Status of women in ISLAM

Outline woman-as vital to life as man himself Islam gives woman rights and privileges, never grated before Quran addresses men and women Jointly Modern woman seeks rights by force Woman has equal share In every aspect of life She is equal In responsibilities She is equal in pursuit in knowledge She is entitled to equal freedom of expression Islam determines her share in inheritance A misconception regarding this share & her witness to civil contact Some advantages woman enjoys more than the man Veil-not a hindrance rather a blessing for woman ConclusionThe status of woman In Islam constitutes no problem. The attitude of the Qur'an and the early Muslims bear witness to the fact that the woman Is, at least, as vital to life as man himself. Had it not been for the impact of foreign cultures and alien influences, this question would have never arisen among the Muslims. The status of woman was taken for granted to equal to that of man. It was a matter of course, a matter of fact. and no o ne. then. considered it as a problem at all. There is a lot of talk about woman's rights in Pakistan and other Muslim countries these days.The Western media is projecting a very gruesome and poor plight of woman in Muslim countries with the intension of distorting the true image of Islam. Unfortunately, this propaganda is proving quite effective and the entire west and a small section of females in our society have misinterpreted Islam as being the cause of their troubles instead of the Aryan culture that we have inherited. In order to understand what Islam has established for woman, there is no need to deplore her plight in the pre- Islamic era or in the modern world ot today.Islam has given woman rights and rivileges which she has never enjoyed under other religious or constitutional systems. This can be understood when the matter Is studied as a whole In a comparative manner, rather than partially. The rights and responsibilities of a woman are equal to those of man but they are not necessarily identical with them. Equality and sameness are two quite different things. This difference Is unaerstanaaDle Decause man ana woman are not laentlcal out tney are created equals. With this distinction in mind, there is no problem.It is almost impossible to find even two identical men or women. Islam was revealed at time when people denied the humanity of the woman. Some were skeptical about it; and still others admitted it, yet considered the woman a thing created for the humble service of the man. With the advent of Islam, circumstances improved for the woman. The woman's dignity and humanity were acknowledged for the first time. Islam confirmed woman's capacity to carry out Allah's commands, her responsibilities and observations of the commands that lead to the heaven.Islam considers woman as a worthy human being, with an equal share in humanity to that of the man. Both are two branches of a single tree and two children from the same father, Adam, and mother, Eve. T he status of woman in Islam is something unique that has no parallel in any other religion. In the midst of the darkness that engulfed the world, the divine revelation echoed in the wide desert of Arabia with a fresh, noble, and universal message to humanity: â€Å"O mankind!Be dutiful to your Lord, Who created you from a single person (Adam), and from him (Adam) He created his wife [Hawwa (Eve)], and from them both He created many men and woman†¦Ã¢â‚¬ ¦. (An-Nisa:l)†. Stressing this noble nd natural conception, then the Holy Quran states: â€Å"He (God) it is Who did create you from a single soul and there from did create his mate, that he might dwell with her (in love)†. (Quran 7:189) In the early days of Islam when a girl was born, she was buried alive. This custom is still observed in Hinduism.However, the Holy Quran forbade this custom and considered it a crime like any other murder. The Holy Quran says: â€Å"And when the female (infant) buried alive- is qu estioned, for what crime was she killed? † (Quran 81:8-9) Far from saving the girl's life so that she may later suffer njustice and inequality, Islam requires kind and Just treatment to her. The saying of the Holy Prophet Muhammad (PBUH), in this regard, is following: â€Å"Whosoever has a daughter and he does not bury her alive, does not insult her, and does not favour his son over her, God will enter him into Paradise†.The Holy Quran provides us a clear- cut proof that woman is equal in all respects with man before Almighty God in terms of her rights and responsibilities. The Holy Quran states: â€Å"Every soul will be (held) in pledge for its deeds† (Quran 74:38) In terms of religious obligations, such as ffering daily prayers, fasting and pilgrimage, woman is no different from man. In some cases indeed, woman has certain advantages over man. For example woman can and did go into the mosque during the days of the Holy Prophet (PBUH) and thereafter attending th e Friday prayers is optional for them while it is mandatory for men.This is clearly a tender touch of the Islamic teachings because of the fact that a woman may be nursing her baby and thus may be unable to offer prayers in mosque. They also take into account the physiological and psychological changes associated with her natural female functions. The right of females to seek knowledge is not different from that of males. When Islam enjoins the seeking of knowledge upon Muslims, it makes no distinction between man and woman. The Holy Prophet Muhammad (PBUH), said: â€Å"Seeking knowledge is mandatory for every Muslim†.This declaration was very clear and was implemented by Muslims throughout history. According to a hadith attributed to Holy Prophet Muhammad (PBUH), he praised the woman of Madina because of their desire religious knowledge, â€Å"How splendid were tne women 0T tne Ansar; sname a a not prevent tnem Trom Decomlng learned In tne aith. † Under Islamic law, m arriage was no longer viewed as a â€Å"status† but rather as a â€Å"contract†, in which the woman's consent was imperative. The dowry, previously regarded as a bride-price paid to the father, became a nuptial gift retained by the wife as a part of her personal property.The Holy Quran clearly indicates that marriage is sharing between the two halves of the society and its objectives are emotional well-being and spiritual harmony. Its bases are love and mercy. The rules for married life in Islam are clear and in harmony with upright human nature. In onsideration of the physiological and psychological make-up of man and woman, both have equal rights and claim on each other, except for one responsibility, that of leadership. This is a matter which is natural in any collective life and which is consistent with the nature of man. Status of women in ISLAM Outline woman-as vital to life as man himself Islam gives woman rights and privileges, never grated before Quran addresses men and women Jointly Modern woman seeks rights by force Woman has equal share In every aspect of life She is equal In responsibilities She is equal in pursuit in knowledge She is entitled to equal freedom of expression Islam determines her share in inheritance A misconception regarding this share & her witness to civil contact Some advantages woman enjoys more than the man Veil-not a hindrance rather a blessing for woman ConclusionThe status of woman In Islam constitutes no problem. The attitude of the Qur'an and the early Muslims bear witness to the fact that the woman Is, at least, as vital to life as man himself. Had it not been for the impact of foreign cultures and alien influences, this question would have never arisen among the Muslims. The status of woman was taken for granted to equal to that of man. It was a matter of course, a matter of fact. and no o ne. then. considered it as a problem at all. There is a lot of talk about woman's rights in Pakistan and other Muslim countries these days.The Western media is projecting a very gruesome and poor plight of woman in Muslim countries with the intension of distorting the true image of Islam. Unfortunately, this propaganda is proving quite effective and the entire west and a small section of females in our society have misinterpreted Islam as being the cause of their troubles instead of the Aryan culture that we have inherited. In order to understand what Islam has established for woman, there is no need to deplore her plight in the pre- Islamic era or in the modern world ot today.Islam has given woman rights and rivileges which she has never enjoyed under other religious or constitutional systems. This can be understood when the matter Is studied as a whole In a comparative manner, rather than partially. The rights and responsibilities of a woman are equal to those of man but they are not necessarily identical with them. Equality and sameness are two quite different things. This difference Is unaerstanaaDle Decause man ana woman are not laentlcal out tney are created equals. With this distinction in mind, there is no problem.It is almost impossible to find even two identical men or women. Islam was revealed at time when people denied the humanity of the woman. Some were skeptical about it; and still others admitted it, yet considered the woman a thing created for the humble service of the man. With the advent of Islam, circumstances improved for the woman. The woman's dignity and humanity were acknowledged for the first time. Islam confirmed woman's capacity to carry out Allah's commands, her responsibilities and observations of the commands that lead to the heaven.Islam considers woman as a worthy human being, with an equal share in humanity to that of the man. Both are two branches of a single tree and two children from the same father, Adam, and mother, Eve. T he status of woman in Islam is something unique that has no parallel in any other religion. In the midst of the darkness that engulfed the world, the divine revelation echoed in the wide desert of Arabia with a fresh, noble, and universal message to humanity: â€Å"O mankind!Be dutiful to your Lord, Who created you from a single person (Adam), and from him (Adam) He created his wife [Hawwa (Eve)], and from them both He created many men and woman†¦Ã¢â‚¬ ¦. (An-Nisa:l)†. Stressing this noble nd natural conception, then the Holy Quran states: â€Å"He (God) it is Who did create you from a single soul and there from did create his mate, that he might dwell with her (in love)†. (Quran 7:189) In the early days of Islam when a girl was born, she was buried alive. This custom is still observed in Hinduism.However, the Holy Quran forbade this custom and considered it a crime like any other murder. The Holy Quran says: â€Å"And when the female (infant) buried alive- is qu estioned, for what crime was she killed? † (Quran 81:8-9) Far from saving the girl's life so that she may later suffer njustice and inequality, Islam requires kind and Just treatment to her. The saying of the Holy Prophet Muhammad (PBUH), in this regard, is following: â€Å"Whosoever has a daughter and he does not bury her alive, does not insult her, and does not favour his son over her, God will enter him into Paradise†.The Holy Quran provides us a clear- cut proof that woman is equal in all respects with man before Almighty God in terms of her rights and responsibilities. The Holy Quran states: â€Å"Every soul will be (held) in pledge for its deeds† (Quran 74:38) In terms of religious obligations, such as ffering daily prayers, fasting and pilgrimage, woman is no different from man. In some cases indeed, woman has certain advantages over man. For example woman can and did go into the mosque during the days of the Holy Prophet (PBUH) and thereafter attending th e Friday prayers is optional for them while it is mandatory for men.This is clearly a tender touch of the Islamic teachings because of the fact that a woman may be nursing her baby and thus may be unable to offer prayers in mosque. They also take into account the physiological and psychological changes associated with her natural female functions. The right of females to seek knowledge is not different from that of males. When Islam enjoins the seeking of knowledge upon Muslims, it makes no distinction between man and woman. The Holy Prophet Muhammad (PBUH), said: â€Å"Seeking knowledge is mandatory for every Muslim†.This declaration was very clear and was implemented by Muslims throughout history. According to a hadith attributed to Holy Prophet Muhammad (PBUH), he praised the woman of Madina because of their desire religious knowledge, â€Å"How splendid were tne women 0T tne Ansar; sname a a not prevent tnem Trom Decomlng learned In tne aith. † Under Islamic law, m arriage was no longer viewed as a â€Å"status† but rather as a â€Å"contract†, in which the woman's consent was imperative. The dowry, previously regarded as a bride-price paid to the father, became a nuptial gift retained by the wife as a part of her personal property.The Holy Quran clearly indicates that marriage is sharing between the two halves of the society and its objectives are emotional well-being and spiritual harmony. Its bases are love and mercy. The rules for married life in Islam are clear and in harmony with upright human nature. In onsideration of the physiological and psychological make-up of man and woman, both have equal rights and claim on each other, except for one responsibility, that of leadership. This is a matter which is natural in any collective life and which is consistent with the nature of man.

