Information Systems Case Study

Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies J. G. Thoburn Coventry University, UK S. Arunachalam Coventry University, UK A. Gunasekaran University of Massachusetts, North Dartmouth, Massachusetts, USA Keywords Information systems, Agile production, Small-to-medium-sized enterprises Introduction Today, manufacturing organisations are increasingly required to be highly optimised.Abstract The ability to respond swiftly and effectively The necessity of maintaining optito produce new products and services has mal operations and becoming an agile and responsive enterprise is become not so much a method of gaining competitive advantage, but more a means of becoming increasingly important to survive in the global market. survival. Many companies have seen the need Consequently, all resources in the to adopt a whole range of practices that reduce companies need to be effectively inputs and waste, and allow greater responmarshalled.Tradit ionally SMEs siveness to customer needs and the markethave concentrated on the 4Ms  ± money, materials, machine and place. In reaction to changing requirements manpower but have often neand conditions, manufacturing paradigms glected the effective management continue to be defined. It is possible to identify of information, which many authors suggest is at the heart of two trends: those addressing predominantly any agile organisation.The effect the relationships required in local and global is inadequate or fragmented infor- trading environments such as that described mation systems (IS) that do not by Porter (1996) and those systems focusing on address the demands of operational or the wider strategic needs organisational structures within an enterof the company. The study reprise such as business process re-engineering ported here examines the diversi(Hammer and Champy, 1993).Arguably, the ties of problems that occur in agile manufacturing paradigm combines both. three different companies and, Changes in information technology and compares their systems to the communications in the last two decades have ideals of agile manufacturing. further shifted the balance towards the customer. There has been a huge growth in the number of computers in use, putting huge power on the desktop, at ever-decreasing hardware cost.The arrival of the Internet and the expansion of the free market in telecommunications present the option of simple and low cost communication. Now it has become easy for all players in the supply chain, or even individual consumers, to measure specification, price and supply performance against their needs. They can purchase goods that precisely meet their requirements from anywhere in the world, bypassing any perceived shortcomings of their local marketplace.In response to the need for agility or the requirements to link different parts of the International Journal of Agile organisation or elements of a supply chain Management Systems 1/2 [1999] 116 ±126 effectively, systems are emerging that may # MCB University Press fundamentally change the organisation of [ISSN 1465-4652] manufacturing. In order that they might [ 116 ] achieve this, companies must clearly understand and organise their information resources at the earliest possible stage in their development.It is clear that only those enterprises that are able to respond to market demands with minimum delay will survive. Kidd (1996) argues: The agility that arises can be used for competitive advantage, by being able to respond rapidly to changes occurring in the market environment and through the ability to use and exploit a fundamental resource, knowledge. People need to be brought together, in dynamic teams formed around clearly defined market opportunities, so that it becomes possible to level one another's knowledge. Through this process is sought the transformation of knowledge into new products and services.High reaction flexibility will be no more than a qualif ier in the future, just as high quality is today. This flexibility cannot be realised by high-tech equipment alone. Human creativity and organisational ability, if necessary supported by advanced computer based tools, will be the basis for survival and success strategies. This paper describes studies over a period of 15 months, of three companies, and analyses how far they are away from possessing the ability to become agile, by examining the areas that were dysfunctional.It explores the importance of information management and appraises information systems in place in these companies. It discusses the need for a more structured and holistic approach to transferring information in its various forms to the different areas of an organisation, aiming to give optimal access to information while eliminating wasteful duplication as well as generating and testing new knowledge about the firm's changing requirements. Information defined The term information is widely and often inaccurately used. Many authors agree that J. G. Thoburn, S. Arunachalam and A.Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 there are three elemental types: data, information and knowledge. However, this paper argues that there is a fourth, intelligence, which is distinct from the others. All but data require an understanding of the socially defined context  ± where the information, knowledge and intelligence came from, the assumptions surrounding them, and their importance and limitations. Each of them may be defined as follows: .Data: a series of observations, measurements or facts. . Information: information is data organised into meaningful patterns by means of the application of knowledge. The act of organising data into information can itself generate knowledge, when a person reads, understands, interprets and applies the information in a specific wor k situation. . Knowledge: the intellectual capital resident within an organisation. The facts, experiences or competencies known by a person or group of people, or held within an organisation, gained by individual or shared experiences, training or education. Intelligence: what a company needs to know about its competitive, economic, technical and industry environment to enable it to anticipate change and formulate strategies to best provide for the needs of the marketplace and its specific customers. Yet many aspects of a company's IS are based, not around formal or technology based solutions, but rather on informal or human oriented systems. Mintzberg (1997) examined a wide range of managerial work, predominantly in large organisations. He reported that managers, while 40 percent of their time was devoted to gaining and sharing information, usually used informal systems centred on people.Nevertheless, he concluded that: the job of managing is fundamentally one of processing inform ation. that managing a company was essentially a matter of control. However, this implies a rigidity of framework and formality that does not fit well with today's organisation, and certainly does not promote agility. Flatter, less hierarchical business systems localise control and make it difficult for management to achieve enterprise-wide regulation. Smith (1984) however, believed that the vitality of living systems was not a matter of control, but rather of dynamic connectedness.Veryard (1994) argues that: systems are a dynamic interplay between adaptation and non-adaptation. This is precisely what is required in agile organisations, where there remains the need for stability and accountability, in an environment of necessary and perhaps rapid change. Dynamic connectedness in an agile organisation is provided by the flows of formal and informal information. Veryard further suggests that: the future belongs to symbiosis  ± external integration in pursuit of common business aims. The authors' research and experience shows that informal systems are equally important in every part of the organisation.This appears to be especially true in smaller organisations, where they have less developed formal systems, or formal systems are not performing optimally. In order to better understand and integrate the IS, the vital role of informal systems must be taken into account. The need for information systems in SMEs to successfully communicate and control For the better part of this century, classical management writers such as Henri Fayol (1949) and Gulick and Urwick (1937) taught This is evidenced in those extended enterprises now reported to be emerging.If this biological view is pursued, it can be seen that biological organisms, especially human ones, achieve precisely the continuous adaptation that is described in the agile paradigm. The most successful individuals are able to blend information from their external environment, with knowledge of their own capabilit ies, using formal and informal systems, whilst retaining information and knowledge in memory. There is constant building and retention of knowledge, with competencies taught by example as well as by the formal methods to be found in education and training.Concurrently, many of the control and co-ordination systems, even those learned, become largely autonomic, permitting more effective processing of environmental and circumstantial changes. Such systems may be clearly observed at work in individuals when they are, for example, driving a vehicle. Failure to function effectively in those circumstances leads to severe consequences. Also, by combining with other individuals, capabilities may be extended to be far more than the sum of the parts.Accordingly, biological systems may provide useful models for what may be expected to occur in manufacturing organisations of the future. With biological organisms, the need for adaptive ISs is most profound in growth and early learning stages, or in times of a significantly changing environment. Failure to adapt and learn from conditions [ 117 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 ay lead to survival difficulties. Similarly, small or growing companies, or those adapting to rapidly changing market conditions will require a dynamically linked IS that binds together all parts of the enterprise, and allows it to adapt to its external environment. This may be very different to the rather rigid systems of the past, operating on pre-defined rules and algorithms. Yet it must be within the reach of the smallest company functioning at low resource levels, which may well preclude expensive and complex IT based systems.Information management differences between large companies and SMEs The EC and the UK Government's Department of Trade and Industry have identified SMEs as critical to future economic growth and job creation within the European Union. They form large and important sectors in most industrialised countries, especially in Europe and the USA. Yet significant differences exist between the management of SMEs and larger companies, where much of the research in this field is concentrated.Just as a small fishing boat and a passenger liner may share the same ocean, so SMEs share the global trading environment with large organisations, and are no less susceptible to environmental effects. Indeed it may be argued that just like the smaller vessel, they are much less able to ride out the storms of uncertainty and rapid change, because of their lower resource base. As a result, they must be more, not less vigilant and adaptive than their larger counterparts, with intelligence systems able to influence their strategy and knowledge base much quicker.The Society of Practitioners of Insolvency in the UK concluded (SPI, 1998) from thei r 1998 survey that many companies, mostly SMEs, fail from lack of information  ± with loss of market being the single most important factor. Case studies Research took place in three companies over a period of three months with Company A, and more than six months each for Companies B and C, when one of the authors was in daily attendance. The companies were self-selected for study. Full access was allowed to every part of the business, its operations, management and financial systems, and to all employees.Research took the form of observation, participatory ethnographic and action research. Questioning of employees used unstructured or semi-structured interviews. [ 118 ] Company A was part of a large international group, operating in a number of countries and in every major geographical area in the world, with a group turnover at the time of the study around ? 