Raadt et al., 2005), to generate an atmosphere of trust and an effective response to business needs from an IT pe rspective. Reich and Benbasats (2000) study further confirms that strategic alignment is more likely to succeed when business and IT executives have an [importantly] expressed and [understood] shared common vision of ITs contribution. 2.3.8 BITA AND OPERATIONS Strategic alignment [when it is all-encompassing and embraced by all as part of an organisational culture] necessarily involves organisational issues of communication, structure and, particularly, coordination processes that are operational to the business in specifically performed actions (Wieringa, 2008). Operational strategic alignment consists of aligning the operational activities of IT and business people with each other so that optimal IT support for business requirements is achieved. In this context, Peak and Guynes (2003) put the onus of success on the IT side of the equation, though it does imply some reciprocity in the initial communication of ‘quality requirements and they state that strategic alignment will only be attained when an organisations IT staff can deliver quality information and quality IT products and services to the business side. 2.4 BITA MODELS 2.4.1 MIT90S FRAMEWORK (1991) During the 1980s, research conducted at the world renowned MIT (Massachusetts Institute of Technology) initiated interest in the academic community to the potential of the strategic power of IT. In the attempt to exploit the possibilities revealed in the model from the research it was suggested that radical innovation involving IT investment could carry substantial reward if key elements of strategy, structure, technology, management processes and individuals and their roles were kept in alignment (Morton, 1991). Organisation can be visualised as a set of five forces in dynamic equilibrium subject to external influences from the technological environment and the socio-economic environment. In this view, a core task of general management is to ensure that all five ‘forces (represented by the boxes), can flow without restriction or impediment in order to achieve the organisations goals and objectives. With management at the centre of the model its role is central too. Though some areas might not necessarily be in direct contact with each other they are connected via the management process which plays the principal role and ensures organisational response to shifts in demands from the external variables. 2.4.2 THE HENDERSON AND VENKATRAMAN STRATEGIC ALIGNMENT MODEL (1993) Henderson Venkatramans (1993) strategic model (Figure 2.3) is a widely used four-part illustration favoured by many researchers and organisations for the assessment of the level of alignment in a company. Each of the four parts [quarters] contain three distinct and individuals elements which, when collectively analysed, can be used to define each quarter operationally. These twelve elements- further expanded in Table 1 are used to establish the level and type of alignment within a corporation (Henderson Venkatraman, 1993; Papp, 1995). Table 1 Components of the Strategic Alignment Model Within the model it can be seen how external influences may affect change on either processes [lower sectors] or strategies [upper sectors]. A vertical link couples the upper and lowers sectors and shows the relationship between strategic fit to accommodate strategy with infrastructure. A horizontal link for functional integration shows how IT strategies must adapt as business strategies change, and displays the dependence and required response of each sector upon anothers adaptations particularly in relation to skills and operation. Giving focus to three of the four quarters of the model at a given time can permit a simultaneous address to both strategic fit and functional integration (Papp, 1995; Luftman et al., 1999). The SAM (Strategic Alignment Model) model has proven empirical authenticity and has provided valid conceptual and practical value (Goedvolk et al,. 1997; Avison et al., 2004). Nevertheless, it is subject to confines, eg, the applicability of the SAM model may vary depending on the IT-intensity of an industry and the assumptions expounded might not be relevant to the circumstances (Burn and Szeto, 2000). As mentioned, the model does have recognition and a number of scholars have further elaborated on it (e.g., Luftman et al., 1993). Goedvolk et al.s (1997) extension of the SAM model gave greater focus to technical and architectural attributes. Avison et al.s (2004) addition to the SAM model was able to provide practitioners and academics with further practical ways to attain alignment in their advocacy of examining projects retrospectively to determine alignment. This form of alignment monitoring, can allow pre-emption in a change in strategy and implementation of a new alignment perspective by re-allocation of project resources. The SAM model inspired Maes et al. (2000) to produce a framework that incorporates even more layers pertinent to function and strategy where information providers are separated from the systems providing information in a new information domain representing knowledge, [and exchange of information through] communication and coordination. Their third dimension addresses specific sub-architecture areas. 2.4.3 IS CAPABILITY AND ORGANISATIONAL PERFORMANCE MODEL (2004) Peppard and Wards model (2004) shows IS capability at the core of everything, inherently affecting competencies and emanating an influence on all areas that interrelate [business strategy/business operations/IT operations and services/IS/IT strategy] and impact upon the organisational performance. Such focus on the importance of this core element demonstrates the value IS capabilities can create and is therefore an organisation-wide responsibility that cannot be delegated to the IS function alone (Peppard et al., 2000). Peppard and Ward (2004) later asserted that though an organisation might envisage an IT based innovative strategy, it will be their IS capabilities that permit such a vision to come to fruition. 2.4.4 CO-EVOLUTIONARY IS ALIGNMENT (2006) By 2006 the model suggested by Benbya and McKelvey (2006) through its graphic presentation appears a more fluid representation suggesting, even visually, that there is more of a flow between relationships in alignment. It still addresses the need to analyse relationships between business and IT (horizontal IS alignment) but introduces a need to merge the views at different levels [strategic/operational/individual] of analysis (vertical IS alignment) through shared understanding and communication. The co-evolutionary IS alignment perspective conveys the necessity for mutual adaptation within a dynamic interplay of co-evolving elements. Co-evolution does not necessarily seek harmony between the elements but a respect for their position and the innovation that may result from the circumstances and environments in which they function. 2.5 ASSESSMENT APPROACHES OF BITA In this section MMs (maturity models) are referred to that have been developed for the assessment of BITA. 2.5.1 DUFFYS MM (2001) Duffys (2001) MM is founded on the principle that a dependable, mutually compatible partnership between IT and business executives is elementary in order to achieve a worthwhile BITA. Without this premise there cannot be a successful desired outcome. Accepting that there is a level of interdependence between IT and business objectives, any schism or division between IT and non-IT areas would sabotage any efforts to establish alignment. This model is arranged about a series of key success drivers (the domains: human resources organisation and management/innovation and renewal strategy/IT/business architecture/IT/business partnership/operational excellence/ROI strategy management) which are operationalised in KPIs (key performance indicators) that each contain five contributory factors aspects designed to address explicit and significant questions within the KPI where it is included. The six domains are briefly explained below: Human resources organisation and management. In this domain reference is made to an organisations personnel and emphasis is given to the importance of workforce recruitment, retention and management by an organisation. Innovation and renewal strategy. The focus here is how innovative an organisation is with an emphasis on currency and validity having a bearing upon understanding when renewal is required to processes and capabilities in an organisation. IT/business architecture. This domain is concerned with the relationship and interaction of entities involved in the information and applications in the business environment of an organisation. IT/business partnership. This domain reflects how the recent upgrading of the role of the IT function