Leadership Through Followership: Examining the Life of Edith Cavell

Leadership through Followership: Examining the Life of Edith Cavell During her final hours in the clutches of the German forces during the First World War, Edith Louisa Cavell summarized her life’s work with the famous quote, â€Å"I realize that patriotism is not enough; I must have no hatred or bitterness towards anyone. † These words capture not only the spirit of who Edith Cavell was and what she stood for; they embody the very essence of what it means to be a nurse. Theorists and scholars alike have stated that the core component of the nursing profession is caring. To Edith Cavell, caring knew no boundaries, and thus, neither did her nursing expertise. While it is correct to view Edith Cavell and her heroic actions during her life through the lens of leadership, one would be remiss should they choose to ignore the contributions she made to nursing and her country by being an exemplary follower. This essay will briefly explore the life of Edith Cavell and demonstrate how her actions and personal characteristics contributed to her ability to be an effective follower and thus, a visionary leader. Background Edith Louisa Cavell was born on December 4th, 1865, in Swardeston parish in the county of Norfolk in Eastern England. She was raised in a household comprised of strict Anglican beliefs enforced by her father, Reverend Frederick Cavell. It has been written that no books were allowed in the house except for the bible. Her devout religious faith would prove to be the guiding force behind her charity during her life. She began to train as a nurse in 1900 at the age of twenty at the London Hospital. Seven years later, she was recruited to become the matron of Berkendael Medical Institute in Brussels, Belgium. Not impressed with the current state of nursing in Belgium at the time, she sought to improve standards and regulate certain elements of practice by becoming an influential nurse educator. After the eruption of the First World War in 1914, Cavell vacated her again-home of England and returned to Belgium to resume her position as matron of the Berkendael Medical Institute, which had been converted by the Red Cross into a military hospital allowing the treatment of both German and Allied soldiers (Duffy, 2011). Despite Belgium’s declared neutrality, the country was promptly invaded and occupied by strict German forces. Cavell, knowing the inherent dangers of war, retained her post and continued to treat the sick and wounded. Knowing that many British soldiers were now trapped in German-occupied Belgium, her efforts were soon directed at assisting surrounded these British soldier’s in their return to England. Cavell was subsequently responsible for the safe removal of over 200 Allied soldiers from Belgium between 1914 and 1915. She provided shelter in safe houses, as well as false identification papers and guides out of the country. Unfortunately, she came under suspicion by the German military. This was not helped by her outspoken views on the perceived injustice of the German occupation (Tejvan, 2010). Cavell was apprehended by German authorities and eventually succumbed to interrogations. She was charged with treason and sentenced to death. Worldwide condemnation of the verdict (and the fact that she treated German and Allied soldiers indiscriminately) did little to detour the German military’s decision. Wearing a nursing uniform, Edith Cavell was executed by firing squad on the morning of Oct. 2, 1915. Global outrage ensued shortly thereafter. American and British mourners were particularly sensitive towards Cavell’s unjust execution; it ignited anti-German sentiment from both Americans and the British, serving as the catalyst for worldwide press coverage sympathetic towards the United States and Britain’s forthcoming war effort (Fee & Roth, 2010, pp. 1865-1866). Followership Behaviour The concepts of leadership and followership are deeply intertwined (Grayson & Speckhart). Edith Cavell’s traits as a follower allowed her to be an effective leader. The term follower is open to subjective interpretation, yet one particularly helpful definition is â€Å"[an individual] that follows the teachings and/or opinions of another† (Merriam-Webster, 2011). Grossman and Valiga have further expanded on the word ‘follower’ and have coined the term â€Å"effective follower† (2009, p. 41). In contrast to the above definition, the effective follower â€Å"functions independently, thinks critically about ideas that are proposed or directions that are suggested, and [is] actively involved† (Grossman & Valiga, 2009, p. 1). They further suggest that effective followers have six common characteristics also possessed by effective leaders: assertiveness, determination, courage, an ability to act as a change agent, openness to new ideas and willingness to challenge ideas, and a willingness to serve (2009, p. 44). Edith Cavell displayed all of the above traits at one point or another during her lifetime which suggests she was an effective follower, and therefore, an effective leader. Edith Cavell was assertive, determined, and courageous. In defiance of the Red Cross’s code of non-military involvement (2011) as well as German military code of conduct, she continued to smuggle British men out of occupied Belgium despite knowing in full that a sentence of death by court martial was the penalty. Upon capture and interrogation by the German military, she confessed in full to her alleged crimes of treason, a testament to not only her courageous nature but her rigid abidance to her values. She continued to serve her country despite knowing it could possibly end in her demise. On a less dramatic note, she was a proponent of increasing the value placed on not only nurses but women in general. Doing this during a time when women’s issues were considered less important than men’s required ample courage. This is also consistent with the following point. Edith Cavell demonstrated effective followership behaviour (thus effective leadership behaviour) by being open to new ideas, possessing a willingness to challenge ideas, and acting as a change agent (Grossman & Valiga, p. 44). Her willingness to challenge ideas was demonstrated by her public protest of the German occupation of Belgium and distain of German treatment of Allied soldiers. She acted as a change agent by inventing ways to smuggle Allied soldiers out of the country. Cavell also demonstrated these three behaviours during her stint as matron for the Berkendael Medical Institute. As described previously, she was unimpressed with what were current nursing standards in Brussels. For example, she instituted the practice of follow-up home visits for patients following discharge (Ryder, 1975). Cavell hypothesized that this would prevent readmissions, which indeed it did. It can also be said that Cavell was a foreword thinker on her views on gender. She was once quoted as saying, â€Å"The old idea that it is a disgrace for women to work is still held in Belgium and women of good birth and education still they think lose [status] by earning their own living†, suggesting that even in the early portion of the 20th century, Edith Cavell believed the notion of women being excluded from the workforce was antiquated. Lastly, Cavell possessed a â€Å"willingness to serve† (Grossman & Valiga, 2009, p. 4). Grossman and Valiga suggest that loyalty is one trait commonly held by effective followers (2009, p. 44-45). Cavell was loyal and ‘served’ in two ways. First, she was extremely religious. As mentioned prior, she was raised in a strict Anglican household under the supervision of her pastor father, and thus was loyal to the teachings of Christianity. There exist two key elements inherently rooted in any religion: followership and caring. If one abides by the definition of followership stated prior then individuals practicing a religion, as was Edith Cavell, are followers. One of the core messages common to all biblical scripture, regardless of the chosen religion, is one of caring for other people and creating nurturing environments. Cavell’s selflessness was ultimately spurred on by her unwavering commitment and loyalty to the teachings of her religion. To demonstrate her faith, it has been said that during the two weeks she spent in solitary confinement prior to her execution the only books she requested were the Holy Bible and The Imitation of Christ, a medieval volume of meditations that emphasizes self-abnegation and suffering (Shaddox, 1999, p. ). Second, she had a willingness to serve her country. In addition to being a devout Christian, Cavell was a dedicated patriot. She possessed a love and devotion for Great Britain rivalled by few. This was demonstrated by her loyalty to her fatherland even in the face of formidable danger. It is interesting to note that this sense of patriotism was seemingly abandoned during her final hours of imprisonment by the German military, in which she uttered the famous quote mentioned at the beginning of this essay. Implications for Nursing The life of Edith Cavell impacted the nursing profession in a number of ways. On a superficial level, multiple hospitals and schools have been named in her honour (see Appendix). She was also in influential in the early creation of professional nursing journals. During her stint as matron in Brussels, she was credited with the launch of L'infirmiere, which documented proper nursing standards and practices (Tejvan, 2010). It can be said, however, that her greatest contribution may not have come in life, but in death. While execution by firing squad lays in the extreme, she continues to serve as a symbol to nurses and non-nurse’s alike as to the level of personal sacrifice and emotional dedication many nurses put into the profession every day. This was presumably never her original intention, but through martyrdom Edith Cavell will forever live as an inspiration to all nurses in the annals of nursing history. Conclusion Edith Cavell is an important figure in nursing history. Her ability to lead was preceded by her ability to demonstrate effective followership skills. Her patriotism and devout faith, both of which are rooted in the concept of followership, provided the foundation for many of her life’s endeavours. Ultimately, though, it was her loyalty to her fellow person which proved to be the true motivation behind her actions. Nurses everywhere can proudly use Edith Cavell as a role model for their nursing endeavours, and will hopefully use her story for inspiration to care without borders.

The Nile Paper

River of Africa Surrounding landforms and availability of resources affect civilizations. The survival of countries in Africa relies on the Nile River. Physical landforms, climatic agriculture as well as ancient cultures and advances contribute to the effective utilization of the Nile. Various subdivisions and landforms along the coast of the river present tremendous opportunities for the Africans. Over time, the control of water intake and the substantial contribution of different climates create a vast diversity among the vegetation because of the proliferous soil by the Nile’s annual flood.The formation of ancient cultures, agriculture, and technologies significantly contributed to the developing countries adjacent the banks of the Nile. The tributaries, landforms and various transportation opportunities assist the Africans. The tributaries connect several locations in Africa to provide the countries with water, exploration, and fertile land. The portion of the river in Nor th Africa consists of three main sources: the White Nile, the Blue Nile, and the Atbara Rivers. The White Nile contains the largest mass of water so that during the dry season the river remains sustainable (Middleton vol. ). Western explorers investigated Africa because of the Blue Nile. The Blue Nile â€Å"is the link between the Mediterranean and the Deep Interior;† therefore, â€Å"the search for its source drew many Western explorers into Africa† (Murray 170). Among many of the smaller tributaries, the Atbara provides water in Ethiopia during the dry season. The Atbara â€Å"runs through the Ethiopian highlands during the wet seasons, but is dry from January to June† (Barrow). Therefore, it provides the amount of water suitable for the environment during that half of the year.The waters and soils of the Nile, the largest river in the world, supplies life to the barren desert and the river’s neighboring area. The two lands surrounding the Nile affect t he flooding and climate zones. The black land â€Å"was the fertile land on the banks of the Nile† (Barrow). Black layer contains silt which contains layers of sediments left behind from the annual flood; moreover, the sediments made the land useable for agriculture. The red land â€Å"was a region of inhospitable desert† (Barrow). This region of desert protected the Egyptians from attack bordering the country.The headwaters of the flood water originate from the Ethiopian Highlands. Every summer, â€Å"rain in the Ethiopian highlands sent a barrage of water that overflowed the banks of the Nile† (Barrow). Without the precipitation in the Ethiopian Highlands, the river would cease to provide any nutritional soil; as a result, the prominent agricultural land would indefinitely vanish from existence, leaving a barren, tundra like land. The waters contain numerous beneficial obstacles environing the area. The small ridges of the central plateaus mean that â€Å"the lower courses of rivers are characterized by waterfalls and cataracts† (Murray 12).The cataracts and waterfalls redirect the course of the river, affecting the vegetation and farming around it. Settlement in Sudan depends on the river. The White Nile River flows â€Å"north across the Sudanese border into the Sudd, the world’s largest permanent swamp† (Middleton 3: 66). Even though half of the river’s water evaporates in the swamps, half of Sudan’s population lives among the banks of the subsidiary. The river’s surrounding features, as well as the tributaries and waterfalls, significantly contribute to the welfare of the country’s needs.Flooding and climate influence the vegetation in the area, which remains vital for existence. Irrigation manipulates the growth and development of agriculture; moreover, irrigation systems contribute to improve the effective utilization of the river. Because of the dry climate and vast desert surroundi ng the river, the irrigation remains for life. The continents â€Å"unreliable rainfall and frequent drought make irrigation an essential tool for agriculture† (Middleton 2: 159). Irrigation supplies the water for the crops during the dry season, which remains essential for food. Flood cropping exemplifies ancient forms of irrigation and technology.The Egyptians would plant crops, and would then flourish when the river floods in the fall, followed by harvesting the crops in the winter; moreover, the people named the system basin irrigation for the pattern of events. (Middleton 2: 159). Flood cropping did not create an abundance of crops due to the unusual pattern of the great flood. In the early stages of developing irrigation, Egyptians formed a system called basin irrigation. When the Nile floods, the water fills the basin; as a result, when the river fell the farmers allowed â€Å"the water to drain away and then plant crops in the wet soil left behind† (Middleton 2 : 159).Basin irrigation created a mass majority of the planted crops which created a bountiful amount of food for the people; however, the farmers could only plant crops once a year. The vegetation grown around the Nile River Basin depends merely on the flooding season and by the proliferous soil. The annual flood of the Nile contributes to the mass vegetation and of the cycle of growth. The close correlation between the distribution of soil and vegetation remains a significant factor for plant cover in soil formation. The flood produces soil needed for growth of various types of vegetation.When the annual flood recedes, the river leaves a â€Å"thick layer of silt which was excellent soil to plant seeds in the soil after it had been ploughed† (Barrow). The silt provides the necessity to properly grow plants. The cycle of the growing crops consist of Akhet, Peret, and Shamuc. During the months of June through September, also known as the Akhet, the annually flood occurs; also , during these months, farming has ceased (Barrow). From the months of October through February, or the period called the Peret, the floodwaters recede, leaving a thick layer of silt; moreover, during this time the farmers plough the soil (Barrow).During the time of Shamuc, months from March through May, the farmers harvest the crops and workers repair the canals (Barrow). The three periods of time work in perfect tandem to grow crops. The vegetation grown in the Nile Basin depends on the soil for nutrients. One of the most prominent crops grown for centuries yet to come remains wheat and other types of grain along the Nile River. The grain along the Nile supplies people to make â€Å"bread, porridge, and beer. After the grain was grown, they grew assorted fruits† (Barrow).The vegetation grown in the Nile supplies the people with nourishment and trade opportunity. The climate along the Nile affects the type of vegetation grown along the banks as well as the human livelihood. The Nile consists of four climates: the tropical wet, the tropical dry, steppe, and desert. The tropical wet and tropical dry lie in the South of Africa, and they receive much rainfall, with some dry seasons (Boehm). The desert and steppe climate lie near the Mediterranean Sea, along the start of the Nile.They receive less than ten to fourteen inches of rain a year; moreover, they have little vegetation, leaving the various locations barren with extreme temperatures (Boehm). The strip of land along the Nile makes it hospitable because of the giant mass of water. Farmers use animals mostly for work, labor, and production of food. They would use these animals for â€Å"trampling in the seeds, pulling the plough, eating unwanted grain and providing them with food† (Barrow). The animals play an important role for the livelihood of the people by providing food, labor, and help with farming.The vegetation growth depends on the annual flood, climate, and animals of the area. The bas e of civilizations, technological advances, and cultures primarily exist in Africa because of the Nile, which makes it essential for the countries environing the area prosperous. Transportation began early for the Egyptians because of trade and fishing, but eventually they developed technologies for transferring goods to other countries. The ancient Egyptians developed boats from papyrus to obtain fish and materials for other necessities (Boehm). As the technologies advanced, other ideas arose to get to certain points in the river.The people would use â€Å"steamers to transport only to a certain point in the river† (Barrow). The steamers would eventually head to the Mediterranean through various tributaries until the goods traveled all around the world. This process would only be possible through the Nile River, which provided transportation to associate themselves with other countries. The start of a great civilization, Egypt, would progress only with the significant contri bution of the Nile River. Many Egyptians inhabited close to the Nile because it provided transportation, water, and amazing soil for growing crops.Through farming, the Egyptians created new mechanisms to make farming easier for the farmers. (Murray). A main source of food for the Egyptians remains fish. The most wanted fish from Africa today, the Nile Perch, has been shipped all around the world (Middleton Vol. 4). Today, almost all of the Egypt’s residents live along the Nile Delta or the along the course of the river. The river supplied the African countries with technology and culture, as well as the prominent ancient civilization of Egypt. Culture and energy existed because of the Nile River’s presence.Religion has been spread from country to country by the existence of the Nile tributaries. The capital of Sudan, Khartoum, lies between the White and Blue Nile. The spread of the Muslim religion has a major influence on the country, and â€Å"it is the primary relig ion of the Nile† (Murray 173). The religion was established when Muhammad had begun preaching around the Nile Valley, spreading it to various parts of the continent. Along the banks of the Nile, the Egyptians harvested a plant named sorghum. Because of the sorghum, the Egyptians developed â€Å"crafts such as boating, matting, basketry, and pottery† (Murray 46).The Nile provided vegetation and materials to further develop technologies in agriculture and aquaculture. Africans developed new technologies to harvest power from the water, and the future of energy, hydroelectric power. Today, â€Å"electricity is provided by generators powered by the Aswan Dam† (Boehm 426). The Nile’s Aswan Dam, developed to control the annual flood and preserve water, provides electricity for the people surrounded by the Nile. The Nile provided the ancient Egyptians with necessities, and the river continues to contribute to Egypt and Sudan today.Without the existence of the Nil e, Egypt would remain barren and underdeveloped. The base of Egyptian civilization and technologies developed the countries encircling the coast. Moreover, the Nile provides the people with food, electricity and transportation, which remain a significant aspect of everyday life. Although new developments have altered the need for the Nile, people still rely on the Nile. ? Works Cited Barrow, Mandy. Ancient Egyptian Farming. Chiddingstone Church of England School, Jan. 2013. Web. 21 Jan. 2013. Barrow, Mandy. The River Nile. Chiddingstone Church of England School, Jan. 013. Web. 21 Jan. 2013. Boehm, Richard G. World Geography and Cultures. Columbus, OH: McGraw-Hill Companies, 2012. Print. Middleton, John. Ed. Africa; an Encyclopedia for Student. Volume 2. New York: Charles Scribner’s Sons, 2002. Print. Middleton, John. Ed. Africa; an Encyclopedia for Student. Volume 3. New York: Charles Scribner’s Sons, 2002. Print. Murray, Jocelyn. Ed. The Cultural Atlas of Africa. New York: Checkmark Books, 1998. Print. Nile, Battle of the: Nile River. Photograph. Encyclopedia Britannica. Web. http://www. school. eb. com. com/eb/art-228/ ?