1 billion. The group consisted in total of eleven divisions each producing a different product. The division studied was l ocated in France, and had approximately 200 employees. The company has been established a number of years and operates under an ISO 002 based system, as well as a number of other quality assurance regimes. The organisation manufactured a variety of special, large-scale products for the oil field, nuclear and defences industries worldwide. These complex products were produced individually to specific customer requirements. Lead times on nuclear products ranged from one to two years, and for the others, from six to 12 months. The products were manufactured as individual one-off specials, in a job-shop operation. The company was divided into seven departments, three by product sector, and the remainder by function.One of the latter was the information technology department. Unlike other departments, although it had a functioning office in the French division it was not a part of the local company; IT was attached directly to the parent company in Germany. Its responsibilities encompass ed the development and operation of the main computer and software systems used on the site for production management, purchasing, sales, production costing, and time and attendance systems. The department had additional responsibilities for networks and PCs which variously ran under MsDOS, Windows and Macintosh formats.Where information transfer took place between departments, it was almost entirely carried out manually, transferring information to paper, and then manually transferring it to the next system. No section used the same nomenclature or data dictionary for parts and components. The organisational design was partly hierarchical and partly a matrix structure, and used a predominantly formal communications network. There were a substantial number of formal and informal meetings, through which much of the departmental and inter-departmental co-ordination was attempted.All formal systems describing the company's operation and administration were well documented. Each departm ent, though relatively autonomous, seemed to be run with apparent efficiency. The operations and production management elements were especially highly developed, Company A J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 and had been subjected to repeated internal scrutiny as well as by local universities.Despite this, the company experienced considerable difficulties in meeting quoted leadtimes. Those lead-times were already longer than their major competitors, and the company was also losing price-competitiveness. As much as 50 percent over-run on lead times was common, and substantial underachievement of possible turnover, and erosion of market share resulted. Otherwise the company and its products enjoyed a long-standing high reputation, though the managers believed that without this, considerably greater eros ion of market would have occurred.Their major competitors, predominantly Japanese and American, through price, technical improvements, and a significantly better responsiveness and delivery performance, were nevertheless making increasing gains at the company's expense. The company was a self-contained profit centre, a division of a larger group that trades throughout the UK. There were approximately 25 employees on the site, though there were wide fluctuations in the total due to a self-imposed seasonality in turnover. Certain support services such as accounting and human resources management were provided from the central holding company.Otherwise the company was responsible for all aspects of its operations. The company was engaged in metal finishing to the engineering industry and as a first tier supplier to several Original Equipment Manufacturers (OEMs). It had two production lines and operated under an ISO 9002 system. The formal IS of the company revolved around the sales or der processing (SOP) system operated from group headquarters and accessed remotely over a fixed link. SOP formed part of a non-standard accounting system, originally written for another group company operating in a non-manufacturing sector.The system itself was user unfriendly and slow, and no intuitive use was possible. At the start of the study only one person, the production supervisor, had any training in SOP. However, that training gave even him only limited knowledge of the system. Cryptic codes and generic descriptions entered by him into SOP made it impossible for others to distinguish between one product and another, and the division could not operate in his absence. Product and process knowledge was almost wholly vested in the production supervisor's head.There was no formal planning or production scheduling system, and no collection system for information concerning production times and material usage. Inter- Company B nal and external rejects were not generally noted or analysed. The company had three stand-alone personal computers, two of them extremely outdated. The central management-accountant exercised the most stringent control, and the company was expected to make bottom-line operating profits each month. The whole operational objectives became focused only upon this, and ignored other fundamentals.To reduce costs, â€Å"non-essential† spending such as machine maintenance, health and safety, training, housekeeping and sales were ruthlessly cut. Those â€Å"savings† often represented all of the profits made by the division. The lack of an IS significantly increased the time spent preparing reports, reduced their accuracy and eroded local management time. At the start of the study, new management was installed in the company. Several initiatives aimed at improving operating performance were considered. The absence of any suitable or appropriate IS soon emerged.In some cases, lack of coherent historical information prevented the j ustification of proposed initiatives, while the effectiveness of others could not be judged within the imposed monthly timescale. Machine and process measurement systems were designed and put into place. They quickly showed that processes were incapable. Similarly, measures of rejects and returns showed that external rejects were in excess of 30 percent while internal rejects were almost 60 percent. An analysis indicated the causes of the problems, and allowed them to be addressed.Reject rates fell to less than 1 percent within a few weeks. However the centre continued to rigorously apply the accountant's previous control measures. A monthly operating profit remained a continuous and absolute requirement even though large backlogs of rejects, and uncoated, badly corroded customer parts required processing, and machines needed to be brought to reliable operating condition. Consequently, employee training was vetoed, and workforce stabilisation measures overturned. In a climate previo usly dominated by dismissals and redundancy, the workforce actively delayed the implementation of an IS.After some time, substantial employee involvement began to overcome this barrier, and they became enthusiastic participants in data collection and process improvement. Customer confidence began to return and the customer base marginally improved. However, the new IS also begun to uncover previous managerial shortcomings, especially at group level. In response, draconian short-term financial measures were applied [ 119 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 rom the centre, and initiatives overruled. The workforce was further reduced, and training programmes cancelled. Workforce morale and customer confidence fell sharply. The division has now closed. Company C was a private limited company, whose dire ctors were its owner-managers. There were approximately 60 employees, with recruitment rising because of rapid growth and expansion. The company was in its third year of trading. The company operated under a newly introduced ISO 9002 based system. The company had two product lines. The first produced simple, low volume components for the automotive sector.The second built components for the machine tool industry. The operations involved in both of these activities were largely manual. The second group of products were much more complex  ± many containing more than one thousand sub-components. A number of variants of each were produced, and all work was carried out by hand. Much of the information within the company was held on personal computers. The internal system was networked into three sections; operations management (OM), purchasing and administration. OM includes quality assurance and control (QA), and a computer aided design (CAD) station.Each section was independent of th e others. Employees were inadequately trained in the use of software and frequent problems arose through their lack of understanding of the packages in use. There was considerable duplication of data entry, with employees in each of the sections entering and extracting information in an unstructured manner. Where information transfer took place between sections, it was almost entirely carried out manually, transferring information to paper, and then manually transferring it to the next system. No section used the same nomenclature or data dictionary for parts and components.Manufacturers' references and descriptions were entered in a casual and unstructured way, making cross-referencing impossible. The data structure of each system was entirely different, and there were further large differences even within systems. CAD and QA were not integrated into the OM system. Consequently, internal systems were largely unsynchronised. As they grew in size, so the problems that they created we re progressively magnified. Build and wiring order was an important factor, particularly in the case of control cabinets. It could significantly affect productivity, quality and finished appearance.Company C Consequently, the order and format of cutting and build lists were central to production aims. Despite this, methods of list production failed to recognise this. It was difficult to derive build-order from examination of design information alone. Product variants caused additional difficulties and required translation by unskilled production operatives. As a result, operatives frequently transferred build instructions onto handwritten sheets and maintained unofficial work instruction systems. There was no formal method of transferring or retaining their build-order knowledge.Comparative attributes, and a summary of the most significant problems arising from the collection and use of information, knowledge and data for each of the three companies are shown in Table I. Identified success factors/ dysfunctional areas In order to more accurately compare and analyse the areas of dysfunction in each of the companies it is necessary to use an objective measure. Bailey and Pearson (1983) have produced one of the most definitive and widely used lists of factors that identify the success factors in ISs. Li (1997) added a further seven factors.These 46 elements have been used to form a matrix, shown in Table II, against which the ISs of the case study companies can be compared. However we have made minor modifications to some of the original criteria to widen references from a computer based information system (CBIS) to simply information system (IS). A hash (#) is shown in the description in these cases. A seven-point scale has been used to describe the degree of success or dysfunction of the IS when first observed. The scale used is as follows: 0 Not applicable 1 Significantly unsuccessful or dysfunctional 2Moderately unsuccessful or dysfunctional 3 Broadly neutral  ± neither successful nor unsuccessful 4 Moderately successful 5 Significantly successful X No information available. Discussion and analysis The companies studied were self-selected, with the only common factor being that they were experiencing operational difficulties which extended to their trading environment in one form or another. There was nothing to suggest that they were other than typical of [ 120 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studiesInternational Journal of Agile Management Systems 1/2 [1999] 116 ±126 Table I Company attributes Company B UK Manufacturing General engineering Throughout UK Yes Yes 25 Very high Low ? 170k ? 40 million Low Hierarchical High Very low Central Mixed, central file server, local PCs High Low Very low Yes No Very low Manual Management accountant Very high Yes Medium High Very Low Yes Yes Low Directors High Yes Company C UK Manufactu ring Automotive/machine tools English Midlands No N/A 60 Fairly high Low ? 1. 8 million ? 1. million Both high and low Team based Low Medium Local owner/directors Local PCs Characteristic Company A Country of operation Type of company Sales sector Sales area Part of a group High degree of central control Approximate number of employees on site Employee turnover rate General level of employee skills Approximate site sales turnover Approximate group sales turnover Product complexity Organisational structure Organisational formality Degree of manufacturing sophistication Origin of principal control Type of information systemDegree of manual systems Degree of computerisation Degree of IS training Islands of information Local networking Degree of IS integration Transfer between systems Provider of IT support Informal information systems External audit systems (e. g. ISO 9002) France Manufacturing Nuclear engineering/oil and gas production Worldwide Yes No 180 Low Very high ? 12 million ? 900 million High Hierarchical/matrix High Very high Local Mixed, central mainframe (financial), local mainframe and PCs Low High Medium Yes Some Low Manual IT department Medium Yes 121 ] (continued) J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 [ 122 ] Table I Company B . . . . . . . Characteristic Company A Company C Principal symptoms . . . . . . . Poor lead time performance Higher prices than competitors Loss of market share Serious loss of available turnover through lower throughput times . .Poor quality performance Poor lead time performance Extremely small customer base offering low value work Low profitability High degree of seasonality Poor quality performance Poor lead time performance Poor cash flow Frequent stoppages due to material shortages High degree of duplication and wasted effort Principal ca uses . . . . . . . . . . . . . . . . . Failures in communication in verbal systems  ± formal and informal Need to manually transfer data between separate IT systems leading to delays and inaccuracy Poor communication with suppliers and failure to keep adequate ata on vendor performance Lack of unified IT and IS strategy . . . . . . . . Lack of any formal operations management and scheduling system Failure to keep manufacturing performance records Control using inappropriate measurements Failure to monitor customers' records and address reasons for erosion of customer base Failure to understand market conditions Failure to understand employment market Self-imposed seasonality High staff turnover and absenteeim Constant loss of skills and competencies Lack of skills sharing Poor training Inappropriate SOP systemInformation systems unable to cope with rates of growth Unstructured data gathering Inappropriate transfer of information to factory floor leading to proliferation of informa l systems Failure to feed back information and knowledge from production Failure to understand employment market Limited knowledge base and deliberate limiting of skills base Lack of understanding of quality failures Lack of appropriate IT training Inappropriate IT systems Ad-hoc IT systems leading to Lack of unified IT and IS strategyJ. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 Table II Success factors and dysfunctional areas Factor no. 