affects an organisation â€Å"Technology is critical to business success and this co-dependency drives the need for the IT and non-IT executives to pursue a win/win relationship Duffy (2003, p. 4). Operational excellence. This domain deals with the performance outcomes of the organisation. Duffy recognises that operational excellence can only be achieved if an organisation can recognise the value of ideals embedded in learning and partnerships, and can respond to market demands promptly. ROI strategy and management. This domain investigates the importance of the metrics and processes required for efficient and effective financial management within organisations and accepting IT costs and benefits as having parity with business ones. Duffys six domains address the â€Å"IT and non-IT assertion as well as certain strategic elements within an organisation but there are no explicitly stated maturity levels for them. Instead, Duffy merges the six domains of the model into four BITA scenarios where organisations fall into the following categories: â€Å"uneasy alliance†, â€Å"supplier/consumer relationship†, â€Å"co-dependence/grudging respect†, and â€Å"united we succeed, divided we fail†. These laymans terms are loose at best and though intended to be descriptive only serve to confuse in their interpretation. Such scenarios are the maturity levels in the model. 2.5.2 LUFTMANS MM (2003) Luftmans model (2003) was constructed on the basis of practical experience and research into enablers and inhibitors of alignment (Luftman et al, 1999), incorporating reference to various other models [here listed chronologically and not in order of importance or influence]: Nolans stages of growth model (Nolan, 1979), SAM (Henderson and Venkatraman, 1993) and CMMs (Capability Maturity Model) reach and range concept of (Keen, 1996). Luftmans MM is an endeavour based in six domains (skills/technology scope/partnership/governance/competency measurements/communications) to discover a specific organisations BITA profile. A brief description of each domain follows: Skills: addresses practical human resources issues such as cross-training in IT and business issues regarding the cultural environment and its impact on innovation and organisational change. Technology scope: refers to how much provision of comprehensible and flexible infrastructure comes from IT, the implementation of emergent technol Relationship between Business Strategy and IT Strategy Relationship between Business Strategy and IT Strategy BUSINESS-IT ALIGNMENT (BITA) The relationship between Business strategy and IT strategy and the influence of organisation culture on this strategic alignment in Saudi firms will form the basis of the research in this research. As such, the literature reviewed here will survey major research and practice in the business-IT strategic alignment domain for the purpose of deriving a research framework, or model, of business-IT strategic alignment that will unite the key principles contained within the literature. The intention is to develop a model simple enough for application that will provide a practical tool both for management and IT practitioners. 2.1 BITA A CHRONLOGICAL HISTORY Study on the strategic alignment concept will soon be reaching a quarter of a decades worth of knowledge. Henderson Sifonis (1988) began studying this notion during the late 80s when alignment emerged from a focus on strategic business planning and long-range IT planning where IT plans were created in support of corporate strategies Chan Reich (2007, p. 298). Nevertheless, strategic alignment has retained its interest and value in the business and IT communities and is still a popular topic today for organisations; perhaps even more so as technological advancement continues to dominate the exchange of information. Not surprisingly, its evolution has followed closely the developmental progress of IT itself which began with the operational era continuing through the re-engineering viewpoint and the new economy as figure 2.1 illustrates: The initial phase, the operational era, was concerned primarily with the operations that an organisation performed and focused on setting up mainframes, managing networks of PCs, and backing up organisational data. IT provided the nuts and bolts to facilitate automation of back-office functions through the development of software and had only a supportive role. Strategic alignment was thus viewed merely as a supporting act for every-day operations with its software applications. The second phase, re-engineering, arose from the increasing trend toward dependency on the automation of business processes by IT which not only offered back-office functions support but the promise of total automation within an organization as a whole through IT software applications. At this stage, IT was still viewed only as a supportive tool with no representation in the business end of an organisation. For example, business managers expressed their system needs which the IT department embraced and went on to develop and deploy a new software application in isolation. These early strategic alignment projects were not always successful. It was discovered that the development of software (with embedded processes) for automation of a business function was no guarantee of improvement over its earlier manual operation, indeed it could end up being more time-consuming and therefore less efficient as operators were not necessarily au fait with the application. There was not a full unde rstanding of what IT could do and how it could enhance a companys position beyond speeding up communications and thereby creating more ‘time for production or interfacing. A ‘Them and Us atmosphere prevailed with the ‘techies in a separate world to the mangers or drivers of the business, neither fully understanding the others needs [elements that are also considered further in the organisation culture aspect of this research and dealt with in the next chapter]. In the 1990s, Baets study of European banks (Baets, 1996) supported the findings of Vitale and colleagues ten years earlier (Vitale et al., 1986) that knowledge of IT had to be on a par with expert business knowledge for the two to create any comprehension and thereby effective application of strategic alignment in organisations. The third phase, new economy, saw IT commanding greater importance and status as organisations began to emerge that were embracing e-commerce. The demands of the new e-business projects required involvement of IT representatives in their management and strategic planning. The implementation of Internet technologies to augment business processes for productivity or profitability improvements brought the role of IT into the spotlight, according it recognition and strategic responsibility. Along with the newly elevated status of the old IT department there was a greater familiarity with technology and its capabilities and the prejudice that had previously scorned the ‘nerds dissipated somewhat as managers and personnel became more knowledgeable and the IT personnel more essential beyond a lab coat and a screwdriver [cf: artifacts causing division, Schein (1992) and Trompenaars (1997) in chapter 3]. Despite the current global economic crisis and the demise of the new economy IT con tinues to assume new responsibilities and organisations have even more need for strategic alignment projects. An IT department in 2010 must manage relations with partners and bear business responsibilities concerned with the development and customisation of software that will improve how a business functions; practice effective project management to control costs and maximise efficiency and ensure that the introduction of any new hardware or software support operations and infrastructure, â€Å" maintaining the crucial corporate data that helps managers throughout the enterprise to make intelligent and informed decisions Hoque (2002, p. 31). Kearns Lederer, (2003) and Seggie et al. (2006) agree that strategic alignment is a means to gain competitive advantage and Sabherwal Chan (2001), Wagner et al. (2005) and Zhou et al. (2008) further add that it improves organisational performance. 