Different Types of Yoga in Hinduism Serves Different Functions Research Paper

Different Types of Yoga in Hinduism Serves Different Functions - Research Paper Example This is accomplished through various stages in Yoga. In the present context, evolution of yoga, its types and their bases will be studied through the available literature. 2. Historical perspective: Yoga is a proven method of application to achieve a stress-free life. Yoga, in Sanskrit, means ‘to yoke’ or ‘to unite’ (Feuerstein, 36). The Bhagavad-Gita is the sacred text of the Hindus and the basis for Hindu religion, which contains teachings from the Hindu deity, Lord Krishna. This text explains that human beings are constantly in conflict with self and surroundings through emotions, which is the reason for all misery. In order for humans to liberate themselves from various forms of misery, it is important to achieve a balance between the mind, body and soul, which can be accomplished through Yoga. This art helps in uniting the mind, body and soul through various postures, breathing patterns, meditation, chanting, worship etc. These differential practices ar e different forms of Yoga. 3. Types of Yoga: Numerous types of yoga have been described in various texts, and classification of yoga has constantly been debated. In fact, the ancient text on Yoga identifies almost 112 types of yoga (Singh, p.ii), and is based on Hindu Lord, Siva’s teachings. ... 3.1 Karma Yoga: This yoga forms Lord Krishna’s basic teaching in the Bhagavad-Gita, and implies that ‘duty,’ ’deed,’ or ‘action’ alone should be the main aim of human being. Human beings should perform their rituals and duties in the most ethical and honest manner without expecting any return. This yoga is derived from the doctrine of Karma and reincarnation, which means an individual’s present life is shape by his/her actions in past life; and that the individual’s present actions and work would shape the future births (Robinson, 39). Karma yoga is the yoga of service or work, and actions. Actions include prayers and rituals for self-purification and service is that of serving the humanity. Every human being born on earth has to fulfill his duties and responsibilities, which will ultimately bring liberation from bonding and obligations through righteous actions/deeds (Robinson, 60). Moreover, experiences, results, happines s, sadness, pain and sorrow are all results of one’s own actions. Karma Yoga teaches that all human beings should strictly fulfill their respective responsibilities without expecting any specific outcomes. Such dedication towards duties will ease tension, stress, and attachments because actions will determine the results. 3.2. Jnana Yoga: This is the yoga of Knowledge about the self, God and the real world, which is acquired through the senses upon meditation. This Yoga requires the mind to settle in a peaceful state. Jnana Yoga is extremely difficult to practice because this requires a perfect balance between the mind and the body. Here, knowledge does not refer to information and understanding, but realization of the self. So, to practice Jnana

Story Structure and Meaning of Mulholland Drive Movie Review

Story Structure and Meaning of Mulholland Drive - Movie Review Example The film tells the story of young, naà ¯ve Betty, who arrives in Hollywood to become a famous actress. Betty is tangled up in a mystery involving another woman who is suffering from amnesia after a car accident, Rita, and a film director, Adam. Towards the end of the film it becomes apparent that Betty is actually an actress called Diane who is tormented by nightmarish visions after she ordered her ex-lover Camilla to be killed. Diane's guilt and dark visions become unbearable and in the end she kills herself. Main character Betty Elms is introduced at 1.40 minutes during the pre-title sequence. The first act starts after this sequence, at 2 minutes. The 2nd main character, Rita (Camilla), is introduced at 4.20 after the title sequence. Antagonist number 1- the monster behind the dinner Winkie’s is introduced in the 16th minute. ... The first act is therefore 38 minutes long. From now on, little hints that seem to lead to the answer of the main question are given. First, it is revealed that Rita's purse is full of money and it also contains a mysterious blue key. Then, Rita remembers the name 'Diane Selwin' in the 48th minute. This realization triggers a whole new set of obstacles for Rita and Betty. They find Diane dead in her apartment. Then it is revealed that the contract killer is looking for Rita. Adam meanwhile has multiple conflicts to deal with as well: he gets sacked from his own film, his wife cheats on him, and he is broke. A mysterious cowboy tells him to cast Camilla Rhodes in his film in order to sort out all his problems. When he does, Adam seems to be safe and doesn't need to fear the reappearance of the threatening cowboy any longer. I believe the climax to be the scene when Diane splits up with Camilla (120 minutes), as this is the turning point in Diane's life: her jealousy will drive her to commit murder. So the 2nd act would be from the 40th to the 120th minute, making it 80 minutes long (consequently, the 3rd and final act is 20 minutes long.) Therefore, Mulholland Drive's 40-80-20 structure fulfills the usual 3 act structure formula for screenplays perfectly. The general formula for screenwriters states that the first act is usually twice as long as the last act and that the 2nd act makes up the biggest part of any movie (usually two thirds). The ending is tragic-the main character Diane kills herself as she can't cope with her guilt and nightmares any longer. From the moment she made the decision to hire the killer, her tragic fate was sealed. The main subplot is Adam's struggle to make his movie. It starts when Adam’s character is introduced in the 26th

Christians in the Empire Essay Example | Topics and Well Written Essays - 1000 words

Christians in the Empire - Essay Example Hence it is easy to imagine what a multitude of people can be reformed if an opportunity for repentance is afforded." The Roman Empire has also forbidden any secret meetings, and considered them to be political associations against the emperor as Pliny clearly states: "in accordance with your instructions, I had forbidden political associations." Christians were treated like treators, like conspirators, to the state and the established pagan religion. Pagans considered Christians to be a threat to their own gods, and they considered that misfortunes or natural disasters came from the Christians' God. Pliny didn't know how to prosecute the Christians. For him they were superstitious people, just ignorant people. So Pliny states the following as he didn't know what to do: "I have never participated in trials of Christians. I therefore do not know what offenses it is the practice to punish or investigate, and to what event. . ." Trajan tells him that he has treated the matter in the right way when he said: "You observed proper procedure, my dear Pliny, in sifting the cases of those who had been denounced to you as Christians." There is some uncertainty in Trajan's mind when he said: "For it is not possible to lay down any general rule to serve as a kind of fixed standard." But Trajan is positive about not persecuting the Christians. So he said: "They are not to be sought out". This policy makes it easier for Christians to live in the Empire as they were not going to be chased openly. It is also clear in Trajan's words that the anonymous accusations are not going to be taken into account. He said: "But anonymously posted accusations ought to have no place in any prosecution. For this is both a dangerous kind of precedent and out of keeping with [the spirit of] our age." This policy by the emperor eased matters for Christians as they were not going to be persecuted openly, but it was not a perfect solution as they were not considered to be normal citizens in the empire. They were still forbidden. 3. How does Tertullian justify the Christians refusal to worship the emperor Tertullian gives powerful reason for not worshipping the Emperor based on the nature of the Christians conviction about the true God. He said very convincingly: "For we invoke the eternal God, the true God, the living God for the safety of the emperors. . . ." Tertullian states also that Christians do pray in favor of all the emperors with the following words: "Looking up to heaven, the Christians - with hands outspread, because innocent, with head bare because we do not blush, yes! And without a prompter because we pray from the heart - are ever praying for all the emperors. We pray for a fortunate life for them, a secure rule, a safe house, brave armies, a faithful senate, a virtuous

Market and Customers - Apple Essay Example | Topics and Well Written Essays - 2250 words

Market and Customers - Apple - Essay Example Apple therefore has appropriate products for different market segments and is target yet other unique market segments. Among the unique segments is corporate organization. Apple strives to sell its products in bulk to particular corporate organizations, results of effective market researches that influence the profitability of the company. Apple’s target customers are individuals with high purchasing power since they are either within or above the middle class in the different economies. The fact that the company targets corporate organization has thus expanded the company’s market share. This increases the company’s profitability. However, the company’s target market requires specific features in the products they purchase. Key among such features is the quality of the product; this explains Apple’s commitment to the quality of its products. As an element of the marketing mix, price is a fundamental feature that influences the profitability of a product in the market. In setting the price of a product, the company considers numerous features of the product, the cost of manufacture and the cost of doing business thereby arriving at a cost that will enhance the company’s profitability. in determining the price of its product, Apple just as any other manufacture considers the numerous features discussed above thereby retiling its products at market friendly rates in order to not only sustain the profitability of the company but to also enhance the marketability of the product. In order to maximize its profitability, the company can reduce the quality of its products while increasing the price of the product. While such may increase the company’s profits, it will likely lower the company’s profitability. In order to minimize the cost of doing business Apple must embrace the use of technology and rely on e-commerce in overcoming some of the demographic factors that deter the success of trade. The internet

Hindu worship or wedding ceremony Essay Example | Topics and Well Written Essays - 250 words

Hindu worship or wedding ceremony - Essay Example The purpose of worship in Hinduism is to truly to embrace the idea of deity and eternity that centers around the ever-lasting circle of life. Since Hinduism is more focused on sacrifice, the focus of sacrificing animals is prevalent in Hinduism. The name of the God here is Karma. In Hinduism, Karma has become the true essence of the Hindu creed itself. Karma is another focal point that differentiates the two religions. Hindus believe that Gods can only achieve salvation which is clearly depicted in the video. For Hindus, one must undergo a series of events in order to purify himself to achieve salvation. For instance, Hindus worship bhakti-marg, which is the path of surrender and peace. One cannot achieve karma without being in peace with oneself and devoting one’s spirit towards worship. Karma is an eternal aura of enlightenment that is presented in all aspects of life and is a crucial aspect that dictates the lives of all individuals. Another regular yet a powerful ritual th at Hindus practice is the Namaste. The namaste embodies a form of greeting in which modesty and humbleness is portrayed by bringing together the palms. This greeting is very emotional because it is a sign of submission and humility which is what Hindus strive to achieve. These are ritual correlate to the beliefs of the Hinduism religion and are prevalent practiced in India and other

American Foreign Policy since 1877 Assignment Example | Topics and Well Written Essays - 1000 words