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Description factor Top management involvement Competition between computer based information system (CBIS) and non-CBIS units Allocation priorities for IS resources (#) Chargeback method of payment for services Relationship between users and the CBIS s taff Communications between users and the CBIS staff Technical competence of the CBIS staff Attitude of the CBIS staff Scheduling of CBIS products and services Time required for systems development Processing of requests for system changes Vendor's maintenance support Response/turnaround time Means of input/output with CBIS centre Convenience of access Accuracy of output Timeliness of output Precision of output Reliability of output Currency of output Completeness of output Format of output Features of computer language used Volume of output Realisation of user requirements Correction of errors Security of data and models Documentation of systems and procedures User's expectation of computer-based support User's understanding of the systems Perceived utility (worth vs. ost) User's confidence in the systems User's participation Personal control over the IS (#) Training provided to users Job effects of computer-based support Organisational position of the IS unit (#) Flexibility of th e systems Integration of the systems User's attitude toward the IS (#) Clarity of output Instructiveness of output Support of productivity tools Productivity improved by the IS (#) Efficiency of the systems Effectiveness of the systems A 3 2 3 X 4 4 4 3 3 3 2 X 4 4 4 3 2 3 3 2 4 4 4 2 4 4 4 5 4 4 4 4 4 4 4 4 4 2 2 4 4 4 4 4 3 3 Company B 1 1 1 2 1 1 2 1 1 1 1 1 1 3 2 1 1 1 2 1 1 1 1 2 1 1 3 1 1 1 1 2 1 1 1 1 4 1 1 1 2 2 1 1 1 1 C 2 3 2 0 4 2 2 2 2 2 3 1 2 3 4 2 2 2 2 2 2 2 3 2 2 2 1 2 4 2 3 3 4 4 1 2 5 4 2 4 3 3 2 2 2 2 companies of their size or sector. The studies aimed to determine the extent of use of ISs, report effectiveness and what contribution, if any, their systems had to the areas of dysfunction. They were intended to be preliminary studies from which initial conclusions could be drawn, with reference to published work. By spending a considerable amount of time in each company, and becoming involved with various aspects of their operations, and interacting with employees at all levels in each company, there is a high level of confidence that the systems observed were unaffected by short term experimental bias.Company A, with the highest turnover and backed by a large multi-national parent company was the most resource rich [ 123 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 company. It possessed a highly sophisticated and well-designed production and operations management system, backed by logistics, quality and design departments each equally efficient in their own right. The IS appears from Table II to perform reasonably well. Yet consistently it was unable to meet promised lead times, often by a substantial margin.It was found that the purchasing department was at the centre of many of the problems, with poor communication with suppliers, and adversarial purchasing based p rincipally on price. The consequence was many late deliveries and variable quality. Yet the true cause of the problems was not discovered to be there. The principal means of information transfer between different sections of the company's IT system was manual. Because of incompatible systems, even at PC level, where both Apple and MsDOS based systems were employed, communication was impossible. Each department's system had grown on an ad hoc basis to fulfil its own needs, without reference to others. Each data transfer took place using printed information, usually in the form of schedules, which was translated, then re-entered manually.There were often delays, some considerable, while this process took place. Subtle yet cumulative changes of data and information took place because of translation errors. This had the effect of de-synchronising the whole system. But the most significant effects on leadtime were not to be found in the IT system, but rather in verbal communication syste ms. A large number of formal and informal meetings were held to exchange information often in response to increasing delays against the planned schedule. In response to pressure, the spokespersons from individual departments often gave incorrect answers, sometimes inadvertently because of the cumulative errors or delays in information transfer.Other times, errors were deliberate, where attempts were apparently made to save face, or under pressure from a senior manager or colleagues, to agree to plans that they knew to be unrealistic. Different participants often repeated this process in turn during a meeting. Accordingly, this information was recorded and became crystallised into the formal system with the result that delays were progressively magnified. Thus it was lack of true dynamic connectedness of the system that created the problems that led to continual poor lead-time performance. In contrast, the IS in Company B was not only seriously deficient and absent in many places, bu t was dysfunctional in every area where it did exist. IT systems were limited, unfriendly and uncoordinated, with training and documentation absent.In the wider system information, and particularly feedback, was deliberately withheld, and knowledge generation stifled in response to the corporate culture. The annual haemorrhage of accumulated skills combined with the lack of training and poor human resources policies substantially added to the problem. Inappropriate measurement and control of the feedback systems that did exist reinforced this culture, and the problems that were occurring. Because of poor management techniques, both internal and external intelligence was ignored for considerable periods of time. At the times attention was placed upon this aspect, the system was incapable of multiple focus, and one set of problems was replaced with another.The response of senior group managers was particularly interesting. As IS was put in place or repaired, long-accumulated problems began to emerge which pointed to previous management failures. Their immediate response was to try to dismantle newly implanted systems, and halt knowledge generation and dissemination, and return to the previous culture. Once they took these steps, failure was inevitable. In Company C, the problems were quite different. There was a clear belief in the ability of computers to solve problems by their mere presence. Yet the growth and structure in their IS was wholly unplanned and uncoordinated, and was incapable of supporting the rapid growth of the organisation.There was substantial redundancy and duplication of software systems, and poor understanding of their capabilities that led to the disablement of important reporting and control facilities. Poor system management and training allowed proliferation of duplicated files, and it was often difficult to determine the correct version of any instruction. As a consequence, a considerably higher level of employee time was expended than necessary, substantially increasing costs. Poor data gathering, knowledge management and information generation techniques exacerbated these problems, and informal systems proliferated. Yet simple trial measures to return acquired manufacturing process and merge formal and informal systems, improved quality, productivity and worker-satisfaction.Information systems in an agile company should contribute to responsiveness as well as to overall corporate and organisational aims (Burgess, 1994; Goldman and Nagel, 1993; Kidd, 1994). There are a number of broadly accepted principles of the agilemanufacturing paradigm that provide the [ 124 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 basis for a rapid and flexible response to changing trading conditions. That is to say there is emphasis on strategies (Goldman et a l. , 1995), technologies, systems (Cho et al. , 1996; Gillenwater et al. , 1995) and people (Goldman et al. , 1995; Kidd, 1994).In many cases, many authors have placed great emphasis on the technological capabilities of the organisation (Adamides, 1996; Medhat and Rook, 1997; Merat et al. , 1997). Such resources may not be available to smaller companies. Does this necessarily mean that small companies may not be agile. This would be directly contradictory to the long held view that the strength of smaller companies is their inherent flexibility and responsiveness. Nevertheless, from the comparisons shown in Table III it is possible to conclude from this study that the more dysfunctional, and less dynamically connected the IS, the less able the company is to achieve agile outcomes, flexibility and responsiveness, in the broadest sense of its definition (Gehani, 1995; Kidd, 1996). Conclusion and implicationsIn this section consideration is given to three broad issues arising from the case studies: potential implications of the results; preliminary conclusions; and plans for further work. The studies found broadly in line with previous work, though we have suggested that the normal three-part definition of information of data, information and knowledge be extended to include a fourth, intelligence. We have further observed the fundamental importance of informal systems particularly in the case of the two smaller companies B and C. Here personnel at every operational level relied heavily on informal information, and constructed their own systems, either to protect their position, or to operate more effectively.We have also propounded the biological view that human behavioural systems in particular provide a useful view of how responsive organisations should behave if flexibility and responsiveness is the desired outcome. This paper then considered the companies against the background of agile manufacturing and compared their actual performance to the ideals of the paradigm. It can be concluded that in every case in this study, the more dysfunctional and less dynamically connected the IS, the less able the company is to be agile in the broadest sense of its definition. However current tools and techniques of evaluation and design of ISs are far less wellTable III Comparative performance against agility principles Company A Strategy Agile principles Technology Systems Lack of direct integration of IT systems and connectedness of IT and people-centred systems Absent, deficient or dysfunctional. Without effective coordination or integration People Flexibility Outcomes Responsiveness Low Good strategic Good to awareness excellent Low People highly trained, valued and rewarded but failure in communications in people-centred systems People poorly valued and rewarded. No training and deliberate withholding of knowledge in response to company culture Poor B Poor strategic Badly provided, maintained and awareness  ± understood with lack of internal and external intelligence Poor C Strategy held in individuals at board levelLimited, uncoordinated and unplanned. Computers seen as an answer by simply being present Uncoordinated and incapable of adapting to rapidly increasing demand Poor HR policies Rapidly decreasing leading to staff shortages and low reputation. Poor knowledge management Rapidly decreasing [ 125 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 suited to the needs of many companies (Sauer and Lau, 1997), SMEs in particular, and the achievement of their strategic, commercial and operational goals.This suggests that a new and simpler technique is required that aims to lay down the foundation for an IS at an early stage in the development of a company. This system must be capable of being applied by non-specialist managers in circumstances where there may be a mix of information technology and manual systems. Nevertheless it must be one that incorporates the four elements of information that have been defined in this paper. Work to devise such an audit and planning tool, together with a methodology for its application, is currently being undertaken. References Adamides, E. D. (1996), â€Å"Responsibility-based manufacturing†, International Journal of Advanced Manufacturing Technology, Vol. 11 No. 6, pp. 439-48. Bailey, J. E. and Pearson, S. W. 1983), â€Å"Development of a tool for measuring and analysing computer user satisfaction†, Management Science, Vol. 29 No. 5, May, pp. 519-29. Burgess, T. F. (1994), â€Å"Making the leap to agility: defining and achieving agile manufacturing through business process redesign and business network redesign†, International Journal of Operations and Production Management, Vol. 14 No. 11, pp. 23-34. Cho, H. , Jung, MY. and Kim, M. (1996), â€Å"Enabling technologie s of agile manufacturing and its related activities in Korea†, Computers and Industrial Engineering, Vol. 30 No. 3, pp. 323-34. Fayol, H. (1949) General and Industrial Management, Pitman, London. Gehani, R. R. 1995), â€Å"Time-based management of technology: a taxonomic integration of tactical strategic roles†, International Journal of Operations and Production Management, Vol. 15 No. 2, pp. 19-35. Gillenwater, E. L. , Conlon, S. and Hwang, C. (1995), â€Å"Distributed manufacturing support systems  ± the integration of distributed group support systems with manufacturing support systems†, Omega  ± International Journal of Management Science, Vol. 23 No. 6, pp. 653-65. Goldman, S. L. and Nagel, R. N. (1993), â€Å"Management, technology and agility: the emergence of a new era in manufacturing†, International Journal of Technology Management, Vol. 8 Nos 1/2, pp. 18-38. Goldman, S. , Nagel, R. and Preiss, K. 1995), Agile Competitors and Virtual Organisa tions, Van Nostrand Reinhold, New York, NY. Gulick, L. H. and Urwick, L. F. (1937), Papers on the Science of Administration, Institute of Public Administration, New York, NY. Hammer, M. and Champy (1993), Re-engineering the Corporation, HarperCollins, New York, NY. Kidd, P. T (1994), Agile Manufacturing: Forging New Frontiers, Addison-Wesley, London. Kidd, P. T. (1996), Agile Manufacturing: A Strategy for the 21st Century, IEE Colloquium Digest Nos. 96/071, March, p. 3. Li, E. Y. (1997), â€Å"Perceived importance of information system success factors: a meta-analysis of group differences†, Information and Management, Vol. 32 No. 1, pp. 15-28. Medhat, S. S. and Rook, J. L. 1997), â€Å"Concurrent engineering  ± processes and techniques for the Agile Manufacturing Enterprise†, IIE Conference Publication, No. 435, pp. 9-14. Merat, F. L. , Barendt, N. A. , Quinn, R. D. , Causey, G. C. , Newman, W. S. , Velasco, V. B. Jr, Podgurski, A. , Kim, Y. , Ozsoyoglu, G. and Jo, J . Y. (1997), â€Å"Advances in agile manufacturing†, Proceedings  ± IEEE International Conference on Robotics and Automation, Vol. 2, pp. 121622, IEEE, Piscataway, NJ. Mintzberg, H. (1997), â€Å"Rounding out the managers job†, IEEE Engineering Management Review, pp. 119-33. Porter, M. E. (1996), â€Å"What is strategy? †, Harvard Business Review, November-December, pp. 61-78. Sauer, C. and Lau, C. 1997), â€Å"Trying to adopt systems development methodologies  ± a casebased exploration of business users' interests†, Information Systems, pp. 255-75. Smith, K. K. (1984), â€Å"Rabbits, lynxes and organisational transitions†, in Kimberly, J. R. and Quinn, R. E. (Eds), New Futures: The Challenge of Managing Corporate Transitions, Dow-Jones Irwin, Homewood, IL, pp. 269-94. SPI (Society of Practitioners of Insolvency) (1998), Insolvency, The Director, London, June, pp. 82-84. Veryard, R. (1994), Information Co-ordination: The Management of Informati on Models, Systems and Organisations, Prentice-Hall International (UK) Ltd, Hemel Hempstead, p. 22. [ 126 ]