2.2 DEFINING BITA Determining a conclusive definition for alignment is as challenging as its function and application. There are many perspectives and multiple definitions including in chronological order: strategic alignment (Henderson and Venkatraman, 1993); harmony (Luftman, 1996); fit (Porter, 1996); bridge (Ciborra, 1997); integration (Weill and Broadbend, 1988); fusion (Smaczny, 2001); IS alignment (Chan et al., 2006; Benbya and McKelvey, 2006) business-IT alignment (Luftman, 2007); and IT alignment (Chan, 2007). It is understandable that there is such diversity as definitions depend on our understanding of language. The semantics involved are precarious because the new technologies are often described in technical terms and applying simplistic synonyms to explain the intention of alignment in the context of business IT in terminology that is understood without associated jargon is very difficult. Overall, the definitions offered, though they have nuances of difference between them, do relate to the improvement of organisational capability through technology. Broadbent and Weills (1993) early definition, purports that it is the degree to which information strategies support, stimulate and/or enable any business strategies. A later definition offered by Reich and Benbasat (1996) asserts much the same but frames it in terms of the missions of the IT and business objectives and plans on both sides. Luftman (2000) was the first to introduce the element of evolution into the definition and argued that it required strength [as the key element] from leadership, senior management and working relationships, combined with a complete understanding of the business and technical environments, fitting prioritisation, mutual trust, and of course, effective communication. Hirschheim and Sabherwals (2001) definition included the idea of a reciprocal arrangement as fundamental to its meaning and stated that alignment was the achieved between strategy and supporting structures that allowed both IS (information systems) and business to function and communica te responsively each way to one another. Most accepted definitions do highlight the alignment dichotomy described by Kearns and Lederer, (2000), where the argument is that the IS plan ought to align with the business plan (ISP-BP) and vice versa (BP-ISP) the business plan ought to align with the IS plan. Each perspective serves to increase the understanding of IT at organisational level and assist the prioritisation of IT projects. Reich and Benbasat (1996) were protagonists of the ISP-BP model, which they declared signified, IS managements comprehension of the business strategy. Whereas Bensaou and Earl (1998) contrarily preferred the BP-ISP alignment model as they believed it assumed a greater understanding on the part of the business comprehension of the IT aspects and thus the plan and the resources would ally more effectively together as a result of this knowledge, understanding and commitment. These elements are believed to be enablers of alignment (Luftman et al., 1999). In the definitions offered some view alignment as a specific happening or event and others regard it is an ongoing process. Duffy (2001) saw BITA as a process of achieving competitive advantage through a developed and sustained business and IT symbiosis. Maes et al. (2000) claimed BITA to be a continuous and continual process that involved management and design sub-processes with conscious and coherent interrelation of all elements and mechanisms within the business/IT relationship offering contribution to the ongoing performance of the organisation. Moodys (2003) definition saw BITA as a form of comprehensive resources management (people/ technology/ outside resources) that provides a set of IT services and capabilities that are in line with the business needs and priorities. And Senn (2003) was assured that each action executed by IT individuals was to focus on the creation and delivery of shareholder/stakeholder value through supporting business operations and/or achieving business goals. 2.3 BITA PERSPECTIVES AND DIMENSIONS With the diversity of definitions offered to explain the meaning of the strategic alignment concept, as outlined in the previous section, there is a need to further explore the differences to discover why there is such variety. Part of the explanation may be that as the concept has evolved it has been closely linked to the evolution of technological capabilities. Attitudes have changed as organisations have adopted new technologies and personnel have become more familiar with their potential and their operation. These dynamics and the evolution of strategic alignment are reflected in the number of conceptualisations and their definitions will be analysed in the context of the differing perspectives afforded to them. BITA with regard to its perception as a strategy, an event, a continuous process, a performance indicator, an assessment tool, a social influence and as an operation will be briefly outlined below to expand on the definitions in the literature from their different dimensi ons. 2.3.1 BITA AS A STRATEGY It has been a tradition for literature to refer to Business-IT alignment as ‘strategic alignment. Considering it in these terms frames it as an intellectual notion rather than something more concrete or practical and as such it can be high-jacked to represent whatever strategy suits the organisation that is considering alignment. There is no harm in referencing alignment in this manner for it allows debate and therefore change, essential for evolution and adopting a ‘strategy suitable to the structure, culture and level of alignment required. By referring to it in this way however, the literature suggests that strategic alignment is dependent on the fit between IT strategy and business strategy, and on how the IS plans are established to support such a fit (Teo and King, 1997). Many authors in the strategic alignment field approach alignment purely at the strategic level, e.g. Baets (1992), Broadbent and Weill (1993), Chan et al. (1997), and Luftman (2003). At the core of their conceptualisations is the notion that business strategy itself must first be analysed and only thereafter be used to determine a complementary IT strategy. In this scenario the business strategy is paramount and the IT strategy contribution secondary, it is a means to an end rather than a means in its own right. However, despite the alignment between business strategy and IT strategy where emphasis is laid on defining IS strategy plans (Benbya and Mckelvey, 2006) strategic alignment continues to be problematical in many organisations. Thus, reaching an agreed definition that details IS strategic plans is important for strategic alignment; however, is it not enough on its own for the achievement of such alignment (van der Zee and de Jong, 1999). 2.3.2 STRUCTURAL TOPOLOGY AFFECTING BITA The literature often takes for granted the strategic element of the concept and delves further into its implications for organisations, concentrating on the behaviour and nature of BITA what it does when you introduce it [and also is a strong feature of the organisational culture types discussed in the following chapter]. This depends largely on what type of a structure into which it is introduced. A formal structure, an informal structure or a hybrid structure, each having its own merits and each being capable of effective function when the circumstances and environment are conducive to the choice made (Brown and Magill, 1994). Against their three identified structures, Earl (1989) identified five potentially suitable structures: centralized, business unit, business venture, decentralised, and federal. Tavakolian (1989) found a direct correlation between competitive and conservative strategies within an environment and the corresponding decentralised or centralised IT structures ev ident in an organisation and this finding is supported to some extent by Bergeron et al. (2001) with the caveat that it is not solely the complexity of structure that impacts performance but that other factors are influential too. Chans (2001) view is that informal structure, â€Å"†¦relationship-based structures that transcend the formal division of labour and coordination of tasks†¦Ã¢â‚¬  (Chan, 2001, p67) can be just as effective as formal structure with the human element rather than intellectualised models and processes driving alignment, often with more impact and success than a formal arrangement. Structure, therefore can add a new dimension to the perspective of alignment as it places it in a setting that will impose its own constraints on the practice and execution of alignment exercises and ideals. 2.3.3 BITA AS AN END IN ITSELF For some authors it alignment doesnt seem to ‘do anything rather it is a business unit that lacks the dynamics others see in it. The implication is that it is something that is ‘brought in like an object concrete and physical and recognised by its static end state where some sort of equilibrium is achieved between the IT and business sides in an organisation. In the previous section, some of the definitions only present strategic alignment as an outcome achieved through the employment and adoption of different models, techniques and processes (Ortiz, 2003). Broadbent and Weill (1993), Chan et al. (1997), Luftman (2003) and Reich and Benbasat (1996), also see strategic alignment as something to be arrived at, a destination that is terminated when an optimal situation has been achieved. This may be a misunderstanding of the full meaning as the attitude that having strategic alignment the business married with the technology required for effective fulfillment of objectives cannot stand alone and it would be naà ¯ve to believe that BITA was a panacea for all business problems so perhaps the authors see it as an optimal achievement when all the other factors, or perspectives, also come into play to make BITA a worthwhile ‘thing in itself. 