American Foreign Policy since 1877 - Assignment Example In its formative years, American foreign policy dealt with issues like challenging the Great Britain, maintaining their trade in the overseas, etc. In spite of these early hindrances, the country has managed itself by emerging into a key international power or even a sole superpower by the end of the twentieth century. During the Gilded Age, instead of having robust foreign policy, America turned its focus on internal growth paving the way for political, military and economic stability of the country. â€Å"In the years that followed, the United States lapsed into diplomatic inactivity, not out of weakness but for lack of any clear national purpose in world affairs. The business of building the nation’s industrial economy absorbed Americans and turned their attention inward.†1 In the early 1920s, the country followed the path of isolationism in their foreign policy by avoiding key role in the League of Nations and seeking to have a free operating authority. However, as time went, the country’s foreign policy turned from cautious into aggressive dealing due to the confident intervening strategies. In the period of President Franklin D. Roosevelt, he confidently intervened in the world affairs through various strategies of presidential diplomacy. As his term coincided with the Second World War, his key role in ending the War and also his successful handling of the colonial conflicts between the nations strengthened American’s position in major areas of the world. In addition, along with United Nations, America invested heavily for strengthening the war-devastated European democracies through the Marshall Plan. This expansion of its foreign policy strategies into Europe also led to the establishment of trade relations with those countries, thereby giving it strong influence in those countries. Thus, its victory in the Second World War and its key role in the post-war phase elevated United States as the most powerful nation in the world leading to dramatic changes in its foreign policies from the political perspective. â€Å"By the end of the war, the United States stood alone, easily the most powerful nation in the world, its power greatly increased by its mobilization and war effort, its rivals defeated, and its allies exhausted†.2 In the days of Woodrow Wilson, the economy of the country expanded into overseas markets as well, and that provided the platform for America to exercise its dominance over Third World Countries, thereby orienting its foreign policy further. That is, the prodigious development of American economy in late 19th century and early 20th century demanded the Americans to look abroad for further economic growth and expansion. â€Å"Through the 19th century, America concentrated on creating a nation that spanned the continent, and it avoided foreign entanglements. Once industrialized and more prosperous, it began looking for foreign markets and colonies.†3 America’s gross d omestic product quadrupled towards the end of the 19th century, which in turn led to the export of surplus products. â€Å"Roughly one-fifth of the nation’s agricultural output was exported, and as industry expanded, so did export of manufactured goods. Between 1880 and 1900, the Industrial share of exports jumped from 15 percent to over 30 percent.†4 These heightened exports and foreign trade relations paved the way for industrial expansion of the country into European as well as

Choose one example of a real protectionist policy that has been Essay

Choose one example of a real protectionist policy that has been implemented by the government of some country and discuss the is - Essay Example Under non-automatic licensing requirements importers need to approach authority for the pre-registration and pre-approval of all imports into the country (USTR, 2012). Over time, rather than eliminating these measures, Argentina brought almost 600 items that include textiles, consumer electronics, bicycle parts, glass, metallurgical products and many more under the ambit of non-automatic import licensing procedures from February 1, 2012. The new requirement served two purposes: firstly, discouraging importers with lengthy and expensive customs procedures and secondly, strengthening domestic economy by supporting local producers. This has impacted many countries worldwide including European Union, the US, Japan, Mexico for they will not be able to export goods to Argentina. Arguments for Setting Such Policy It is important to note that Argentina, apart from being a WTO member, is also a member country of the Mercosur Customs Union and cannot arbitrarily change its tariffs. That is why it has resorted to a novel practice of imposing non-automatic import licensing system for all goods precisely to circumvent WTO and Mercosur free trade rules (Bendini, 2012). Mercopress (2012), a south Atlantic News Agency, reports that Argentina has imposed new restriction on imports in the garb of non-automatic import policy to safeguard domestic producers of the country. European Union Substantially Impacted The European Commission is of the view that licensing procedures adopted by Argentina are cumbersome, lengthy taking more than six months or longer (WTO prescribes 60 days) to complete. It also lacks transparency. Even goods that are not subjected to non-automatic import licensing procedure need to pass through a long and tiresome preapproval import procedure. In 2011, European Union export to Argentina was valued at EUR8.3 billion. Obviously, EU has been impacted significantly due to this protectionist policy of Argentina to curb imports (Bendini, 2012). According to Europe an trade commissioner, Karel De Gucht, the Argentine restrictions on imports have impacted a wide range of European exports of products such as mobile phone, laptops, cars and household appliances. De Gucht argued that as many as 19 WTO members have raised concerns against protectionist policies of Argentina and they would initiate a consultative process to solve the issue and if not resolved, then the EU would approach WTO to establish a panel of arbitrators to decide on the legality of Argentine action (Moss, 2012). Several Other Countries also Affected It is pertaining to note that Mexico, Japan, and the US have filed their separate complaints with the global trade arbiter regarding Argentina's new import policies (ICTSD (2012). In April 2012, at the Import Licensing Committee Meeting of WTO, several member countries that included Japan, Australia, the EU, Turkey, Thailand, Norway, the US, Costa Rica, New Zealand, Colombia, Peru, Chinese Taipei, Korea, Canada and Switzerland comp lained that their exports to Argentina had gone down due to Argentina's licensing requirements. They further complained that Argentinean government had put almost 600 products under a list that required individual approval for import (WTO, 2013). In 2012, similar

Pilot research for the privatization of zain company Paper

Pilot for the privatization of zain company - Research Paper Example For instance, it enables researchers make a choice when they are torn between choosing between a self-administered questionnaire and using interviews. This paper seeks to explicate the steps involved in undertaking a pilot study on the research topic, ‘Privatization of Zain Company in Kuwait.’ Few studies conducted on the telecommunication sector in Kuwait have revealed that privatization of Zain company has played an integral role in the company’s steady growth and expansion. The pilot study was conducted from November and December 2014. In the pilot study, there was strict adherence to study protocol. This implies that a small scale version of the full study was tested. In this regard, sixty one participants randomly selected from customers of Zain Company in Kuwait. The demographics that were emphasized on included age, level of education and the position in which every respondent serves in Zain Company. The researchers invited the subjects to participate in the study. They were given enough time to make up their decision whether they wished to take part in the research or not. They confirmed their consent by signing consent forms. They were then given questionnaires that sought information on their genders, age, profession, educational levels, customer preferences, just to mention but a few. The response rate was recorded and the researchers ensured that data collection went on smoothly. The measuring instrument in this case was the questionnaire. The participants were expected to complete the questions themselves with the help of the research assistants. During this pilot study, it was also vital to ensure that the questionnaire items addressed the research questions accurately. The pilot also tested the appropriateness or comprehensibility of the questionnaire. In addition, it also aimed at finding out whether the questions were clearly understood,

Effective Career Management and Planning Essay Example for Free

Effective Career Management and Planning Essay For individuals career management is one of the important tasks which should be arranged in order for theme to be employable, and successful in their work and life. This essay introduces terms career management, career planning and explain how these two tasks are linked together. Subsequently it also explain how to effectively manage careers. Lastly conclusion and explanation will be given on who is responsible for managing careers, as well as who should plan individuals career to improve effectiveness. There is many ways to describe career management. As it is described by American Management Association it is a cycle of events that enables individuals and companies to achieve their goals (HR Focus 1999). Good management of careers would preferably put employees in most profitable and competitive situation for the businesses, at the same time employees are required to understand what skills will help them to improve and develop in order to achieve rewards from work and personal life. There are two different career managements: organizational and individual (De Vos, A et. all 2008). Organizational career management is set to improve workers effectiveness, this is achieved by findings what workers want and helping them in achieving the goals, at the same time selecting the employees who deserve opportunities the most, in order to motivate them. Individual career management is effort which individual puts to improve career aspiration, it is also very important that employees, while satisfying their personal goals, also satisfy the goals of the organisation. In changing economy of 21st century, people are not able to remain in only one job for the duration of their life. As Handy (1976) said traditional careers are not compatible with new organisation structures. It is also proven by Guest and Mackenzie (2006) that the number of the opportunities of work promotion decreased which would make it more difficult for the employees to move up the ladder in their organisation (Newell 2000). Due to the changes in the organisations, and the fact that employees are not able to work for one employer for the duration of their career, puts more responsibilities for managing careers on the employees themselves in order to achieve their life ambitions. Career management in today’s world requires people to learn continuously for the duration of their career due to increasing amount of technology being used in day to day work. To be competitive in the work, employees have to be current with new technologies and skills, which will increase their employability. Another very important skills employees have to develop are relationships with colleagues and competitors, which will help in observation how the industry is changing, to be modern and competitive in the workplace. Psychological contract is a mutual obligation of employees and employers, this obligation can include promises and expectation from both parties of the contract. Over the years Psychological contract has changed dramatically due to changes in the economy. Psychological contract no longer gives job security, and mainly focuses on short term financial relationship (Atkinson, 2002). These changes put more responsibilities on employees and demand from them to be highly skilled, and marketable. Career planning is a part of career management which consist of activities which lead to achieving career goals, as well as finding their strength and weaknesses (Orpen 1994). Tasks are associated with exploring people’s interests and abilities; it also should include identifying new skills people want to develop. Career planning also involves drawing action plans and making sure the plans are realistic. Planning is one of the tasks which are compulsory to remain employed and competitive in employment market. Planning of career must include variety of strategies carried out in order for the individual to be successful. In order to develop a career plan individual have to go through four steps: self assessment which helps people identify their skills and qualities, research which is design to introduce individual to job from inside, decision making requires individual to choose one of the options available, and lastly taking actions such as looking for jobs as well as keeping in touch with the people in the field (Zigelstain, T). Each of these steps is design to help individual find his ideal career based on skills and attributes of individual. Research conducted by Orpen (1994) shows that the employees who plan and use different tactics are more successful in their careers even if the tactics do not work. The responsibility of managing and planning the careers for individuals lies between the employers and employees, mainly because employment is seen as a relationship between these two parties. It is very important that there are different tasks assign to this two parties in order for them to work effectively. Then again career management on the organization side helps empl oyee become more successful, encourages workers to identify what they want, it also support self-development (Barnet Bradley 2007). Involvement of the organisation in career management brings confidence to an employee which makes them feel their careers are better. Taking in the account the fact that in today’s world people will frequently change jobs- as indicated by Bureau of Labour Statistics 64% of individuals change job between 5 to 14 times in their life (Loretto 2010)- responsibility of managing career is principally placed on the individuals themselves. In the conclusion it is vital to saying that the career management and planning is very important in individuals’ career. Tasks associated with planning and managing help people to uncover their skills and attributes which then can be used in their career. Managing careers is broadly responsibility of employees, but in order for the employees to take the right steps in managing the career help from employers in form of various activities is needed. If the help from the organizations is not significant there will be only little progress made in managing the careers (Newell 2000). At the same time due to changes in economy and organizations themselves people have to take control in planning and managing their careers on their own in order to make career effective and gain benefits as well as satisfaction from work and personal life. Without participation in the tasks associated with planning and managing careers individuals will find it very difficult to find the precise occupation in which they will feel comfortable. Concurrently share responsibility of career management improves performance as well as increases benefit for organization and individuals. There will be help available from your employer in managing and planning career but before individual or graduates get job they should take control of their career and life.

