Role of information Technology in the implementation of Business Research Paper

Role of information Technology in the implementation of Business Process Reengineering in government institutions in the UAE - Research Paper Example The proper implementation refers to the fulfillment of the business objective by reorganizing the whole business system. The research study also revealed that the employees’ sustainability is directly related to the dependence of the new system. The new system, which has high dependence on information technology resulted in highly successful firms in terms of employee satisfaction level. In addition to this, customer satisfaction level can also be improved with the help of proper implementation of business process reengineering. The research did not only highlight the satisfaction of employees, in fact the data analysis suggests that the overall business health improved. This improved business can be shown by comparing ‘before and after’ business performance. The overall performance of company has proved to be much better than the performance evaluated before the implementation of the business process reengineering. Therefore, as per the data analysis conducted for the research work, the business reengineering process should be inculcated among all the Govt. Institutions of the

Discussion Assignment Example | Topics and Well Written Essays - 250 words - 62

Discussion - Assignment Example Organizations are more willing to listen to the grievances raised by unions and protect their members against intimidation by their employers. Since companies rarely win against claims raised by union, they pay their employees according to the market rate or standards determined by the workers unions to avoid conflicts such as strikes that may sterilize operations of the organizations. Unionization contributes to about 13% increase in nurse wages. Also, according to Edwin & Trevor (2011, p. 16) there is a â€Å"strong correlation between the presence of unions and overall wages for nurses.† Unions benefits to the patients in terms of quality of services they get from the nurses. According to Edwin & Trevor (2011, p. 16), unions enhances self-esteem of the nurses, promotes interaction of nurses in the organization and improves the employees confidence resulting to better quality of services the patients receives from the nurses. The study indicates lower mortality rate for patients with â€Å"acute myocardial infarction† in unionized hospitals than less unionized areas (Edwin & Trevor, 2011). Since unions attract more nurses unionized, hospitals have a higher number of nurses per patient than those less-unionized hospitals. Higher nurse-patient ratio result to increase in quality of care the patients receives in the hospital (Lovell,