2.3.4 BITA AS A CONTINUING PROCESS If a business is static it will stagnate and if a business wishes to grow, like IT, it must always continue to evolve through a naturally occurring dynamics that are integral to the implementation of policies such as strategic alignment. Baets (1996), Luftman et al. (1999), and Rondinelli (2001) agree that these dynamics require constant monitoring and appropriate adjustment. Therefore, strategic alignment is not something attainable but something constantly in development, as it is variously described by Henderson and Venkatraman (1993), Baets 1996, Maes et al. (2000), Duffy (2001), Moody (2003), and Senn (2004). â€Å"An issue that has remained relatively unchallenged and unquestioned is how to align IT that is relatively fixed once implemented in an organization, with a business strategy and associated information requirements that are constantly in need of adjustment Galliers (2007, p. 228). Even within this perspective there are two schools of thought; the classical school of thought with emphasis on contingency adaptations and the ‘processual approach (Whittington, 1993) that emphasises the importance of addressing internal and power issues, particularly how cultural elements influence the formal elements of rationality and the decision process in strategic alignment and rejects IT as merely an adaptation but gives it greater weight as a resource. Furthermore, practitioners are being advised to adopt a view of strategic alignment as a continual process. In Pearlmans (2004) article advice to CIOs, in summary, is that they should communicate, demonstrate, lead, collaborate, govern and build if they wish to achieve alignment. 2.3.5 BITA FOR PERFORMANCE INDICATION It is the consideration of several authors that strategic alignment is not only a process but also a tool whereby they can reflect on the business value that organisations might possess, or not. In studies analysed the relationship between strategic alignment and competitive advantage or organisational performance were tracked, (Venkatraman, 1989; Sabherwal and Chan, 2001; Kearns and Lederer, 2003; Wagner, 2005; Seggie et al., 2006; Zhou, 2008). Tallon and Kraemer (2003) were responsible for the additional concept of business value being included as an element to the performance indication point of view of strategic alignment and analyse business value by relating it to organisational IT goals and measuring the IT return of investment from a strategic alignment viewpoint. 2.3.6 ASSESSMENT USING BITA In response to the question: `how do organisations know how good their strategic alignment is? different authors have developed Maturity Models (MMs) (de Koning and der Mark, 2002; Duffy, 2001; Luftman, 2003; van der Raadt et al., 2005). MMs describe the development of a specific domain over time. This perspective is in itself a more mature outlook than other perspectives as it has to consider many of the dynamics before being able to construct an effective strategic alignment. Because of the in-built review and evaluation required for this perspective it has to look at all aspects that the alignment may affect. Researchwork and systems are subject to assessment and revision through these maturity models and their monitoring. On the basis of the assessments of those MMs, organisations can fine tune and calibrate their strategic alignment: Identify any alignment-related aspects/processes improvements required to obtain a higher level of strategic alignment maturity. Initiate any change processes to ensure that the identified improvements eventuate. In much the same way, acceptance of the cyclical nature of strategic alignment as posited by Burns (1996) ‘lead-lag model implies assessment in response to intermittent predictable and unpredictable changes as does the ‘punctuated equilibrium model of Sabherwal et al. (2001) where interruptions to stability demand a fresh look at the long term plan and goals of strategic alignment. 2.3.7 BITA AS A SOCIAL INFLUENCE If an organisation intends to work toward achieving strategic alignment it will necessitate communication that will involve negotiation, collaboration and mutual understanding elements not always present a specific organisational structure or culture. This communication can blur the boundaries of traditional or conventional approaches and therefore becomes a driving force behind social attitudes and perceptions. Chan (2002) and Huang and Hu (2007) uphold this view that maintaining effective communication in an organisation will impact on corporate strategic alignment culture. Concord must be developed for effective channels of communication, transparency in the exchange of knowledge and sharing of learning (Hoque, 2002; Daneva and Hu, 2007), and the use of informal communication is just as important a factor for adjustment and control (Mintzberg, 1993; Chan, 2002; vander Raadt et al., 2005), to generate an atmosphere of trust and an effective response to business needs from an IT pe rspective. Reich and Benbasats (2000) study further confirms that strategic alignment is more likely to succeed when business and IT executives have an [importantly] expressed and [understood] shared common vision of ITs contribution. 2.3.8 BITA AND OPERATIONS Strategic alignment [when it is all-encompassing and embraced by all as part of an organisational culture] necessarily involves organisational issues of communication, structure and, particularly, coordination processes that are operational to the business in specifically performed actions (Wieringa, 2008). Operational strategic alignment consists of aligning the operational activities of IT and business people with each other so that optimal IT support for business requirements is achieved. In this context, Peak and Guynes (2003) put the onus of success on the IT side of the equation, though it does imply some reciprocity in the initial communication of ‘quality requirements and they state that strategic alignment will only be attained when an organisations IT staff can deliver quality information and quality IT products and services to the business side. 2.4 BITA MODELS 2.4.1 MIT90S FRAMEWORK (1991) During the 1980s, research conducted at the world renowned MIT (Massachusetts Institute of Technology) initiated interest in the academic community to the potential of the strategic power of IT. In the attempt to exploit the possibilities revealed in the model from the research it was suggested that radical innovation involving IT investment could carry substantial reward if key elements of strategy, structure, technology, management processes and individuals and their roles were kept in alignment (Morton, 1991). Organisation can be visualised as a set of five forces in dynamic equilibrium subject to external influences from the technological environment and the socio-economic environment. In this view, a core task of general management is to ensure that all five ‘forces (represented by the boxes), can flow without restriction or impediment in order to achieve the organisations goals and objectives. With management at the centre of the model its role is central too. Though some areas might not necessarily be in direct contact with each other they are connected via the management process which plays the principal role and ensures organisational response to shifts in demands from the external variables. 2.4.2 THE HENDERSON AND VENKATRAMAN STRATEGIC ALIGNMENT MODEL (1993) Henderson Venkatramans (1993) strategic model (Figure 2.3) is a widely used four-part illustration favoured by many researchers and organisations for the assessment of the level of alignment in a company. Each of the four parts [quarters] contain three distinct and individuals elements which, when collectively analysed, can be used to define each quarter operationally. These twelve elements- further expanded in Table 1 are used to establish the level and type of alignment within a corporation (Henderson Venkatraman, 1993; Papp, 1995). Table 1 Components of the Strategic Alignment Model Within the model it can be seen how external influences may affect change on either processes [lower sectors] or strategies [upper sectors]. A vertical link couples the upper and lowers sectors and shows the relationship between strategic fit to accommodate strategy with infrastructure. A horizontal link for functional integration shows how IT strategies must adapt as business strategies change, and displays the dependence and required response of each sector upon anothers adaptations particularly in relation to skills and operation. Giving focus to three of the four quarters of the model at a given time can permit a simultaneous address to both strategic fit and functional integration (Papp, 1995; Luftman et al., 1999). The SAM (Strategic Alignment Model) model has proven empirical authenticity and has provided valid conceptual and practical value (Goedvolk et al,. 