Management and Organizational Structure of Goddard Catering

Management and Organizational structure of Goddard Catering Group Ltd. Bottling water company Mission Statement Your Health is our Concern Your thirst is ours to quench Vision Statement To be the number one consumer choice for purified drinking water in St. Lucia and other territories. About the Company Paradise Water, formally known as Paradise Springs is a private limited company, subsidiary of Goddard catering group St. Lucia Ltd and was established in 1988. The company is located at the Hewanorra International Airport, and is a leading supplier of bottled water in St Lucia, and currently holds the most modern water plant on the island.From the initial stage of blowing up the bottles for distribution of water to sales and marketing of the product Paradise Water aggressively promotes its product both locally and regionally in countries such as Antigua and Barbuda, and Grenada, and is continuing to expand at a rapid rate. Paradise Water is endorsed by the St Lucia Bureau of Standard s and carries the approval seal on every bottle produced. The company began as a spring water bottling company in 1988 providing drinking water to local retail outlets island wide. They began operations with 12 employees which included 1 sales person, a general manager and an operations supervisor.As the years progressed and the company’s sales volume increased the number of employees increased to 87 by 1994. The organizational structure now included an HR Assistant, Operations Manager, and Financial Controller. In that same year the company and all of St Lucia suffered massive losses as a result of the damage caused by Tropical Storm Debby on September 10th. The company’s water source was completely destroyed forcing them to rethink their product strategy. The decision was then taken to transform the company from bottling spring water, to a water purification plant hence the name change.Organizational Structure Organizational Structure The company follows a functional structure with horizontal linkage. In this organization the employees report to their department managers and theses managers report to the general manager. A cross functional information system is used to routinely exchange information about problems, opportunities, activities within the company. Departmental managers along with the General Manager are the ones making decisions regarding the company. Each department also has project teams responsible for handling mini tasks within their department. Changes over the past 20yearsOver the past 20 years the company has seen some major changes to its product; the switch from bottling purified water to purified water. The increase in the 500ml bottle size to 600ml The introduction of the 3 gallon bottle and hand pump Increase in the number of staff and the introduction of new managerial post such as accounts and human resources. The Product Paradise Water is available in a variety of bottle sizes which are 600ml, 1. 5L, 5L, as well as 3 and 5 gallon sizes. Rigorous testing standards are employed in order to ensure that the water quality meets the highest international standards.Paradise water also provides free coolers to customers who sign up to receive 10 or more 5 gallon bottles of water per week. They also provide the option of rental of the coolers if the criteria for receiving the free cooler cannot be met. Description of Competitors Paradise water manufactures branded water for TEMPO, Coconut Bay, BARON Foods and GL Food Market. Paradise Water holds 40% of the market share however its main competitors are Blue Waters and Crystal Clear Water. Blue Waters is a Trinidad based company with a distribution center in the north of the island.Blue waters also provides customers with similir services as Paradise water which includes 1. 5L, 5L, and 5 gallon bottles of water. They also provide 650ml, 400ml and 8L bottles of water which are not manufactured by Paradise Water. Blue waters currently hold 25% of the market share. Another competitor is Crystal Clear purified water which also holds 25% of the market. Crystal Clear water is a new commer to the market however the company is slowly making strides to improve its product and gaining them a ? of the market providing consumers with cheaper prices for larger sizes of water.The remaining 10% is shared among smaller water companies. Pricing Paradise Water| | Blue Waters| | Crystal Clear Water| Product| Price| | Product| Price| | Product| Price| 600ml| $ 2. 00 | | 400ml| $ 0. 99 | | 355ml| $ 0. 99 | 1. 5L| $ 3. 00 | | 650ml| $ 2. 50 | | 650ml| $ 2. 50 | 5L| $ 6. 00 | | 1. 5L| $ 3. 00 | | 1. 5L| $ 3. 00 | 3 Gal| $ 15. 00 | | 5L| $ 7. 00 | | 2liter pk (2 2liter bottles)| $ 5. 00 | 5 Gal| $ 20. 00 | | 8L| $ 10. 0 | | | | | | | 5 Gal| $ 25. 00 | | | | Paradise water provides a competitive pricing advantage on its products showing a lower price for most of its products except that of the 1. 5L which is sold at the same price for all the companies. Org anizational Culture Responsibility to Customers Paradise Water strives to provide the best quality water and the highest quality of customer service to its customers. After the passing of Hurricane Tomas in 2010 the company has realized a tremendous increase in the demand for bottled water as people are more health conscious.Paradise water has a rigiourous filtration system to ensure that all impurities are removed from the water, the filtration system is as follows: Responsibility to employees The company recognises that the company’s success depends on the corporation and contribution of all its employees therefore, the company aims to provide all employees a safe working environment, ensuring that competitive terms and conditions of service ar provided to these employees and encouraging employees to get involved in the planning and direction of work.The company also promotes employee development through scholarships for employees wishing to further their education. Employe es also receive one free 5 gallon of water a week as an inccentive. Social Responsibility Social Responsibility is high on the list of priorities of Paradise Water. The company seeks to conduct business as a responsible corporate member of society, observing the laws of the country and seeking to improve the quality of life for all St Lucians through education, health, sports and culture.The company believes in the true meaning of community living and makes every effort to enhance the quality of life for as many people as possible. The company sees giving back to the community as a way of saying thank you to all St Lucians. Paradise Water is the sponsor of * District 6 school sports meets * The official sponsor of high jump champion Levern Spencer’s 2012 olympic campaign – All customers purchasing the specially labeled Levern Spencer bottles of water will be contributing to the sponsorship of Ms.Spencer’s trip to the 2012 olympic campaigh as proceeds from the pu rchase of any size of Paradise Water go towards Levern's 2012 Olympic campaign. * the official water of Pinehill funwalk * the company also sponsors many other local youth groups and activities Awards: The company has received numerous awards throughout its existance these include: * 2008 -2011 Ministry of Social Transformation – Outstanding Contributions to St Lucia sports * 2008 St. Lucia Amateur Swimming Association – Sponsor of the Year * 2012 St Lucia Manufacturers Association: Platinum Award for Implementation of Standards and Best Practices -Gold award for Social Responsibility -Gold award for Leadership Business Strategy Paradise water strives to go beyond what its competitors are offering as far as a product line and the price of their product. This has been achieved for the last five years and the company plans to continue to do so by continually developing new product ideas along with ways to make its production aspect run more efficiently. The research team currently is developing a new product line: flavored water with all natural ingredients.This new product will increase the company’s revenue by 10%. The company plans to extend its geographic market to include St. Vincent and Trinidad . The bottle design team has finished a 5 liter design that will be fitted to a water dispensing unit. These units will be rented to office buildings and houses for a very low cost per month. Product Strategy Paradise Water hopes to begin testing flavored water to see how the public would respond to this new product line In addition to it’s current line of products, the company will be adding a new product to it’s line which is in its final stages of designing.That is an improved 5 liter bottle with a water dispenser unit that will be rented to office buildings and available for sell to the home user. Price Strategy Paradise Water keeps their products reasonably priced so as to maintain its competitive advantage, keep loyal custom ers and attract new customers. Promotion Strategy Paradise Water Sales and marketing team conducting a hydration class at the OPSR expo2012. The company seeks to promote its products through sponsorship of various community activities.The company also uses radio and tevevision advertisments to promote its product. Its current campaign being the raise the bar campaign – sponsorship of Levern Spencers journey to the Olympics. Distribution Strategy In addition to its effective distribution of water to all supermarkets on the island and convenience stores; Paradise Water undertakes extensive home and office delivery of bottles and coolers for Monday to Friday. This ensures that customers receive the service befitting their top quality product. Company’s S. W. O. T Analysis StrengthsParadise water is the leading retailer of purified water on the island Products prices are the lowests among competitors Weakness Production of bottled water is dependant on clean running water from the water company, should a disaster occur and the water system is damaged or a drought, then production would be at a stand still. Opportunities Distribute to over 55 communities within the region Place paradise water and water dispensers in local grade schools. We plan to donate the dispensers and stock and provide the schools with free water for a year. ThreatsThere is the constant fear another company trying to sell a better product will steal our loyal customers away. If the public percives Paradise Water as nothing but tap water rather than purified water they may opt to puchase a different brand of water. Bibliography Cozier, M. (2012, June 8). General Manager, Paradise Springs. (S. Christophe, Interviewer) http://www. entrepreneur. com. (n. d. ). Retrieved from http://www. entrepreneur. com. Paradise Water. (n. d. ). Retrieved from http://slupsl. net Williams, C. (2011-2012). MGMT. In C. Williams, MGMT4th Ed. South-Western Cengage Learning.