Strengths and Limitations to Research Design and Methods

Strengths and Limitations to Research Design and Methods Carly Reid Abstract Assess the strengths and limitations of each of the research designs presented in Weeks 2 and 3. Recommend a quantitative design for your research plan. Include a rationale for why that design would be most appropriate. For the designs that you did not choose, state why each one is not appropriate for your research questions, hypotheses, and variables. Support your work with references to the literature. Experimental Design Strengths Experimental designs sets the precedence for being the first standard prototypes for researchers. Researchers can regulate independent variables and dispose of superfluous variables more so than other research design methods. With the ability to manipulate contact to independent variables experimental design allows a researcher to conclude causal relationships within the design. With the ability to watch cause and effect and the influence of the independent variable on the dependent one. (Fort-Nachmias Nachmias, 2008) Since the conditions are controlled in experimental design this permits duplication that allows the researcher to authenticate their results. New research is contingent upon experimental design methods because when this research experiments are replicated it allows other researchers to have confidence in a study’s results. (Fort-Nachmias Nachmias, 2008) Experimental Design Limitations Experimental design strives to remove or governs extraneous variables yet this may not always be probable. Especially when the study has to do with real world situations since it’s next to impossible to replicate a natural environment; this weakens external validity. (Levy, Ellis, Cohen, 2011) When dealing with the selection process it may not be random which is necessary to control variables. Samples sizes may not me indigenous of a wider population making results too general to the population of interest. (Fort-Nachmias Nachmias, 2008) This methodology can prove to be unethical or impossible to apply arbitrary treatments to patients and or control populations. Quasi-Experimental Design Strengths A quasi-experimental designed studies lets researchers examine behavior in ordinary situations that aren’t ordinarily pliable to experimental designs. The external validity is increased when using natural samples. (Fort-Nachmias Nachmias, 2008) In this week’s assignments Marques and Lima (2011) studied the effects of living in industrial neighborhoods. Marques and Lima (2011) took a look at how living in an industrial neighborhood can psychologically effect its inhabitants. Since the researchers didn’t use random assignments to compare groups this would be considered a quasi-experimental design. Marques and Lima were unable to control where those they were studying lived. Researchers who create comparison groups through a non-random methods comparing groups are using quasi-experimental design. Quasi-experimental design is a substitute for experimental design since experimental design uses random assignment to groups. For instance a researcher may inquire of the differences of participants in the groups due to gender, marital status, age, or education level. In this particular article the difference was years of residing in a particular town. There was no other significant difference in the four samples. (Marques Lima, 2011) Quasi-Experimental Design Limitations Since quasi-experimental design doesn’t use random selection to allocate assignments to participants to comparison groups, the person conducting the research must be mindful of how the non-random selection process might affect the study results. (Shannon, Goldenhar, Hale, 2001) When determining the differences between groups with factors like age, socio-economic status, gender, marital status, education level or other differences a researcher might want to know if there are intrinsic differences. As a researcher it is important to take into account these differences since they could possibly affect participant responses to the support group to which they are linked. (Shannon et al., 2001) It is also important to note that these differences must be accounted for and detailed for statistical analysis. (Shannon et al., 2001). Unchosen Research Designs Experimental Design Quasi-experimental versus experimental differs in that experimental always uses a control group to which research participants are randomly assigned, given treatments executed by the researcher, and followed by an assessment of the effects of treatment. (Levy, Ellis, Cohen, 2011) Experimental designs measure the connection between the independent and dependent variables of which researchers have complete control of independent variable’s effects on the dependent variables. (Fort-Nachmias Nachmias, 2008) Cross-Sectional Design Cross-sectional deigns surveillances and uses random sampling of research participants and tend to be connected to survey research. (Fort-Nachmias Nachmias, 2008) Information is recorded from the survey without manipulation of variables or exposure of groups to a single treatment. Cross-sectional research designs can give researchers a nominal tool to examine many individualities concurrently like age, gender socio-economic status between the supposed group that is participating in a researched activity and the group that isn’t. This design is descriptive rather than causal. Experimental design manipulates variables unlike cross-sectional designed research. My Research Design for Quantitative Study The point of my study is to define the individualities of a sample of young caregivers of Alzheimer’s and dementia patients between the ages of 28 and 40 to conclude the effects of self-esteem and familial support on stress management. The sample will be made up of caregivers responses to a flyer announcement for participants displayed at a local Adult Daycare center. Contingent on the number of responses, all, or an unsystematically selected number of participants will be carefully chosen. This population was chosen because of the supposed impact of stress on younger Alzheimer’s/Dementia caregivers. The survey design will be a self-administered questionnaire for the data collection in this study. The partiality for survey design is steered by the necessity to gather caregiver responses concerning the personal experiences of these younger caregivers in demanding circumstances with concern to their use of self-esteem and having familial support. The survey tool used was designed specifically for this research. The dependent variable in both hypotheses is the management of stress. The independent variables are self-esteem and familial support. The survey content is designed to identify to what extent participants utilize their family networks. The survey will also ascertain how their self-esteem is effected in stressful situations as a caregiver. The data will be analyzed and interpreted reporting the results of the returned surveys as well as the amount of the non-returned surveys. A wave analysis will be utilized where we will examine returns on select items week by week to determine if average responses change from beginning to the end of the process. (Creswell, 2009 pg. 152). Descriptive analysis will be provided for the independent and dependent variables in the study and will identify the means, standard deviations, and range of scores for these variables. (Creswell, 2009 pg. 152) An analysis of variance will be applied to make contrasts between the independent variables. (Creswell, 2009 pg. 152) References Burger, J. M. (2009). Replicating Milgram: Would people still obey today? American Psychologist, 64(1), 1-11. doi:10.1037/a0010932. Creswell, J. (2009). Research design: Qualitative, quantitative, and mixed methods approaches (3rd Ed.). Thousand Oaks, CA: Sage Publications. Frankfort-Nachmias, C., Nachmias, D. (2008). Research methods in the social sciences (7th ed.). New York: Worth. Levy, Y., Ellis, T. J., Cohen, E. (2011). A Guide for Novice Researchers on Experimental and Quasi-Experimental Studies in Information Systems Research. Interdisciplinary Journal Of Information, Knowledge Management, 6151-161. Marques, S., Lima, M. L. (2011). Living in grey areas: Industrial activity and psychological health. Journal of Environmental Psychology, 31(4), 314-322. doi:10.1016/j.jenvp.2010.12.002 Shannon, H. S., Goldenhar, L. M., Hale, A. R. (2001). Chapter 4 Quasi-experimental and experimental designs: More powerful evaluation designs. In L. S. Robson (Author), Guide to evaluating the effectiveness of strategies for preventing work injuries: How to show whether a safety intervention really works. (pp. 29-42). Cincinnati: NIOSH. Trochim, W. M. (2006). Quasi-experimental design. The Research Methods Knowledge Base. Retrieved December 21, 2013, from http://www.socialresearchmethods.net/kb/quasiexp.php