1997; Avison et al., 2004). Nevertheless, it is subject to confines, eg, the applicability of the SAM model may vary depending on the IT-intensity of an industry and the assumptions expounded might not be relevant to the circumstances (Burn and Szeto, 2000). As mentioned, the model does have recognition and a number of scholars have further elaborated on it (e.g., Luftman et al., 1993). Goedvolk et al.s (1997) extension of the SAM model gave greater focus to technical and architectural attributes. Avison et al.s (2004) addition to the SAM model was able to provide practitioners and academics with further practical ways to attain alignment in their advocacy of examining projects retrospectively to determine alignment. This form of alignment monitoring, can allow pre-emption in a change in strategy and implementation of a new alignment perspective by re-allocation of project resources. The SAM model inspired Maes et al. (2000) to produce a framework that incorporates even more layers pertinent to function and strategy where information providers are separated from the systems providing information in a new information domain representing knowledge, [and exchange of information through] communication and coordination. Their third dimension addresses specific sub-architecture areas. 2.4.3 IS CAPABILITY AND ORGANISATIONAL PERFORMANCE MODEL (2004) Peppard and Wards model (2004) shows IS capability at the core of everything, inherently affecting competencies and emanating an influence on all areas that interrelate [business strategy/business operations/IT operations and services/IS/IT strategy] and impact upon the organisational performance. Such focus on the importance of this core element demonstrates the value IS capabilities can create and is therefore an organisation-wide responsibility that cannot be delegated to the IS function alone (Peppard et al., 2000). Peppard and Ward (2004) later asserted that though an organisation might envisage an IT based innovative strategy, it will be their IS capabilities that permit such a vision to come to fruition. 2.4.4 CO-EVOLUTIONARY IS ALIGNMENT (2006) By 2006 the model suggested by Benbya and McKelvey (2006) through its graphic presentation appears a more fluid representation suggesting, even visually, that there is more of a flow between relationships in alignment. It still addresses the need to analyse relationships between business and IT (horizontal IS alignment) but introduces a need to merge the views at different levels [strategic/operational/individual] of analysis (vertical IS alignment) through shared understanding and communication. The co-evolutionary IS alignment perspective conveys the necessity for mutual adaptation within a dynamic interplay of co-evolving elements. Co-evolution does not necessarily seek harmony between the elements but a respect for their position and the innovation that may result from the circumstances and environments in which they function. 2.5 ASSESSMENT APPROACHES OF BITA In this section MMs (maturity models) are referred to that have been developed for the assessment of BITA. 2.5.1 DUFFYS MM (2001) Duffys (2001) MM is founded on the principle that a dependable, mutually compatible partnership between IT and business executives is elementary in order to achieve a worthwhile BITA. Without this premise there cannot be a successful desired outcome. Accepting that there is a level of interdependence between IT and business objectives, any schism or division between IT and non-IT areas would sabotage any efforts to establish alignment. This model is arranged about a series of key success drivers (the domains: human resources organisation and management/innovation and renewal strategy/IT/business architecture/IT/business partnership/operational excellence/ROI strategy management) which are operationalised in KPIs (key performance indicators) that each contain five contributory factors aspects designed to address explicit and significant questions within the KPI where it is included. The six domains are briefly explained below: Human resources organisation and management. In this domain reference is made to an organisations personnel and emphasis is given to the importance of workforce recruitment, retention and management by an organisation. Innovation and renewal strategy. The focus here is how innovative an organisation is with an emphasis on currency and validity having a bearing upon understanding when renewal is required to processes and capabilities in an organisation. IT/business architecture. This domain is concerned with the relationship and interaction of entities involved in the information and applications in the business environment of an organisation. IT/business partnership. This domain reflects how the recent upgrading of the role of the IT function affects an organisation â€Å"Technology is critical to business success and this co-dependency drives the need for the IT and non-IT executives to pursue a win/win relationship Duffy (2003, p. 4). Operational excellence. This domain deals with the performance outcomes of the organisation. Duffy recognises that operational excellence can only be achieved if an organisation can recognise the value of ideals embedded in learning and partnerships, and can respond to market demands promptly. ROI strategy and management. This domain investigates the importance of the metrics and processes required for efficient and effective financial management within organisations and accepting IT costs and benefits as having parity with business ones. Duffys six domains address the â€Å"IT and non-IT assertion as well as certain strategic elements within an organisation but there are no explicitly stated maturity levels for them. Instead, Duffy merges the six domains of the model into four BITA scenarios where organisations fall into the following categories: â€Å"uneasy alliance†, â€Å"supplier/consumer relationship†, â€Å"co-dependence/grudging respect†, and â€Å"united we succeed, divided we fail†. These laymans terms are loose at best and though intended to be descriptive only serve to confuse in their interpretation. Such scenarios are the maturity levels in the model. 2.5.2 LUFTMANS MM (2003) Luftmans model (2003) was constructed on the basis of practical experience and research into enablers and inhibitors of alignment (Luftman et al, 1999), incorporating reference to various other models [here listed chronologically and not in order of importance or influence]: Nolans stages of growth model (Nolan, 1979), SAM (Henderson and Venkatraman, 1993) and CMMs (Capability Maturity Model) reach and range concept of (Keen, 1996). Luftmans MM is an endeavour based in six domains (skills/technology scope/partnership/governance/competency measurements/communications) to discover a specific organisations BITA profile. A brief description of each domain follows: Skills: addresses practical human resources issues such as cross-training in IT and business issues regarding the cultural environment and its impact on innovation and organisational change. Technology scope: refers to how much provision of comprehensible and flexible infrastructure comes from IT, the implementation of emergent technol

Cycles Of Seed Evolution :: essays research papers