Emotional Intelligence and Transformational Leadership

Emotional Intelligence and Transformational Leadership The title of the research is the Relationship between emotional intelligence and transformational leadership. The first article is discussing about the critical examination of the relationship between emotional intelligence and transformational leadership by the author of Dirk Lindebaum and Susan Cartwright. The second article is discussing about the relationship between emotional intelligence and transformational leadership style and gender comparison of leadership style by the author of Barbara Mandell and Shilpa Pherwani. The purpose of this research is to study the relationship between the emotional intelligence and transformational leadership. This topic is very interesting because it is describing the relationship between the management and psychology. Objectives of this research is to evaluate the relationship between the emotional intelligence and transformational leadership, gender comparison of the leadership style, have contributed to the construct of emotional intelligenc e and its importance in the workplace, comparison and contrast between the two articles. In this research I am going to discuss about how they are relating emotional intelligence and transformational leadership? How they are describing emotional intelligence? And what is the difference between the transactional leadership and transformational leadership? Then how they are analyzing and discussing the relationship between emotional intelligence and transformational leadership in the organization? Dirk Lindebaum and Susan Cartwright article seeks to remedy this efficiency. First, it provides a rationale for utilizing a particular conceptualization of Emotional Intelligence. Second, it synthesizes the theoretical concepts of Emotional intelligence and Transformational leadership and offers an overview of empirical studies that have investigated the interface between the two. It then proceeds to explain briefly the methodological concerns related to common method variance and the implications for research designs. The resultant design of this study explores the relationship between emotional intelligence (EI) and Transformational leadership (TFL), taking account of common method variance (CMV). Finally, the article discusses its findings in relation to previous studies, its limitations, and recommendations for future research (DirkLindebaum SusanCartwright). The Barbara Mandell and Shilpa Pherwani article is providing the types of intelligence, types of mental abilities, models of emotional intelligence, comparison between transactional leadership and transformational leadership, gender comparison of leadership style, measurement instruments, and statistical analysis. In Each article the Mayer and Salovey are giving the definition for emotional intelligence is different in different years. First article is showing the definition of Mayer and Salovey in 1997, they defined Emotional intelligence as, (Mayer Salovey, 1997) ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual grow. In second article has taken the definition of emotional intelligence from Mayer and Salovey in the year of 1990. Mayer and Salovey defined as, (Mayer Salovey, 1990) emotional intelligence as the ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones own thinking and actions. Both articles are captured the imagination of management scholars and psychologist: emotional intelligence ( EI) and Transformational leadership (TFL). According to Dirk Lindebaum and Susan Cartwright article Emotional intelligence explains 34 percent of the variance in a measure of Transformational leadership (Butler Chinowsky, 2006), which is an above-average percentage in social science research. Both articles are discussing two models of emotional intelligence. In Dirk and Susan article specifying two types of emotional intelligence that are, trait emotional intelligence and ability emotional intelligence. According to Petrides et al. (2007, p.273), trait emotional intelligence defined as emotion-related dispositions and self-perceptions. Trait emotional intelligence relies upon self-report measure (e.g. the Emotional Quotient Inventory, EQ-i) and assesses typical or preferred modes of behavior, whereas the latter uses ability measures (e.g. the Mayor-Salovey-Caruso Emotional Intelligence Test, MSCEIT), with right or wrong answers, and refers to maximum performance in processing emotional information. (Mayer Salovey, 1997). Ho wever, representatives of both the trait and ability Emotional intelligence approach maintain that considerable progress of their respective conceptualization has been achieved in recent years (Mayer, et al., Petrides et al., 2004). According to Barbara Mandell and Shilpa Pherwani two models of emotional intelligence have emerged, these are ability model and mixed model. The ability model defines emotional intelligence as a set of abilities that involves perceiving and reasoning abstractly with information that emerges from feelings. This model has been supported by the researcher of Mayer, Caruso and Salovey (1999); Mayer, DiPaolo, and Salovey (1990); Mayer and Salovey (1993, 1997); and Salovey and Mayer (1990). The mixed model defines emotional intelligence as ability with social behaviors, traits and competencies. This model has found in the writing of Goleman (1995, 1998) and Bar-on (1997). In Dirk and Susan article synthesizing emotional intelligence and transformational leadership this is explored first with regard to the conceptual proximity between emotional intelligence and transformational leadership, followed by empirical studies that examined their relationship. Whilst transformational leadership has been variously defined, Burns (1978) characterizes the transformational leaders as someone who looks for potential followers, seeks to satisfy higher needs, and engages the full person of the followers (p.4). He goes on to suggest that the result is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents. Bass and Avolio (Bass Avolio, 1994) have refined earlier research on Transformational leader (e.g. Bass, 1985) and deconstructed the concept into four components. These are denoted as: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leaders use inspirational motivation to communicate high expectations, often drawing on symbolic messages to provide meaning to their followers work (Bass, 1990). Barbara and Shilpa article describing the transformational leadership of two authors like Bass and Avolio. They defined transformational leadership as leadership that occurs when the leader stimulates the interest among colleagues and followers to view their work from a new prospective. According to Barbara and Shilpa the transformational leader generates awareness of the mission or vision of the organization, and develops colleagues and followers to higher levels of ability and potential. In addition, the transformational leader motivates colleagues and followers to look beyond their own interest towards interest that will benefit the group. In comparison to transformational leadership, Bass and Avolio (Bass Avolio, 1994) described transactional leadership occurring when the leader rewards or disciplines the follower with regards to performance. Burns (Burns, 1978) described transactional leaders as leaders that emphasize work standards, assignment, and task-oriented goals. In addi tion, transactional leaders tend to focus on task completion and employee compliance, and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. Bass (Bass, 1997) suggested that transformational leaders (TFL) achieved higher levels of success in the workplace than transactional leaders (TAL). He noted that TF leaders were promoted more often and produced better financial results that TA leaders (Bass, 1997). Bass (Bass, 1997) also observed that employees rated TF leaders more satisfying and effective than TA leaders. Bass (Bar-On, 1997) would attribute transformational leaders superior work performance to high EQ-I scores. In recent years, numerous studies have examined empirically the link between emotional intelligence and transformational leadership. The literature review permits the classification of these studies into three prominent streams. Stream1 includes those studies that collected data concerning trait emotional intelligence and transformational leadership from the same source using self-report measures. Stream2 features studies that administered trait emotional intelligence and transformational leadership questionnaires to different raters. Finally, studies pertaining the stream3 used an ability-based measure of emotional intelligence and collected data relative to transformational leadership from a different source. (DirkLindebaum SusanCartwright). In addition Barbara and Shilpa were saying about gender comparison in their article. They specified as the researchers in the past have also looked at the gender differences for both transformational leadership style and emotional intelligence . Although past research on leadership style differences between men and women has been inconclusive, a review of research on leadership and gender consistently demonstrates that women leaders are often negatively evaluated in comparison to their male counterparts, especially when they employ an autocratic leadership style (Eagly, Makhijani, Klonsky, 1992). To analyzing the relationship between the emotional intelligence and transformational leadership both different authors are using the different analysis methods. Dirk and Susan were used two analysis methods. Barbara and Shilpa were used one analysis method. According to Dirk and Susan two subsidiary analysis methods were used by the researcher. These are (1) control for fixed effects and (2) examine the data using randomization. Controlling for fixed effects can be highly desirable as it ensures that estimates are more consistent. In second subsidiary analysis, randomization was used to further examine the relationship between trait emotional intelligence and transformational leadership across all data produced by the same source. According to Barbara and Shilpa hierarchical regression analysis was conducted to examine the predictive relationship between emotional intelligence and transformational leadership style. The analysis also used to examine interaction of gender with emotion al intelligence when predicting transformational leadership style. The analysis also helped the researchers identify gender differences in the relationship between emotional intelligence and transformational leadership style. Conclusion This research was designed to determine the predictive relationship between emotional intelligence and transformational leadership style, as well as determined the gender comparison of leadership style. I find types of analysis for evaluation of relationship between emotional intelligence and transformational leadership style. Finally I find types of emotional intelligence and conceptualization of emotional intelligence, three types of streams to determine relationship, characteristics of leadership, comparison between transactional and transformational leadership from both articles.