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Disclosure of information - Essay Example This new employee begun badmouthing his/her former boss and the company he/she used to work with. We initially thought he/she was just kidding because he/she looked sharp and we thought that he/she knew that it is unethical to badmouth former employers to new work colleagues. But he/she was not kidding, as he/she ranted all night long venting all his/her frustration on us about his/her former boss, his former co-workers and everything about the company he/she used to work for. It got to the point that we got stressed by his/her ranting that it defeated the purpose of our night out. Listening to his/her litany of pent-up emotions about his/her former boss and company really stressed me. It really turned me off. And it got me thinking that I may be badmouthed too should this new fellow worker move to other company. The next day, I became uneasy and uncomfortable around this new fellow worker though he/she was nice to me. For whatever reason, I feel guarded around his/her presence. I became uncomfortable sharing my own personal idiosyncrasy and kept my distance from him/her. I also avoided long conversation with him/her. I am aware that it is not the usual me to avoid people. But with this co-worker, I seem to have hard-time establishing a personal relationship as I became too guarded and stiff around him/her for us to become friends. I can feel that he/she is not really that bad as a person. But I just cannot forget his/her litany and ranting during the first evening that we socialized. Every time I try, the words she mentioned against his/her former boss and work mates just keeps ringing on my head. In a way, her personal angst rubbed on me as it affected my ability to open up to some people. Years went by and we both eventually resigned, but our relationship never progressed beyond the

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MODERN BUSINESS in Comparative Perspective (EXAM PREPARATION) - Essay Example This was happened between the 17th and 18th century In the late 17th century, the United Kingdom (UK) began the industrial revolution. Before industrialization, the people used to live in the rural area practicing farming. However, the countries had distinctive advantage in the manufacturing industry, especially in textile industry. Moreover, The development of the steam engine played important roles in ensuring an improvement in the banking industry. However, the UK banking industrywas lack of intermediation. In the early 18th century, the United States (US) began the industrial revolution. After the civil war, the US industry was changed drastically. The railroads distributed goods and products everywhere; therefore, the production level was increased. Before industrialization, the organizational structure was under hierarchy structure. However, when the population in the cities increased after revolution, the country was decreased between rich and poor. Moreover, increasing in US industries improved in the banking industry. The US banking industry supported many industries along with introducing the stock markets. Both early-industrialized countries focused on invention and innovation. The UK and US were creatively used in the textile and automotive industry with adequate support of the financial institutions where started growth of economies. Moreover, the manufacturing industries were set in these countries that marked the growth in the market share. Late or newly, industrialization refers to those countries whose level of economic development is between the developing and the first world classifications (Wyatt, 2009).  This means that these countries have moved from the agriculture based economy to the industrialized urban economy. Some of the countries that are industrialized include Germany, China, and Japan. The development of the railway network fastened the transportation of goods from one place to another. In addition,

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Can art be functional and design artistic - Essay Example According to Hansson (2005), artworks such as paintings, poems, plays, etc. are created exclusively for the intention of providing aesthetic experiences. Nevertheless, the field of architecture and industrial design, objects are made not only made with the purpose of fulfilling the aesthetic criterion, but also mainly of service and function. This concept gives rise to functional arts, which refers to art that has a purpose such as furniture, pottery etc. The combination of these two characteristics led to the evaluation of how these two characteristics of arts relate to each other. Furthermore, this paper aims to discuss if art can both be functional and design artistic. Visual Arts Visual arts refer to art forms that are fundamentally visual in nature. Examples of these are painting, sculpture, photography, drawing, design, filmmaking, video and architecture, ceramics, printmaking, and crafts (Sutton, 2000). However, such definition encompasses other artistic disciplines such as co nceptual arts, performing arts, and textile arts as well as applied arts, which include industrial design, fashion design, graphic design, and decorative arts (Leaman, 2004). In addition, this concept of visual arts cannot always be the case applied in modern art. The distinction of its usage, however, was accentuated by the artists in whose interests in vernacular art forms were valued in as much of excellent forms of art during the Arts and Crafts Movement. During this period in the 20th century, an individual can only be considered as an artist if he works under the discipline of fine arts, which includes painting or sculpture. An individual is known otherwise if he works on handicrafts alone which founded a strong contrast between fine arts and crafts because the latter was not considered to be a form of a visual art at this era (Barone & Eisner, 2012). Also, the practice of visual arts may be attributed to historical aspects that prompted traditional artists to probe into the c hanging dynamics embedded into the visual culture as manifested in the application of knowledge in the arts. Among all other forms of visual arts, painting is regarded as the highest form of visual art in Western and Eastern regions because of its complexity and aesthetic effects. In China, scholar painting is considered to be the highest technique of painting (Sullivan, 2010, p. 3). Functional and Design Artistic In a general sense, a form of art is constrained in its function. Instead of using art as the artist’s way of expressing his or her inner thoughts, feelings, or emotions, the visual nature of an art can have a greater value when its graphic form or appeal has a functional characteristic. This type of artwork is referred to as functional arts, which do not only bring an aesthetic attribute to the design, but a function that serves it purpose to mankind. The creation of this design centers on the fusion of environmental elements complementing each environmental charac teristic and striking a balance of nature and design (Cairo, 2012). Significantly, such characteristic contributes to a better appreciation in gaining a valuable insight or understanding the relationship between the art form and its function. For instance, most objects of the Indian art form are normally used in performing a service like using certain objects as a container, or providing other means of worship (Dockstadder, 2013). Another example of functional arts is the furniture at

Discovery in the Amazon Case Study Example | Topics and Well Written Essays - 500 words