The Basics. Sunlight plays a much larger role in our sustenance than we may expect: all the food we eat and all the fossil fuel we use is a product of photosynthesis, which is the process that converts energy in sunlight to chemical forms of energy that can be used by biological systems. Photosynthesis is carried out by many different organisms, ranging from plants to bacteria (Figure 1). The best known form of photosynthesis is the one carried out by higher plants and algae, as well as by cyanobacteria and their relatives, which are responsible for a major part of photosynthesis in oceans. All these organisms convert CO2 (carbon dioxide) to organic material by reducing this gas to carbohydrates in a rather complex set of reactions. Electrons for this reduction reaction ultimately come from water, which is then converted to oxygen and protons. Energy for this process is provided by light, which is absorbed by pigments (primarily chlorophylls and carotenoids). Chlorophylls absorb blue and red lig ht and carotenoids absorb blue-green light (Figure 2), but green and yellow light are not effectively absorbed by photosynthetic pigments in plants; therefore, light of these colors is either reflected by leaves or passes through the Other photosynthetic organisms, such as cyanobacteria (formerly known as blue-green algae) and red algae, have additional pigments called phycobilins that are red or blue and that absorb the colors of visible light that are not effectively absorbed by chlorophyll and carotenoids. Yet other organisms, such as the purple and green bacteria (which, by the way, look fairly brown under many growth conditions), contain bacteriochlorophyll that absorbs in the infrared, in addition to in the blue part of the spectrum. These bacteria do not evolve oxygen, but perform photosynthesis under anaerobic (oxygen-less) conditions. These bacteria efficiently use infrared light for photosynthesis. Infrared is light with wavelengths above 700 nm that cannot be seen by the human eye; some bacterial species can use infrared light with wavelengths of up to 1000 nm. However, most pigments are not very effective in absorbing ultraviolet light (

Papaya Sap

Introduction Rubber is an elastic hydrocarbon polymer which occurs as a milky emulsion (known as latex) in the sap of a number of plants but can also be produced synthetically. The major commercial source of the latex used to create rubber is the Para rubber tree, Hevea brasiliensis (Euphorbiaceae). This is largely because it responds to wounding by producing more latex. Other plants containing latex include figs, euphorbias and the common dandelion.These have not been a major source of rubber, though when Germany was cut off from supplies of rubber during World War II, attempts were made to use such sources, before being supplanted by the development of synthetic rubber. It is believed to have been named by Joseph Priestley, who discovered in 1770 that dried latex rubbed out pencil marks. In its native Central America and South America, rubber has been collected for a long time. The Mesoamerican civilizations used rubber mostly from Castilla elastica.The Ancient Mesoamericans had a ball game using rubber balls (see: Mesoamerican ballgame), and a few Pre-Columbian rubber balls have been found (always in sites that were flooded under fresh water), the earliest dating to about 1600 BC. According to Bernal Diaz del Castillo, the Spanish Conquistadores were so astounded by the vigorous bouncing of the rubber balls of the Aztecs that they wondered if the balls were enchanted by evil spirits. The Maya also made a type of temporary rubber shoe by dipping their feet into a latex mixture.Rubber was used in various other contexts, such as strips to hold stone and metal tools to wooden handles, and padding for the tool handles. While the ancient Mesoamericans did not have vulcanization, they developed organic methods of processing the rubber with similar results, mixing the raw latex with various saps and juices of other vines, particularly Ipomoea alba, a species of Morning glory. In Brazil the natives understood the use of rubber to make water-resistant cloth.A story sa ys that the first European to return to Portugal from Brazil with samples of such water-repellent rubberized cloth so shocked people that he was brought to court on the charge of witchcraft. When samples of rubber first arrived in England, it was observed that a piece of the material was extremely good for rubbing out pencil marks on paper. This was the origin of the material's English name of ‘rubber'. Blocks of the material are still used for this purpose, and known as ‘rubbers' in England, causing occasional amusement to Americans, to whom a ‘rubber' is a condom.The sap is any liquid found in the stems of plants, including the liquid material that moves the younger annual rings and bark of trees and watery juices of herbaceous plants. Natural rubber is another valuable sap. The papaya’s milky sap is also called latex. Latex is a milky fluid produced by rubber trees. Latex is also used to make rubber Since papaya fruits produce latex like rubber plants, th e study â€Å"Rubber Material Source from Papaya (Carica papaya) Milky Sap† was formulated.The study aimed to use papaya sap as main ingredient in making bioplastic because it contains starch which is one of the components in making bioplastic and also, the sap or latex is used in making rubber. Papaya is found anywhere so there is adequate supply of the main ingredient. Plus, the flow of the papaya sap is continuousand it is environment friendly because it doesn’t harm the plant. The study is to be conducted to produce bioplastic so that the plastics that people are using in the present could somehow be replaced with the use of this investigatory project to lessen the environmental effects of the decomposition of plastics.Objectives of the Study This investigation is anchored on the following objectives: 1) To evaluate and compare the, the appearance, texture, elasticity and strength of the rubber material. 2) To compare the experimental rubber material from the three treatments and the commercial rubber material. 3) To identify which among the three treatments made will be least fot the production of the wrapper. Statement of the Problem 1. Is there a significant difference between the experimental Rubber material and commercial Rubber material when analyzed by: 1. Appearance 1. 2 Texture 1. 3 Elasticity 1. 4 Strength 2. Is there a relationship between the cost of the experimental rubber material and commercial rubber material? 3. Is there a significant difference between the treatments’ replications when analyzed by: 1. 1 Appearance 1. 2 Texture 1. 3 Elasticity 1. 4 Strength Hypotheses of the Study Null Hypothesis 1. There is no significant difference between the experimental rubber material and commercial rubber material when analyzed by appearance, texture, elasticity, and strength. 2.There is no significant relationship between the cost of the experimental rubber material and commercial rubber material. 3. There is no significant dif ference between the treatments’ replications when analyzed by appearance, texture, elasticity, and strength. Alternative Hypothesis 1. There is a significant difference between the experimental rubber material and commercial rubber material when analyzed by appearance, texture, elasticity, and strength. 2. There is a relationship between the cost of the experimental rubber material and commercial rubber material. 3.There is a significant difference between the treatments’ replications when analyzed by appearance, texture, elasticity, and strength. Significance of the Study Rubber Manufacturers- can help in reducing the product cost of a certain material out of rubber. And also, it can help in preventing the emission of harmful gases that can cause depletion of the ozone layer and in the worsening of global warming. Consumers- they can be assured that the product is safe and does not contain hazardous chemicals that can harm their health. And also, it is biodegradable, so it is not difficult for them to dispose it.Scope and Limitations of the Study Variable Limitation The independent variable of the study is the papaya sap, the dependent variable of the study is the produced rubber material and the moderator variables of the study were the processes involved in making the rubber material. Subject Limitation The study focuses on using the papaya sap as raw material in making rubber material. Time Limitation The study was conducted from August 23 to October 13, 2010. Paper works and conducting of the experiment will be done during the said span of time. Place LimitationThis study was conducted at the DOST Laboratory of the Kidapawan City National High School (KCNHS), Roxas Street, Kidapawan City. Conceptual Framework Independent Variable Dependent Variable Rubber Material Rubber Material Papaya Sap Papaya Sap Collecting of Sap Collecting of Materials Sterilization Weighing of Materials Dilution Mixing Cooking Molding Drying Collecting of Sap Collect ing of Materials Sterilization Weighing of Materials Dilution Mixing Cooking Molding Drying Moderating Variables Figure 1.A diagram showing the interplay of the variables of the study. Locale of the Study Kidapawan City Pilot Elementary School ( KCPES ) Kidapawan City Pilot Elementary School ( KCPES ) Development Bank of the Philippines (DBP) Development Bank of the Philippines (DBP) R O X A S S T R E E T R O X A S S T R E E T City Health Office City Health Office Puericu- lture Clinic Puericu- lture Clinic Kidapawan City National High School Kidapawan City National High School City Hospital City Hospital Noodols Noodols Blue Chips Blue Chips Jollibee Jollibee To Cotabato To CotabatoTo Davao To Davao Figure2. Diagram showing the place where the study was conducted Definition