The Struggle for Acceptance in The Cider House Rules Essay -- Cider Ho

The Struggle for Acceptance in The Cider House Rules         In The Cider House Rules, John Irving brings the orphan Homer Wells to vivid life in a rather unusual way.   Homer’s life and existence are part of a large symbolic link to the actual book itself.   Homer’s life as an orphan struggling for acceptance and to â€Å"Be of Use† is shadowed by The Cider House Rules struggle for acceptance in the mass literary market and its need to purvey its views on abortion.      Ã‚  Ã‚  Ã‚  Ã‚   After writing his first few books, Irving was left disappointed that although the literary critics embraced them, for the general masses his books fell on deaf ears.   (Hill 250) Unfortunately it is the general case that the masses and the elite are not in agreement on what is worth reading.   With this in mind, Irving set out writing The Cider House Rules with the intent of reaching not only the critics but the general populace as well.   Similarly, Homer starts life accepted only within the narrow confines of the orphanage he has grown up in.   His first several attempts have ended with failure, leaving Homer only the comfort of familiar arms.   When Homer sets out several years later, with the maturity of one who has stared life’s failures and unwanted, he hits the world head on and starts to make gradual steps toward full acceptance.      Ã‚  Ã‚  Ã‚  Ã‚   If asked, Irving will flatly deny that he had any ulterior motives in the creation of The Cider House Rules.   He will claim that the thought of abortion did not even enter the picture until he was well into the process. (Twayne’s 12)   However, like Homer, this book was purposefully designed with abortion on the mind of the nurturer.  Ã‚   Homer’s Dr Larch is a man who feels morally obliged to ... ...cs of storytelling in John Irving's 'The Cider House Rules.'." Style 15 July 1998. 1 Apr. 2003 <http://findarticles.com>. DeMott, Benjamin. "Guilt and Compassion." New York Times Book Review 26 May 1985: : I25.   Dickens, Charles. David Copperfield. N.p.: n.p., 1849.   Hill, Jane B. "John Irving's Aesthetics of Accessibility: Setting Free the Novel." The South Carolina Review 16 (1983): 38-44.   Irving, John . The World According to Garp. New York: Ballantine Books, 1982.   Lewis, Roger. "Larger than Life." New Statesman 109 (1985) McFadden, Maria. "The Cider House Rules - Not!" Human Life Review 2000. 13 Apr. 2003 <http://www.cinemagap.com>. The Cider House Rules. New York: Ballantine Books, 1985.   Weinkopf, Chris. "The Cider House Rots." Human Life Review 2000. 13 Apr. 2003 <http://www.cinemagap.com/>.