Discovery in the Amazon - Case Study Example It can also be speculated that the pipeline will give rise to cases of dispossession. The orthodox frame might argue that the pipeline will finally help in the integration of the tribes into the market economy and thus introduce them to the benefits o the development, but a more critical perspective would go further and question, â€Å"what/who has kept them out?† – thus referencing a historical divergence point that has created a global system wherein the wealth of one class limits the development possibilities of the other. In diametric opposition to the claim that it was the birth of capitalism (and the ability to produce capital) that was the turning point in the West and what freed people from poverty, there are arguments that the beginnings of formal property rights was what led to the extinction of customary and collective rights and the deprivation of access to land and other resources of the marginalized. And while the Capitalist-driven frame traces the roots of poverty to the existence of barriers to the market exchange of land and resources, the counter-frame questions the logic of this commodification and exposes the flaws of an unfettered market exchange. This would result in a slew of other human rights violations such as food sovereignty and land sovereignty. Moreover, there is a clear violation of the autonomy and self-determination of the indigenous tribes that occupy the areas in Ecuador to be affected by the pipeline. Western thought has cultivated the notion that there is but one trajectory towards progress and development, and this can be quantified in material terms. Development, according to Western thought, means roads and infrastructure, access to markets and trading, a quality life that approaches, if not approximates Western life as it is known. But this kind of thinking is in itself an imposition of a Western imaginary that obscures equally legitimate ways of living and

Regulatory And Accreditation Body Paper Research

Regulatory And Accreditation Body - Research Paper Example Although there are several reasons why these organizations were created, the core impetus which inspired it is the assurance of public health and safety. Though the end point boils down to a common goal, the regulatory and accrediting bodies differ in their function and scope. The Commission on Collegiate Nursing Education--an accrediting body, and the National Council for States Boards of Nursing--a regulatory body, will be examined through their functions and scope in their paper. Regulatory Body According to Harvey (2004a), a regulatory body in higher education is â€Å"an external organization that has been empowered by legislation† to take hold of the educational processes through restrictions and rules designed by the organization to maintain a specified standard. The importance of a regulatory body is nondiscriminatory when what is at risk is the common good. Habgood and Welter (2000) expressed the role of regulatory body through the regulations they make as â€Å"[ass urance of] public protection by administering enactment of the passed law.† In this note, one may say that legislations influence the regulations of the regulatory bodies in such a way that the public is given the most benefits. In the context of nursing education, where public health is the main concern, it is essential to be very selective of the persons of whom a license would be entrusted. This goes to the assessment of what kind of training a nursing graduate has and how equipped and worthy is he/she to become a â€Å"registered nurse.† Of the different nursing regulatory bodies, it is the National Council for States Boards of Nursing to perform this task. National Council for States Boards of Nursing (NCSBN) Purpose. The NCSBN was founded in 1978 as a non-profit organization conceptualized by the American Nurses Association (ANA) Council on State Boards of Nursing. The creation of NCSBN comes from the realization that in order to fully concentrate on the safety of the public and assurance of a quality workforce of nurses, â€Å"the regulation of nurses needed to be a separate entity from the organization representing professional nurses† (NCSBN, n.d.b). If such professionals would not be regulated, then public health and public safety would be jeopardized; an instance which NCSBN prevents. To materialize their goals, NCSBN formulated the Guiding Principles of Nursing Regulations which include: protection for the public, competence of all practitioners regulated by the board of nursing, due process and ethical decision making, shared accountability, strategic collaboration, evidenced-based regulation; response to the marketplace and healthcare environment; and globalization of nursing. Through their guiding principles, the NCSBN is able to regulate all aspects of nursing practice; from the selection of the human resource to establishing an above average competence which can compete globally. Ethical standards are also given emphasis to the benefit of both practitioners and clients, so that a balance decision-making, in case of alleged malpractice and such circumstances is assured. Scope. NCSBN’s primary roles are to provide rules, administer licensure examinations and regulate professional nursing practice. Since the NCSBN is state-based, rules may vary depending on the qualifications of the state (NCSBN, n.d.a); such as in each regulatory agency, â€Å"the regulatory authority may vary according to the purpose of approval and the particular jurisdiction† (Bible et al. 2010). Licensure is the main task of the NCSBN;

Definition of the words Assignment Example | Topics and Well Written Essays - 500 words

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Live Performance versus Studio Recordings - Essay Example These differences are highly noticeable in a studio vs. live recording of the Beatles’ ‘Love Me Do’. The live recording was captured at the BBC, while the studio recording was featured on the album ‘Please, Please, Me’. One of the advantages of studio recordings is that the band and the producer have the luxury of recording the different musical elements at different times and then mixing them together. This ensures that the greatest quality recording is possible. This is definitely noticeable with the Beatles’ studio recording as one notices the crisp drums and harmonica sound that is produced from the song’s introduction. Just as instruments can be recorded on different tracks, so can vocals. This is a highly noticeable feature for the Beatles’ music as they are prone to singing in harmony. As the harmony begins one again recognizes the pure crisp sound they are able to achieve. Undoubtedly this sharp sound was achieved through many hours in a studio perfecting the exact vocal elements of the song. There is the recognition that while the studio environment is able to achieve a sharp and crisp sound, the live environment is generally more free-form. In this way, the live environment lacks the ability to record the instrumentation and vocals separately and as such may contain some errors. While this rough sound may perturb some, for others live recordings may be fuller of life as they constitute a singular performance. The Beatles’ BBC performance of ‘Love Me Do’ contains many of these elements. While the harmonica and drum track of the studio recording achieve a high level of musicianship, one recognizes that there is a messier and rough feel in the BBC track. While the Beatles are consummate musicians, one recognizes this difference is slight; however it functions as one of the major differing elements between the songs. In terms of vocal elements, it appears that the studio recording was more

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The Lottery Essay Example for Free