of Terms Rubber- an elastic substance obtained from latex of many tropical plants, Collecting – the process of gathering all the materials needed in the experiment, especially the raw material. Cooking- t he act of heating the mixture formed. Drying- the process of placing the product into the drying oven. Glycerin- an organic compound, also called glycerin or glycerin. It is a colorless, odorless, viscous liquid that is widely used in pharmaceutical formulations.Melting- the process of liquefying the solid materials needed in the study. Mixing-the process of combining all the materials into a mixture. One of the procedures used in the study. Sterilization- the process of making the tools used in the study clean and free from bacteria. Weighing-the process of measuring the heaviness of the materials used in the study. Review of Related Literature Rubber Used in the study as dependent variable.. Rubber any solid substance that upon vulcanization becomes elastic; the term includes natural rubber ( caoutchouc ) and synthetic rubber.The term elastomer is sometimes used to designate synthetic rubber only and is sometimes extended to include caoutchouc as well. Chemistry and Properties All rubberlike materials are polymers , which are high molecular weight compounds consisting of long chains of one or more types of molecules, such as monomers. Vulcanization (or curing) produces chemical links between the loosely coiled polymeric chains; elasticity occurs because the chains can be stretched and the crosslinks cause them to spring back when the stress is released. Natural rubber is a polyterpene, i. e. it consists of isoprene molecules linked into loosely twisted chains. The monomer units along the backbone of the carbon chains are in a cis arrangement (see isomer ) and it is this spatial configuration that gives rubber its highly elastic character. In gutta-percha , which is another natural polyterpene, the isoprene molecules are bonded in a trans configuration leading to a crystalline solid at room temperature. Unvulcanized rubber is soluble in a number of hydrocarbons, including benzene, toluene, gasoline, and lubricating oils. Rubber is water repellent and resistan t to alkalies and weak acids.Rubber's elasticity, toughness, impermeability, adhesiveness, and electrical resistance make it useful as an adhesive, a coating composition, a fiber, a molding compound, and an electrical insulator. In general, synthetic rubber has the following advantages over natural rubber: better aging and weathering, more resistance to oil, solvents, oxygen, ozone, and certain chemicals, and resilience over a wider temperature range. The advantages of natural rubber are less buildup of heat from flexing and greater resistance to tearing when hot ( http://www. ncyclopedia. com/topic/rubber. aspx ). Starch Starch is the binding component in the study. Starch or amylum is a carbohydrate consisting of a large number of glucose units joined together by glycosidic bonds. This polysaccharide is produced by all green plants as an energy store. It is the most important carbohydrate in the human diet and is contained in such staple foods as potatoes, wheat, maize (corn), ric e, and cassava.. Pure starch is a white, tasteless and odorless powder that is insoluble in cold water or alcohol.It consists of two types of molecules: the linear and helical amylose and the branched amylopectin. Depending on the plant, starch generally contains 20 to 25% amylose and 75 to 80% amylopectin. [1] Glycogen, the glucose store of animals, is a more branched version of amylopectin. Starch is processed to produce many of the sugars in processed foods. When dissolved in warm water, it can be used as a thickening, stiffening or gluing agent, giving wheatpaste ( http://en. wikipedia. org/wiki/Starch ). Papaya Sap Papaya sap is the independent variable of the study.The latex of the papaya plant and its green fruits contains two proteolytic enzymes, papain and chymopapain. The latter is most abundant but papain is twice as potent. In 1933, Ceylon (Sri Lanka) was the leading commercial source of papain but it has been surpassed by East Africa where large-scale production began i n 1937. The latex is obtained by making incisions on the surface of the green fruits early in the morning and repeating every 4 or 5 days until the latex ceases to flow. The tool is of bone, glass, sharp-edged bamboo or stainless steel (knife or raxor blade).Ordinary steel stains the latex. Tappers hold a coconut shell, clay cup, or glass, porcelain or enamel pan beneath the fruit to catch the latex, or a container like an â€Å"inverted umbrella† is clamped around the stem. The latex coagulates quickly and, for best results, is spread on fabric and oven-dried at a low temperature, then ground to powder and packed in tins. Sun-drying tends to discolor the product. One must tap 1,500 average-size fruits to gain 1 1/2 lbs (0. 68 kg) of papain (http://www. hort. purdue. edu/newcrop/morton/papaya_ars. html#Papain).Glycerin Glycerin is the plasticizer and the preservative to the product. Glycerin is a thick liquid that is colorless and sweet tasting. It has a high boiling point an d freezes to a paste. Glycerin's most common use is in soap and other beauty products like lotions, though it is also used, in the form of nitroglycerin, to create dynamite. Glycerin is popular in beauty products because it is a humectant — it absorbs ambient water. This means that it can help seal in moisture. Not only is it used in the soap making process, it's a byproduct too.Many soap manufacturers actually extract glycerin during the soap making process and reserve it for use in more expensive products. Even when soap manufacturers reserve glycerin for other products, however, some amount of glycerin remains in every bar of soap (http://www. wisegeek. com/what-is-glycerin. htm). Vinegar Vinegar is an acidic liquid produced from the fermentation of ethanol in a process that yields its key ingredient, acetic acid (ethanoic acid). It also may come in a diluted form. The acetic acid concentration ypically ranges from 4% to 8% by volume for table vinegar[1] and up to 18% for pickling. Natural vinegars also contain small amounts of tartaric acid, citric acid, and other acids. Vinegar has been used since ancient times and is an important element in European, Asian, and other cuisines. The word â€Å"vinegar† derives from the Old French vin aigre, meaning â€Å"sour wine†, which in turn is derived from the Latin â€Å"vinum aegrum† meaning â€Å"feeble wine† ( http://en. wikipedia. org/wiki/Starch ). Chapter II METHODOLOGY MaterialsToolsPapaya Sap Beaker Glycerin Graduated Cylinder Water Petri Dish Vinegar Weighing Scale Starch Paper Spatula Stirring Rod Drying OvenProcedure: 1. Collection of Needed Materials. a. Collect the needed papaya sap and other materials to be used in the study. 2. Weighing of Needed Ingredients. a. Weighing of papaya sap. b. Weighing of starch. 3. Measuring of Needed Ingredients. a. Measuring of water, vinegar, and glycerin. 4. Mixing of Ingredients. a. Mix the sap, and water, vinegar, glycerin and star ch. 5. Cooking a. Cook the mixed solution until it becomes very sticky. 6. Molding a. Pour and mold the sticky solution into the petri dish. 7. Drying a.Place the product inside the dring oven and let it dry. 8. Surveying a. The respondents will rate the product including the commercial rubber material. Experimental Design Table 1. Mass of the raw material and the finished product. Treatment| Replication | Mass of rawmaterial in kg| | 1| 2| 3| | Treatment 1| 15g| 15g| 15g| 0. 015g| Treatment 2| 25g| 25g| 25g| 0. 025g| Treatment 3| 35g| 35g| 35g| 0. 035g| The table reflects the experimental design by treatments and replication including the mass of raw material in kilogram and the finished products in grams.The three (3) replications per treatment exhibit the same number of replicates in grams. Table2. Mixing Treatments| Mass of the raw material for everytreatment and replication in g| Water( mL)| Glycerin( mL )| Vinegar( mL )| Starch( g )| Treatment 1| 15| 5| 10| 5| 5| Treatment 2| 25| 5| 10| 5| 5| Treatment 3| 35| 5| 10| 5| 5| In mixing process, by treatments. It included the mass of the raw material for every treatment and replication in grams; volume of water, glycerin and vinegar; amount of starch used in the study.The three (3) treatments exhibited different amount of mass of the raw material for every treatment and replication but contains the same volume of water glycerin vinegar and the same amount of mass of starch. The table depicts the total content of the product as indicated by treatment and replication. Statistical Tool The statistical tools that are going to be used in the study are the Simple Mean for the test of difference in the appearance and texture, and Pearson R for the test of relationship.