Louis Vuitton Strategy Essay

LVMH is the world’s leading luxury products group. The strategy of LVMH is based on combining LVMH fashion and leather goods. Net sales have grown 57% in the past two years. In 2001 LVMH had a strong earning growth in a slumping economy. This was due to the strength of the Louis Vuitton brand, which is the world leader in luxury goods and benefited the younger brands from the synergies that developed within the business group. Each company could focus on their core business design and marketing while they benefited from shared financial and technical expertise. Each one is moving toward its objective and improving sales. Mr. Carcelle made strategic plans to establish the organizations overall goals. LVMH’s goal is to grow faster than their competitors. The logic of acquiring several companies over a short period of time was based on the internal growth of LVMH. They had a strong support of brand image; they are number one in the world with 50 brands and have a strong presence in all luxury sectors. They have a good geographical balance and control over distribution. The strategy was based on the constant and sustainable growth of multi brands. Carcelle’s thought is what happened for the Louis Vuitton brand can and will happen for his new smaller brands. Carcelle is in for the long run and understands the time lines. LVMH is building up design teams and continue to expand and renovate their worldwide store network. They continue to invest in advertising and promotion while making the capital expenditures required to increase production capacity and meet the strong demand for their produc ts. Yves Carcell is charismatic and a visionary leader. He has the ability to create and articulate a realistic, credible, and attractive vision of the future and improved upon the present situation. He is often at his desk well before dawn, but before sitting down to an early morning meeting in his Paris office, Carcelle, 54 invites a visitor to step on to the balcony and watch the sun rise over the Seine. â€Å"Isn’t it beautiful?† he asks with a delighted grin (Business Week-online June 17, 2002) His twenty years working in sales and marketing for consumer goods companies made him the logical  person to preside over LVMH fashion group. Carcelle is a fierce defender of his brands and it is said that he bawled out a French government official attending a Vuitton store opening in Bangkok when he spotted her carrying a fake Vuitton bag. That certainly shows attention to detail. Carcelle is fluent in English, Spanish, and French. His experience and charm make him as comfortable talking with shop managers and designers as he is conducting high powered business negotiations with CEOs. He oversees LVMH’s most valuable portfolio of brands. He must also keep tight control over a global network of factories and stores, without snuffing out the creative spark that gives the luxury business its luster. He was responsible for bringing in new designers to spiff up Vuitton’s styling and expand the product line, while terminating franchise agreements so that LVMH regained exclusive control of retailing. Carcelle’s leadership has been effective. Last year, fueled largely by Vuitton, the fashion group accounted for nearly 30% of LVMH’s $10.8 billion in sales, and more than 80% of its $1.4 billion operating profit. (Business Week-online June17, 2002)

Middle School vs. High School Essay

Waking up on the morning of the first day of high school felt like butterflies took over my stomach. I had to put together an impressing outfit, fix my hair, and put on appealing makeup. Knowing that in about an hour I would be entering a totally different school environment than what I’m used to frightened me. Within every period of the school day, the butterflies started to flutter out of my stomach and into my new learning atmosphere. Although students tend to fear high school and think it is a nightmare to transition from middle school to the next level, attending high school is not much of a dramatic change. Before beginning high school, you are required to pick levels that you feel comfortable with that correspond with the school-picked courses. You also have to choose three elective classes. Any of these classes could include Art, Chorus, Intro to Family and Consumer Science, Accounting, Graphic Presentations, and many more. All of your chosen classes receive a letter grade, just like middle school, but the required classes are picked according to your academic capability. For example, if you are the type of student that does not do well scholarly, you would choose a level three class. This option is a great way to do better in school. Also in high school, there are more extracurricular options. High school offers a numerous amount of clubs and sports. From soccer and swimming to ping pong club and French club. If any of the extracurricular activities don’t interest you, you even have the opportunity to create your own club with the help of a teacher. In middle school, your classes are already selected and you cannot change them. These classes are mandatory, just like high school, but everyone learns at the same level. This can be a disadvantage for students who take longer to process than others. Also, in middle school, you cannot create your own clubs. The sports and clubs the school provides are your only selections. Transitioning to high school is a big eye opener especially because of the people. Guys have facial hair and girls are more matured. High school goes hand in hand with many different kinds of people and different types of cliques as well. Some examples are jocks, nerds, populars, druggies, and gays. In middle school, there were less people making everyone familiar with  each other. Some being naà ¯ve and inexperienced, they are not used to seeing different types of people. Overall, high school is a lot bigger. Not only is there a downstairs, but an upstairs as well and there are many more hallways. Even though classes are farther apart, there is more time in between classes. In fact, three minutes more than middle school. This allows time to go to your locker before a class and you can even stop to talk in the hallways. Since middle school allowed only two minutes in between classes, you had to be quick with exchanging books. In high school, you can take your time and arrive to class on time. The transition to high school is a big step in education, but it does not have to be a feared one. A new environment brings with it new challenges and worries, however, after awhile you will realize it wasn’t much of a striking change as you thought.