The Lottery Essay The Lottery The specific details Jackson describes in the beginning of â€Å"The Lottery† set us up for the shocking conclusion. In the first paragraph, Jackson provides specific details about the day on which the lottery takes place. She tells us the date (June 27), time (about 10 A.M.), and temperature (warm). She describes the scene exactly: there are flowers and green grass, and the town square, where everyone gathers, is between the bank and post office. She provides specifics about the town, including how many people live there and how long the lottery takes, as well as about neighboring towns, which have more people and must start the lottery earlier. In the paragraphs that follow this introduction, Jackson gives us characters’ full names—Bobby Martin, Harry Jones, and Dickie Delacroix, among others—and even tells us how to pronounce â€Å"Delacroix.† Far from being superfluous or irrelevant, these initial specific details ground the story in reality. Because she sets the story firmly in a specific place and time, Jackson seems to suggest that the story will be a chronicle of sorts, describing the tradition of the lottery. The specifics continue throughout the story, from the numerous rules Mr. Summers follows to the names of the people who are called up to the box. In a way, there is safety in these details—the world Jackson creates seems much like the one we know. And then the stoning begins, turning reality on its head. Because Jackson is so meticulous in grounding us in realistic, specific details, they sharpen the violence and make the ending so incredibly surprising. Themes The Danger of Blindly Following Tradition The village lottery culminates in a violent murder each year, a bizarre ritual that suggests how dangerous tradition can be when people follow it blindly. Before we know what kind of lottery they’re conducting, the villagers and their preparations seem harmless, even quaint: they’ve appointed a rather pathetic man to lead the lottery, and children run about gathering stones in the town square. Everyone is seems preoccupied with a funny-looking black box, and the lottery consists of little more than handmade slips of paper. Tradition is endemic to small towns, a way to link  families and generations. Jackson, however, pokes holes in the reverence that people have for tradition. She writes that the villagers don’t really know much about the lottery’s origin but try to preserve the tradition nevertheless. The villagers’ blind acceptance of the lottery has allowed ritual murder to become part of their town fabric. As they have demonstrated, they feel powerless to change—or even try to change—anything, although there is no one forcing them to keep things the same. Old Man Warner is so faithful to the tradition that he fears the villagers will return to primitive times if they stop holding the lottery. These ordinary people, who have just come from work or from their homes and will soon return home for lunch, easily kill someone when they are told to. And they don’t have a reason for doing it other than the fact that they’ve always held a lottery to kill someone. If the villagers stopped to question it, they would be forced to ask themselves why they are committing a murder—but no one stops to question. For them, the fact that this is tradition is reason enough and gives them all the justification they need. The Randomness of Persecution Villagers persecute individuals at random, and the victim is guilty of no transgression other than having drawn the wrong slip of paper from a box. The elaborate ritual of the lottery is designed so that all villagers have the same chance of becoming the victim—even children are at risk. Each year, someone new is chosen and killed, and no family is safe. What makes â€Å"The Lottery† so chilling is the swiftness with which the villagers turn against the victim. The instant that Tessie Hutchinson chooses the marked slip of paper, she loses her identity as a popular housewife. Her friends and family participate in the killing with as much enthusiasm as everyone else. Tessie essentially becomes invisible to them in the fervor of persecution. Although she has done nothing â€Å"wrong,† her innocence doesn’t matter. She has drawn the marked paper—she has herself become marked—and according to the logic of the lottery, she therefore must die. Tessie’s death is an extreme example of how societies can persecute innocent people for absurd reasons. Present-day parallels are easy to draw, because all prejudices, whether they are based on race, sex, appearance, religion, economic class, geographical region, family background, or sexual orientation, are essentially random. Those who  are persecuted become â€Å"marked† because of a trait or characteristic that is out of their control—for example, they are the â€Å"wrong† sex or from the â€Å"wrong† part of the country. Just as the villagers in â€Å"The Lottery† blindly follow tradition and kill Tessie because that is what they are expected to do, people in real life often persecute others without questioning why. As Jackson suggests, any such persecution is essentially random, which is why Tessie’s bizarre death is so universal. Motifs Family Family bonds are a significant part of the lottery, but the emphasis on family only heightens the killing’s cruelty because family members so easily turn against one another. Family ties form the lottery’s basic structure and execution. In the town square, families stand together in groups, and every family member must be present. Elaborate lists of heads of families, heads of households within those families, and household members are created, and these lists determine which member draws from the box. Family relationships are essential to how the actions of the lottery are carried out, but these relationships mean nothing the moment it’s time to stone the unlucky victim. As soon as it’s clear that Tessie has drawn the marked paper, for example, her husband and children turn on her just as the other villagers do. Although family relationships determine almost everything about the lottery, they do not guarantee loyalty or love once the lottery is over. Rule s The lottery is rife with rules that are arbitrarily followed or disregarded. The intricate rules the villagers follow suggest that the lottery is an efficient, logical ritual and that there is an important purpose behind it, whereas the rules that have lapsed, however, reveal the essential randomness of the lottery’s dark conclusion. Mr. Summers follows an elaborate system of rules for creating the slips of paper and making up the lists of families. When the lottery begins, he lays out a series of specific rules for the villagers, including who should draw slips of paper from the black box and when to open those papers. When someone is unable to draw, the lottery rules determine who should be next in line. At the same time, there are ghosts of rules that have been long forgotten or willfully abandoned altogether, such as those for salutes and songs that accompany Mr. Summer’s induction as the  chairman of the lottery. The fact that some rules have remained while others have disappeared underscores the disturbing randomness of the murder at the end of the lottery. Symbols The Black Box The shabby black box represents both the tradition of the lottery and the illogic of the villagers’ loyalty to it. The black box is nearly falling apart, hardly even black anymore after years of use and storage, but the villagers are unwilling to replace it. They base their attachment on nothing more than a story that claims that this black box was made from pieces of another, older black box. The lottery is filled with similar relics from the past that have supposedly been passed down from earlier days, such as the creation of family lists and use of stones. These are part of the tradition, from which no one wants to deviate—the lottery must take place in just this way because this is how it’s always been done. However, other lottery traditions have been changed or forgotten. The villagers use slips of paper instead of wood chips, for example. There is no reason why the villagers should be loyal to the black box yet disloyal to other relics and traditions, just as there is no logical reason why the villagers should continue holding the lottery at all. The Lottery The lottery represents any action, behavior, or idea that is passed down from one generation to the next that’s accepted and followed unquestioningly, no matter how illogical, bizarre, or cruel. The lottery has been taking place in the village for as long as anyone can remember. It is a tradition, an annual ritual that no one has thought to question. It is so much a part of the town’s culture, in fact, that it is even accompanied by an old adage: â€Å"Lottery in June, corn be heavy soon.† The villagers are fully loyal to it, or, at least, they tell themselves that they are, despite the fact that many parts of the lottery have changed or faded away over the years. Nevertheless, the lottery continues, simply because there has always been a lottery. The result of this tradition is that everyone becomes party to murder on an annual basis. The lottery is an extreme example of what can happen when traditions are not questioned or addressed critically by new generation s. Foreshadowing and Suspense Many of the seemingly innocuous details throughout â€Å"The Lottery† foreshadow the violent conclusion. In the second paragraph, children put stones in their pockets and make piles of stones in the town square, which seems like innocent play until the stones’ true purpose becomes clear at the end of the story. Tessie’s late arrival at the lottery instantly sets her apart from the crowd, and the observation Mr. Summers makes—â€Å"Thought we were going to have to get on without you†Ã¢â‚¬â€is eerily prescient about Tessie’s fate. When Mr. Summers asks whether the Watson boy will draw for him and his mother, no reason is given for why Mr. Watson wouldn’t draw as all the other husbands and fathers do, which suggests that Mr. Watson may have been last year’s victim. Jackson builds suspense in â€Å"The Lottery† by relentlessly withholding explanation and does not reveal the true nature of the lottery until the first stone hi ts Tessie’s head. We learn a lot about the lottery, including the elements of the tradition that have survived or been lost. We learn how important the lottery is to the villagers, particularly Old Man Warner. We go through the entire ritual, hearing names and watching the men approach the box to select their papers. But Jackson never tells us what the lottery is about, or mentions any kind of prize or purpose. She begins to reveal that something is awry when the lottery begins and the crowd grows nervous, and she intensifies the feeling when Tessie hysterically protests Bill’s â€Å"winning† selection. And she gives a slight clue when she says that the villagers â€Å"still remembered to use stones.† But not until the moment when a rock actually hits Tessie does Jackson show her hand completely. By withholding information until the last possible second, she builds the story’s suspense and creates a shocking, powerful conclusion. Quotations 1. Mr. Summers spoke frequently to the villagers about making a new box, but no one liked to upset even as much tradition as was represented by the black box. This quotation, from the fifth paragraph of the story, reveals how firmly entrenched the villagers are in the lottery’s tradition and how threatening they find the idea of change. The villagers have no good reason for wanting to keep the black box aside from a vague story about the box’s origins, and the box itself is falling apart. Beyond shabby, it barely resembles a box now, but the villagers, who seem to take such pride in the  ritual of the lottery, do not seem to care about the box’s appearance. They just want the box to stay the same. Their strident belief that the box must not change suggests that they fear change itself, as though one change might lead to other changes. Already, some towns have stopped holding lotteries, but these villagers do not seem to be headed in that direction. Instead, the y hold firm to the parts of the tradition that remain, afraid to alter even this seemingly insignificant part of it for fear of starting down a slippery slope. 2. Although Mr. Summers and everyone else in the village knew the answer perfectly well, it was the business of the official of the lottery to ask such questions formally. This quotation appears about halfway through the story, just before the drawing of names begins. Mr. Summers has asked Mrs. Dunbar whether her son, Horace, will be drawing for the family in Mr. Dunbar’s absence, even though everyone knows Horace is still too young. There is no purpose to the question, other than that the question is part of the tradition, and so Mr. Summers adheres to the rule despite the fact that it seems absurd. Even though other parts of the ritual have changed or been discarded over the years, this rule holds firm for absolutely no logical reason. Large things, such as songs and salutes, have slipped away, and wood chips have been replaced with slips of paper. Yet this silly, pointless questioning continues. The villagers seem strident in their adherence to the tradition. Old Man Warner, in particular, is adamant that tradition must be upheld and the lottery must continue. But the reality is that there is no consistency among what rules are followed and which are discarded. This lack of logic makes the villagers’ blind observance of the ritual even more problematic because the tradition they claim to be upholding is actually flimsy and haphazard. 3. Although the villagers had forgotten the ritual and lost the original black box, they still remembered to use stones. This quotation, which appears near the end of the story, distills the lottery down to its essence: murder. The villagers may talk of tradition, ritual, and history, but the truth—as this quotation makes clear—is that the traditional parts of it have long been discarded. The original ritual and box may indeed have borne along a tradition, violent and bizarre as it may be, but now, without the original trappings, songs, and procedures, all that remains is the violence. The  haphazard ritual, the bits and pieces that have been slapped together into some semblance of the original, have led to this essential moment of killing. The villagers are all too eager to embrace what remains, eagerly picking up the stones and carrying on the â€Å"tradition† for another year. Character Analysis Tessie Hutchinson When Tessie Hutchinson arrives late to the lottery, admitting that she forgot what day it was, she immediately stands out from the other villagers as someone different and perhaps even threatening. Whereas the other women arrive at the square calmly, chatting with one another and then standing placidly by their husbands, Tessie arrives flustered and out of breath. The crowd must part for her to reach her family, and she and her husband endure good-natured teasing as she makes her way to them. On a day when the villagers’ single focus is the lottery, this breach of propriety seems inappropriate, even unforgivable; everyone comes to the lottery, and everyone comes on time. The only person absent is a man whose leg is broken. Although Tessie quickly settles into the crowd and joins the lottery like everyone else, Jackson has set her apart as a kind of free spirit who was able to forget about the lottery entirely as she performed her chores. Perhaps because she is a free spirit, Tessie is the only villager to protest against the lottery. When the Hutchinson family draws the marked paper, she exclaims, â€Å"It wasn’t fair!† This refrain continues as she is selected and subsequently stoned to death, but instead of listening to her, the villagers ignore her. Even Bill tells her to be quiet. We don’t know whether Tessie would have protested the fairness of the lottery if her family had not been selected, but this is a moot point. Whatever her motivation is for speaking out, she is effectively silenced. Old Man Warner Old Man Warner, the oldest man in town, has participated in seventy-seven lotteries and is a staunch advocate for keeping things exactly the way they are. He dismisses the towns and young people who have stopped having lotteries as â€Å"crazy fools,† and he is threatened by the idea of change. He believes, illogically, that the people who want to stop holding lotteries  will soon want to live in caves, as though only the lottery keeps society stable. He also holds fast to what seems to be an old wives’ tale—â€Å"Lottery in June, corn be heavy soon†Ã¢â‚¬â€and fears that if the lottery stops, the villagers will be forced to eat â€Å"chickweed and acorns.† Again, this idea suggests that stopping the lottery will lead to a return to a much earlier era, when people hunted and gathered for their food. These illogical, irrational fears reveal that Old Man Warner harbors a strong belief in superstition. He easily accepts the way things are because thi s is how they’ve always been, and he believes any change to the status quo will lead to disaster. This way of thinking shows how dangerous it is to follow tradition blindly, never questioning beliefs that are passed down from one generation to the next. Mr. Summers Despite his breezy, light-hearted name, Mr. Summers wields a frightening amount of power in the village, power that seems to have been assigned to him arbitrarily. A married, childless business owner, Mr. Summers is â€Å"jovial† and pitied by the townspeople for having a nagging wife. No one seems to question his leadership of the lottery, and it seems to have never been challenged. Perhaps he took on the role himself, or perhaps someone offered it to him. Whatever the case, he now has complete control. Mr. Summers not only draws the names on the day of the lottery, but he also makes up the slips of paper that go into the black box. It’s up to him to make the black circle that ultimately condemns someone to death. Jackson never explains why the villagers put such pure faith in Mr. Summers, and the assumption that he will continue to conduct the lottery is just one more inexplicable but universally accepted part of the ritual.