Manufacturing Resource Planning Models

Manufacturing Resource Planning Models Manufacturing Resource Planning Models under Uncertainty and Commonality for Multi-products Multi-period Multistage Production Environment Chapter 3: Literature Review In this chapter, the following areas of research are investigated to lay the foundation for the intended mathematical models: manufacturing resources planning background, benefits and limitations; manufacturing resources planning models under different uncertainties; and commonality in manufacturing resources planning models. 3.1 Evolution of manufacturing environment The field of production planning and control has undergone tremendous change in the last 50 years. Prior to the 1960s, inventory was controlled by a manual system, utilizing various techniques: stock replenishment, reorder points, EOQ (economic order quantity) (McGarrie, 1998), and ABC classifications, to name a few (Ptak, 1991). Gilbert and Schonberger (1983) provide a history of production control, while Lee (1993) comments that by the mid-1970s, enough experience of material requirements planning (MRP) had been gained and the importance of the master production schedule (MPS) was realized. In the 1950s, MRP were the first off-the-shelf business applications to support the creation and maintenance of material master data and bill-of-materials (demand-based 14 planning) across all products and parts in one or more plants. These early packages were able to process mass data but only with limited processing depth (Klaus et al., 2000). From the 1940s to the early 1960s, material control consisted of basic ‘order point formulae used to maintain a level average inventory balance. In 1965, Joseph Orlicky of the J. I. Case Company devised a new approach to material management, called material requirement planning (MRP) to serve as a platform to answer four questions, known as the ‘Universal Manufacturing Equation (Towers et al., 2005): What are we going to make, What does it take to make, What do we have and What do we have to get. The respective answer of the first three questions lie in the blueprint of production plan: the master production schedule (MPS), the bill of material (BOM) and the physical inventory records themselves. While MRP was certainly a vast improvement over simple manual method, the potential to stretch its boundary even further was soon recognized. A companys production is constrained by not only its inventory need but also by equipment and personnel capacity, facet of the plant not considered in the Universal Manufacturing Equation. MRP at its core is a time phased order release system that schedules and releases manufacturing work orders and purchase orders, so that sub-assemblies and components arrive at the assembly station just as they are required. As competitive pressures increased and users became more sophisticated, MRP evolved and expanded to include more business functions such as product costing and marketing. In 1975 the next generation system, Closed-Loop MRP, integrated capacity factors into the MRP structure and used feedback on production status to maintain the validity of planning decisions as requirements changed. One crucial link in the manufacturing decision chain was still missing- the financial point of view. With advent of computer system in the early 1980s the development of effective shop-floor scheduling tools had at that time been dominated by the top down approach of manufacturing resource planning known as MRP II for controlling production operations (Towers et al., 2005). The introduction of MRP II five years later served to bridge the gap. The operational Closed-Loop MRP plan, presented in material units such as pieces and pounds, was translated into financial dollar terms, enabling the entire organization to work off a single set of data. Simulation capability was also developed to answer ‘what if planning questions with action oriented replies. A major purpose of MRP II is to integrate primary functions (i.e. production, marketing and finance) and other functions such as personnel, engineering and purchasing into the planning process to improve the efficiency of the manufacturing enterprise (Chen, 2001, Chung and Snyder, 2000, Mabert et al., 2001). MRP II has certain extensions like rough cut capacity planning and capacity requirements planning for production scheduling on the shop floor as well as feedback from manufacturing shops on the progress of fabrication. Since the 1980s, the number of MRP II installations has continued to increase, as MRP II applications became available on mini and micro computers (Siriginidi, 2000). Like MRP, MRP II focused on the manufacturing process. Then MRP II was extended towards the more technical areas that cover the product development and production processes. Computer Integrated Manufacturing (CIM) supplied the entire conceptual framework for the integration of all business administrative and technical functions of a company, such as finance, sales and distribution, and human resources (Klaus et al., 2000). The next stage of MRP II evolution was just-in-time (JIT) methodology that combined with the plummeting price of computing to create the islands of automation in late 1980s. Over the last 60 years, many PPC systems and philosophies have been developed. These include material requirements planning (MRP), manufacturing resource planning (MRP II), enterprise resource planning (ERP), just in time (JIT), optimized production technology (OPT), advanced production scheduling (APS), supply chain management (SCM) and customer relationship management (CRM), either used individually or jointly (Koh, 2004). 3.1.1 Material requirement planning (MRP) Kulonda (2000) descried the evolution of MRP, dividing it in three different worlds. In the first world, MPS items typically are finished end items made to stock; MPS is stated in terms of forecast item demand converted to a series of production lots via time-phased order points or other rules. In the second world, the MPS could conceivably be stated as end items built entirely to order. If response time were not an issue, this approach would work quite well. Competitive force, however, often require shorter response times and inevitably some stocking of at least the longest lead time items occur. A relatively large number of different components are assembled to complete an end product that may have many specific variants. The third world of MRP has all the complexity of the second world with the additional complication that relatively numerous end items are built from relatively few raw materials. This can be visualized in part level count charts shown in 3.1. Within the MRP system a number of rules need to be specified. They include: acceptable lot sizes, safety stocks and reject allowances. There are three principles of MRP. They are: dependent on demand for the final product; netting of inventory with expected deliveries and open orders to give a balance on-hand; and time phasing by using information on lead times and needs. Three basic MRP inputs to the system are: master production schedule (MPS); the structured BOM for the MPS; and information on inventories, open orders and lead times. The aim of MRP systems is to minimize cost of inventories and maintain customer service levels. MRP benefits include the ability to rapidly re-plan and re-schedule in response to changes in a dynamic environment. It is flexible and responsive to the customer needs (Hines, 2004). The successes and disappointments of MRP as well as the key shortcomings of MRP (material requirement planning) are studied by Plenert (1999). He investigates consequences of the deficiencies means if they are not corrected. The difficulties encountered by firms in the implementation process of MRP may be traced back to a number of factors. The complexity of MRP systems, which, of course, is a relative concept varying according to the level of knowledge and experience available inside the firm prior to implementation (Wortmann, 1998, Wilson et al., 1994, Luscombe, 1994). There are usually several parameters to be initiated when implementing standard software. A considerable amount of intensive training is required. In fact, even though end-users are usually trained on a limited amount of functionality, key users need to acquire considerable technical competence. The organizations simply under-estimate the extent to which they have to change in order to accommodate their purchase. The effective management of technological change requires transformational leadership (Brown, 1994). One of the issues largely felt as critical concerns the resistance of managers and personnel to the organizational change that is induced by the adoption of new technologies. To this regard, several authors have underlined the importance of a sound involvement of shop-floor workers (Sommer, 1998, Weill et al., 1991). Valuable relevance has also been placed in the referring literature to technological problems, such as the unsuitability of MRP systems to optimize the internal workflow. In fact, frequent changes in schedules, a problem referred to as production nervousness, is an obstacle to successful implementation of MRP systems (Duchessi et al., 1998). Material Requirements Planning (MRP) has fallen into disfavor in 1980s, as demonstrated by the extensive literature and conference material coming out of organizations like the American Production and Inventory Control Society (APICS) which discuss its shortcomings (Berger, 1987). MRP has received strong challenges of its effectiveness from Japan. It is believed that the only thing which is still keeping so many manufacturers with MRP is the difficulty in converting to other (Plenert, 1999). Looking at MRPs basic philosophy, we should be able to focus our scheduling only on what materials are needed, and when they are needed (Plenert, 1990b, Ritzman et al., 1984, Chase and Aquilano, 1995, Lee and Schniederjans, 1994, Nahmias, 1997, Schroder et al., 1981). MRP allows greater flexibility in product customization. The most obvious shortcoming in MRP usage is its focus on labor efficiency. Labor is not the resource that we need to be efficient at, especially since it causes inefficiencies in our most critical resource, materials. We need to minimize our routings, shortening lead times as much as possible. We need to do our buffering using safety capacity (labor and machine capacity buffers), not safety stock (materials capacity buffers) (Plenert, 1999). We should minimize the non-value-added steps to make them as efficient as possible. The other big builders of inventory are time and the large batch size. 3.1.2 Manufacturing Resource Planning (MRP II) The theory of MRPII has been well discussed in the literature and focuses are normally put on concept, methodology, application and future development (Ip and Yam, 1998). MRP II (Manufacturing Resource Planning) is a hierarchically structured information system which is based on the idea of controlling all flows of materials and goods by integrating the plans of sales, finance and operations. The levels in an MRP II concept as outlined are applied to two plans in particular (Zapfel, 1996): Business Planning including Resource Requirements Planning (RRP) and Master Production Scheduling (MPS) including Rough-cut Capacity Planning (RCCP). Business planning level of a company identifies its objectives. The business plan integrates the plans from sales, finance and operations. The planned aggregate sales income, the planned cost of sales and operations, and all other expenses per planning period provide a basis for calculating the planned net income of the firm. The planning horizon is often a year or longer and a planning period a month or longer. To be feasible, the production plan is examined by the so-called resource requirements planning (RRP); that is, the resources required by a given aggregate production plan can be calculated. MRP II offers simulation capabilities and marries the operating system with the financial system so that what-if questions can be answered using the software system. If the business plan leads to resource requirements which are not feasible or which are unsatisfactory, the user can change the plan and a new simulation run is started to calculate the modified resource requirements. These s teps can be repeated until a feasible and satisfactory business plan is achieved. The aggregate production plan, accepted by the user, forms an important basis for master production scheduling. MRP II tends to link manufacturing, engineering, marketing, finance and management (Yusuf and Little, 1998); production operations-inventory production control, purchasing with production planning, Capacity Planning and Master Scheduling (Turbide, 1990); sales, logistics, production, engineering and supporting functions, the broad ingredients of almost all Manufacturing organization (Ip and Yam, 1998). It may also include costumer service- order entry, sales analysis, forecasting- with financial applications. The total is a single information control system that shares data among the various applications for the mutual benefit (Turbide, 1990). MRP II operates in a â€Å"pull† manner at the planning level. It is used for high-level planning of demand and inventory functions and preliminary capacity evaluations. Ip and Yam (1998) afford a master plan which integrates the technology and management of the strategic elements, problem definition, MRP II solutions, technical and procedural design, and implementation management in order to minimize the frustration and conflicts universally found in MRP II implementation process as well as to reduce disconnection amongst different stages of the implementation process. Ideally MRP II addresses operational planning in units; financial planning in money terms, and has simulation capability to answer â€Å"what-if† questions. It is made up of a variety of functions, each linked together: business planning, production planning, master production scheduling, material requirements planning, capacity requirements planning and the execution systems for capacity and priority. Outputs from these systems would be integrated with financial reports, such as the business plan, purchase commitment report, chipping budget, inventory production in money terms, etc. Manufacturing Resource Planning is a direct outgrowth and extension of a Material Resource Planning (MRP) (Higgins et al., 1998). 3.1.2.1 MRP II definitions: ‘If I had to sum up MRP II in one word, the word I would choose is discipline. Allowed three words, they would be discipline/performance measurement Sheldon (1991). He detailed the total implementation process, from inception to completion and divided the process into six steps, namely, education, common goal, fitness for use, accountability, performance measurement and systems/tools. In Table 3.1, the definition of MRP II is summarized. Table 3.1: Definition of MRP II Definition Reference MRP II is a well-defined process or set of calculations that is used to develop plans for the acquisition of the materials needed for production. (Turbide, 1990) MRP II is an information control philosophy that is often translated into software products containing, among other capabilities the MRP calculation function. MRP II is a system designed for managing all the resources of a manufacturing company. It consists of a comprehensive set of planning tools and techniques which integrate all functional areas of an organization (Tremblay, 1991) MRP II is a method for the effective planning of all resources of a manufacturing company. (Dougherty and Wallace, 1992) Manufacturing resource planning (MRP II) is a long promising method that simplifies all the complex tasks of manufacturing management. (Chambers, 1996) MRP II is a hierarchically structured information system which is based on the idea of controlling all flows of materials and goods by integrating the plans of sales, finance and operations. (Zapfel, 1996) Manufacturing Resource Planning (MRP II) is a structured approach to optimize a companys internal Supply Chain. (Higgins et al., 1998) MRP II is a method for the effective planning of all resources of the manufacturing company. MRP II is an effective management system that has excellent planning and scheduling capability which can offer dramatic increases in customer service, significant gains in productivity, much higher inventory turns, and greater reduction in material costs. (Ip and Yam, 1998) MRP II system is a proactive materials strategy. It is a dynamic system and can adapt to change as it reflects upon the latest information in its planned order releases. (Towers et al., 2005) 3.1.2.2 MRP II benefits: The potential benefits those may receive from the MRP II are summarized below: Empirical research suggests that companies able to implement MRP II successfully report enhanced competitive positions, improved customer service levels, a better financial position, increased plant efficiency, heightened morale in production, more effective co-ordination with marketing and finance, more efficient production scheduling and reduced inventory levels, fewer component shortages, reduced manufacturing costs and lead times and improvements in inventory turnover (Humphreys et al., 2001, Brown and Roberts, 1992, Roberts and Barrar, 1992). When customers and suppliers (internal or external) request information that have been fully integrated throughout the Supply Chain or when executives require integrated strategies and tactics in areas such as manufacturing, inventory, procurement and accounting, MRP II systems collate the data for analysis and transform the data into useful information that companies can use to support business decision-making (Broatch, 2001). MRP II systems, if implemented successfully, enhance and redesign business processes to eliminate non-value-added activities and allow companies to focus on core and truly value-added activities (Broatch, 2001). The focus of MRP II computer systems is on the efficiency and effectiveness of the internal processes. It offers a way to streamline and align business processes, increase operational and manufacturing efficiencies and bring order out of chaos (Nah, 2002). MRP II systems minimize the time and effort required to process business data and maximizes the application of that information. By facilitating data exchange throughout the organization, a MRP II system enables to coordinate such crucial activities as production planning, material planning, capacity planning and shop floor control (Plenert, 1999). MRP II is concerned mainly with scheduling of activities and the management of inventories. It is particularly useful where there is a need to produce components, items or sub-assemblies, which themselves are later used in the production of a final product. Organizations can improve their overall customer service through consistently meeting delivery promises, shortening delivery times and having products on hand when customer orders are received. MRP II can provide the necessary management information to ensure delivery promises can be kept. Where there is volatility in demand with unpredictable customer requirements and complex product structures, the information management capability of MRP II is particularly relevant (Towers et al., 2005). A well implemented MRP II system can: provide an organization with reliable lead times; meet its service delivery performance requirements; contribute to stable and consistent lead times and well informed decision-making; maintain lower level of safety stock; reduce the average inventory level and reduce inventory investments to a minimum (Towers et al., 2005). The uncertainty of demand can be minimized due to the fact that MRP II can provide an organization with a clear picture of the demand for a particular item and when organizations know their future needs they can negotiate their purchase agreements with suppliers and receive quantity discounts improving their financial position (Towers et al., 2005). Successful MRP II users have typically reported as much as 15 percent gain in manufacturing productivity, 50 percent reduction in overtime, 33 percent reduction in inventory investment and 80 percent reduction in inventory shortages (Towers et al., 2005). MRP II provides better control over the quantity and timing of deliveries of raw materials, parts, sub-assemblies and assemblies to production operations. 