Challenging the Status Quo of Technology in Business Outline Essay

I. Introduction A. Getting in trouble as a teenager, led this innovative mind to reshape technological advances to better suit Business needs as society sees it today. B. Any Idea can be great; implementation of that idea takes careful planning and a smooth technological framework to seamlessly pull it off. C. Choosing to eschew the established ways most seek out their lives, Bill Gates chose to cultivate his interests, even by getting in trouble with a corporation at a young age while capitalizing on an error in a system, and pivot these ideas into a multi-billion dollar enterprise. See more: outline format for essay D. An active dedicated mind that sees inadequacies around them is the best way to fuel innovative changes to streamline a business need. Having the keen ability to identify holes in logic and process is an opportunity to identify the need for change from an improvement standpoint. E. A successful individual with a thirst for understanding of technology, and a desire to improve the ways that business can be protected, while being innovative in managing daily and long reaching business goals, has demonstrated ways to streamline efficiencies – all while improving revenues, and decreasing overhead. This successful, driven and adaptable individual defined ways for businesses to thrive, all while ultimately making it less complicated for users of a product to perform certain work tasks, while staying better organized and documented. II. My program Technical Project Management A. I selected Technical Project Management, as it is Essential for Business, and is an in demand field. B. In two and a half years, I will have successfully obtained my Bachelor’s Degree, allowing me to fulfill my desire to participate in changing business climates, and help manage all aspects of project implementation with a strong understanding of all the skills required to manage projects from a technical standpoint. C. To be successful in the Technical Project Management field I will need to be able to effectively identify all aspects of a project from a management perspective, these skills are defined by Schiff (2013, January 15) as â€Å"Highly Organized, and good multi-tasker, Have the ability to take charge and know how to lead, Be an effective communicator, Know How and When to Negotiate, Be Detail Oriented, Recognize and Solve Problems Quickly, Possess the necessary technical skills† (Schiff, J 2013)* III. An effective leader demonstrates efficiencies of leadership by possessing core values of Honesty, Focus, Passion, and overall respect. A. An effective leader is defined by how they utilize a combination of â€Å"nature and nurture is the obvious core element in the development of personality† (Williams, 2005) * B. Positive leadership traits can be summarized with the following attributes: Williams (2005, June) defines positive leadership traits as: Personal consistency, Discipline and Integrity. Intolerance of mediocrity. A concern to build mutual trust. Focused passion for the business. Recognition of the critical importance of emotional intelligence in leadership. (Williams, 2005).* IV. William Henry Gates III ‘Bill Gates’ A. Wikipedia provides the following to describe Bill Gates:† William Henry â€Å"Bill† Gates III (born October 28, 1955) [2] is an American business magnate, investor, programmer, [3] inventor [4] and philanthropist. (Wikipedia 2013) * 1. Relevant formative details: in 1975 Gates, a sophomore attending Harvard University, had read a copy of Popular Electronics that demonstrated the Altair 8800. Gates contacted Micro Instrumentation and Telemetry Systems (MITS) the creators of the new microcomputer and informed them that he and others were working on developing software from a program BASIC which was designed for large computers, after creating the program and meeting with MITS executives resulted in a deal and this new adapted software would be included in the first microcomputers. It would be at this point that Gates would not return to Harvard to finish his degree, instead he partnered with Paul Allen and named their partnership Micro-Soft. The team would later drop the hyphen, and then three years later moved back home to Washington and established corporation paperwork in Bellevue, where Microsoft and Bill Gates would become the leader, and powerhouse of software development. Wikipedia 2013* 2. As Co- Founder, and Chairman of Microsoft, Currently Bill Gates is regarded as the single most successful business person in the PC industry for all his contributions to consumer ready personal computer products. Wikipedia documents that â€Å"Time Magazine named Gates one of the 100 people who most influenced the 20th Century, as well as one of the 100 most influential people of 2004, 2005 and 2006† (Wikipedia 2013)* B. Your reasons for selecting this person 1. Bill Gates is a pioneer of technological office products which forever changes how businesses are able streamline efficient technologies. Bill’s quest for knowledge of how things worked, and how they could be improved started in his formative years while attending the Lakeside School in  Seattle Washington, where he took an interest in programming the new computer system the school had recently purchased. As a result of his expressed interest in this computer system â€Å"he was excused from Math classes to peruse his interest†. (Wikipedia 2013) * 2. I intend to utilize mainstream software as part of successful implementation for projects that I manage in technical in project management. I have a profound level of identifying things that do not work around me, and am constantly striving to question ways, and implement solutions that are going to streamline an efficiency. I Intend to utilize the products that Bill Gates has created for businesses, such as Microsoft Office Suite of Products, along with supplemental products such as Microsoft â€Å"Project† which are the most widely utilized programs in the currently among businesses. V. Your own leadership qualities and success traits: As a leader I am capable of showing those around me a better more efficient way to manage tasks, I intent to continue to broaden this knowledge and share with others. My success traits are that I am extremely personable, and easy to interact with. My overall personality is very outgoing and friendly making fast friends in any environment. I have strong values and morals, which are easily recognized upon meeting with me. These traits are essential when forming relationships in any structure, especially in business. A. My personal strengths that I am able to take and apply towards being a leader is having the Personality Type Assessment show me I am an â€Å"ENFP – The Inspirers† personality. Per the assessment I am creative and industrious; I am easily able to find success in activities and projects that are of interest to myself, and I am great at motivating others as well as being organized, however I am not overly fond of routine. Additionally the MIS assessment showed me that I am stimulated in my multiple intelligences by Rhythmic, Visual, Interpersonal, Body/kinetic and Intrapersonal learning styles. (Sherfield, Moody 2011)* 1. These assessment showed me that I am a compassionate, outgoing emotionally connected, perceptive individual that works well in dynamics with others where external stimulations such as visual, rhythmic, Interpersonal, Body/kinetic, and Intrapersonal interactions suit me best. These align with my values of compassion, caring, honesty and Respect. By understanding how I work best, I am better able to be a leader by utilizing my strengths to help hone those skills. 2. I am able to be successful by focusing on my ability to be an outgoing and emotionally invested leader – demonstrating that I am dynamic in how I can learn, lead and relate, therefore showing others dynamic ways of approaching related tasks, and embracing ideas. 3. I plan to employ my strengths by overall action. A person that is able to show and demonstrate excellent qualities will gain respect, and therefore earn the trust of those they are trying to lead. B. The areas of weakness that I possess are related to how I handle conflict. Per the conflict management assessment I realize that I have a very strong ability to try and resolve conflict, I do however have room for improvement. I need to work better at becoming adept at handling conflict so that I may do well with mediation, negotiation and anger management. That will in turn make me more approachable so that people may turn to me in times of need for advice about conflicts and possible resolutions. (Sherfield, Moody 2011) * 1. The positive changes you need to make in order to resolve weaknesses: I need to focus on managing spikes in my anger towards people that manage to irritate me when I am trying to help them learn something. I will undoubtedly gain a higher level of respect by treating others with respect instead of allowing myself to become agitated at the pace or aptitude of others. 2. Your plan for resolving these weaknesses: to focus on moments when I  feel myself become angered, and attempt to stop from speaking, or acting any further without first looking at the situation from a broader aspect, and seeing the potential areas for improvement. VI. Conclusion A. It is often the ones that get in trouble and challenge the status quo, that make the best innovators and leaders that shape our business to an ever growing and improving dynamic. Being a leader in this field takes courage, and a quest for the ever present â€Å"Why†. Those that challenge and ask why are often the ones that present new ideas to change our course as society. Strength and courage to continue challenging the status quo, and teaching others new ways is what defines a leader. B. I feel that Bill Gates is an unequivocal pioneer in the field of business technology. He challenged so much about what was out there, and had the courage in his vision to make great changes. Bill Gates created systems and programs that would further streamline how businesses are able to conduct their day to day activities by creating and packaging licensed products that are essential tools for any successful business. I look forward to learning more about these programs, and to employ them when I am working in my field of study. C. I plan to enroll in additional courses outside of the DeVry Degree Program that will provide me with additional training on Microsoft Suite of Applications specifically Microsoft SQL a server application that businesses utilize to extract data when executing systems testing requirements. References Schiff, J (2013 January 15). 7 Must-have Project Management Skills for IT Pros (1) Sherfield, M. Moody P. (2001) Cornerstone: Creating success through positive change, Sixth Edition. Boston, MA: Pearson. Williams, M. (2005, June). Leadership for leaders. London, GBR. Thorogood Publishing Wikipedia. Bill Gates Retrieved October 1, 2013 at: http://en.wikipedia.org/wiki/Bill_Gates