Examine and comment on Christian and Hindu beliefs about life after death Essay Example for Free

Examine and comment on Christian and Hindu beliefs about life after death Essay Death is the most fateful experience of each individuals life. Whether it is the end of ones life, or the beginning of a new life, no one knows. Death for the Hindu is merely transition, simultaneously an end to a new beginning. Death for the Christian is destined and is a time of judgement that is made from their former performances in life. These are very different views from two major world religions that both question the different events that may take place after ones death. The Christian faith believes that the body is resurrected at death and the soul of an individual is immortal and continues after death. The doctrines of the church teach Christians that after one dies, they will rise before God and be judged. They believe that Christians who have been faithful throughout their life by worshipping Christ and helping other who are less fortunate. A quotation from Matthew 25: 31-46, One day we shall be called to account for the way we have used our gifts, our opportunities and our energies. Above all, we shall be required for the way we have behaved in relation to the poor, needy and the marginalised, supports the belief of the Christian faith and continues to teach these beliefs to mankind. This judgement that is made by God determines whether a persons soul will spend eternity in heaven or hell. Based on Jesus teachings and other sources of revelation, Christians believe that heaven is a place of eternal life, extravagance and luxury, The best and sweetest flowers of Paradise God gives to his people when they are upon their knees. Prayer is the gate of heaven, a key to let us in to Paradise, There will be no more death or mourning or crying or pain, for the old order of things has passed away (Revelation 21:4), these quotations show Christians believe that heaven is a place for those who have worshipped God and have followed the teachings of Jesus. The bible has portrayed heaven as the kingdom of heaven, where kingdom refers to a place of monarchy and sovereignty, where people will be reunited with God. However, Christians can not just enter heaven when they die, but will have to show that they are worthy of entering heaven, For I tell you, unless your righteousness exceeds that of the scribes and Pharisees, you will never enter the kingdom of heaven (Matthew 5:17-20), this quotation alternatively states that a person who thinks of themselves as higher than God, will never enter heaven. The question that then arises is, where do the unworthy of entering heaven, go after death? The complete alternative of heaven is hell, where people who have carried out immoral acts, such as murder and rape which are forbidden according to the sacred doctrines of the bible, along with people who do not believe in God and have not followed the Christian faith will live eternally in the brutal conditions that hell facilitates, The sword which shall pierce them with the greatest sorrow will be the thought of having lost God, and of having lost Him through their own fault, this quotation gives us a small insight of what hell is portrayed as by Christians. St. Augustine says that in Hell, the damned will be forced to think of nothing but God and that will cause them terrible torment. Biblical quotations such as and shall cast them into a furnace of fire, there shall be wailing and gnashing of teeth (Matthew 13:42) and In Matthew 25:41, Jesus says Depart from me, ye cursed, into everlasting fire, show that Jesus talks about hell as being a place of fire and where souls are burnt and tortured for eternity. Jonathan Edwards preached a sermon which was titled Sinners in the hands of an Angry God. This contained a passage with a quotation There will be no end to this exquisite horrible misery, stating that if a person enters hell, there is no turning back, and they will suffer in the fiery flames of hell. The bible also describes hell as an endless torture scene, with angels and Jesus present either as observers or as officials who are directing the torture of the victims in hell. However, there are two different concepts about the duration of the torture, Annihilationism and traditionalism. Annihilationism is the belief that unsaved individuals will be punished in hell for only a period of time that is appropriate to pay for the nature and frequency of their sins which they were alive on earth. Annihilationists also believe that when a persons punishment has finished, and they have paid the full penalty for their sins, they will be exterminated and their soul will cease to exist in any form. This mean that the soul will not be tortured for any longer, however, they will never enter the kingdom of heaven, which consequently means that at that point, their life has come to an end. In contrast, traditionalism is simply a belief that unsaved individuals will be punished in hell not only for a year, or a decade, but for eternity without any hope of relief, moderation or cessation of the pain. There are many passages and quotations that appear to describe punishment in hell as lasting forever such as the fire that burns them will never be put out (Isaiah 66:24) and And many of those who sleep in the dust of the ground will awake, these to everlasting life, but the others to disgrace and everlasting contempt (Daniel 12.2). These quotations from the bible clearly support the view of traditionalism which shows that even though Gods wish is for all to be saved, the ones who are not will be punished forever. Although this is the view for many Christians, others including Skeptics, Humanists, Atheists, Agnostics generally believe that there is no afterlife and accept that after death, there is personal annihilation. Roman Catholic Christians also have alternative but similar views as they believe that in between heaven and hell, there is purgatory. This is where people who have sinned within their lifetime, but have not sinned to the extent that they must enter hell and be tortured for eternity, are punished for their bad deeds until all penalties have been paid. This enables them to be cleansed from sin and can potentially enter heaven where their soul will rest for eternity. Roman Catholics also believe that people who have family and friends to pray for them after they die will be released from purgatory sooner than those who dont. This is why many Roman Catholics have an overwhelming fear of death as they feel they will certainly suffer, whether it is in hell or purgatory. Pope John Paul issued a piece entitled Incarnationis Mysterium which suggests that Roman Catholics visit certain holy sites to try and reduce the amount of time they will have to spend suffering after death. In this, there is was an appendix called Conditions for Gaining the Jobilee Indulgence which suggested ways for Roman Catholics to attempt to reduce the amount of time spent suffering after they die by carrying out good deeds during their lifetime such as visiting the elderly who live along, the sick, the handicapped etc. Some Roman Catholics carry out these deeds, but the question that has to be asked is, is this being done from the goodness of their heart, or for the goodness of themselves? It is clear that different Christians have different views on life after death, but are similar and can be linked together in some sense, for example, annihilationism is vaguely similar to purgatory in the way that people who have sinned are not punished eternally. However, can this be said for the views on life after death for Christianity and Hinduism? Certainly not, as Hindus have a completely different perspective of afterlife. For Hindus, death is referred to as mahaprasthana which means great journey. Hindus believe in reincarnation, which is the cycle of death and rebirth after a while in spiritual spheres into a new physical body, this is where the soul, which is the true self, remains the same, while the vehicle of the soul to make the needed learning experience changes. Death means nothing else but the loss of a vehicle the soul was using during its many reincarnations, which is a physical body. Saint Tiruvalluvar wrote that death is like falling asleep, and birth is like awakening from that sleep, this quotation shows that no Hindu should really fear death, as an individual is not the body in which they live, but the immortal soul which inhabits many bodies in its evolutionary journey. Samsara is the term referred to by Hindus and means wandering. They believe that the soul wanders from body to body in one lifetime to another. The Bhagavad Gita, which is the holy text for Hindus, teaches that death should not be feared and there is no reason to grieve, For sure is the death of all that is born, sure is the birth of all that dies: so in a matter that no one can prevent, you have no cause to grieve (Bhagavad Gita Chapter 2 verse 27). This quotation states that all are born again so there is no point grieving over something that cannot be avoided. However, the reason why all living things are continually reborn is based on the Hindu belief in karma. Karma means action and the law of karma is the law of cause and effect. Hindus believe that the life they are living may not be the first one, and they may have been born many more times before that. The law of karma states that any good or bad deeds than have been carried out in ones life will give an impression and will be carried over to the next life, for example evil and selfish actions will consequently results in a life of suffering. Therefore, it is said to believe that everything has a cause and purpose, What a man becomes in his next life will depend upon his karma (Brihad-aranyaka Upunishad. IV. 4.verse 3). For a Hindu, this belief could provide a strong incentive to live a good, moral life so the fear of suffering in their next life is overcome. The law of karma can also explain the differences in circumstances and inequalities between people around the world. Although many Hindus aspire to a good rebirth, the ultimate goal of any Hindu is for the atman (soul) to escape Samsara altogether and this is known as Moksha. Moksha can be described as perfect peace and happiness, or as the soul losing itself in Brahman. Brahman means God and moksha is a spiritual state of existence in which there is a union with God, When all desires that rest in the heart are liberated shall a mortal man become immortal and attain Brahman, which shows that when all thoughts are put to rest and when the atman is truly identified as the equivalent of the reality of Brahman, an individual will be able to make moksha their goal and achieve it. Yoga may be considered as a way of exercise to keep the body healthy and fit where as the true meaning of yoga is unity and integration, and is the means, methods and discipline that will enable an individual to bring union with a personal God, Brahman. There are three recognised ways of doing this and they are karma yoga, bhakti yoga and jnana yoga. By carrying out these, and using them as a guideline, moksha can be gained. Hindus see their religion as a way of life and many Hindus apply themselves and live their lives wanting to act to the best of their potential in hope that when they die, they will be released from samsara and gain moksha. Christianity and Hinduism are two major religions that are followed worldwide. They also have very contradistinctive views on life after death. However, both Christians and Hindus turn to their religion to find answers for existence along with death. They also hold tenaciously to the beliefs taught by their particular denominations as a way of comfort. One thing that Christians and Hindus have in common is that they both portray religion as a way of life and use scholarly teachings to influence them on which rightful path to follow in life. Death has been questioned for a very long time and no one has been able to answer the question What happens after death?, which means no one really knows what events will take place after we die, where we will go or what will happen to us. Although we try and answer all of these questions with religious beliefs, until one experiences death, the question that has caused distress to people for over 2 millennia still remains, is there an afterlife?