3.1.2.3 Pitfalls of MRP II: The main pitfalls of MRP II from various authenticated literature are listed below: Impressive though the benefits are, there is evidence suggesting that, as with so many similar technologies, few companies are able to maximize them. White et al. (1982) consider that 50 per cent of organizations do not achieve their objectives. Archer (1991) has said that 70 per cent of systems may be regarded as failures. Ho et al. (1992) has stated that ‘few firms have been able to realize the full potential offered by MRP II. While relative percentages of successful and unsuccessful implementations differ from study to study, each demonstrates a surprisingly high failure rate. Implementation of MRP II system requires major managerial innovations and organizational changes in addition to the installation of computer hardware and software (Lau et al., 2002). The heart of an MRP II system is MRP. MRP II does consider resource capacity level when generating the POR schedule. If an overload is identified, it will flag and recommend the user to reschedule. The question is how frequent should the user reschedule? Both Ho et al. (1995) and Sridharan and LaForge (1989) showed that rescheduling induces system nervousness, which leads to further underperformance. MRP II has been criticized by a number of authors on the grounds that few benefits accrue for high implementation costs (Burns et al., 1991, Sum and Yang, 1993). Unsuccessful MRP II implementation not only deprives companies of potentially huge benefits but also results in financial losses and disruptions in operations (Towers et al., 2005). MRP II concept is only partially suited to production planning in the case of uncertain demand. There is little help with the necessary aggregation and disaggregation process, especially when demand uncertainty exists. It is difficult for the user of MRP II to find a robust aggregate plan for master production schedule (Zapfel, 1996). Critics of MRP II points to the rigidity of the process: the logic that demands batches and multiple; the fixed lead time which takes no account of current capacity; the standard queue concept in front of a work center etc. Increasing competitive pressure, manifested by reduced lead times, smaller batch sizes, lower stocks and ever more demanding customers have pushed MRP II to its limits (Porter et al., 1996). 3.1.2.4 Reasons for failure: One of the principal reasons for the failure of MRP II and other large technologically sophisticated systems is that organizations simply underestimate the extent to which they have to change in order to assimilate what is in reality a new way of running the company (Humphreys et al., 2001). MRP II failure have embraced technical problems; the difficulties involved in selecting and evaluating cost effective MRP II packages and a host of historical, cultural, structural and managerial issues (White, 1980, Kinnie et al., 1992, Wight, 1990, Wilson et al., 1994); expertise needed to implement and use effective MRP II systems; lead times management; design of the production environment, routing and quality information; Infinite capacity availability; batch and lot sizing (Higgins et al., 1998). An accurate demand forecast is an essential foundation for the successful operation of an MRP II system. Poor sales forecasting had been identified by senior management as one of the main reasons for the MRP II implementation failure (Humphreys et al., 2001). 3.1.3 Enterprise Resource Planning (ERP) The Gartner Group of Stamford, CT, USA, coined the term ERP in the early 1970s to describe the business software system. The name ERP was derived from the terms material requirements planning (MRP) and manufacturing resource planning (MRP II). The maturity stage of ERP occurred in the mid-1990s. ERP is the third generation of planning software. Material requirements planning (MRP) was the first generation, manufacturing resource planning (MRP II) the second and ERP the third. The primary purpose of ERP is to create a seamless integration of interrelated information throughout the business organization. A system of software programs is used to develop the necessary links between the various business functions so that needed information is readily available. There are 8 (eight) major functions and 33 (thirty three) sub-functions, as well as 22 (twenty two) primary modules and several sub-modules (Umble et al., 2001). A typical ERP implementation takes anywhere from one to five years (M abert et al., 2003). ERP system is not just a pure software package to be tailored to an organization but an organizational infrastructure that affects how people work and that it â€Å"imposes its own logic on a companys strategy, organization, and culture† (Shehab et al., 2004, Davenport, 1998, Lee and Lee, 2000). 3.1.3.1 Definition of ERP When customers and suppliers request information that have been fully integrated throughout the value chain or when executives require integrated strategies and tactics in areas such as manufacturing, inventory, procurement and accounting, ERP systems collect the data for analysis and transform the data into useful information that companies can use to support business decision-making. They allow companies to focus on core and truly value-added activities (Nah, 2002). These activities cover accounting and financial management, human resources management, manufacturing and logistics, sales and marketing, and customer relationship management. Table 3.2 shows definitions of ERP, cited in different literatures. Table 3.2: Definition of ERP Definition Reference ERP systems are enterprise-wide on-line interactive systems that support cross-functional processes using a common database. ERP systems are designed to provide, at least in theory, seamless integration of processes across functional areas with improved workflow, standardization of various business practices, and access to real-time up-to-date data. (Davenport, 1998) ERP systems are complex and implementing one can be a challenging, time consuming and expensive project for any company. ERP is not only an IT solution, but also a strategic business solution. As an IT solution, ERP system, if implemented fully across an entire enterprise, connects various components of the enterprise through a logical transmission and sharing of data. (Norris et al., 2000) ERP is a commodity, a product in the form of computer software. (Klaus et al., 2000) ERP is a development objective of mapping all processes and data of an enterprise into a comprehensive integrative structure. ERP is a key element of an infrastructure that delivers a solution to business. ERP a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company. (Nah, 2002) ERP system is a packaged business software system that allows a company to automate and integrate the majority of its business processes, and share common data and practices across the entire enterprise. (Seddon et al., 2003) ERP is a â€Å"do it all† system that performs everything from entry of sales orders to customer service. It attempts to integrate the suppliers and customers with the manufacturing environment of the organization. (Shehab et al., 2004) 3.1.3.2 Benefits of ERP ERP systems have certain advantages such as low operating cost and improving customer service (Shehab et al., 2004). In implementing an ERP solution, an organization can quickly upgrade its business processes to industry standards, taking advantage of the many years of business systems reengineering and integration experience of the major ERP vendors (Myerson, 2002). The practical benefits of ERP are divided into five aspects by Seddon et al. (2003): operational, managerial, strategic, IT infrastructure, and organizational (Table 3.3). Table 3.3: Benefits of ERP Operational benefits: By automating business processes and enabling process changes, they can offer benefits in terms of cost reduction, cycle term reduction, productivity improvement, quality improvement, and improved customer service. Managerial benefits: With centralized database and built-in data analysis capabilities, they can help an organization achieve better resource management, improved decision making and planning, and performance improvement. Strategic benefits: With large-scale business involvement and internal/external integration capabilities, they can assist in business growth, alliance, innovation, cost, differentiation, and external linkages. IT infrastructure benefits: With integrated and standard application architecture, they support business flexibility, reduced IT cost and marginal cost of business units IT, and increased capability for quick implementation of new applications. Organizational benefits: They affect the growth of organizational capabilities by supporting organization structure change, facilitating employee learning, empowering workers, and building common visions. 3.1.3.3 Disadvantages of ERP: ERP systems have some disadvantages due to the tight integration of application modules and data. Huge storage needs, networking requirements and training overheads are frequently mentioned ERP problems. However, the scale of business process re-engineering (BPR) and customizations tasks involved in the software implementation process are the major reasons for ERP dissatisfaction. ERP projects are large, costly and difficult and that they require large investment in capital and staff and management time (Adam and ODoherty, 2000). Yen et al. (2002) identified the following disadvantages of ERP: Its high cost prevents small businesses from setting up an ERP system The privacy concern within an ERP system Lack of trained people may affect ERPs efficiency Implementation of an ERP project is painful Customization is costly and time-consuming. Some of these shortcomings have been discussed by OConnor and Dodd (2000). Implementation of an ERP system is an extensive, lengthy and costly process, typically measured in millions of dollars. An ERP implementation can take many years to be completed and cost tens of millions of dollars for a moderate size firm and upwards of $100 million for large international organizations (Mabert et al., 2000). Even with significant investments in time and resources, there is no guarantee of a successful outcome (Mabert et al., 2003). According to Shehab et al. (2004), the ERP systems are complex and implementing one can be difficult, time-consuming and expensive project for a company. It costs tens of millions of dollar for a medium sized company and $300-500 million for large international corporations. There are also some possible hidden costs that may include losing some very intelligent employees after the initial implementation is done, continual imp Manufacturing Resource Planning Models Manufacturing Resource Planning Models Manufacturing Resource Planning Models under Uncertainty and Commonality for Multi-products Multi-period Multistage Production Environment Chapter 3: Literature Review In this chapter, the following areas of research are investigated to lay the foundation for the intended mathematical models: manufacturing resources planning background, benefits and limitations; manufacturing resources planning models under different uncertainties; and commonality in manufacturing resources planning models. 3.1 Evolution of manufacturing environment The field of production planning and control has undergone tremendous change in the last 50 years. Prior to the 1960s, inventory was controlled by a manual system, utilizing various techniques: stock replenishment, reorder points, EOQ (economic order quantity) (McGarrie, 1998), and ABC classifications, to name a few (Ptak, 1991). Gilbert and Schonberger (1983) provide a history of production control, while Lee (1993) comments that by the mid-1970s, enough experience of material requirements planning (MRP) had been gained and the importance of the master production schedule (MPS) was realized. In the 1950s, MRP were the first off-the-shelf business applications to support the creation and maintenance of material master data and bill-of-materials (demand-based 14 planning) across all products and parts in one or more plants. These early packages were able to process mass data but only with limited processing depth (Klaus et al., 2000). From the 1940s to the early 1960s, material control consisted of basic ‘order point formulae used to maintain a level average inventory balance. In 1965, Joseph Orlicky of the J. I. Case Company devised a new approach to material management, called material requirement planning (MRP) to serve as a platform to answer four questions, known as the ‘Universal Manufacturing Equation (Towers et al., 2005): What are we going to make, What does it take to make, What do we have and What do we have to get. The respective answer of the first three questions lie in the blueprint of production plan: the master production schedule (MPS), the bill of material (BOM) and the physical inventory records themselves. While MRP was certainly a vast improvement over simple manual method, the potential to stretch its boundary even further was soon recognized. A companys production is constrained by not only its inventory need but also by equipment and personnel capacity, facet of the plant not considered in the Universal Manufacturing Equation. MRP at its core is a time phased order release system that schedules and releases manufacturing work orders and purchase orders, so that sub-assemblies and components arrive at the assembly station just as they are required. As competitive pressures increased and users became more sophisticated, MRP evolved and expanded to include more business functions such as product costing and marketing. In 1975 the next generation system, Closed-Loop MRP, integrated capacity factors into the MRP structure and used feedback on production status to maintain the validity of planning decisions as requirements changed. One crucial link in the manufacturing decision chain was still missing- the financial point of view. With advent of computer system in the early 1980s the development of effective shop-floor scheduling tools had at that time been dominated by the top down approach of manufacturing resource planning known as MRP II for controlling production operations (Towers et al., 2005). The introduction of MRP II five years later served to bridge the gap. The operational Closed-Loop MRP plan, presented in material units such as pieces and pounds, was translated into financial dollar terms, enabling the entire organization to work off a single set of data. Simulation capability was also developed to answer ‘what if planning questions with action oriented replies. A major purpose of MRP II is to integrate primary functions (i.e. production, marketing and finance) and other functions such as personnel, engineering and purchasing into the planning process to improve the efficiency of the manufacturing enterprise (Chen, 2001, Chung and Snyder, 2000, Mabert et al., 2001). MRP II has certain extensions like rough cut capacity planning and capacity requirements planning for production scheduling on the shop floor as well as feedback from manufacturing shops on the progress of fabrication. Since the 1980s, the number of MRP II installations has continued to increase, as MRP II applications became available on mini and micro computers (Siriginidi, 2000). Like MRP, MRP II focused on the manufacturing process. Then MRP II was extended towards the more technical areas that cover the product development and production processes. Computer Integrated Manufacturing (CIM) supplied the entire conceptual framework for the integration of all business administrative and technical functions of a company, such as finance, sales and distribution, and human resources (Klaus et al., 2000). The next stage of MRP II evolution was just-in-time (JIT) methodology that combined with the plummeting price of computing to create the islands of automation in late 1980s. Over the last 60 years, many PPC systems and philosophies have been developed. These include material requirements planning (MRP), manufacturing resource planning (MRP II), enterprise resource planning (ERP), just in time (JIT), optimized production technology (OPT), advanced production scheduling (APS), supply chain management (SCM) and customer relationship management (CRM), either used individually or jointly (Koh, 2004). 3.1.1 Material requirement planning (MRP) Kulonda (2000) descried the evolution of MRP, dividing it in three different worlds. In the first world, MPS items typically are finished end items made to stock; MPS is stated in terms of forecast item demand converted to a series of production lots via time-phased order points or other rules. In the second world, the MPS could conceivably be stated as end items built entirely to order. If response time were not an issue, this approach would work quite well. Competitive force, however, often require shorter response times and inevitably some stocking of at least the longest lead time items occur. A relatively large number of different components are assembled to complete an end product that may have many specific variants. The third world of MRP has all the complexity of the second world with the additional complication that relatively numerous end items are built from relatively few raw materials. This can be visualized in part level count charts shown in 3.1. Within the MRP system a number of rules need to be specified. They include: acceptable lot sizes, safety stocks and reject allowances. There are three principles of MRP. They are: dependent on demand for the final product; netting of inventory with expected deliveries and open orders to give a balance on-hand; and time phasing by using information on lead times and needs. Three basic MRP inputs to the system are: master production schedule (MPS); the structured BOM for the MPS; and information on inventories, open orders and lead times. The aim of MRP systems is to minimize cost of inventories and maintain customer service levels. MRP benefits include the ability to rapidly re-plan and re-schedule in response to changes in a dynamic environment. It is flexible and responsive to the customer needs (Hines, 2004). The successes and disappointments of MRP as well as the key shortcomings of MRP (material requirement planning) are studied by Plenert (1999). He investigates consequences of the deficiencies means if they are not corrected. The difficulties encountered by firms in the implementation process of MRP may be traced back to a number of factors. The complexity of MRP systems, which, of course, is a relative concept varying according to the level of knowledge and experience available inside the firm prior to implementation (Wortmann, 1998, Wilson et al., 1994, Luscombe, 1994). There are usually several parameters to be initiated when implementing standard software. A considerable amount of intensive training is required. In fact, even though end-users are usually trained on a limited amount of functionality, key users need to acquire considerable technical competence. The organizations simply under-estimate the extent to which they have to change in order to accommodate their purchase. The effective management of technological change requires transformational leadership (Brown, 1994). One of the issues largely felt as critical concerns the resistance of managers and personnel to the organizational change that is induced by the adoption of new technologies. To this regard, several authors have underlined the importance of a sound involvement of shop-floor workers (Sommer, 1998, Weill et al., 1991). Valuable relevance has also been placed in the referring literature to technological problems, such as the unsuitability of MRP systems to optimize the internal workflow. In fact, frequent changes in schedules, a problem referred to as production nervousness, is an obstacle to successful implementation of MRP systems (Duchessi et al., 1998). Material Requirements Planning (MRP) has fallen into disfavor in 1980s, as demonstrated by the extensive literature and conference material coming out of organizations like the American Production and Inventory Control Society (APICS) which discuss its shortcomings (Berger, 1987). MRP has received strong challenges of its effectiveness from Japan. It is believed that the only thing which is still keeping so many manufacturers with MRP is the difficulty in converting to other (Plenert, 1999). Looking at MRPs basic philosophy, we should be able to focus our scheduling only on what materials are needed, and when they are needed (Plenert, 1990b, Ritzman et al., 1984, Chase and Aquilano, 1995, Lee and Schniederjans, 1994, Nahmias, 1997, Schroder et al., 1981). MRP allows greater flexibility in product customization. The most obvious shortcoming in MRP usage is its focus on labor efficiency. Labor is not the resource that we need to be efficient at, especially since it causes inefficiencies in our most critical resource, materials. We need to minimize our routings, shortening lead times as much as possible. We need to do our buffering using safety capacity (labor and machine capacity buffers), not safety stock (materials capacity buffers) (Plenert, 1999). We should minimize the non-value-added steps to make them as efficient as possible. The other big builders of inventory are time and the large batch size. 3.1.2 Manufacturing Resource Planning (MRP II) The theory of MRPII has been well discussed in the literature and focuses are normally put on concept, methodology, application and future development (Ip and Yam, 1998). MRP II (Manufacturing Resource Planning) is a hierarchically structured information system which is based on the idea of controlling all flows of materials and goods by integrating the plans of sales, finance and operations. The levels in an MRP II concept as outlined are applied to two plans in particular (Zapfel, 1996): Business Planning including Resource Requirements Planning (RRP) and Master Production Scheduling (MPS) including Rough-cut Capacity Planning (RCCP). Business planning level of a company identifies its objectives. The business plan integrates the plans from sales, finance and operations. The planned aggregate sales income, the planned cost of sales and operations, and all other expenses per planning period provide a basis for calculating the planned net income of the firm. The planning horizon is often a year or longer and a planning period a month or longer. To be feasible, the production plan is examined by the so-called resource requirements planning (RRP); that is, the resources required by a given aggregate production plan can be calculated. MRP II offers simulation capabilities and marries the operating system with the financial system so that what-if questions can be answered using the software system. If the business plan leads to resource requirements which are not feasible or which are unsatisfactory, the user can change the plan and a new simulation run is started to calculate the modified resource requirements. These s teps can be repeated until a feasible and satisfactory business plan is achieved. The aggregate production plan, accepted by the user, forms an important basis for master production scheduling. MRP II tends to link manufacturing, engineering, marketing, finance and management (Yusuf and Little, 1998); production operations-inventory production control, purchasing with production planning, Capacity Planning and Master Scheduling (Turbide, 1990); sales, logistics, production, engineering and supporting functions, the broad ingredients of almost all Manufacturing organization (Ip and Yam, 1998). It may also include costumer service- order entry, sales analysis, forecasting- with financial applications. The total is a single information control system that shares data among the various applications for the mutual benefit (Turbide, 1990). MRP II operates in a â€Å"pull† manner at the planning level. It is used for high-level planning of demand and inventory functions and preliminary capacity evaluations. Ip and Yam (1998) afford a master plan which integrates the technology and management of the strategic elements, problem definition, MRP II solutions, technical and procedural design, and implementation management in order to minimize the frustration and conflicts universally found in MRP II implementation process as well as to reduce disconnection amongst different stages of the implementation process. Ideally MRP II addresses operational planning in units; financial planning in money terms, and has simulation capability to answer â€Å"what-if† questions. It is made up of a variety of functions, each linked together: business planning, production planning, master production scheduling, material requirements planning, capacity requirements planning and the execution systems for capacity and priority. Outputs from these systems would be integrated with financial reports, such as the business plan, purchase commitment report, chipping budget, inventory production in money terms, etc. Manufacturing Resource Planning is a direct outgrowth and extension of a Material Resource Planning (MRP) (Higgins et al., 1998). 3.1.2.1 MRP II definitions: ‘If I had to sum up MRP II in one word, the word I would choose is discipline. Allowed three words, they would be discipline/performance measurement Sheldon (1991). He detailed the total implementation process, from inception to completion and divided the process into six steps, namely, education, common goal, fitness for use, accountability, performance measurement and systems/tools. In Table 3.1, the definition of MRP II is summarized. Table 3.1: Definition of MRP II Definition Reference MRP II is a well-defined process or set of calculations that is used to develop plans for the acquisition of the materials needed for production. (Turbide, 1990) MRP II is an information control philosophy that is often translated into software products containing, among other capabilities the MRP calculation function. MRP II is a system designed for managing all the resources of a manufacturing company. It consists of a comprehensive set of planning tools and techniques which integrate all functional areas of an organization (Tremblay, 1991) MRP II is a method for the effective planning of all resources of a manufacturing company. (Dougherty and Wallace, 1992) Manufacturing resource planning (MRP II) is a long promising method that simplifies all the complex tasks of manufacturing management. (Chambers, 1996) MRP II is a hierarchically structured information system which is based on the idea of controlling all flows of materials and goods by integrating the plans of sales, finance and operations. (Zapfel, 1996) Manufacturing Resource Planning (MRP II) is a structured approach to optimize a companys internal Supply Chain. (Higgins et al., 1998) MRP II is a method for the effective planning of all resources of the manufacturing company. MRP II is an effective management system that has excellent planning and scheduling capability which can offer dramatic increases in customer service, significant gains in productivity, much higher inventory turns, and greater reduction in material costs. (Ip and Yam, 1998) MRP II system is a proactive materials strategy. It is a dynamic system and can adapt to change as it reflects upon the latest information in its planned order releases. (Towers et al., 2005) 3.1.2.2 MRP II benefits: The potential benefits those may receive from the MRP II are summarized below: Empirical research suggests that companies able to implement MRP II successfully report enhanced competitive positions, improved customer service levels, a better financial position, increased plant efficiency, heightened morale in production, more effective co-ordination with marketing and finance, more efficient production scheduling and reduced inventory levels, fewer component shortages, reduced manufacturing costs and lead times and improvements in inventory turnover (Humphreys et al., 2001, Brown and Roberts, 1992, Roberts and Barrar, 1992). When customers and suppliers (internal or external) request information that have been fully integrated throughout the Supply Chain or when executives require integrated strategies and tactics in areas such as manufacturing, inventory, procurement and accounting, MRP II systems collate the data for analysis and transform the data into useful information that companies can use to support business decision-making (Broatch, 2001). MRP II systems, if implemented successfully, enhance and redesign business processes to eliminate non-value-added activities and allow companies to focus on core and truly value-added activities (Broatch, 2001). The focus of MRP II computer systems is on the efficiency and effectiveness of the internal processes. It offers a way to streamline and align business processes, increase operational and manufacturing efficiencies and bring order out of chaos (Nah, 2002). MRP II systems minimize the time and effort required to process business data and maximizes the application of that information. By facilitating data exchange throughout the organization, a MRP II system enables to coordinate such crucial activities as production planning, material planning, capacity planning and shop floor control (Plenert, 1999). MRP II is concerned mainly with scheduling of activities and the management of inventories. It is particularly useful where there is a need to produce components, items or sub-assemblies, which themselves are later used in the production of a final product. Organizations can improve their overall customer service through consistently meeting delivery promises, shortening delivery times and having products on hand when customer orders are received. MRP II can provide the necessary management information to ensure delivery promises can be kept. Where there is volatility in demand with unpredictable customer requirements and complex product structures, the information management capability of MRP II is particularly relevant (Towers et al., 2005). A well implemented MRP II system can: provide an organization with reliable lead times; meet its service delivery performance requirements; contribute to stable and consistent lead times and well informed decision-making; maintain lower level of safety stock; reduce the average inventory level and reduce inventory investments to a minimum (Towers et al., 2005). The uncertainty of demand can be minimized due to the fact that MRP II can provide an organization with a clear picture of the demand for a particular item and when organizations know their future needs they can negotiate their purchase agreements with suppliers and receive quantity discounts improving their financial position (Towers et al., 2005). Successful MRP II users have typically reported as much as 15 percent gain in manufacturing productivity, 50 percent reduction in overtime, 33 percent reduction in inventory investment and 80 percent reduction in inventory shortages (Towers et al., 2005). MRP II provides better control over the quantity and timing of deliveries of raw materials, parts, sub-assemblies and assemblies to production operations. 3.1.2.3 Pitfalls of MRP II: The main pitfalls of MRP II from various authenticated literature are listed below: Impressive though the benefits are, there is evidence suggesting that, as with so many similar technologies, few companies are able to maximize them. White et al. (1982) consider that 50 per cent of organizations do not achieve their objectives. Archer (1991) has said that 70 per cent of systems may be regarded as failures. Ho et al. (1992) has stated that ‘few firms have been able to realize the full potential offered by MRP II. While relative percentages of successful and unsuccessful implementations differ from study to study, each demonstrates a surprisingly high failure rate. Implementation of MRP II system requires major managerial innovations and organizational changes in addition to the installation of computer hardware and software (Lau et al., 2002). The heart of an MRP II system is MRP. MRP II does consider resource capacity level when generating the POR schedule. If an overload is identified, it will flag and recommend the user to reschedule. The question is how frequent should the user reschedule? Both Ho et al. (1995) and Sridharan and LaForge (1989) showed that rescheduling induces system nervousness, which leads to further underperformance. MRP II has been criticized by a number of authors on the grounds that few benefits accrue for high implementation costs (Burns et al., 1991, Sum and Yang, 1993). Unsuccessful MRP II implementation not only deprives companies of potentially huge benefits but also results in financial losses and disruptions in operations (Towers et al., 2005). MRP II concept is only partially suited to production planning in the case of uncertain demand. There is little help with the necessary aggregation and disaggregation process, especially when demand uncertainty exists. It is difficult for the user of MRP II to find a robust aggregate plan for master production schedule (Zapfel, 1996). Critics of MRP II points to the rigidity of the process: the logic that demands batches and multiple; the fixed lead time which takes no account of current capacity; the standard queue concept in front of a work center etc. Increasing competitive pressure, manifested by reduced lead times, smaller batch sizes, lower stocks and ever more demanding customers have pushed MRP II to its limits (Porter et al., 1996). 3.1.2.4 Reasons for failure: One of the principal reasons for the failure of MRP II and other large technologically sophisticated systems is that organizations simply underestimate the extent to which they have to change in order to assimilate what is in reality a new way of running the company (Humphreys et al., 2001). MRP II failure have embraced technical problems; the difficulties involved in selecting and evaluating cost effective MRP II packages and a host of historical, cultural, structural and managerial issues (White, 1980, Kinnie et al., 1992, Wight, 1990, Wilson et al., 1994); expertise needed to implement and use effective MRP II systems; lead times management; design of the production environment, routing and quality information; Infinite capacity availability; batch and lot sizing (Higgins et al., 1998). An accurate demand forecast is an essential foundation for the successful operation of an MRP II system. Poor sales forecasting had been identified by senior management as one of the main reasons for the MRP II implementation failure (Humphreys et al., 2001). 3.1.3 Enterprise Resource Planning (ERP) The Gartner Group of Stamford, CT, USA, coined the term ERP in the early 1970s to describe the business software system. The name ERP was derived from the terms material requirements planning (MRP) and manufacturing resource planning (MRP II). The maturity stage of ERP occurred in the mid-1990s. ERP is the third generation of planning software. Material requirements planning (MRP) was the first generation, manufacturing resource planning (MRP II) the second and ERP the third. The primary purpose of ERP is to create a seamless integration of interrelated information throughout the business organization. A system of software programs is used to develop the necessary links between the various business functions so that needed information is readily available. There are 8 (eight) major functions and 33 (thirty three) sub-functions, as well as 22 (twenty two) primary modules and several sub-modules (Umble et al., 2001). A typical ERP implementation takes anywhere from one to five years (M abert et al., 2003). ERP system is not just a pure software package to be tailored to an organization but an organizational infrastructure that affects how people work and that it â€Å"imposes its own logic on a companys strategy, organization, and culture† (Shehab et al., 2004, Davenport, 1998, Lee and Lee, 2000). 3.1.3.1 Definition of ERP When customers and suppliers request information that have been fully integrated throughout the value chain or when executives require integrated strategies and tactics in areas such as manufacturing, inventory, procurement and accounting, ERP systems collect the data for analysis and transform the data into useful information that companies can use to support business decision-making. They allow companies to focus on core and truly value-added activities (Nah, 2002). These activities cover accounting and financial management, human resources management, manufacturing and logistics, sales and marketing, and customer relationship management. Table 3.2 shows definitions of ERP, cited in different literatures. Table 3.2: Definition of ERP Definition Reference ERP systems are enterprise-wide on-line interactive systems that support cross-functional processes using a common database. ERP systems are designed to provide, at least in theory, seamless integration of processes across functional areas with improved workflow, standardization of various business practices, and access to real-time up-to-date data. (Davenport, 1998) ERP systems are complex and implementing one can be a challenging, time consuming and expensive project for any company. ERP is not only an IT solution, but also a strategic business solution. As an IT solution, ERP system, if implemented fully across an entire enterprise, connects various components of the enterprise through a logical transmission and sharing of data. (Norris et al., 2000) ERP is a commodity, a product in the form of computer software. (Klaus et al., 2000) ERP is a development objective of mapping all processes and data of an enterprise into a comprehensive integrative structure. ERP is a key element of an infrastructure that delivers a solution to business. ERP a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company. (Nah, 2002) ERP system is a packaged business software system that allows a company to automate and integrate the majority of its business processes, and share common data and practices across the entire enterprise. (Seddon et al., 2003) ERP is a â€Å"do it all† system that performs everything from entry of sales orders to customer service. It attempts to integrate the suppliers and customers with the manufacturing environment of the organization. (Shehab et al., 2004) 3.1.3.2 Benefits of ERP ERP systems have certain advantages such as low operating cost and improving customer service (Shehab et al., 2004). In implementing an ERP solution, an organization can quickly upgrade its business processes to industry standards, taking advantage of the many years of business systems reengineering and integration experience of the major ERP vendors (Myerson, 2002). The practical benefits of ERP are divided into five aspects by Seddon et al. (2003): operational, managerial, strategic, IT infrastructure, and organizational (Table 3.3). Table 3.3: Benefits of ERP Operational benefits: By automating business processes and enabling process changes, they can offer benefits in terms of cost reduction, cycle term reduction, productivity improvement, quality improvement, and improved customer service. Managerial benefits: With centralized database and built-in data analysis capabilities, they can help an organization achieve better resource management, improved decision making and planning, and performance improvement. Strategic benefits: With large-scale business involvement and internal/external integration capabilities, they can assist in business growth, alliance, innovation, cost, differentiation, and external linkages. IT infrastructure benefits: With integrated and standard application architecture, they support business flexibility, reduced IT cost and marginal cost of business units IT, and increased capability for quick implementation of new applications. Organizational benefits: They affect the growth of organizational capabilities by supporting organization structure change, facilitating employee learning, empowering workers, and building common visions. 3.1.3.3 Disadvantages of ERP: ERP systems have some disadvantages due to the tight integration of application modules and data. Huge storage needs, networking requirements and training overheads are frequently mentioned ERP problems. However, the scale of business process re-engineering (BPR) and customizations tasks involved in the software implementation process are the major reasons for ERP dissatisfaction. ERP projects are large, costly and difficult and that they require large investment in capital and staff and management time (Adam and ODoherty, 2000). Yen et al. (2002) identified the following disadvantages of ERP: Its high cost prevents small businesses from setting up an ERP system The privacy concern within an ERP system Lack of trained people may affect ERPs efficiency Implementation of an ERP project is painful Customization is costly and time-consuming. Some of these shortcomings have been discussed by OConnor and Dodd (2000). Implementation of an ERP system is an extensive, lengthy and costly process, typically measured in millions of dollars. An ERP implementation can take many years to be completed and cost tens of millions of dollars for a moderate size firm and upwards of $100 million for large international organizations (Mabert et al., 2000). Even with significant investments in time and resources, there is no guarantee of a successful outcome (Mabert et al., 2003). According to Shehab et al. (2004), the ERP systems are complex and implementing one can be difficult, time-consuming and expensive project for a company. It costs tens of millions of dollar for a medium sized company and $300-500 million for large international corporations. There are also some possible hidden costs that may include losing some very intelligent employees after the initial implementation is done, continual imp